Table of Contents

Handbook of Intuition Research

Handbook of Intuition Research

Elgar original reference

Edited by Marta Sinclair

This groundbreaking interdisciplinary Handbook showcases the latest intuition research, providing an integrated framework that reconciles opposing views on what intuition is and how it works. The internationally renowned group of contributors explores different facets of the intuiting process and its outcome, the role of consciousness and affect in intuition, and alternate ways of capturing it. They tackle the function of intuition in expertise, strategy, entrepreneurship, and ethics and outline intuitive decision-making in the legal profession, medicine, film and wine industry, and teaching. The Handbook pushes the boundaries of our current understanding by exploring the possibility of non-local intuition based on the principles of quantum holography and investigating new techniques for developing intuitive skills.

Chapter 3: Intuition and Unconscious Thought

Madelijn Strick and AP Dijksterhuis

Subjects: business and management, human resource management, organisational behaviour, strategic management, politics and public policy, leadership

Extract

Madelijn Strick and Ap Dijksterhuis1 Some people possess remarkable intuition. Gary Kasparov is the greatest chess player in the world because he has a better ‘chess sense’ than other grandmasters. He can anticipate his competitor’s moves, calculate all possible positions, and decide on the most appropriate next move, all in a very brief period of time. Warren Buffet, the ‘oracle of Omaha’, is one of the most successful investors in the world because he has a better ‘market sense’ than other traders. He has the mysterious ability to know when to buy and when to sell. More importantly, he is able to pick stocks that become clear winners in the long run. How do these people arrive at such great decisions? Clearly, they have a very high level of intelligence and a lot of expert knowledge and experience. Precisely because they are so experienced and skilled, they can trust their intuition to arrive at sound decisions without much deliberation. They easily grasp the essence of complicated issues and come up with the appropriate answer relatively quickly. Although we may not become as brilliant as Kasparov or Buffet, there is reason to believe that we can improve our intuition by adopting a decision-making style that fosters the reliability of intuition. We define intuition as the feeling of knowing what one has to do – go right instead of left, buy stock A rather than B, or not quite trust the person approaching – without necessarily being able to verbalize why (Dijksterhuis & Nordgren, 2006;...

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