{"id":2715,"date":"2024-05-23T18:23:41","date_gmt":"2024-05-23T16:23:41","guid":{"rendered":"https:\/\/www.intuitivethinking.com\/intuition-in-decision-making\/"},"modified":"2024-05-23T18:23:41","modified_gmt":"2024-05-23T16:23:41","slug":"intuition-in-decision-making","status":"publish","type":"post","link":"https:\/\/www.intuitivethinking.com\/it\/intuition-in-decision-making\/","title":{"rendered":"Intuition in decision making"},"content":{"rendered":"\t\t
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Intuition in decision making<\/h1>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Decision making involves an intimate combination of analysis and intuition. As former SAS airlines CEO Jan Carlson effectively puts it, \u201c… In real life you find that even after you gather all the relevant information, there is still a gap, a part that you cannot neatly calculate. And that\u2019s where you have to add your intuition, to make your final decision and go ahead.\u201d La formazione tradizionale \u00e8 molto esaustiva per quanto riguarda i metodi analitici, ma quando si arriva alla parte intuitiva, \u00e8 un po\u2019 come tirare una moneta. Dunque, se il decision making \u00e8 una catena di analisi\/intuizione e la forza di una catena \u00e8 data dal suo anello pi\u00f9 debole, what if you could learn come rafforzare l\u2019intuizione per rafforzare l\u2019intero processo decisionale? Sensing\u00ae<\/sup> method teaches you to deliberately access the information of the intuitive mind and combine it with logic to make better decisions.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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In 1978 U.S. economist Herbert Simon received the Nobel Memorial Award for his research on the \u201cdecision making process\u201d in business. Simon\u2019s discovery was \u201cbounded rationality\u201d. Simon postulated that decisions people make are not rational, as claimed by classical and neoclassical schools of management. Often, decisions have to be made under time and information constraints, with a lack of knowledge of the consequences of one\u2019s actions and using an information processing system (the human brain) with limited processing capacity. The way to bridge this asymmetry and incompleteness of information is to resort to intuition. According to Simon, good management does \u2018not have the luxury of choosing between \u201canalytic\u201d and \u201cintuitive\u201d approaches to problems.\u2019 Good management\u2014indeed the \u2018art\u2019 of management\u2014involves an \u2018intimate combination\u2019 of intuitive sensing and analytical solving 1<\/sup>.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Intuition is memory
<\/strong>For Simon intuition is not magic, but memory: \u201cThe situation has provided a cue: this cue has given the expert access to information stored in memory, and the information provides the answer. Intuition is nothing more and nothing less than recognition.\u201d2<\/sup> The mind is a huge database that records and stores all the events we have experienced in the course of our lives. Everything, even what we have caught unconsciously with the corner of our eye. When we have to make a decision or solve a problem, our mind cross-checks all the data we have acquired about the problem with the data stored in our brain to come up with the optimal answer. In other words, intuition is deeply rooted in memory. This is why Simon argues that intuition is \u2018recognition\u2019.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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According to Simon, good management does \u201cnot have the luxury of choosing between \u2018analytic\u2019 and \u2018intuitive\u2019 approaches to problems.\u201d Good management\u2014indeed the \u2018art\u2019 of management\u2014involves an \u2018intimate combination\u2019 of intuitive sensing and analytical solving.<\/h4>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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Sensing: direct access to the intuitive mind
<\/strong>Intuition is great, the only problem is that it occurs at random, in other words it happens of its own accord, not necessarily when it is needed. But what would it be like if you could come up with intuitions on a particular topic at will?\u00a0 Sensing\u00ae<\/sup> is the technique that allows you to access the information of the intuitive mind when you need to.<\/p>

Sensing\u00ae<\/sup> is based on the assumption that intuitions reach the conscious mind in the form of sensations. If sensations are the channel of intuition, we can then move up that channel to access the information from the intuitive mind. With Sensing, when faced with a problem to solve, all you need to ask yourself is: \u201cWhat do I sense about this problem? And bam!… you can go directly to the heart of the problem.<\/p>

What can you obtain by Sensing? Sensing will take you to the heart of the problem. When you have an intuition, the solution to a problem will reveal itself in its essence with crystal clarity. In the same way, when you have a problem to solve, you can practice Sensing and quickly get to comprehend its essential truth, what it actually takes to solve it.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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You already know
<\/strong>Psychologist and author Daniel Goleman tells an illuminating story that helps to better understand what we are talking about. 3<\/sup><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\u201cA good friend, a physician, was once offered a business proposition: If he would leave his practice to become medical director of a fledgling condominium health resort and invest $100,000 of his own capital in the venture, his projected share of the business would amount to $4 million within three years. Or so the business plan promised. My friend liked the vision of a resort where people could improve their health as they vacationed; coupled with the lure of a possibly fantastic payoff, he couldn\u2019t resist. He sold his medical practice, invested in the resort, and became its medical director. But during that start-up year he found that there was no medical program to direct yet\u2014he ended up spending his days essentially as a salesman, trying to interest people in buying time-share condos at the resort. One day, as he was driving to work at his new job, he found himself\u2014to his astonishment\u2014pounding the dashboard of his car and yelling, \u201cI can\u2019t do this! I can\u2019t do this!\u201d Pulling over, my friend took a few moments to get a grip on his tumultuous feelings, calmed down, and drove on to work. A year later the resort was bankrupt\u2014and so was he. He admits now that he had a gut feeling from the outset that there was something wrong with the proposition, that the projections in the business plan were too rosy, and that the scheme was really about real estate development, not preventive medicine. But at the time he had been craving a change. And the financial incentives looked so promising that he buried his misgivings\u2014much to his later regret.\u201d <\/em><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n\t\t\t\t\t\t\t\t\tAt the intuitive level, the doctor knew how things stood. And not only in general terms, but he also had a clear idea of the criticalities. Firstly, Goleman reported he sensed that \u201cthere was something wrong with the proposition\u201d. Secondly, he sensed that \u201cthe projections in the business plan were too rosy\u201d. Thirdly, he sensed that \u201cthe scheme was really about real estate development, not preventive medicine\u201d. The problem is that this information was in the form of gut feelings. And no one had taught him how to use sensations.\n\nIf the doctor had known how to practice Sensing, he would have been able to access this information and use it to make better decisions.\n
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  • First, he would have paid more attention to his sensations. He would have known that sensations are not imaginary but always carry information. He would also have known that this type of information can either be intuitive or emotional. As the Latin adage goes, tertium non datur<\/em>, there is no third option.<\/li>\n \t
  • He would have therefore been able to tell genuine intuitions from emotions and impulsive desires, discard the latter and decipher the meaning of the former. The Sensing technique would have allowed the doctor to obtain this information right from the outset<\/em>, avoiding the smokescreen of overthinking.<\/li>\n \t
  • Last but not least, if this wasn\u2019t enough, he would have been alerted by the nagging sensation that something wasn\u2019t adding up. Sensing shows that what on the surface can appear as a doubt, is actually a symptom that the analytical mind and the intuitive mind are in conflict. One of the better universally known rules of thumb 4<\/sup> is: \u201cIf in doubt, don\u2019t\u201d, or \u201cIf it isn\u2019t a clear yes<\/em>, then it\u2019s a clear no<\/em>\u201d.<\/li>\n<\/ul>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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    With Sensing you learn to generate intuitions at will on a problem at hand. When you have a problem you practice Sensing and Bam!... you get to the core of the issue.<\/h4>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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    If the doctor had this information, he could have put it to the test: for example, he could have better investigated the healthcare plan, or asked for expert help to assess how realistic the financial projections were. In short, he would have had a direction to follow to further his research. As we say in our training programs, intuition should never be used blindly, but as an indication of where to investigate.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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    Conclusion<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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    As shown by Simon and confirmed by Portuguese neuroscientist Antonio Damasio 5<\/sup>, the idea that decisions can be made by using only the analytical mind is an illusion. As former SAS airlines CEO Jan Carlson effectively puts it, \u201c… In real life you find that even after you gather all the relevant information, there is still a gap, a part that you cannot neatly calculate. And that\u2019s where you have to add your intuition, to make your final decision and go ahead.\u201d<\/p>

    The decision-making process is like a chain whose links consist of analysis and intuition. Analytical methods can help, but do not exhaust the question. Knowing how to use intuition, in the way we have seen, can lead to huge improvements in the quality of decisions. Today this can be achieved through Sensing. Sensing offers an easy, quick and effective way to improve our confidence in the mechanisms of intuition, and so increase the probability of making better decisions.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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    1. Sadler-Smith, Eugene. Intuition in Business (p.37). OUP Oxford, 2023. Kindle Ed.<\/p>

    2. Simon, H. A. What is an explanation of behavior? Psychological Science, 2, 150 \u2013 161 (1997)<\/p>

    3. Goleman, Daniel. Working With Emotional Intelligence (pp.49-50). Random House Publishing Group.<\/p>

    4. The terms “Rule of Thumb” or “heuristic” define a rule that although not scientifically proven, yet with time and practice has been proven to work.<\/p>

    5. H Damasio\u00a01,\u00a0T Grabowski,\u00a0R Frank,\u00a0A M Galaburda,\u00a0A R Damasio, \u201cThe return of Phineas Gage: clues about the brain from the skull of a famous patient.\u201d Science. 1994 May 20;264(5162)<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t","protected":false},"excerpt":{"rendered":"

    Decision making involves an intimate combination of analysis and intuition. <\/p>\n","protected":false},"author":2,"featured_media":1946,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[],"tags":[],"class_list":["post-2715","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry"],"yoast_head":"\nIntuition in decision making - Intuitive Thinking<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.intuitivethinking.com\/it\/intuition-in-decision-making\/\" \/>\n<meta property=\"og:locale\" content=\"it_IT\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Intuition in decision making - Intuitive Thinking\" \/>\n<meta property=\"og:description\" content=\"Decision making involves an intimate combination of analysis and intuition.\" \/>\n<meta property=\"og:url\" content=\"https:\/\/www.intuitivethinking.com\/it\/intuition-in-decision-making\/\" \/>\n<meta property=\"og:site_name\" content=\"Intuitive Thinking\" \/>\n<meta property=\"article:published_time\" content=\"2024-05-23T16:23:41+00:00\" \/>\n<meta name=\"author\" content=\"Amministratore\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:label1\" content=\"Scritto da\" \/>\n\t<meta name=\"twitter:data1\" content=\"Amministratore\" \/>\n\t<meta name=\"twitter:label2\" content=\"Tempo di lettura stimato\" \/>\n\t<meta name=\"twitter:data2\" content=\"8 minuti\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\/\/schema.org\",\"@graph\":[{\"@type\":\"Article\",\"@id\":\"https:\/\/www.intuitivethinking.com\/it\/intuition-in-decision-making\/#article\",\"isPartOf\":{\"@id\":\"https:\/\/www.intuitivethinking.com\/it\/intuition-in-decision-making\/\"},\"author\":{\"name\":\"Amministratore\",\"@id\":\"https:\/\/www.intuitivethinking.com\/it\/#\/schema\/person\/89ba3f00c51dd90592e9bfc5205f3be4\"},\"headline\":\"Intuition in decision making\",\"datePublished\":\"2024-05-23T16:23:41+00:00\",\"mainEntityOfPage\":{\"@id\":\"https:\/\/www.intuitivethinking.com\/it\/intuition-in-decision-making\/\"},\"wordCount\":1607,\"publisher\":{\"@id\":\"https:\/\/www.intuitivethinking.com\/it\/#organization\"},\"image\":{\"@id\":\"https:\/\/www.intuitivethinking.com\/it\/intuition-in-decision-making\/#primaryimage\"},\"thumbnailUrl\":\"https:\/\/www.intuitivethinking.com\/wp-content\/uploads\/2024\/05\/Cover-Decision-making.jpg\",\"inLanguage\":\"it-IT\"},{\"@type\":\"WebPage\",\"@id\":\"https:\/\/www.intuitivethinking.com\/it\/intuition-in-decision-making\/\",\"url\":\"https:\/\/www.intuitivethinking.com\/it\/intuition-in-decision-making\/\",\"name\":\"Intuition in decision making - 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