Characteristics Of Wicked Problems Research Articles

Assessment of structuredness of problems in design

AbstractDesign problems are wicked in nature. Wicked problems are difficult to understand, formulate and solve. The literature focuses mainly on the characteristics of wicked problems, very little is available to how wicked problems (synonymous to ill-structured) should be formulated to make them well structured. Assessment of wickedness can help designers formulate problems into well-structured. This work proposes a metric for (lack of) structuredness as a measure for the degree to which a design problem is ill-structured. A Delphi-based method as benchmark for validating the metric is also proposed.

Leading with two eyes: leadership failures and possibilities in the management of a pulp mill’s wicked problem

PurposeThe motivation for this paper comes from Canada’s Truth and Reconciliation’s (TRC) Calls to Action, and in particular, the call for more meaningful consultation and respectful, consent-based relationships between businesses and Indigenous communities in Canada. To this end, this study empirically examines leadership in the context of a wicked problem faced by a pulp and paper mill and suggest an Indigenous epistemology as helpful to inform the leadership behaviours employed in this company.Design/methodology/approachFirstly, this study established that the problem faced by the company aligns with the characteristics of wicked problems, hence necessitating a collective leadership approach. This study then compiled a database from publicly available documents and inductively coded this data to identify themes that told us something about the leadership behaviours employed by the company as it attempted to resolve the problem at hand.FindingsThis study provides evidence that the company did not employ collective leadership when attempting to tame its wicked problem. It then shows that the context in which the firm operates lends itself well to the Mi’kmaw concept of Two-Eyed Seeing as a guiding principle that could have informed the company’s leadership and contributed to a long-overdue process of reconciliation. This study proposes several specific actions that plausibly could have helped produce such an outcome.Originality/valueThis paper helps fill a void in applications of the wicked problem construct to businesses. Further, this study suggests that the problem faced by this firm remained difficult to tame precisely because it failed to employ a collective leadership approach. The contribution to the leadership literature comes from introducing Two-Eyed Seeing and showing how it may help produce leadership that is inherently more collective in nature. Beyond its instrumental value, this approach may nurture more consent-based relationships between businesses and Indigenous communities in Canada, as called for by the TRC, hence contributing to reconciliation with a long-suffering neighbouring Indigenous community.

Design principles for addressing wicked problems through boundary crossing in higher professional education

ABSTRACT To an increasing extent, society requires professionals to cross boundaries in order to deal with wicked problems. However, little is known about how interventions in higher professional education (HPE) foster learning through boundary crossing in the context of addressing wicked problems. Drawing upon the three-dimension model of wickedness by Head and Akkerman and Bakker’s model of the dialogical learning mechanisms of boundary crossing, this study aims to generate conjectures for design principles for the design of educational practices that will foster students’ skills for addressing wicked problems through boundary crossing. This study applied a multiple case study design addressing six existing practices in HPE. The research questions were: (1) What characteristics of wicked problems are present in the selected educational practices? (2) How does the boundary crossing take place in the selected educational practices? (3) How is student learning during boundary crossing fostered in the context of dealing with the characteristics of wicked problems? Data were derived from document study, semi-structured interviews, and observations. The study conjectures that learning experiences at boundaries in the open-ended, joint effort of addressing wicked problems should be fostered and elicited by balancing and leveraging constructive tension and by making use of boundary objects and brokers.

Wicked problems in space technology development at NASA

Technological innovation is key to enable future space exploration missions at NASA. Technology development, however, is not only driven by performance and resource considerations, but also by a broad range of directly or loosely interconnected factors. These include, among others, strategy, policy and politics at various levels, tactics and programmatics, interactions between stakeholders, resource requirements, performance goals from component to system level, mission infusion targets, portfolio execution and tracking, and technology push or mission pull. Furthermore, at NASA, these influences occur on varying timescales and at diverse geographic locations. Such a complex and interconnected system could impede space technology innovation in this examined segment of the government environment. Hence, understanding the process through NASA׳s Planning, Programming, Budget and Execution cycle could benefit strategic thinking, planning and execution. Insights could be gained through suitable models, for example assessing the key drivers against the framework of Wicked Problems. This paper discusses NASA specific space technology innovation and innovation barriers in the government environment through the characteristics of Wicked Problems; that is, they do not have right or wrong solutions, only improved outcomes that can be reached through authoritative, competitive, or collaborative means. We will also augment the Wicked Problems model to account for the temporally and spatially coupled, and cyclical nature of this NASA specific case, and propose how appropriate models could improve understanding of the key influencing factors. In turn, such understanding may subsequently lead to reducing innovation barriers, and stimulating technology innovation at NASA. Furthermore, our approach can be adopted for other government-directed environments to gain insights into their structures, hierarchies, operational flow, and interconnections to facilitate circular dialogs towards preferred outcomes.

Alignment and Dynamic IS Capabilities – A Systems Perspective

Many organisations still have difficulty obtaining value from their IT spend. The literature indicates that two ways of improving this situation is via better strategic business/IS alignment and the development of a dynamic IS capability. The literature has consistently shown that the development of either a high degree of alignment or dynamic capabilities is difficult for most organisations. It is argued that the development of these skills occurs within a complex, dynamic social system and has the characteristics of wicked problems and are poorly investigated using the dominant IS research paradigm. An inductive grounded theory study conducted to better understand the complexities of alignment is described. It used a coding family that emphasises the dynamics within a complex social system. The resultant emergent theory demonstrates why alignment has been an intractable problem for many organisations. Actors operate within a social system consisting of many feedback loops. The feedback system can hinder, or enhance, actors understanding of issues as well as limiting their ability to undertake courses of action that differ to past actions. The theory indicates that the level of alignment within an organisation is likely to be maintained over extended periods of time. It is then argued that the theory can also explain why many firms experience difficulties developing dynamic IS capabilities. A feature of wicked problems is that understanding the problem is an act of improving the situation. This research helps practitioners understand the wicked problem in which they operate. This, then, may allow them to alter the behaviour of their feedback system.