Reading 1.2: Mason and Mitroff

According to Richard Mason and Ian Mitroff (‘Complexity: The nature of real world problems’, 1981, in De Wit & Meyer, 2010, Reading 1.2), under what conditions can a highly complex problem be ‘tamed’?
1. By using systems-thinking to model the process
2. When the number of variables is large, and they are relatively disconnected
3. By isolating the key variables, and understanding the implications of their relationships
4. By focusing on a few key assumptions.
According to Rittel (as cited in ‘Complexity: The nature of real world problems’, 1981, in De Wit & Meyer, 2010, Reading 1.2), which of the following is NOT a characteristic of ‘tame’ problems?
1. They can be reduced to a few key variables
2. They contain complexity
3. They can be readily separated from other problems
4. They are not subject to competing goals or values.
Based on the Readings of Chapter 1 (in De Wit & Meyer, 2010), which author(s)’s approach to decision-making would support the case analysis method used in this course?
1. Hax, in ‘Defining the concept of corporate strategy’
2. Rumelt, in ‘The evaluation of business strategy’
3. Mason and Mitroff, in ‘Complexity: The nature of real world problems’
4. Rittel, in ‘On the planning crisis: Systems analysis of the first and second generations’.
In their article ‘Complexity: The nature of real world problems’ (1981, in De Wit & Meyer, 2010, Reading 1.2), what do Mason and Mitroff argue?
1. Strategic problems have no clearly identifiable correct solutions, but must be tackled by debating the alternatives and selecting the most promising solutions
2. Strategic problems are complex. To solve them, strategists must apply the principles of military strategy to the business context
3. Strategic problems are complicated and interconnected. Therefore, they must be simplified and reduced to a few variables and solutions
4. Strategic problems have several fundamental characteristics. To solve the problems, strategists need an in-depth understanding of their features.
According to Mason and Mitroff, in their article ‘Complexity: The nature of real world problems’ (1981, in De Wit & Meyer, 2010, Reading 1.2), what is the difference between disorganized and organized complexity?
1. Problems of organized complexity can be isolated effectively for separate treatment
2. Organized complexity is related to simple problems, whereas disorganized complexity is related to complex problems
3. Disorganized complexity can generally be managed by statistical means
4. In organized complexity, variables are largely independent.
According to Mason and Mitroff, in their article ‘Complexity: The nature of real world problems’ (1981, in De Wit & Meyer, 2010, Reading 1.2), what are the implications of wicked problems of organized complexity for policy making?
1. Policy making requires a consideration of all variables, consistent implementation of problem-solving methods, and systematic application of identifiable solutions
2. Policy making requires a broad participation of all parties involved and is based on a wide spectrum of information collected form different sources
3. Policy making requires a clear identification of the problems, profound formulation of solutions, and immediate implementation of decisions
4. Policy making requires strong leadership in implementing strategic decisions.
According to Mason and Mitroff, in their article ‘Complexity: The nature of real world problems’ (1981, in De Wit & Meyer, 2010, Reading 1.2), what is a critical feature of wicked problems of organized complexity?
1. Statistical methods must be used to identify latent complexity
2. They must be reduced to components and then dealt with for each separate component
3. Latent structure must be found and discarded
4. They must be dealt with in a holistic way through the process of analysis and synthesis.