Modern decision-making is highly complex. Every initiator of decision-making processes is dependent on a wide variety of other actors (and their resources) to achieve meaningful results. In this paper we track the resources of complexity in three dimensions: -The uncertainty about content (and resulting negotiations about problem definitions and knowledge - The strategic uncertainty (as result of many actors with different strategies but also the many places were decisions are being taken)

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... itutional variety (the different set of rules which are used by the wide variety of actors from different networks) We also show that in this chaotic pattern of decision-making a few stabilizing factors exist like interdependencies, interaction patterns, rules and trust relations. We use a case analysis to illustrate these complexities and their stabilizing factors. We end with some successful management strategies to cope with complexity in decision-making. This paper views complexity from a network perspective. In the discussion I will try to pay attention to similarities and differences when we compare this network perspective with a perspective of complexity theory E.H. Klijn is associate professor at