Why Peter Drucker Distrusted Facts – Stephen Wunker – Harvard Business Review.
One of the very valid point made in the article is that decisions are, in essence, the human judgments. If the decisions, based on facts alone – without requite evaluation of all options and all round views- can be erroneous, the judgments are usually dubbed as ‘subjective’, because they also are prone not to consider and evaluate all options as well as thoroughly churn out all points of -current and past – views in arriving at THE decision.
The judgement is a function of the mental conditioning. hence, it makes a great sense to cultivate habit of assimilating facts, opinions of others and history of similar vents into the process of arriving at a judgement.Initially, this may slow down the process, but more rigorously this is practiced, the process is likely to speed up.
This is the stage when intuition becomes so well tuned that one can reach the stage of rational decision-making at blink of the eyelid.
One then depends both on facts and intuition equally for a ‘confident’ decision, perfectly blending the science of decision-making into art of ‘high-speed computing though the natural “super” computer – the human brain’.
The bottom line is to transform the complicated decision-making iterative external process into the internal natural reflex-action.