Compounding Wicked Problems: Common Mistakes

A common mistake people make in attempting to solve wicked business problems is approaching them as isolated and straightforward problems rather than recognising their complexity and interconnectedness. This often results in a narrow, short-term focus on one aspect of the problem rather than a systemic, long-term approach that considers the broader context and implications of potential solutions. Additionally, people may assume that there is a single, definitive solution to a wicked problem. Instead, they might better recognise that the answer must be constantly adapted and revised as new information and circumstances emerge. Another common mistake is to prioritise personal or organisational interests over a broader, more collaborative approach that involves multiple stakeholders and seeks to balance conflicting needs and perspectives.

Eight Alternative Steps

Solving wicked problems is a complex and challenging process that requires a flexible, adaptive approach. However, here are some steps that can be taken to address wicked problems:

1. Understanding the problem: This involves gathering and analysing information about the problem, its causes, and its effects.

2. Building a multi-disciplinary team: A team that combines experts from different fields is often needed to tackle wicked problems.

3. Engaging stakeholders: Stakeholders include individuals, communities, organisations, and governments that are affected by or have a role in addressing the problem. Engaging stakeholders helps to build consensus and ensure that solutions are inclusive and effective.

4. Encouraging collaboration: Wicked problems often require collaboration and cooperation between different actors, including government, private sector, and civil society organisations.

5. Adopting a systems approach: A systems approach considers the interconnected and interrelated nature of wicked problems and the relationships between different parts of the system.

6. Using design thinking: Design thinking involves exploring multiple solutions, testing and iterating, and co-creating solutions with stakeholders.

7. Considering ethical and moral implications: Wicked problems often have ethical and moral implications, and it is essential to consider these implications when developing solutions.

8. Monitoring and adapting solutions: Solutions to wicked problems may need to be adjusted over time as new information becomes available or circumstances change.

These steps can help in addressing wicked problems. Still, it is crucial to remember that there is no one-size-fits-all solution and that a flexible, adaptive approach is often necessary.

Here are two examples of companies that use variants of these steps to tackle wicked business problems:

1. AIG: The insurance company uses coaching and leadership development programs to help its employees tackle complex challenges and promote innovation and growth. For example, the company has implemented coaching programs to help managers better understand and address employees’ diverse needs and create a more inclusive and supportive workplace culture.

2. Novo Nordisk: The Danish pharmaceutical company uses coaching and leadership development programs to help its employees navigate complex ethical and regulatory challenges in the healthcare industry. The company’s programs help employees make informed, responsible decisions and promote a culture of integrity and ethical leadership.

These are two examples of companies that use coaching to implement the eight steps for addressing wicked business problems. In addition, they demonstrate the potential for coaching to support companies in navigating complex challenges and driving positive change.

Go On, Try It

I equip leaders to tame wicked individual and organisational problems, building trusted personal and professional relationships through six principles. These broadly take the same approach as the eight alternative steps:

1. Situation - Identify your wicked problem (or opportunity)

2. Objective - Identify the outcomes you want

3. Reality - Where are you now? Really?

4. Template - Sketch possible solutions

5. Execution - Pick the most promising solution and put it into play

6. Development - Progressively improve the solution and your wicked problem-solving knowledge and skills.

Why not sit down for a couple of moments and think about a complex problem you had yourself or at work. Then, how might you apply these principles?

Yes, But … 

Why don’t people adopt non-traditional approaches to solving wicked business problems?

1. Lack of Awareness: Many people may not be aware of alternative approaches to solving wicked business problems. Further, they may not fully understand the nature of wicked problems and the limitations of traditional techniques.

2. Risk Aversion: Non-traditional approaches to solving wicked problems may involve a higher degree of risk and uncertainty. Some organisations and individuals are unwilling to accept this.

3. Resistance to Change: People may resist change and be comfortable with familiar, traditional approaches, making it challenging to adopt new, non-traditional methods.

4. Lack of Resources: Non-traditional approaches may require significant investment in time, money, and human resources, which some organisations may not have access to.

5. Resistance from Stakeholders: Alternative approaches may challenge the interests or perspectives of key stakeholders, leading to resistance and opposition to their implementation.

6. Lack of Evidence: There may be limited data or evidence available to support the effectiveness of non-traditional approaches. This makes it challenging to convince others to adopt them.

These are a few reasons why people may resist non-traditional approaches to solving wicked business problems. Still, organisations can be better equipped to address complex challenges and drive positive change by overcoming these challenges.

Overcoming resistance to non-traditional approaches to solving wicked business problems requires several steps, including:

1. Clearly articulate the benefits of the non-traditional approach and how it addresses the problem more effectively than traditional methods.

2. Build a strong case: Gather data and evidence to support the effectiveness of the non-traditional approach. Use case studies, success stories, and statistics to build a strong case.

3. Involve stakeholders in developing and implementing the non-traditional approach. This helps to build support and buy-in.

4. Address any concerns or complaints about the non-traditional approach transparently and constructively.

5. Lead by example: Demonstrate the effectiveness of the non-traditional approach through your own actions and behaviours.

6. Continuously evaluate the effectiveness of the non-traditional approach and improve as needed. This helps to build trust and credibility over time.

7. Foster a culture of innovation: Foster a culture that values and encourages innovation and non-traditional thinking. This will create an environment that is more open and receptive to non-traditional approaches to solving problems.

Really Solving Wicked Problems 

We commonly attempt to solve wicked business problems by approaching them as isolated and straightforward problems rather than recognising their complexity and interconnectedness. As a result, they are rarely open to a single, definitive solution, not least as they usually evolve over time. We should also be aware that it’s not just about ‘me.’ Wicked problems often involve a range of stakeholders.

I’ve suggested eight alternative steps for taming wicked problems, variations used by major corporations worldwide and often implemented through coaching. In my practice, I’ve got these down to six steps.

People resist adopting non-traditional approaches to solving wicked business problems for all sorts of reasons, but these aren’t insurmountable. Wicked problems can be sorted, especially through carefully constructed coaching