From the author: the article was published by Bulatova, E. A. Intuitive management decisions [Text] ] / E.A. Bulatova // Problems of multi-level education: Abstracts. report XV international scientific-method.conf. / Nizhegorod. state architecture-builds univ. N. Novgorod, 2012. P.75-76 Top-level managers often rely on their intuition. In a complex organizational situation, thousands of choices are possible. A purely intuitive decision is a choice made only on the basis of a feeling that it is correct. According to studies of senior managers, 80% of surveyed executives said that they discovered that they had a specific serious problem only through “informal exchange of information and intuition.” Intuition relies on previously acquired knowledge, on information recorded by the brain. This information does not always become conscious and can be described in words or presented in other logical forms. Some signals are not perceived by consciousness, but enter the subconscious, i.e. information exists in the brain of a person who makes a decision on an intuitive level. When faced with a problem situation, a person first uses logical methods of solution, with the cerebral cortex being maximally involved. However, if there is insufficient information about the problem, the situation is uncertain and the time for solution is limited, the person is forced to descend to the lower, intuitive levels. At these levels, those properties and relationships are recorded that do not reach the logical level, but are perceived by the subconscious. As P.V. Simonov wrote [4], two classes of phenomena are outside the sphere of consciousness. First of all, these are adaptive reactions that have a purely personal individual purpose: the processes of regulation of internal organs, unconscious details of movements, shades of emotions and their external expression. The second group of unconscious forms of brain activity consists of mechanisms of creativity, the formation of hypotheses, guesses, and assumptions. Intuitive thinking is carried out holistically and organically, i.e. based on the combined reaction of the emotional and physiological spheres. Within the framework of ontopsychology, it has been clinically proven that the localization of holistic sensitivity in a person is the visceral zone. It includes the lungs, gastrointestinal tract, and genital area. The reaction of the visceral zone is the primary undifferentiated reaction of the body to a situation, from the point of view of favorability or danger for the subject. No one except the person himself can understand and make the right decision in the situation in which he finds himself. Only he has the most complete information necessary to make a decision. The subconscious mind processes this entire huge amount of information and tries to find the optimal solution to the problem, but in order for the solution to reach the conscious mind, some effort must be made. In essence, when a person asks himself or another a question, he subconsciously already knows the answer. The suddenness of insight is only the end of a longer, hidden cognitive process, when previously acquired knowledge, organized in systematic networks stored in memory, is automatically connected to the solution of the problem facing a person. The task of intuition is to find the optimal solution and draw the attention of consciousness to it. In psychology, the topic intuition is underdeveloped. D.V. Ushakov draws attention to the fact that the mechanism of action of intuition is understood as “two different mechanisms: the collapse of the expert’s thought processes, manifested in an instant analysis of the situation; and the accumulation, in addition to the conscious intention of the subject, of experience, which is not realized, but manifests itself at the level of action” [5]. G. Simon wrote about the first of these mechanisms (Simon, 1987) [3]. He suggested that the nature of intuition lies in the ability to instantly grasp a situation due to the presence of appropriately structured past experience. This instantaneous grasping is opposed to the logicalthinking that reaches its result through the consistent implementation of a chain of conclusions.Ya.A. Ponomarev [2] also considered the logical and intuitive as two poles, but in a different sense: when one mechanism works, the other does not work. In a well-conscious logical mode, a person does not have access to his intuitive experience. If in his actions he relies on intuitive experience, then he cannot exercise conscious control and reflection of his actions. Intuitive experience is formed against the will of the subject and outside the field of his attention. In addition, it cannot be arbitrarily updated by the subject, i.e. implicit or intuitive knowledge is formed and manifested only in action. This is Y.A. Ponomarev proved it experimentally in his experiments with a polytype panel. According to Canadian psychologists Bowers KS, Regher G., Balthazard C. Parker K., who studied intuition in the context of discovery, intuitive and rational experience are not antagonistic[6]. From the point of view of the modern neo-rationalistic approach to management, intuition can be considered a rational way of making decisions. When comparing intuitive and rational knowledge, the comparison between a manager and a leader made by F. Lutens [1] is quite suitable: intuition is also correlated with rational knowledge, as the abilities of a leader are correlated with managerial abilities. Researching the effectiveness of intuitive decisions, we interviewed more than 30 senior and middle managers, as well as entrepreneurs in Nizhny Novgorod. The first question we asked: “What is intuition in your understanding?” We combined all the answers received into three groups with different meanings. The first group included answers that defined intuition as the result of experience, accumulated knowledge, skills, and abilities. For example: “accumulated experience”, “synthesis of previous experience and prediction of a situation based on previous experience, it can be subconscious”, “the ability to make predictions based on experience”, “a set of knowledge and skills necessary for quick decision making”. To the second The group included those definitions that attributed intuition to the action of supernatural forces or extraordinary abilities. For example: “supernatural”, “special gift, like Vanga’s”, “superconscious activity”. The third group includes those definitions that consider intuition as a feeling, sensation, prediction, premonition, knowledge from the “subcortex”. For example: “premonition of the future, feeling”, “intuition is knowledge already embedded within a person”, “hindsight that allows you to make this or that decision”, “inner voice”, “flair”. To the question: “Do you use intuition in making decisions? “, 25% of respondents answered that they do not use intuition in making management decisions or generally try not to use it, for the following reasons: intuition will not always predict one hundred percent correctly, and the cost of an error is very high; it is impossible to reconcile intuition and the risk control system in decision-making. 60% of respondents responded that they use intuition in decision-making, while it is necessary to take into account that each manager understands intuition in his own way. The remaining 15% of respondents did not give a clear answer to the question asked. So, the practice of modern management already includes intuition as a necessary element of decision-making. Of course, the manager must collect as much information and forecasts as possible. But, firstly, 100% of the necessary information can never be collected. And secondly, even the right decision turns out to be wrong if it is made too late. In addition, the correctness or effectiveness of the decision made can only be assessed later. Among the key aspects of managing an organization, experts highlight the ability to foresee, anticipate the causes, scale and consequences of changes and crises. In an unknown and changing environment, a manager needs to discern the main meaning of ongoing events, grasp their main tendency, and understand “where they are moving.” The ability to foresee, of course, is. 72-110.