The majority of successful senior managers do not closely follow the classical model of first clarifying goals, 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 in 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 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 problematic situation and then 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.
大部分成功的高级管理者做决策时，并不是按照传统的理性模式，即首先澄清目标、分析问题、构想可行方案、估计成功的可能性，然后再采取行动执行决议。实际上这些高级决策者在面对一天天的战略性决策时，是依靠“直觉”这个模糊词来解决一系列错综复杂的问题。 这要求他们能处理模棱两可、相互矛盾、新奇惊人的问题并且能在思考的过程中作出决策。
一批撰写管理方面书籍的作者认为一些积极的管理者在很大程度上依靠直觉做决策。总的来说这些作家显然没有领悟到直觉是什么。一些作家认为直觉是理智的反义词，还有一些作家把直觉看做决策变幻莫测的借口。
Isenberg 最近关于高级管理者认知过程的研究显示，管理者的直觉不属于以上任何一种。相反，高级管理者的直觉用于以下明确的五种情况：第一、他们能用直觉感受到问题的存在。第二、管理者能依靠直觉将他们熟知的行动方式迅速付诸实施。这种直觉不是武断或者不理智，而是基于多年的辛苦实践和增强技能的亲身经历。直觉的第三种功能是把相互孤立的数据和实际行动整合起来，随之而来的通常是“啊!”的一声惊叹。第四、一些管理者用直觉来检验相对理性的分析。大多数管理者熟知正规的决策分析方式和方法，并且使用这种程序性方法做决策的管理者有时会怀疑那些与他们感觉正确的方案相反的建议决策。最后一条，决策者会用直觉避开更深层的分析从而更快得出合理可行的决策。直觉运用于以上情境就是管理者再认熟知模式时的瞬间认知过程。这种依靠直觉的决策管理在一方面暗指“思考”和行动是不可分割的。因为管理者通常在分析和解释一个决策之前就“知道”它是对的，他们经常先采取行动再做解释。在思考-行动的循环中分析与行动是密不可分的，在这个循环中逐渐形成对公司和组织的看法。这种看法的形成不是通过分析一个产生问题的情况然后采取行动，而是通过采取行动而后再分析。面对管理问题中的许多不确定因素，高级管理者往往先采取一种处理方法以便对问题多一些了解，然后用这种处理方式所产生的结果来完善对问题的了解。一个完善的思考-行动循环即行动通常是阐明问题过程的一部分，而不是仅仅实施解决方案。
