阅读理解
The majority of successful senior
managers do not closely follow the classical rational (理性的)
model of first clarifying goals, assessing the problem, formulating options,
estimating likelihoods of success, making a decision, and only then taking
action to carry out the decision. Rather, in their day-by-day tactical
maneuvers(战术动作), these senior executives rely on what
is vaguely termed intuition(直觉) 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(变化无常).
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
combine isolated bits of data and practice into an integrated picture. 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 alert 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 tightly 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 (发起)
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.
