求助，谢谢先

ernestnie · 发表于 2008-7-8 09:21:00

请问以下这篇阅读时ＧＷＤ第几里的。非常感激！！
the majority of successful
senior managers do not closely follow the classical rational model of
first clarifying goals, assessing the problem, formulating
options,estimating likelihoods of success, making a decision,(5) and
only then taking action to implement the decision.rather, in their
day-by-day tactical maneuvers, thesesenior executives rely on what is
vaguely termed “intuition” to mangage a network of interrelated
problemsthat require them to deal with ambiguity, inconsistency,(10)
novelty, and surprise; and to integrate action into the process to
thinking.
　　generations of writers on management have recognized
that some practicing managers rely heavily on intuition. in general,
however, such writers display a (15)poor grasp of what intuition is.
some see it as the opposite of rationality: others view it as an excuse
for capriciousness.
　　isenberg’s recent research on the cognitive
processes of senior managers reveals that managers’ intuition is (20)
neither of these. rather, senior managers use intuitionin at least five
distinct ways. first, they intuitively sense when a problem exists.
second, managers rely on intu-ition to perform well-learned behavior
patterns rapidly.this intuition is not arbitrary or irrational, but is
based (25) on years of painstaking practice and hands-on experi-ence
that build skills. a third function of intuition is to synthesize
isolated bits of data and practice into an integrated picture, often in
an “aha!” experience. fourth,some managers use intuition as a check on
the results (30) 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 solutionssuggested by these methods which run counter to their
(35) sense of the correct course of action. finally, managerscan use
intuition to bypass in-depth analysis and move rapidly to engender a
plausible solution. used in this way, intuition is an almost
instantaneous cognitiveprocess in which a manager recognizes familiar
patterns.(40)one of the implications of the intuitive style of
executive management is that “thinking” is inseparable from acting.
since managers often “know” what is right before they can analyze and
explain it, they frequently act first and explain later. analysis is
inextricably tied (45) to action in thinking/acting cycles, in which
managersdevelop thoughts about their companies and organizations not by
analyzing a problematic situation and thenacting, but by acting and
analyzing in close concert.
　　given the great uncertainty of many of
the manage-(50) ment issues that they face, senior managers often
instigate a course of action simply to learn more about an issue. they
then use the results of the action to developa more complete
understanding of the issue. one implication of thinking/acting cycles
is that action is often (55) part of defining the problem, not just of
implementingthe solution.

求助，谢谢先

求助，谢谢先

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