ABSTRACT
Drawing from the conceptual foundation of dual-process theories, this chapter presents stories of intuition-based decisions from a police force in the United Kingdom, illustrating an “intuitive hit” and an “intuitive miss” in a managerial and an operational context, respectively. On the basis of the analysis of these stories, a discussion is provided on the theoretical and practical implications of the emerging findings, and the conclusion offers a set of recommendations for the use of intuition and analysis for effective decision making.
