[单项选择]

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 n
A. a manager analyzes a series of problems and then acts on that analysis
B. a manager gathers data by acting and then observes the effects of action
C. action and analysis in managerial practice invariably occur simultaneously
D. a manager takes action, being able to clarify reasons for that action