Build creatively in the tension of ideas A reflection on various approaches to the role of intuition and affects in decision-making, can lead us to better understand the environment of innovation. The choice of “good” or “less good” ideas implies a decision (evaluation). The ideas will follow the path traced by the decision-makers and reach […]
Build creatively in the tension of ideas
A reflection on various approaches to the role of intuition and affects in decision-making, can lead us to better understand the environment of innovation.
The choice of “good” or “less good” ideas implies a decision (evaluation).
The ideas will follow the path traced by the decision-makers and reach or not to the level more desired, the innovation. These ideas can be selected by a personal choice of company decision-makers, or may arise in seeking resolution of a problem identified or simply can arise in a hallway and consider relevant.
In any case the ideas must be aligned with corporate strategy.
It is not surprising then that thousands of ideas just some or only one reaches its destination.
But the choices made by holding the power of decision are not only supported on databases and tables of well-designed demonstration, they also involve emotions that are often responsible for large positive changes for the company.
And these emotions in decision making are a function of information on pleasure and pain that do not involve cognitive assessment of the situation.
The emotions also communicate information to other people and provide us with information about our environment preparing us to act and thus experience deeper lived.
But how do these emotions convey the energy required to move from idea to implementation?
When we feel that something is a “job to be done” we exploit emotions towards demand for objectives, it is a feeling that is oriented to the future and is imbued with progress or development.
This feeling that we call intuition is linked to decision-making to leverage ideas through a chosen path and that is not always equal in an organization it is also very tacit knowledge.
When I speak of intuition, I think it can be neither entirely conscious nor totally unconscious.
This means that if the intuitive signals are aware, they can be monitored and their influence on behavior can be controlled by the individual in a flexible and context-sensitive.
Intuition can be seen as the use of cognitive models (heuristics) par excellence, and are byuild as rules based on experience and planning replacing other based on algorithmic search solutions that reaches out to correct after you have combined the problem with all possible solutions.
They are the so-called sacred values that contain strong emotions and lasting.
Sacred values are the values that are seen as absolutes and non-negotiable and, consequently, are not allowed to be traded with other values. These values are not normative assumptions or customary practices and considered good, are the result of the incorporation of social values and experiences.
“The assessment of the financial statements and the subsequent decision to invest or not is full of emotions, physiological responses and heuristic.”- Dilip Soman and Rina Yoo
Most of the emotions are socially constructed, and one of its main functions is to regulate and coordinate social interactions, which most people dominate intuitively, for better or for worse.
The idea, of policy makers or decision makers isolated and rational, has been replaced by the idea, of decision makers as social beings that communicate with each other and experience many emotions in the planning and coordination of their actions.
“Aesthetics and Emotions cannot be separated into numbers, but are still important elements in decision-making” – Roger Martin
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