决策本能（Decision instinct）.docVIP

决策本能（Decision instinct） One of the most important issues facing the leaders, when they should trust your gut instinct -- this is the Nobel prize winner Daniel Kahneman and psychologist Gary Klein in a entitled strategic decision: what time you can trust your intuition? (April 2010 published in the Quarterly) a discussion in conversation. We have the defects of decision-making research shows that leaders can not stop the instinctive influence their judgment. They can do is determine may produce bias conditions, thus improving the decision-making process, to reduce the risk resulting. Our intuition in a synthetic way using our experience, so that we can without any sense of logical thinking, can form a judgment, and take action. Just think, when we drive a car accident and over the center line on the road, or a car to see beyond all expectations to emerge from the street corner, how do we respond. Our bodies are sounding the alarm, when we have to think about what the most appropriate response should be made before we turned the steering wheel. When we make some decisions when the brain seems to take it leisurely and unoppressively, is in a similar way at work. In fact, the latest research of decision neuroscience shows that our judgment begins by emotional markers associated with the memory of our unconscious and not rational trade-offs, began on the analysis of advantages and disadvantages of conscious trade-offs: we feel is the beginning of something -- often before we realized it was thinking of anything. As a highly rational school colleagues recently commented, what is the logical error I dont see what you say, but it makes my stomach a feeling of nausea. In view of the positive and negative emotions have a strong influence on our subconscious, it is easy to think that leaders should never trust your intuition: they should completely logical analysis based on objective to make decisions. However, this view ignores the fact that we could not get out of their own