A variation of the business game focuses on the effects of measuring “cognitive complexity” on managerial performance. Cognitive complexity is concerned with “how” persons think and behave. It is independent of the content of executive thought and action, and it reflects a style that is difficult toassess with paper-and-pencil instruments (Streufert, Pogash, & Piasecki, 1988). Using computer-based simulations, participants assume a managerial role (e.g., country disaster control coordinator, temporary governor of a developing country) for six task periods of one hour each. The simulations present a managerial task environment that is best dealth with via a number of diverse managerial activities, including preventive action, use of opportunism. Streufert et al. (1988) reported validities as high as .50 to .67 between objective performance measures (computer-scored simulation results) and self-reported indicators of success (a corrected measure of income at age, job level at age, number of persons supervised, and number of promotions during the last 10 years). Although the self-reports may have been subject to some self-enhancing bias, these results are sufficiently promising to warrant further investigation. Because such simulations focus on the structural style of thought and action rather than on content and interpersonal functioning, as in ACs (discussed later in this chapter), the two methods in combination may account for more variance in managerial performance than is currently the case.