The majority of successful senior managers do not closely follow the classical rationalmodel 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 executivesrely on what is vaguely termed intuition to manage a network of interrelated problemsthat 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 analysismodels 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 inthis 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 greatuncertainty 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.
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A 原文只是说了大部分成功的manager不仅仅依赖传统的理性模型，而是直觉，没法推出依靠直觉的经理就是会更成功，因为还有一些没有依靠直觉成功的，那些依靠直觉成功的经理也可能有其他过人之处，也有可能很多依靠直觉的经理没有成功，这些逻辑漏洞都让A选项无法成立！（易错选！排
B 管理者不能证明他们的直觉决定是正确的。没提过，排
C 没说是不是相反的，甚至说既非理性又不是不理性。排
D 没说过solutions谁多谁少，排
E Second, managers rely on intuition to perform well-learned behavior patterns rapidly：第二，管理者依靠直觉快速地执行良好的行为模式
同义替换： perform well-learned behavior=employ their practical experience; rapidly=efficiently
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2022-01-09 10:57:02
A 原文只是说了大部分成功的manager不仅仅依赖传统的理性模型，而是直觉，没法推出依靠直觉的经理就是会更成功，因为还有一些没有依靠直觉成功的，那些依靠直觉成功的经理也可能有其他过人之处，也有可能很多依靠直觉的经理没有成功，这些逻辑漏洞都让A选项无法成立！
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2022-01-09 10:49:48
Second, managers rely on intuition to perform well-learned behavior patterns rapidly
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2021-08-02 02:06:44
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