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As everyone knows, intuition is warm and fuzzy, qualitative, not measurable. Economics, on the other hand, is quantitative, and if it is not a hard science, at least it is the "queen of the social sciences." It is, therefore, intuitively obvious, that intuition and economics are as if oil and water. The problem is, what is intuitively obvious is not always correct. And, there are two major reasons why intuition and economics are not like oil and water. First, economics concerns itself with decision making, and decisions are made in the brain. The human brain is the size of a grapefruit, weighing three pounds with approximately 180 billion neurons, each physically independent but interacting with the other neurons. What we call intuition is, like decision making, a natural information processing function of the brain. Second, despite the current emphasis on quantitative analysis and deductive logic there is a rich history of economists speaking about intuition. First, the human brain, specifically the neocortex, has a left and right hemisphere. The specialized analytical style of the left hemisphere and the specialized intuitive style of the right hemispheres complement each other.
At times in our careers, we've all been aware of a "gut feeling" guiding our decisions. Too often, we dismiss these feelings as "hunches" and therefore untrustworthy. But renowned researcher Gary Klein reveals that, in fact, 90 percent of the critical decisions we make is based on our intuition. In his new book, THE POWER OF INTUITION, Klein shows that intuition, far from being an innate "sixth sense," is a learnable--and essential--skill. Based on interviews with senior executives who make important judgments swiftly, as well as firefighters, emergency medical staff, soldiers, and others who often face decisions with immediate life-and-death implications, Klein demonstrates that the expertise to recognize patterns and other cues that enable us--intuitively--to make the right decisions--is a natural extension of experience. Through a three-tiered process called the "Exceleration Program," Klein provides readers with the tools they need to build the intuitive skills that will help them make tough choices, spot potential problems, manage uncertainty, and size up situations quickly. Klein also shows how to communicate such decisions more effectively, coach others in the art of intuition, and recognize and defend against an overdependence on information technology. The first book to demystify the role of intuition in decision making, THE POWER OF INTUITION is essential reading for those who wish to develop their intuition skills, wherever they are in the organizational hierarchy.
In this second edition of the MAA classic, exploration continues to be an essential component. More than 60 new exercises have been added, and the chapters on Infinite Summations, Differentiability and Continuity, and Convergence of Infinite Series have been reorganized to make it easier to identify the key ideas. A Radical Approach to Real Analysis is an introduction to real analysis, rooted in and informed by the historical issues that shaped its development. It can be used as a textbook, as a resource for the instructor who prefers to teach a traditional course, or as a resource for the student who has been through a traditional course yet still does not understand what real analysis is about and why it was created. The book begins with Fourier's introduction of trigonometric series and the problems they created for the mathematicians of the early 19th century. It follows Cauchy's attempts to establish a firm foundation for calculus and considers his failures as well as his successes. It culminates with Dirichlet's proof of the validity of the Fourier series expansion and explores some of the counterintuitive results Riemann and Weierstrass were led to as a result of Dirichlet's proof.
The book is based on courses taught by the author at Moscow State University. Compared to many other books on the subject, it is unique in that the exposition is based on extensive use of the language and elementary constructions of category theory. Among topics featured in the book are the theory of Banach and Hilbert tensor products, the theory of distributions and weak topologies, and Borel operator calculus. The book contains many examples illustrating the general theory presented, as well as multiple exercises that help the reader to learn the subject. It can be used as a textbook on selected topics of functional analysis and operator theory. Prerequisites include linear algebra, elements of real analysis, and elements of the theory of metric spaces.
The central goal of this volume is to bring the learning perspective into the discussion of intuition in judgment and decision making. The book gathers recent work on intuitive decision making that goes beyond the current dominant heuristic processing perspective. However, that does not mean that the book will strictly oppose this perspective. The unique perspective of this book will help to tie together these different conceptualizations of intuition and develop an integrative approach to the psychological understanding of intuition in judgment and decision making. Accordingly, some of the chapters reflect prior research from the heuristic processing perspective in the new light of the learning perspective. This book provides a representative overview of what we currently know about intuition in judgment and decision making. The authors provide latest theoretical developments, integrative frameworks and state-of-the-art reviews of research in the laboratory and in the field. Moreover, some chapters deal with applied topics. Intuition in Judgment and Decision Making aims not only at the interest of students and researchers of psychology, but also at scholars from neighboring social and behavioral sciences such as economy, sociology, political sciences, and neurosciences.
How "Aha!" really happens. When do you get your best ideas? You probably answer "At night," or "In the shower," or "Stuck in traffic." You get a flash of insight. Things come together in your mind. You connect the dots. You say to yourself, "Aha! I see what to do." Brain science now reveals how these flashes of insight happen. It's a special form of intuition. We call it strategic intuition, because it gives you an idea for action-a strategy. Brain science tells us there are three kinds of intuition: ordinary, expert, and strategic. Ordinary intuition is just a feeling, a gut instinct. Expert intuition is snap judgments, when you instantly recognize something familiar, the way a tennis pro knows where the ball will go from the arc and speed of the opponent's racket. (Malcolm Gladwell wrote about this kind of intuition in Blink.) The third kind, strategic intuition, is not a vague feeling, like ordinary intuition. Strategic intuition is a clear thought. And it's not fast, like expert intuition. It's slow. That flash of insight you had last night might solve a problem that's been on your mind for a month. And it doesn't happen in familiar situations, like a tennis match. Strategic intuition works in new situations. That's when you need it most. Everyone knows you need creative thinking, or entrepreneurial thinking, or innovative thinking, or strategic thinking to succeed in the modern world. All these kinds of thinking happen through flashes of insight--strategic intuition. And now that we know how it works, you can learn to do it better. That's what this book is about. Over the past ten years, William Duggan has conducted pioneering research on strategic intuition and for the past three years has taught a popular course at Columbia Business School on the subject. He now gives us this eye-opening book that shows how strategic intuition lies at the heart of great achievements throughout human history: the scientific and computer revolutions, women's suffrage, the civil rights movement, modern art, microfinance in poor countries, and more. Considering the achievements of people and organizations, from Bill Gates to Google, Copernicus to Martin Luther King, Picasso to Patton, you'll never think the same way about strategy again. Three kinds of strategic ideas apply to human achievement: * Strategic analysis, where you study the situation you face * Strategic intuition, where you get a creative idea for what to do * Strategic planning, where you work out the details of how to do it. There is no shortage of books about strategic analysis and strategic planning. This new book by William Duggan is the first full treatment of strategic intuition. It's the missing piece of the strategy puzzle that makes essential reading for anyone interested in achieving more in any field of human endeavor.
Eric Berne does more in these pages than penetrate the mysteries of intuition. He explains the fascinating course that leads him to found a whole psychotherapeutic system, transactional analysis (TA), that extraordinary aid in the fathoming of human affairs. These historically important articles describe, as only a primary source can, the evolution of Dr. Berne's insights and awarenesses, from those of an orthodox psychoanalyst to those of an originator of an almost defiantly new approach in pscyhotherapy. - Editor's preface.
"Successful Wall Street fund manager retired at age 35 guides investors to use intuitive and creative right-brained processes to complement traditional left-brain financial analysis. Author describes his principles based on spiritual insights and provides professional anecdotes to support his. theories"--Provided by publisher.
In this age of Big Data and analytics, knowledge gained through experiential learning and intuition may be taking a back seat to analytics. However, the use of intuition should not be underestimated and should play an important role in the decision process. How Well Do Executives Trust Their Intuition covers the Fulbright research study conducted by this international team of editors. The main question of their investigation is: How well do executives trust their intuition? In other words, do they typically prefer intuition over analysis and analytics. And equally importantly, what types of intuition may be most favorable looking at different variables? The research utilizes survey and biometrics approaches with C-level executives from Canada, U.S., Poland, and Italy. In addition, the book contains chapters from leading executives in industry, academia, and government. Their insights provide examples of how their intuition enabled key decisions that they made. This book covers such topics as: Using intuition How gender, experience, role, industry, and country affect intuition Trust and intuition in management Trusting intuition It’s a matter of heart Leadership intuition and the future of work Creating an intuitive awareness for executives Improvisation and instinct. The book explores how executives can use intuition to guide decision making. It also explains how to trust intuition-based decisions. How Well Do Executives Trust Their Intuition is a timely and prescient reminder in this age of data-driven analytics that human insight, instinct, and intuition should also play key roles.