Noting that a distinction can be made between the different types of problems faced by managers in today's organizations, and that managers increasingly face problems of a more complex nature, this paper suggests that an interactive management approach is best for solving complicated problems. Following an introduction that distinguishes between relatively simple problems and those that are more complex, the paper first discusses techniques for managing group processes for complex problem-solving, including the complexity of the problem, the communication among the participants in the problem-solving, and the resources available to the group. Next, the paper identifies necessary components of group facilitation for complex problem-solving, including definite control of group process; problem identification preceding generation of alternatives; and use of tested, behaviorally and technically balanced group methodologies. The paper then analyzes five variables in the interactive management process, including computer hardware, software, and peripheral equipment and a specially designed room. The paper concludes by noting that this program, built around the three components of effective problem resolution of intelligence, design, and choice, is a logical method of solving complex problems. Tables of findings are included. (DF)