Why going with your gut is not good enough

Fast Company
Reid Carr

I’m always impressed by folks I know who possess keen instincts for making the right decisions in the right place at the right time. You know the type; the ones that forgo reading the comprehensive, detailed analysis compiled by their staff in favor of going with their gut.

The reality is that while the executive’s decision may be right more often than not, when it goes bad, it goes REALLY bad.

Making key strategic decisions based solely on how it feels at that moment in time is as dangerous – if not more so – than getting caught up in every minute detail to the point that the opportunity is missed altogether. There’s been a great deal of writings over the years about how it’s important not to micromanage projects to death, but I would submit that the same hazards exist by not staying informed and involving other people’s intuition. The answer is finding the right balance between the benefits of getting enough supporting data without causing stagnation. Here are some ways to do it.

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