Unpacking Intuition: A Process and Outcome Framework

Gore, Julie; Sadler‐Smith, Eugene

doi:10.1037/a0025069

Cited by 88 publications

(82 citation statements)

References 117 publications

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“…Given that intuition and analysis are domain‐general processes (Gore and Sadler‐Smith ), we conclude that the explicit integration of paradox theory with dual‐processing theory in its various forms has potential to shed light on a variety of decision‐making and related phenomena across a wide range of management sub‐fields. The use of paradox theory in trying to understand intuition and analysis moves debates forward from simplistic questions such as ‘is it best to use intuition or analysis?’ or ‘under what conditions do we chose intuition or analysis’ (e.g.…”

Section: Psychological and Psychometric Issues In The Relationship Bementioning

confidence: 96%

Paradoxes and Dual Processes: A Review and Synthesis

Keller

Sadler‐Smith

2019

Int J Management Reviews

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Paradox and dual‐process theories are used by management and organization researchers in studying a variety of phenomena across a wide range of management sub‐fields. Cognition is a focal point of both of these theories. However, despite their growing importance and shared areas of inquiry, these two theories have developed largely in isolation from each other. To address this lack of integration, the authors conducted a review and synthesis of relevant aspects of the paradox and dual‐process literatures. Focusing bidirectionally on how paradox theory informs dual‐process theory and how dual‐process theory informs paradox theory, they highlight the ‘nestedness’ of intuition and analysis in paradox (a paradox within paradoxical thinking). On the basis of the review and synthesis, they identify four themes (epistemological and ontological assumptions in the relationship between intuition and analysis; psychological and psychometric issues in the relationships between intuition and analysis; managers’ experiences of tensions between intuition and analysis; managers’ approaches to tensions between intuition and analysis) and introduce an integrative framework that assimilates these two perspectives and sets out an agenda for future research and implications for management.

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Section: Psychological and Psychometric Issues In The Relationship Bementioning

confidence: 96%

Paradoxes and Dual Processes: A Review and Synthesis

Keller

Sadler‐Smith

2019

Int J Management Reviews

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“…In contrast, intuition produces only an unsubstantiated “feeling” supporting an alternative or course of action (Dane and Pratt, ). It produces a sense of “what direction,” but does not include “why.” Intuition arrives in the conscious mind before the insight, and is, therefore, a precursor to insight (Gore and Sadler‐Smith, ; Wallas, ). Becoming fully conscious of a complete insight can be slow and sometimes answers never arrive to our conscious awareness as a complete insight (Hodgkinson, Sadler‐Smith, Burke, Claxton, and Sparrow, ; Sadler‐Smith and Shefy, ).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Using Intuition in Fuzzy Front‐End Decision‐Making: A Conceptual Framework

Eling¹,

Griffin²,

Langerak³

2013

J of Product Innov Manag

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The goal of decision‐making during the execution of the fuzzy front end (FFE) is to develop a creative new product concept. Although intuitive decision‐making has been found to increase new product creativity, the theoretical knowledge base as to why and under which conditions intuition use during the process of generating a creative outcome is beneficial, is rather limited. Therefore, this study develops a conceptual framework theorizing why and under which conditions using intuition in FFE execution decision‐making may or may not be (as) beneficial for new product concept creativity. To develop this framework, the authors combine a creativity perspective of the FFE and a dual‐processing perspective of intuition. Interviews with eight FFE practitioners are used to support and illustrate the framework development. The theorizing leads the authors to postulate that intuition use may be beneficial to making generation and evaluation decisions during FFE execution because of the capabilities of the unconscious mind from which intuition results. However, the framework acknowledges that, due to the shortcomings of the unconscious mind, intuition may not be as beneficial to FFE decision‐making in some situations. The authors believe that this framework offers researchers a fertile area for further research and practitioners better insight into when intuition might be effective in FFE execution decision‐making.

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“…This clinician and patient relationship has been described as intuitive practice (English 1993;Gore & Sadler-Smith 2011;Smith et al 2004) and is well documented in nursing literature. A qualitative study that explored the opinions and beliefs of nurses' intuition, suggested that it is an interaction of attributes including: expertise; knowledge; personality; and the environment (McCutcheon and Pincombe 2001).…”

Section: Cognition and Emotional Markersmentioning

confidence: 95%

The role of clinician emotion in clinical reasoning: Balancing the analytical process

2016

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TitleThe role of clinician emotion in clinical reasoning: balancing the analytical process.Key words: Physiotherapy; reasoning; emotion. Authors DiscussionIt is proposed that clinicians should consider the emotions associated with decision-making, especially when there is concern surrounding a presentation. Reflecting on practice in the clinical environment and subsequently applying this to a patient presentation should involve some acknowledgement of clinicians' physical responses, emotions and how they may play a part in any decision made. Presenting intuition and gut-feeling as separate reasoning methods and how these processes co-exist with other more accepted reasoning such as hypotheticodeductive is also discussed. ConclusionMusculoskeletal physiotherapy should consider the elements of feelings, emotions and physical responses when applying reflective practice principles. Furthermore, clinicians dealing with difficult and challenging presentations should look at the emotional as well as the analytical experience when justifying decisions and learning from practice.

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Unpacking Intuition: A Process and Outcome Framework

Cited by 88 publications

References 117 publications

Paradoxes and Dual Processes: A Review and Synthesis

Paradoxes and Dual Processes: A Review and Synthesis

Using Intuition in Fuzzy Front‐End Decision‐Making: A Conceptual Framework

The role of clinician emotion in clinical reasoning: Balancing the analytical process

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