The problem and the solution. Intuitions are rapid, affectively charged judgments arrived at without conscious awareness of the reasoning processes involved. Intuiting is one of the principal means by which managers and other professionals are able arrive at judgments in relation to complex problems in loosely structured environments. Intuition has the potential to influence, inform, and enhance not only the learning of the individual actor but the development of shared meaning, also. This article explicates a theoretical model based on “feed-forward” and “feedback” relationships between “intuiting” and “interpreting.” Some of the implications of intuition as a difficult-to-articulate and difficult-to-capture aspect of human capital are explored. Suggestions are offered both for how intuition may be nurtured and managed in the institutional setting of business organizations, and how researchers might further examine the role that intuition plays in collective learning processes and the development of shared meaning.
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