By making these differences concrete and conscious, they were able to have a constructive dialogue that led to ground rules for decision-making.

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We think that the brain rules our decision-making process but it's pretty clear from operations like this that our guts have a very profound effect on how we behave.

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Legal decision-making often gravitates to simple, clear rules that are easy to apply.

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However, Sir John adds that there is "room for greater transparency and flexibility in how some of the current rules are framed and applied and for a broader-based decision-making and review process".

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He stressed that the UK had been "at the heart of decision making" on important issues like sanctions and EU enlargement, and "we wrote the rules of the single market and benefit from it today".

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But in making their decision, it was stressed they could not allow Leeds to operate outside the strict rules concerning administration.

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Which is, I would submit, why gut feelings and rules of thumb from experts in their field are so useful as a method of business decision making.

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