Wicked problems

In the management world there are issues which are known as being "wicked" problems (Churchman, 1967, citing Rittel, n.d.; Rittel & Webber, 1973). Wicked problems are those where the drivers are complex and difficult to untangle, where there are multiple layers of contested solutions, and where fixing the issue, despite years of attention, seems glacially slow. Churchman suggested that wicked problems were a "class of social system problems which are ill-formulated, where the information is confusing, where there are many clients and decision makers with conflicting values, and where the ramifications in the whole system are thoroughly confusing" (1967, B-141). Churchman described such issues as "wicked" as they have an "evil quality", or are "mischievous" in the old-fashioned sense of the word, often with "solutions [which may] turn out to be worse than the symptoms" (B-141). 

In applying wicked problems across a range of fields, Conklin (2006) outlined six characteristics to help us identify this type of issue:

1. We are unable to "understand the problem until [we] have developed a solution". "Every solution that is offered exposes new aspects of the problem, requiring further adjustments of the potential solutions. Indeed, there is no definitive statement of ‘The Problem.’ The problem is ill structured, an evolving set of interlocking issues and constraints. Rittel said, “One cannot understand the problem without knowing about its context; one cannot meaningfully search for information without the orientation of a solution concept; one cannot first understand, then solve.” Moreover, what ‘the Problem’ is depends on who you ask – different stakeholders have different views about what the problem is and what constitutes an acceptable solution" (Conklin, 2006, p. 7).
2. This type of issue has a "no stopping rule", which means a problem which may not have an overall solution/goal; that good enough will have to do. "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 some optimal or ‘final and correct’ solution emerges. Herb Simon, Nobel laureate in economics, called this ‘satisficing’ -- stopping when you have a solution that is ‘good enough’" (p. 7)
3. The "Solutions to wicked problems are not right or wrong". "They are simply ‘better,’ ‘worse,’ ‘good enough,’ or ‘not good enough.’ With wicked problems, the determination of solution quality is not objective and cannot be derived from following a formula. Solutions are assessed in a social context in which “many parties are equally equipped, interested, and/or entitled to judge [them],” and these judgements are likely to vary widely and depend on the stakeholder’s independent values and goals" (p. 7)
4. "Every wicked problem is essentially unique and novel". "There are so many factors and conditions, all embedded in a dynamic social context, that no two wicked problems are alike, and the solutions to them will always be custom designed and fitted. Rittel: “The condition in a city constructing a subway may look similar to the conditions in San Francisco, say, . . differences in commuter habits or residential patterns may far outweigh similarities in subway layout, downtown layout, and the rest.” Over time one acquires wisdom and experience about the approach to wicked problems, but one is always a beginner in the specifics of a new wicked problem" (p. 8)
5. "Every solution to a wicked problem is a 'one-shot operation'". This means that "Every attempt has consequences. As Rittel says, “One cannot build a freeway to see how it works.” This is the “Catch 22” about wicked problems: you can’t learn about the problem without trying solutions, but every solution you try is expensive and has lasting unintended consequences which are likely to spawn new wicked problems" (p. 8)
6. "Wicked problems have no given alternative solutions". "There may be no solutions, or there may be a host of potential solutions that are devised, and another host that are never even thought of. Thus, it is a matter of creativity to devise potential solutions, and a matter of judgement to determine which are valid, which should be pursued and implemented. These criteria are more descriptive than definitional. The point is not so much to be able to determine if a given problem is wicked or not as to have a sense of what contributes to the ‘wickedness’ of a problem" (p. 8).

These are the thorny, knotty problems that we struggle for many years to make progress on. Issues such as - and not limited to - poverty; homelessness; wealth, ethnic, gender, health and age inequity; pay parity; leadership development; corporate social responsibility; crime; domestic violence; homophobia; religious persecution; and corruption. 

Wicked problems indeed. 

Sam

References:

Churchman, C. W. (1967). Wicked Problems. Management Science. 14(4), B-141–B-146. https://doi.org/10.1287/mnsc.14.4.B141

Conklin, J. (2006). Chapter 1: Wicked Problems and Social Complexity. In Dialogue mapping: building shared understanding of wicked problems (pp. 3-40). John Wiley & Sons Ltd.

Rittel, H. W. J., & Webber, M. M. (1973). Dilemmas in a General Theory of Planning. Policy Sciences, 4(2), 155–169. https://doi.org/10.1007/bf01405730