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　　The majority of successful senior managers do not closely follow the classical rational model of first clarifying goals,assessing the problem,formulating options,estimating likelihoods of success,making a decision,and only then taking action to implement the decision.Rather,in their day-by-day tactical maneuvers,these senior executives rely on what is vaguely termed“intuition”to manage a network of interrelated problems that require them to deal with ambiguity,inconsistency,novelty,_1_
　　Generations of writers on management have recognized that some practicing managers rely heavily on intuition.In general,however,such writers display a poor grasp of what intuition is._2_
　　Isenberg’s recent research on the cognitive processes of senior managers reveals that managers’intuition is neither of these.Rather,senior managers use intuition in at least five distinct ways.First,they intuitively sense when a problem exists.Second,managers rely on intuition to perform well-learned behavior patterns rapidly.This intuition is not arbitrary or irrational,but is based on years of painstaking practice and hands-on experience that build skills.A third function of intuition is to synthesize isolated bits of data and practice into an integrated picture,often in an“Aha!”experience.Fourth,some managers use intuition as a check on the results of more rational analysis.Most senior executives are familiar with the formal decision analysis models and tools,and those who use such systematic methods for reaching decisions are occasionally leery of solutions suggested by these methods which run counter to their sense of the correct course of action.Finally,managers can use intuition to bypass in-depth analysis and move rapidly to engender a plausible solution._3_
　　One of the implications of the intuitive style of executive management is that“thinking”is inseparable from acting.Since managers often“know”what is right before they can analyze and explain it,they frequently act first and explain later.Analysis is inextricably tied to action in thinking/acting cycles,in which managers develop thoughts about their companies and organizations not by analyzing a problematic situation and then acting,_4_
　　_5_senior managers often instigate a course of action simply to learn more about an issue.They then use the results of the action to develop a more complete understanding of the issue.One implication of thinking/acting cycles is that action is often part of defining the problem,not just of implementing the solution.
　　A.Given the great uncertainty of many of the management issues that they face,
　　B.and surprise;and to integrate action into the process of thinking.
　　C.What an Entrepreneurship Ecosystem Actually Is
　　D.Used in this way,intuition is an almost instantaneous cognitive process in which a manager recognizes familiar patterns.
　　E.Intuition and willfulness are consistent ideas
　　F.Some see it as the opposite of rationality;others view it as an excuse for capriciousness.
　　G.but by acting and analyzing in close concert.
　　参考答案：BFDGA
　　参考译文：
　　大多数成功的高级管理人员并不严格遵循经典的理性模型，即首先明确目标，评估问题，制定选项，估计成功的可能性，做出决策，然后才采取行动实施决策。相反，在他们日常的战术演习中，这些高级主管依靠被模糊地称为“直觉”来管理一个相互关联的问题网络，这些问题要求他们处理模糊性、不一致性、新颖性和惊讶性；以及将行动纳入思维过程。
　　一代又一代管理方面的作家已经认识到，一些执业经理严重依赖直觉。然而，一般来说，这些作家对直觉的理解很差。有些人把它看成是理性的反面，另一些人把它看成是任性的借口。
　　伊森伯格最近对高级经理人的认知过程的研究显示，经理人的直觉并非如此。相反，高级经理至少有五种不同的方式运用直觉。首先，当问题存在时，他们直觉地感觉到。第二，管理者依靠直觉快速地执行学习良好的行为模式。这种直觉不是武断的，也不是非理性的，而是基于多年的刻苦实践和积累技能的实际经验。直觉的第三个功能是将孤立的数据位合成为一个完整的画面，并经常在“啊哈！经验。第四，一些管理者运用直觉作为检验结果的更理性的分析。大多数高级管理人员都熟悉正式的决策分析模型和工具，而那些使用这种系统方法进行决策的人偶尔会对这些方法建议的解决方案持怀疑态度，这些方法违背了他们的正确行动方针。最后，管理者可以利用直觉来绕开深入的分析，并迅速做出合理的解决方案。以这种方式使用，直觉几乎是瞬间的认知过程，其中管理者识别熟悉的模式。
　　行政管理的直觉风格的一个含义是“思考”和行动是分不开的。因为经理们经常“知道”什么是正确的，然后才能分析和解释，所以他们经常先行动，然后再解释。分析不可避免地与思考/行动周期中的行动联系在一起，在这种循环中，管理者不是通过分析有问题的情况然后采取行动，而是通过密切协调地行动和分析来发展对公司和组织的想法。
　　鉴于他们面临的许多管理问题的巨大不确定性，高级经理们常常鼓动采取某种行动，只是为了更多地了解一个问题。然后他们利用行动的结果来发展对这个问题的更全面的理解。思考/行动周期的一个含义是，行动常常是定义问题的一部分，而不仅仅是实现解决方案。