This paper is concerned with the demands which ambiguity, a form of complexity, places upon the decider, an executive subsystem of living systems. Experiments involving the ability of individuals to manipulate fuzzy labels are described. The results confirm the need to differentiate individuals according to the mental processes which they summon in response to communication containing fuzzy labels. When designing work and decision tasks, attention should be paid to the added complexity brought about by the introduction of ambiguity of task structure and ambiguity of information. Implications for systems design and management are drawn.
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Pipino et al. (1981) studied this question.