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,
(5) 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 mangage a network of interrelated problems
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that require them to deal with ambiguity, inconsistency,
(10) novelty, and surprise; and to integrate action into the
process to thinking.
Generations of writers on management have recognized
that some practicing managers rely heavily on
intuition. In general, however, such writers display a
(15) 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
(20) 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
(25) 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
(30) 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
(35) 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 familiar patterns.
(40) 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
(45) 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.
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Given the great uncertainty of many of the manage-
(50) ment 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
(55) part of defining the problem, not just of implementing
the solution.
19. According to the passage, senior managers use intuition in all of the following ways EXCEPT to
(A) speed up of the creation of a solution to a problem
(B) identify a problem
(C) bring together disparate facts
(D) stipulate clear goals
(E) evaluate possible solutions to a problem
Explanation:
D is the best answer. The question requires you to recognize which of the choices is NOT mentioned
in the passage as a way in which senior managers use intuition.
The passage does not mention stipulating goals.
20. The passage suggests which of the following about the “writers on management” mentioned in line
12?
(A) They have criticized managers for not following the classical rational model of decision analysis.
(B) They have not based their analyses on a sufficiently large sample of actual managers.
(C) They have relied in drawing their conclusions on what managers say rather than on what
managers do.
(D) They have misunderstood how managers use intuition in making business decisions.
(E) They have not acknowledged the role of intuition in managerial practice.
Explanation:
D is the best answer. The author asserts that the writers in question “display a poor grasp of what
intuition is” (lines 21-22). The next paragraph presents a view that, according to the author of the
passage, characterizes intuition more accurately than the writers on management do. Isenberg’s
research is specifically described as showing the ways in which managers use intuition (lines 28-30).
Therefore, what Isenberg correctly comprehends, and the writers in question misunderstand, is how
managers use intuition, as this choice states.
21. Which of the following best exemplifies “an ‘Aha!’ experience” (line 28) as it is presented in the
passage?
(A) A manager risks taking an action whose outcome is unpredictable to discover whether the action
changes the problem at hand.
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(B) A manager performs well-learned and familiar behavior patterns in creative and uncharacteristic
ways to solve a problem.
(C) A manager suddenly connects seemingly unrelated facts and experiences to create a pattern
relevant to the problem at hand.
(D) A manager rapidly identifies the methodology used to compile data yielded by systematic
analysis.
(E) A manager swiftly decides which of several sets of tactics to implement in order to deal with the
contingencies suggested by a problem.
Explanation:
C is the best answer. An “Aha! Experience” is said in lines 37-41 to result from the synthesizing of
“isolated bits of data and practice into an integrated picture.” This choice is the best example of this
kind of process. The connecting of seemingly unrelated facts and experiences mentioned in the answer
choice is equivalent to synthesizing “isolated bits of data and practice,” and the pattern referred to is
comparable to an “integrated picture.”
22. According to the passage, the classical model of decision analysis includes all of the following
EXCEPT
(A) evaluation of a problem
(B) creation of possible solutions to a problem
(C) establishment of clear goals to be reached by the decision
(D) action undertaken in order to discover more information about a problem
(E) comparison of the probable effects of different solutions to a problem
Explanation:
D is the best answer. The question requires you to recognize which of the choices is NOT mentioned
in the passage as a component of the classical model of decision analysis. Only this choice, “action
undertaken in order to discover more information about a problem,” does not appear in the passage.
23. It can be inferred from the passage 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) Manger Y depends on day-to-day tactical maneuvering; manager X does not.
Explanation:
C is the best answer. The question requires you to compare behavior based on intuition with behavior
based on formal decision analysis. This choice specifies that the manager who uses intuition
incorporates action into the decision-making process, but the manager who uses formal analysis does
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not. This distinction is made in several places in the passage. Lines 6-7 emphasize that
decision-making and action-taking are separate steps in formal decision analysis: “making a decision,
and only then taking action.” On the other hand, those who use intuition “integrate action into the
process of thinking” (lines 15-16).Again, the author mentions that in the intuitive style of management,
“ ‘thinking’ is inseparable from acting” (lines 60-61), and “action is often part of defining the
problem” (lines 80-81).
24. The passage provides support for which of the following statements?
(A) Managers who rely on intuition are more successful than those who rely on formal decision
analysis.
(B) Managers cannot justify their intuitive decisions.
(C) Managers’ intuition works contrary to their rational and analytical skills
(D) Logical analysis of a problem increases the number of possible solutions.
(E) Intuition enables managers to employ their practical experience more efficiently.
Explanation:
E is the best answer. The question requires you to identify a statement that can be inferred from
information in the passage but is not explicitly stated. The author asserts that intuitive managers can
“move rapidly to engender a plausible solution” (lines 53-54) and that their intuition is based on
“experience that builds skill” (line 37). This implies that the combination of skill and rapidity enables
mangers to employ their practical experience more efficiently, as this choice states.
