Intuition – Can You Trust Your Gut?
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Intuition – Can You Trust Your Gut?
The role of intuition in decision-making cannot be overlooked. Intuition involves combining cognition and emotions to make a judgment call. Most of the decisions made by intuition are normally guided by a wide range of historical experiences, information, skills, insight, and emotions. The usage of intuition as the major decision making device is largely dependent on the environment. Some of the situations in which it is most appropriate include rapid response situations that have little time for deliberation and analysis. Managers dealing with ambiguous and insufficient information are also forced to use intuition to make their decisions. The main substitute to an intuition-style of makingdecisions is using rationality. The rational decision making approachdepends heavily onreason and quantitativeexamination. An individual has toanalyze all the alternatives in a conscious manner. After this, one can devise the mainmeasure for evaluating the expected resultsof each alternative andfinally allocatingweight to each measure to determinetheir relative significance.This approach appears more organized andscientific compared to intuition. Within the formal working environment, most of the activities are guided by principles proposed by theorists such as Henry Fayol. These principles are highly scientific and therefore, in most corporate settings, intuition would be classified as an informal approach. Regardless of its categorization, intuition has its place in the decision making process. Finding this exact position is relatively difficult. This is because intuition, unlike other formal decision-making approaches such as group decision making, is very abstract. It lacks the necessary elements that can be evaluated and standardized. Therefore, intuition should be used in a complimentary fashion. Its application should be limited to guiding and enriching decisions that were reached using scientific methods such as rational decision-making approaches.