ABSTRACT
This chapter describes intuition in the context of decision-making by combining understandings from a variety of areas and drawing on both practitioners as well as academic sources. The significance of expertise for intuition can also be approached from the opposite end, from the development of expertise. Spontaneity means that intuiting does not require effort, at least at the moment when it happens. Intuition is gestalt or a holistic hunch as mentioned by W. I. B. Beveridge et al. experienced intuitors are usually good at recognizing and interpreting their intuitions. The notion of expertise can also explain much of the disagreement in the management and organization studies field about the usefulness of intuition. An organizational environment that supports intuition also supports acting upon it; most importantly, it does not sanction severely when intuition led to bad outcome through action. The interpersonal context means people who accept intuition as a valid form of knowledge can discuss it with the intuitor.
