The Mapuche Conflict in La Araucanía (Chile), My First Approach to a Wicked Problem

Wicked Problems, Systems Dynamics, and Entrepreneurial Innovation

As an aspiring consultant, it is easy to be attracted by new challenges, so choosing Wicked Problems as one of my electives was an easy choice to shape the final term of my #MBA programme at #ImperialCollegeLondon.

Rittel and Webber (1997) propose the term #WickedProblems to describe ambiguous problems characterized by their complexity, interconnectivity of variables, and the lack of a definitive solution, where traditional, linear problem-solving approaches are insufficient. They highlight ten characteristics that make a problem "wicked", including multiple stakeholders with conflicting interests.

Discovering "The Mapuche Conflict"

Recently, I had the privilege of travelling to #Chile to embark on a #StakeholderDiscovery journey for a wicked problem dealing with the security issue in the #Araucania region of southern Chile, "The Mapuche Conflict" is a long-standing and complex issue involving indigenous #Mapuche communities. The conflict has historical roots dating back to the colonization of Chile by the Spanish and the subsequent land dispossession of the Mapuche people by the Chilean state.

The Mapuche are the largest indigenous group in Chile, with a distinct language, culture, and ancestral territory in the southern part of the country. Over the years, the Mapuche have experienced marginalization, discrimination, and the loss of their lands, leading to socioeconomic disparities and cultural and territorial injustice. Violence has been a recurring issue in the Conflict. These actions have led to a polarized atmosphere and an escalation of tensions.

The Chilean government has implemented different strategies over the years to address the Mapuche conflict, including dialogue, legal processes, and development programs to improve indigenous communities' socioeconomic conditions. However, finding a comprehensive and lasting solution remains a complex task, as it requires addressing historical grievances, land tenure issues, cultural recognition, and promoting social inclusion.

The heart of stakeholder discovery lies in engaging with diverse perspectives. During my 4-days visit, I met with local experts, police forces, government representatives, community leaders and forest companies. These conversations allowed me to gain valuable insights into the historical, cultural, and political dimensions of the wicked problem. One of the most challenging aspects of stakeholder discovery is navigating conflicting viewpoints and interests. Each stakeholder had a unique set of priorities, making it crucial to listen empathetically and search for common ground.

Throughout my conversations, I discovered hidden narratives that shed light on the deeper dimensions of the wicked problem. Indigenous communities, for instance, shared their ancestral wisdom and spiritual connection to land, emphasizing the need for holistic and inclusive approaches to resource management. Hearing these stories enriched my understanding of the issue and highlighted the importance of considering diverse knowledge systems.

A New Approach

As Meadows (1999) indicates, the importance of #LeveragePoints in strategic places within complex systems where small changes can lead to significant and lasting effects. Meadows identified twelve leverage points to increase effectiveness. For the Mapuche Conflict, I can see how crucial it will be to tackle feedback loops, recognizing the presence of balancing and reinforcing feedback loops within the system and strengthening or weakening these loops to influence the system's stability and behaviour. Meadows' work emphasizes the need for a system-thinking approach to intervention, acknowledging the interconnectedness and complexity of systems. Strategically targeting these leverage points makes it possible to bring about meaningful and sustainable change.

Additionally, addressing wicked problems requires innovative, interdisciplinary approaches. According to Terry (2015), #TransitionDesign is an emerging discipline beyond design for services and design for social innovation that is positioned at the end of a continuum that represents increasing horizons of time, depth of engagements, and alternative socioeconomic and political contexts. Transition design solutions are rooted in long-term thinking, lifestyle-oriented, and place-based, always considering the natural world as the broader context.

Me And The Conflict

Another interesting, innovative methodology that I had the opportunity to explore during my visit to Chile was #OrganizationalConstellations, a systemic approach that helps visualize complex systems and dynamics. By representing stakeholders and elements of the problem using physical objects or representatives, I could observe the relationships, dynamics, and interdependencies among them. This visualization brought clarity and allowed me to grasp the intricate web of factors influencing the problem.

Organizational constellations shed light on the systemic dynamics and helped me explore my relationship with the wicked problem. Placing myself as a representative in the constellation allowed me to examine my role, biases, and emotional connections to the issue. This self-reflection deepened my awareness and helped me approach the stakeholder discovery process with greater empathy and openness.

A New Hope

In conclusion, my journey to Chile for stakeholder discovery was both eye-opening and humbling. It reinforced the significance of engaging with diverse stakeholders to unravel the complexities of wicked problems. The journey ahead will undoubtedly be challenging, but armed with the insights gained from stakeholder discovery and using innovative methodologies for wicked problems, I am confident that we can work towards clarifying the conflict and #beyond.

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Jose Serrano

MBA Candidate at Imperial College London 2023

References:

Meadows, D. (1999). Leverage Points: Places to Intervene in a System. Hartland: The Sustainability Institute. https://donellameadows.org/wp-content/userfiles/Leverage_Points.pdf

Rittel, H.W.J. & Webber, M.M. (1973). Dilemmas in a general theory of planning. Policy Sci 4, 155–169. https://doi.org/10.1007/BF01405730

Terry I. (2015). Transition Design: A Proposal for a New Area of Design Practice, Study, and Research, Design and Culture. 7:2, 229-246. https://doi.org/10.1080/17547075.2015.1051829