Intuition is not a decision-making tool, but an alarm system. When the cost of error is low and the decision is reversible, you can boldly rely on intuition; when the cost of error is high and the impact is long-term, you should prioritize analysis. When intuition tells you that "something is wrong," don't immediately believe it; instead, ask whether it is reminding you of missing information, or if it is just your bias refusing to accept the answer. Truly excellent decision-makers do not eliminate intuition, but learn to distinguish whether intuition comes from facts or from emotions.