Intutive Managers

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Intutive Managers

by rockeyb » Thu Mar 11, 2010 10:42 pm
The majority of successful senior managers do not
closely follow the classical rational model of first clari-
fying goals, assessing the problem, formulating options,
estimating likelihoods of success, making a decision,
(5) 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 "intu-
ition" to mangage a network of interrelated problems
that require them to deal with ambiguity, inconsistency,
(10) novelty, and surprise; and to integrate action into the
process to thinking.
Generations of writers on management have recog-
nized that some practicing managers rely heavily on
intuition. In general, however, such writers display a
(15) poor grasp of what intuition is. Some see it as the oppo-
site of rationality: others view it as an excuse for ca-
priciousness.
Isenberg's recent research on the cognitive processes
of senior managers reveals that managers' intuition is
(20) 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 intu-
ition to perform well-learned behavior patterns rapidly.
This intuition is not arbitrary or irrational, but is based
(25) on years of painstaking practice and hands-on experi-
ence that build skills. A third function of intuition is to
synthesize isolated bits of data and practice into an inte-
grated picture, often in an "Aha!" experience. Fourth,
some managers use intuition as a check on the results
(30) 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
(35) 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.
(40) One of the implications of the intuitive style of execu-
tive 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
(45) to action in thinking/acting cycles, in which managers
develop thoughts about their companies and organiza-
tions 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 manage-
(50) ment issues that they face, senior managers often insti-
gate 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 impli-
cation of thinking/acting cycles is that action is often
(55) part of defining the problem, not just of implementing
the solution.
"Know thyself" and "Nothing in excess"

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by rockeyb » Thu Mar 11, 2010 10:43 pm
The passage provides support for which of the
following statements?
(A) Managers who rely on intuition are more
successful than those who rely on formal
decision analysis.
(B) Managers cannot justify their intuitive decisions.
(C) Managers' intuition works contrary to their
rational and analytical skills
(D) Logical analysis of a problem increases the
number of possible solutions.
(E) Intuition enables managers to employ their practical
experience more efficiently.


[spoiler]OA : C why is E wrong?[/spoiler]
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by rockeyb » Thu Mar 11, 2010 10:46 pm
Which of the following best describes the organization
of the first paragraph of the passage?
(A) An assertion is made and a specific supporting
example is given.
(B) A conventional model is dismissed and an
alternative introduced.
(C) The results of recent research are introduced and
summarized
(D) Two opposing points of view are presented and
evaluated.
(E) A widely accepted definition is presented and
qualified.




[spoiler]OA : A why is B wrong ?[/spoiler]
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by rockeyb » Sun Mar 14, 2010 10:22 am
Can any one please reply ?
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by Stacey Koprince » Fri Mar 19, 2010 11:29 am
Received a PM asking me to reply. I recognize this as an OG passage and we're not supposed to post OG stuff online, so I can only talk about the issues here in general terms.

I typed most of the below before I got to the first problem you posted. I'm coming back up here to type this now because you have the wrong OA for the first problem. There's nothing wrong with E; E is the OA.

Where did you get this? If you are studying off of what you found posted online, and someone else incorrectly posted that the OA was C, you just learned a valuable lesson. Don't get your source material online. Study from the real source.

If you simply looked up the wrong answer by accident in your book, oh well! Mistakes happen sometimes. :)

Also, where did the second question come from? It's not among the OG questions I see for this passage in my book. Are you sure it's supposed to be for this passage?

* * *

The overall structure of passages often falls into one of several common categories. One type:
1. The passage talks about some typical group or some typical way of doing things and then discusses how some subset of the group or some other group does things in a different way.

2. The passage may also criticize the way researchers, theorists, or other experts interpret things or criticize some theory they hold to be true.

3. The passage may then offer some "better" theory or way of thinking about things, at least for some part of the overall group or category.

4. A passage may also discuss the implications of this new or better theory / way of thinking about things.
Please note: I do not use the Private Messaging system! I will not see any PMs that you send to me!!

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by rockeyb » Fri Mar 19, 2010 9:32 pm
First of all thanks very much Stacey for responding , I was of the opinion that no one will respond . Now after reading your reply I understand why there was not a single reply .
Also, where did the second question come from? It's not among the OG questions I see for this passage in my book. Are you sure it's supposed to be for this passage?
Let me give you some background : I read a post on this forum of a person who scored 770 and as per him he studied LSAT passages that helped him improve on RC . Also I have read a lot of posts that suggest its a good strategy to practice LSAT passages to get the hang of RC section .

I am trying to do so as LSAT passages are longer and have more questions . It helps when I go back to GMAT passages and I find them easier . I downloaded these LSAT passages from a website I dont remember . But the main point is most of the OG 12 passages are in that LSAT passages doc . Obviously the OG 12 passages have been scaled down toGMAT standard. Hence the second question that is not in your book .

At least one thing is for sure GMAT passages are nothing but scaled down LSAT passages .

Now I would agree that its not right to use this source as answers can be unreliable and our discussion is a proof .But can you suggest a source where I can get LSAT passages to practice . Practicing LSAT passages really improved my RC .

Thanks .
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by Stacey Koprince » Mon Mar 22, 2010 8:19 am
At least one thing is for sure GMAT passages are nothing but scaled down LSAT passages.
Nope - not true. I teach both. Basically, this source is a bad source. Trust nothing from it.

You can order past LSAT tests right from LSAC, the group that owns the LSAT. Go to: https://www.lsac.org/

(Possibly you were hoping I could tell you where to get free official material - but none of this material is actually free. If someone's offering it to you for free, that someone is stealing it - and possibly not even giving you what they're claiming, as evidenced by the above conversation.)
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by rockeyb » Mon Mar 22, 2010 8:23 am
Thanks a lot stacey ,

That helps a lot . Actually saves me a lot of trouble .

Thanks .
"Know thyself" and "Nothing in excess"