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Answer :
Final answer:
Managers should critically appraise when to rely on intuition, recognizing its benefits when in familiar territories but also its limitations and risks of bias in new or complex situations.
Explanation:
Whether managers should rely on intuition for problem-solving is a nuanced debate. Experts in their fields can often use intuitive decision-making effectively due to a wealth of experience shaping their mental heuristics. For novices, however, these heuristics may be flawed, leading to susceptibility to biases and errors. Hence, while intuition can be beneficial in known territories, critical thinking and self-awareness are essential when encountering new challenges.
Philosophers argue that intuition can sometimes point us toward truth, especially in areas where there is consensus or in matters of common sense. However, it's critical to differentiate between genuine insight and mere belief. In problem-solving, particularly in unfamiliar contexts, rational thinking should take precedence. Kahneman's research highlights the role of heuristics—cognitive shortcuts that we use for efficiency, which may not always lead to correct decisions due to biases like anchoring. Therefore, being open to new ideas and willing to engage in effortful thinking is advised, especially in fields where one does not have expertise.
When facing situations with too much information, limited decision-making time, unimportant decisions, insufficient information, or an accessible heuristic, we tend to default to heuristics. Managers should be aware of this tendency and intentionally counteract it when necessary to avoid making irrational decisions.
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