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This book explores the science behind intuitive decision-making in business, and shows how people's innate capacity for intuition can be nurtured and strengthened to maximize performance. The clear and detailed explanations reveal how we can use intuition to navigate a world that is fast-moving, complex, and uncertain.

The objective of this research was to understand the phenomenon of intuition from the perspective of the intuitor. Against a background of a steadily growing interest in intuition in managerial decision research, and inclining towards a phenomenological stance, the research used a novel linguistic method based on 'de-nominalization' to access participants' (124 human resource practitioners) experiences of intuition. Based on an analysis of responses to the question 'What happens when you intuit?', the article: defines intuition based on participants' subjective experiences; reveals the subjective experience of intuition as comprising three phases − 'intuiting', 'intuition' and 'implementing'; uncovers two aspects of intuitive affect − 'bodily awareness' and 'cognitive awareness'; and establishes that participants use primary metaphors to articulate their experiences of intuition. The article outlines the theoretical implications and practical relevance of these findings, and makes suggestions for further qualitative phenomenological studies of intuition.

The study is an attempt to provide empirical elaboration, in the context of business and management education, for the "onion" and cognitive control models of cognitive style. Using a sample of 226 business and management undergraduates the research explored the relationship between cognitive style (measured using the cognitive style index and learning preference. Using principal components analysis, three categories of learning preference were discerned (active, reflective and individual). Correlational analysis and one way analysis of variance revealed statistically significant relationships between preferences for reflective and individual methods and cognitive style. The results provide some support for the "onion" and cognitive control models; the implications for business and management education, training and development are discussed.