Explain the role of intuition in decision making.
Need 1 main response and response for 2 students .
1 student (sindhuri kadaverugu) :
Intuition is the ability of a person that grows in a particular area or specific technology when he spends over a period of time in decision making. Intuition is a sophisticated form of reasoning based on “chunking” that an expert hones over years of job specific experience (Prietula & Simon, 1989).
Many people have tried to understand Intuition & tried to verbiage it according to their understanding, Everyone has their own understanding of Intuition, Few people have considered it as the mind trying to make decision by it subconscious part of it, when an experienced man looks into a situation he comes up with an idea to resolve it this only come to your mind only by experience.
As per my understanding it is a ability of a human being to react to a situation where he comes up with an idea to resolve it by their gut feeling, they are more confident about the solution of the issues. Some people have mentioned it as an anti-rational analysis. Some people have mentioned it as a decision making without getting their emotions involved, truly based on the experience. Few scholars have mentioned that every decision you make there is a part of intuition involved in it, they have mentioned that it every decision made has some analysis, emotions & intuition.
Finally I would like to conclude that a good manager need to have a good intuitions about their work, they need to have a good experience in the field in which they are willing to be a manager. Also a strong person will have a good intuition because it requires to control your emotions when making the decisions.
1. Khatri, N., & Ng, H. A. (2000). The role of intuition in strategic decision making. Human relations, 53(1), 57-86.
2. Simon, H. A. (1987). Making management decisions: The role of intuition and emotion. Academy of Management Perspectives, 1(1), 57-64.
2nd student (hyndavai mandava) :
Many managers had reported that using intuitions in the process of decision making as a non-rational method. Intuition is also considered as a mode of non-sequential information processing. It will be a contrast to the deliberative style of decision making. The judgment will be influenced by the emotions or cognitions due to intuition. In some interviews, some people had said that it is better to leave the decision making to intuition than making a decision by approaching its rationale. This means the usual rational attitude of a person must be ignored while making decisions (Husemann, 2019).
The main works of rationalism in some situations will clearly say that intuition will be a good advisor. Some studies say that 90% of important decisions will be taken by the usage of intuition. Intuition means something information which is perceived, understood and believed by the feelings of a person without any natural evidence. There will be no use of thoughts, reason or processes with consciousness. This will not say that decision making with the involvement of intuition is irrational. There will be no availability of proper explanation for the choices with logical or conscious thoughts. The role of intuition in the choices every person makes is very important. Sometimes, intuition will make significant mistakes (Krishnan Sadhasivan, 2017).
In the process of decision making. There will be some problems with intuition. These problems will be solved with a structured process of decision making. Inaccuracy will be more because of intuition decision-making. In the process of intuitive decision making. Intuitive decision making will provide a foundation for the purpose of capturing and learning from the decisions that have been made before. This model of recognition primed decision model will be guarding against the errors which will occur due to making decisions using intuition. It will be reasonable for using the intuition in the process of making low-value decisions. Intuition will be providing quick selection. The examples for intuition decision making are choices which will be made in the battles or in crisis situations (Skinner, 2012).
Husemann, K. C., & Eckhardt, G. M. (2019). Consumer Deceleration. Journal of Consumer Research, 45(6), 1142–1163. https://doi.org/10.1093/jcr/ucy047
Krishnan Sadhasivan, D., & Balasubramanian, K. (2017). A Novel LWCSO-PKM-Based Feature Optimization and Classification of Attack Types in SCADA Network. Arabian Journal for Science & Engineering (Springer Science & Business Media B.V. ), 42(8), 3435–3449. https://doi.org/10.1007/s13369-017-2524-0
Skinner, C. (2012). Statistical Disclosure Risk: Separating Potential and Harm. International Statistical Review, 80(3), 349–368. https://doi.org/10.1111/j.1751-5823.2012.00194.x