Intuitive Synthesis and Its Indicators
Discuss About The Psychological Aspects Rejection Of Recycled Water.
Intuitive synthesis is recognized as a concept which has been able to create a significant effect on “mainstream organizational research”. It needs to be further discerned that there is no well-established indicator for the intuitive synthesis. However, the conceptualization is identified with three operative indicators which includes dependency on judgment, reliance on experience and gut feeling. The gut feeling is considered as the third most important facet of intuitive synthesis. Several researchers have been able to suggest that the intuition manifest itself acts as gut feeling. Several studies have been able to suggest that intuition is the process of “feeling out the problem or trusting one’s gut-feeling”. Some of the most evident empirical research has suggested that some people feel in their “stomach – gut-feeling” (Defoe et al., 2015). Executive interviews have referred intuition as a sense of “growing excitement in the pit of the stomach or gut-feeling, or a burst of enthusiasm and energy”. The constant initiative for adopting innovation to achieve competitive differences and regardless of proliferation of data, many businesses have continued to “make critical business decisions” which form a part of intuition rather than logical decision making. It has been observed that a majority of the decisions are relied on gut feeling. The main rationale for such a trend is seen with availability of the advanced business analytics, optimization method and quantitative methods. The use of several types of quantitative and data analysis to support system has removed the for ambiguity, improve speed and accuracy (Costa et al., 2014).
Different types of research studies have been able to suggest that 40% of the major decisions relies on the managers gut rather than facts. It needs to be understood that the “science of decision-making” is comparatively new but current research has confirmed that “decision-making” processes far more complex than “mix of reason, intuition and emotion” which was thought earlier. In terms of the conventional view the intricate decisions entail excluding the emotional contributions to give priority to “rational thought and systematic fact-based reasoning”. Some of the others are studies suggested that the conservative understanding about “decision-making” may be opposite of the actual events. It is the easy problems which are suited in a better manner for rational brain and more intricate problems best suited for the expressive brain. Henceforth, if we rely on motive alone it could be almost impossible to decide anything at all.
The Importance of Gut Feeling in Decision-Making
In psychological approach, it is analysed that the “decision-making” process is separated into three stages namely the “pre-decision phase” which involves information collection and problem formulation. As stated by Huys et al. (2015), the second phase is known as the decision phase which states the choice midst formerly clear options and the “post decision phase” which identifies the assessment of decisions made. The basic criterions involved in the pre-decision phase includes identifying the problem and defining the discrepancy between exists between the present state and the desired state. This situation of dilemma is faced by the investigators while making a choice which can be considered as per varied criteria such as conjunction (“when the desired state is relatively well defined and just one solution is possible”), complexity (“when more complex problems require processing a considerable amount of data and generating their mental representation in a form of a mental model”) and definiteness (when the problems are defined in an orderly manner and that is that information is available for gold, circumstances and terms of acceptability for future solutions). It has been further discerned that the sediment process of dilemma can be attained by decreasing the “gap between” a “hardly satisfying starting point and a desired target point”. A fundamental aspect of problem-solving condition is considered with planning is involved within the mining the problem media in a methodical manner and considering those actions which is required for searching of the solution to the required budget and attention (Ding, Simulation, & Liu, 2014).
The planning method is further identified with modelling and analogizing. The modelling arranges the sequence of actions involving “mental space and analogizing” uses the correlation in one particular section to give solution to difficulties in another area. The plan creation is conditioned with three basic factors which includes identification of the intricacy of the problem that determines the participation of cognitive system, the impact of situational and environmental context and individual preferences. At the time of defining problem the investigators considered the boundary conditions by understanding limitations which are “imposed on future choices”. The investigators are also able to mark out the risk level which is tolerable in given situation of time. In general, more investigators tend to admit a higher acceptable risk then purchasing less valuable goods and to artist fan “goods to be purchased are expensive” (Lerner et al., 2015).
Another noteworthy activity during the pre-decision phase involves collection of evidence about the problem especially which acts as possible options as solutions. The “decision-makers” can search for the data in various types of sources which includes external sources such as Internet sites are internal sources such as semantic are episodic memories. In the decision phase there are choices as per the previously defined options as available. This is identified as a “step-by-step” process which enables for the “choice of one option” to be more and more favoured in compared to others. Henceforth, it is increasingly bitter justified to be a rational and subjective consideration which is more reliable. Nevertheless, if the “decision-makers” do not limit the formerly distinct options they work on building new ones. In this situation when “create a new option on their own, they can single it out and justify it by making a decision, simultaneously considerably changing the structure of their knowledge”. The validity context also acts as an important determinant in evaluation of information. This can be problem related or stating to a specific issue pertaining to environmental circumstances. The example of general context is seen with evaluation of general economic or political situation which should be considered during proceeding with a decision (Goodfellow, Pouget-Abadie, & Mirza, 2014).
Complexity of Decision-Making Processes
The “last phase” of the “decision-making” is considered with post decision process which sets of to take a procedure of uncertainty if the choice was best possible. In this stage, the investigators are able to influence themselves that they have “chosen well by increasing the attractiveness of the selected option and simultaneous depreciation of the remaining alternatives”. This particular mechanism is known as the post decision dissonance and the differences between the opinion and the goal which the investigators had been following. The strategy for reducing the dissonance can be done with seeking the conformation of an individual’s choice with other person by linking oneself with the people who made it worse decision in a similar condition or involved in cognitive manipulating the significance of information post making of choice. Despite of the aforementioned efforts the decision-makers may experience post decision regret. This implies that more difficult the “decision the stronger the regret”. In such an instance the investigators take measures for elevating the emotional repercussions of the regret and prevent themselves from altering the decision which they have already made. This is considered as an example of the decision-maker which is rationally limited with making critical life choices (Andrade et al., 2016).
Some scientists are of the opinion that the human brain process consciously amongst “five and nine pieces of information” at a given time. Too much of information may interfere with the understanding. At the time when the “prefrontal cortex” is overwhelmed with excess information, a person will be no longer evaluate the different perspectives of the information. The correlation is muddled with the “causation and people make theories out of coincidences”. On the contrary, the emotional brain can follow along their path of evolutionary development which is conducive in making complex decisions. The emotional brain is recognized to have an enormous computational power which can develop millions of bits of data in parallel and enable us in analysing a huge information when we assess alternatives (Rozin et al., 2015).
As discussed by Edelaar-Peeters, Stiggelbout, & Van Den Hout, (2014), it has been understood that most of the decisions taken by the investigators influenced strongly by “gut-feeling”. The main indications for the managers is evident even when approaching a complex problem with the logical emotionally disconnected logic when tapping into superior dispensation powers for the emotional brain. In case an individual is able to reflect number of important complex decisions then the chances are these are strongly influenced by gut feeling. A significant nature of the empirical research shows that human brain is not designed to compensate a massive amount of “data subject to ourselves”. As consequence the investigators constantly keep on greater than the capacity for prefrontal cortices, thereby overloading the capacity to process the “deluge of facts, figures, variables and scenarios required for effective operational, tactical and strategic decision making” (Fleming & Daw, 2017).
The Three Stages of Decision-Making
In normal course of business, the investigators face “steady flow of time-critical complex decisions”. In a short span of time they reach the epitome of their aptitude to assess all the “variables, constraints and trade-offs”. In this process they “begin to feel” overwhelmed for choosing their “intuition or gut-feeling, then produce a rational clarification of why they opted for such a decision”. The business environments are required to apply “explicit logic, reasoning, supporting data and repeatable processes” for trusting on traditional combination of “reason, intuition, emotion and gut feelings is neither an effective or sustainable response” (Botta et al., 2017).
“Today’s ill-structured business environment”, upsurge in uncertainty and fast-paced change has led to searching for management tools which are conducive in decision-making. Based on the definition, the intuition as a nonsequential information processing mode, consists of both cognitive and affective elements which it is that is in direct know-how without the use of conscious reasoning. Some of the secondary sources of research has been able to develop at this debit model for combined “investigative intuitive decision-making” and suggest new ways to amount the use of intuition. The main model analysed for the study is partially driven by “emotion, imagination, and memories crystallized into occasional insights”. These perspectives have been able to stress on the significance of multidimensional approach for decision-making thereby including the bounded rationality along with “heuristics, insight, and intuition”. There have been several arguments in which intuition has provided the investigators an improved grasp of changing dynamics invisibly operating nowadays (Garcia-Retamero & Cokely, 2014).
The model of integrated logical and “intuitive decision-making” is used for “complementary and iterative fashion” which is resolute by dispositional and contextual factors. The empirical evidence has been able to state that the ambiguous situations and the earlier described conditions for the “decision-makers” tend to use intuition which is in conjunction with the rational analysis. The main findings of the research have recommended that intuition is helpful in situations when the issues are poorly structured. The learnings of the study further show how managers are more likely to using intuition when they are “solving ill-defined problems” without any present precedents which are related to the nonroutine decisions arriving at a similar conclusion. Some of the other factors and to nonsequential information processing which is related to intuition and its perceived importance associated to the decision and its impact on the decision-maker. Several findings of field studies have illustrated that many managers acknowledge the dependence on intuition which are seen to be differentiated in terms of personal characteristics, culture and job category. The main challenges of the study have been included with nonconscious and evasive phenomena which is objectively used in the scientific techniques. Some of them in multitudes of the disciplines are seen in terms of psychology, neuroscience and phenomenology. These are the areas where “intuition has entered the domain of management”. The present challenge of the organizational science has succinctly highlighted formulate the new league and information into theoretical sound ideas which are more relevant to pragmatic world of business (Phillips et al., 2016).
Factors Involved in Pre-Decision Phase
In order to do so the first step of the research has identified the factors that intuition does not suitable into the class of “analysis or rationality”. The extensive literature review from the previous studies has highlighted on the connection between emotions and intuition and taken that anecdotal evidence conducted from “informal interviews and observation” from managers at work. The definition of intuition is considered as a non-sequential “information processing” mode which consists of mutually cognitive and affective elements which results in the direct know-how of conscious reasoning. The definition is further seen to be on guard with three commodities which are linked to the nonverbal quality of the construct. By taking the business perspective intuition is identified as a nonconscious ability. To compensate the lengthy debate on subtleties of “sub- and non-consciousness” research has considered the term nonconscious among all the individuals who are beyond consciousness (De la Fuente et al., 2014).
The main consideration of the nonsequential information processing is seen to appear generally in the implied literature till date. In traditional perspectives, the contemporary strategic perspectives are seen with the “global ability to synthesize unconnected memory fragments into new information structure”. Despite of the significant differences in terms of focus, both streams have been seen to confirm on “nonlinear, non-sequential nature of holistic processing”. Similarly, the intuitive processing can be linked with nonconscious scanning of internal (which is done in terms of memory) and external (which is done in terms of environment) resources in a “non-temporal, nonlogical manner” to identify the appropriate information which are tailored into the explanation in a seemingly unorganized manner. At times when the assembled pieces start making sense, the big picture certainly appears in terms of commonly convoyed by feeling of certitude or relief. The important nature of the nonconscious aspect is considered with unawareness of the reasoning which is included in the “investigators mind prior to the ‘appearance’ of the solution” (Lerner et al., 2015).
The interpretations made from these secondary findings as implied on the idea of intuition as nonconscious, rapid pattern acknowledgement and synthesis of historical “professional expertise and experience”. According to the experience “decision-makers”, the circumvent analysis is seen to be in favour of the “holistic scanning of memory” related to similar events or situations. On retrieving this information, the investigators are able to really reorganize the “chunks of information” into a interrelated pattern. The aforementioned activities are seen to occur without the consciousness process. This definition has precluded on the use of intuition among novices, however due to absence of frequent involvement and domain specific expertise, they consider diverse position and contend that the less experience decision-makers may also arrive to a solution intuitively.
Planning and Problem-Solving
It needs to be noted that the selected review of intuition measure was not able to discover an instrument which may comprehensively appraise the intuition as a defined model proposed. Based on the theoretical discourse, the appropriate question of design is required for analytical “decision-making” which is measured distinctly. As per the specified meaning, the intuitive scale is required to comprise of the items which interprets “nonsequential information processing, experience-based pattern recognition, emotional responsiveness, direct knowing, and absence of conscious processes”. This particular study has suggested a cautious approach which uses a combination of measures for tapping out different facets of intuition. The intuition research seekers have suggested substitute methods which may offset the shortcomings of questionnaire events such as explanation of the decision-making process, what kind of the explanation and measure of the time required to make a decision (Rozin et al., 2015).
The team at MITSloane has conducted a research on 3000 executives, managers and analysts has made some findings which are consistent with top-performing organizations. They have been able to state that the investigators take their results on severe examination at double the rate of lower performers. The information gathered has further depicted that the use of analytics is five times more than lower performers. In addition to this, the top-performing organizations view analytics as a differentiator and they act double as likely to use the analytics to guide “day-to-day operations” among the inferior performers. The overall findings of the research have further suggested that there is a strong connection among the performance and competitive use for business analytics and optimization. It needs to be further understood that the best execution organizations method business contrarily from their peers and specifically apply the business analytics and optimization work for the widest possible variety of decisions based on both large and small firms (Botta et al., 2017).
Conclusion
The discourse of the research studies has been able to suggest that 40% of the major decisions relies on the managers gut rather than actual facts. It needs to be understood that the science of “decision-making” is relatively new but current research has confirmed that “decision-making” processes far more complex than “mix of reason, intuition and emotion” which was formerly thought. In terms of the traditional view the intricate decisions require excluding the emotional inputs to give priority to “rational thought and systematic fact-based reasoning”. It needs to be noted that in psychology the “decision-making” process is alienated into three phases namely the pre-decision phase which involves information gathering and problem formulation. As stated by the second phase is known as the decision phase which states the choice amongst previously “distinct options and the post decision phase” which identifies the assessment of decisions made. The basic criterions involved in the pre-decision phase includes identifying the problem and defining the discrepancy between exists between the present state and the desired state. This situation of dilemma is faced by the investigators while making a choice which can be considered as per “diverse criteria such as convergence” (“when the desired state is relatively well defined and just one solution is possible”), complexity (“when more complex problems require processing a considerable amount of data and generating their mental representation in a form of a mental model”) and definiteness (when the problems are defined in an orderly manner and that is that information is available for gold, circumstances and terms of acceptability for future solutions)
References
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