Comments on: What Are We To Do With Wicked Problems?

By: Nicolai Buccino

Nicolai Buccino — Mon, 03 Nov 2014 21:17:31 +0000

Summary & Main Ideas:

“What are we to do with wicked problems” returns back to the idea that problems cannot be ignored that if problems are ignored they don’t just go away, and if they do they always come back bigger, and uglier. In order for us to confront and began to try and solve wicked problems in our lives, organizations, and even relationships there several things that we need to try and implement in order to work on filling the “gap”:

bridging
closing
narrowing
Another critical point that was made is that in order to confront these wicked problems especially within an organization is to look at from many different perspectives. Meaning that problems aren’t just one persons problems and needed to be looked at with many peoples perspectives within the company in order to “tame” the said problem.

Communication is key. “Effective language is the key for understanding problems and working successfully on them. The most important way to is improve one’s skills in working on problems is to become a master at using problem language.”

Meaning & Application

This concept of bridging gaps of wicked problems by using effective problem solving communication is incredibly important within motivating employees, as well as entering a leadership state known as “Entering the fundamental state of leadership” In order to motivate employees HBR article ” One more time how do you motivate employees” says job enrichment has to happen. In order to do this managers need to listen to employee needs and complaints and then act in a way that enriches the job. To do this managers and leaders need good communication in order to bride the gap that is the wicked problem and tame the problem of lack of motivation with employees.

By: Madison McCue

Madison McCue — Tue, 14 Oct 2014 01:05:38 +0000

What Are We To Do With Wicked Problems?

When facing wicked problems there are 3 questions we must come to terms with.
1. What are we to do with them?
2. Who should do it?
3. How is it done?

What are we to do?
When defining the gap, we have can look at them in 4 different ways.
1. Ignoring –
Problems may be ignored as long as it is agreed upon that the problem is trivial, insignificant or unimportant. “Ignoring any problem prematurely is risky.” (J Bentley, 2014) It is important that all those involved evaluate the problem and continue to do so on a regular basis to ensure that this problem is one that can be ignored.
2. Bridging –
“Imagining a bridge built over the problem gap allows you to cross it and examine in depth the obstacles that are to be found.” (J Bentley, 2014) This may give you new perspective to start working on solving this wicked problem.
3. Closing –
“Closing the gap means moving toward the goal until you reach it and the gap disappears. Problem solved!” (J Bentley, 2014)
4. Narrowing –
“Narrowing the gap is achieved by taking actions that move you closer to the goal – another name for progress.” (J Bentley, 2014)

Who Should Do It?
In an organizational context no one single person can deal with the problem alone (J Bentley, 2014). For a problem to be fully understood there must be many perspectives and many people must take ownership of the problem.

Creation of wicked problems in organizations:
A few people at the top care about a problem and send it down the line to be taken care of by people who may not care about the problem thus creating more problems.

How Is It Done?
By talking!
The only way that problems can be properly address, intrapersonal and interpersonal, is beginning by simply talking. This has to happen before actions can be made. Talking about the problem and talking about the ways to manage the problem.
Bridging
People gain understanding of a problem in 2 ways:
1. “Getting to the surface of the problem by ‘drilling down’ into it, and by listening carefully to others.”
2. “Listening carefully to other people who also care about the problem. Their perspectives of the problem are as valid as your own.” Not right vs wrong!

Closing
– The closing of a gap signifies it being a tame problem or component.
– There are correct answers and solutions
– Should be handled by those that a technically equipped to solve them
– Once it is closed it is dead. Move on!

Narrowing
– After drilling down it is discovered that there is no right solution
– Therefore this is a “wicked” problem
– We can only narrow the gap there is no closing of it!
– Progress

TAMING “WICKED” PROBLEMS 2

Bridge the Gap:
– “Wicked” problem that can be dealt with
– Find a way to get over it
– “Live with the problem”
– Finally, move forward

Close the Gap:
– When bridging isn’t enough
– When serious change may be needed
– We must understand in order to change
– Once the gap is closed we move on

OOMM
Order¬ – to bring order is to formulate it. Then you can move to taking action/taming it.
Meaning –
– “Our lives are directed toward closing the gaps. “
– “The idea of gaps leads to the concept of “problems”
– The important gaps are those that come from wicked problems
Membership –
Who needs to be involved?
-Who cares?
– Who is affected?
– Who knows?
– Who can (authority/power)?
-Who will?
– Engage
– Involve
– Recruit
– Enlist

Analysis –
We all face problems in our lives. From this framework we have been able to identify if this problem is “wicked” or “tame”. Also, we have learned over and over again that without sitting down to simply talk about the problem with those that are involved or take ownership we may not begin to work on managing and/or solving the problem.
Once, we have begun to talk about the with those that own it problem to discover the nature of the problem, wicked or tame, we can begin to bring order, meaning and membership to the problem. Once the problem is fully framed we discover the gap that we face. Now we must decide how to deal with this gap.
When faced with a gap we can ignore it, bridge it, close it, or narrow it. In order to properly take one of these actions it is imperative that we have properly handled the prior steps. Talking about and understanding the issue with all those that are involved before addressing and taking action is the only way to ensure success of any of the 4 ways to grapple with problems.

By: Johanna

Johanna — Mon, 13 Oct 2014 21:46:22 +0000

What Are We to Do With Wicked Problems

View problems as gaps:

Ignoring: Wicked problems should never be ignored. However, what is important (“wicked”) to one person may be trivial (“tame”) to another. Before any work can be done on the problem the group must decide if there is a problem and if it is important. To decide if a problem is important you should look at the emotions involved. “No emotions, no problem”. The stronger the emotions and the longer those emotions last the more important the problem.

Bridging: Gaining understanding of the problem by “drilling” into it to find out as much information as possible or listening to the other people in the group. Every person in the group may have a different opinion, all these opinions are valid and allow for a better understanding of the problem.

Closing: If a gap can be closed it is a tame problem. To close the gap means finding the right people with the right technical skills and knowledge to solve the problem. Once it is solved it is a dead problem. There is no more reason to work on the problem once it is dead.

Narrowing: Wicked problem cannot be solved, their gaps can never be closed. The goal for wicked problems is to narrow the gap. There is a lack of understanding when it comes to “problem” and “solve”. To address this means going “meta” in our thinking about problems. “Think differently, talk differently, act differently”. Then we need a plan of action to make progress in reaching our goals.

Who Should Do It?

All problems are people problems.

Problem Owners: the people who care about the problem and want to see changes. It is their responsibility to work on the problem. Intrapersonal problems are those that belong to only one person, when other people are drawn in it becomes an interpersonal problem.

Within organizations the greatest challenge is getting other people to become “Owners of the Problem” as well. Top management decides their is a problem but the responsibility of dealing with the problem is passed on to other people. These people often are not “Owners of the Problem” and therefore they do not care about the problem.

How Is It Done?

It starts with effective communication and talking with others about the problem. Everyone involved must understand the problem.

“Is this a problem? Who thinks it is? Who knows about it? What should we do? When? Who should do it? What obstacles are in the way of making things better? Is there a Plan B?”

People must be involved to solve problems, technology cannot do it for us. This means communication and being able to use effective language. Using effective language is a skill that can be improved.

Taming Wicked Problems II

To begin working on problems it must be decided if the problem is important, does it have meaning? Who does it have meaning to? Who owns the problem? What kind of problem is it (order)? All of these initial questions to working on problems relate to order, ownership, meaning and membership.

This leads us to the “Scrum” the area between simplicity and complexity. The “scrum” is where all the work takes place; digging into the problem, giving it a name, asking questions, getting a consensus. You need the right people on the bus in order to move from simplicity to the other side of complexity.

As a leader/manager it is your responsibility to take action, there no other choice. Other people rely on your skills and knowledge to help them narrow gaps and make progress towards their goals. It involves acting at the right time, with the right people, to the right degree, for the right reasons, and in the right way.

By: Catie Jasper

Catie Jasper — Fri, 10 Oct 2014 21:44:44 +0000

What are we to do with wicked problems?
Summary:
Three questions that need to be asked:

What are we to do with them?
Who should do it?
How is it done?
Problems should be defined as GAP’s between the present and future state of an issue.

There are four options when dealing with these types of problems:

IGNORING – hoping the problem will go away

Serious problems – never a good idea
Trivial problems – safely/should be
Figure out the IMPORTANCE of a problem
Pay attention to emotions associated
BRIDGING – gaining an understanding of the problem

Getting below the surface
LISTENING carefully to other
Key to collaboration
“Live with the problem and move forward.”

CLOSING – moving toward the goal until you reach it (PROBLEM SOLVING)

Part of TAME problems
Correct answers/right solutions
When a problem is solved, it is time to move on
“Change is required: a change in attitudes, behaviors, and at times, values.”

“There are situations when “bridging” is extremely difficult, and “closing” is impossible.”

NARROWING – taking actions that move you close to the goal (PROGRESS)

Part of WICKED problems
No final closing of the GAP
Actionable plan
Who should be involved?

There are:

People who care about the problem and want to see changes made (PROBLEM OWNERS)
People that are aware of it but have no stake in seeing changes
Those unaware that there is a problem
Figuring out who cares, and getting the right people on the bus is a great way to manage problems effectively. In organizations especially, you will need to get other to “buy in” to the issue and figure out their membership, ownership, order and meaning associated with the problem.

Types of problems:

Intrapersonal – belonging to only one person
Finding ownership
Finding order
Stop and take a step back
Talk through it
Find support
Make necessary changes
Interpersonal – belonging to more than one person directly or indirectly
Finding ownership
Getting to the root
Finding goals
Have conversations, healthy dialogue
Define and develop actionable plan
Implement
How are we going to get it done?

Effectively using language is the key.
Talking and communication skills are crucial.
Analysis:

When dealing with WICKED problems, understanding the GAP between where you are now and where you want to be is the first step towards managing or solving a problem. Ignoring a problem is usually not the right approach to a problem. Bridging or understanding the issue is probably the most important part of the process and without it action is not able to be taken. Closing a gap usually plays into the TAME problem arena, but narrowing the gap, or working on the problem, is the action of continuously moving forward toward the goal even though there may not be a final end or solution.

“Whatever you can do or dream you can do, DO IT NOW. Boldness has genius, power and magic in it. Begin it NOW.”