Venturing Into the Unknown: Start by understanding the nature of your problem
As I embark on the first edition of this newsletter, I want to set the stage for the world we navigate and the community I aspire to serve. I look forward to learning more about your needs and interests as we take this journey together.
Venturing into the Unknown
Imagine just one example of the formidable challenges many of us face today, such as integrating transformative yet disruptive technologies like generative artificial intelligence into the very heart of our business models and strategies. When I close my eyes, I picture this endeavor as standing on the edge of a vast, uncharted wilderness. Behind us is the familiar territory of traditional problem-solving, a realm where every challenge has a clear, known solution. Yet, ahead lies a terrain wild and untamed, teeming with problems that defy conventional wisdom and resist straightforward answers.
Organizations and individuals across sectors are confronting similar challenges, whether it is an educational institution reimagining learning in a post-pandemic world, a corporation balancing profitability with social and environmental responsibilities, or activists striving for positive change in an increasingly complex world. The common thread? The problems we encounter are becoming increasingly unique and interconnected, some may even say "wicked," because they lack simple answers and involve multiple stakeholders, leading to unpredictable outcomes.
In a world constantly being reshaped by technological innovations, societal shifts, and environmental changes, navigating the unknown created by this rise of wicked problems becomes essential. This post marks the beginning of that journey, focusing on a crucial first step—identifying the nature of your challenge. Understanding the nature of the problem is fundamental to deploying the right strategies and cultivating the mindset needed to navigate through this uncharted domain effectively.
Understanding the nature of the problem is fundamental to deploying the right strategies and cultivating the mindset needed to navigate through this uncharted domain effectively.
The Rise of Wicked Problems
My journey through dissertation research and real-world experiences has drawn me deeper into the world of wicked problems. At their core, wicked problems arise because of their increasingly unpredictable effects on stakeholders, weaving a complex web of challenges and responses. Each stakeholder views the problem (and solutions) through their own lens, influencing the formulation of potential solutions based on their unique understanding of the impact. The more varied these viewpoints, the more complex, unpredictable, and eventually wicked the problem becomes. This complexity compels us to defy the binary choice of right and wrong answers in favor of a nuanced spectrum of solutions ranging from better to worse. In a world that grows more interconnected and globalized by the day, the rise of wicked problems urges us to seek out innovative approaches to effectively manage—not solve—them.
In a world that grows more interconnected and globalized by the day, the rise of wicked problems urges us to seek out innovative approaches to effectively manage—not solve—them.
Discerning Between What You Do & Do Not Know How To Do
Understanding how to identify wicked problems is essential because they require a different approach and mindset. Scholars have developed frameworks that offer valuable guidance in discerning between these types of problems. Illustrated in the accompanying graph, the x-axis charts the problem's escalating complexity, ranging from straightforward issues with clear solutions to those where both the problem and solution are murky or even unknown. The y-axis measures the intricacy of the required collaboration, from simple partnerships to multifaceted networks of stakeholders with varying and sometimes conflicting interests. In essence, the deeper you delve into the realm of the unknown—both in terms of the problem itself and the potential solutions—and the more varied the stakeholders involved, the more complex and potentially chaotic—or wicked—the problem becomes.
Source: John Alford, Brian W. Head, Wicked and less wicked problems: a typology and a contingency framework,
Four Questions You Should Ask
When supporting individuals and organizations in identifying the nature of their problems, I begin by asking them to consider four basic questions:
How well-defined is the problem, and how clear is the solution?
Who are the stakeholders that need to be involved in this process?
Have you implemented a solution to this problem previously, or is this new territory?
On a scale of 1–10, how confident are you in your ability to address this problem?
If the answers to these questions point towards a well-defined problem with a clear solution, a lack of variation among stakeholders, and a history and confidence in addressing the problem, then traditional management or learning tools offer the best way forward. However, if the problem leans towards the complex, chaotic, or wicked, then a new suite of solutions is warranted. This brings us to a teaser for the next article, where I will focus on one of the most proven, evidence-based solutions for addressing the wicked problems you face.