Intuition in Problem Solving
Intuition is the ability to understand something with ease without the need for reasoning consciously. It is also the acquisition of knowledge without interference and often conceived as a kind of inner perception regarded as a real lucidity. Intuition encompasses the ability of knowing valid solutions to problems and decision-making. For instance, the recognition-primed decision model explains how people make fast decisions without comparing options. Research shows how under time pressure, high stakes and change parameters, experts used their base of experience; identifying similar situations and easily choosing feasible solutions. Therefore, the model is a blend of intuition analysis also known as mental simulation; the analysis of a conscious and deliberate review of action courses.
There are examples of intuitions that take place in decision-making. To start with, there is the personal based intuition, and according to this approach, an act can be inappropriate when it makes things worse for the existing or the future person. These acts maximize the well-being of each present and future person and, therefore, cannot be wrong. The second intuition confers on the existence of a person. Though flawed, it is still worth having in a situation that the person in the absence of the act could have existed. The act does not worsen things or harm a person. The third clearly shows the non-identity situations. Thus, some acts that induce existence are wrong even when they do not worsen things or potentially harm people. Related intuitions collide in determining whether a given world is worse than another as the non-identity cases show one world being morally worse than another.
Intuition is knowledge and not wild guessing or supernatural inspiration. It is the ability used in everyday tasks. Most of a person’s daily life does not get determined by the conscious intentions and deliberate choices, but by the mental processes put into motion by the environmental features operating outside the conscious awareness and guidance. Most of the time, problems get solved without coming close to the conscious, keen analysis of the deliberative approach. In most cases, out of necessity, problem-solving is intuitive. The deliberative model of decision-making differentiates how intuitive decisions rely on a process producing solutions or ideas without the use of a conscious, or logical, systematic defensible process.
Responses of intuition are with apparent awareness; they involve little conscious deliberation. Experts use intuition that gets mostly informed by deliberation and reflection on past decisions through the recognition-primed decision-making strategy. According to this model, our life experiences give us a myriad of problem schemas. Thus, mental maps allow one to size up situations, viewing it as an example of a pro-type problem, understand its meaning and determine the best action to take. When a problem does not have obvious solutions, instead of systematically generating and comparing the number of options, evaluating a plausible option through mental simulation gets done by imagining the self-carrying it out. If it does not give a good out-come, evaluation of another plausible option should occur. A problem schema provides an agenda to the solver of the problem with a prefabricated agenda that focusses on thought and action. It expounds on important features of the problem situation. Important additional information that is necessary gets acquired and the action necessary in order to reach a solution gets developed. At this point, the decision maker can execute the solution without any deliberation or thought. Many problem schemas have stock solutions stored in the mind as part of the scheme itself. Recognition-primed decision-making often describes the mode of operation.
The schematic process is not the only key to recognition-primed decision-making, but in navigation of the everyday world. Every person, object and situation encountered is unique, but handling all of them in that perspective is impossible. In order to function, the world experiences are radically basic. Perception gets meaning when filtered through and incorporated into pre-existing cognitive elements like schemes. Learning through experiences helps one to acquire knowledge. The knowledge gets derived from the interconnection of experiences and effective orientations of an individual. A person’s various experiences and collective exposure avail a level of knowledge and consciousness that is relevant for learning.
In consideration of the human memory, it is important to recognize the limited number of information that a person can actively cope with in a given time. While the number of those affected by the development of new structures increases, the growth of knowledge requires the user to get engaged in elaborate activity that assimilates knowledge. Additionally, the demands on human learning and the memory can get reduced by providing appropriate cues in the flow of interaction and interface. In consideration of the nature revolving around human problem-solving, there is a need to recognize clearly what people bring to establish problem-solving strategies. These strategies get developed from solving past problems that are similar. Although these established strategies can get used in facilitating solutions, they can in the process create blockages that can get eliminated by changing the working environment. The strategies redefine flexibility of the issues and use the software to solve problems.
