Intuitive determination in decision-making: a cognitive style perspective

Abstract

Abstract. Decision-making is a complex cognitive process influenced by both intuitive and analytical reasoning. Cognitive styles - characteristic ways individuals perceive, process, and use information - are crucial in determining whether decisionmakers rely on intuition or deliberate analysis. This paper explores the interplay between cognitive styles and situational factors in decision-making strategies. The dual-process theory provides a framework for understanding how System 1 (fast, intuitive thinking) and System 2 (slow, analytical reasoning) interact in decisionmaking. Recent research highlights that individuals with impulsive, field-dependent, and abstract cognitive styles are more likely to rely on intuition. In contrast, those with reflective, field-independent, and concrete styles tend to engage in structured analysis. However, situational factors such as task complexity, time pressure, and expertise can shift the balance between intuitive and analytical reasoning. While intuition enables rapid decision-making in high-pressure or uncertain environments, it can also lead to heuristic errors when lacking domainspecific expertise. This paper reviews key studies on cognitive styles, intuition, and decision-making, addressing their implications for education, leadership, and AIassisted decision-making. Findings suggest that personalised learning strategies, metacognitive training, and adaptive decision-making models can enhance the effective use of intuition while mitigating biases. Additionally, as artificial intelligence increasingly integrates into decision-making processes, individuals must learn to balance human intuition with AI-driven recommendations. Understanding the relationship between cognitive style and decision-making strategies is critical for optimising judgment, reducing biases, and improving problem-solving across diverse fields.