“1st Assignment Task”
МNG1317: Decision Making
“The Role of Intuition in Decision Making”
Kelbatyrova Madina
ID: 21B060038
Word count: 1750
Almaty, 2023
Introduction
Decision making is a crucial component of human existence and a complex process through which
people negotiate the challenges of daily life. Making decisions fundamentally involves evaluating the
facts at hand, taking prospective outcomes into account, and choosing the best course of action. Critical
thinking and rational analysis have traditionally been praised as the main forces behind good decisionmaking, supporting our decisions with reason and logic. However, there is another powerful force at
work beneath conscious thought: intuition. The term "gut feeling" or "instinctive response" is frequently
used to describe this small yet potent cognitive function. It is the silent whisper of the mind, a
mechanical action based on our subconscious, past experiences, and recurring patterns.
Immediately providing insights that may not be immediately apparent through conscious examination,
intuition functions quickly and quietly. In daily life, intuition frequently directs our decisions, assisting
us in navigating social situations, selecting friends or relationships, and making creative or artistic
decisions. In these situations, intuition can offer a priceless initial assessment that frequently results in
quick and sensible conclusions.
However, there are some restrictions on how intuition can be used in decision making. Biases and
stereotypes can affect intuition, which can result in skewed conclusions. Furthermore, relying too much
on intuition, especially under pressure, might skew judgment and lead to poor choices.
Finding the right balance between intuition and analytical reasoning is the secret to making decisions
that are productive. As a helpful beginning point, intuition can provide immediate insights that direct
our initial thoughts. Rational analysis is essential for complex, important, or data-driven judgments,
though. It enables us to carefully consider the information at hand, weigh the pros and cons, and make
decisions that are well-informed.
Additionally, intuition may be developed and improved through time, particularly in professions where
experts rely on their intuitive abilities, like surgeons, firefighters, and seasoned businesspeople. People
can hone their intuitive skills through experience and instruction, which will make them more
dependable and perceptive decision-makers.
In summary, intuition, which is frequently dismissed as an arbitrary and unreliable factor in decisionmaking, plays a significant and complementary role to rational analysis, assisting people in making
quick decisions under pressure and leading them through complex situations. This essay will examine
the several functions of intuition in decision-making, highlighting its benefits and drawbacks while
emphasizing the necessity of establishing a balance between intuition and rationality for accurate
judgment.
Main body
"Intuition is a powerful tool that can help guide our decisions when we don't have all the facts. It's a
kind of inner wisdom that comes from years of experience and a deep understanding of the world around
us." - Arianna Huffington.
It is possible to grasp or know something intuitively without using conscious mind or analytical thought,
which is a sophisticated cognitive process. It's frequently referred to as a gut feeling, a hunch, or a
sensation of knowing that appears to develop spontaneously and without a discernible, rational cause.
All things considered, intuition is an intriguing and frequently useful element of human intellect. It can
be a helpful tool in many areas of life, from decision-making to problem-solving, but for more
dependable results, it should be used in concert with critical thinking and, whenever feasible, supported
by evidence and reasoning.
A person's ability to use their intuition is a significant asset in today's world. A well-developed intuition
is the magic wand that enables you to provide an accurate response to any question in a brief amount
of time in a world that is changing quickly, where there is little time to make a decision. The most
crucial trait of a good specialist or manager is increasingly said to be developed intuition rather than
exhaustive information.
In researching managers' decision-making processes, Burke and Miller (1999) found five distinct
characteristics of intuition [1], which are shown in Figure 1.
Cognitive-based decisions
Subconscious mental
processing
Affect-initiated decisions
Intuition
Experience-based decisions
Values or ethics based decisions
Figure 1. Aspects of intuition in Decision making.
Many wealthy, highly accomplished people who have made their millions have credited their intuition
for their ability to make good decisions under a variety of circumstances.
Making decisions is a crucial aspect of daily life and frequently entails combining logic with gut instinct.
Intuition has a significant and nuanced part in decision-making, even though reason is known for its
systematic approach. I will examine case studies and real-world examples that highlight the use of
intuition in decision making in order to better comprehend this.
Case study: When making quick decisions in tense and uncertain combat circumstances, military
commanders frequently rely on intuition. Making split-second decisions can be made easier with the
help of intuition that has been developed through practice and experience.
Insight: The military's reliance on intuition highlights the crucial role it plays in handling crises and
making decisions in difficult circumstances.
Although it has its limitations and can be a useful tool in decision-making, intuition is not perfect. To
make wise and reasonable decisions, it's critical to be aware of and comprehend these restrictions. These
are some of the main drawbacks of intuition:
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Since intuition is subjective by nature. It is based on a person's unique experiences, viewpoints,
and prejudices, which can occasionally result in choices that are not unbiased or objective.
Personal biases can skew judgment and result in poor decisions.
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Inaccuracy: Especially when there is little or insufficient information available, intuition can be
wrong. Making choices exclusively on intuition without checking the facts or performing a
logical analysis might lead to mistakes.
Individuals frequently underestimate how accurate their intuition is. This overconfidence can
cause people to place too much trust in their instincts, even when a more correct or appropriate
interpretation would come through rational analysis.
Vulnerability to Cognitive Biases: Intuition is vulnerable to cognitive biases including
availability bias (giving more weight to readily available information) and confirmation bias
(the propensity to seek out information that confirms preexisting opinions). Intuitive
perceptions may be distorted by these biases.
Limitations of Experience: Intuition is based on patterns and experiences from the past. When
people lack the necessary experience, intuition may not be able to provide effective direction,
which can result in uncertainty or poor decision-making.
Experience-based limitations: Intuition is based on past data and patterns. Instances where one
lacks appropriate experience may result in uncertainty or poor decision-making since intuition
may not offer helpful direction.
Lack of explanation: Intuition frequently makes decisions or draws conclusions without giving
a reason. This lack of openness can be problematic when attempting to explain one's choices to
others or draw lessons from the past.
Incompatibility with data-driven decision-making: In disciplines like data science and
analytics, depending purely on intuition can deter the use of data-driven decision-making
methods that can produce more precise and objective findings.
Unconscious knowledge can improve accuracy, speed, and confidence in decision-making, according
to research done at the University of South Wales. Intuition also greatly improves decision-making [2].
We probably use both conscious and intuitive thinking when making decisions in daily life, even if we
may not be aware of it [3]. And it appears that the function of intuition in routine thought processes is
the same as its function in bigger decisions.
Since intuitive decision-making is based on our past experiences, it has frequently resulted in success
in circumstances comparable to those in which prior outcomes and knowledge obtained have been
valuable and correct.
We must use caution when using intuition when the present or the future circumstance is drastically
different. Any decision taken without a rational examination may be useless at best or harmful at worst.
When time is short and intuition is strong, it can lead to rapid decisions (such as when a bomb is ticking
or a boat is sinking). When there is time to consider issues like racism or global warming, we must rely
on logical, fact-based analysis.
Over the course of two years, Agor studied 2,000 managers [4, 5]. He defines it as a method of knowing.
His research showed that managers concealed the fact that they employed intuition, and that executives
exploited it like 'explorers' to 'foresee' the right path to take. In a recent review study, Dane and Pratt
found that intuition is nonconscious, holistic, associative, and speedier while reviewing the differences
between intuition and more rational theories of decision-making [6].
There is a growing understanding that intuitive decision-making is crucial to effective corporate
administration. Former CEOs who participated in Harvard researcher Parikh's study of 13,000 CEO`s
reported that they credited intuition with 80% of their commercial performance [7]. A growing number
of senior executives, including CEOs, publicly acknowledge adopting "flair" or intuition while making
decisions, according to Klein's research [8]. Finding a good balance between intuition and reason is
frequently necessary for effective decision-making. While intuition provides quick insights and
judgments, rationality ensures thorough investigation and fact-based reasoning. We may make wellinformed decisions that take use of both ways' advantages by knowing when to trust our gut and when
to conduct deliberate analysis.
Conclusion
In conclusion, the use of intuition in decision-making is a sophisticated and nuanced phenomenon that
has drawn considerable interest from both academic studies and real-world applications. Our daily
decisions are heavily influenced by intuition, sometimes known as a "gut feeling" or "instinct," which
can be a useful tool when making decisions. While not always accurate and susceptible to biases and
emotions, intuition can offer quick and effective answers to issues, particularly when there is little time
or information available.
It is important to recognize intuition and incorporate it into a well-balanced framework for making
decisions that also incorporates analytical thinking and data-driven strategies. Intuition should not be
completely discounted. Making judgments that are better informed and successful might result from
striking the correct balance between intuition and logical analysis.
Additionally, with practice, knowledge, and mindfulness, intuition can be refined and enhanced.
Professionals in many different disciplines, including business, medicine, and the arts, frequently rely
on their refined intuition to make wise decisions. However, it's crucial to maintain alertness and
critically assess our gut feelings, especially when crucial choices need to be made.
Understanding the function of intuition in decision-making is crucial for people and organizations
looking to make better decisions in a world that is changing quickly and is complex. Embracing
intuition's potential while acknowledging its limitations can result in more flexible and effective
decision-making processes. In the end, decision science, psychology, and neuroscience researchers
continue to find the interaction between intuition and reason to be a fascinating topic for future
investigation.
References:
1. Burke, L. A., & Miller, M. K. (1999). Taking the Mystery Out of Intuitive Decision Making.
Academy of Management Executive, 13 (4), 91-99.
2. Lufityanto, Donkin, & Pearson, (2016). Measuring intuition: Nonconscious emotional information
boosts decision accuracy and confidence
3. Hogarth, R. M. (2010). Intuition: A challenge for psychological research on decision
making. Psychological Inquiry, 21(4), 338–353.
4. Agor, Weston H. (1986), “The Logic of Intuition: How Top Executives Make Important
Decisions”, Organizational Dynamics, 14:5-18
5. Agor, Weston H.(1989), “Intuition and Strategic Planning”, The Futurist, Nov/Dec, 23:20
6. Dane, E & M.G.Pratt (2007), “Exploring Intu- ition and Its Role in Managerial Decision Making”,
Academy of Management Review, 32 (1): 33-54.
7. Parikh, Jagdish, Neubaeur, Fred & Lank, Alden G. (1996), Intuition: The New Frontier of
Management; 3rd edition, Blackwell Business
8. Klein (2003), Intuition at Work: Why Develop- ing Your Gut Instincts Will Make You Better at
What You Do, Doubleday, New York