A cognitive interpretation of organizational complexity

Abstract

and unpredictability matters because of the increasing demands it imposes on decision makers concerned with attaining overall organizational effectiveness. But such demands are cognitive in nature. It therefore only seems natural to take the analysis one step further by detaching the notion of complexity from its objective source and instead attaching it to its consequence on the cognitive effort exerted by the decision maker to come to grips with her decision problem. That is, an organization is complex to the extent that a human being e.g., an organizational designer or an outside observer has to exert a certain degree of cognitive effort in coming to grips with a decision problem. Various reasons support this cognitive turn.

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