Decision making tools that help overcome the trap of common sense have been around for more than 70 years.  At the outset of the second would war Britain used operations research to allocate its fighter plane resources in a counter intuitive way.  This set up the conditions for victory in the Battle of Britain and ultimately Britain's and our survival and victory in the war.  After the war, the US and Britain adapted these methods into systems engineering approaches that are at the core of the West's current supremacy in military technology.  Unfortunately, only limited use of these methods have penetrated industrial and government policy circles.  Culturally, managers and leaders just don't like to diminish discretionary decision making styles through greater reliance on modelling and analysis.
Intuitive decision making by those with authority seems to be central to the human condition.   Business schools and other leadership for a don't seemed to have made much of a dent in this bias