Eugene Sadler-Smith

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In designing learning materials there is often the assumption that all trainees will learn in a similar manner. This approach ignores the important issue of individual differences in cognitive style. Cognitive style may be defined as an individual’s consistent approach to organising and processing information during thinking. Style does not appear to be(More)
The concept of intuition has, until recently, received scant scholarly attention within and beyond the psychological sciences, despite its potential to unify a number of lines of inquiry. Presently, the literature on intuition is conceptually underdeveloped and dispersed across a range of domains of application, from education, to management, to health. In(More)
Human resource development practitioners and others do not appear to share a common underlying framework for, and understanding of, “learning style”. Argues that learning style is but one construct which, along with learning preferences and cognitive styles, may be included under the umbrella term “personal style”. Reviews each aspect of the suggested(More)
There has been a considerable growth in the use of flexible methods of delivery for workplace learning and development. However, in designing programmes of flexible learning there is often the assumption that learners will exhibit uniformity in the ways in which they process and organise information (cognitive style), in their predispositions towards(More)
Recent advances in social cognitive neuroscience and related fields have rejuvenated scholarly research into intuition. This article considers the implications of these developments for understanding managerial and organizational decision making. Over the past two decades, researchers have made considerable progress in distinguishing intuition from(More)
Biological, brain, and behavioral sciences offer strong and growing support for the virtue ethics account of moral judgment and ethical behavior in business organizations. The acquisition of moral agency in business involves the recognition, refinement, and habituation through the processes of reflexion and reflection of a moral sense encapsulated in innate(More)
In business, there is little doubt that managers use their intuitions when making decisions. But in spite of the fact that intuition and rationality are two parallel systems of knowing, intuition is often considered the antithesis of rationality and is overlooked, disregarded, or acted on covertly by managers. What is also clear is that intuition is not(More)