Dan Colman, CEO, Gray Zone, LLC
The real genius of Rittel and Webber extends well beyond their distinction between Tame and Wicked Problems, finding its essence in the ten distinguishing properties of planning-type problems—namely, the wicked ones—that planners and policymakers must be acutely aware of (Rittel & Webber, 1973). These properties redefine traditional notions of problem-solving and necessitate reevaluating approaches amidst the volatile, uncertain, complex, and ambiguous (VUCA) conditions of our contemporary era.
Bennett and Lemoine’s exploration of the VUCA world (Bennett & Lemoine, 2014) further articulates this complexity. They explain the nuances of VUCA and challenge leaders to adapt their strategies accordingly. Combining Rittel and Webber’s ten characteristics with Bennett and Lemoine’s VUCA framework provides a multifaceted lens through which we can view and address the intricate and dynamic challenges prevalent in modern societal and organizational landscapes.
Delving into these characteristics and the VUCA conditions, it becomes apparent that addressing wicked problems in today’s world demands innovative, adaptive, and collaborative methods. This integrated approach emphasizes the need for creativity, empathy, and resilience among planners, policymakers, and leaders. This integrated approach underscores the criticality of distinguishing between the types of challenges presented by the VUCA environment, advocating for tailored responses that leverage understanding, agility, and strategic foresight to navigate the complexities of the 21st century.
1. No Definitive Formulation (Rittel & Webber, 1973)
In a VUCA world, rapid technological changes and global interconnectedness exacerbate the inability to formulate wicked problems definitively. Volatility in markets and technologies makes it challenging to pin down the parameters of a problem before it morphs into something new. Uncertainty about future trends and events adds another layer of complexity to defining problems accurately.
2. No Stopping Rule (Rittel & Webber, 1973)
The absence of a clear endpoint for solving wicked problems aligns closely with the concept of uncertainty and ambiguity in the VUCA world. Solutions that may seem appropriate at one moment can quickly become outdated as new information emerges and contexts evolve. This characteristic calls for continuous adaptation and learning, principles that are central to navigating uncertainty and ambiguity.
3. Solutions to Wicked Problems are Not True-or-False, but Good-or-Bad (Rittel & Webber, 1973)
Reflecting the ambiguity and complexity in a VUCA world, solutions to wicked problems defy binary evaluation, instead requiring judgments about their relative goodness or badness based on shifting contexts and stakeholder values.
4. No Immediate and No Ultimate Test of a Solution (Rittel & Webber, 1973)
The VUCA world’s inherent unpredictability means that the long-term impacts of solutions to wicked problems are often unclear. Volatility and uncertainty ensure that the environment in which a solution is implemented will continue to change, making it difficult to definitively assess the effectiveness of any given approach.
5. Every Solution is a ‘One-Shot Operation’ (Rittel & Webber, 1973)
The interconnectedness and rapid pace of change in the VUCA world amplify the risk associated with the irreversible nature of addressing wicked problems. Each attempt at solving a problem can have wide-ranging consequences, underscoring the importance of careful planning and the willingness to pivot strategies in response to volatility and complexity.
6. No Enumerative or Exhaustively Describable Set of Potential Solutions (Rittel & Webber, 1973)
In an environment characterized by complexity and ambiguity, the range of potential solutions to wicked problems is vast and undefined. Leaders must navigate this complexity, drawing on cross-disciplinary knowledge and innovative thinking to explore possible solutions.
7. Every Wicked Problem is Essentially Unique (Rittel & Webber, 1973)
The uniqueness of wicked problems parallels the VUCA world’s emphasis on the specificity of challenges within different contexts. Complexity and ambiguity mean that solutions can only be directly transplanted from one situation to another with adaptation to the unique aspects of each problem.
8. Every Wicked Problem Can Be Considered a Symptom of Another Problem (Rittel & Webber, 1973)
This characteristic highlights the interconnectedness inherent in both wicked problems and the VUCA environment. Complexity and ambiguity in the VUCA world often mean that addressing one challenge unveils or creates others, requiring a holistic and systems-thinking approach to problem-solving.
9. Existence of a Discrepancy Representing a Wicked Problem Can Be Explained in Numerous Ways (Rittel & Webber, 1973)
The existence of a discrepancy representing a wicked problem can be explained in numerous ways, and the choice of explanation determines the nature of the problem’s resolution. In a VUCA world, the rapid evolution of socio-economic, technological, and geopolitical factors makes it challenging to fully grasp the underlying dynamics of complex issues.
10. The Planner Has No Right to be Wrong (Rittel & Webber, 1973)
In a VUCA world, the stakes for solving wicked problems are high, and the margin for error is narrow. The volatility and unpredictability of the environment amplify the consequences of actions taken, making each decision critical. The complexity and interconnectedness of systems mean that a misstep in one area can have cascading effects across the entire system. Ambiguity further complicates decision-making, as it often obscures the path to the “right” answer, challenging leaders to navigate through unclear and shifting terrains without the luxury of certainty.
Concluding the exploration of the multifaceted challenges presented by wicked problems within the unpredictable and complex landscape of a VUCA world, it becomes evident that the conventional tools and methodologies of planning and problem-solving fall short. The intricate characteristics of wicked problems, as outlined by Rittel and Webber, underscore a reality where issues cannot be neatly categorized or solved with traditional linear approaches. Instead, these problems demand a profound reevaluation of how we conceptualize, approach, and navigate the uncertainties and complexities inherent in modern societal and organizational dilemmas.
The ten properties of wicked problems illuminate the necessity for a shift towards more adaptive, innovative, and collaborative strategies in addressing the challenges of our times. This shift necessitates embracing the volatility, uncertainty, complexity, and ambiguity that define our era, using these characteristics not as obstacles but as catalysts for fostering a new breed of leadership and decision-making.
As we stand at the crossroads of recognizing the limitations imposed by traditional approaches and the potential for innovative solutions, the journey forward requires leaders, policymakers, and planners to cultivate a deep understanding of the VUCA environment. Only by acknowledging the unique nature of wicked problems—characterized by their non-linearity, the absence of clear solutions, and the interconnectedness of their causes and consequences—can we begin to devise strategies that are as fluid and flexible as the challenges they aim to address.
This realization marks a pivotal moment in our approach to leadership and problem-solving. It calls for a paradigm shift towards embracing complexity, leveraging collective intelligence, and fostering resilience and adaptability. As we delve deeper into the nuances of navigating a VUCA world, the insights gleaned from Rittel and Webber’s properties of wicked problems serve as a beacon, guiding us towards more effective, empathetic, and sustainable solutions for the multifarious challenges that lie ahead.
In embracing these insights, we open the door to a new era of strategic thinking and leadership—a realm where the acknowledgment of complexity and uncertainty fuels our quest for innovative and collaborative solutions. The path forward is not one of simplification but of sophisticated understanding and action, where the very wickedness of the problems we face becomes the source of our most creative and enduring solutions.
Bennett, N., & Lemoine, G. J. (2014, February 22). What a difference a word makes: Understanding threats to performance in a VUCA World. Business Horizons. https://www.sciencedirect.com/science/article/pii/S0007681314000020
Rittel, H. W. J., & Webber, M. M. (2011, February 9). 1973 Rittel and Webber Wicked Problems – Sympoetic Home. Sympoetic. http://www.sympoetic.net/Managing_Complexity/complexity_files/1973%20Rittel%20and%20Webber%20Wicked%20Problems.pdf