og-4

The majority of successful senior managers do not

closely follow the classical rational model of first clari-

fying 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, these

senior executives rely on what is vaguely termed “intu-

ition” to mangage a network of interrelated problems

that 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 recog-

nized 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 oppo-

site of rationality: others view it as an excuse for ca-

priciousness.

Isenberg’s recent research on the cognitive processes

of senior managers reveals that managers’ intuition is

(20) neither of these. Rather, senior managers use intuition

in 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 inte-

grated 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 solutions

suggested by these methods which run counter to their

(35) sense of the correct course of action. Finally, managers

can use intuition to bypass in-depth analysis and move

rapidly to engender a plausible solution. Used in this

way, intuition is an almost instantaneous cognitive

process in which a manager recognizes familiar patterns.

(40) One of the implications of the intuitive style of execu-

tive 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 managers

develop thoughts about their companies and organiza-

tions not by analyzing a problematic situation and then

acting, 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 insti-

gate a course of action simply to learn more about an

issue. They then use the results of the action to develop

a more complete understanding of the issue. One impli-

cation of thinking/acting cycles is that action is often

(55) part of defining the problem, not just of implementing

the solution.

24. The passage provides support for which of the following statements?

(A) Managers who rely on intuition are more successful than those who rely on formal decision analysis.

(B) Managers cannot justify their intuitive decisions.

(C) Managers’ intuition works contrary to their rational and analytical skills

(D) Logical analysis of a problem increases the number of possible solutions.

(E) Intuition enables managers to employ their practical experience more efficiently.

从文中第一句话就可以推出选项A 来 毫不犹豫就选了A 也没看下面 后来对答案发现E确实也对 但是不知道A错在哪里

xiexie

原文：成功的经理人多数依赖直觉。（数量上）

A：依赖直觉的人比使用传统方法的人更成功。（程度上）

数量上不能推出程度上。

世界上有100个成功经理人，90个依赖直觉，10个遵循传统。说明成功的经理人中使用直觉的多。

但是如果100人中最成功的是那10个遵循传统的，你就不能说依赖直觉的更成功。

同意！！1

哇   茅塞顿开   

谢谢  非常感谢

成功的经理人多依赖只觉并不表示依赖直觉的经理人多成功。