This article
reports on an effort to explore the differences between two approaches to
intuition and expertise that are often viewed as conflicting: heuristics and
biases (HB) and naturalistic decision making (NDM). Starting from the obvious
fact that professional intuition is sometimes marvelous and sometimes flawed,
the authors attempt to map the boundary conditions that separate true intuitive
skill from overconfident and biased impressions. They conclude that evaluating
the likely quality of an intuitive judgment requires an assessment of the
predictability of the environment in which the judgment is made and of the
individual’s opportunity to learn the regularities of that environment. Subjective
experience is not a reliable indicator of judgment accuracy.
link to paper Conditions for Intuitive Expertise, by Daniel Kahneman & Gary Klein.
I actually have visited a talk about intuition recently in TU Delft. The intuition was related to conscious and unconscious processes, accompanied by feelings, emotions + uses multi sensory stimuli + is developed with experience + stimulate creative solutions. Actually the speakers developed a model of a design intuition that overlap conscious analytical processes and unconscious intuitive processes where Heuristics are somewhere in the middle (Babke Schaud & Eris, 2013).
ReplyDeletethey also talked about experts and novics. One thign that interests me was the list of things that experts are better than others:
Delete1. Recognize paperns
2. Detect anomalies
3. Keep the big picture alive
4. Understand the way things work
5. Observe opportunities, able to improvise
6. Relate past, present, and future events
7. Pick up on very subtle differences
8. Address their own limitatons
Intuitive thinking is fast, associative, sometimes emotionally charged, but also governed by habit and hard to change or control. Whereas reasoning is slower, flexible, controlled and monitored.
ReplyDeleteDue to our limitations of mental capacity, intuitive thinking tends to disrupt reasoning, but because intuitive thinking is combined with other tasks it does not cause a lot of interference (Kahneman, 1973; Pashler, 1998). The most accessible features causing intuitive thinking does not lead to the most optimal decisions. Intuition controls our preferences and decision unless they are overwritten by reasoning.