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Empirical studies of decision-making invariably conclude with profound skepticism about the human capacity to process complex problems. The skepticism bodes ill for public policy makers, for they confront decisions of formidable complexity. This research examines the impact of systematic variation in the complexity of public policy decisions on the quality of decisions made by experienced public and private sector managers. Results show that increases in complexity do affect decision-making, but in positive as well as negative ways.
Janet A. Weiss (Fri,) studied this question.