Handbook of Intuition Research as Practice
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Handbook of Intuition Research as Practice

Edited by Marta Sinclair

How can intuition research inform practice? As the use of intuition in business has become more widely accepted, companies struggle to understand how to use this additional resource efficiently, while corporate trainers and university educators lack tools to develop it as a skill. This truly international Handbook provides relevant answers in a concise, digestible format using real-life examples and new research.
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Chapter 2: Adaptive decision making processes in crisis management

Bjørn Tallak Bakken and Thorvald Hærem

Abstract

This chapter explores empirically how a decision-making process may be influenced by both preferences and context in typical real world situations. We did controlled experiments with military personnel as decision makers, exposing them to crisis management situations (tasks) of varying familiarity (familiar – partly familiar – unfamiliar). In addition, we measured ex ante the decision makers’ preferences for either analytic or intuitive decision making (cognitive style). We found direct effects of degree of task familiarity on actual use of cognitive processing, as well as an interaction effect of degree of familiarity and cognitive style on actual processing. In the familiar and unfamiliar situation (but not in the partly familiar), there was a positive relation between intuitive cognitive style and actual use of intuitive processing, whereas in the unfamiliar situation there was a positive relation between analytic cognitive style and actual use of analytic processing. We discuss theoretical, methodological and practical implications of our findings.

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