Visão Executiva sobre a Tomada de Decisão Instantânea
Decision-making process is present in daily activities at any level, in an increasingly dynamic environment that requires quick responses. It is difficult to cover all the elements present in decision-making, leading individuals to search for more informal and accessible sources, and among them intu...
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| Autores principales: | , , , , |
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| Formato: | article |
| Lenguaje: | PT |
| Publicado: |
Universidade Regional do Noroeste do Estado do Rio Grande do Sul
2017
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| Materias: | |
| Acceso en línea: | http://dx.doi.org/10.21527/2237-6453.2017.39.400-449 https://doaj.org/article/939445ae55104cf096613a9746efb07f |
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| Sumario: | Decision-making process is present in daily activities at any level, in an increasingly dynamic environment that requires quick responses. It is difficult to cover all the elements present in decision-making, leading individuals to search for more informal and accessible sources, and among them intuition plays an important role. This study aims to present evidence on how intuition and other aspects (experience, emotions, biases) act in the instant decision-making process: it tries to understand in what way executives make use of intuition, emotions, experience in this type of decision. A literature review showed elements of both decision-making process, such as intuition, in the fields of management and psychology, identifying points of intersection that permitted a guide for conducting interviews with IT executives in southern Brazil. It was possible to find that intuition is the element most trusted by these managers. In addition, contributions are made to the concept of intuition in the field of management, as well as other elements are presented, and how they relate to each other, to enable intuitive thinking in situations requiring an instant response. Other important aspects such as experience, emotions, biases, etc. are presented in the study. Contributions for intuition topic are made, as well as the identification of some divergent points from the studied literature. For managers in general, it appears that, despite the ignorance and suspicion, intuition can be a reliable source and that can be developed, like any other skill. |
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