Intuition Vs. Rational Thinking: How Much Can We Trust Our Intuition? While researchers have debated the value of intuition in decision making for decades, their conclusions on the subject are quite different. In the world of the 21st century, we can come across scientists who can present us with evidence of two opposing views on any subject.
In one publication, it is said that eating strawberries has toxic results, while in another we can read that the benefits of strawberries are inexhaustible. Our lives are shaped by the perception of the person who finances knowledge and science. The same is naturally reflected in research on trusting our intuition.
Intuition can be thought of as insight that arises spontaneously without conscious reasoning. Daniel Kahneman, who won the Nobel Prize for his work on “human reasoning and decision-making,” suggests that we have two different systems of thought: Our first system is fast and intuitive, and our second system is slower and reasoning-oriented.
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According to Kahneman, the fast system is more error-prone but can improve our chances of survival by enabling us to anticipate serious threats and recognize promising opportunities. The slower thinking system, on the other hand, can enable us to make less bad decisions by using the ability to think critically and analyze.
Acknowledging that both systems generally work when people are in the thinking phase, Kahneman argues that there is a great possibility that the intuitive system can cloud reasoning.
Intuition Vs. Rational Thinking: How Much Can We Trust Our Intuition; Scholars defending the other thesis argue that intuition can lead to effective decision making more widely than Kahneman suggests. Gerd Gigerenzer of the Max Planck Institute for Human Development in Berlin; from those who say that intuition has a greater role in effective decision making. According to Gigerenzer, people should mostly trust their intuition, especially when the problems encountered are complex. Gigerenzer claims that the value of intuition is underappreciated and adds: “Intuition is a form of unconscious intelligence.”
The system, which Kahneman argues causes errors in its perception, can achieve an infrastructure that Gigerenzer claims can be based on reliable information. For example, someone who wants to buy good running shoes can skip the research and brain work by buying the same running shoes that his friend, who is an experienced runner, uses.
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An article published at the University of Amsterdam in 2006 by Ap Dijksterhuis and colleagues describes a similarly positive view of the value of intuition. The researchers put the “careless negotiation” hypothesis to the test, and they conclude: “While conscious thinking makes the most sense for simple decisions (for example, what size pan to use for cooking), it can actually complicate things when considering more complex issues like buying a skillet.”
Intuition Vs. Rational Thinking: How Much Can We Trust Our Intuition; In one of his experiments, subjects asked about gas consumption and luggage space, etc. They are asked to choose which of the four cars is the best, taking into account four characteristics. One group of subjects has four minutes to think about the decision, while another group is asked to come to a conclusion by solving the brainstorming.
The group that is distracted by brain training makes more wrong choices than those who can think without being distracted. However, the results change when participants are asked to evaluate 12 features. Those who are not distracted choose tools that are less qualified than those who do brain training this time.
Of course, real-world problems are much more complex than problems created artificially in laboratory experiments. For this reason, formations such as the “Natural Decision Making Movement” began to emerge in the late 1980s, which tried to determine how people make decisions in real life. Research has been conducted to examine how firefighters, nurses, managers and pilots use their experience to cope with challenging situations involving time pressure, uncertainty and organizational constraints.
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Intuition Vs. Rational Thinking: How Much Can We Trust Our Intuition; As a result of these studies, they found that highly experienced individuals in their fields “tend to compare patterns” when making decisions. These people are able to distinguish the similarities, repetitions and differences between the information presented to them and their past experiences.
They then imagine how a particular situation might turn out. Thanks to this mentality, they often take relevant decisions quickly and competently. In addition, the certainty of the decision maker; It has also been revealed that it is not directly proportional to the increase in the knowledge of that person. On the contrary, a decrease was observed in the effectiveness of the decision made with excessive information.
