Advertisement

Intuition und Führung

Wie gute Entscheidungen entstehen
  • Gerd GigerenzerEmail author
  • Wolfgang Gaissmaier
Chapter
Part of the uniscope. Publikationen der SGO Stiftung book series (UNISCOPE)

Zusammenfassung

We describe three major cognitive systems: (1) emotional intuition, (2) deliberate thinking, and (3) intuitive reasoning. Although we argue for the superiority of the third level in most cases, we indicate the value of each level in different circumstances. Not all levels are possible in all circumstances. The distinction between these levels is illustrated in everyday life, moral behavior, romantic relationships, and in leadership and management. While the ability to use all three systems in an optimal manner is to a great extent a matter of natural talent, this ability can be acquired and improved. An essential step is to understand the nature of each system. We offer some such understanding.

Literatur

  1. Ambady, N., & Rosenthal, R. (1993). Half a minute: Predicting teacher evaluations from thin slices of nonverbal behavior and physical attractiveness. Journal of Personality and Social Psychology, 64, 431–441.CrossRefGoogle Scholar
  2. Czerlinski, J., Gigerenzer, G., & Goldstein, D. G. (1999). How good are simple heuristics? In Gigerenzer G., Todd P. M., & the ABC Research Group, Simple heuristics that make us smart (S 97–118). New York: Oxford University Press.Google Scholar
  3. Dawes, R. M. (1979). The robust beauty of improper linear models in decision making. American Psychologist, 34, 571–582.CrossRefGoogle Scholar
  4. DeMiguel, V., Garlappi, L., & Uppal, R. (2009). Optimal versus naive diversification: How inefficient is the 1/N portfolio strategy? Review of Financial Studies, 22, 1915–1953.CrossRefGoogle Scholar
  5. Dhami, M. K. (2003). Psychological models of professional decision-making. Psychological Science, 14, 175–180.CrossRefGoogle Scholar
  6. Gigerenzer, G. (2007). Bauchentscheidungen: Die Intelligenz des Unbewussten und die Macht der Intuition. München: Bertelsmann.Google Scholar
  7. Gigerenzer, G. (2013). Risiko: Wie man die richtigen Entscheidungen trifft. München: Bertelsmann.Google Scholar
  8. Gigerenzer, G., & Gaissmaier, W. (2011). Heuristic decision making. Annual Review of Psychology, 62, 451–482.CrossRefGoogle Scholar
  9. Gigerenzer, G., & Goldstein, D. G. (2011). The recognition heuristic: A decade of research. Judgment and Decision Making, 6, 100–121.Google Scholar
  10. Hertwig, R., & Todd, P. M. (2003). More is not always better: The benefits of cognitive limits. In D. Hardman & L. Macchi (Hrsg.), Thinking: Psychological perspectives on reasoning, judgment, and decision making (S 213–231). Chichester: Wiley.Google Scholar
  11. Johnson, J. G., & Raab, M. (2003). Take the first: Option generation and resulting choices. Organizational Behavior and Human Decision Processes, 91, 215–229.CrossRefGoogle Scholar
  12. Kahneman, D., & Klein, G. (2010). Strategic decisions: When can you trust your gut? McKinsey Quarterly, 13, 1–10.Google Scholar
  13. Kahneman, D., Slovic, P., & Tversky, A. (Hrsg.). (1982). Judgment under uncertainty: Heuristics and biases. Cambridge: Cambridge University Press.Google Scholar
  14. Maidique, M. (2011). Panel of experts presents new research on international leadership. http://lead.fiu.edu/news/article/the-leaders-toolbox-by-dr-modesto-maidique.html.
  15. Marewski, J. N., Gaissmaier, W., & Gigerenzer, G. (2010a). Good judgments do not require complex cognition. Cognitive Processing, 11, 103–121.CrossRefGoogle Scholar
  16. Marewski, J. N., Gaissmaier, W., Schooler, L. J., Goldstein, D. G., & Gigerenzer, G. (2010b). From recognition to decisions: Extending and testing recognition-based models for multi-alternative inference. Psychonomic Bulletin and Review, 17, 287–309.CrossRefGoogle Scholar
  17. Mohn, R. (2010). Menschlichkeit gewinnt. Eine Strategie für Fortschritt und Führungsfähigkeit. Ein Bericht an den Club of Rome. München: Goldmann (ursprünglich im Verlag Bertelsmann Stiftung, 2000).Google Scholar
  18. Parikh, J. (1994). Intuition: The new frontier of management. Oxford: Blackwell Business.Google Scholar
  19. Richter, T., & Späth, P. (2006). Recognition is used as one cue among others in judgment and decision making. Journal of Experimental Psychology, Learning Memory and Cognition, 32, 1501–1562.CrossRefGoogle Scholar
  20. Shanteau, J. (1992). How much information does an expert use? Is it relevant? Acta Psychologica, 81, 75–86.CrossRefGoogle Scholar
  21. Sherbino, J., Dore, K. L., Wood, T. J., Young, M. E., Gaissmaier, W., Krueger, S., & Norman, G. R. (2012). The relation between processing speed and diagnostic errors. Academic Medicine, 87, doi: 10.1097/ACM.0b013e318253acbd.Google Scholar
  22. Steurer, J., Held, U., Schmidt, M., Gigerenzer, G., Tag, B., & Bachmann, L. M. (2009). Legal concerns trigger prostate-specific antigen testing. Journal of Evaluation in Clinical Practice, 15, 390–392.CrossRefGoogle Scholar
  23. Studdert, D. M., Mello, M. M., Sage, W. M., DesRoches, C. M., Peugh, J., Zapert, K., & Brennan, T. A. (2005). Defensive medicine among high-risk specialist physicians in a volatile malpractice environment. Journal of the American Medical Association, 293, 2609–2617.CrossRefGoogle Scholar
  24. Wübben, M., & von Wangenheim, F. (2008). Instant customer base analysis: Managerial heuristics often „get it right“ Journal of Marketing, 72, 82–93.CrossRefGoogle Scholar

Copyright information

© Springer Fachmedien Wiesbaden 2015

Authors and Affiliations

  1. 1.Max-Planck-Institut für BildungsforschungBerlinDeutschland
  2. 2.Universität KonstanzKonstanzDeutschland

Personalised recommendations