This is an interesting question, particularly in respect to the references you've called out and its operational implications. Generally, I would rely upon the following facilities or "tactics" to attack a difficult problem:

1) Creativity
2) Action
3) Persistance

"Wicked" or intractable problems, however, often call upon an extraordinary, additional functional dimension:

4) Unshakable faith

"Faith", not for its theological connotations but the assent of the mind to one's own intuition (influenced or not) as truth.

Falling outside the solutions to any continuous function and without identifiable Pareto efficient alternatives, invaluable solutions to "wicked" problems are, unfortunately, often foregone for their inability to be deductively justified. When applied opportunistically, however, intuitive, "a-ha!" solutions to this special category of problems have the potential to yield gauge-transforming, "game-changing" disruptive shifts in processes and results.

The freedom, forte and willingness to effectively address "wicked" problems is a key trait among many successful entrepreneurs and entrepreneurial leaders.

Mark Evan Strauss
TOGO Media, LLC

posted March 4, 2010

Wicked problem is the problem that makes us eat humble pie and at best calls for a blame game and brings out conflicts in open.

These are the problems that defy logic...drive approximation, defeat accuracy and bring out "the black swan" more than once.

Excuse me but in my opinion these are the problems that might seem always distant from our current priorities be it organisation or human beings. The very fact that every human and every organisation has different priorities it sees them at different places in their Radar.

Lets say if for a moment we superimpose maslow's hierarchy of needs on organisations or say countries for that matter it shall bring all the conflicts in open.

Let me explain Global warming is a well known wicked problem...
Now pick up top 5 countries that agreed on green house gas emisson norms ( Greenhouse Gas Protocol - GHG) ...does it need explanation as to why others are excluded or are not taking it seriously. The effort is great but we are looking at totally unpredictable out comes may be in next 100 years (Whats my priority right now?)

Lets take another example Knowledge management ...Probably the most visible (much talked about) and critical aspect in sustainebility for an organisation- check what was the budget alloted for it in last 1 year (to start with) now place your organisation on maslow's hierarchy of needs and see what is more important.
Interesting contradiction here is check some of the most successfull organisations on KM and you would find there was no specific budget allocated for it in them...niether it required hard sell to the board or a mass mobilisation to make it happen.

Now the most interesting part is what would be a "self realisation" stage for a organisation or country? Would it be profitable? would it sustain the organisation, Will a country remain a superpower after achiving this stage?

Now coming back to the 3 most important tactics...

1. A wicked problem has to be everybodies problem (Talk of people,organisation,nations) for that help them solve their smaller (not so important for me)problems.
2. Evolve as "all encompassing" system and direct resources on the problem
3. Attack the problem in a stealth mode

posted March 4, 2010

I have found that "wicked" problems are often created when there is a misunderstanding of what the desired outcome truly is. I will often ask the question, "What does good look like?" and I am not surprised when the answers come back different from the various constituents. Once this is out on the table it is much easier to gain the necessary alignment.

There are other types of problems that simply do not have a solution space when dealing with beliefs and value systems...such as abortion. You can try to find some middle ground such as the desire from both sides of the argument that reducing the number of unwanted pregnancies would be beneficial but you will not be able to find a solution that people would view as a win/win.

These do not come up as often in the business environment but when something similar to this arises, I will push for incremental changes and agreement rather than try to resolve the total picture. Then as the changes take place, one learns more about the situation, what works and what does not work, and can adjust tactics and understanding.

Jim

posted March 4, 2010

Often a "wicked problem" can be addressed by
1. Facilitating a workout of stakeholders to solidify requirements as they relate to the final outcome of the effort. By focusing on the outcomes and developing operational definitions, incomplete and contradictory requirements can be resolved. If it is recognized in the workout that the requirements will be changing, then design a...
2. Multi-generational project plan that allows for changing requirements but keeps the project team/individual on track and provides them milestones of success. This keeps the project team/individual energized.
3. Frequent communications to the project champion and periodic communications to the larger stakeholder base maintains openness and transparency that will be necessary to maintain support and accountability. This will encourage positive actions towards the project's success and minimize behaviors that can distract or derail the final outcome. All changes in direction or requirements should be discussed in the open at the stakeholders' meetings and agreed upon and signed off by the champion before being implemented into the project plan.

posted March 5, 2010

The Wicked Problems that get solved generally have a key concept - that is the key to unlock the problem. For the example you cite, the key concept is (for most cases) "Return on Investment". This enables us to evaluate projects against each other using a common (i.e. shared) measure. Now we can talk about the probabilities of achieving various returns on investment for the various projects, and balance these against our attitude toward Risk.

Once you understand this, Trevor's answer becomes easier to understand. How do you find this key concept? You need to understand the problem, probably to analyze it to separate out the side issues and solve the easy bits that can be fixed independently. With a clear picture of the core Wicked Problem, you now need to search for the appropriate concept. I find that there are a few knowledgeable people who collect solutions and who can usually suggest one or two that might apply in any given situation; I act in that role for my organization, and via LinkedIn I act in that role for quite a few other people. So, these people need to understand the problem before they can say whether any approach to answering it would be a good bet. Without one of these people, you need to start reading up - but bear in mind that often the solution is one that comes from another domain of thought - which is why the problem is 'wicked' in its own domain. That is - you won't know where to look, and *that* is why the problem is wicked. So, if your organization comes across wicked problems, find and nurture those folk who have an insatiable appetite for solutions from a wide variety of domains.

posted March 5, 2010

There are already a lot of really interesting answers here, but I'd like to add my own slant on it. Even though I'm re-stating some of others' answers in a different way, these are the things that immediately came to my mind when I read the question:

Preface:
If there is a problem there is an answer. Our universe is just made that way. Finding the answer can be a big challenge, but that's what makes life interesting. Not having any problems at all to solve makes life boring.

1) Get everyone involved together in the same room (participation via video-conference if they can't be there physically). Establish rules to ensure it doesn't turn into an "it's his/her/your/their" fault screaming match. Get to the root of the REAL problem (not the perceived problem).

2) Get your brainstorming group together. This group might include people from the previous group but it might not (depending on your situation). There are only 2 rules of conduct for this session:

a) come up with the most possible solutions, partial solutions, ideas, anything that could proactively change the situation in any way no matter how weird or off the wall it sounds and no matter how much money it costs or how much energy it takes

b) no laughing at anyone's input and no negative comments - one idea should stimulate another - session should last as long as new ideas are being produced

(someone needs to get all of these ideas down on paper - you might want to record the session to be sure nothing falls through the cracks - make sure participants know it's being recorded)

3) Problem solving team gets together to evaluate ideas from brainstorming group and figure out something workable from their ideas. Depending on the complexity of the problem you might need more than one group. It's possible that the group(s) will come up with something that was never even mentioned in the brainstorming session, but the mere fact that there are (hopefully) lots and lots of ideas, everyone's creative problem solving will be stimulated.

Note: make sure that there is at LEAST an overnight break between the brainstorming session and the problem solving session(s). My best and most creative ideas come to me during sleep, or in the morning just as I'm waking up. If your own problem solving creativity is stimulated by going to the top of your favorite mountain or to your favorite beach, make sure you get to your "magic place" for at least a quick visit between the brainstorming and problem solving sessions. Another way I get great problem solving ideas is while I'm driving on a deserted road or highway. Get input from your creative problem solvers as to their best creativity stimulating time/place and make sure they can get there between the two sessions.

Nothing is impossible. Unless you believe it to be impossible.

posted March 6, 2010

Actually, using the "Art of Winning", the aswer is simple.
This is a situation of water. Comparing the situation of the departments, they are loose, have no control and erupt in sudden bursts (like geysers), fall without control (like waterfalls) or simple get stuck (like stagnant water).
The solution for the problem is an earth approach.
With patience and control, guidelines have to be stated and implemented. There may be inner competition for a project, but the winner should be defined with clear and limiting guidelines. Once those are implemented, project privatization can be done.
Of course, if you want to make the privatization before stating the guidelines, I would personally suggest a regulatory person/organ on top of all the departments, and stablishing the objectives and responsibilities of the departments ASAP. And of course, right after that, the "inner contest" may beginwith those clarified and limited rules.
Very probably other problems will arise in time. Water evolves into wood and after the scattered forces of the departments are gathered, they may begin to have ideas with no tangible bases. Then very logical thinking will be necesary to plan efficient progress. But that is another problem.
Thanks for the delighting question. Once again, the "Art of Winning" can translate any situation into an element and thus find a solution to it.
You can read "Wisdom from the Ninja Village of the Cold Moon" from Stephen K. Hayes for more information.
At your service,
Alex Genel

posted March 6, 2010

If the problem is technical, it can always be solved (unless it is a physical systems' limitation type of thing). However, if the problem involves personnel, then ability to solve the problem may depend on relative intent of the parties and who is at the driver seat, who can make decisions etc.

IMHO.

posted March 4, 2010

1. Think wicked. This will help you to read, understand & judge the problem correctly.
2. But do not ACT wicked. Have an honest approach.
3. Don't leave your task half done.

Links:

• http://www.amway.in/
• http://www.oriflame.co.in/
• http://tupperwareindia.com/

posted March 4, 2010

Hi
One tip I learnt from Kepner Tregoe Problem Analysis was
it is important to establish
What is & What is Not the problem.
So for example the problem is on product/production line A
But not with Products/Production Lines B, C
Leads to questions why ? - what are the differences ?

Then test any proposed solutions against both the IS & the IS Nots

posted March 4, 2010

Be suspicious of everything you review. Just because a piece of evidence or a clue has been checked by someone else doesn't mean there isn't a hidden detail waiting to be discovered.

posted March 4, 2010

Tim,

I think the tactics I would use are:

1. Assume nothing-everthing is fair game whether rational or not
2. Get people involved who will be impacted by the decision to some extent
3. Execution of action items and completion of solving the problem

Thanks,

Phil
http://www.philparkinson.ca/

posted March 5, 2010

Not techniques but a way for getting back on the road:

1. Take a step back and detach from the situation.
2. List any and every fact/detail available.
3. Apply 5Why's to every bottleneck and resistance to change.
4. Take results from 3 and apply reverse Ishikawa for each one.
NB I call reverse Ishikawa, the fishbone diagram where your head start is the solution and not the problem.
5. Implement.
6.Look for new challenges. ;-)

posted March 6, 2010

Plan
Plan
Plan some more

Take a direction from Congress; talk for months, spend some money on talking, argue about it and, finally, do less than nothing. Oh, in case I forgot, use other peoples money. All planning should take place on the luxury private jet.

posted March 6, 2010

Plan
Plan
Plan some more

Take a direction from Congress; talk for months, spend some money on talking, argue about it and, finally, do less than nothing. Oh, in case I forgot, use other peoples money. All planning should take place on the luxury private jet.

posted March 6, 2010

1) Do not be afraid to ask people's opinion (stakeholders). You may start from bottom level where in many occasions you get the best solutions. I would also suggest to ask people who are not involved at all so they can base their answer with a clear mind. It also helps many times to seek an "expert" advice.
2) Brainstorm solutions and think outside the box. Try to delete your mind barriers and borders and approach the problem with non-conventional solutions. Do not be afraid to test your solution if it doesn't cost much.
3) Research on past solutions that someone else gave regarding a similar problem and learn from his experience. Internet is always a good source.

posted March 6, 2010

First off I suggest you work with a Consultant or Executive Coach familiar with business operations and the dynamics of people interaction. As one, I would 1. give everyone a DISC profile and conduct a workshop to better understand how to collaborate with one another and value each other's differences, maximizing their strengths. Better communication and team work is always an outcome. Next I'd facilitate a S.W.O.T. analysis to lead them through a process of clearly seeing their options, and then create task-force teams to address their findings and advance the project.
In the mean time the Consultant/Coach could catch any dysfunction or leadership incompetency and begin to deal with it.

posted March 6, 2010

Failsafe way to fix a "Wicked Problem."

1. Tell everybody their jobs are on the line if they don't start acting like businesspersons, instead of behaving like children squabbling over marbles.
2. Put them in a meeting. Tell them they have an hour before HR finishes printing up their pink slips.

You're welcome.

Ainandil

posted March 8, 2010

There is no such thing as a problem -- only situations that threaten or further individual or company values.

Find a way to threaten or further what management and workers value and you have real solutions.

People come to work for reasons other than money, benefits and position, although these items are ingredients of value systems.

Identifying and communicating individual and company values then creating situations and resulting processes that threaten or further them is the key to solving so called "Problems" and motivating the work force.

Links:

• http://www.smalltofeds.com

posted March 8, 2010

Hi Timothy. Some great answers already. My idea is don't try to solve problems all by yourself. Use your network! There are very few trully new pwicked problems. Somebody somewhere will have experienced it and solved it. I find that many people feel they have to solve everything themselves - Not a good idea!

posted March 8, 2010

A lot of good advices given already. I'll just point to "The Art of Project Management" (or "Making Things Happen") by Scott Bercun, chapter "What to do when things go wrong".

posted March 11, 2010