The majority of successful senior managers do not closely

• Managers don't analyze a problem first and then act. Instead, they engage in thinking/acting cycles, in which action and analysis are intertwined -- "thinking" is inseparable from acting.
• Managers who engage in such thinking/acting cycles will "frequently act first and explain later." Why? Because they "often 'know' what is right before they can analyze and explain it."
• So it is reasonable to infer that intuitive managers who engage in thinking/action cycles often take action without being able to articulate reasons for that particular action.

Question 4

"Fourth, some managers use intuition as a check on the results of more rational analysis. Most senior executives are familiar with the formal decision analysis models and tools, and those who use such systematic methods for reaching decisions are occasionally leery of solutions suggested by these methods which run counter to their sense of the correct course of action."

Question 5

Question 4

1) "intuitively sense when a problem exists"
2) "rely on intuition to perform well-learned behavior patterns rapidly."
3) "synthesize isolated bits of data and practice into an integrated picture, often in an “Aha!” experience"
4) "use intuition as a check on the results of more rational analysis." This use of intuition is further described: "Most senior executives are familiar with the formal decision analysis models and tools, and those who use such systematic methods for reaching decisions are occasionally leery of solutions suggested by these methods which run counter to their sense of the correct course of action."
5) Finally, senior manager use intuition "to bypass in-depth analysis and move rapidly to engender a plausible solution."