21st Century Managers and Intuition: Evaluating the learning achieved from an Example of Pedagogic Change for Business Undergraduates

A key requirement for effective research on pedagogy and course redesign is a credible measure (or measures) of student learning on completion of individual modules or even specific teaching initiatives. This has proved difficult to achieve for business courses for some subjects - in particular for the teaching of soft skills such as team working. Traditional methods such as examinations are inappropriate. This paper reports on a novel approach to the evaluation of an exercise, designed to develop business students’ skill of managerial intuition. Changing business conditions are placing a greater value on managers’ ability to deal with open-ended complex (wicked) problems. One academic stream of work has identified that managerial intuition is the key to handling such problems effectively. This, like all skills, can best be acquired through practice. An exercise designed to give small teams of students experience of such a problem was designed for a module delivered during the 1st year of a business degree at Business SchoolX. In parallel students were required to carry out both team and individual reflections that focused on the learning achieved on this exercise. Since the reflective practice was required and marked this ensured that we obtained a comprehensive response from almost all students on the course. Reflective practice can be anonymised and draws on an individual’s most deeply held thinking. This year (2015/16) is the first attempt at carrying out an evaluation exercise of this type. The paper reports on the preliminary results from the Autumn Term module

Expertise and intuition: A tale of three theories

Several authors have hailed intuition as one of the defining features of expertise. In particular, while disagreeing on almost anything that touches on human cognition and artificial intelligence, Hubert Dreyfus and Herbert Simon agreed on this point. However, the highly influential theories of intuition they proposed differed in major ways, especially with respect to the role given to search and as to whether intuition is holistic or analytic. Both theories suffer from empirical weaknesses. In this paper, we show how, with some additions, a recent theory of expert memory (the template theory) offers a coherent and wide-ranging explanation of intuition in expert behaviour. It is shown that the theory accounts for the key features of intuition: it explains the rapid onset of intuition and its perceptual nature, provides mechanisms for learning, incorporates processes showing how perception is linked to action and emotion, and how experts capture the entirety of a situation. In doing so, the new theory addresses the issues problematic for Dreyfus’s and Simon’s theories. Implications for research and practice are discussed

Towards an alternative to Benner’s theory of expert intuition in nursing: A discussion paper

Several authors have highlighted the role of intuition in expertise. In particular, a large amount of data has been collected about intuition in expert nursing, and intuition plays an important role in the influential theory of nursing expertise developed by Benner (1984). We discuss this theory, and highlight both data that support it and data that challenge it. Based on this assessment, we propose a new theory of nursing expertise and intuition, which emphasizes how perception and conscious problem solving are intimately related. In the discussion, we propose that this theory opens new avenues of enquiry for research into nursing expertise

A Case for Developing Spiritual Intelligence in Leaders through Equine Facilitated Learning

Unpredictable circumstances, growing stresses in an ever-increasing global market, and ubiquitous ennui have left organizations and today’s leaders in government, industry, and academia without the necessary tools to transition to change in a principled manner. The authors explain that the development and maintenance of genuine leadership skills — adaptive to the dictates of the modern world — must be borne from one’s inner self, a retreat to spirituality. One available method of achieving this is through Equine Facilitated Experiential Learning (EFEL), a technique whereby leaders develop critical management skills by working with horses

Can Deep Blue™ make us happy? Reflections on human and artificial expertise

Sadly, progress in AI has confirmed earlier conclusions, reached using formal domains, about the strict limits of human information processing and has also shown that these limits are only partly remedied by intuition. More positively, AI offers mankind a unique avenue to circumvent its cognitive limits: (1) by acting as a prosthesis extending processing capacity and size of the knowledge base; (2) by offering tools for studying our own cognition; and (3) as a consequence of the previous item, by developing tools that increase the quality and quantity of our own thinking. These ideas are illustrated with chess expertise

Facts, skills and intuition : A typology of personal knowledge

This paper introduces a knowledge model in which the types of knowledge are formed according to the nature of knowledge. First we use Ryle’s distinction of “that” and “how” knowledge, to which we add further three types. The five knowledge types are then synthesized using Polanyi’s distinction of focal and subsidiary awareness. The resulting model distinguishes three types of knowledge, the facts, the skills, and the intuition; all three having focal and subsidiary parts. We believe that this knowledge model is comprehensive in the sense that can classify any knowledge and it also has great explanatory power, as it is demonstrated through illustrative examples. Moreover, the model is elegant and easy to use, which facilitates our understanding of the domain of personal knowledge. Therefore we expect our findings to be useful for both researchers and educators in the field of knowledge and knowledge management

Attributes of Embodied Leadership: A beginning in the next chapter of leadership development

Research and guidance on leadership behaviour has been documented throughout history, from the epics to more recent leadership theories, evolved over the last century. Why then, when there is so much research and advice available are leaders still making so many errors? A review of literature in leadership studies reveals that recommendations have often been descriptive, assumptive and prescriptive without considering various differences in individuals. Additionally, leadership development often utilises methodologies in which individuals are trained to ‘act’ as leaders rather than fully embody leadership behaviour. This paper explores the generic attributes that describe embodied leadership behaviour. Semistructured interviews were performed on a panel of individuals from different backgrounds and analysed using a grounded theory approach. Along with the interviews, the works of Scharmer (2008) and behavioural traits identified in leadership by Derue, Nahrgang, Wellman and Humphrey (2011) were also taken into consideration. A final consensus was reached using a set of ten attributes that potentially contribute to embodied leadership behaviour; being non-judgemental, embracing uncertainty, active listening, congruence (morals and ethics), intuition, reflective practice, sense of meaning/purpose, holistic decision making, authentic presence and intention