Someone should consider relying on intuition if the problem involves few considerations and/or lacks complexity, if there are few alternatives courses of action to consider, if the decision does not have significant impact, if there are few stakeholders, and/or if there is only one decision maker.

There are some decisions that should always involve careful consideration and deliberation, no matter how experienced or powerful a person is. An interesting thing to note is that the higher in an organizational chart an employee is, the more they should use decision-making analysis instead of intuition. This is because people at the top of the organizational chart are generally making more strategic decisions; these decisions do not have a singular right answer, as they are reliant on both a variety of current conditions and a variety of future conditions.

I believe that thinking intuitively can be developed. If the situation or conditions are the same or similar, a pattern will begin to emerge, and actions can become intuitive. However, I believe true intuitive thinking is more closely related to wisdom and the ability to apply elements of past experiences to novel circumstances. As with problem solving, I believe that life experience and conditions contribute to someone's ability. I believe that if someone has many experiences that require intuitive thinking, they will begin to develop the skill. I also believe that there are certain characteristics that make it easier for someone to develop intuitive thinking. For instance, if a person is highly reflective, or if they have a wise third party to help guide their reflections, they will be able to recognize patterns or situations in a way that can trigger intuitive thinking and reactions.

I am not sure if there is a limit as to how fast a decision can be made; I believe that this is highly tied to the person making the decision, how intelligent they are, what their past experiences are, how complex the situation is, etc. The consequences of making decisions quickly is that there may be unconsidered factors that could influence the implementation of the solution. If the organization constantly makes and changes their decisions, trust can be eroded, which can have negative effects on employee morale and productivity. Instead, decisions should be able to be explained well.

I believe that training employees on various types of problem solving schematics could foster intuitive thinking. Although this next practice could reduce diversity of thought and experience, you could also put people who have demonstrated experience in the decision-making seat.

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