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考研英语阅读理解模拟试题及解析一
The majority of successful senior managers do not closely follow the classical rational
model of first clarifying 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 intuition. 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
data
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, intuitio
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