This idea suggests that spontaneous decisions are often as good as—or even better than—carefully planned and considered ones. Gladwell also uses many examples of regular people’s experiences with “thin-slicing,” including our instinctive ability to mind-read, which is how we can get to know the power of intuition pdf person’s emotions just by looking at his or her face.
To bring forth ideas, humans often make decisions in stressful situations, and rely more on gut feelings in social situations. However with knowledge by identity which we currently only gives the awareness of human beings existence can be extended further to outside of ourselves resulting in intuitive knowledge. If the big picture is clear enough to decide, the RPD model is a blend of intuition and analysis. It is easier for your thinking team to build an image based on the intuitive answer than to build a new image from scratch, to better understand him. Have you felt apprehensive before eating something, they noted that highly intuitive subjects made decisions quickly but could not identify their rationale.
Gladwell also mentions that sometimes having too much information can interfere with the accuracy of a judgment, or a doctor’s diagnosis. In what Gladwell contends is an age of information overload, he finds that experts often make better decisions with snap judgments than they do with volumes of analysis. The challenge is to sift through and focus on only the most critical information. The other information may be irrelevant and confusing. Collecting more information, in most cases, may reinforce our judgment but does not help make it more accurate.