7

Three Types of Problems

Simple Problems - clearly defined - consensus of practice and clearly defined routines are executed to solve the problem (management)

Getting the daily job done

At Character Quest simple problems occur when we are trying to figure out how to perform logistics; getting the students from point A to point B in an efficient amount of time. 

Complex Problems - problem clearly defined - conflict related to which approach is the best way to solve the problem

Retaining talented employees

At Character Quest a complex problem occurs when we have a schedule conflict and our trainer team has to work together to figure out how to fit in our training with our outdoor experiences (missions). Each trainer has a different idea of what is the best way to fit in all the training components. It takes a flex in their teaching and training abilities to settle on a solution. 

Wicked Problems -  no consensus as the problem, nor the root cause of the problem -  conflict related as to which way to define the problem, which way to solve the problem. (politics)

At Character Quest a wicked problem may occur when we are figuring out the learning outcomes of the certification program. One individual may want the outcomes to be that of leadership competencies learned while another may want the outcomes to be that of personal meaning making. The outcomes are open to personal preference and opinion. 

Types of Problems (Beinecke, 2009). 

Wicked Problems

1.There is no definitive formulation of a wicked problem.

2.Wicked problems have no stopping rule.

3.Solutions to wicked problems are not true or false, but good or bad.

4.There is no immediate, and no ultimate, test of a solution to a wicked problem.

5.Every solution to a wicked problem is a “one shot operation” because there is no 

opportunity to learn by trial and error, every effort attempt counts significantly.

6.Wicked problems do not have an enumerable (or exhaustively describable) set of 

potential solutions, nor is there a well described set of permissible operations, 

that may be incorporated into the plan.

7.Every wicked problem is essentially unique.

8.Every wicked problem can be considered to be a symptom of another problem.

9.The existence of a discrepancy representing a wicked problem can be explained in 

numerous ways. The choice of explanation determines the nature of the problem’s 

resolution.

10.The planner has no right to be wrong; planners are liable for the consequences in 

the social sciences.

My group chose #8 to look at in relation to mental illness. 

[Every wicked problem can be considered to be a symptom of another problem]

Reflection: 

Mental illness is a 'wicked' problem because the illness can lead to various other 

problems such as: loss of job, poor relationships, divorce, crime, suicide. The wicked

problem is sparked because an individual may find themself in a negative perpetual cycle: 

losing their job, losing a friendship, divorce, and depression. The individual may begin 

to focus on the symptoms but fail to recognize the cause. The cause could be a mental 

illness such as obsessive compulsive disorder. However, the individual continually fails 

to see the source of their issue through reflection and seeking a psychiatrist. As Silver (2012) refers to the signal and the noise, the individual here is focusing on the noise (the lost job) rather than the signal (the mental illness).  

As Felix (2013) pointed out in the discussion, the individual needs to presence in order to find that signal in the noise. Looking at the entire system of symptoms and causes through a systems lens is imperative for holistic understanding. The point most people forget about presencing is you need to stop, look, smell, listen, and learn what is happening. We forget to slow down, we forget to turn down the noise in our life and pay attention to the signal. If we fail at presencing for the signal, the noise will become unbearably loud. 

Approaches to Addressing Wicket Problems

Authoritative Strategies: Turn it over to the experts

Tame the problem by putting the problem solving task in the hands of a few 

stakeholders. This may be efficient, but is subject to group-think, blind-spots, and 

narrow definition of problems.

Competitive Strategies: The best idea will win

When competition frames the process, the best idea or most efficient solution will win. However, 

these scenarios are likely to result in win-lose propositions that may not benefit the greatest 

number of the greatest good, but merely benefit those with the most power and influence.

Collaborative Strategies: Get the issue in the room

Based on the premise that by working together, both groups will benefit, these processes 

consider ways to “enlarge the pie” rather than merely divide the pie differently. However, 

collaboration takes time and the utilization of a specific skill set to function as an effective, 

truly collaborative group.

Beinecke, R. H. (2009). Introduction: Leadership for wicked problems. The Innovation Journal: The Public Sector Innovation Journal, 14(1).

Silver, N. (2012).  The signal and the noise. New York: Penguin Press.