Text 4 The majority of successful senior managers do not closely follow the classical rational model of first clarifying goals, assessing the problem, formulating options, estimating likelihood of success, making a decision, and only then taking action to implement the decision. Rather, in their day-by-day tactical activities, these senior executives rely on what is vaguely termed "intuition" to manage a network of interrelated problems that require them to deal with ambiguity, inconsistency, novelty, and surprise; and to integrate action into the process of thinking. Generations of writers on management have recognized that some practicing managers rely heavily on intuition. In general, however, such writers display a poor grasp of what intuition is. Some see it as the opposite of rationality; others view it as an excuse of capriciousness. Isenberg’s recent research on the cognitive processes of senior managers reveals that managers’ intuition is nei
A. Manager X checks possible solutions to a problem by systematic analysis; Manager Y does not.
B. Manager X takes action in order to arrive at the solution to a problem; Manager Y does not.
C. Manager Y draws on years of personal experience in creating a solution to a problem; Manager X does not.
D. Manager X depends on day-by-day tactical activities; Manager X does not.
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