دانلود رایگان مقاله چگونگی تصمیم گیری های مهم مدیران

Our motivation in writing this article is twofold. We want to give a state-of-the-art update for readers of Organizational Dynamics on management intuition research, but equally pay tribute to the foundational contribution made by Dr. Weston H. Agor in the pages of this journal almost three decades ago. Agor, considered by many to be the pioneer of intuition research in management, claimed in his Organizational Dynamics’ (1986) article entitled ‘‘The Logic of Intuition: How Top Executives Make Important Decisions’’ that the 1980s may well be a ‘‘benchmark in management history when intuition finally gained acceptance as a powerful tool in guiding executive decision making.’’ Against a backdrop of the preeminence of rationality in management and management education, the picture Agor painted in 1986 was a radical one. He exhorted managers and executives not only to be more attuned to the potential of intuition but to hone their intuitive skills so that they could manage and lead more productively.

CONCLUSION: THE SCIENCE OF INTUITION AND THE ART OF INTUITIVE MANAGEMENT

In this article we have provided a relevant summary for managers and researchers as a ‘‘state of the industry’’ review on the science of intuition by articulating where research has been, where it is presently, and where it needs to go. As we know and have discussed throughout this article, intuitive decision making is fallible; however, just as Popper intimated decades ago, all of human nature is fallible — it is simply the nature of humankind. As such, researchers should shun efforts ‘‘to make intuition more rational.’’ Intuition is a nonrational process, neither irrational nor rational, and it is in this space where the art of intuitive management lies.