The Intuitive Edge: Leveraging Intuition to Transform Organizational Performance
Professor Datuk Dr Mohamad Kadim Suaidi for UNIMAS Amanat Naib Canselor 2023. Photo by Nur Efarizan.

The Intuitive Edge: Leveraging Intuition to Transform Organizational Performance

In today's business environment, intuition is becoming increasingly crucial in decision-making. The capacity to comprehend or make judgements without using conscious thinking is referred to as intuition. In management, intuition is described as the capacity to make rapid and correct judgements without depending primarily on rational analysis. According to Dörfler and Ackermann (2012), intuition is a mental process that may give insights into the present situation and help managers make better decisions; however, it might be intuition as insight or intuition as judgement.

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UNIMAS Board of Directors

According to a recent study, intuition can be an effective administrative tool. Several studies have proven that intuitive decision-making produces more accurate results than conscious, analytical procedures. Trusting one's intuition may be beneficial in a variety of management situations, including decision-making, problem-solving, and strategic planning. Intuitive judgements are typically reached through the application of experience, education, and instinct. Managers who rely on intuition may draw on their own experiences and insights to make more successful judgements (Malewska & Sajdak, 2014; Henley, 2019; Serra Yurtkoru & ErdilekKarabay, 2018; Samba et al., 2022).

Meanwhile, Peter Drucker's managerial philosophy, according to Webster Jr., emphasizes the relevance of a company's goal in achieving success via intuition, which helps managers recognize the "larger picture" and think beyond the box. It can provide the required insight and creativity to develop creative company solutions (Webster Jr., 2008). In a management setting, intuition may be used to acquire a deeper knowledge of the individuals involved. It may assist managers in better understanding the motivations and attitudes of workers, customers, and other stakeholders. Managers can also benefit from intuition when dealing with difficult people and situations. In addition to assisting in decision-making and comprehending people and circumstances, intuition may be utilized to improve a manager's performance.

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Mass Media Coordinator, Dayang Nurlisa Abang Zainal Abidin

Although intuition has been present for centuries, it has only lately attracted attention because of its ability to assist leaders and employees in making more efficient and productive decisions (Akinci & Sadler-Smith, 2011; Sadler-Smith & Burke, 2007). The capacity to look beyond the present moment and draw connections between seemingly unconnected events and ideas has been termed "intuition." In the workplace, intuition may be used to create judgements that are more in accordance with the organization's needs as well as the employees' goals and needs.

 

The Role of Positive Intuition in Management Decision Making

Several ideas exist about the underlying mechanisms of intuition. According to Mayer (2015), intuition may assist managers in acquiring insight into their own personal and professional development. Managers may use intuition to help them determine their own goals and objectives, as well as the skills and methods needed to attain them.

For many years, positive intuition in management has been a hot topic since it may provide helpful insight into workplace decision making. It is also defined as the capacity to make judgements based on one's own experience and expertise without using logical thinking, whereas leaders may use rational thinking to create decisions that are more in line with the goals of the organization. The ability to tap into one's intuition enables managers to make better-informed decisions that are more aligned with the vision and goals of the organization (Mikusková, 2017). In difficult situations, intuition may be used to assess risks and choose the best course of action. Leaders may also employ intuition to get insights about the dynamics of their team, which may be beneficial.

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UNIMAS Corporate and SQRC teams. Photo by Zulkarnaen Ali

Positive intuition, regardless of whether it is employed as a managerial tool in an organization, may be used to make decisions that are in the best interests of the organization. Managers can use intuition to analyze a decision's possible impact and anticipate how it will influence various stakeholders (Holtzman, 2021). This is especially useful in times of crisis, since managers may rely on prior experiences to swiftly find alternative solutions. Managers may also use their intuition to obtain insight into employees' motives and behaviors, helping them better respond to their needs.

Positive intuition, in general, may aid employees in remaining focused and motivated in the face of adversity. Employees may use their intuition to better understand their own strengths and weaknesses, helping them make better career decisions. Employees may also use their intuition to assess the potential impact of their actions on the organization, allowing them to make well-informed decisions that benefit both themselves and the organization.


The Impact of Negative Intuition on Management Decision-Making

In other words, "negative intuition" in management refers to managers' capacity to predict future bad events and make decisions based on this foresight. It is a decision-making method that relies more on intuition than analysis. Negative management intuition arises from a manager's capacity to recognize tiny indications that may suggest possible dangers or issues. This intuition is founded on years of experience, expertise, and a thorough awareness of the business environment. Managers with negative intuition are frequently able to predict impending difficulties and take actions to avert them. Negative managerial intuition may have a variety of effects on an organization (Hirzel, M., & Shulman, 2020).

Innovation and creativity

Negative intuition can lead to a lack of innovation or creativity, as managers may be too focused on avoiding potential negative outcomes. This can lead to stagnation, as managers may be too focused on avoiding risks to take risks that could lead to new opportunities.

Insecurity

Negative intuition can lead to a sense of distrust among employees and colleagues. Negative intuition can lead to a lack of openness and transparency in decision-making. This can lead to a feeling of insecurity among staff and a reluctance to question decisions that may be based on intuition rather than facts or data.

Accountability

Negative intuition can lead to a lack of accountability. Managers who rely heavily on intuition may not be held accountable for their decisions, as they may not have the data or evidence to back up their decisions. This can lead to a culture of risk aversion and a lack of responsibility for decisions.


Positive Intuition in Management and Leadership

Positive intuition should not be neglected when it comes to management and leadership. The capacity to make judgements based on gut feeling rather than reasoning and evidence is referred to as "positive intuition." While it may appear to be a risk, good intuition in management may have a significant impact on the performance and morale of any organization. Positive intuition in management is the most crucial advantage in allowing for innovative solutions to complicated challenges. Managers can provide new ideas that would not have been explored otherwise by considering aspects such as intuition and experience. This can result in increased production, greater morale, and more innovative problem-solving techniques, all of which can benefit the organization.

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The author of this article

Positive managerial intuition may also boost employee satisfaction. Decisions based on intuition are frequently more personalized and adapted to the individual demands of the employee. Employees will feel more appreciated and respected as a result, which will lead to higher work satisfaction and long-term loyalty. Finally, good managerial intuition may assist the organization by enhancing efficiency. Managers may make decisions that save time, energy, and resources by taking an employee's talents and experience into account. This can enhance the organization's overall efficiency, resulting in better performance and higher profitability. Overall, good intuition in management may have a significant impact on the performance of any organization. Furthermore, managers may use employees' knowledge and intuition to come up with creative solutions to challenging situations, increasing employee happiness.



References

Akinci, C., & Sadler-Smith, E. (2011). Intuition in management research: A historical review. International Journal of Management Reviews, 14(1), 104-122. https://doi.org/10.1111/j.1468-2370.2011.00313.x

Dörfler, V., & Ackermann, F. (2012). Understanding intuition: The case for two forms of intuition. Management Learning, 43(5), 545-564. https://doi.org/10.1177/1350507611434686

Henley, D. (2019, June 14). Leadership and Strategy: Why Intuitive Leaders Are The Most Successful. Forbes. https://www.forbes.com/sites/dedehenley/2019/06/14/why-intuitive-leaders-are-the-most-successful/?sh=1da635fe7cfb

Hirzel, M., & Shulman, J. (2020). Negative Intuition in Management: How It Works and Its Impact on Organizations. Business Horizons, 63(6), 1063–1076. https://doi.org/10.1016/j.bushor.2020.06.004

Holtzman, M. (2021). Using Intuition as a Managerial Tool. Forbes. Retrieved from https://www.forbes.com/sites/mikeholtzman/2021/02/12/using-intuition-as-a-managerial-tool/?sh=54a6f9f0762a

Malewska, K., & Sajdak, M. (2014). The intuitive manager and the concept of strategic leadership. Management, 18(2), 44-58. https://doi.org/10.2478/manment-2014-0041

Mayer, J. (2015). The power of intuition: How to use your gut feelings to make better decisions at work. Harvard Business Review, 93(6), 78-86.

Mikušková, E. B. (2017). Intuition in managers’ decision-making: Qualitative study. Journal of East European Management Studies, 22(3), 318-333. https://doi.org/10.5771/0949-6181-2017-3-318

Sadler-Smith, E., & Burke, L. A. (2007). Fostering intuition in management education. Journal of Management Education, 33(2), 239-262. https://doi.org/10.1177/1052562907310640

Samba, C., Williams, D. W., & Fuller, R. M. (2022). The forms and use of intuition in top management teams. The Leadership Quarterly, 33(3), 101349. https://doi.org/10.1016/j.leaqua.2019.101349

Serra Yurtkoru, E., & ErdilekKarabay, M. (2018). To what extent trust in leader and ethical climate affect turnover intention? A research on private and public bank employees. International Journal of Organizational Leadership, 7(1), 12-26. https://doi.org/10.33844/ijol.2018.60416

Webster Jr., F. E. (2008). Marketing IS management: The wisdom of Peter Drucker. Journal of the Academy of Marketing Science, 37(1), 20-27. https://doi.org/10.1007/s11747-008-0102-4

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