“Some problems are so complex that you have to be highly intelligent and well informed just to be undecided about them.” — Laurence J. Peter (cited in Conklin, 2008)
I always knew that there was a great reason for indecision! Having just returned from running a series of 6 marketplaces™ across Victoria, Australia, I am reflecting (as one does) on the diverse experiences and ‘highlight’ moments. While the format and theme of each marketplace was the same, the mixture of participants at each marketplace was as equally diverse as the six physical locations. I have stepped into my office for a day, before I step out and head off to the International Association of Public Participation Conference in Perth. In this space, between steps, I look back and forward. ‘Wicked Problems’ is both the conference theme and of the marketplace that I will be running. I realise now, that ‘wicked problems’ is the bridge between past and coming experiences.
What is a Wicked Problem?
According to Wikipedia, a “Wicked problem” describes a problem that is difficult or impossible to solve because of incomplete, contradictory, and changing requirements that are often difficult to recognize. Horst Rittel and Melvin M. Webber formally described the concept of wicked problems in a 1973 treatise, contrasting “wicked” problems with relatively “tame,” soluble problems in mathematics, chess, or puzzle solving.
Jeff Conklin (2008), identifies the following as defining characteristics of wicked problems:
- You don’t understand the problem until you have developed a solution: Indeed, there is no definitive statement of ‘The Problem.’ The problem is ill structured, an evolving set of interlocking issues and constraints.
- Wicked problems have no stopping rule: Since there is no definitive ‘The Problem’, there is also no definitive ‘The Solution.’
- Solutions to wicked problems are not right or wrong: They are simply ‘better,’ ‘worse,’ ‘good enough,’ or ‘not good enough.’
- Every wicked problem is essentially unique and novel .
- Every solution to a wicked problem is a ‘one-shot operation.’
- Wicked problems have no given alternative solutions.
Reading this was an AHA! moment for me (probably a”DUH where have you been Carla” moment for many of you). Inherent in our work as facilitators and public participation practitioners, is a degree of ‘wickedness’. During the recent marketplace series, participants were asked if the marketplace approach “hit the spot” by placing a mark on a mock dart board (close to centre if their experience was 10/10, off the board if 0/10). The average rating was around 7 or 8, with a good number at 10/10. I did catch myself being drawn to the few lower scores (5/10), with a desire to somehow move them towards centre. While this desire for improvement is probably a good thing, reading about ‘Wicked Problems’ and its application to group work, reinforced for me that this variation in satisfaction is inherent, REAL and also probably a good thing! When I imagined applying the target evaluation concept to a concert-goer’s experience (my last concert was Bette Midler some years ago), I realised how ludicrous the notion was, that EVERYONE would have had a high (or similar) satisfaction level.
So, back to the ‘wicked problems’. Three approaches are suggested for tackling and taming them, they are Authoritative, Competitive and Collaborative. Surprise, Surprise – Collaborative could be a job description/intent for many of us:
These strategies aim to engage all stakeholders in order to find the best possible solution for all stakeholders. Typically these approaches involve meetings in which issues and ideas are discussed and a common, agreed approach is formulated. In his 1972 paper, Rittel hints at a collaborative approach; one which attempts, “…to make those people who are being affected into participants of the planning process . They are not merely asked but actively involved in the planning process
So armed with this I head off to Perth now, to run a marketplace exploring wicked problems and to learn from my peers about taming them. I look forward to sharing insights!
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EVOLVE NOW BOTTOM LINE: Exploring and accepting the ‘wicked’ nature of many ‘problems’ or projects that we work on, helps movement towards a solution that is generally ‘better’.
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