RC 17 May

#RCoftheDay #7
The majority of successful senior managers do not closely follow the classical rational model
of first clarifying goals, assessing the problem, formulating options, estimating likelihoods of
success, making a decision, and only then taking action to implement the decision. Rather, in
their day-by-day tactical maneuvers, these senior executives rely on what is vaguely termed
“intuition” to manage a network of interrelated problems that require them to deal with
ambiguity, inconsistency, novelty, and surprise; and to integrate action into the process of
thinking.
Generations of writers on management have recognized that some practicing managers rely
heavily on intuition. In general, however, such writers display a poor grasp of what intuition
is. Some see it as the opposite of rationality; others view it as an excuse for capriciousness.
Isenberg’s recent research on the cognitive processes of senior managers reveals that
managers’ intuition is neither of these. Rather, senior managers use intuition in at least five
distinct ways. First, they intuitively sense when a problem exists. Second, managers rely on
intuition to perform well-learned behavior patterns rapidly. This intuition is not arbitrary or
irrational, but is based on years of painstaking practice and hands-on experience that build
skills. A third function of intuition is to synthesize isolated bits of data and practice into an
integrated picture, often in an “Aha!” experience. Fourth, some managers use intuition as a
check on the results of more rational analysis. Most senior executives are familiar with the
formal decision analysis models and tools, and those who use such systematic methods for
reaching decisions are occasionally leery of solutions suggested by these methods which run
counter to their sense of the correct course of action. Finally, managers can use intuition to
bypass in-depth analysis and move rapidly to engender a plausible solution. Used in this
way, intuition is an almost instantaneous cognitive process in which a manager recognizes
familiar patterns.
One of the implications of the intuitive style of executive management is that “thinking” is
inseparable from acting. Since managers often “know” what is right before they can analyze
and explain it, they frequently act first and explain later. Analysis is inextricably tied to action
in thinking/acting cycles, in which managers develop thoughts about their companies and
organizations not by analyzing a problematic situation and then acting, but by acting and
analyzing in close concert.
Given the great uncertainty of many of the management issues that they face, senior
managers often instigate a course of action simply to learn more about an issue. They then
use the results of the action to develop a more complete understanding of the issue. One
implication of thinking/acting cycles is that action is often part of defining the problem, not
just of implementing the solution.
Q.1. According to the passage, senior managers use intuition in all of the following ways
EXCEPT to
(A) speed up of the creation of a solution to a problem
(B) identify a problem
(C) bring together disparate facts
(D) stipulate clear goals
(E) evaluate possible solutions to a problem
Q.2. The passage suggests which of the following about the writers on management
mentioned in the paragraph?
(A) They have criticized managers for not following the classical rational model of decision
analysis.
(B) They have not based their analyses on a sufficiently large sample of actual managers.
(C) They have relied in drawing their conclusions on what managers say rather than on what
managers do.
(D) They have misunderstood how managers use intuition in making business decisions.
(E) They have not acknowledged the role of intuition in managerial practice.
Q.3. Which of the following best exemplifies an Aha! experience as it is presented in the
passage?
(A) A manager risks taking an action whose outcome is unpredictable to discover whether
the action changes the problem at hand.
(B) A manager performs well-learned and familiar behavior patterns in creative and
uncharacteristic ways to solve a problem.
(C) A manager suddenly connects seemingly unrelated facts and experiences to create a
pattern relevant to the problem at hand.
(D) A manager rapidly identifies the methodology used to compile data yielded by
systematic analysis.
(E) A manager swiftly decides which of several sets of tactics to implement in order to deal
with the contingencies suggested by a problem.
Q.4. According to the passage, the classical model of decision analysis includes all of the
following EXCEPT
(A) evaluation of a problem
(B) creation of possible solutions to a problem
(C) establishment of clear goals to be reached by the decision
(D) action undertaken in order to discover more information about a problem
(E) comparison of the probable effects of different solutions to a problem
Q.5. It can be inferred from the passage that which of the following would most probably be
one major difference in behavior between Manager X, who uses intuition to reach decisions,
and Manager Y, who uses only formal decision analysis?
(A) Manager X analyzes first and then acts; Manager Y does not.
(B) Manager X checks possible solutions to a problem by systematic analysis; Manager Y does
not.
(C) Manager X takes action in order to arrive at the solution to a problem; Manager Y does
not.
(D) Manager Y draws on years of hands-on experience in creating a solution to a problem;
Manager X does not.
(E) Manager Y depends on day-to-day tactical maneuvering; Manager X does not.
Q.6. The passage provides support for which of the following statements?
(A) Managers who rely on intuition are more successful than those who rely on formal
decision analysis.
(B) Managers cannot justify their intuitive decisions.
(C) Managers’ intuition works contrary to their rational and analytical skills.
(D) Logical analysis of a problem increases the number of possible solutions.
(E) Intuition enables managers to employ their practical experience more efficiently.

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#RCoftheDay #7

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