People live in a data-driven world where every decision is made by relying on data and research. One of the biggest challenges that managers face today is the decision making. The business environment is rapidly changing, and a lot of complexities emerge that require quick decision making ( Northouse , 2018). While managers tend to rely a lot on t6he data and experience while making decisions, intuition plays an essential role in making decisions in a rapidly changing environment. There are decisions that do not depend on the intuition, and these include decisions that the data is known and the outcome can be estimated and the ones that have a lot of experience behind them. However, sometimes data can have a lot of contradictions, or there could be ambiguity due to lack of sufficient data. There can be a lot of ambiguities at the top leadership, and this usually requires an individual to learn to trust their guts and make decisions using intuition.
Leadership in highly complex environments usually require the use of intuition to make decisions because there is normally little data to rely on. Gut feeling can provide useful information because it is generated from one’s analysis and interpretation of the situation ( Hogarth , 2014). While intuition can sometimes provide an understanding and judgment without making any rational justification, learning to trust it is the basis for making effective use. Data and experience are important in making decisions, especially where there is sufficient information. However, some decisions need to be made quickly that there is no time to get adequate data or even sometimes the data is limited. In such a scenario, intuition becomes an important tool in making the decision. By first trusting the inner knowledge one possesses and then using it to make decisions can be of great importance to the leaders. Gut feeling is, therefore, an essential tool that leaders can use to make decisions, especially where the situation is complex, or there is a lot of ambiguity.
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References
Hogarth, R. M. (2014). Deciding analytically or trusting your intuition? The advantages and disadvantages of analytic and intuitive thought. In The routines of decision making (pp. 97-112). Psychology Press.
Northouse, P. G. (2018). Leadership: Theory and practice . Sage publications.
