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Good decision-making for executives: With intuition & understanding

In your day-to-day management you will experience situations that on the one hand leave you no time for detailed analyzes, but on the other demand a quick and clear decision. What Helps Them Do: Use Intuition and Mind.
decide

Use your intuition

Use the signals of your subconscious mind for good and correct decisions - your intuition. It feeds on your experiences and instincts. As rational people, most of us are trained to negate these signals.

After all, their origin is unknown and we can not cite any technical evidence. Nevertheless, our intuition is a valuable guide that serves us well in many situations, precisely because it is not consciously controlled. Get used to perceiving and exploring your feelings.

Example 1: Bad experiences

Why do not I want to do a project with the new business partner? Which signals trigger negative associations with me? Is this a coincidence or is it worth investigating?
If, for example, you have had bad experiences with very researched extravert partners, and if your new business contact is a person with just one type, then that could be the reason for your bad stomach.

Example 2: Quick acceptance of applications

In the job interview, Manfred Denk left a great impression. Also be Curriculum vitae and the testimonies speak for him. Nevertheless, Norbert Fischer would prefer to wait for the talks with the other candidates before deciding on him. Manfred Denk, however, urges a quick decision: “I would like to start with you. I only need a confirmation by Monday, as I have other offers. "
A purely rational decision would mean for Norbert Fischer to select all applicants and select the most appropriate ones. Here, however, he must decide immediately, although relevant information is still missing. A combination of intuition, factual analysis, and decision-making strategy can help you make quick, yet safe decisions.

Decide with intuition and understanding

Applied to the above example, Norbert Fischer's decision-making might look as follows:

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  1. His abdominal feeling advised him to hire Manfred Denk.
  2. He weighs up the associated risks: A better candidate could be rejected, the HR department could not agree with the procedure, Mr. Denk could disappoint expectations, ...
  3. The risks seem acceptable to him.
  4. He decides to hire Manfred Denk and to make a quick offer. Finally, he can use the probationary period and separate from Mr. Denk again if the decision turns out to be Error proves.

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