In some settings I see great examples of wicked problem-solving. Many of them bring together two or more ideas which at first appear totally unrelated. But before giving some real examples of these types of innovation further into the Innovation Series blogs, it may be helpful to take a few steps back and clarify first the types problems & thinking needed for effective innovation.
Understanding problems
There are two types of problems, namely 'tame' linear problems and 'wicked' non-linear problems. Very often I see leaders at all levels (even at National Government level) lean towards linear problems and the use of 'tell' and 'influencing' tactics to implement one-size-fits-all solutions - not always taking the time to critically think through whether the solution fits the need fully here, now and in the future. Solutions to linear problems are often one-size-fits-all and take so long to implement that by the time it is implemented, the world has moved on and people's needs have changed. It is hence not unusual to find that in organisations where lots of energy is put into these long-term projects, that those people who work on them become increasingly disillusioned and disengaged as gradually people start noticing that the solutions no longer fits the problem.
The truth is that most problems in today's world are 'wicked' problems. Why? Well, there are a vast number of reasons. Firstly, most problems are systemic and many organisational problems can actually be linked to national and even global crises. The one which probably springs to mind is the economic crisis, but there are other ecosystems which are equally at breaking point affecting manufacturing and service organisations, both locally and across the globe. Sadly, here too linear one-size-fits-all problem solving comes into play and actually is not considering longer-term sustainable solutions through empowering people. I digress! This video may be of interest to help clarify some of these issues - Enough is Enough
Secondly, all problems are centred around people, meaning that any solution needs to take considerations for what drives human beings. Any analysis of a wicked problems needs to ask the following questions:
- What are the neurological and group dynamics at play?
- What drives people's motivation?
- How do humans respond to challenges and bottlenecks?
- What are the cultural expectations set by the organisation and its leadership?
As such 'wicked' problems often need a multi-pronged intervention which helps the organisation to unlock and often unlearn some habit which significantly impact on the organisation's ability to evolve however which are actually intuitively guided by our human brain. More about this later!
Thirdly, no one can predict the future. While that has always been the case, we do appear to find ourselves in a time of greater uncertainties. The world of work is drastically changing as technology progresses and automation takes hold. Automation is a typical solution to a linear problem. Many of the organisation's practices and procedures are being translated into technology which helps the workforce perform 'simpler' tasks.
A note of warning however must be included. By seeing automation as a linear solution, it is often misunderstood that many of the practices and procedures which are about to be automated may be wicked problems for an organisation. Many leaders growl at the vast amount of bureaucratic practices impacting on their ability to make decisions quicker (which is a real competitive advantage in today's world). As such, if no time is taken to solve the wicked problem first, automation is not going to help to unlock the organisational agility needed to survive. The same is true of any outsourcing efforts, where work is outsourced without considering the wickedness of existing organisational complexity.
Related Slideshare presentation:
It is hence crucial to fully understand the type of problems organisations face in the light of continued uncertainty in order to help identify the core knowledge needed to better inform any solution going forward. As such the identification of the problem can in itself be a wicked problem.
The next blog in the Innovation Series will further pick apart Einstein's quote above and focus on how we can better understand the thinking or mindset needed to successfully innovate.
The next blog in the Innovation Series will further pick apart Einstein's quote above and focus on how we can better understand the thinking or mindset needed to successfully innovate.
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