og13 rc manager intuition那篇文章~

小臣

        The majority of successful senior managers do not closely follow the classical rational model of first clari- lying goals, assessing the problem, formulating options, estimating likelihoods of success, making a decision, 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 "intuition" to manage a network of interrelated problems that require them to deal with ambiguity, inconsistency, novelty, and surprise; and to integrate action into the process of thinking.
        
         Generations of writers on management have recognized that some practicing managers rely heavily on intu- ition. In general, however, such writers display a 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 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 intuition to perform. well-learned behavior. patterns rapidly. This intuition is not arbitrary or irrational, but is based on years of painstaking practice and hands-on experience that build skills. A third function of intuition is to synthesize isolated bits of dar8 and practice into an integrated picture, often in an "Aha" experience. 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. 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 patterns.

         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 to action in thinking/acting cycles, in which managers develop thoughts about their companies and organizations 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 management 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 develop a more complete understanding of the issue. One implication of thinking/acting cycles is that action is often part of defining the problem, not just of implementing the solution.

第97题   
It can be inferred from the text that which of the following would most probably be one major difference in behavior between Manager X, who uses intuition to reach decisions, and Manager Y, who uses only formal decision analysis？
　　[A] Manager X analyzes first and then acts； Manager Y does not.
　　[B] Manager X checks possible solutions to a problem by systematic analysis； Manager Y does not.
　　[C] Manager X takes action in order to arrive at the solution to a problem； Manager Y does not.
　　[D] Manager Y draws on years of hands-on experience in creating a solution to a problem； Manager X does not.
       [E] Manager Y depends on day-to-day tactical maneuvering; Manager X does not.
答案是C   OG解释说 intuition是将action和thinking结合  formal decision analysis是先thinking再action 这个我可以理解 可是就是和C选项靠不上 为什么’takes action in order to arrive at the solution to a problem ’就是将两者结合？求大神解答！！在此谢过！！！

sammilulu

我不是大神，但是和你讨论一下我的想法。
末段首句：One of the implications of the intuitive style. of executive management is that "thinking" is inseparable from acting. 讲acting可以inspire到thinking，这是Intuitive style的一个应用。下面开始细节支持，到最后一句One implication of thinking/acting cycles is that action is often part of defining the problem, not just of implementing the solution.再次强调说这种thinking／acting 的模式往往是定义问题的一步，而并非只是为了应用解决方案。
题目可以理解成一道类比题，正确选项只有和原文有一样的特质，才能被100%infer出来是不是？想想逻辑里的类比题，削弱的方式是找不同点或者举反例是不是，那这题正过来做，找相同点。原文只有两个信息，think， act。A说的是analyze， act，是不是超出范围？analyze有提到过吗？这个放在逻辑题里肯定就被你杀了。；B说check solution，是不是也没提？C说act，arrive at solution （arrive at是不是＝think？）这里solution不是核心词哦，注意。D说experience， create solution，experience是out of scope吧；最后E， tactical maneuvering，还是没提。

我觉得关键点是在于那个arrive at the solution，等同于think，LZ觉得能接受吗？