The wicked problem
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A Visualization of the Wicked Problem
In this day and age, we are driven by science. Facts legitimize our decisions and are the basis for our actions. This is how we try to find the "right" solution to a problem.
Organizations describe this as a "simple" problem, a well-defined problem that the typical scientific approach can solve. The problem is defined, data is collected, and a linear solution path is followed to reach the goal. Suppose you look at this in the context of organizations. In that case, the requirements are few stakeholders and defined constraints on the problem (for example, building an underground car park that two separate buildings can use simultaneously). No matter how long it takes or how high the costs, a solution can always be found for such problems. Because the definition of the problem is comprehensible and understandable, and people can work on it individually.
But now we have reached the age of design. Instead of basing our decisions on facts, we look for stories and social consent that make sense in the context of the problem. We focus on creation innovation, where it is about what can be, instead of focusing on what is (fact-based).
The Importance of Defining and Addressing Wicked Problems
Wicked Problems first have been addressed by Horst H. J. Rittel and Melvin M. Webber in the 1970s. These wicked problems are described as very complex and undefined problems with an unknown amount of solutions.
An incorrect definition of a problem or its scope can be fatal for projects. This is because the definition of the problem and the solution to the problem are no longer two separate tasks but go hand in hand.
A problem is only defined as such when the social framework determines it. For companies, this social framework is the stakeholders.
A "wicked problem" aims not to find the best solution but to involve the stakeholders to define the dimensions of the problem together. It is, therefore, a social process to find consent to define a complex problem.
A good example of this is global warming. Each country has its point of view on what needs to be done to tackle the problem and slow down global warming. Yet people need to find out their solution works best, especially looking at the sustainability of the solution in the future.
Furthermore, poverty and education inequality can be considered a global problem for the same reasons.
No one owns the problem and knows exactly what is needed to get the answers to the solution. Due to the complex social structures, it is a social process to solve this wicked problem. It requires a different, innovative approach to unravel the knot of problems and understand the foundation of each component.
How can you foster Consensus among Stakeholders?
To find a consensus, stakeholders must understand each other's positions and opinions well enough to engage in a legitimate and intelligent dialogue about their different interpretations of the problem. This way, collective intelligence can be used to consider how the problem can be solved.
Usually, dialogue mapping can be used for this social process. It is a visual representation of everything said and discussed during the social gathering to define the complexity of a problem. A whiteboard, or software like Miro, that fulfills a similar function. Everyone sees the same display, and no one is on a separate application. This prevents information from getting lost or not being shared, and everyone can focus on the shared information together.
Recognizing and Addressing the Complexities of Wicked Problems
Typically, wicked problems occur over a long period, characterized by resignation and denial. These problems are usually so chronic that they are seen as irrevocable and inevitable. However, when all components of the condition's cause are identified and understood together, nothing will stand in the way of finding a solution.
Unfortunately, there is no diagnosis or anything like that that you can do to identify a wicked problem. There are many layers of a wicked problem.
Here are six characteristics by Jeff Conklin that might help you recognize a wicked problem:
- You don’t understand the problem until you have developed a solution.
Every solution offered exposes new aspects of the problem, requiring further adjustments to the potential solutions. There is no definitive statement of ‘the problem’: these problems are ill-structured and feature an evolving set of interlocking issues and constraints.
- There is no stopping rule.
Since there is no definitive ‘the problem’, there is also no definitive ‘the solution.’ The problem-solving process ends when you run out of resources such as time, money, or energy, not when an optimal solution emerges.
- Solutions are not right or wrong.
They are simply ‘better/worse’ or ‘good enough/not good enough’. Determining solution quality is not objective and cannot be derived from following a formula.
- Each is unique and novel.
No two wicked problems are alike, and the solutions to them will always be custom-designed and fitted. Over time, we can acquire wisdom and experience about the approach to wicked problems, but one is always a beginner in the specifics of a new wicked problem.
- Every solution is a ‘one-shot operation’.
Every attempt has consequences. This is the ‘Catch 22’ of wicked problems: you can’t learn about the problem without trying solutions, but every solution is expensive and has lasting consequences that may spawn new wicked problems.
- There is no given alternative solution.
Potential solutions may be devised, but another host is never considered. Thus, it is a matter of creativity to devise potential solutions and a matter of judgment to determine which should be pursued and implemented.
Each day, we are confronted with wicked problems when we question identities, such as: Who is our company? What is our market? What makes us unique? Who is our customer?
Such questions are always subconsciously present. Wicked problems require an opportunity-driven approach that leads to innovative decisions, experiments, prototype testing, and many more.
Our education and experiences have trained us to solve problems according to the scientific approach, which is why a wicked problem usually causes a lot of chaos as soon as it is encountered.
Let's take a step back, take a deep breath, and face this problem together.
Here is a small guide based on Raymond A. Mason School of Business to determine if what you face can be considered a wicked problem.
Mostly A:
Your problem is a wicked problem and must be handled like one, as described in this article.
Mostly B:
Your problem has some wicked characteristics and can be handled as described in this article.
Mostly C:
Your problem is not a wicked problem. Thus, the solutions offered in this article should not be used to solve the problem.
Do you need help with framing and understanding your problem? Reach out to us anytime, and we will face your challenge together.
Sources:
Karen Christensen (2009): Building a shared Understanding of Wicked Problems, The Rottman Magazine https://www.cognexus.org/Rotman-interview_SharedUnderstanding.pdf
N.A. (2018): What makes a wicked problem? https://online.mason.wm.edu/blog/what-makes-a-wicked-problem
