Intuition in decisions Patton (2003) suggests that with the Internet and global economy, in extraordinary circumstances, decisions made without all data and time to consult with others require intuitive decision-making. Past learning, practice and drill can underpin intuitive decision-making in action that becomes "second nature". Patton places intuition along an emotional-intuition continuum; from an often irrational emotional reaction at one end to intuition, that compliments a fairly thorough analytical reasoning approach based upon experience and learning, at the other. Pattern association Experts, who do not necessarily scan the environment or process information any faster, are able to absorb and evaluate large quantities of information quickly by means of chunking; recognizing and reacting to operational patterns. (Extensive references listed) Once chunked the linked patterns are viewed as a single unit - taking up less working memory and attention. Related knowledge chunks can be activated from long-term memory for use in working memory, thus alleviating access problems. Back to Top Expertise and professional judgement Patton explains that at the top level people regularly use simplifying heuristics. Citing Weick 2001, who writes about "sense-making" in organizations, intuition is described as "compressed expertise". Knowledge is said to work through "scripts" that occur so quickly that they occur as subconscious mind transactions. Chess masters, although exhibiting only a slightly increased level of skill, can take on as many as 50 opponents simultaneously. It would seem their mental structure not only organizes the pieces but also suggests which lines of play should be explored. Simple sub-goal heuristics make the problem much more manageable. Back to Top Intuition in management and other domains Citing Eisenhardt (1989), from AI literature, intuition is said to rely upon patterns developed through continual exposure to actual situations. Executives who are well attuned to real-time information are better at developing effective intuitive talents. Development of sound decision making habits by natural inclination or conscious effort is defined as the key to success. Turning again to Simon (1997), rather than discrete types of managers, the suggestion is a continuum of decision making styles involving an intimate combination of the two kinds of skills; reliance on recognition (intuition); and analytical techniques. However, it is stressed that the intuition of the emotion-driven leader (more primitive urges and emotion-narrowed span of attention) is very different from the intuition of the expert (based upon learning and experience). Confusing the "non-rational" decisions of the experts (derived from expert intuition and judgement) – with the irrational decisions that stressful emotions may produce, is described as dangerous. Back to Top Enhancing intuition To make general experience more effective, he suggests, requires heightened sensitivity to the situations, events and decisions that are encountered. Analyzing prior assumptions and outcomes of decisions will benefit future decisions. It is stressed, developing desirable habits which add to intuition and better analysis of situations will improve decision making. Focussed learning and the development of habits is key. Citing Karges (1999) for rapid responses involving minimal conscious thought regular drill develops habits that reach "gut-level" or become part of "muscle-memory". Back to Top Managerial decision-making habits To supplant the older term, "behavioural" science aspects of management, Patton introduces the term "leadership" issues. Leadership considerations should enter every leadership decision together with the technical issues. The habits required to be developed are to ask questions that can serve as reminders of all the issues that should be considered. Creating reminder guideline question lists is recommended. These can be used with every significant decision and will significantly enhance the intuitive component of decisions. Back to Top Conclusions Patton then explains it is now generally understood that leaders can have major effects on the emotions, motives, preferences, aspirations and commitment of followers as well as on the structure, culture, and performance of complex organizations. Facilitating and encouraging everyone to participate in the decision making process requires a leadership style that is also effective when working with complexity and ambiguity. Uncertainty can be embraced by applying and continually developing learning within the business environment. Back to Top Outcomes of intuition versus logic-based decisions Patton argues that it is becoming more apparent that the results of analytical thinking may arrive too late for the non-stop global marketplace. Blending logic and intuition in decision-making is ever more essential. By drawing and reflecting upon experience leaders can acquire the ability to seemingly instantly recognize patterns and consequences of alternative actions. In conclusion Patton argues that it is a fallacy to contrast "analytic" and "intuitive" styles of management decision making. Expert intuition is analyses frozen into habit and into the capacity, by a process of pattern recognition, for rapid response to familiar situations. Thus in summary Patton concludes that the best preparation for instinctive, intuitive, decisions and actions is practice and drill. Where more time is available, the development of sound decision making habits that consider all relevant issues quickly and effectively is best. 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