Bursting the Big Data Bubble: The Case for Intuition-Based by Jay Liebowitz

By Jay Liebowitz

As we get stuck up within the quagmire of huge information and analytics, it is still seriously very important with the intention to replicate and follow insights, adventure, and instinct in your decision-making procedure. in reality, a up to date examine learn at Tel Aviv collage came upon that executives who depended on their instinct have been ninety percentage exact of their decisions.

Bursting the large information Bubble: The Case for Intuition-Based determination Making focuses in this intuition-based determination making. The e-book doesn't data-based determination making, specifically for judgements which are very important and intricate. as a substitute, it emphasizes the significance of making use of instinct, intestine think, spirituality, experiential studying, and perception as key components within the govt decision-making process.

Explaining how instinct is a manufactured from previous adventure, studying, and ambient components, the textual content outlines tools that might aid to augment your data-driven decision-making procedure with intuition-based choice making. the 1st a part of the publication, the "Research Track", provides contributions from top researchers around the globe concerning intuition-based selection making as utilized to management.

In the second one a part of the ebook, the "Practice Track," worldwide executives and senior managers in undefined, executive, universities, and not-for-profits current vignettes that illustrate how they've got used their instinct in making key decisions.

The study a part of the publication is helping to border the matter and tackle best study in intuition-based selection making. the second one half then explains how you can observe those intuition-based ideas and matters on your personal decision-making process.

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Extra resources for Bursting the Big Data Bubble: The Case for Intuition-Based Decision Making

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This happens naturally at the intrapersonal/interiority level, however, at the organizational level, 36 M a r tin R o b s o n complementary use of intuition/analysis is constrained by a­ssertive ­cultures that regard disclosure of intuitions as deviant, foolish, or unmanly behavior. Clearly, in order to make the most of intuition, attitudes need to change and this can only happen when intuition, as a concept and a process, is better understood. Intuition, its strengths and limitations, when to trust it, how to develop and nurture it, and how to surface it, is almost entirely absent from mainstream education and in particular, management and leadership education (see The University of New England, 2013, as an exception).

It learns through repeated exposure and experience in environments conducive to effective learning) but is fast in operation and is relatively undemanding in terms of its use of the brain’s scarce cognitive resources. System 2 processing on the other hand is contextually independent, rule-based, analytic, and explicit in nature. System 2 is a relatively fast-learning ­system but is comparatively slow in operation; furthermore, it makes greater demands on cognitive resources than its System 1 counterpart (Epstein, 1994, 2008; Hodgkinson, Langan-Fox, and SadlerSmith, 2008).

If the option seems as though it will work, it’s carried through; if not, it’s jettisoned and another response is considered. This is the basis of Klein’s recognition-primed decision model (RPD). Klein has written at length and engagingly on this research in his 2003 book Intuition at Work. The essence of his argument is that intuitive and analytical approaches to decision making are contingent and contextually appropriate. Conditions that favor analysis are conflict resolution, optimization, justification, and computational complexity.

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