ABSTRACT
Abstract In contrast to the theory that human beings make rational decisions that maximize their own benefi ts, prominent theories of cognitive functioning currently assert that there are universal fl aws in information processing and decision-making. Still others emphasize cognitive personality traits that underlie individual differences in decision-making tendencies. Unlike these primarily trait-oriented constructs, integrative complexity (IC) theory proposes a state variable: a structure of information processing that changes dynamically as a function of various exogenic and endogenic factors. One of these is stress, hypothesized to cause curvilinear changes in the complexity of thought. Predictions based on IC theory have had considerable empirical support – e.g. in studies of leaders’ decision-making in international crises. In addition, recent research has shown that some eminent leaders are relatively impervious to the usual disruptive impact of stress on IC. The ability to process information and make decisions at high levels of IC even under stress may be a factor underlying the stability of long-term successful careers, although the causal relationship is as yet unknown and in at least one situation (the aftermath of revolutions) the effect is reversed.
