When it comes to systems change, there’s only one kind of problem at play: wicked ones.
Back in the 1960s, a researcher named Horst Rittel came up with the term to describe complicated problems that happen within systems, calling them wicked problems as a juxtaposition to the more ‘tamer’ problems found in math, games and puzzles.
To paraphrase Tolstoy, every wicked problem is wickedly difficult to solve in its own way. Cookie cutters won’t work here.
But while they are each uniquely complicated, all wicked problems share four key traits that spell out the acronym SLOW. To solve this, I’ve developed a methodology I call the Wicked Power Shift, which moves FAST.
Let’s break it down.
- Wicked problems SERVE multiple vested interests. These are individuals, groups or organizations that are financially or emotionally invested in the continued existence of the system and their place within it. They need the system because it protects something of value to them. That means vested interests are part of the problem and part of the solution.
The solution to stakeholder over-demand: FOCUS on identifying shared values to build and maintain trust.
- Wicked problems LACK clarity because of incomplete, contradictory, and weaponized information. Who knew, what, when. That’s the classic question of murder mysteries and journalists’ scoops. It’s also necessary to ask this question when you are working to solve a wicked problem, so you can map out how information flows through the system and where it gets stuck.
Incomplete information is the easiest one to understand – it simply means people do not have all the information they need to make a proper decision or to understand what you are proposing. It’s an outcome of the growth of access to information.
Contradictory information is information that causes confusion, such as when we are trying to understand research and statistics. Information is ever-changing, and it can be very, very contradictory. While that makes perfect sense to scientists and academics, it has the opposite effect on regular people. Contradictory information causes people to challenge and doubt the accuracy and truthfulness of the information; it reduces trust in professionals and ‘elites,’ and it can easily be converted into a weapon.
We used to call weaponized information propaganda, and it used to be really only practiced by governments and newspaper barons. However, we are in an information explosion and weaponized information, much like all other information, has gone global. Technology has lowered the barriers to entry to allow anyone with an Internet connection to participate – and they are.
Weaponized information is different from incomplete and contradictory information in one very key way: it is used with devastating skill to influence a group of people to demonize, destabilize or destroy an organization, individual or group of people.
The solution to information overload: ADAPT your plans based on the latest information and situations. To use the jargon phrase du jour, you need to meet your community, organization or stakeholders where they are.
3. Your wicked problem likely has OTHER wicked problems present. Systems nest within systems, and their problems do too. The main thing to remember here is don’t fall down a wicked problems rabbit hole, in which you identify all the points of intersection with other wicked problems. We know these are complex problems rooted in complex systems; note it, but stay focused on your particular part of the problem.
This is why systems change is never a job for one person or one group; it’s too big a job. Having a diverse mix of perspectives, experiences, and skill sets isn’t simply a nice DEI point to note in your public relations; diversity is the fastest and most efficient method for seeing the big picture. Everyone has their part to play in addressing a wicked problem, and it often starts with providing a different perspective.
The solution to wicked problem overwhelm: SCALABLE projects that start small and leverage existing assets to reduce project creep and staff burnout.
4. Wicked problems force you to WAIT because decision-makers fear a loss of reputation, trust or investment, or some combination of all three. Solving wicked problems doesn’t usually come cheap. While the initial investment may be small, at some point, a significant investment will have to be made to either build out infrastructure; retrain or hire staff; establish a new way of working, create and launch a new program, policy, product or service; and/or incentives to influence behaviour change. Not only can it be expensive, but the end result isn’t guaranteed. It’s a higher-risk investment than simply continuing to patch up the existing system.
The solution to decision-maker overkill: TIME STAMPED projects that have defined deadlines to maintain momentum in the drive to achieve your mission.
Investing in solving a wicked problem is a bit like being an angel investor in a start-up. Those first couple of rounds of investment is considered high risk because the company is young, and its success isn’t guaranteed.
When I was a business journalist, I was curious how angel investors decided where to place their money, and this is what I was told. The best way to insulate yourself from a painful loss is to have a diversified portfolio. Put the majority of your money in the safe bet and earmark a small amount, say 10 percent for those high-risk start-ups. Investing isn’t an either/or proposition; it’s an and/and.
So is investing in solving wicked problems. To lower the risk to reputations, levels of trust and investments; it’s best to continue to invest in the existing system while earmarking a small but significant amount of resources to solve the wicked problems. Then as you begin to record early wins and build some momentum, investment can increase until you have fully and safely transitioned from the old to the new.
That’s how you stop moving SLOW and begin to move FAST toward the world you envision, taking with you the best of what you know.
