What You Don’t Know About Human Intuition-Nir&Far
11 Dec 2025 · 5 min
Francesca Gino from Harvard Business School argues that human intuition often misleads us. She uses examples from Tokyo Disneyland, Indian call centers, and product design to show how testing and correcting our instincts, like focusing on employee strengths or using reminder systems, produces better results.
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Hi, I'm Nir Eyal and this is the near and Far Podcast. This podcast is about business behavior and the brain. On this show, I do a few things. I read quick articles I've written about topics shaping your behavior. I interview authors of books I enjoy, and from time to time I devote episodes to answering your questions. If you want to ask me a question, visit the podcast page on itunes, go to Ratings and Reviews, and ask me a question. By leaving a review, I promise to read it and possibly include your question in a future episode. So please ask me anything now. Enjoy the episode and for more, you can always Visit me@nearandfar.com.
What you don't know about human intuition can hurt you by nearandfar.com.
This guest post is by Francesca Gino, an associate professor of Business Administration at Harvard Business School and the author of why Our Decisions Get Derailed and How We Can Stick to the Plan.
A few years ago, Joe Marks, then Disney's vice president of research, visited Tokyo Disneyland and was puzzled by a particular behavior he observed there. Park visitors were standing in line, often for many hours at a time, outside a shop in the park's Frontierland. Marks found out that they were waiting to buy an inexpensive.
Leather bracelet on which they could have a name painted or embossed.
Why were the bracelets in such demand? Joe wondered, and why weren't other stores in the park selling the same bracelets so that Disney could improve visitors experiences by reducing their wait time? In Joe's mind, the company needed to make the popular product more easily available. As it turned out, Joe's intuition, though supported by standard economic theory about supply and demand, was wrong. The visitors, he observed, usually were standing in line with their sweetheart or spouse. The couple's willingness to patiently wait for the bracelet was a signal of their strong commitment to each other. According to Japanese tradition, exchanging leather bracelets is a sign of bonding. It was the very act of waiting for the bracelet that made the product so popular. All of us have been in the position of trying in vain to make sense of the behavior of a colleague, boss, spouse, or peer. Typically, it is our faulty human intuition that leads us off track.
To take another example, my colleagues and I recently conducted a field study of Indian workers at a call center. The managers believed that to train happy and productive workers, the orientation process should focus on stressing why new employees should be proud to join the organization. But in our research, we tested the senior management's human intuition and uncovered a much more effective approach, giving new employees the opportunity to think about their personal strengths and how they could apply them to their jobs. Workers who were encouraged to do so were more satisfied with their jobs, more productive, and also more likely to stay with the organization than were those who received more traditional organization centered training.
Most of us know little about the functioning of our internal organs such as our hearts and our kidneys, a fact we readily admit. When our bodies don't function as we expect them to, we invest time and energy in learning more about how they work and trying to improve our health. But contrast, we approach our minds differently. We believe we understand exactly how our minds work. Even after our decisions lead to disappointing outcomes, we do not investigate what went wrong and try to find out how we might improve our thinking.
By recognizing the limitations in the way we make decisions and correcting for them, we can be more successful in both our personal and professional lives. Through this approach, managers and organizations can adopt practices that lead to more successful outcomes. For example, after recognizing that patients often have difficulty remembering to take their medicine regularly, the startup Glocaps designed a pill bottle with a special cap that sends reminders using wireless signals. And at Bridgestone Tire Company management wanted employees rely on data rather than their potentially biased human intuitions when addressing product flaws. So managers taught employees to use two Japanese terms, which are key principles of the Toyota production system that served as salient reminders of the importance of investigating the actual product or genbutsu in the actual place when a problem emerged.
By identifying and accounting for flaws in human intuition, we can all make better decisions for ourselves and understand the often puzzling behaviors of our friends, colleagues and peers. In addition, managers can help create better products and services for their customers and promote more productive environments for their employees. And policymakers can create more effective systems to help all of us stay on track.
Thanks for listening to this episode of the near and Far Podcast. You can always find more at my blog, nearandfar.com and don't forget, if you have a question you'd like me to explore in a future episode, leave me your question. The former review for the podcast on itunes.