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Intuition in the context of decision-making is defined as a "non-sequential information-processing mode." [1] It is distinct from insight (a much more protracted process) and can be contrasted with the deliberative style of decision-making.
Intuition was assessed by a sample of 11 Australian business leaders as a gut feeling based on experience, which they considered useful for making judgments about people, culture, and strategy. [45] Such an example likens intuition to "gut feelings", which — when viable [ clarification needed ] — illustrate preconscious activity.
Malcolm Gladwell described intuition, not as an emotional reaction, but a very quick thinking. [5] He said that if an individual realized that a truck is about to hit him, there would be no time to think through all of his options and, to survive, he must rely on this kind of decision-making apparatus, which is capable of making very quick judgments based on little information. [6]
For example, medical decision-making often involves a diagnosis and the selection of appropriate treatment. But naturalistic decision-making research shows that in situations with higher time pressure, higher stakes, or increased ambiguities, experts may use intuitive decision-making rather than structured approaches.
Intuition, on the other hand, does perceive the image that caused it, perceiving it and its course in a very detailed manner rather than the giddiness itself, which is "the image of a tottering man pierced through the heart by an arrow". [2] "For intuition, therefore, the unconscious images attain the dignity of things or objects.
The objective of a choice is generally to pick the best option. Thus, after making a choice, a person is likely to maintain the belief that the chosen option was better than the options rejected. Every choice has an upside and a downside. The process of making a decision mostly relies upon previous experiences.
For example, Gladwell claims that prejudice can operate at an intuitive unconscious level, even in individuals whose conscious attitudes are not prejudiced. One example is the halo effect, where a person having a salient positive quality is thought to be superior in other, unrelated respects. The example used in the book is Warren G. Harding.
Mental models affect the way that people work with information, and also how they determine the final decision. The decision itself changes, but the mental models remain the same. It is the predominant method of learning, because it is very convenient.