ABSTRACT
This chapter shows that decision styles and their associated strategies look like possible examples of intuition, as they influence the whole decision-making process from beginning to end without the explicit knowledge of the decision maker. It discusses combining the elements. The chapter suggests that intuition is "baked in" to many of leadership and decision-making theories. It explores various definitions and explanations of intuition. The chapter proposes three such interrelated residual artifacts: decision-making styles, decision style instruments, and decision-making strategies. The basis of this decision strategy is that it is easier to determine the information that is not necessary than that which will become the deciding factor. The underlying argument is that evolution in human decision making has created intuitive tools. When it comes to intuition for executives making decisions, the authors cannot ignore past experiences and how the experiences build up or contribute to the perceived intuition attributed to an executive decision maker.
