Improving decision-making effectiveness in crisis situations: developing intuitive expertise at the workplace. Issue 4 (16th October 2020)

• Record Type: Journal Article
• Authors: Okoli, Justin
• Is Part Of: Development and learning in organizations. Volume 35:Issue 4(2021)
• Page Start: 18
• Page End: 20
• Publication Date: 2020-10-16
• Subjects: Intuition -- Crisis -- Experiential learning -- Hudson River -- Intuitive expertise -- VUCA environment; Organizational learning -- Periodicals; Employees -- Training of -- Periodicals; Training -- Periodicals; Organizational change -- Periodicals; 658.3124
• DOI: 10.1108/DLO-08-2020-0169
• Languages: English
• ISSNs: 1477-7282

Abstract

Abstract : Design/Methodology/Approach: This review examines the role of intuition as a cognitive tool to better manage complex crises. The paper draws on a case study in the aviation industry, the Hudson river incident, to advance the potency and value of intuitive expertise in crisis situations. Purpose: Crisis managers operating in safety critical domains are often faced with difficult and exceptional conditions that may challenge their expertise and cause them to rely more heavily on their experiential knowledge. This review therefore provides insights into intuitive thinking and demonstrates its importance in crisis decision-making. Findings: Evidence suggests that intuition arguably offers a better cognitive option to decision-makers in high staked and time-pressured crisis situations. The Hudson River case study further highlights why organizations should aim to train their personnel to become better intuitive thinkers. Originality/value: This review challenges conventional classical decision theory, outlining its limitations in typical fast paced crises environments. The paper instead positions intuition as a scientific construct that holds important value for crisis managers in extreme conditions.