Wicked Problems Naming the Pain in Organizations PPT

1 Wicked Problems Notes Theme In their article, dubbed Wicked Problems, Conklin and Weil (1998) discuss one of the most critical themes in organizations- problem-solving. The authors suggest a problem-solving model suited for the more complex and challenging problems facing organizations. They discuss linear and non-linear approaches to problem-solving, showing their differences in solving complex problems. Key Lessons The MCC Elevator Study • The study involved designers tasked with designing elevator systems. • The experiment required designers to think out loud. • The experiment’s analysis revealed that the designers focused on two areas: understanding the problem and designing a solution. They understood the problem by relying on the systems’ requirements and performing mental simulations. • The analysis further revealed that the designers did not follow the traditional waterfall problem-solving model. They worked by jumping from the problem to the solution and back again. • Consequently, problem-understanding continued until the end. • The researchers called this problem-solving approach chaotic or opportunity-driven • They did not follow a linear model, as in working from the problem to the solution. Instead, they employed a non-linear approach. Waterfall Model 2 • It is a linear approach for problem-solving- it starts with understanding the problem and working through designing and implementing a solution. • Understanding the problem may involve data collection and analysis. • It follows an order- data collection, analysis, formulating a solution, and implementing the solution. Opportunity-driven (chaotic) model • It is non-linear • The focus is on identifying the best opportunity to progress. • It is unpredictable and does not follow any order. • Problem solvers continue to try to understand the problem throughout the model. • Problem-solving ends when resources, such as time and money, run out. Wicked Problems Criteria • These are a new class of complex problems affecting many people. • They are ever-evolving and comprise multiple interlocking issues and constraints- it is challenging to understand the problem. In most cases, people understand the problem only after they have developed a working solution. • They involve many stakeholders. Hence they are social- none of the stakeholders can be ignored. Many stakeholders are involved in problem definition, and others form part of the constraints. • Constraints are many and change over time- stakeholders continually discover new information, thus modifying constraints. Changing constraints change the understanding of the problem and potential solutions. Also, new stakeholders may be introduced at later stages, hence introducing new constraints. 3 • They are non-definitive or satisficing- there are no definitive problems and solutions. It is impossible to have a definitive problem statement or solution, regardless of numerous experiments or surveys, because the constraints are dynamic. Since a solution has to be made anyways, the team working on the problem stops when they exhaust resources. Tame Problems • These are problems that can be solved using typical traditional problem-solving approaches, such as the waterfall model. • Linear models can address these problems. • If a problem takes too long to find a solution, the chances are that it is a wicked problem. • Taming a problem refers to trying to reduce a problem to fit a linear problem-solving model. In many cases, taming problems result in frustration and ineffectiveness. Benefits of Opportunity-Driven Problem-Solving • It unleashes creativity • It allows for the natural spontaneity of attention. • Permits sudden changes to welcome new insights • Supports problem expansion, such as when new pieces of the problem emerge • It is qualitative- since problems and solutions are not definitive, people shift their focus to the problem-solving process’s quality. • Values learning over getting a quick fix • It focuses on opportunities for creating synergies, connections, and allies, rather than working alone to fix a problem. 4 Reference Conklin, E. J., & Weil, W. (1998). Wicked problems: naming the pain in organizations. Accessed from the World Wide Web on June, 5, 2001. …
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