Intuition at Work: Why Developing Your Gut Instincts Will Make You Better at What You Do

By G. Klein. 2002

169 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/729f6739687c980d2958b3da28458f265d73095d

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Citations in the corpus

Sensemaking and emotion in organizations (2013, background): “…feeling of ‘‘concern’’ in response to unexpected changes in a patient (e.g., differences in how a baby looks) that results in the systematic development and testing of hypotheses (e.g., through blood tests, urine output, etc.) that can explain the discrepancy (Klein, 2003; Weick et al., 2005).”
Developing Leaders for Decision Making Under Stress: Wildland Firefighters in the South Canyon Fire and Its Aftermath (2005, background): “Managers tend to fall recurrently into what Russo and Schoemaker (1990) have termed “decision traps,” and a host of reasons for such suboptimal decisions has been identified by a range of investigators (Chiles, 2001; Hammond, 2000; Kahneman, 2003; Klein, 1998, 2003; Russo & Schoemaker, 2002).”
The role of construction, intuition, and justification in responding to ethical issues at work: The sensemaking-intuition model (2007, background): “Several accounts (Burke & Miller, 1999; Klein, 2002; Way, 1995) portray managerial work as work in which quick reactions are needed and in which managers use experience (Sadler-Smith & Shefy, 2004), such as using pattern matching to a preexisting category (Behling & Eckel, 1991; Crossan, Lane, &…”
Organizational resilience: Towards a theory and research agenda (2007, unknown): “Emotion also seems to be at the center of how and why resilient organizations are able to detect weak signals when they are still emerging (Klein, 2002).”
Untangling the Intuition Mess: Intuition as a Construct in Entrepreneurship Research (2005, background): “And entrepreneurship practitioners consistently cite intuition as an important reason for their achievements (Agor, 1984; Block, 1990; Fox, 1981; Hayashi, 2001; Isaack, 1978; Klein, 2003; Lewis & Leyser, 2002; Lynch, 2002).”
Assessing Rational and Intuitive Thinking Styles (2009, background): “Other researchers also increasingly find evidence that, depending mainly on the complexity of the task, intuitive thinking can be as powerful and accurate as analysis (Dijksterhuis, 2004; Klein, 2003; Witteman & Van den Bercken, 2007; for an overview of studies that directly compare intuitive and de”
Diversity in the determinants of food choice: A psychological perspective (2009, background): “It is fast and it can in many cases be powerful and accurate as in skilled decision makers, who often do better when they trust their intuition than when they make extensive deliberations (Klein, 2003).”
Engaging tacit knowledge in support of organizational learning (2008, background): “To develop intuitive skills requires making sure that your experiences are meaningful, that is, having specific objectives in mind such as how to size up situations quickly and develop a good sense of what will happen next (Klein, 2003).”