Understanding intuition: The case for two forms of intuition

Fran Ackermann,Viktor Dörfler

doi:10.1177/1350507611434686

Abstract

Since the recent rejuvenation of intuition research within the management literature, significant work has been done on conceptualizing intuition. Whilst remarkable progress has been achieved in many areas of intuition, the role of intuition in creativity remains comparatively under-researched. Through an extensive review of intuition literature, we believe that a reason for this could be that intuition in the management literature is generally conceptualized as judgement. In this article we aim to extend our understanding of intuition in creativity by distinguishing between intuitive judgment and intuitive insight. Strengthening our case, this article builds on two previous research projects. The first focuses on literature-based features of intuition and the second project builds a conceptual model of knowledge types. Further informing the argument is Polanyi’s distinction of focal and subsidiary awareness. These considerations lead us to propose that there are two distinct kinds of intuition – intuitive judgement and intuitive insight.

Highlights

The main contribution of this article is introducing the distinction between intuitive insight and intuitive judgement
Once we managed to conceptually delineate intuitive judgement from intuitive insight, we found some traces of similar ideas in the literature, these were not elaborated in any substantial detail
Based on two earlier research projects, we distinguish between intuitive judgement and intuitive insight

Summary

Introduction

The main contribution of this article is introducing the distinction between intuitive insight and intuitive judgement. The significance of distinguishing between these two concepts is that it provides us with a better understanding of the role of intuition in creativity, which is the least understood and researched area of intuition in management research. Our findings help elucidate a better understanding of creativity and extend our knowledge of intuition. This is potentially valuable to knowledge-oriented organizations (Argyris and Schön, 1978; Davenport and Prusak, 2000) who place considerable emphasis on creativity, in the area of R&D, and in a wide variety of business functions. In particular the article explores the literature beyond management research to gather evidence about the use of intuition in creativity, and ventures into Polanyi’s philosophy and Jung’s psychology, amongst others, for helpful supplementary models

Objectives

Discussion

Conclusion