Intuition and decision making
How to combine rational analysis and intuition to make better decisions?
Trends tend to come and go. Just a few short decades ago, the ideal leader was a rational, objective and disciplined decision-maker. After that, he was supposed to be a visionary, with the ability to steer the right course in an uncertain environment. Then rose the star of the intuitive leader model, culminating with the new economy bubble.
Today, several contradictory voices can be heard. The rational model is now making a big comeback, telling us that future shouldn’t be predicted ,but analyzed using scenarios. At the same time, however, conclusions based exclusively on the numbers are viewed with a skeptical eye. Leaders are supposed to step back from the numbers and take account of intangible factors. They must therefore be able to leave room for subjective understanding.
How reliable is intuition? When and under what circumstances can it be used? Our analysis of the most convincing texts on the subject points to the following conclusions:
– Intuition is an extraordinary human faculty that can sometimes be very relevant.
– Yet, intuitive convictions can be misleading: discover the potential traps.
– The best decision-makers rely mostly on solid analyses, backed up with intuition.
– Intuition can be developed: discover how to reinforce the accuracy and reliability of your intuitions.
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See also
When can you trust your intuition?
When can we trust our intuition, and when should we be wary of it?
Deciding while under pressure
When we make decisions, we are inevitably subjected to biases—that are all the more powerful when we are under pressure and the stakes are at their highest. How can you nonetheless secure the vital strategic decisions?
