We have taken data on hundreds of group sessions involving the use of
Interactive Management applied to the study and resolution of complex
situations. My upcoming paper in Vol. 12, No. 1, 1995 Systems Research (a
Wiley journal edited by M. C. Jackson of the University of Humberside)
describes the phenomenon called "Spreadthink", observed to be universally
present in groups that deal with complex issues using ordinary methods.
This phenomenon should give pause to anyone who thinks that a single
person or a group of persons can structure high-quality models, using
common modeling methods. A followup paper called "Structural Thinking"
is scheduled to appear in the same journal later this year.
The paper on Spreadthink identifies a core issue related to complexity and
organizational learning. The paper on Structural Thinking gives evidence
of how to resolve that core issue.
JOHN WARFIELD
Jwarfiel@osf1.gmu.edu