abstract: Intuitive decision making refers to decision making based on situational pattern recognition, which happens without deliberation. It is a fast and effortless process that occurs without complete awareness. Moreover, it is believed that implicit learning is one means by which a foundation for intuitive decision making is developed. Accordingly, the present study investigated several factors that affect implicit learning and the development of intuitive decision making in a simulated real-world environment: (1) simple versus complex situational patterns; (2) the diversity of the patterns to which an individual is exposed; (3) the underlying mechanisms. The results showed that simple patterns led to higher levels of implicit learning and intuitive decision-making accuracy than complex patterns; increased diversity enhanced implicit learning and intuitive decision-making accuracy; and an embodied mechanism, labeling, contributes to the development of intuitive decision making in a simulated real-world environment. The results suggest that simulated real-world environments can provide the basis for training intuitive decision making, that diversity is influential in the process of training intuitive decision making, and that labeling contributes to the development of intuitive decision making. These results are interpreted in the context of applied situations such as military applications involving remotely piloted aircraft. / Dissertation/Thesis / Ph.D. Psychology 2011

Submitted by Paulo Junior (paulo.jr@fgv.br) on 2010-06-09T21:11:43Z No. of bitstreams: 1 MARIA ELENICE.pdf: 646305 bytes, checksum: 9c31b8322ae9f106bc61e87c1629ed2b (MD5) / Approved for entry into archive by Paulo Junior(paulo.jr@fgv.br) on 2010-06-09T21:12:06Z (GMT) No. of bitstreams: 1 MARIA ELENICE.pdf: 646305 bytes, checksum: 9c31b8322ae9f106bc61e87c1629ed2b (MD5) / Made available in DSpace on 2010-06-10T14:28:11Z (GMT). No. of bitstreams: 1 MARIA ELENICE.pdf: 646305 bytes, checksum: 9c31b8322ae9f106bc61e87c1629ed2b (MD5) Previous issue date: 2010-03-31 / This study aimed to identify and to analyze how managers of financial institutions recognize the use of intuition in decision-making process. It has also been investigated about whether intuitive knowledge are relevant or not to those managers, based on the assumption that bank managers perceive and use the intuitive dimension of knowledge, beyond the rational dimension of knowledge in their decision-making. It has been developed a research based on decision-making Theory and also on current studies on Intuition field available on published scientific literature. It has been done an academic literature research and also a field research, based on description and explanation, in a qualitative approach. The study collected qualitative data from 31 managers of financial institutions in their workplace. Those managers attended an Evoking Word Test, an interview and also answered to a previously prepared questionnaire with questions based on decision-making and intuition studies as research instruments. The result revealed that there is a relationship between the concept of intuition assumed by those managers and the concept of intuition studies. It has also been revealed that those managers have a clear perception that using intuition is important when it comes to decision-making and they actually appreciate that kind of knowledge. The result of the use of their intuition on decision-making are experience, feeling, hit, risk. It was confirmed that managers of financial institutions take into account their intuition when it comes to decisionmaking and that practice promote the growth of their effectiveness in the workplace. / Este estudo busca identificar e analisar de que forma gestores de instituições financeiras percebem o uso da intuição no processo decisório. Busca, também, identificar o grau de importância que é dada por esses gestores ao conhecimento intuitivo, partindo da suposição de que gestores bancários percebem e utilizam-se do conhecimento intuitivo, além do conhecimento racional nas suas tomadas de decisão. Para tanto, fez-se o levantamento da teoria da decisão e estudos sobre intuição na literatura disponível. O trabalho apresenta uma pesquisa de abordagem qualitativa, com finalidade descritiva e explicativa, e em relação aos meios foi bibliográfica e de campo. A pesquisa de campo foi feita com 31 gestores de organizações financeiras, realizadas no próprio local de trabalho. Os gestores foram submetidos ao teste de evocação de palavras, concederam entrevista e responderam a questionário previamente elaborado com questões retiradas das diferentes abordagens teóricas sobre intuição consultadas. O resultado revela que há uma relação entre o conceito de intuição apresentado pelos gestores e o conceito que aparece na literatura. Revela também que os gestores apresentam clara percepção quanto ao uso da intuição na decisão, dando grande valor a esse conhecimento. As formas de percepção do uso da intuição na decisão aparecem como experiência, sensação, acerto, risco. Constatou-se que os executivos levam em consideração a intuição para tomar suas decisões e que essa prática favorece a produtividade de seu trabalho.

This dissertation presents results from three research projects, which extend available findings in the area of psychology of decision-making. It focuses on intuitive decision-making, the role of context and its relationship to decisional satisfaction and well-being. First research project addressed the possibility of generalisation of selected intuitive heuristics on non-financial decisions. Despite some methodological issues, results show that we invest time more easily than money, and intuitive heuristics cannot be automatically generalized to time decisions. Second research project focuses on context and its impact on decisional satisfaction. It shows decisional satisfaction can be influenced through decisional context. Eliminating escalation of commitment impacted resulting satisfaction on an experiential level, although cognitive level remained intact. Last research project focused on interindividual differences in relation to decisional satisfaction and well-being. Results show that higher competence influences decisional style, but it only higher self-confidence, perceived decisiveness, comes with higher decisional satisfaction and well-being. Data from this study do not allow to make judgment as to the direction of a causal relationship. Nevertheless, it opens many new questions in the...