The Nature and Value of Common Sense To Decision Making
The Nature and Value of Common Sense To Decision Making
www.emeraldinsight.com/0025-1747.htm
Abstract
Purpose – The purpose of this paper is to examine, from management perspective, the nature of
common sense, its application in decision-making, and possibility of developing common sense more
effectively.
Design/methodology/approach – To take typical dictionary definitions of common sense,
understand, from management perspective, the different aspects of the nature of common sense,
analyze how these properties affect different applications of common sense in decision making
process. To cite available literature to support or explain points made, and make a parallel comparison
to intuition and decision making where appropriate because of their similarity to certain extent.
Findings – The paper provides how to understand properties of common sense from managerial
perspective, analyzes its value in aiding decision making, explains how mangers utilize common sense
of target group or employees for decision making and creativity, and proposes some points for
boosting development of common sense.
Practical implications – The paper points out possible different utilization of common sense for
decision making. Common sense can be used for innovation. An effective strategy for innovation is not
to launch sounds-big innovation programs, but to respect and trust your employees to allow them
freedom of expression of common sense and uncommon sense.
Originality/value – The paper suggests that common sense may involve tacit knowledge, often is a
mix of personal experience and social communication, often comprises hard part and soft part, and can
be used for creativity. The paper explains why there exist opposite opinions on common sense
approach. These have not been seen in existing literature.
Keywords Decision making, Psychology, Managers, Design and development
Paper type Viewpoint
Common sense is a commonly used term, and is taken as self-evident, even for research
in the management field. Having searched available literature about common sense, I
have found most of the literature makes references to common sense without
explanation. There has been very little serious examination of common sense in
managerial decision. This paper tries, from management perspective, to look into the
nature of common sense, how it can aid decision making, and if there is any possibility
to develop it effectively.
These slightly different definitions reflect three essential points about common sense.
It is a good judgment, an ability or wisdom; it is a native, natural, or based on a
knowledge held or believed to be held by most people; it is shared or believed to be
shared by a social group: most people or a special circle.
Although the definitions provide the conception of common sense, they are not up to
scientific rigor, and subject to question. Say, what is good or sensible? Is your
“sensible” the same as mine? My sensible judgment and decision may, in your opinion,
not be sensible, even stupid. It is extremely rare to see everybody agrees. Sensibility
may vary among individuals. From knowledge of statistics, we know that individual
variations tend to form a dominant opinion not a common one. Despite the weaknesses,
the definitions of common sense give us a general outline of what common sense is, and
do not cause particular difficulty for use of the concept because we have seen similar
circumstance in social sciences, which, also with many less rigorous concepts,
continues to advance.
2. How many knows is regarded as common sense and how similar the common sense is?
Common sense is dominant majority of similar experiences or pure beliefs among a
group. Only once or individual sense is surely not counted as common sense. But how
many knows is regarded as “common”? We do not have accurate idea, just feeling that
many people I meet know. Perhaps 50 per cent of the population should be the baseline.
As an individual, how do I know what I know is a common sense instead of special
knowledge belonging to me or certain few people only? I can feel “everybody knows”
by having heard or seen repeatedly, or just by inference. Say it is hot in summer in
Australia is a common sense because all Australians can feel that and we can infer that
from our common geographical knowledge that Australia is located in hot region.
How similar are my sense and yours? It depends. Some common senses are
universally same, like the fact that the sum of angles of a triangle is 1808. People all
over the world who are math literate know exactly the same. Some common senses
have solid part and soft part, thus varying with personal experience. Some common
senses, especially those peer public beliefs have obvious variations because of different
personal interpretations. “Common” does not mean universal and uniform, minor
differences are rich. Common sense can vary from completely solid to very soft with
only small part solid.
To see the two sides of common sense, one is majority, the other is variation, will
point to possibility of its different utilization. Say, for the nature of majority, common
sense can exhibit its social power. Nitecki (1987) points out that “Many intellectuals, as
well as managers, who in the past ignored or tried to bypass the authority of the official
common sense doctrines paid highly for their disrespect.” (p. 644).
MD 3. Common sense often involves tacit knowledge
47,3 For those common senses about doing something, transmitted around is only part of
knowledge that can be transmitted. One of scientist and philosopher Polanyi’s famous
aphorisms is: “We know more than we can tell.” The remaining untransmitted part is
tacit knowledge, complicated to tell, even unaware to us, but we know how and can do.
Tacit knowledge is difficult to share because of unawareness and expression difficulty.
444 Effective transfer of tacit knowledge generally requires extensive personal contact and
trust. Tacit knowledge is valuable because it tacitly determines performance of our
explicit knowledge.
Some common senses are dependent on situation or cultural context. Common sense
in business practice in the West is not necessarily the one in the East, or vice versa.
Applied to improper situation or context, common sense may lead to mistakes or
failure.
1. Common sense provides basic logic map for personal judgment and decision
Every body uses more or less his/her common sense for solving problems or making
decision. In fact, it is hard to prevent a person from using common sense. What role can
common sense play in helping make decision?
The easy way to understand what and how common sense help us in making
decision is to compare those with common sense and those without. Suppose we are
going to pick up someone at down town and there are several routes to get there.
Without hesitation, we would select the route less crowded because we know which
roads are likely to be jammed and should be avoided. While a non-local driver would
have difficulty in choosing suitable roads and the result is waste of time, perhaps a
good mood. I once waited for a visiting friend, who phoned me when he entered the
city. I estimated he could get to my place in about half hour allowing for the rush hours.
But I waited over an hour to see him, quite frustrated. Without common sense about
the city, he had no idea how to choose suitable route, and drove by trial and error.
Common sense provide a general map of interrelationship of things we are dealing
with, it will give idea of which direction is what, and what if going this way or that
way, and with them we can quickly get to possible course of action. The course of
action common sense presents is not always complete and detailed, but with the basis
MD of common sense, we can seek supplemental information to make up a complete course
47,3 more efficiently.
The map of common sense offers may act as reference to check our contemplated
decision against, confirming or warning us. But the logic map of common sense may be
misleading if applied inappropriately. Nitecki (1987) writes: “If a common sense
approach suggests a solution similar to the one intended in the first place, it provides a
446 reinforcement for that decision; if it negates it, the common sense advice serves as a
warning of probable negative consequences of implementing that decision. And
finally, if the common sense notion seems to be irrelevant to the situation at hand, it
will be misused, if incorporated in that decision process.” (p. 645). In fact the real
danger is lack of awareness to the misuse of common sense.
2. Common sense combined with analysis yields higher quality of decision making
Suppose you have common sense about a field, it is always there aiding you whenever
being called upon. But common sense alone is often not enough for a solid decision,
even though you are a veteran.
Why? As discussed previously, we know that common sense can be effective and
fallible. Decision making is more about exceptions rather than existing established
operations, which will challenge your common sense. Another reason is that we cannot
afford to risk decision directed only by common sense when the action and result is
liable to serious injuries or loss.
When necessary and possible, always seek further relevant information, make
thorough analysis, and weigh alternatives. Although possibility of mistakes still exist,
that is the best we can do under the circumstance. Nitecki (1987) concludes “that the
real value of common sense to the managers is not to serve as a substitute for a decision
making process, or as an unscrutinized source of data needed to make the decisions,
but as a part of a much more complex process of knowing. Common sense accepted on
its face value and in isolation from that process is of little, if any utility to any
administrator” (p. 646).
If common sense is regarded as “slow” or “baby” intuition, looking at the
relationship of intuition and decision making would be helpful to understanding that of
common sense and decision making. In discussing the intuition and decision making,
Nick Morgan, editor to Harvard Management Communication Letter, advises:
So beware the blandishments of those who would urge you to trade in the discipline of hard
thinking for the apparent ease of the whims of your gut. The two go together, and good
intuitive decision making only comes when it is based on a solid foundation of hard fact –
gathering and a balanced emotional assessment of all the options”(Morgan, 2001, p. 11).
Similarly, common sense is a good guide and benchmark for decision making, but has
its own limitations, combined with analysis will yield better decision.
3. Common sense is more suitable for operational decision making, and should be used
with caution for strategic decision making
With its experiential nature, common sense is especially applicable to operational
decision making, which involves many similar contexts and activities because
operations usually repeats a lot. Another reason is that tacit knowledge of common
sense acquired from working experience can play its full potential with operational
decision making. In a dissimilar or changeable working environment, the tacit Nature and value
knowledge may not match well, thus discounting power and validity of common sense. of common sense
Common sense is not very effective in strategic decision making is because of the
gap between the competence of common sense and the requirements of strategic
decision making. Common sense is competent in experiential domain, whereas
strategic decision making usually is about long-term operations of a complex social,
economical and technological system. Behaviors of complex systems are often beyond 447
human intuitive comprehension, and are difficult to manage with today’s science and
technology. Strategic decision making needs to integrate requirements and constraints
in many aspects of a decision issue. Common sense can occasionally “tell” you what to
do and how to do in the decisional making process, but is far too limited for a sound
decision, even highly skilled managers who can intuitively make operational decision
are not up to the complex task. Hard facts and thorough analyses usually should play a
bigger role in strategic decision making.
Looking at intuition’s role in strategic decision making would be informative. Miller
and Ireland (2005) conclude “we hope that executives and managers will use intuition
selectively and cautiously, especially when making strategic decisions” (p. 28). “[. . .]
Only in this very limited set of circumstances would automated expertise seem
reasonable for strategic decision making. With a great deal at stake, surfacing existing
knowledge for thorough examination is crucial [. . .]” “[. . .] Our analysis suggests that
despite the increasing interest and the generally positive evaluations in articles written
for executives and managers, intuition presents itself as a troubling tool” (p. 29).
To sum up, I found that these advocates of common sense approach are mainly
practitioners, and their opinions are about effectiveness, not about science. Their
advocacy of common sense is in fact the response to arbitrary and bureaucratic
management, and useless complicated or dogmatic procedures, and sounds less
balanced than their intentions really are: they want to see an effective management
embodying common sense.
Now look at negative view. E. Scott Geller, professor and director, Center for
Applied Behavior Systems, Virginia Tech, and senior partner, Safety Performance
Solutions, expresses clearly his refusal of common sense approach (Geller, 2002):
“There seems to be an overriding notion among safety pros that managing injury preventions
requires only good common sense.”.
“Safety pros may never learn the fallacy of their common sense approach unless they
conduct a thorough and objective evaluation of their safety management procedures.” (p. 18).
“Profound knowledge in safety should come exclusively from scientific research, not from
intuition or common sense” (p. 20).
His points make sense. But he resorts to common sense when he makes comment on a
survey that is to predict the future of the safety profession: “I hope your common sense
tells you that this list of 46 opinions should be given minimal creditability and should
not be used to plan anything important.” He can not do without resorting to common
sense even in an article. It is true that common sense lacks scientific rigor and
accuracy, but excluding it from the judgmental process of decision making is unwise.
The negative opinion on common sense does not negate its value, but is in fact to stress
unreliability of common sense alone.
MD I have noticed that affirmers are mainly practitioners; negators, much fewer, are
47,3 academics. Is it suggesting common sense’s nature: closely linked to practice and not
very scientific? In my opinion, it reflects difference of the stances on common sense:
practitioners concern only “finish it effectively and/or efficiently”, resorting often to
common sense; academics more about “is it a reliable tool?”, belittling the scientific
value of common sense.
450
Is it possible to develop common sense more efficiently?
Everybody will develop certain common sense after having lived or worked for a few
years. Common sense is natural fruit of experience and time. The question is whether
we can develop more efficiently, which makes sense for us facing a fast-changing
world. As we have disused previously, common sense has two origins: experience and
social contact. The conditions of social contact and communication affect the speed of
developmental process of common sense, but this is very complicated and not easily to
change and control.
As individual learning by experience is slow and limited, the fast way is by
education because education is intensive social sharing process, expanding personal
knowledge and accelerating learning speed. But usually it should be hands-on
teaching, not conventional class teaching. Engineering education, which has been very
successful, seems to be a good model for fast developing common sense, but common
sense, as the name itself suggests, is not up to such advanced level to be included in
teaching programs. In most cases it appears in booklets or preliminary introductions.
Difficulty with developing common sense is that nature of common sense makes it
close to either craftsmanship/athletics-style training or psychological training, both
distant from the conventional model and advantages of management education. That
is similar to the difficulty of intuition development, which is alien to mainstream
management education. Sadler-Smith and Shefy (2007) point out “management
education and development has largely ignored or shied away from including intuition
in its curriculum. There are few, if any, reported or reported-and-evaluated attempts at
the development of managers’ intuitive awareness either in business school or
in-company programs” (p. 186). I think that the attempt to develop intuition in
classroom is daunting and that the present exclusion of intuition from mainstream
management education is not without its rationale. People always dig rich mines, and
intuition development is not rich mines for business schools. In science- style
education, what is done is more to understand intuition than to develop it. Turning or
extending to athletics-style training or psychological training depends on living space
of business education; at least for now, it seems not urgent.
Personally, we can make conscious effort to boost learning process of common
sense. Hands-on experience usually is a must, but the following aspects would
contribute to the learning quality and speed.
Do independently
Independently trying to do something is very different from being instructed to do with
regard to learning and feeling. Imagine how different it is if you alone walk to a strange
address compared with that someone takes you there. Without help or even hope, you
are forced to think about what to do, how to do, when to do, etc., do it, and then see the
result of your action to adjust your thinking and next action. Feedback to your action is
important for you to reevaluate your previous thinking and action and to adjust
yourself in the following process. Without the feedback, you have no idea how you
have got on with what you were doing. Independence forces you to exercise your
judgmental ability and to face the consequences of your judgment and action. If you
are instructed or helped without independent trying, then your judgment and
knowledge learned are likely to be discounted. That is, more easily and lazily, more
slowly.
If we think of common sense is not only knowledge, but includes tacit knowledge
and ability of making judgment, then doing independently is more necessary. Business
schools are often criticized for not as good as they claim. What’s wrong with the
seemingly perfect education? I think that they can train MBAs to analyze a problem
logically and efficiently, but common sense, especially tacit knowledge of business
practice is still lacking. This is very similar to the case that young persons without
family experience discuss how to deal with family relationship harmoniously and
happily, who can talk eloquently and logically, but only so in speech not in real family
life.
Conclusion
From above examination and discussion, we can see a general picture of characteristics
of common sense, its value in decision making and possible effective development.
Common sense is commonly used term, not scientifically strict, referring to common
knowledge, or ability of making sound judgment, or often judgmental ability and
MD associated knowledge. Discussion in the paper is based on the most commonly
47,3 understood dictionary definitions of common sense.
Common sense takes form from either pure individual experience or pure social
communication, or a mix of both. It is individual but also social; it is commonly held
but also more or less varied; it is effective but also fallible; it is stable but also changing.
The nature of common sense suggests its value and possible strategy of utilization
452 in decision making. Common sense provides a basic logic map of interrelationship of
the things we are dealing with so that we can make quick and effective judgment and
decision. Although common sense alone sometimes can direct us to an effective
decision, a sound and solid decision is usually achieved by common sense combined
with analysis based on hard facts.
Because of its nature, common sense is more suitable to operational decision making
and should be used with caution in strategic decision making, usually a complex
systematic decision making. In addition to resorting to personal common sense to aid
decision making, managers can utilize common sense among employees for making
and implementing decisions, and even for creativity.
In literature of common sense and decision making, there exist opposite views,
affirmative and negative, on common sense approach. Having analyzed their opinions,
I have found that affirmative view is in fact a response to arbitrary or bureaucratic
management and useless dogmatic or complicated managerial procedures, and that
negative view is overemphasis of common sense’s lack of scientific accuracy. Both
views do not contradict author’s view on common sense: cautious effectiveness.
Common sense will come naturally with experience. Effective way of development
of common sense is hands-on styled education. Because common sense training is in
nature close to craftsmanship-style training or psychological training, it seems that it is
not what conventional business education is good at or wants. Personally conscious
efforts are helpful to quicken development of common sense, such as: try one’s own
individualistic way to improve ability of sensing and understanding what is being
done or observed, try doing independently, and keep necessary social contact to share
knowledge timely.
References
Gaintner, R. (2002), “Putting common sense ahead of bureaucracy”, AHA News, Vol. 38 No. 34, 9
February, p. 4.
Geller, S. (2002), “Common sense is nonsense”, Industrial Safety & Hygiene News, Vol. 36 No. 8,
August, p. 18.
Hanry, L. (2002), “Common sense from managers can return dollars and cents to troubled
operations”, Nation’s Restaurant News, 24 June, pp. 42, 168.
Jones, W.E. (2005), “Bureaucracy versus common sense”, Journal of Equine Veterinary Science,
Vol. 25 No. 4, April, p. 138.
Miller, C.C. and Ireland, R.D. (2005), “Intuition in strategic decision making: friend or foe in the
fast-paced 21st century?”, Academy of Management Executive, Vol. 19 No. 1, pp. 19-30.
Morgan, N. (2001), “How intuition can improve your decision making”, Harvard Management
Communication Letter, Vol. 4 No. 4, April, p. 11.
Nitecki, J.Z. (1987), “In search of sense in common sense management”, Journal of Business
Ethics, Vol. 6 No. 8, pp. 639-47.
Sadler-Smith, E. and Shefy, E. (2007), “Developing intuitive awareness in management Nature and value
education”, Academy of Management Learning & Education, Vol. 6 No. 2, pp. 186-205.
Simon, H.A. (1987), “Making management decisions: the role of intuition and emotion”, Academy
of common sense
of Management Executive, Vol. 1 No. 1, February, pp. 57-64.
Wetlaufer, S. (2000), “Common sense and conflict: an interview with Disney’s Michael Eisner”,
Harvard Business Review, Vol. 78 No. 1, January-February, pp. 114-24.
453
Further reading
Sadler-Smith, E. (2007), “The twin imperatives of intuition and analysis in decision making”,
People Management, Vol. 13 No. 4, 22 February, p. 52.