Modeling and aiding intuition in organizational decision making: A call for bridging academia and practice.

Abstract

This commentary provides our reflections on the special issue ‘Modeling and aiding intuition in organizational decision making’ (Marewski & Hoffrage, 2015). First, we reflect upon our experience of researching, consulting and teaching in this field. Second, we offer suggestions on how we might continue to learn from Klein and his colleagues’ research experiences, preserving rich examples of intuitive decision making processes. Third, we note the challenges of both the Naturalistic Decision Making and the ‘Nudge’ approach to decision making for organizations, contrasting academic research and applications. We call for a more pragmatic psychology that aims for a better understanding of professionals’ domain-specific intuition, and for an improved evidence base to inform organizational policy and practice.

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