The majority of successful senior managers do not closely follow the classical rational model of first clarifying goals, assessing the problem, formulating options, estimating likelihoods of success,making a decision，and only then taking action to implement the decision.Rather，in their day-by-day tactical maneuvers, these senior executives rely on what is vaguely termed intuition to manage a network of interrelated problems that require them to deal with ambiguity, inconsistency,novelty, and surprise and to integrate action into the process of thinking.
Generations of writers on management have recognized that some practicing managers rely heavily on intuition. In general, however, such writers display a poor grasp of what intuition is.Some see it as the opposite of rationality; others view it as an excuse for capriciousness.
Isenberg 's recent research on the cognitive processes of senior managers reveals that managers'intuition is neither of these.Rather, senior managers use intuition in at least five distinct ways.First, they intuitively sense when a problem exists. Second, managers rely on intuition to perform well-learned behavior patterns rapidly. This intuition is not arbitrary or irrational, but is based on years of painstaking practice and hands-on experience that build skills. A third function of intuition is to synthesize isolated bits of data and practice into an integrated picture,often in an Aha-experience. Fourth, some managers use intuition as a check on the results of more rational analysis. Most senior executives are familiar with the formal decision analysis models and tools,and those who use such systematic methods for reaching decisions are occasionally leery of solutions suggested by these methods which run counter to their sense of the correct course of action. Finally，managers can use intuition to bypass in-depth analysis and move rapidly to engender a plausible solution. Used in this way，intuition is an almost instantaneous cognitive process in which a manager recognizes familiar patterns.
One of the implications of the intuitive style of executive management is that thinking is inseparable from acting. Since managers often know what is right before they can analyze and explain it, they frequently act first and explain later. Analysis is in extricably tied to action in thinking/acting cycles，in which managers develop thoughts about their companies and organizations not by analyzing a problematic situation and then acting,but by acting and analyzing in close concert.
Given the great uncertainty of many of the management issues that they face, senior managers often instigate a course of action simply to learn more about an issue. They then use the results of the action to develop a more complete understanding of the issue. One implication of thinking/acting cycles is that action is often part of defining the problem, not just of implementing the solution.
According to the text, senior managers use intuition in all of the following ways EXCEPT to?
社会工作者小张为了鼓励居民参与社区活动，对居民参与态度和参与能力进行了调查，提出下列观点，其中错误的是（ ）。
在为老年人做预估时，应考虑（ ）。
社会工作者在为老年人提供服务时可以采用小组工作的方法，但是下列情形中不宜采用此种方法的是（ ）。
（ ）是老年人最显著的特点。
谢慧在为社区孤寡老人提供服务时，总是把他们当成自己的父母来照顾。面对这些无儿无女的老人，她总会潸然泪下。显然，在她心里这些孤寡老人也是自己的亲人。谢慧的这种现象属于（ ）。
独居老人张伯伯不慎摔倒，造成骨折。出院后社会工作者为他联系社区医院协助其康复训练。同时，还联系社区服务机构为张伯伯提供居家和送餐服务。上述社会工作服务属于（ ）。
老年人有老年人的意愿需要表达，有老年人的利益需要维护，有老年人的作用需要发挥，这是指老年人的（ ）需要。
老年社区工作的基本原则包括（ ）。
在社区参与的（ ）形式中，虽然居民被邀请参加了决策过程，但社区建设或改造的最初设计者通常会设定讨论议题的范围，限定其他参与者的决策权。
以下有关老年人特点的表述中，不正确的有（ ）。
