{"id":6378,"date":"2020-05-07T08:06:00","date_gmt":"2020-05-07T06:06:00","guid":{"rendered":"https:\/\/www.k-i-e.com\/?p=6378"},"modified":"2020-08-03T12:00:45","modified_gmt":"2020-08-03T10:00:45","slug":"227-2-en","status":"publish","type":"post","link":"https:\/\/www.k-i-e.com\/en\/227-2-en\/","title":{"rendered":"s227 The conflict between intuition and cognition wastes time and decision quality"},"content":{"rendered":"\n

It is an illusion to believe, not to be able to decide. Experience has shown that good decisions made safely and promptly are\nrare and are almost never brought about. Thus, we are more than justified in\nposing the question of whether and to what extent people can bring about good\ndecisions safely and promptly. <\/p>\n\n\n\n

The answer is: yes, this is possible for you and for everyone. To\nunderstand how this goal can be achieved, the sequence of desirable adjectives\nshould first be placed in the correct order: safe, timely and good. Second,  the meaning of the verb “to bring\nabout” should be clarified. <\/p>\n\n\n\n

In order to bring about good decisions safely and promptly, the human\ndecision systems should be used in the order defined by evolution and clearly\ndistinguished from the concept of the decision.  <\/p>\n\n\n\n

\"KiE:
Figure 01: Order Intuition-Cognition-Intuition<\/figcaption><\/figure><\/div>\n\n\n\n

The order:<\/p>\n\n\n\n

  1. KiE intuition\n(unrequested) <\/li>
  2. KiE cognition\n(with decision theories, models, concepts and tools) <\/li>
  3. KiE\nintuition (requested)<\/li><\/ol>\n\n\n\n

    Decision versus prioritization and the separation from the ideation<\/h2>\n\n\n\n

    The decision (Fig.02: 5.1) as a choice between at least two options is\nboth general and misleading. This description is misleading because the choice\nbetween two or more options (Fig.02: 2.1) would mean a prioritization (Fig.02:\n3). A decision in the strict sense means to decide for or against a single\noption (Fig.02: 3.1) to initiate an action. <\/p>\n\n\n\n

    KiE-DecisionMaking (Fig.02: 0) distinguishes between individual\ndecisions (Fig.02: 5.1), which are brought about by the KiE DecisionMaking Strategy\n(Fig.02: 4.1), and team decisions, which are brought about as a jointly\nsupported decision (Fig.02: 5.2) within the commitment process (Fig.02: 4.2). <\/p>\n\n\n\n

    In fact, on closer examination, an individual decision also involves an inner choice between two options: that is, between intuition and cognition or, put in everyday terms, gut and head. For all those who have to cope with making choices between several options, please refer to the KiE prioritization process (Fig.02: 3) (Graf 2018<\/a>). <\/p>\n\n\n\n

    \"KiE:
    Figure 02: Ideation and prioritization versus decision<\/figcaption><\/figure><\/div>\n\n\n\n

    If you have a problem or are faced with a challenge (Fig.02: 1) that\nneeds to be overcome, you will want to work out possible solutions (Fig.02:\n2.2). For this purpose, there is the Ideation Phase (Fig.02: 2), which lies in\nadvance of the Decision Phase (Fig.02: 4.1 & 4.2). The ideation phase, like\nits subsequent implementation phase, depends upon further decision-making\nprocesses, pointing to another more cyclical and nested process, to be discussed\nin a future paper. <\/p>\n\n\n\n

    An illusion: You cannot decide<\/h2>\n\n\n\n

    You will immediately object to this claim; still, what is the individual to do when feeling conflicted in the contradiction between head and gut, or when turning in circles on the carousel of thoughts? At this point, you have already entered cognition<\/a> (head), as  a cycle is only possible here. A DecisionMaking process that allows a cycle to take place bears the risk of repetition of an indefinite duration. Countless guidebooks deal with this perhaps most common decision-making phenomenon.  <\/p>\n\n\n\n

    By this stage, you have already ventured outside the KiE DecisionMaking Strategy and should return quickly. The return to mindfulness and to the decision-making process works most effectively if you consciously inhale and exhale twelve times. You can, for example, also focus on your big toes. Not that secret decision-making powers rest in your toes. The focus on the body creates a new emotive-cognitive cycle<\/a> and this thought cycle can be quickly completed. You can also use any other form of mindfulness exercise that helps you. I recommend breathing because breathing is available to you at any time and in any situation, and the relationship with your big toes can be tense at times. <\/p>\n\n\n\n

    With awareness and mindfulness exercises you can escape from blockages\nand cycles, but you still haven\u2019t reached a good decision.<\/p>\n\n\n\n

    So how does a decision-making process become reliable and timely? <\/h2>\n\n\n\n

    Reliable<\/strong> – with the intuitive decision<\/a> and above all with KiE intuition<\/a>, you have a form of decision making at your disposal with which you can make a reliable decision. As a conscious decision, you can consult the KiE-Intuition at any time and receive a guaranteed and selective answer on the KiE scale<\/a>. <\/p>\n\n\n\n

    With KiE-Intuition, step01 and step03 can be effortlessly and reliably\nbrought about. For the missing Step02 you need the cognitive system (Fig.04) <\/p>\n\n\n\n

    \"The
    Figure03: The KiE intuition – reliable, timely and effortless<\/figcaption><\/figure><\/div>\n\n\n\n

    The evaluation of the KiE intuition (Fig.03: 1) is available in a\nstandardized and accepted form as the KiE scale.<\/p>\n\n\n\n

    Timely<\/strong> – the KiE intuition (Fig03: 2) reacts, both unrequested and requested, after about 350 milliseconds (Libet 1983). Since the unrequested intuition is always run through, the decision time caused by the requested intuition adds up to just under one second. For many decision situations the KiE intuition is sufficient as a conscious decision. If you want to or have to or are able to justify your decision and are willing to invest time, you should (consciously) insert a cognitive decision. For important decisions, especially for business and project decisions, you have a wide range of methods at your disposal: e.g.  rational calculation, statistics, best practices, rational choice adapted with Prospect Theory-weighted decision matrices, SWOT analyses, risk and chances, opportunity costs, simulations and business war games, artificial intelligence, other decision formats as well as the possible engagement of consulting companies (Fig.04: 2). <\/p>\n\n\n\n

    Since the rational decision<\/a> does not exist, you are \u2018freed\u2019 to search for the best possible decision in endless loops (Simon 1965 & 1993). You can limit the cognitive phase with timeboxes<\/a> (based on agile methods) (Fig.04: 3), which are oriented towards the need for decision making. <\/p>\n\n\n\n

    \"KiE:
    Figure04: KiE cognition safely and promptly through timeboxes<\/figcaption><\/figure><\/div>\n\n\n\n

    The evaluation of KiE cognition is available in a standardized and\naccepted form as the KiE scale (Fig.04: 1).<\/p>\n\n\n\n

    How does the KiE DecisionMaking Strategy work? <\/h2>\n\n\n\n

    In the first step01, the emotive-cognitive cycle is deliberately and\ninnovatively interrupted  and the\nunrequested KiE intuition is recorded with the KiE scale (Fig.03: 1 and Fig.05:\nS1). As a second step02, the cognitive evaluation is determined (fig.04: 1 as\nwell as fig.05: S2). In the third step03, the KiE intuition is consciously requested\n(fig.03: 2 and fig.05: S3) and ends with a safe decision (fig.05:E), which is\nfollowed by a committed measure of action. The examination of the requested\nintuition (fig.05: S3) is essential to ensure that the decision is not\nboycotted by the inseparability of the decision systems on the way to\nimplementation. <\/p>\n\n\n\n

    The evaluation of the 3 steps is available in a standardized and\naccepted form as the KiE scale (Fig.05: S1, S2 & S3).<\/p>\n\n\n\n

    \"KiE:
    Figure 05: The KiE DecisionMaking Strategy<\/figcaption><\/figure><\/div>\n\n\n\n

    The evaluation with the KiE number (Fig.05: S1, S2 & S3) determines\nhow to proceed in the 3 steps referred to as Intuition-Cognition-Intuition: <\/p>\n\n\n\n