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In this age of Big Data and analytics, knowledge gained through experiential learning and intuition may be taking a back seat to analytics. However, the use of intuition should not be underestimated and should play an important role in the decision process. How Well Do Executives Trust Their Intuition covers the Fulbright research study conducted by this international team of editors. The main question of their investigation is: How well do executives trust their intuition? In other words, do they typically prefer intuition over analysis and analytics. And equally importantly, what types of intuition may be most favorable looking at different variables? The research utilizes survey and biometrics approaches with C-level executives from Canada, U.S., Poland, and Italy.In addition, the book contains chapters from leading executives in industry, academia, and government. Their insights provide examples of how their intuition enabled key decisions that they made.This book covers such topics as: Using intuition How gender, experience, role, industry, and country affect intuition Trust and intuition in management Trusting intuition It's a matter of heart Leadership intuition and the future of work Creating an intuitive awareness for executives Improvisation and instinct. The book explores how executives can use intuition to guide decision making. It also explains how to trust intuition-based decisions. How Well Do Executives Trust Their Intuition is a timely and prescient reminder in this age of data-driven analytics that human insight, instinct, and intuition should also play key roles. Cover 1 Half Title 2 Series Page 3 Title Page 4 Contributors 10 Part One Intuition 12 Chapter 1 Using Your Intuition 14 The Three I’s 15 The Good, the Bad, and the Ugly 16 Becoming a More Intuitive Executive 17 Intuition-Based Decision Making in Practice: Insights from Executives in the Field 18 Some Closing Thoughts 21 Appendix A: Annotated Intuition Studies, with Special Emphasis on Executive Decision Making 22 References 36 Chapter 2 How Gender, Experience, Role, Industry, and Country Affect Intuition 38 Introduction and Findings 38 The Study: Details 40 Intuition Styles: Correlations Between the Constructs 44 Implications of the Findings 45 Dynamic Decision Making: Changes that Come with Experience 46 Implications of the Findings 48 The Conundrum: Styles for Managers Versus Leaders 49 Implication of the Findings 49 Global Context: The Similarities are Stronger than the Differences 50 Implications of the Findings 51 Industry Differences: Minor Impacts on Intuitive Style 52 Implications of the Findings 53 Gender: Minimal Impacts on Intuitive Style 55 Implications of the Findings 55 Research Summary 56 Acknowledgments 57 References 57 Chapter 3 It Is a Matter of Heart: C-Level Executives Detect Their Heartbeat Better than Other Company Members Do 58 Introduction 59 Methods 60 Subjects 60 Experimental Tasks 60 Heartbeat Task 61 Time Lapse Task 61 Electrocardiographic Measurements 61 Estimation of Participant’s Accuracy of the Detection of Their Heartbeats and Time Lapses 62 Statistical Analysis 62 Results 63 Executives Have Enhanced Interoceptive Ability Compared with Controls 63 Executives’ HBS Indices Are Inversely Correlated with Their Years of Operation 63 Both Executive and Control Groups Have Similar Perceptions of Time Lapses 64 Discussion 65 Executives Have Enhanced Interoceptive Ability Compared with Controls 65 Both Executive and Control Groups Have Similar Perceptions of Time Lapses 67 Relation between Executives’ Years of Operation and Their Interoceptive Sensitivity and Time Lapse Estimation Ability 67 Can IA Be Trained? 68 Future Direction of Research 68 References 69 Chapter 4 Trust and Intuition in Management 72 Introduction 72 Conceptual Background of Trust 73 Conceptual Background of Intuition 74 Building Trust and Enhancing Intuition 76 Summary and Directions of Future Research 81 References 82 Part Two Examples of Executive Decision Making and Intuition 88 Chapter 5 Filtering Intuition through the Lens of Rational Analysis: Decision-Making Lessons Learned in a Competitive Higher Education Market 90 A Multitude of Challenges in a Sea of Opportunity 92 Breaking Through the Admissions Logjam 94 Launching the Next Big Idea at Just the Right Time 98 Final Thoughts 104 References 105 Chapter 6 Trusting Intuition 106 The Dichotomous Question 107 The Middle Way 108 Cultivating Executive Intuition 109 Wrangling Convergent Thinking 110 Cultivating Divergent Thinking 111 Genuineness of Purpose 113 Decision-Making Challenges 113 Conclusion 115 References 116 Chapter 7 Leadership Intuition Meets the Future of Work 118 Shifting Society, Shifting Leadership Needs 120 A Framework for Developing Informed Intuition 123 Informed Intuition in Practice 126 How to Develop Informed Intuition 130 Acknowledgments 132 Notes 132 Chapter 8 Spiritual Management: A Personal Account of Executive Intuitive Awareness 134 Chapter 9 Creating an Intuitive Awareness for Executives 146 Introduction 146 Intuition 147 Indicators of Intuition 150 Decision-Making Styles 151 Decision Style Instruments 152 Decision-Making Strategies 154 Conclusion and Takeaways 156 References 157 Chapter 10 Improvisation and Instinct 160 Introduction 160 Fear 163 Play 164 Engage 170 How Can We Create A Safe Space For All Your Colleagues And Employees? 170 How Might We Create a Safe Space for The Fearless “Yes, and...”? 171 What Is In a Wild Idea? 172 Take Away 172 What Will You Do Differently? 172 Index 174 The book looks at the question: How well do executives trust their intuition? In other words, do they typically prefer intuition over analysis/analytics, and what types of intuition (Holistic-Big Picture, Holistic-Abstract, Affective Intuition, Inferential Intuition) may be most favorable looking at different variables?