The majority of successful senior managers do not
closely follow the classical rational model of first clari-
fying 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 “intu-
ition” to mangage a network of interrelated problems
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 recog-
nized 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 oppo-
site of rationality: others view it as an excuse for ca-
priciousness.
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 intu-
ition 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 experi-
ence that build skills. A third function of intuition is to
synthesize isolated bits of data and practice into an inte-
grated 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 execu-
tive 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 organiza-
tions not by analyzing a problematic situation and then
acting, but by acting and analyzing in close concert.
Given the great uncertainty of many of the manage-
(50) ment issues that they face, senior managers often insti-
gate 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 impli-
cation of thinking/acting cycles is that action is often
(55) part of defining the problem, not just of implementing
the solution.
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.
从文中第一句话就可以推出选项A 来 毫不犹豫就选了A 也没看下面 后来对答案发现E确实也对 但是不知道A错在哪里 | 
