[阅读理解]

【题干】Passag2
The majority of successful senior managers do not closely follow the classical rational model of first clarifying goals,
assessing the problem, formulating options, estimating likelihood of success, making a decision, and only then taking action to
implement the decision. Rather, in their day-to-day tactical maneuvers, these senior executives rely on what is vaguely termed
“intuition” to manage a network of interrelated problems that require them to deal with ambiguity, inconsistency, novelty and
surprise, and to integrate action into the process of thinking.
Generations of writers on management have recognized that some practicing managers rely heavily on intuition. In general,
however, such writers display a poor grasp of what intuition is. Some see it as the opposite of rationality. Other view it as an
excuse for capriciousness.
Isenberg’s recent research on the cognitive process of senior managers reveals that managers intuition is neither of these.
Rather, senior managers use intuition in at least five distinct ways. First, they intuitively sense when a problem exists. Second,
managers rely on intuition to perform well-learned behavior patterns rapidly. This intuition is not arbitrary or irrational but is
based on years of painstaking practice and hands-on experience that build skills. A third function of intuition is to synthesize
isolated bits of data and practice into an integrated picture, often in an "Aha" experience. Fourth, some managers use intuition
as a check on the results of more rational analysis. Most senior executives are familiar with the formal decision analysis models
and tools, and those who use such systematic methods for reaching decisions are occasionally leery of solutions suggested by
these method which run counter their sense of the correct course of action. Finally, managers can use intuition to bypass
in-depth analysis and move rapidly to engender a plausible solution. Used in this way, intuition is an almost instantaneous
cognitive process in which a manager recognizes familiar patterns.
One of the implications of the intuitive style of executive management is that “thinking” is inseparable from acting. Since
managers often “know” what is right before they can analyze and explain it, they frequently act first and explain later. An
analysis is inextricably tied to action in thinking action cycles, in which managers develop thoughts about their companies and
organizations not by analyzing a problematic situation and then acting, but by acting and analyzing in close concert.
Given great uncertainty of many of the management issues that they face, senior managers often instigate a course of
action simply to learn more about an issue. They then use the results of the action to develop a more complete understanding of
the issuer One implication of thinking acting cycle is that action is often part of defining the problem, not just implementing the
solution.

【题目】The passage provides support for which of the following statements?
A. Managers who rely on intuition are more successful than those who rely on formal decision analysis.
B. Managers cannot justify their intuitive decisions.
C. Managers' intuition works contrary to their rational and analytical skills
D. Intuition rabies managers to employ their practical experience more efficiently.

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