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 inextricably 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 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.
1. According to the text, senior managers use intuition in all of the following ways EXCEPT to
[A] speed up of the creation of a solution to a problem.
[B] identify a problem.
[C] bring together disparate facts.
[D] stipulate clear goals.
2. The text suggests which of the following about the writers on management mentioned in line 1, paragraph 2?
[A] They have criticized managers for not following the classical rational model of decision analysis.
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