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Previous researches have emphasized rational decision making over intuitive decision making. One major reason for such tendency is stereotype that intuitive processes are beyond the scope of a scientific study and that systematic and careful analysis yields superior choices than those coming from the intuitive processes. Recent advances in cognitive sciences and artificial intelligence suggest that there is nothing profane and nothing irrational about intuitive decision making. Managers often use intuition in decision making and intuitive processes evolve from long experience and learning. Intuition allowed fast decision makers to react quickly and accurately to changing stimuli in their firm or its environment. Our survey examined important trends in decision making: a) intuitive processes are used often in organizational decision making, and b) increasing intuitive decision making by strategic and operations management. The results are showing increase in intuitive decision making process in case of strategic and operative/tactical decisions. The intuitive decision making process combined with judgment and rational based decision making is also more often used by all levels of management. Previous researches suggested that strategic (top) management often use intuition in decision making, but our results indicate increase of intuitive decision making by operations management. Intuitive and rational decision making are equally important for effective decision making. Intuition is playing increasing role in decision making process. A combination of intuitive synthesis and rational analysis would be better than using rational analysis and intuitive synthesis alone. Efficient decision maker has to couple analysis and intuition in strategic and in tactical decision making.
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