- Research Article
- 10.54929/3041-2390-2025-04-02-06
The Psychology of Managerial Irrationality: a Look at How Intuition, Affects and Systemic Thinking Play a Part in it Projects
- Jan 01, 2025
- Bulletin of the Academy of Labor, Social Relations and Tourism. Series: Economics, Psychology and Management
- Т В Коробкіна + 2 more +2
This article examines the phenomenon of managerial irrationality within the context of IT projects – an area defined by high complexity, rapid change, and systemic uncertainty. The authors challenge the traditional notion of rationality as exclusively logical and analytical, emphasizing instead the role of intuition, affect, embodied experience, and cultural context in shaping managerial thinking. At the center of the discussion are paradoxical decisions that, while formally irrational, prove to be effective in practice. Drawing on contemporary research in cognitive science, psychology of emotions, philosophy of technology, and management studies, the authors argue that managerial action involves not only analytical reasoning but also an integration of logos, pathos, and an ethical sense of responsibility. Special attention is given to systems thinking as a form of meta-cognitive ethics, enabling managers to approach complexity not as a threat but as a vital condition for thought. The article introduces a threefold model of managerial thinking that includes: affect as a cognitive filter; intuition as a mechanism for internal orientation under uncertainty; and field thinking as a mode of perceiving latent structures and relational rhythms within teams. Empirical cases from IT project environments demonstrate how emotional patterns, affective culture, and intuitive action become decisive factors in overcoming critical challenges. The findings suggest that emotional awareness and the ability to “think from the body” serve as adaptive mechanisms where traditional algorithms fail. In its final section, the article proposes the concept of an «epistemology of co-being» as an alternative to technocratic reductionism. The future of management is envisioned not as a field of optimization and control but as an intersubjective practice where presence, ethical reflection, emotional resonance, and tolerance for ambiguity become central. In this framework, managerial irrationality is not a dysfunction but a gateway to deeper, meaning-driven modes of thinking. This research approach opens up prospects for a new management psychology – one that integrates intuition, affects, embodiment, and a philosophical sensitivity to context.
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