A complex decision is like a great river, drawing from its many tributaries the innumerable premises of which it is constituted.
Because he treats the world as rather empty and ignores the interrelatedness of all things (so stupefying to thought and action), administrative man can make decisions with relatively simple rules of thumb that do not make impossible demands upon his capacity for thought.
Most of what we do to get people ready to act in situations of encounter consists of drilling these lists into them sufficiently deeply so that they will be evoked quickly at the time of the decision.
Many individuals and organization units contribute to every large decision, and the very problem of centralization and decentralization is a problem of arranging the complex system into an effective scheme.
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