Unravelling Wicked Problems
Have you ever faced a frustrating problem so tangled, interconnected, recurring, where traditional problem solving techniques have failed?
Welcome to the world of Wicked Problems.
With our world constantly evolving, we face more and more an array of complex challenges known as wicked problems. From climate change to poverty and inequality, to behavioural changes to organisational transformation, transitioning business to become sustainable and future fit, all of these issues resist simple fixes and require innovative whole ecosystem approaches.
Recently, I was invited to be part of the panel at the Greater Business Club by The Great Room on "Understanding Wicked Problems: Why We Don't Live in a Perfect World," moderated by Jules K. Yim , Senior Consultant at Cognitive Edge where alongside esteemed speakers Bernise Ang, Chief Alchemist at Zeroth Labs, David Isaac Mathews, Principal at Causality Causality and myself, Executive Coach, Advisor Founder of Cultivating Wholeness .
We shared our rich diverse experiences, strategies and techniques we've learned over the decades that are most impactful to help our clients to tackle these intricate problems. In this article, I'll share some valuable insights from our conversation as well as some additional golden nuggets that will enable you to embrace complexity to navigate its challenges gracefully.
Let's dive into it!
Wicked problems are…
The type of issues faced in a complex system. Where these challenges defy simple solutions and persistently resist resolution—they are what we refer to as "wicked problems," a term originally introduced in 1967 by C. West Churchman.
Let's clarify that "wicked" in this context doesn't imply evil, but rather the elusive nature of these issues.
Our modern world is intricately connected, with economies, social structures, and various industries forming an intricate global network that transcends national boundaries. Gone are the days when problems could be confined within isolated systems. Instead, they now manifest in different forms, and addressing one aspect of a problem often reveals unforeseen consequences, akin to a game of whack-a-mole.
As we navigate these complex networks that underpin our global economy, we discover that while they deliver many benefits, they also give rise to dysfunctionalities—the wicked problems we face. Our understanding of these intricate systems and the novel issues they present is still far from complete due to emerging scientific knowledge and limited by conventional thinking.
To effectively confront wicked problems, we must adopt a complexity approach, considering our systems as integrated wholes rather than disjointed components.
This perspective allows us to develop solutions tailored to specific contexts. What might prove successful in one scenario may not work in another, resisting a one-size-fits-all approach. Embracing contextual solutions, though it may require more time and effort, proves to be a sustainable strategy in the long run, far better than perpetual firefighting.
Tackling them requires a shift in …
Both mindset - how we see and understand the world - as well as skillset, to attune to context to help reveal the emerging intelligence of the system.
The Mindset
How we perceive and understand our reality has a direct impact with our ability to navigate complexity. Embracing the messiness, interconnected entanglement of being human is a huge step in being able to tackle wicked problems. Especially due to the fractal nature of complex systems - where local behaviour has a huge impact on the whole. For example, you might be in a restaurant asking for a straw thinking that your tiny actions will not have an effect on the whole. But if everyone on the planet thinks the same, we’ll be submerged with plastic straws soon enough - as we are today.
The same goes for emotions. During a recent client engagement, the organisation had recurring issues on key strategic initiatives, where crucial problems with vendors had been escalated at the last minute which cost them millions to fix. As we started working together, it was revealed that the frontlines in direct relation to the vendor were very uncomfortable with conflict. They would prefer to do overtime and avoid the conversation rather than face it head on and raise it to their boss or even the vendor. This behaviour of avoidance rippled through the entire culture of the organisation. We started to educate, give them tools to expose the teams to constructive conflict and help them practise these conversations in safe environments. They then started to gain confidence in speaking up which led to an increase of shared information, better decision making and raising issues much earlier. The entire ecosystem was now more attuned to listening, sharing weak signals and built the capability to address and navigate the issues as they were emerging. Thereby gaining employee engagement, motivation as well as saving the business time, money, energy, and frustration.
Businesses are just like biological ecosystems. They are complex adaptive systems, composed of a multitude of elements - people, processes, technologies, etc., that interact in non-linear ways to produce emergent behaviours. Yet to this day we often refer to organisations as machines that have linear interaction through siloes, often with conflicting strategies & KPI’s supported by resources that are easily replaceable or movable.
Try hammering a nail with a screwdriver. It just doesn't work. Well it can, but it's a painful and very frustrating process... As Einstein famously said ‘We cannot solve our problems with the same thinking we used when we created them.’
So in order to learn to navigate & address wicked problems with ease, we must unlearn the mechanistic ways of seeing business to embrace a living complex and learn appropriate techniques fit for context.
As an Ecosystems facilitator, leaders shift from being in a command & control stance to an adaptive, coaching posture. Even some forward thinking CEO’s have now been referring to themselves as Chief Ecosystems Officers. Gone are the days where the ‘boss’ has all the answers. Intelligence and decisions are best made where the information lies, and that’s on the front line - where the ‘skin’ of the systems is. How you develop your leaders alongside the critical thinking of your employees looks very different. You’re not only hiring them to ‘do’ a task, but to also think, collaborate and ask - is this in the better service of the organisations mission and purpose? Is there a better way this can be done to maximise impact?
A few useful frameworks to orient yourself and make sense of the dynamics at play in the world of complex ecosystems are the Parnarchy and Cynefin.
The Panarchy - Is a framework that exposes the seemingly contradictory characteristics of all complex systems – stability and change. It brings together ecological, economic and social models of change, to account for the complex interactions among both these different areas and different scale levels. Understanding where you are in the cycle of the panarchy helps you understand what forces are at play and what are the best postures, qualities or even potential traps that you might encounter. A good example are the seasons, how you behave and make decisions in spring is very different then when you're in fall or in winter. Yet the seeds and leaves have to fall or be planted in the fall in order for the soil to have the appropriate nutrients for the seeds to emerge in spring.
Cynefin®- As its founder Dave Snowden describes, Cynefin is at its heart a decision support framework, not a method or model. It is based on the principle of ‘bounded applicability’. A Welsh word for a “Place of Your Multiple Belongings,” and the pragmatic framework that bears the name emerged in the late 1990s amid efforts to help decision-makers locate themselves and their unique contexts. Whether it be predictable, in the simple and the complicated realm or unpredictable where there is complexity and chaos. This framework gives insight and direction on how to take decisions respectful of the context to move towards gaining clarity.
The Skillset
As you might have already, deduced navigating complexity is beyond tools and practices, it’s a disposition. The muscles to build in this context are learning to be comfortable with the uncomfortable, critical thinking, how to sense-make and become familiar with emergence, i.e. not having to have an answer or a solution immediately once you’ve started tackling the complex issue you face. It doesn’t mean to do nothing, but about knowing and experimenting on what’s the next best steps to do now, with the information on hand.
Similar to how you explore a foreign city - you're discovering an entire world. You might have a map with a general sense of direction, it's only when you’re engaging with the environment or the people around you with curiosity that the ecosystem comes alive. You start to make sense of where you are, the different layers of complexity from the past, present and future as you immerse yourself in the culture, the food, the smells and notice the people's interactions with each other’s behaviours and more. The intelligence that emerges informs you on where and how to take your next steps.
The same goes for mastering the skills of being an ecosystem facilitator in an organisation. A space to hold and lead collective sense-making, bringing people together from a diversity of perspectives to tackle issues towards a common purpose and direction that’s beyond hierarchy. We’ve learnt with COVID that in times of crisis, hierarchy goes out the window as people rely on informal networks to get their information. In these networks there is an innate sense of trust that is embedded. Hence, in order to build organisational resilience for times of crisis, one must work on building the informal network. One case study paired together people about to retire and the new joiners, tasked to improve on a particular area of the business. By removing the power dynamics, you get more candid conversations as there are no reasons to ‘game’ it. This helps with the retention of knowledge within the company as information is being passed down to the next generation. The newcomers also end up challenging the status quo in why certain processes were done without adding value to the business.
Harnessing the skills of being comfortable with the unknown, the quality of emergence and leading & holding space as an ecosystems facilitator are key to the following tools and practising.
Tools and Practices
As we’ve learned with ‘wicked problems’, context is key. Getting to know the land/ecosystem on which you stand is essential to determine the next best step - to move in the direction you want inspired by your purpose and mission. It’s important to note that all of the techniques are collaborative approaches as you gain substantial intelligence from the people within the ecosystem.
There are a plethora of methods and frameworks at your disposal when you want to learn more about the land on which you stand. Listed here is a non extensive list (with high level explanation) just to get you curious and started. Some of which had been shared during the panel.
Ecosystems Mapping
A visual and interactive way to expose the different internal and external actors and components that influence your environment as well as the quality of the relationships amongst them. This helps reveal in a very effective way the key areas and relationships that require some nurturing and support.
Estuarine Mapping
Is described by Cognitive Edge as its third major framework in the Cynefin ecosystem. It is based on the idea of an estuary (but not a delta), with the metaphor emphasising the complex and multiple flows of possibility in the system; In an estuary the water flows in and flows out, so there might be things you can do only at the turn of the tide. Some elements might be stable, like a granite cliff, which only need to be checked rarely, while others, like sandbanks, could shift daily. As the water flows in and out, some elements might be covered or visible. The typology of estuaries can provide an associated typology of metaphors for the framework. https://cynefin.io/wiki/Estuarine_framework
Systems Modeling
This technique helps build foresight through the exploration of different scenarios and helps reveal previously unknown risks and opportunities. It can be used at various levels of depth, it can be as simple as a role play to more in-depth computer modelling. There is however no real way to predict the future.
Customer Journey Mapping
This is a limited lens that doesn’t look at the entire ecosystem of the business, however, it focuses on the ecosystem of the client. Combined with personas it’s a great way to build empathy towards the client experience. As you're specifically looking at the customer experience, the quality of interaction with the frontline as well as the quality of internal interaction that leads to the end customer. Are there a lot of internal frictions? How do they impact the client and other stakeholders?
Once you’ve uncovered the land on which you stand and the next best steps have been prioritised and decided, you can -
Start Developing Adaptive Strategies.
Unlike the classical approach of sustainable competitive advantage, an adaptive approach to strategy rests on the idea of serial temporary advantage. The emphasis is placed on experimentations, strategies are constructed so you can course correct as you progress and as information around you unfolds on the journey. Providing possibility for real time adjustment, rather than long-term analysis and planning.
You must be asking yourself how do I measure? How do you know the business is going in the right direction?
Well the movement of an ecosystem, as it’s a living system, responds in very different ways than in conventional measurements. Understanding constraints and incentives can be key to guiding your strategy. Otherwise you might target a completely reasonable and logical approach to shifting the system, only to find you were working against the grain of powerful incentives and driving the system in a different direction.
Remember the land on which you stand and the ecosystem you're in is constantly changing and moving, so it’s important to continuously check-in and have your ears on the ground.
This even re questions the entire budgeting process, but that is a whole different conversation.
SenseMaker® is a great approach to democratise research, data collection and engagement process by placing the respondent at the intersections of statistics and storytelling. Respondents are asked to be the owner of their own micro-narratives. The tool can be used as a platform for real-time distributed network response to key issues or in defining collective insight with a view to taking action. For more information, read about SenseMaker here.
In summary
As we unravel "Wicked Problems" together, I hope you gained clarity on what they are, how to navigate complex challenges and feel more equipped to navigate complexity gracefully.
Wicked problems, intricately woven into complex systems, persist and recur, defying simple fixes. Our interconnected world requires holistic solutions. Adopting a complexity mindset and ecosystem facilitation empowers leaders to confront these challenges effectively.
Skills like sense-making and comfort with the unknown enable agile problem-solving solutions. Collaborative tools, such as Ecosystems mapping, reveal critical areas needing support. Adaptive strategies, not conventional advantages, allow real-time adjustments. Measuring success requires understanding constraints and incentives. SenseMaker® democratises data collection for collective insights. Embracing complexity and contextual solutions pave the way for a resilient, sustainable future, unravelling wicked problems with finesse and fostering growth within our interconnected world.
By understanding wicked problems, this will help you make sense of a complex system, alongside valuable insights and a fresh perspective to view these issues from various angles. The key words of collaboration, empathy, and innovative thinking are essential ingredients for effective solutions in this conversation. Armed with this knowledge, you are ready to face wicked problems with clarity and resolve. By confronting these challenges head-on, we can pave the way for a more sustainable and resilient future and create impactful change, together!
For more about anthro-complexity methods here
See LinkedIn article here
