[acb-hsp] Wicked Problems

[Donna Rose]

Describes Congress to a tee.  Such a wicked problem!

Go Bravely,
Donna Rose, LMSW


"An individual has not started living until he can rise above the narrow
confines of his individualistic concerns to the broader concerns of all
humanity...."--Martin Luther King, Jr.



-----Original Message-----
From: acb-hsp-bounces at acb.org [mailto:acb-hsp-bounces at acb.org] On Behalf Of
peter altschul
Sent: Monday, March 18, 2013 1:55 PM
To: Acbhsp
Subject: [acb-hsp] Wicked Problems

The 10 Properties of Wicked Problems
  In 1973, Horst W.J.  Rittel and Melvin M.  Webber, two Berkeley 
professors, published an article inPolicy Sciences introducing 
the notion of "wicked" social problems.  The article, "Dilemmas 
in a General Theory of Planning," named 10 properties that 
distinguished wicked problems from hard but ordinary problems.
  1.  There is no definitive formulation of a wicked problem.  
It's not possible to write a well-defined statement of the 
problem, as can be done with an ordinary problem.
  2.  Wicked problems have no stopping rule.  You can tell when 
you've reached a solution with an ordinary problem.  With a 
wicked problem, the search for solutions never stops.
  3.  Solutions to wicked problems are not true or false, but 
good or bad.  Ordinary problems have solutions that can be 
objectively evaluated as right or wrong.  Choosing a solution to 
a wicked problem is largely a matter of judgment.
  4.  There is no immediate and no ultimate test of a solution to 
a wicked problem.  It's possible to determine right away if a 
solution to an ordinary problem is working.  But solutions to 
wicked problems generate unexpected consequences over time, 
making it difficult to measure their effectiveness.
  5.  Every solution to a wicked problem is a "one-shot" 
operation; because there is no opportunity to learn by trial and 
error, every attempt counts significantly.  Solutions to ordinary 
problems can be easily tried and abandoned.  With wicked 
problems, every implemented solution has consequences that cannot 
be undone.
  6.  Wicked problems do not have an exhaustively describable set 
of potential solutions, nor is there a well-described set of 
permissible operations that may be incorporated into the plan.  
Ordinary problems come with a limited set of potential solutions, 
by contrast.
  7.  Every wicked problem is essentially unique.  An ordinary 
problem belongs to a class of similar problems that are all 
solved in the same way.  A wicked problem is substantially 
without precedent; experience does not help you address it.
  8.  Every wicked problem can be considered to be a symptom of 
another problem.  While an ordinary problem is self-contained, a 
wicked problem is entwined with other problems.  However, those 
problems don't have one root cause.
  9.  The existence of a discrepancy representing a wicked 
problem can be explained in numerous ways.  A wicked problem 
involves many stakeholders, who all will have different ideas 
about what the problem really is and what its causes are.
  10.  The planner has no right to be wrong.  Problem solvers 
dealing with a wicked issue are held liable for the consequences 
of any actions they take, because those actions will have such a 
large impact and are hard to justify.
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