De l’intuition dans la décision des managers de l’action publique

Bertolucci, Marius; Pinzon, Juan David

doi:10.3166/rfg.251.115-130

Cited by 3 publications

(2 citation statements)

References 31 publications

(55 reference statements)

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“…Indeed, the literature has shown that certain types of intuitions are not accessible to novices. We therefore included in our sample respondents with recognised expertise in their field (Dane & Pratt, 2007), whom we identified on the basis of the length of their professional experience (Glöckner & Witteman, 2010), their hierarchical level (Bertolucci & Pinzon, 2015) and the recommendations of their peers (Kahneman & Klein, 2009). Furthermore, we decided to interview middle managers in organisations with at least 50 members in order to maximise the chances of identifying legitimation episodes, because middle managers are often confronted with complex situations and have to legitimate their intuitions to their superiors, their peers or their subordinates.…”

Section: Methodsmentioning

confidence: 99%

“…To managers, rationality appears to be self-evident, as much because it is performative (Cabantous & Gond, 2011) as because this mental model is implicit in current management education (Czarniawska, 2003). In this light, intuitions naturally appear dubious (Bertolucci & Pinzon, 2015) *Corresponding author: Isabelle Bouty, Email: isabelle.bouty@dauphine.psl.eu Business Voice…”

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When to Talk and When to Keep It to yourself? Strategies for Legitimating Managerial Intuitions in An Organisational Context

Le Gousse,

Bouty

2024

mgmt

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The purpose of this study is to explore the strategies deployed by managers in organisations to legitimate their intuitions. Managerial practice is a continual process of emergence and integration of problems and projects, and by which managers navigate a complex world. To do so, they rely partly on their intuitions, whose effectiveness has largely been demonstrated in the literature. However, the rational model is still considered the optimal cognition and decision-making process in organisations. The persistence of the myth of rationality compels managers to deploy strategies to legitimate their intuitions. But these strategies are poorly understood. The aim of this study therefore was to describe them. For this purpose, we collected 191 accounts of episodes where managers legitimated their intuitions. Our analysis of these accounts revealed seven intuition legitimation strategies. Some of these strategies had not previously been identified in the institutional literature (personalisation, transparency, exploration and compound strategy). For others which had already been partly described (rationalisation, manipulation and relational strategy), we show that managers deploy new modes. These results contribute to the knowledge of legitimation strategies from a conceptual point of view. They also shed some light on the mistrust of intuition that still prevails in organisations, despite its importance.

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Section: Methodsmentioning

confidence: 99%

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confidence: 99%

When to Talk and When to Keep It to yourself? Strategies for Legitimating Managerial Intuitions in An Organisational Context

Le Gousse,

Bouty

2024

mgmt

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Arquitectura participativa: investigación-acción en torno al diseño de un establecimiento educacional

Camerati¹

2016

Sociétés

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Cet article traite d’une recherche-action (Goyette & Lessard-Hebert, 1987) réalisée dans un établissement scolaire public dans la commune de Peñalolén, à Santiago du Chili. Le défi de cette recherche a été de développer une méthodologie participative, capable de traduire les opinions, les inquiétudes, les désirs, les sensations et les coutumes d’une communauté éducative spécifique dans des données compréhensibles et utilisables par les architectes qui créeraient l’œuvre en question. En définitive, cet article décrira un processus conjoint de travail entre des architectes, des sociologues et une communauté éducative donnée, un processus visant à développer une méthode participative qui permettra un lien et une harmonie entre les utilisateurs, l’architecture et le lieu.

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Compétences, connaissances et croyances collectives

Guirou¹

2017

Activités Et Collectifs

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De l’intuition dans la décision des managers de l’action publique

Abstract: De l'intuition dans la décision des managers de l'action publique Le cas du pilotage des réseaux territorialisés d'organisations 1. Avec le soutien financier de la Direction générale de l'armement.

Cited by 3 publications

References 31 publications

When to Talk and When to Keep It to yourself? Strategies for Legitimating Managerial Intuitions in An Organisational Context

When to Talk and When to Keep It to yourself? Strategies for Legitimating Managerial Intuitions in An Organisational Context

Arquitectura participativa: investigación-acción en torno al diseño de un establecimiento educacional

Compétences, connaissances et croyances collectives

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