The Effects of Intuition in Decision-Making

This book examines the concept of intuition in decision-making. Human behaviorists have examined why the performance of some people get them to the top while others around them remain in lower levels of the organization. They have also studied situations where one person completes a problem or assessment much sooner than another with nearly the same responses or results and wondered how that happened. The focus of this book is on the relationship between intuitive thought, organization level and function. It explores the use of intuition in decision-making and the organizational conditions which call for an intuitive approach. Management research historically has been biased toward the analytical process in decision-making. This rational approach has been more popular as the preferred and acceptable method for studying management practices. Alternative unstructured methods have been ignored or labeled irrational in the negative sense. However, the focus here is centered on working adults, where judgment can be reached using other forms of thought processes which take into account years of expertise, considerable introspection, and/or informal rules learned over time.

Autorentext

Dr. Ashley F. Fields has done extensive research and consulting in the area of organizational engineering and for over 30 years has worked in government and business including Fortune Global 100. His work has been cited in business and academic journals globally and he has served on the Faculty of four major universities in the United States.