Abstract
Complex problems are commonly identified as ambiguous, without an apparent solution, and requiring ongoing commitments to resolve. Complex problem solving (CPS) is conceptualized across research domains, including management, as a cognitive function of an individual leader. We argue that current conceptualizations of complex problem solving (CPS) fail to account for social interaction and team collaboration commonly practices in real complex problem solving. Using systematic observation of a rescue incident and the COVID-19 relief, we unpack the search, rescue, and relief process and propose seven operational aspects of CPS around team collaboration.
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