Themajorityofsuccessfulseniormanagersdonotcloselyfollowtheclassicalrationalmodeloffirstclarifyinggoals,assessingtheproblem,formulatingoptions,estimatinglikelihoodsofsuccess,makingadecision,andonlythentakingactiontoimplementthedecision.Rather,intheirday-by-daytacticalmaneuvers,theseseniorexecutivesrelyonwhatisvaguelytermedintuitiontomanageanetworkofinterrelatedproblemsthatrequirethemtodealwithambiguity,inconsistency,novelty,andsurprise;andtointegrateactionintotheprocessofthinking.Generationsofwritersonmanagementhaverecognizedthatsomepracticingmanagersrelyheavilyonintuition.Ingeneral,however,suchwritersdisplayapoorgraspofwhatintuitionis.Someseeitastheoppositeofrationality;othersviewitasanexcuseforcapriciousness.Isenberg'srecentresearchonthecognitiveprocessesofseniormanagersrevealsthatmanagers'intuitionisneitherofthese.Rather,seniormanagersuseintuitioninatleastfivedistinctways.First,theyintuitivelysensewhenaproblemexists.Second,managersrelyonintuitiontoperformwell-learnedbehaviorpatternsrapidly.Thisintuitionisnotarbitraryorirrational,butisbasedonyearsofpainstakingpracticeandhands-onexperiencethatbuildskills.Athirdfunctionofintuitionistosynthesizeisolatedbitsmofdataandpracticeintoanintegratedpicture,ofteninanAha!experience.Fourth,somemanagersuseintuitionasacheckontheresultsofmorerationalanalysis.Mostseniorexecutivesarefamiliarwiththeformaldecisionanalysismodelsandtools,andthosewhousesuchsystematicmethodsforreachingdecisionsareoccasionallyleeryofsolutionssuggestedbythesemethodswhichruncountertotheirsenseofthecorrectcourseofaction.Finally,managerscanuseintuitiontobypassin-depthanalysisandmoverapidlytoengenderaplausiblesolution.Usedinthisway,intuitionisanalmostinstantaneouscognitiveprocessinwhichamanagerrecognizesfamiliarpatterns.Oneoftheimplicationsoftheintuitivestyleofexecutivemanagementisthatthinkingisinseparablefromacting.Sincemanagersoftenknowwhatisrightbeforetheycananalyzeandexplainit,theyfrequentlyactfirstandexplainlater.Analysisisinextricablytiedtoactioninthinking/actingcycles,inwhichmanagersdevelopthoughtsabouttheircompaniesandorganizationsnotbyanalyzingaproblematicsituationandthenacting,butbyactingandanalyzingincloseconcert.Giventhegreatuncertaintyofmanyofthemanagementissuesthattheyface,seniormanagersofteninstigateacourseofactionsimplytolearnmoreaboutanissue.Theythenusetheresultsoftheactiontodevelopamorecompleteunderstandingoftheissue.Oneimplicationofthinking/actingcyclesisthatactionisoftenpartofdefiningtheproblem,notjustofimplementingthesolution. 1.Accordingtothetext,seniormanagersuseintuitioninallofthefollowingwaysEXCEPTto [A]Speedupofthecreationofasolutiontoaproblem. [B]Identifyaproblem. [C]Bringtogetherdisparatefacts. [D]Stipulatecleargoals. 2.Thetextsuggestswhichofthefollowingaboutthewritersonmanagementmentionedinline1,paragraph2 [A]Theyhavecriticizedmanagersfornotfollowingtheclassicalrationalmodelofdecisionanalysis. [B]Theyhavenotbasedtheiranalysesonasufficientlylargesampleofactualmanagers. [C]Theyhavereliedindrawingtheirconclusionsonwhatmanagerssayratherthanonwhatmanagersdo. [D]Theyhavemisunderstoodhowmanagersuseintuitioninmakingbusinessdecisions. 3.ItcanbeinferredfromthetextthatwhichofthefollowingwouldmostprobablybeonemajordifferenceinbehaviorbetweenManagerX,whousesintuitiontoreachdecisions,andManagerY,whousesonlyformaldecisionanalysis [A]ManagerXanalyzesfirstandthenacts;ManagerYdoesnot. [B]ManagerXcheckspossiblesolutionstoaproblembysystematicanalysis;ManagerYdoesnot. [C]ManagerXtakesactioninordertoarriveatthesolutiontoaproblem;ManagerYdoesnot. [D]ManagerYdrawsonyearsofhands-onexperienceincreatingasolutiontoaproblem;ManagerXdoesnot. 4.Thetextprovidessupportforwhichofthefollowingstatements [A]Managerswhorelyonintuitionaremoresuccessfulthanthosewhorelyonformaldecisionanalysis. [B]Managerscannotjustifytheirintuitivedecisions. [C]Managers''intuitionworkscontrarytotheirrationalandanalyticalskills. [D]Intuitionenablesmanagerstoemploytheirpracticalexperiencemoreefficiently. 5.Whichofthefollowingbestdescribestheorganizationofthefirstparagraphofthetext [A]Anassertionismadeandaspecificsupportingexampleisgiven. [B]Aconventionalmodelisdismissedandanalternativeintroduced. [C]Theresultsofrecentresearchareintroducedandsummarized. [D]Twoopposingpointsofviewarepresentedandevaluated.