The majority of successful senior managers do not closely follow the classical rational model of first clarifying goals, assessing the problem, formulating options, estimating likelihoods of success, making a decision, and only then taking action to implement the decision. Rather, in their day-by-day tactical maneuvers, these senior executives rely on what is vaguely termed intuition to manage a network of interrelated problems that require them to deal with ambiguity, inconsistency, novelty, and surprise； and to integrate action into the process of thinking.

　　Generations of writers on management have recognized that some practicing managers rely heavily on intuition. In general, however, such writers display a poor grasp of what intuition is. Some see it as the opposite of rationality;others view it as an excuse for capriciousness.

　　Isenberg's recent research on the cognitive processes of senior managers reveals that managers' intuition is neither of these. Rather, senior managers use intuition in at least five distinct ways. First, they intuitively sense when a problem exists. Second, managers rely on intuition to perform well-learned behavior patterns rapidly. This intuition is not arbitrary or irrational, but is based on years of painstaking practice and hands-on experience that build skills. A third function of intuition is to synthesize isolated bits of data and practice into an integrated picture, often in an Aha！ experience. Fourth, some managers use intuition as a check on the results of more rational analysis. Most senior executives are familiar with the formal decision analysis models and tools, and those who use such systematic methods for reaching decisions are occasionally leery of solutions suggested by these methods which run counter to their sense of the correct course of action. Finally, managers can use intuition to bypass in-depth analysis and move rapidly to engender a plausible solution. Used in this way, intuition is an almost instantaneous cognitive process in which a manager recognizes familiar patterns.

　　One of the implications of the intuitive style of executive management is that thinking is inseparable from acting. Since managers often know what is right before they can analyze and explain it, they frequently act first and explain later. Analysis is inextricably tied to action in thinking/acting cycles, in which managers develop thoughts about their companies and organizations not by analyzing a problematic situation and then acting, but by acting and analyzing in close concert.

　　Given the great uncertainty of many of the management issues that they face, senior managers often instigate a course of action simply to learn more about an issue. They then use the results of the action to develop a more complete understanding of the issue. One implication of thinking/acting cycles is that action is often part of defining the problem, not just of implementing the solution.

　　1. According to the text, senior managers use intuition in all of the following ways EXCEPT to

　　[A] speed up of the creation of a solution to a problem.

　　[B] identify a problem.

　　[C] bring together disparate facts.

　　[D] stipulate clear goals.

　　2. The text suggests which of the following about the writers on management mentioned in line 1, paragraph 2？

　　[A] They have criticized managers for not following the classical rational model of decision analysis.

　　[B] They have not based their analyses on a sufficiently large sample of actual managers.

　　[C] They have relied in drawing their conclusions on what managers say rather than on what managers do.

　　[D] They have misunderstood how managers use intuition in making business decisions.

　　3. It can be inferred from the text that which of the following would most probably be one major difference in behavior between Manager X, who uses intuition to reach decisions, and Manager Y, who uses only formal decision analysis？

　　[A] Manager X analyzes first and then acts； Manager Y does not.

　　[B] Manager X checks possible solutions to a problem by systematic analysis； Manager Y does not.

　　[C] Manager X takes action in order to arrive at the solution to a problem； Manager Y does not.

　　[D] Manager Y draws on years of hands-on experience in creating a solution to a problem； Manager X does not.

　　4. The text provides support for which of the following statements？

　　[A] Managers who rely on intuition are more successful than those who rely on formal decision analysis.

　　[B] Managers cannot justify their intuitive decisions.

　　[C] Managers'' intuition works contrary to their rational and analytical skills.

　　[D] Intuition enables managers to employ their practical experience more efficiently.

　　5. Which of the following best describes the organization of the first paragraph of the text？

　　[A] An assertion is made and a specific supporting example is given.

　　[B] A conventional model is dismissed and an alternative introduced.

　　[C] The results of recent research are introduced and summarized.

　　[D] Two opposing points of view are presented and evaluated.

　　[答案與考點解析]

　　1. 「答案」D

　　「考點解析」這是一道歸納推導題。本題題干中的senior managers暗示本題的答案信息在第三段,因為第三段首句包含題干中的senior managers。通過仔細閱讀和理解本段中所談到的五點,我們可推導出本題的正確選項是選項D.本題選項A、B、C所涉及的內容分別在本段的第五點、第一點和第三點提到�？忌�在解題時一定要學會認真歸納和總結原文所表達的每一層含義。

　　2. 「答案」D

　　「考點解析」這是一道句間關系題。題干已將本題的答案信息圈定在第二段。本段中的第二句是本題答案信息的比較主要來源,通過閱讀和理解此句,我們可推導出本題的正確選項是D.考生在解題時一定要適當理解上下句之間的關系。

　　3. 「答案」C

　　「考點解析」本題是一道審題定位題。題干中的who uses intuition to reach decisions暗示本題的答案信息在第四段,因為第四段首句含有和題干中who uses intuition to reach decisions大致相同的the intuitive style of executive management。通過仔細閱讀和理解第四段的每一句話,我們可發現第四段的第一句話都在強調act（行動）,可見本題的正確選項應該是強調行動的選項C.本題的答案信息來源是第四段的第二句話�？忌�在解題時一定要首先準確地審題定位,然后要善于歸納和理解原文中的中心主旨信息。

　　4. 「答案」D

　　「考點解析」本題是一道審題定位題。題干中并沒有明確指出本題答案信息在原文的準確位置。在這種情況下,考生往往迷失解題思路。在考生迷失解題思路時一定要牢記全文中心主旨,并且抓住各段的核心句。本文的中心主旨句在第一段的尾句。如果考生能夠抓住第一段的尾句,并結合第三段的第四、五句,就可以推導出本題的正確選項應該是D.考生在解題時,尤其是在迷失解題思路時,一定要首先抓全文的中心主旨句,同時還要抓一些明確表示啟承轉合關系的句子結構。

　　5. 「答案」B

　　「考點解析」本題是一道段落結構題。第一句話中的do not和第二句句首的rather是破解本題的關鍵。抓住這兩個關鍵就可以推導出本題的正確選項應該是B.考生在解題時一定要注意表示否定的詞語以及表示啟承轉合的詞語,更要注意句子之間的相互關系。

　　[參考譯文]

　　大部分成功的高層管理人員并不拘泥于傳統的推理模式,即：首先確定目標,然后估定問題,擺出各種可能性,估計成功率,再做決定,比較后才付諸行動去實施。相反,在這些人的日常決策過程中,他們靠一種定義模糊的直覺應付大量相關問題,這些問題使他們必須在一堆含糊不清,自相矛盾,奇特無比或者令人驚異的事物中做抉擇,而且在考慮過程中就要有相應的行動。

　　管理學作品的寫作者早就注意到了實踐當中一些管理者對直覺依賴很強。不過總的來說,這些寫作者未曾表達出什么叫做直覺。有些人將其視作理性的對立面,還有人認為它是反復無常的（做法、性格）的一個借口。

　　Isenberg比較近對高層管理人員認知過程的研究揭示了管理者的直覺并不是上述的任何一種情況。高層管理者是在五個不同的方面使用直覺。首先,他們直覺地感到有問題存在。第二,依靠直覺,管理者們能很快表現出有教養的行為方式。這種直覺并不是任意,非理性的,而是在多年實踐磨練,和親身體驗培養出的技能的基礎上形成。第三,直覺把一些零散的數據和實際情況組合為一個完整畫面,這經常表現為一聲Aha式的體驗。第四,有些管理者也應用直覺來檢驗更理性化分析的結果。大部分高層管理人員熟知傳統的決策分析模式和工具,那些使用這些正式的系統化方法做出決定的人經常會對一種情況保持警惕,那就是有時此方法得出的結論和他們對正確行為的感覺不符。比較后,管理者可通過直覺繞開深奧的分析而快速產生一個可能的解決辦法。這么使用時,直覺幾乎是一個瞬間的思維過程,這一模式為管理者所熟悉。

　　這些管理者用直覺方式的一個特點是思考和行動不能分開。由于（在這種方式中）管理者在分析和解釋問題之前就已經明白應該怎么去做,他們經常是先行動,后解釋。在思考—行動的循環中,分析是必不可少的。在這其中管理者們不是靠分析他們面對的形勢來思考其公司、組織的情況,而是行動和分析在高度一致地進行。

　　由于管理者們經常面對許多不確定的情況,他們鼓勵采取各種行動來對問題作一番深入了解。他們藉此對問題做出更深的體會。這種思考行為循環的一個特點即：行動是確定問題的一部分,而不只是解決問題的步驟。