ABSTRACT
Is there room at the decision-making table for that most ineffable attribute of the human mind, intuition? By way of background, I offer some personal insights about what brought me, a die-hard analytic type, to intuition research. I then go on to consider the pros and cons of making intuition-based decisions, and finish up by taking stock of where we are, where intuition research might be headed next, and what value it can add to the art of management decision making as a counter or complement to the hard analytics of the burgeoning Big Data bubble.
