Agor, Weston H. Intuitive Management: Integrating Left and Right Brain Management Skills. Englewood Cliffs, New Jersey: Prentice-Hall, 1984: 001-138, 138 pages (HD 38).
  Intuition as a brain skill in management, Testing the brain skills of managers, How to use brain skill assessments to increase organizational productivity, How to develop and use your intuition in management, The most innovative use of intuition in modern organizations, Annotated bibliography.


Agor, Weston H. Intuition in Business. Oakland, California: Thinking Allowed Productions, 1992: Video recording #W198, 90 minutes (HD 38).
  Intuition is a skill that organizations must learn to tap in order to remain competitive. In part one of this two part program , Agor discusses ways in which organizations can learn to accommodate intuitive styles. In part two, Agor explores the role of extrasensory perception in the intuitive process. He reviews the range of exercises that can be used for cultivating intuition.


Agor, Weston H. The Role of Intuition in Decision Making. El Paso, Texas: Global Intuition Network, 1992: Video recording, 80 minutes (HD 38).
  Shows executive from both the private and public sectors actually using their intuitive skills in critical decision making situations. You see methods they use to facilitate intuitive input through out their organization to insure productivity. The rapid change, crisis laden environment demands greater use of intuitive skills than ever before.


Barnard, Chester I. Mind in Everyday Affairs. Appendix in: The Functions of the Executive. Cambridge, Massachusetts: Harvard University Press, 1966: 301-322, 22 pages (HD 31).
  Three purposes of mental effort, The speed factor, The nature of the material to which the mind is applied, Fictions, The last complication reaction. Presents his conception of the "logical" and "non logical" processes in thinking. He believes that the appropriate process should be consciously chosen for the task. The comparative uses of the two processes are discussed for eleven occupations.


Bennis, Warren, and Nanus, Burt. Leading Others, Managing Yourself. In: Leaders: The Strategies for Taking Charge. New York: Harper & Row, Publishers, 198 5: 019-027, 9 pages (HD 57).
  Introduces the four strategies presented in the book: (1) attention through vision, (2) meaning through communication, (3) trust through positioning, and (4) the deployment of self through (a) positive self regard and (b) the Wallenda factor. "Managers are people who do things right and leaders are people who do the right thing." (p. 21).
___. Strategy IV: The Deployment of Self. In: Ibid.: 187-214, 28 pages.
  The learning organization, Innovative learning, Leading the learning organization, Organizing for innovative learning.


Bhajan, Yogi. The Executive Mind. Pomona, California: KRI Publications, 1982: 001-203, 2 03 pages (HD 58).
  Introduction to the four minds, Executive mind, Analytical mind, Financial mind, Administrative mind, Panel discussion on the four minds. Edited transcripts of a two-day course taught in Los Angeles in April, 1982. The executive mind provides vision, the analytical goes for the bottom line, the financial focuses on balance, and the administrative deals with orchestration.


Cappon, Daniel. Intuition and Management: Research and Application. Westport, Connecticut: Quorum Books, 1994. 001-201, 201 pages (HD 38).
  Why intuition is imperative, The anatomy of intuition, The physiology of intuition, The evolution of intuition, The personal determinants, The metabolism: the process itself, Sensitivity to intuition, The maturation of intuition, Psychopathology, The anatomy of management, Marriages made in heaven, The ultimate decider, Intuition and creativity, The metrics of success, The future.
___. Why Intuition is Imperative. Chapter 1 in: Ibid.: 001-014, 14 pages.
  The factors of success and excellence, Planning for opportunities, Genes, the environment and intuition.
___. The Anatomy of Intuition. Chapter 2 in: Ibid.: 015-040, 26 pages.
  The anatomy in action, The input skills and their action in behavior, The output skills and their actions on behavior, A case history: Intuition and the legal system.
___. The Physiology of Intuition. Chapter 3 in: Ibid.: 041-047, 7 pages.
  The intuitive mind-set, Warming up mental exercises, Accessing variables, Signals of the process, The signals of product entrance.
___. The Evolution of Intuition. Chapter 4 in: Ibid.: 049-062, 14 pages.
  Speculative elaborations (The birth of social intelligence, Why intuition lies buried in the unconscious, The birth of balanced intelligence), The speculations of Jung, Chomsky and others, Mental blocks, Pith's twilight, The quest for order from chaos.
___. The Personal Determinants. Chapter 5 in: Ibid.: 063-084, 22 pages.
  The determinants (Genetic inheritance, The physical environment, The sense and the environment, The social environment, Family dynamics, Love dynamics, The personality of the intuitive, The character of the intuitive, The education of the intuitive), The Cappon intuition profile - a survey.
___. The Metabolism: The Process Itself. Chapter 6 in: Ibid.: 085-088, 4 pages.
  The products, Encoded signals of the process taking place, The accuracy of the product.
___. Sensitivity to Intuition. Chapter 7 in: Ibid.: 089-102, 14 pages.
  Macrorelationships, Second level of sensitivity, Who should be the intuits in society?
___. The Maturation of Intuition. Chapter 8 in: Ibid.: 103-111, 9 pages.
  The maturation of intuition, The coming of age of intuition and the personages of the inner self (The maturation steps of intuition).
___. Psychopathology. Chapter 9 in: Ibid.: 113-119, 7 pages.
  The psychopathology of intuition, The use of intuition in psychopathology.
___. The Anatomy of Management. Chapter 10 in: Ibid.: 121-153, 33 pages.
  Definitions, A taxonomy of management (The private sector, The public sector), Analogies of management generally (The motivator, The persuader, Leadership, Fixing the public sector, The voluntary sector, Accountability in management, Personality), The future of management, A case history: Locating a plant.
___. Marriages Made in Heaven. Chapter 11 in: Ibid.: 155-166, 12 pages.
  The marriage made in heaven, The apples fall near the tree, The theory of contrasting opposites.
___. The Ultimate Decider. Chapter 12 in: Ibid.: 167-181, 15 pages.
  The makeup of the ultimate decision maker, The social variables, Intuitive skills in the ultimate decision maker.
___. Intuition and Creativity. Chapter 13 in: Ibid.: 183-189, 7 pages.
  The origin, Unraveling the twins.
___. The Metrics of Success. Chapter 14 in: Ibid.: 191-195, 5 pages.
  Rationale (Efficiency, Productivity, Profitability, Effectiveness).
___. The Future. Chapter 15 in: Ibid.: 197-201, 5 pages.
  Research, Social intelligence, Application.


Certo, Samuel C. Making Decisions. Chapter 6 in Part 2 Planning in: Modern Management: Quality, Ethics, and the Global Environment. 5th ed. Boston: Allyn and Bacon, 1992: 158-185, 28 pages (HD 31).
  Fundamentals of decisions (Definition, Types, Responsibility), Elements of the decision situation (Nature, Decision maker, Goals, Alternatives , Ordering, Choice), The decision making process (Identify problem, List alternatives, Select best, Implement, Feedback), Decision making conditions (Certainty, Uncertainty, Risk), Decision making tools (Probability, Decision trees).


Damian-Knight, Guy. The I Ching on Business & Decision Making: Successful Management Strategy Based on the Ancient Oracle of China. Rochester, Vermont: Destiny Books, 1986: 001-286, 286 pages (HD 37).
  The following structure is used for each of the sixty-four hexagrams: Judgment, Specific modality, Ambience, Concept model, Decision assumptions (Some or all of these subheadings: Management, Planning, Communication, Productivity, Risks, Investment, Timing, Resources, Start up, Feedback, Creative judgment, Backing, Contracts, Trade or agreements, etc.). The lines (Future links).


Dean, Douglas; Mihalasky, John; Ostrander, Sheila; and Schroeder, Lynn. Executive ESP. Englewood Cliffs, New Jersey: Prentice-Hall, 1974: 001-286, 286 pages (HD 38).
  Decision, NCE meets ESP, "Dynamics" of intuition, Psi game and money game, Profiling the hunch, Sexual dominance - how it affects ESP, Management and parapsychology, Psi state of the art, Time, Applied Psi in business, industry, and society, What enhances and blocks Psi? Developing intuitive abilities, Future decisions: larger than logic, Appendixes (Computer test and results).
___. Applied Psi in Business, Industry and Society. Chapter 10 in: Ibid.: 135-161, 27 pages.
  Personnel selection, Business and finance, Crime detection, Engineering, Agriculture, Social forecasting, Economic forecasting, Accident prevention, Retrieving the past, An energy resource, Other applications.
___. The Computer Test. Appendix A in: Ibid.: 203-214, 12 pages.
  This appendix describes a precognition test scored by computer in which each subject is asked to guess at a 100 digit number: Design of the test, Method using IBM cards, Obtaining the 100 digit guess, Preliminary punching of the cards, Preliminary attitude questions, Attitude to ESP test, Attitude to time test, Randomization of targets, Ground rules, ESP scores I - averages, ESP scores II - progression.
___. The Computer Results. Appendix B in: Ibid.: 215-229, 15 pages.
  The test described in Appendix A was used for the first time with 67 presidents and 60 wives at the Eighteenth Annual Management Executive Conference in 1964: Results of presidents, Computer test scores and profit making ability, Results with groups who were not presidents, Results of men only and women only general groups, Results of interest.
___. The Computer Results. Appendix C in: Ibid.: 230-243, 14 pages.
  The test described in Appendix A was used for the second time with 40 presidents at the Kenilworth Manufacturer's Association meeting in 1967: Results of presidents, Computer test scores and profit making ability, Computer test scores and creativity tests, Results of general groups who were not presidents, Results of men only general groups, Results of interest.


DuBrin, Andrew J., and Ireland, Duane R. Managerial Decision Making. Chapter 4 in Part 2 Decision Making and Planning in: Management & Organization. 2nd ed. Cincinnati, Ohio: South-Western Publishing Co., 1993: 080-104, 25 pages (HD 31).
  Types of decisions (Personal versus organizational, Strategic versus integrative versus operational, Structured versus unstructured, Intuitive versus rational, Problem solving versus opportunistic), The decision making process, Influences on the process, Guidelines for improving.


Frantz, Roger. Confessions of an Academic Intuitive. San Diego, California: Profits and Sense, n.d.: 001-057, 57 pages (HD 38).
  In the intuitive closet, Out of the intuitive closet, What's this thing called intuition? (The eye in the storm, Metaphors for the word intuition, Meanings of the word intuition, An inner entrepreneur) Intuition's playground, A simple process of meditation, Exercising your intuition (The need for practice, Affirmations, Visualizations, Breathing, Enlivening your spiritual energies, Putting it all together).


Frantz, Roger, and Pattakos, Alex N., eds. Front Matter in: Intuition at Work: Pathways to Unlimited Possibilities. San Francisco, California: New Leaders Press, 1996: 000-004, 18 pages (HD 38).
  Forward: Business discovers intuition (Willis Harman), Preface, Acknowledgments, Understanding the magician's journey (Roger Frantz and Alex N. Pattakos). The current interest in intuition undoubtedly goes much deeper than surface appearances. Indeed, "intuition" turns out to be a code word for referring to a major transformation of modern society.
___. Spinning the Web. Part One in: Ibid.: 005-050, 46 pages.
  What is intuition? (Jeffrey Mishlove), Sources, brain routes, and manifestations of intuition (Edith Jurka), Mind treasure: Intuitive wisdom and the dynamics of mystery and mastery at work (Joel Levey).
___. From Mystery to Mastery. Part Two in: Ibid.: 051-088, 38 pages.
  Weaving the illumined walk into the ordinary life (Elle Collier Re), Intuition: From inspiration to application (Sharon Franquemont), Intuition, success and leadership: A holographic approach (Susan Collins).
___. Assessing Value and Value Added. Part Three in: Ibid.: 089-146, 58 pages.
  Economics, intuition and spiritual growth (Gary Zukav), The value of intuition (Joanne Badeaux), Intuition at work in the financial markets (Gary D. Markoff), Economic growth and evolution: The intuitive connection (Roger Frantz and Alex N. Pattakos)
___. Tools for Capacity Building. Part Four in: Ibid.: 147-212, 66 pages.
  Looking within - the new frontier (Joanne Black and Christine Ross), Intuitive education (Jan Newman-Seligman), M. I. intuitive? (Linda A. Garrett), Intuition at work: A question of balance (Gigi Van Deckter), Creative imagery: Harnessing the power of the intuitive mind (John Pehrson).
___. The Conscious Workplace. Part Five in: Ibid.: 213-252, 40 pages.
  Making the workplace safe for intuition (Nancy Rosanoff), The intuitive organization (Kymn Harvin Rutigliano), Introverted intuitives: Managing diversity in the workplace (Laurie Nadel).
___. Walking the Talk. Part Six in: Ibid.: 253-296, 44 pages.
  Embrace intuition (Suzie Hightower), Remote viewing and intuition (Jaime Licauco), Intuitive meditation at work: Solving science and business problems (Michael W. Munn), Sharing the wisdom: A report of an intuition network program (Michael Ray).


Gore, William J. Administrative Decision Making: A Heuristic Model. New York: John Wiley & Sons, Inc., 1964: 001-189, 189 pages (HD 38).
  The distinguishing characteristic of this book on administrative decision behavior is the total neglect of intuition: Scope and focus of study, General model of the decision making process, Functions of the decision making process, Decision theory fragment, Organizational theory underlying the decision concept. Given executive reliance on their intuitive skills, this oversight is untenable.


Gray, Horace; Wheelwright, Jane H.; and Wheelwright, Joseph B. Jungian Type Survey. Appendix in: Schultz, Ron. Unconventional Wisdom: Twelve Remarkable Innovators Tell How Intuition Can Revolutionize Decision Making. New York: HarperBusiness, 1994: 191-205, 15 pages (HD 38).
  This 81 item assessment tool has six scales: introversion (I), extraversion (E), intuition (U), sensation (S), thinking (T), and feeling (F). These are combined in three bipolar measures that show first the general attitude of the person: I versus E depending on whether the psychic energy is habitually directed inward or outward. Next are the paired functions of perception: S versus U. Then come the two functions of judgment: T versus F.


Hellriegel, Don, and Slocum, John W. Jr. Fundamentals of Decision Making. Chapter 6 in Part 3 Decision Making and Planning in: Management. 6th ed. Reading, Massachusetts: Addison-Wesley Publishing Company, 1992: 180-214, 35 pages (HD 31).
  Preconditions for decision making, Elements of organizational decisions (Types of problems and solutions, Classes of decisions) Conditions affecting decision making, Objectives and decision making, Decision making models (Rational, Bounded rationality, Political), The importance of ethics in decision making.
___. Decision Making Aids. Chapter 7 in Part 3 Decision Making and Planning in: Ibid.: 216-243, 28 pages.
  Normative decision making, Routine decision making (Rules and procedures, Artificial intelligence), Adaptive decision making (Breakeven analysis, Payoff matrix), Innovative decision making (Decision tree, Creative process an climate).


Higgins, James M. The Manager as a Decision Maker and Creative Problem Solver. Chapter 4 in: The Management Challenge: An Introduction to Management. 2nd ed. New York: Macmillan Publishing Company, 1994: 112-149, 38 pages (HD 31).
  Problem solving, Creative problem solving process (Eight stages), Conditions under which decisions are made, Types of problems and decisions, Individual versus group decision making, Behavioral aspects of the decision process, Problem solving styles and tendencies, How much participation and when? The manager as a creative problem solver.


Holt, David H. Decision Making. Chapter 5 in Part 2 Planning and Decision Making in: Management Principles and Practices. 3rd ed. Englewood Cliffs, New Jersey: Prentice-Hall, 1993: 128-161, 34 pages (HD 31).
  The nature of decision making (Programmed and nonprogrammed, Adaptability, Creativity), The decision making environment (Certainty, Risk, Uncertainty), Techniques in group decision making (Three discussed), The role of management science, Rational decisions and problem solving (Eight steps), Toward more effective decision making (Six desirable objectives).


Kepner, Charles H., and Tregoe, Benjamin B. The Rational Manager: A Systematic Approach to Problem Solving and Decision Making. 2nd ed. Princeton, New Jersey: Kepner-Tregoe, Inc., 1976: 001-241, 241 pages (HD 38).
  This popular method for problem solving during the late 60s and early 70s makes no mention of intuition: Problem solvers at work, Problem solving under pressure, The concepts and the methods, Where to start, How to specify a problem, How to analyze for distinctions and changes, Finding the cause, Testing the cause you have found, Applications on the job, Decision analysis, Potential problem analysis. The limits of rational analysis are obvious to the perceptive reader.


Khatri, Naresh. Role of Intuition in Strategic Decision Making. Unpublished Manuscript. Nanyang Business School, Singapore, n.d.: 001-032, 32 pages (HD 38).
  The author surveyed 301 senior managers of 237 companies representing computer, banking, and utility industries in the US and found that intuitive processes were used often in organizational decision making. Use of intuitive synthesis was found to be positively related to organizational performance in a complex and dynamic environment, but negatively related to it in a stable environment.


Messing, Bob. The Tao of Management. Atlanta, Georgia: Humanics Limited, 1989: 001-133, 133 pages (HD 38).
  Introduction, The sixty-four chapters. The way of the Tao speaks directly to management through 1) receptiveness to reality, 2) unbiased understanding, 3) timing of action and inaction, and 4) avoidance of subjectivity and arbitrariness as basis for action. (This author confuses the two great classics of the Tao Te Ching or the power and its way, and The I Ching or book of changes.).


Mintzberg, Henry. Mintzberg on Management: Inside Our Strange World of Organizations. New York: Free Press, 1989: 001-392, 392 pages (HD 31).
  On management (Manager's job, Crafting strategy, Planning - managing, Coupling analysis and intuition, Training managers), On organizations (Deriving configurations, Entrepreneurial, Machine, Diversified, Professional, Innovative, Missionary, Political, Beyond configuration), On society (Who should control? Efficiency, Unmanageable society).
___. The Manager's Job: Folklore and Fact. Chapter 1 in Part 1 On Management in: Ibid.: 007-024, 18 pages.
  Some folklore (Systematic planner, No regular duties to perform, Senior managers need aggregated information from MIS, Management is a science and profession), Description of managerial work (Interpersonal roles, Information roles, Decisional roles, The integrated job), Toward more effective management.
___. Coupling Analysis and Intuition in Management. Chapter 4 in Part 1 On Management in: Ibid.: 056-078, 23 pages.
  Exchange of correspondence with Simon, Review of New Science of Management Decision, Simon's current view of intuition ("analyses frozen into habit"), Strengths and weaknesses of analysis and intuition, Analysis in strategic decision making, MIS in information processing (Really computer information systems), Planning in strategy making.
___. Training Managers, Not MBAs. Chapter 5 in Part 1 On Management in: Ibid.: 079-091, 13 pages.
  Applicant input (No evidence that high GMAT scores relate to success in practice of management), Content throughput (Never, absolutely never, utter the word "judgment," let alone "intuition"), MBA output (The MBA is a license to leapfrog over the realities of organizational life).


Mondy, Wayne R., and Premeaux, Shane R. Managerial Decision Making. Chapter 4 in: Management Concepts, Practices, and Skills. 6th ed. Boston: Allyn and Bacon, 1993: 104-133, 30 pages (HD 31).
  The decision making process, Factors affecting decision making, Group methods involved in decision making, Decision making requirements, The use of models in decision making, Worker participation in the process, Handling in a crisis, A global perspective, Summary.


Morgan, Gareth. Images of Organization. Beverly Hills, California: SAGE Publications, 1986: 001-409, 409 pages (HD 31).
  Introduction, Organizations as machines, As organisms, As brains, As cultures, As political systems, As psychic prisons, As flux and transformation, As instruments of domination, Art of organizational analysis, Imaginization: a direction for the future.
___. Unfolding Logics of Change: Organization as Flux and Transformation. Chapter 8 in: Ibid.: 233-272, 40 pages.
  Implicate and explicate aspects, Self producing systems, Organizations interact with projections of themselves, Egocentricism versus systemic wisdom, Evolution and change, Mutual causality, Dialectical change, Dialectical analysis , Living with contradiction and managing flux, Strengths and limitations of the flux metaphor.
___. Imaginization: A Direction for the Future. Chapter 11 in: Ibid.: 339-344, 6 pages.
  Organizations are many things at once, On elephants and organizations, Organization as a way of thinking.


Nuernberger, Phil. Increasing Executive Productivity: Developing the Inner Skills of Vision, Leadership and Performance. Englewood Cliffs, New Jersey: Prentice-Hall, 1992: 001-2 74, 274 pages (HD 38).
  The empowered mind: tapping potential, A map of personal power: the journey within, The balance factor: stress management, Managing the reality generator: mastering the sensory mind, Concentration: the ultimate skill, Clear perception - optimum performance: enhancing day to day skills, The visionary mind: tapping inner wisdom for decision making, Leadership: mastering inner strength, Love, performance and productivity: spiritual skills at work.
___. The Balance Factor: Productivity and Stress Management. Chapter 3 in: Ibid.: 057-085, 29 pages.
  Stress (Mismanaged resources, The myth and the reality, A question of balance) Fight or flight - only halfway there, The possum response - the other half of stress, The worst of both worlds, The answer is balance, Taking charge of our controls, When normal means stressed, Learning diaphragmatic breathing, Deep relaxation - a crucial skill, Three levels of relaxation, Opportunities of imbalance.
___. Managing the Reality Generator: Mastery of the Sensory Mind. Chapter 4 in: Ibid.: 086-110, 25 pages.
  The chattering mind - invitation to disaster, Breath awareness and task absorption - managing the mind, Playing with words, Your choice - stress or personal power, Three mistakes of the sensory mind (Fear, Self rejection, Laziness), Balance and choice - the door to self mastery.
___. Concentration: The Executives Ultimate Skill. Chapter 5 in: Ibid.: 111-142, 32 pages.
  Focusing the mind, Concentration - the mind as laser, Making a conscious choice, The ins and outs of concentration, Energy - balance and conservation, Skill - the fifth dimension, Unlearning the habit of distraction, More concentration techniques, The empowered mind - step by step.
___. Clear Perception Optimum Performance: Enhancing Day to Day Skills. Chapter 6 in: Ibid.: 143-17 1, 29 pages.
  Instinct - in touch with the world, Breath awareness - listening with the whole mind, Trusting your senses, Creativity - playing with perception, Mind traps and power blockers, Imagination - shaping mind power, Emotional energy - the mind's power source, The wide world of imagery work.
___. The Visionary Mind: Tapping the Inner Wisdom for Executive Decision Making. Chapter 7 in: Ibid.: 172-200, 29 pages.
  Why linear models do not work, Discrimination - the non linear mind, Intuition - the power of pure knowledge, Needed - an open flexible mind, Quiet time - the need for incubation, The path of wisdom - tapping your intuition, The body knows, The quiet thoughts, A picture of the future, Direct access, Things to watch for, Discrimination - the power behind reasoning, Decisiveness - knowing when and how to take action, Three steps to effective decision making.


Parikh, Jagdish; Neubauer, Fred; and Lank, Alden G. Intuition: The New Frontier of Management. Oxford, England: Blackwell Publishers, 1994: 001-285, 285 pages (HD 38).
  Intuition in context, The role of intuition in management, Defining intuition, Refining intuition, Global report: international survey on intuition, Inter country report: international survey on intuition, Applying intuition - vision and visioning, The practice of visioning (The PN model), Appendices (Overall summary, Summary for each of nine countries, Survey questionnaire).
___. Intuition in Context. Chapter 1 in: Ibid.: 001-010, 10 pages.
  Global level (Change, complexity, uncertainty, conflict, Human consciousness, No anchors left, Paradigm shift), Organizational level (Growing respectability - recognition, Computerized decision support systems, Unpredictable variables, Ill structured problems, Balanced alternatives), Individual level (Mental abilities, Integration, Muscle, head , heart, Surviving to thriving, Existential issues), Conclusion.
___. The Role of Intuition in Management. Chapter 2 in: Ibid.: 011-024, 14 pages.
  Why do we need intuition in management? Managing change, Managing complexity, Managing conflict, Direct effects of intuitive management style (Creating a vision, Choosing a direction, Making a decision), Conclusion. Intuition is a method for our mental and physical development for a new age of humane and responsive stewardship of our world. It is one of the most important abilities we can cultivate.
___. Defining Intuition. Chapter 3 in: Ibid.: 025-043, 19 pages.
  A multidimensional phenomenon (Intuition as a skill, Intuition as a trait, Intuition as being), A multicontextual phenomenon (Instant response, Short term, Ongoing), A multilevel phenomenon (Logical consciousness, Subconsciousness, Unconsciousness, Supraconsciousness), Intuition as noun, verb, adjective, What intuition is not (Instinct, Impulse, Ingenuity, Inspiration, Intelligence, Wishful thinking), Symptoms of authentic intuition, Conclusion.
___. Refining Intuition: Accessing and Enhancing. Chapter 4 in: Ibid.: 044-048 , 5 pages.
  Summary of exercises and techniques: 1) Body level - relaxation exercises, 2) Mind level - passive (allowing the mind to wander), active (guided series of images), 3) Emotion level - projection or externalization exercises, 4) Neurosensory level - cultivation of multisensory and intersensory perceptual abilities, 5) Pure consciousness level - meditation exercises (Mantra, Yantra, Tantra).
___. Global Report: International Survey on Intuition. Chapter 5 in: Ibid.: 049-068, 20 pages.
  Introduction to the survey, Profile of population, Intuition ratings (Objective, Self rating, Their association), What is intuition? (Descriptions given, Graphic expression, Specific descriptions), Relevance of intuition (Business, Other fields), How does one identify intuition? (Means, Phenomena), Use of intuition (Professional, Personal, Actual instances), Opinions on certain notions, Views on certain aspects.
___. Inter Country Report: International Survey on Intuition. Chapter 6 in: Ibid.: 069-081, 19 pages.
  Profile of population, Intuition ratings (Objective, Self rating, Their association), What is intuition? (Descriptions given, Graphic expression, Specific descriptions), Relevance of intuition (Business, Other fields), How does one identify intuition? (Means, Phenomena), Use of intuition (Professional, Personal, Actual instances), Opinions on certain notions, Views on certain aspects.
___. Applying Intuition: Vision and Visioning. Chapter 7 in: Ibid.: 082-098, 17 pages.
  Vision defined, Characteristics of good vision, Elements of a good vision statement (Content, Context), T he physiology of visioning (Generic approaches), Communicating and sharing, Conclusion. Vision is widely understood to be an image of a desired future organizational stage. A vision is an answer to the question: What do we want to create?
___. The Practice of Visioning (The PN Model). Chapter 8 in: Ibid.: 099-122, 24 pages.
  Reflective visioning (Step 1 - break in the environment, a fresh view of the world, Step 2 - individual reflective vision, Step 3 - shared reflective vision), Intuitive visioning (Step 4 - individual intuitive vision, Step 5 - shared intuitive vision) Integrative visioning (Step 6 - integrative vision, Step 7 - current reality, Step 8 - action plans, Step 9 - a never ending process), Conclusion.


Pondy, Louis R. Union of Rationality and Intuition in Management Action. Chapter 7 in Part 2 Processes of Experiencing and Sense Making in: The Executive Mind: New Insights on Managerial Thought and Action. Edited by Srivastva, Suresh ed. San Francisco: Jossey-Bass, 1983: 169-191, 23 pages (HD 58).
  Rationality and intuition: duality or union, Quinn's model of logical incrementalism, Quinn's model as a rational/intuitive union? Conclusion. We need to examine how to combine rational and intuitive approaches at the level of primary human processes. These primary processes of union can be translated into secondary processes at the organization level.


Ray, Michael, and Myers, Rochelle. Creativity in Business. New York: Doubleday, 1986: 001-216, 216 pages (HD 53).
  Essence (Business as art), Preparation (If at first you don't succeed, surrender, Destroy judgment, create curiosity, Pay attention, Ask dumb questions) Inspiration and implementation (Do only what is easy, Don't think about it, Ask yourself if it's a yes or a no, Be ordinary, Be in the world but not if it).
___. Business as Art: Get to Know Your Inner Resource. Chapter 1 in Part 1 Essence in: Ibid.: 003-010, 8 pages.
  The heuristic approach, Your creative experiences, Your inner creative resource, Bringing art into your business life. We trust as you live with the heuristics, develop the essential tools and apply them to the challenges in our life, your true creative potential will manifest more and more in business. You will become an artist in the largest possible sense.
___. Ask Yourself if It's a Yes or a No: Experience Balance in Your life. Chapter 8 in Part 3 Inspiration and Implementation in: Ibid.: 157-174, 18 pages.
  The challenge of choice, Practical intuition (The truth about intuition (A gift that must be developed, Complements reason, Unemotional, Demands action, Mistake free), Tricks of the trade (Develop your style, Replace frustration, Flip a coin, Follow gnawing feeling, Stimulate your whole brain, Concentrate intensely, Cherish your revelations, Ask if it's yes or no)).


Robbins, Stephen P. Decision Making: The Essence of the Manager's Job. Chapter 6 in Part Two: Defining the Manager's Terrain in: Management. 4th ed. Englewood Cliffs, New Jersey: Prentice Hall, 1994: 149-180, 32 pages (HD 31).
  The decision making process, The pervasiveness of decision making, The rational decision maker, The growing popularity of intuitive decision making, Problems and decisions: A contingency approach, Analyzing decision alternatives, Group decision making, Summary, Self assessment exercise: What's your intuitive ability? Even though this text includes a box feature on and assessment tool for intuitive decision making, the topic is given no credence in the body of the text than other management texts.


Rowan, Roy. The Intuitive Manager. Boston: Little, Brown and Company, 1986: 001-187, 187 pages (HD 38).
  Eureka Factor (What it is, Enemy of intuition, Monitor versus mover), Preparation (Vapor of past experiences, Lessons from the gridiorn, Feeling the pulse, Wide angle vision), Incubation (Opening a path, Avoiding analysis paralysis, Cosmic pool), Illumination (Eureka, Timing, Scientific confirmation), Verification (Warning bells, Right brained boss, Trickle down effect).
___. What It Is. Chapter 1 in Part 1 The Eureka Factor in: Ibid.: 003-015, 13 pages.
  A heritage of profitable hunches (Often the biggest roadblock to creative decision making is not having the guts to follow a good hunch), Defining intuition (Knowledge gained without rational thought), Testing intuition (Notes ESP and mental telepathy research).
___. The Enemy of Intuition. Chapter 2 in Part 1 The Eureka Factor in: Ibid.: 016-024, 9 pages.
  Identifying the articulate incompetent (The B school glib, number crunching fast tracker), Other intuition blockers (Good analysis and good outcomes are not synonymous), Corrosive chemistry (Accountants and lawyers who become boss), Spawning creativity (Ways to reward creativity).
___. Monitor versus Mover. Chapter 3 in Part 1 The Eureka Factor in: Ibid.: 025-033, 9 pages.
  Verbal versus visual (Monitor verbal left hemisphere versus Mover visual right hemisphere), Two can work in tandem (Don't let the Monitor brain over analyze problems), Elusive right brain stuff (All things in their fundamental nature are not nameable or explicable), CEO's butterfly brain (Sets up framework for remaining parts of the book (Preparation, Incubation, Illumination, Verification).


Schaef, Anne Wilson, and Fassel, Diane. The Addictive Organization. San Francisco: Harper & Row, Publishers, 1988: 001-228, 228 pages (HD 58).
  A missing piece, The origins of an idea, The addictive system, Four forms of addiction in organizations (Key person is an addict, Reality of replication, As the addictive substance, Organization as addict), Recovery in the addictive organization, Implications and conclusions (If organizations continue to function addictively, When organizations begin to recover), The twelve steps of AA.
___. The Addictive System - Terms and Characteristics. Chapter 3 in: Ibid.: 057-076, 21 pages.
  Addiction (Substance and process addiction), System (Addictive system, Characteristics of addiction (Confusion, Self centeredness, Dishonesty, Perfectionism, Ethical deterioration)), Process (Promise, Pseudopodic ego, External referencing, Invalidation, Fabricating personality conflicts, Dualism), Codependence.


Schaef, Anne Wilson, and Fassel, Diane. Hooked on Work. San Francisco : New Dimensions Radio, 1989: Audio recording #2087, 60 minutes (HD 58).
  Corporate culture promotes workaholism encouraging employees to become addicted to their jobs. In turn, workaholics use their jobs as a fix to get ahead, a void feeling and ultimately avoid living. Most organizations function addictively, with employees who are either active addicts or non recovering codependents. The result is a deadly combination which inhibits creativity.


Schermerhorn, John R. Jr. Managerial Decision Making and Problem Solving. Chapter 5 in: Management for Productivity. 4th edition ed. New York: John Wiley & Sons, 1993: 146-187, 42 pages (HD 31).
  Managers as decision makers and problem solvers, Finding and defining problems, Generating and evaluating alternative solutions, Choosing among alternatives, Implementing the solution and evaluating results, Improving managerial problem solving (The role of intuition, Computer based support, Multidimensional thinking), Critical thinking, Manager's notepads, Management development portfolio (Your intuitive ability), Integrating case. This introductory management text devotes 5 paragraphs to intuition and includes a 12 item survey for assessing intuitive preferences.


Schultz, Ron. Building a Foundation for Decisions. Chapter 1 in: Unconventional Wisdom: Twelve Remarkable Innovators Tell How Intuition Can Revolutionize Decision Making. New York: HarperBusiness, 1994: 001-017, 17 pages (HD 38).
  Decision makers are finally coming to accept uncertainty in the world. They have discovered that pure logic and reason could not address the quantity of uncertainty they encountered. Without abandoning logic and reason, they have returned to the only quality that can master uncertainty, intuition. It has become a tool to meet the demand of functioning under uncertain conditions. What successful decision makers are saying is that they don't leave home without it.
___. Activating What You Know. Chapter 13 in: Ibid.: 175-182, 8 pages.
  Using the whole brain, the whole body, and relating it to the whole world perspective places a decision maker in a role filled with options. Intuition is options, not answers. Once the possibilities are clear, as the decision makers in this book have shown, the answers come. It may take a trusting leap, or it may take only a receptive ear. Whatever it takes, those who listen to their intuition are changing the world.
___. Exercising the Intuitive Mind. Chapter 14 in: Ibid.: 183-190, 8 pages.
  A series of nine exercises are introduced that allow decision makers to prime and practice their intuition: Relaxation, Not censoring, Brainstorming, Sleeping on it, Past year visualization, Logging intuitive flashes, Concentration, Increasing image visualization, Cave visualization. It is only by stretching beyond what can be seen, and listening to the quiet voice, that real innovation and growth is possible. This is the realm of the intuitive.


Senge, Peter M. Personal Mastery. Chapter 9 in Part 3 The Core Disciplines: Building the Learning Organization in: The Fifth Discipline: The Art and Practice of the Learning Organization. New York: Doubleday/Currency, 1990: 139-173, 35 pages (HD 58).
  Spirit of the learning organization, Mastery and proficiency, Why we want it, Resistance, Discipline of personal mastery (Personal vision, Holding creative tension, Power of powerlessness, Commitment to truth, Using the subconscious), Mastery and fifth discipline (Integrating reason and intuition, Seeing our connections, Compassion, Commitment to whole), Fostering personal mastery.


Simon, Herbert A. Fact and Value in Decision Making. Chapter 3 in: Administrative Behavior: A Study of Decision Making Process in Administrative Organization. New York: Free Press, 1957: 045-060, 16 pages (HD 31).
  Distinction between factual and ethical meaning (The evaluation of decisions, The mixed character of ethic al statements, The role of judgment in decision, Value judgments in private management), Policy and administration (Vagueness of the "policy and administration" distinction, Legislator and administrator, A note on terminology), Conclusion.


Taggart, William; Robey, Daniel; and Taggart, Barbara. Decision Styles Education: An Innovative Approach. Exchange: The Organizational Behavior Teaching Journal. 1982; 7 (2): 017-024, 8 pages (HD 58).
  This paper describes a course that introduces intuitive decision processes to business students. Traditionally the decision sciences focus on rational analysis in decision making and ignore nonrational processes. But our new understanding of specialized brain function suggests that both rational and nonrational processes may be necessary for quality decision making. Five course activities are described that heighten student awareness of their intuitive resources: psychological assessment, collage, synectics, I Ching, and Drawing on the right side of the brain.


Taggart, William, and Robey, Daniel. The Tao of Managing. Unpublished:, 1984: 001-186, 186 pages (HD 38).
  The sage stays behind, The way and it's power, He sees without looking, High winds and heavy rains, Force is followed by loss of strength, The great pretense begins, Water, Simplicity in the complicated, Bearing yet not possessing, Blunt the sharpness, untangle the knot, Embracing the one, The valley spirit never dies, having deep roots and a firm foundation, The fruit, not the flower, Self or wealth, Move with the present. The Taoist wu wei wu way of being in the world represents the essence of intuitive behavior.


Vickers, Geoffrey. The Art of Judgment: A Study of Policy Making. New York: Basic Books, 1965: 001-234, 234 pages (HD 38).
  Preface, Introduction, Policy making as a mental skill (Regulation of institutions, Appreciation, Three case studies in appreciation, Appreciative system, Prediction, Innovation, Valuation, Limits of the regulable), Policy making as an institutional process (Institutions as dynamic systems, Political choice and market choice, Growth, Accountability, Internal criteria of success), Policy making in the context of the decision situation (Decision situation, Decision as learning, Elusive issue, Budgetary decision, Allocative and integrative decisions, Decision under protest), Policy making within the human ecological system (Human ecological system).
___. Appreciation. Chapter 2 in Part I Policy Making as a Mental Skill in: Ibid.: 036-049, 14 pages.
  An appreciation involves making judgments of fact about the 'state of the system.' I call these reality judgments. It also involves making judgments about the significance of these facts to the appreciator. I call these value judgments . The two are inseparable constituents of appreciation. Judgments of value give meaning to judgments of reality, as a course gives meaning to a compass card.
___. The Appreciative System. Chapter 4 in Part I Policy Making as a Mental Skill in: Ibid.: 067-074, 8 pages.
  The development of an appreciative system is a unique interpretative screen, one among many ways of interpreting and valuing experience. It is an unfinished work of art. Among the most important facts which we have to appreciate are the appreciative settings of our fellows. Value judgments cannot be proved right or wrong, only approved or condemned by the exercise of another value judgment.
___. The Limits of the Regulable. Chapter 8 in Part I Policy Making as a Mental Skill in: Ibid.: 106-112, 7 pages.
  The policy maker's skill is a continuing exercise in a dual process of 'optimizing' and 'balancing,' within a situation which does not admit all 'values.' This skill is described under five heads: balancing resources, integrating incompatible aims, determining priorities, keeping dreams on ice, and the power to dream. And in all these skills, the most essential element is the skill to learn.

Browse Index Search Next Shelf