Abstract

In this paper, I explore the nature of strategic decision making. In particular, I am concerned with the interplay of rational reflection and intuitive insight in strategic contexts. I argue that it is in the very nature of strategic situations that they cannot be exhaustively analysed in terms of the available evidence, and that hence there always is an intuitive element to strategic decision making. I consider a variety of ways to explain the notion of intuition and conclude that intuition and rationality ought not to be conceived as incompatible with one another. It follows, I claim, that the intuitive component of strategic thought allows for at least some degree of public accountability.