Cover image for Bursting the big data bubble : the case for intuition-based decision making
Title:
Bursting the big data bubble : the case for intuition-based decision making
Publication Information:
Boca Raton : Auerbach Publications, 2015
Physical Description:
xviii, 333 pages : illustrations ; 24 cm.
ISBN:
9781482228854
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30000010343223 BF315.5 B87 2015 Open Access Book Book
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Summary

Summary

As we get caught up in the quagmire of Big Data and analytics, it remains critically important to be able to reflect and apply insights, experience, and intuition to your decision-making process. In fact, a recent research study at Tel Aviv University found that executives who relied on their intuition were 90 percent accurate in their decisions.

Bursting the Big Data Bubble: The Case for Intuition-Based Decision Making focuses on this intuition-based decision making. The book does not discount data-based decision making, especially for decisions that are important and complex. Instead, it emphasizes the importance of applying intuition, gut feel, spirituality, experiential learning, and insight as key factors in the executive decision-making process.

Explaining how intuition is a product of past experience, learning, and ambient factors, the text outlines methods that will help to enhance your data-driven decision-making process with intuition-based decision making. The first part of the book, the "Research Track", presents contributions from leading researchers worldwide on the topic of intuition-based decision making as applied to management.

In the second part of the book, the "Practice Track," global executives and senior managers in industry, government, universities, and not-for-profits present vignettes that illustrate how they have used their intuition in making key decisions.

The research part of the book helps to frame the problem and address leading research in intuition-based decision making. The second part then explains how to apply these intuition-based concepts and issues in your own decision-making process.


Author Notes

Dr. Jay Liebowitz is the DiSanto Visiting Chair in Applied Business and Finance, Harrisburg University of Science and Technology in Pennsylvania. He was previously the Orkand Endowed Chair of Management and Technology in the Graduate School at the University of Maryland University College and was also a professor in the Carey Business School at Johns Hopkins University.

He was ranked one of the top 10 knowledge management researchers/practitioners out of 11,000 worldwide, and was ranked #2 in KM Strategy worldwide according to the January 2010 Journal of Knowledge Management. At Johns Hopkins University, he was the founding Program Director for the Graduate Certificate in Competitive Intelligence and the Capstone Director of the MS-Information and Telecommunications Systems for Business Program, where he engaged over 30 organizations in industry, government, and not-for-profits in capstone projects.

Prior to joining Hopkins, Dr. Liebowitz was the first Knowledge Management Officer at NASA Goddard Space Flight Center. Before NASA, Dr. Liebowitz was the Robert W. Deutsch Distinguished Professor of Information Systems at the University of Maryland-Baltimore County, Professor of Management Science at George Washington University, and Chair of Artificial Intelligence at the U.S. Army War College.

Dr. Liebowitz is the Founder and Editor-in-Chief of Expert Systems With Applications: An International Journal (Elsevier), which is ranked third worldwide for intelligent systems/AI-related journals, according to the most recent Thomson impact factors. The ESWA Journal had 1.8 million articles downloaded worldwide in 2011. He is a Fulbright Scholar, IEEE-USA Federal Communications Commission Executive Fellow, and Computer Educator of the Year (International Association for Computer Information Systems). He has published over 40 books and a myriad of journal articles on knowledge management, intelligent syste


Table of Contents

Eugene Sadler-SmithMartin RobsonCinla AkinciJames HowardJaana WoiceshynLisa A. Burke-SmalleyDenise ChengerEric J. McNulty and Leonard J. Marcus and Barry C. DornSusan K. NeelyLynn Pasquerella and Caroline S. Clauss-EhlersTara M. SullivanDonald S. OrkandJohn L. JacobsMarta SinclairDavid F. RicoSimon Y. LiuRamon C. BarquinJoan MarquesLesley-Ann ShneierDavid Harper and Ramesh MenonAndrew IsersonMelanie P. CohenMichelle MasonLinda HummelRick SmithDieter H. Früauff and Marion Kahrens
Prefacep. ix
About the Editorp. xiii
Contributorsp. xv
Part I Research Track
Chapter 1 Researching Intuition: A Curious Passionp. 3
Chapter 2 Feeling Our Way with Intuitionp. 21
Chapter 3 Stories Of Intuition-Based Decisions: Evidence For Dual Systems Of Thinkingp. 39
Chapter 4 Heuristic, Intuition, or Impulse: How to Tell the Difference and Why It Is Important to Decision Makersp. 59
Chapter 5 Making Effective Decisions by Integrating: Interaction of Reason and Intuitionp. 73
Chapter 6 Intuition: A Decision Aid in Academep. 87
Chapter 7 Capital Decisions in the Retail Industryp. 95
Part II Practice Track
Chapter 8 Intuition and Crisis Leadershipp. 109
Chapter 9 Intuition: The Competitive Differential for Successful Leadersp. 121
Chapter 10 Giving Voice to Intuition in Overcoming Moral Distressp. 131
Chapter 11 Actively Listening to Better Respond to Health and Development Needsp. 141
Chapter 12 Intuitive and Analytical Decision Makingp. 149
Chapter 13 QQQ-Delivering Success through Integration of Quantitative and Qualitative Models or "None of Us Is as Smart as All of Us"p. 161
Chapter 14 Appendix Named Filipep. 177
Chapter 15 Managing Projects As Though People Mattered: Using Soft Skills And Project Management Tools For Successful Enterprise Transformationp. 187
Chapter 16 Harness Common Sense for Decision Makingp. 203
Chapter 17 Ten Commandments of Computer Ethics: A Case Study in Intuition-Based Decision Makingp. 213
Chapter 18 Don't Take It Personal: An Intuitive Approach to a Simple but Delicate Matterp. 225
Chapter 19 Let's Have A Knowledge Conference!p. 235
Chapter 20 Coping in a Big Data Environment: Analytics and Alignment with Organizational Change and Learningp. 243
Chapter 21 Solving an Employee Turnover Issue Through Offshore Outsourcingp. 259
Chapter 22 Why I Continued When Reason and Logic Dictated Otherwisep. 269
Chapter 23 Decision Making: Intuitive, Evidence, Or Hybrid Approach?p. 279
Chapter 24 Conquering the "We Don't Know What We Don't Know" Dilemma by Connecting People to Expertsp. 285
Chapter 25 Intuition: How Experience and Values Helped Create a Successful Careerp. 297
Chapter 26 Application of Intuition-Based Management in an Administrative Project: An Airport Industry Case (Frankfurt Airport)p. 309
Indexp. 323