INTUITIVE DECISION THEORY ANALYSIS AND THE EVALUATION MODEL

Intuitive decision-making studies the decision-maker’s decision-making behavior from the perspective of image thinking, which it poses a challenge to the classic decision-making hypothesis pursuing “optimal decision” because the outcomes of intuitive decision-making are difficulty to measure and its process isn’t easy to describe and control. Therefore it has not drawn the experts’ attention. This paper tries to establish an evaluation model of the intuitive decision-making as to giving a direction and inspiration of the quantization of intuitive decision-making, based on the systematic analysis of the existing domestic and international theory of intuitive decision-making. Key words: Intuitive decision-making, Thinking in images, The evaluation mode

Trust your instincts:The relationship between intuitive decision making and happiness

Epstein (1994; 2003) proposed that there are two cognitive information processing systems that operate in parallel: the intuitive thinking style and the rational thinking style. Decisional fit occurs when the preferred thinking style is applied to making a decision and research has shown that this fit increases the value of the outcome of a decision. Additionally, decisional fit leads to less regret, even when post hoc evaluations show the decision to be incorrect. It has not yet been determined whether decisional fit correlates with greater happiness and hence, the purpose of the current study was to investigate the difference between styles of thinking, styles of decision making and the impact of decisional fit on happiness scores. Individual differences in thinking and decision style were measured using an online interactive questionnaire (N = 100), and an ANOVA, hierarchical multiple regression, and a series of t-tests, were used to investigate the relationship between thinking style, decision style, decisional fit, and happiness, thereby addressing a gap in the existing literature. The major findings from the current study show that intuitive thinking has a strong positive correlation with happiness; that intuitive thinkers are more likely to utilize intuitive decisional style, than rational thinkers; and that when both rational and intuitive thinkers experienced decisional fit, higher ratings of happiness were reported. Explanations and recommendations for future studies are outlined in the discussion

Exploring the Relationship Between Developing Intuition and Intuitive Decision-Making: A Quasi-Experimental Research Design

Scientific research suggests intuition is a complex process and a valuable component in decision-making. This pilot study explores the relationship between developing intuition and intuitive decision-making. Through an empirical approach with a holistic view, we utilized a quasi-experimental methodology to explore causation between an intuition development intervention and intuitive decision-making test scores among 20 participants. Primary findings of the paired sample two tailed t-test were t (19) = .127, p = .900, indicate no statistical significance between developing intuition and intuitive decision-making skills. However, secondary findings were congruent with the literature. The calculated mean, median, mode, and range of intuitive decision-making test times decreased after intuition development, indicating improved intuitive decision-making skills. Implications of this pilot study assist future research that explores the relationship between developing intuition and intuitive decision-making

A review of clinical decision-making: Models and current research

Aims and objectives: The aim of this paper was to review the current literature with respect to clinical decision-making models and the educational application of models to clinical practice. This was achieved by exploring the function and related research of the three available models of clinical decision making: information processing model, the intuitive-humanist model and the clinical decision making model. Background: Clinical decision-making is a unique process that involves the interplay between knowledge of pre-existing pathological conditions, explicit patient information, nursing care and experiential learning. Historically, two models of clinical decision making are recognised from the literature; the information processing model and the intuitive-humanist model. The usefulness and application of both models has been examined in relation the provision of nursing care and care related outcomes. More recently a third model of clinical decision making has been proposed. This new multidimensional model contains elements of the information processing model but also examines patient specific elements that are necessary for cue and pattern recognition. Design: Literature review Methods: Evaluation of the literature generated from MEDLINE, CINAHL, OVID, PUBMED and EBESCO systems and the Internet from 1980 – November 2005

Intuitive thought and consumer decision making

Anytime the human mind makes a decision, intuitive thought has played a hidden role. There is more to consumer decision making than just logical, slow cognition. Exploring the intuitive mind through the works of Johnathan Haidt and Daniel Kahneman helps researchers understand the roles and origins of intuition. Proof of the presence and power of intuitive thought in cognitive processes is offered. A subset of the intuitive mind, termed the righteous mind by Haidt, is shown to be responsible for moral intuition. As the role of intuitive thought in consumer decision making is considered, numerous marketing applications are applied. Whether it is termed rapid cognition, the adaptive unconscious, System 1, or a gut feeling, intuition is vastly important and largely mysterious; it plays a much larger role than most people think. Reasons for decisions are often not reasons at all. They are merely logical justifications for the answer, which was initially offered through silent intuition. The degree upon which intuition, including moral intuition, is at play depends on a variety of factors, such as the significance of the decision and an individual’s culture, political affiliation, environment, and beliefs. There remains a question left largely unanswered by marketers: “How can I make a connection between my brand, product, or service and my consumer’s intuition?

Affective and rational consumer choice modes: The role of intuition, analytical decision-making, and attitudes to money

This paper was motivated by a paucity of research addressing how consumer decision-making is related to beliefs about money and different modes of reasoning. To investigate this issue, data were collected from 142 participants, who filled out questionnaires involving scales aimed to measure affective and rational purchase approaches, intuitive and analytical decision-making styles, as well as money attitudes. One finding was that consumers interchangeably rely on affective and rational approaches when interacting with the marketplace. Another finding was that those approaches were not only related to either intuitive or analytical decision-making styles but also to money attitudes. The findings are argued to provide an impetus to continuous investigation of the role of decision-making styles and money beliefs for consumer choice modes.affect; attitudes to money; consumer choice; decision-making; intuition; shopping orientation; reasoning

When is giving an impulse? An ERP investigation of intuitive prosocial behavior

Human prosociality is often assumed to emerge from exerting reflective control over initial, selfish impulses. However, recent findings suggest that prosocial actions can also stem from processes that are fast, automatic and intuitive. Here, we attempt to clarify when prosocial behavior may be intuitive by examining prosociality as a form of reward seeking. Using event-related potentials (ERPs), we explored whether a neural signature that rapidly encodes the motivational salience of an event\u2014the P300\u2014can predict intuitive prosocial motivation. Participants allocated varying amounts of money between themselves and charities they initially labelled as high- or low-empathy targets under conditions that promoted intuitive or reflective decision making. Consistent with our predictions, P300 amplitude over centroparietal regions was greater when giving involved high-empathy targets than low-empathy targets, but only when deciding under intuitive conditions. Reflective conditions, alternatively, elicited an earlier frontocentral positivity related to response inhibition, regardless of target. Our findings suggest that during prosocial decision making, larger P300 amplitude could (i) signal intuitive prosocial motivation and (ii) predict subsequent engagement in prosocial behavior. This work offers novel insight into when prosociality may be driven by intuitive processes and the roots of such behaviors

The Role of Intuition and Creativity in Decision Making

The paper starts with a reflection on various perceptions of rationality in decision making; by concentrating on so-called deliberative decision making and examining its analogy to cognitive processes, a case for including intuitive decisions into the concept of rational decision making is made. The role of "Gestalt" images and basic concepts in perceiving reality is stressed. Intuitive decision making is operationally defined and various phases of intuitive decision processes are examined. Special attention is paid to creative decision processes, when the decision maker is facing a novel problem of strategic importance. Issues of possible empirical studies of intuitive decision making are outlined. Since this paper is constructed as a "thought experiment" (Kuhn, 1964) in order to clarify some concepts of perception related to intuition, possible implications for the philosophy of science are also indicated

Intuitive and Deliberative Decision-Making in Negotiations

This study departs from common conjecture by challenging the preference for deliberation or intuition, or both, in negotiations. In contrast to prior negotiation studies considering judgment precision, this study builds on underlying personality traits. Therefore, the findings are valid beyond the experimental context. This study conceptualizes and experimentally tests the impact of preference for intuitive and deliberate decision-making during negotiations in Chinese, German, and Polish cultures. Contrasting an emotional with a neutral setting, the paper evaluates the impact preference for intuition and deliberation have on negotiation outcome. The results challenge the frequent assumption made in negotiation analysis: Deliberative negotiators are superior

Intuitive Decision Making and Leadership Style Among Healthcare Executives in the United States

The purpose of this two-phased, sequential, exploratory, mixed-methods study was to survey a sample of Fellows in the American College of Healthcare Executives in the United States and then interview selected individuals who scored in the highly intuitive category on the intuition survey to explore how they made intuitive decisions. In the first phase, quantitative research questions addressed the relationship between leadership style and the potential to make intuitive decisions, as well as the relationship and interaction between the potential to make intuitive decisions and age, gender, and size of company. In the second phase, qualitative interviews were used to explore how highly intuitive executives used intuition to make their decisions. The Leadership Style Survey and Agor’s Intuitive Measurement Survey (AIM) were mailed to 498 Fellows in the American College of Healthcare Executives. The 113 valid surveys were analyzed using chi-square and ANOVA to evaluate the relationships noted above. Of the completed valid surveys, 8 of the 13 participants scored in the highly intuitive category on the AIM Survey with scores between 10 and 12 and were interviewed to further probe how they made intuitive decisions. The results of this research study showed that there was no relationship between leadership style and the potential to make intuitive decisions, between intuitive decision making and age, intuitive decision making and gender, or intuitive decision making and size of company the executive worked in. In addition there was no interaction found between intuitive decision making and age, gender, or size of company. The 8 interviews about how these highly intuitive executives make their intuitive decisions resulted in five emerging themes: (a) There is a sensing of one’s intuition, (b) Intuition comes from life experiences and knowledge, (c) The tensions of logic, intuition, and making the right decision usually exist, (d) Intuitive decision-making processes are often present, and (e) Mentoring and teaching intuition have an important role. From these interviews it was noted that the credibility intuitive decision making lacked in the past appears to be changing, and there is a need to encourage and mentor intuition in new managers and executives