Agnew, Neil McK., and Brown , John L. Executive Judgment: The Intuitive/Rational Ratio. Personnel. December 1985; 62 (12): 48-54, 7 pages (HF 5549).
  New disciplines, such as artificial intelligence and heuristics, are starting to reveal mechanisms that underlie judgment. The decision making style of executives covers a range from well documented, rational judgments to intuitive (nonrational) ones, with an array of semirational styles between the two extremes. Decision environments also can be scaled from relatively stable to turbulent. Combining these scales results in a 4 quadrant matrix, with typical decision styles gravitating around a diagonal axis. Executives and organizations can be seen as operating with an intuitive - rational ratio (I/R) of decision making strategies that tend to match and shift with the problem domains that must be managed.


Drucker, Peter F. The Coming of the New Organization. Harvard Business Review. January-February 1988: 045-053, 9 pages (HF 5001).
  The author describes the shift to the information based organization which is an organization of knowledge specialists. The shift away from command and control organizations and the organization of departments should place an increased premium on the contribution of intuitive knowing to the organization's knowledge base. Everyone in an organization should be thinking through what information he or she needs to do the job and to make a contribution. A corollary would be appraising the relative contributions of the rational and intuitive modes of knowing to this information.


Harman, Willis W., and Hormann, John. Creative Work: The Constructive Role of Business in a Transforming Society. Indianapolis, Indiana: Knowledge Systems, 1990: 001-195, 195 pages (HD 60).
  The changing nature of work, The complex origins of modern dilemmas, Threads of a new social fabric, Features of the emerging society, The dynamic processes of social change, The new creative role in business, Business in transformation.
___. The New Creative Role of Business. Chapter 6 in: Ibid.: 135-160, 26 pages.
  Understanding and surviving, Being excellent in a highly competitive environment, The new role of business, The new form of business, The new goals of business, The new leadership, Challenges to the individual and the organization (Levels of perception: instinct, intellect reason, intuition, discriminating awareness), The evolution of organizations.


Harper, Stephen C. Intuition: What Separates Executives from Managers. Business Horizons. September October 1988; 31 (5): 013-019, 7 pages (HF 5001).
  Executives versus managers, Value of intuition, Intuition versus quantitative analysis, Left versus right hemisphere, Developing the right while utilizing the left, Behavioral side of intuition. The ability to size up the situation, synthesize large amounts of data or deal with incomplete information, and the courage to find better ways to do things and better things to do, will be of immeasurable value in the years ahead.


Isenberg, Daniel J. How Senior Managers Think. Harvard Business Review. November December, 19 84; 62 (6): 081-090, 10 pages (HF 5001).
  What senior managers think about (A focus on process, The overriding concern), How senior managers think (Using intuition, Problem management), What to do about thinking (Program rationality into the organization, Hone intellectual skills, Think while doing, Manage time by managing problems, Some suggestions).


Jackson, Gerald. Executive ESP: Access Your Intuition for Business Success. New York: Bantam Books, 1989: 001-235, 235 pages (HF 5386).
  Three obstacles to intuition, Befriending the child, Your ESP IQ, A quick psychic tune up, Who do you think you are?, Reformatting the subconscious, Creative visualization, Seeing what isn't there, Dream imaging, Interpreting your own symbols, Color scheming, Getting the timing right, Double checking your ESP, Improving the office atmosphere, Psyching up your work force, Hiring and firing, Moving up in the company, Business trips, Sexual politics in the office, Sharing prosperity, Where do we go from here?, Your ESP IQ: Second quiz.


Jankowicz, A. D., and Hisrich, Robert D. Intuition in Small Business Lending Decisions. Journal of Small Business Management. July 1987; 25 (3): 45-52, 8 pages (HD 69).
  Interviews were conducted to determine the intuitive factors that enter into small business loan decisions. A total of 132 constructs were obtained from the interviewees. From these, 8 headings were established for classification of the constructs. These included: 1. experience, 2. nature of the product and market, 3. strategic planning, and 4. short term coping versus long term expansion. Some of the elements that a loan prospectus should contain included: 1. evidence of professional management, 2. a marketing plan, 3. a logical borrowing request, 4. evidence of financial expertise, and 5. applicant integrity.


Johnson, Pamela R., and Daumer, Claudia Rawlins. Intuitive Development: Communication in the Nineties. Public Personnel Management. Summer 1993; 22 (2): 257-268, 12 pages (HF 5549).
  Communication is an intuitive as well as a cognitive process. To develop the brain skill of intuition, it is sometimes necessary to shut down cognitive (left brain) analyses and pay special attention to intuitive (right brain) ways of knowing. Intuition is not the opposite of quantitative analysis. Rather, it is an additional, different, and integral information processing ability. The brain hemispheres work differently and yet in conjunction. Right brain intuitive skills are as subject to learning and development as left brain analytic skills. Tools that can be used to quiet the left brain and access the right brain intuition of a person include: 1. mandalas, 2. non dominant handwriting, and 3. positive affirmations.


McDonough, Adrian M. Information Economics Macro Level. Chapter 5 in: Information Economics and Management Systems. New York: McGraw-Hill Book Company, 1963: 068-090, 23 pages (HF 5549).
  A concept of information, An information framework, Traditional versus information economics, Data versus information versus knowledge, General analysis of information supply and demand, Information economics supply and demand model (Information or decision gap between information availability and problem definition), Knowledge structure macro level, Attributes of knowledge.


McKenney, James L., and Keen, Peter G. W. How Manager's Minds Work. Harvard Business Review. May June, 1974; 52 (3): 079-090, 12 pages (HF 5001).
  Models of cognitive style (Focus on problem finding (Information gathering: perceptive receptive, Information evaluation: systematic intuitive)), Experimental results (Initial tests, Secondary sampling, Final study), Analytic models (Classes of problems, Specialized styles (Systematic individual, Intuitive manager), Approach differences), Recommendation for action (Role definition, Model validation).


Mintzberg, Henry. Planning on the Left Side and Managing on the Right. Harvard Business Review. July August, 1976; 54 (4): 049-058, 10 pages (HF 5001).
  The two hemispheres of the human brain, Managing from the right hemisphere, Implications for the left hemisphere (For planners and management scientist, For the teachers of managers, For managers).


Naisbitt, John, and Aburdene, Patricia. Ten Considerations in Re-Inventing the Corporation. Chapter 2 in: Re-Inventing the Corporation: Transforming Your Job and Your Company for the New Information Society. New York: Warner Books, 1985: 045-078, 34 pages (HD 6957).
  Foster personal growth, Manager as coach, teacher, and mentor, Employees want ownership, Shift from hired to contract labor, Authoritarian management yielding to a people style, Intrapreneurship creating new products and markets, Quality will be paramount, Intuition gaining respectability, Large companies emulating small business, Shifting from infrastructure to quality of life.


Peters, Thomas J., and Waterman, Robert H. Jr. The Rational Model. Chapter 2 in Part II: Toward New Theory in: In Search of Excellence: Lessons from America's Best Run Companies. New York: Warner Books, 1982: 029-054, 26 pages (HD 70).
  The missing perspective, Analytic ivory towers, Misplaced emphasis. The numerative, rationalist approach to management dominates business schools. It is right enough to be dangerously wrong, and it has led us seriously astray. The shortcomings of this perspective: conservative, heartless, negative, abhors mistakes, inflexibility, formality, denigrates values, little internal competition.


Raudsepp, E. Can You Trust Your Hunches? Administrative Management. October 1981; 42 (10): 034-036, 3 pages (HF 5500).
  Recent research indicates that intuitive thinking can be an essential tool in solving problems that confront managers. An intuitive hunch is often accompanied by an urgent sense of compulsion. Those who have extensive familiarity with a subject tend more often to leap intuitively into a decision. The intuitive hunch may come in a flash or later after the problem is set aside.


Schon, Donald A. The Reflective Practitioner: Now Professionals Think in Action. New York: Basic Books, 1983: 001-364, 364 pages (HD 8038).
  Professional knowledge and reflection in action (Crisis of confidence, From technical rationality to reflection in action), Professional contexts (Design as a conversation with the situation, Psychotherapy, Structure of reflection in action, Science based professions, Town planning, Art of managing, Patterns and limits across professions), Conclusion (Implications for professions).
___. From Technical Rationality to Reflection in Action. Chapter 2 in Part I Professional Knowledge and Reflection in Action in: Ibid.: 021-069, 49 pages.
  Dominant epistemology of practice, Origins of technical rationality, Emerging awareness of the limits of technical rationality, Reflection in action. Many practitioners find nothing in the world of practice to occasion reflection. They have become to skillful at techniques such as selective inattention that preserve constancy. For them, uncertainty is a threat, its admission as gin of weakness.
___. The Structure of Reflection in Action. Chapter 5 in Part 2 Professional Contexts for Reflection in Action in: Ibid.: 128-167, 40 pages.
  Introduction (Reframing the problem, Using one's experience, Compensating for lack of control, Stance toward inquiry), Evaluating experiments in problem setting , Bringing past experience to bear on a unique situation, Rigor in on the spot experiment, Virtual worlds, Stance toward inquiry, Technical rationality and reflection in action compared.
___. The Art of Managing: Reflection in Action Within an Organizational Learning System. Chapter 8 in Part 2 Professional Contexts for Reflection in Action in: Ibid.: 236-266, 31 pages.
  Split in the field of management, Art of managing, Limits of the organizational learning system, Art of managing and its limits. The field of management is marked by two competing views of knowledge: the manager as technician and the manager as a craftsman. We might begin to heal the split if we recognize that the art of management includes something like science in action.
___. Patterns and Limits of Reflection in Action Across the Professions. Chapter 9 in Part 2 Professional Contexts for Reflection in Action in: Ibid.: 267-283, 17 pages.
  Our examples suggest that practitioners frequently think about what they are doing while doing it. Reflection in action is not rare. But we have seen how systems of knowing in practice limit the scope and depth of reflection. The practitioner is unlikely to get far unless he wants to extend and deepen his reflection in action while others help him see what he has worked to avoid.


Sherman, Stratford. Leaders Learn to Heed the Voice Within. Fortune. August 22, 1994: 092-100, 9 pages (HF 5001).
  People need the skill of reflection in a fast moving economy. Major companies are helping their people acquire it. Learning to reflect takes a lifetime, but it is built on regular daily practice. If you give yourself to the process, goals will come to realization by themselves. The clarity and contentment we seek lies deep inside us all.


Simon, Herbert A. The New Science of Management Decision. New York: Harper & Row, Publishers, 1960: 001-050, 50 pages (HD 69).
  Foreword, Preface, The executive as decision maker, Traditional decision making methods, New techniques for programmed decision making, Heuristic problem solving, Organizational design: man machine systems for decision making.
___. The Executive as Decision Maker. Chapter 1 in: Ibid.: 001-008, 8 pages.
  Intelligence, design, and choice in decision making, Developing decision making skills, Executive responsibility for organizational decision making, Programmed (routine, repetitive decisions) and nonprogrammed (one shot, ill structured novel, policy decisions) decisions. In addition identifies traditional and modern decision making techniques associated with each type of decision.
___. Traditional Decision Making Methods. Chapter 2 in : Ibid.: 009-013, 5 pages.
  Traditional techniques for programmed decisions (Habit, Clerical routine, Organizational structure), Traditional techniques for nonprogrammed decisions (Judgment, intuition, and creativity, Rules of thumb, Selection and training of executives).
___. New Techniques for Programmed Decision Making. Chapter 3 in: Ibid.: 014-020, 7 pages.
  Operations research (Mathematical analysis, Computer simulation), Enter the computer, The revolution in programmed decision making. The automated factory of the future will operate on the basis of programmed decisions produced in the automated office beside it.
___. Heuristic Problem Solving. Chapter 4 in: Ibid.: 021-034, 14 pages.
  Understanding human problem solving processes, Simulation of human thought (Nonnumerical symbol manipulation, Flexible and adaptive response), A general problem solving program, Some other heuristic programs (Geometry theorist, Checker player, Another learning program, Chess programs), The automation of nonprogrammed decision making, Improving human decision making.


Simon, Herbert A. The New Science of Management Decision. Revised ed. Englewood Cliffs, New Jersey: Prentice-Hall, 1977: 001-168, 168 pages (HD 69).
  Preface to the revised edition, Introduction: computers and management, Will the corporation be managed by machines? Process of management decision, Impact of computers on the workplace, Organizational design: man machine systems for decision making, Economic impact of the information technology.
___. Computers and Management. Introduction in: Ibid.: 001-009, 9 pages.
  Technological, economic, philosophic dimensions (Radicalism, Conservatism), Simon presents himself as a technological radical, an economic conservative, and a philosophic pragmatist. Computers will perform any cognitive task that a person can. They will contribute to a rise in productivity. He is unconvinced by arguments that there are limits on machines that do not apply to man.
___. The Processes of Management Decision. Chapter 2 in: Ibib.: 039-081, 43 pages.
  Executive decision maker (Phases of decision, Interweaving phases, Developing skills, Executive responsibility, Programed and nonprogrammed decisions), Traditional methods (Programed, Nonprogrammed), New techniques (Operations research, Math tools, Computer, Revolution in programed decision), Heuristic problem solving (Human processes, Simulation of thought, General problem solving, Heuristic programing, Other advances), Where does simulation lead? (Automation nonprogrammed decisions, Improve human decisions), Conclusion.
___. Organizational Design: Man Machine Systems for Decision Making. Chapter 4 in: Ibid.: 105-135, 31 pages.
  Information rich (Balancing availability with capacity, New technology), Hierarchy (Why hierarchy, In computing), Centralization and decentralization (Trends toward decentralization, Centralization of decisions, Strategic planning), Authority and responsibility (Automation, Middle management), Information systems and planning (Use of information, MIS, Strategic planning, Summary), Final sketch of the new organization.


Taggart, William. The Other Half of the Systems Development Potential: Are we Half Brained Systems Professionals? Computer Personnel. January, 1982; 9 (1): 017-022, 6 pages (HD 8039).
  Introduction, Human information processing, Implications for systems professionals, Human processing examples, Conclusion. This paper suggests that we have largely ignored perhaps fifty percent of the significant considerations for enhanced systems development. Half brained systems people rely primarily on their rational faculties and rarely bring their intuitive abilities to bear in their work. It is suggested that individuals with the greatest potential as systems professionals are androgynous (balanced rational and intuitive) men and women who are naturally less inhibited in their ability to function as dual information processors.


Wallendorf, Melanie, and Brucks, Merrie. Introspection in Consumer Research: Implementation and Implications. Journal of Consumer Research. December 1993; 20 (3): 339-359, 21 pages (HF 5415).
  Categories of introspection (Researcher, Guided, Interactive, Syncretic, Reflexivity within research, Comparison of researcher with other categories), Methodological issues involved in researcher introspection (Time period, Specificity of data collected, Data recording, Sampling of cases, Analytic stance, Toward appropriateness), Conclusions (Role of introspection in future research, Broader implications). We conclude that researcher introspection has severely limited potential to contribute to future research in consumer behavior.

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