You are not currently logged in.
Access JSTOR through your library or other institution:
If You Use a Screen ReaderThis content is available through Read Online (Free) program, which relies on page scans. Since scans are not currently available to screen readers, please contact JSTOR User Support for access. We'll provide a PDF copy for your screen reader.
Integrative Complexity: An Approach to Individuals and Groups as Information-Processing Systems
Michael J. Driver and Siegfried Streufert
Administrative Science Quarterly
Vol. 14, No. 2, Laboratory Studies of Experimental Organizations (Jun., 1969), pp. 272-285
Published by: Sage Publications, Inc. on behalf of the Johnson Graduate School of Management, Cornell University
Stable URL: http://www.jstor.org/stable/2391105
Page Count: 14
You can always find the topics here!Topics: Information search, Complex systems, Motivation, Simulations, Productivity, Games, Social psychology, Psychology, Psychological research, Personality psychology
Were these topics helpful?See something inaccurate? Let us know!
Select the topics that are inaccurate.
Since scans are not currently available to screen readers, please contact JSTOR User Support for access. We'll provide a PDF copy for your screen reader.
Preview not available
Individuals and groups can be viewed as information-processing systems which respond in a curvilinear fashion to three components of input load: complexity of information, noxity (unpleasantness) and eucity (pleasantness). An optimal input load is postulated, at which each system is expected to achieve maximum complexity in information-processing. At similar input levels, some systems are expected to show more complex information-processing than other systems. Research is reviewed which suggests that the model holds for perception, information search, decision-making, and innovation. When productivity criteria are associated with complex information-processing, the model predicts productivity. A more complex phasic theory is then advanced, which argues that perceptual and decision-making junctions are separate and not synchronous.
Administrative Science Quarterly © 1969 Johnson Graduate School of Management, Cornell University