Researchers and practitioners advocate strongly for the use of quantitative data and calculations of costs and benefits as the basis for organizational decision making. We investigate decision making in the form of project prioritization. We use a rich empirical dataset built from a longitudinal study of the prioritization of information technology projects in a large financial institution. Our findings indicate that during project prioritization meetings, senior decision makers apply a set of techniques to make space for the use of intuition in the decision process. We also describe how intuition is manifested during the meetings. Our empirical study provides evidence on the central role of intuition when solving loosely structured problems such as the ones encounter during information technology projects prioritization.