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  3. The majority of successful senior managers do not closely follow the classical rational model of first clarifying goals, assessi

The majority of successful senior managers do not closely follow the classical rational model of first clarifying goals, assessi

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问题    The majority of successful senior managers do not closely follow the classical rational model of first clarifying goals, assessing the problem, formulating options, estimating likelihoods of success, making a decision, and only then taking action to implement the decision. Rather, in their day-by-day tactical maneuvers, these senior executives rely on what is vaguely termed "intuition" to manage a network of interrelated problems that require them to deal with ambiguity, inconsistency, novelty, and surprise; and to integrate action into the process of thinking.
   Generations of writers on management have recognized that some practicing managers rely heavily on intuition. In general, however, such writers display a poor grasp of what intuition is. Some see it as the opposite of rationality; others view it as an excuse for capriciousness.
   Isenberg’s recent research on the cognitive processes of senior managers reveals that managers’ intuition is neither of these. Rather, senior managers use intuition in at least five distinct ways. First, they intuitively sense when a problem exists. Second, managers rely on intuition to perform well-learned behavior patterns rapidly. This intuition is not arbitrary or irrational, but is based on years of painstaking practice and hands-on experience that build skills. A third function of intuition is to synthesize isolated bits of data and practice into an integrated picture, often in an " Aha!" experience. Fourth, some managers use intuition as a check on the results of more rational analysis. Most senior executives are familiar with the formal decision analysis models and tools, and those who use such systematic methods for reaching decisions are occasionally leery of solutions suggested by these methods which run counter to their sense of the correct course of action. Finally, managers can use intuition to bypass in-depth analysis and move rapidly to engender a plausible solution. Used in this way, intuition is an almost instantaneous cognitive process in which a manager recognizes familiar patterns. One of the implications of the intuitive style of executive management is that "thinking" is inseparable from acting. Since managers often "know" what is right before they can analyze and explain it, they frequently act first and explain later. Analysis is inextricably tied to action in thinking/acting cycles, in which managers develop thoughts about their companies and organizations not by analyzing a problematic situation and then acting, but by acting and analyzing in close concert.
   Given the great uncertainty of many of the management issues that they face, senior managers often instigate a course of action simply to learn more about an issue. They then use the results of the action to develop a more complete understanding of the issue. One implication of thinking/acting cycles is that action is often part of defining the problem, not just of implementing the solution.
The passage provides support for which of the following statements?
选项 A、Managers who rely on intuition are more successful than those who rely on formal decision analysis.
B、Managers’ intuition works contrary to their rational and analytical skills.
C、Intuition enables managers to employ their practical experience more efficiently.
D、Logical analysis of a problem increases the number of possible solutions.
答案C
解析 事实细节题。作者在第三段第九句指出，直觉可以让经理人绕过深度分析迅速找到合理的解决方案。可知，运用直觉可以提高效率，[C]项表述与原文一致，故为答案。文章并没有比较使用不同决策方法的经理人谁更成功，也没有提及逻辑分析，故排除[A]项和[D]项；文中讲到，直觉不是随意的，也不同于理性，而是基于多年的磨练才拥有的能力，但没有说直觉与理性是对立的，故也排除[B]项。
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