Thesis (M.F.A.)--West Virginia University, 2000. / Title from document title page. Document formatted into pages; contains iii, 15 p. : col. ill. Includes abstract. Vita.

Inaug. Diss.--Breslau. / Vita. Includes bibliography.

Thesis (D.A.)--Illinois State University, 1990. / Title from title page screen, viewed November 29, 2005. Dissertation Committee: Russell Rutter (chair), Douglas D. Hesse, Janice G. Neuleib, Ronald J. Fortune, Robert L. Baker. Includes bibliographical references (leaves 196-203) and abstract. Also available in print.

Thèse (Ph. D.)--Université Laval, 2004. / Titre de l'écran-titre (visionné le 29 novembre 2004). Bibliogr.

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Abstract Intuition is one of human¡¦s instincts. It plays a major part in our daily decision-making. However, people experience intuition to different extents. Some may have deeper experience than others. Some may depend much on intuition in making decisions, while others tend to depend more on reason. Although there is risk in intuitional decision-making, many chiefs of businesses believe that intuition can be reliable for decision-making and therefore have made good achievements. The study investigated the intuition-experiential ability and intuition-experiential engagement of the chiefs in Kaohsiung¡¦s metals model industries and the degree of trust for intuitional decision-making of practical management on their company. The study found that the chief¡¦s age and years of service are not related to their trust in intuitional decision-making; intuition-experiential ability is also not related to their trust in intuitional decision-making. However, the intuition-experiential engagement is related to their trust in intuitional decision-making. The academic contribution this study makes is arranging intuitional conceptions and developing intuitional decision-making model, so that people can understand intuition better and come to have faith in intuition. Moreover, it raises Taiwanese people¡¦s interest in the research of intuition. This study concludes that, in aspect of practice of enterprises, chiefs can trust more in and make use of their intuition.

Zugleich: Diss. Humanwiss. Bern. / Literaturverz.

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Two contrasting forms of advice for decision-makers are to either follow one’s heart (emotions) or one’s head (reason). This is a false dichotomy – but how should decision-makers combine heart and head? Decisions can be fruitfully analysed as a set of components: a decision-problem embedded within an on-going situation, with values-at-stake, possible options-with-consequences, choice, action and review. Structured decision-making models (head theories) approach this multifaceted nature of decisions by a divide-and-conquer strategy with thinking tasks provided to help decision-makers clarify the decision-problem, identify important values-at-stake, find credible options, choose the most credible option, act effectively and fairly review the outcomes of the choice. Emotions are complex and can also fruitfully be analysed as a set of components: an appraisal of a situation’s implication for the actor’s goals and values, bodily and cognitive changes, phenomenological experience and desires. Emotions can both help and hinder decision making, so wise decision-makers should neither ignore nor rely upon emotions, but instead treat emotions as fallible resources. The complex nature of emotions implies that different emotion-enabled tasks might assist decision-makers for different components of the decision. On the basis of this analysis an emotion-enabled, structured, decision-making procedure was developed and investigated by taking ten participants with decision dilemmas through the procedure. This investigation, based on repeated use of the Hermeneutic Single-Case Efficacy Design, provided some initial support for the effectiveness of the model: participants found the procedure generally helpful (p < 0.005), had increased confidence in their final choice (p < 0.005), which at follow-up they were satisfied with (p < 0.005). The use of emotions as fallible resources was also investigated through tracing emotion-enabled changes in participants’ decision making. Suggestions for further development and investigation of integrating emotions into structured approaches are offered.