b"DECISION-MAKING MEANDERS 1.Identify the decision to be made. 2.Gather relevant information. 3.Identify alternative solutions. 4.Evaluate the options. 5.Choose an action plan. 6.Implement the decision. 7.Review the result.This is a rational approach, but intuition ignores the fact that decision-making is not necessarily a sequential process. If we want to include all available data, we need to look at things from both a rational and intuitive perspective.B.Rational versus Intuitive: our brain is made up of two parts: the conscious and the subconscious. When we approach a problem through a rational decision-makingprocess,weaccessourconsciousmindandwork sequentially, following a logical progression that relies on analysis of the facts to make a carefully reasoned decision.Intuitive decision-making comes into play when we experience what is called agut feeling,a feeling that often goes against what logic might suggest.Insteadofrecognizingandintegratingtheseintuitiveflashesintothe decision-making process, unfortunately, we often tend to dismiss them as anemotional responseand deem them immaterial. In doing so, we limit the scope of relevant information we use when making choices.C. Why is intuition useful? Throughoutourlives,ourbrainisconstantlyprocessinginformation, storing it in the subconscious for future applications. This creates learning patternscalledschemasthatallowustoapproachproblemswitha convenient frame of reference.Whencalledintoaction,thebrainusesschemasbyengagingits predictiveprocessingframework,comparingcurrentinformationand experiences with previously obtained knowledge and memories.So, when you make agut decisionit is not based solely on feelings or emotions, but on logic created from experience.You don't identify it as such because you are using applied knowledge rather than immediate data.Germain Decelles281"