The contribution of mental simulation to the development of intuition

Steffen, Bianca; Göller, Michael; Harteis, Christian

doi:10.4337/9781788979757.00028

Cited by 1 publication

(1 citation statement)

References 0 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Consequently, this mental training allows individuals to come to appropriate and successful solutions within complex and suddenly emerging situations (Steffen, Goller, & Harteis, 2020). For a detailed description of mental simulation and its contribution to intuitive decision-making, see Steffen et al (2020). Public servants should be encouraged to implement the use of mental simulation strategies within their professional learning environment.…”

Section: Managerial Implicationsmentioning

confidence: 99%

Before Virtuous Practice. Public and Private Sector-Specific Preferences for Intuition and Deliberation in Decision-Making

et al. 2022

Self Cite

View full text Add to dashboard Cite

There are a number of well-established concepts explaining decision-making.The sociology of wise practice within public administration suggests that thinking preferences like the use of intuition form a cornerstone of public administrators' virtuous practice. This contribution uses conceptual and theoretical resources from the behavioral sciences and public administration to account for individual level differences of employees with regard to thinking preferences in the public sector. Institutional frameworks and social structures may enable or impede the habituation of virtue. The contribution empirically investigates this proposition with respondents from North America and the European Union. The analysis investigates the behavioral dimension preference for intuition/preference for deliberation. An analysis of data from 333 employees from organizations in North America and 1644 employees from organizations in the EU reveal prevalent differences in the preference for thinking styles. The public and private sector differ significantly in terms of the preference for rational as well as for intuitive thinking. What is exciting is that private employees rank higher than public employees on both scales, whereas the difference in rational thinking shows a small effect and the effect size in regard of intuitive thinking is negligible. We explore possible explanations for such differences and similarities.

show abstract

Section: Managerial Implicationsmentioning

confidence: 99%