Every so often, I review old magazines, blogs, podcasts etc. looking for some topic or thought I may have missed, that might interest me (or others I know). Missed a big one in the latest issue of the Rotman Magazine entitled: “Wicked Problems” (I explain the term later if you can hold on).

Page 17 has an interesting interview with CogNexus Institute founder, Jeff Conklin. The title page states: “Building Shared Understanding of Wicked Problems“, predicting an interesting analysis of the changing world of problem- solving, that is increasingly solved via a shared understanding of the problem-at-hand.

Sounds very collaborative…

Quick context background. Wicked problems are categorised by incomplete, contradictory and changing variables. And the salience and causality of them is, as a result, continually evolving. This makes these problems difficult to recognize and even more difficult to overcome. More troubling, the solutions to one facet of the problem, tends to create alternate, all be related problems, necessitating custom solutions.

As to Conklin’s interview, he  suggests we [the world of business and society] are in a paradigm shift, from problem solving based on (linear) identification, description and resolution/ control of problems to a search for meaning and collaborative realisation of opportunities.

“The focus of our activities has shifted to creation.” Whereas description [of problems] is about what is, creation [of opportunities] is about what might be.”

The linear thinking model of old, is in direct contrast to Roger Martin’s work in integrative thinking, and his book: “The Opposable Mind“, where a non-linear, continual feedback and adjustment loop to problem-solving is adopted. It’s little wonder Conklin is in this publication, as both he and Martin seem very unified in their position that linear thinking is no longer a valid problem solving tool. Additionally, wicked problems, a term first coined by Horst Rittel, must continually have their resolutions re-tested, to seek better resolution, according to Conklin. Again, Martin would agree, I submit.

To remain objective on this, there are risks and complexities in implementation. The confusion caused in poorly implemented collaborative solutions can actually lead to ‘fragmentation‘, the very antithesis of collaboration. However, when implemented correctly, collaboration will achieve new levels of output, that is customer designed, operationally delivered by optimal geographies and vendors, supported by the optimal third- party vendors.

“Our education and experience have prepared us to see and solve tame problems, which is why wicked problems sneak up on us and create so much chaos.” 

Wicked problems require flexible and creativity, and a leadership prepared to be proactively decisive and speculative in their strategy.

Afterall, no one got ahead by following the rules all the time. Rules are just the boundaries we haven’t broken yet. And that is a wicked problem…