Using Intuition to Strengthen Administrative Decision-Making

AuthorNiraj Kumar,Anshul Taneja
Published date01 March 2023
Date01 March 2023
Subject MatterArticles
Using Intuition to
Niraj Kumar1 and Anshul Taneja2
Decision-making effectiveness is vital for government functioning and its
administration. However, this greatly impacts the changing circumstances of
uncertainty and ambiguity. Intuition offers a viable way forward by integrating
it with rational thinking and decision-making. It has a scientific basis and can be
developed as a skill. It has been found to be helpful to point out the way forward
dealing with uncertainty, recognising patterns and handling information overloads.
The challenge lies in how to harness this skill. In this paper, a number of ways are
discussed to integrate intuition into the workplace, enabling the organisation to
support this process and ultimately merge it into the day-to-day decision-making.
Intuition, decision-making, public administration, effective decisions, intuition
People with high levels of personal mastery do not set out to integrate reason and
intuition. Rather, they achieve it naturally as a byproduct of their commitment to use all
resources at their disposal. They cannot aord to choose between reason and intuition,
or head and heart, any more than they would choose to walk on one leg or see with
one eye. Future decision making using intuition will have a greater role for individuals
in leadership positions and in understanding complex organizations which allow
individuals to deal with the inherent uncertainty and complexity.
—Senge (1990)
The entire panorama of public administration revolves around taking eective
decisions. The central force of governance rests on fruitful administrative decision-
making. While legislation and policy are of primary importance, eective administra-
tive decisions lie at the heart of administrative government. Administrative decisions
Indian Journal of Public
69(1) 59–71, 2023
© 2022 IIPA
Reprints and permissions:
DOI: 10.1177/00195561221128625
1 Department of Political Science, Maharaja Agrasen College, University of Delhi, Delhi, India.
2 Department of Business Economics, Maharaja Agrasen College, University of Delhi, Delhi, India.
Corresponding author:
Niraj Kumar, Department of Political Science, Maharaja Agrasen College, University of Delhi,
Vasundhara Enclave, Delhi 110096, India.

To continue reading

Request your trial

VLEX uses login cookies to provide you with a better browsing experience. If you click on 'Accept' or continue browsing this site we consider that you accept our cookie policy. ACCEPT