What is an integral leader to do when faced with a complicated decision but limited time and resources for thorough study? How does an integral consultant help a client avoid the overwhelm of complex analysis? One common strategy for dealing with complexity is to simplify. We squint our eyes and select what we perceive as the critical factors from the heaps of data. By choosing to emphasize some parts we can then set aside others, prioritizing for manageability. The disadvantages of this type of reduction are obvious: there is a risk of loosing important information and understandings, and reducing the quality of the outcome in the process.