By Rosa Paulina López Pérez* and Yvette Mucharraz y Cano **
The dilemma between the use of rational analysis versus intuition in decision making is frequent, especially in strategic decisions. Management positions continually face problems to solve or the need to develop innovative projects in a complex and competitive environment. This raises the question: is it possible to combine intuition with rationality?
Various studies suggest that intuition is a valid tool for decision-making, while others are skeptical about its reliability and prefer to rely solely on rational analysis. However, in leadership positions, the context and some other conditions often prevent a 100% rational process from being applied. For this reason, some researchers propose integrating both tools.
Intuition is defined as a subconscious process that uses sufficient data to make decisions based on a general impression. This approach usually generates confidence and security in whoever decides. On the other hand, rational analysis operates through a logical and conscious sequence that examines the problem from multiple perspectives before reaching a conclusion. One of the main disadvantages of rational analysis is the time it requires, since it involves studying variables and calculating possible scenarios, something difficult to achieve in crisis situations. In VUCA environments (volatility, uncertainty, complexity and ambiguity), intuition stands out for its flexibility, agility and creativity.
However, Okolin and Ogwu (2024) argue that both processes are interrelated and necessary to achieve greater effectiveness, even in crises. According to their research, in routine situations, experience and intuition are usually enough to make quick and accurate decisions. However, as complexity increases, an exploratory analysis becomes necessary to provide additional information and allow the development of an action plan. In these cases, experience and analysis complement each other to evaluate options and make decisions.
In non-routine settings, decision making requires analytical approaches. One of the most used is mental simulation, which involves a deliberate analysis of the possible future results of each alternative to choose the best decision. Although analysis predominates, intuition still plays an important role. The most complex scenarios are those without precedent and with a shortage of time, where there are no previous references. In such contexts, leaders need to complement analysis and intuition, that is, combine professional experience, specialized knowledge and mental agility to generate options, evaluate them quickly, and balance between adhering to operational standards or resorting to improvisation and creativity. An illustrative example is the landing on the Hudson River, where in just 210 seconds, the crew achieved a successful landing without fatalities. The pilot and co-pilot effectively integrated intuition and analysis to make critical decisions under pressure.
On the other hand, it seems that women tend to handle crisis contexts well. According to Zenger and Folkman (2020), in crisis scenarios such as the pandemic, women have some advantages such as: taking the initiative, inspiring, communicating, innovation, problem solving, among others. Several of these points are related to intuitive intelligence. Likewise, Bao and her co-authors (2022) indicate that women’s brains have a greater connection between their hemispheres, which is an advantage when relating their emotions, intuition, and decision-making. In addition, they show greater precision and speed in their decision making.
Complementing rational processes with intuition seems to be a good idea, as well as the male perspective and the female vision in a complex environment. However, it is advisable to continue investigating their interaction to corroborate whether Albert Einstein was correct when he stated that, “the intuitive mind is a sacred gift and the rational mind is a loyal servant.”
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*Rosa Paulina López Pérez is a professor in the Management Control and Information area at IPADE Business School.
**Yvette Mucharraz y Cano is a professor in the area of Personnel Management and Director of the Research Center for Women in Senior Management at IPADE Business School.
The opinions expressed are solely the responsibility of their authors and are completely independent of the position and editorial line of Forbes Mexico.
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