One of Shakespeares characters says: I have but a womans reason. I think him so because I think him so.
Would you agree that womens reason is intuitive whereas men are said to be more logical of the two sexes?
No, since ..
Well, it all depends ..
2. Work with your partner and try to agree on three arguments for and against the
Shakespearean heroines statement.
3. Choose an answer or supply one to your liking.
1) Imagine you are suffering from emotional stress; should you
a) think logically
b) trust your intuition
2) You have had a nasty dream that your plane will crash; should you
a) transfer to another flight
b) ignore your dream
3) As a business person, should you be
4) Instinct, flair, and intuition are
a) much the same
b) very different
4. Read the text and compare your answers with the information given in the text.
Decades of business school education have conditioned managers to reach for rational, logical and quantifiable decisions in the development of their business. For all the benefits this scientific foundation has brought to modern organization theory, some analysts deplore the other side of this trend the relegation of human intuition to a distant backseat.
Conventional managers are often deterred from recognizing and using their own intuitive powers because they feel that intuition is not intellectually respectable. The cult of the rational manager has an iron grip on such minds.
Intuition is the power or faculty of immediately apprehending that something is the case.
Apparently it is done without intervention of any reasoning process. There is no deductive or inductive step-by-step reasoning, no conscious of the situation, no employment of the imagination just a quick and ready insight I just know.
Managers need to develop their intuition because
Sherlock Holmes personifies the thinker who relies primarily on looking carefully at the evidence and drawing correct deductions from the premises establishing the truth of the matter, and only then deciding what to do. That is one strategy.
But the intuitive person does not seem to follow that rule. His mind tells him instantly what must have happened or who committed the murder.
In practice, it is not a question of either/or. A Sherlock Holmes may work logically for a time and then suddenly have an intuition, or conversely, an intuitive person may be equipped with formidable powers of analysis which he habitually brings to bear upon his intuition.
The two phases in decision making are
But in practice ...
If you are now inclined to be more aware and to give more status to intuition in thinking, you have already taken the first step towards making better use of it. The next is to learn to trust your intuitive powers. That does not mean always, nor does it mean occasionally, because one cannot generalize about how often. But you should be prepared to give your intuition the benefit of the doubt; you should build up a warm and friendly relationship to that part of your mind which is prepared to offer you this unique service.
Far from being a marginal and outdated endowment, as the rational manager believes, intuition is central to the way successful thinkers work. It is the apparently unconscious ability to pick out from various possibilities the actual way in which a process does or could work; or it may be an early recognition from below the conscious level that one is on the right track; or again it may be the fair to select problems or lines of enquiry which are both important and soluble.
These results matter equally to the manager in his/her field. Therefore, encourage intuition in yourself. Become more aware of it. Be more receptive to its often faint whisper. Always subject its promptings, however, to evaluation. Granted that safeguard, intuition can save you a great deal of time.