Far from being simply a hunch, intuition is a skill that is based on years of experience, Eugene Sadler-Smith, professor of management development and organisational behaviour at the University of Surrey’s School of Management, told delegates at the CIPD’s HRD conference.
Research shows that as managers become more senior they are more likely to use intuition, said Sadler-Smith. But he pointed out that human cognition has two major components - the analytical and the intuitive mind - and each has its place.
“Sometimes when we have to rationalise a decision we choose the decision that we can rationalise, but it may not be the right decision,” he said. “You can’t solve analytical problems using intuition and vice versa.”
Intuitive intelligence can be developed – and one way to do this is to “give the rational mind a reprieve” - but it is also based on expertise and that takes years to develop, he told the conference.
“It’s about practice, practice, practice,” said Sadler-Smith. “This is where learning and development comes in. There is an important role for L&D if it can, through processes such as coaching, facilitate or even accelerate the process of practising skills in a safe environment.”
However, he warned that it is essential to question and scrutinise our intuitions and get feedback from others on how effective they are.
“Sometimes intuition is used as an excuse for lazy thinking. Intuitive thinking is developed through hard work,” he said. “The worst situation is a manager who thinks they are good at it when they are not and practices it in the closet.”
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HRD 2010: Intuition a 'vital skill' for learning professionals
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