Expert intuition and ill-structured problem solving

The expert decision maker, when confronted by ill-structured problems, is shown to rely largely on nonverbalizeable intuitive thought processes based on concrete experience. Examples of ill-structured problems used include innovation, executive decision making, and diagnostic evaluations by project managers. Here, neither the goal nor the procedure for accomplishing the goal is well understood at the outset. Problems requiring computation are not treated. The organizational, educational, and analytical approaches for increasing this individual´s productivity are then explored.