Abstract
This paper attempts to explicate the characteristics of the complex problem per se. By reflecting upon several lofty philosophies, this paper argues that a complex problem consists of two parts: human's incapacity of mental power and human's cognitive dissonance. Grounded in these presumptions, this paper will illustrate that the conventional engineering approach, which primarily rests on a single observer's favourable model, is inadequate to cope with the complex issue. By reviewing several prevailing soft approaches, this paper promotes interactive management (IM) as a useful methodology for intervening in the complex problem. A case study of employing IM in a South African media context is given to demonstrate its usage.
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