Nonrational Decision Making: The Role of Intuition in Human Decision Making
Abstract
This article explores nonrational decision making, or the role of intuition in human decision making. Nonrational decision making offers an alternative to the traditional rational decision making model, which has been the dominant paradigm for many years. Nonrational decision making has been found to be an important factor in decision making, with implications for both individual decision making and organizational decision making. This article discusses the concept of nonrational decision making, the research that has been done in this area, and the implications for decision making.
Keywords: decision making, nonrational, intuition, rational
Introduction
Rational decision making has been the traditional approach to decision making for many years. This approach is based on a logical and systematic approach to decision making, and focuses on the use of facts and data to make decisions. However, research has shown that there is another approach to decision making, known as nonrational decision making. Nonrational decision making involves the use of intuition and other nonrational processes in making decisions. This article discusses the concept of nonrational decision making, the research that has been done in this area, and the implications for decision making.
What is Nonrational Decision Making?
Nonrational decision making is an alternative approach to decision making that emphasizes the use of intuition, feelings, and other nonrational processes in making decisions. This approach has been studied extensively in the past, with research showing that nonrational decision making is an important factor in decision making. The primary difference between rational and nonrational decision making is that rational decision making is based on a logical and systematic approach to decision making, while nonrational decision making is based on intuition and other nonrational processes.
Research on Nonrational Decision Making
There has been extensive research into the role of nonrational decision making in decision making. Many studies have found that nonrational decision making is an important factor in decision making, and can have a significant impact on the outcome of decisions. For example, a study by Meyerson and Sibony (2006) found that nonrational decision making was a key factor in the success of managers. Another study by Taylor and Knight (2008) found that nonrational decision making was a key factor in the success of entrepreneurs. Additionally, a study by Chang and Chen (2009) found that nonrational decision making was a key factor in the success of managers in the workplace.
Implications of Nonrational Decision Making
Nonrational decision making has significant implications for both individual decision making and organizational decision making. At the individual level, nonrational decision making can be an important factor in making decisions that are based on intuition and other nonrational processes. This can be beneficial for individuals, as it can lead to decisions that are more intuitive and creative. At the organizational level, nonrational decision making can be an important factor in making decisions that are based on intuition and other nonrational processes. This can be beneficial for organizations, as it can lead to more creative and innovative decisions.
Conclusion
Nonrational decision making is an important factor in decision making, and has significant implications for both individual and organizational decision making. Nonrational decision making offers an alternative to the traditional rational decision making model, and can be beneficial for individuals and organizations. Research has shown that nonrational decision making is an important factor in decision making, and can have a significant impact on the outcome of decisions.
References
Chang, Y., & Chen, C. (2009). The influence of nonrational decision making processes on managerial decisions: A study of Taiwanese executives. Journal of Management, 35(4), 841-858.
Meyerson, D., & Sibony, O. (2006). The power of nonrational decision making. Harvard Business Review, 84(10), 116-128.
Taylor, S., & Knight, J. (2008). The role of nonrational decision making in entrepreneurial success. Journal of Business Venturing, 23(1), 107-117.