first part<\/a> of this series, we explored one of the primary ways our brains play games with us\u2014through our intuitive reactions. These reactions can lead us to making quick decisions, or fast thinking, at times when slower thinking is really required.<\/p>\nThat\u2019s why when we are pressed for time while managing an incident, we\u2019re prone to complete \u2018the picture\u2019 quickly by filling in blanks with data that is not true. In Incident Management, speed is an important factor. Customer satisfaction depends strongly on the speed with which problems are solved. It is therefore important that we know when intuition should lead us, and when more thorough analysis is required.<\/p>\n
Since we biologically prefer fast, intuitive responses, it can be easy to lose Situational Awareness of time passing when our working memory load is too high.\u00a0That means we need an external trigger to drive the switch into slower, more methodical thinking.<\/p>\n
Again, in his book, Thinking: Fast and Slow<\/em>, Nobel laurete Daniel Kahneman believes that fast, intuitive thinking (\u2018system 1\u2019, in his terminology) is safe if:<\/p>\n