Robin Hogarth's Article: Intuition Is A Result Of Learning

In his article, Robin Hogarth, defines intuition and argues that intuition is a result of learning. There are challenges within intuition research, they define a scope of different intuitive phenomena. Hogarth reasons by narrowing down the concept it would make it easier and more comprehensible to understand the diverse ways people make decisions. Hogarth asks, “if we know how people make decisions, we may be able to help them make better decisions” (Hogarth, 2010, p. 338). Hogarth believes, that if intuition is in fact a learned trait than intuitive research needs to be narrowed down into four prevalent but challenging areas of clarification; (1) preferences, (2) cultural capital, (3) educating intuition, and (4) problems with intuition

This reinforces his argument that intuition is largely the result of learning. “Thus, is experience is organized such that people learn the “right” lessons from their interactions with the world, intuition can be educated in the sense that judgments can become more accurate in specific domains” (Hogarth, 2010, p. 348). According to Hogarth, (2010), he clearly defines three guidelines for educating intuition; (1) create one’s own environment, (2) seek feedback, and (3) intuitive scientific method. By implementing the first guideline one can pick the environment one wants intuitive expertise in, example, apprenticeships. Studying under a master one can acquire which reactions are appropriate in different situations. Again, showing that intuition can be learned. The second guideline Hogarth conducted his own research with participants. The results were that the participants expected to receive feedback, was not that high, but they were confident in their actions. However, they were incapable of validating their decisions. “In other words, they did not always know what feedback would be appropriate” (Hogarth, 2010, p. 348). Lastly, to make scientific method intuitive can be seen where people are taught how to reason by control groups. According to Hogarth, (2010), “the need to train people to use both intuition and analysis in making decisions” (Hogarth, 2010, p. 349). This training is a key factor

If one basis decision making on past experiences learned, then the future experiences need to resemble the past. Relying on past experiences to make judgments for the future does not always work, because future experiences are not always like the past experiences. Basing your intuitive process on this could become risky. “Clearly, there is no precise answer to this problem and our intuitions may not be helpful since we have never experienced such situations before” (Hogarth, 2010, p. 349). So, one needs to be consciously aware of the future and imagine different possibilities that might arise. Hogarth describes using a simulation model to stretch one’s imagination. The simulation model can be used diverse ways. “One is to observe how humans play such games, what kinds of rules they learn to adopt, and how successful they are” (Hogarth, 2010, p. 349). Another way to develop conclusions about what types of decision making would work in different