Meyer's Management Models #61
Wicked Problem Scorecard
How can I assess how challenging the problem is that I am facing?
Key Definitions
Managers are problem-solvers – they are oriented towards tackling issues that impede an organization from reaching its goals. They constantly try to understand what types of problems are holding the organization back, or might threaten the organization in future, and then look for a solution to enable the organization to move forward. ?
Yet, problems differ in their level of difficulty. Rittel and Webber (1973) famously made a distinction between tame and wicked problems. Tame problems are by their nature easy to solve, even though they might require a lot of work. Wicked problems, however, are challenging messes that are difficult, if not impossible, to resolve. ??
Conceptual Model
The Wicked Problem Scorecard is an evaluation framework for assessing a problem’s relative difficulty. An index value can be calculated for any type of problem by using 15 characteristics to judge its level of wickedness. By giving a score of 1 (fully tame) to five (fully wicked) for each of the 15 measures, then adding all the scores together and dividing by 15, an index value is calculated indicating the relative difficulty of the problem. This scorecard is not intended to convey an objective truth, but to give a rough estimation to sensitize the problem-solver(s).
Key Elements
The scorecard consists of three categories of five characteristics each:
1.???? Problem. The first part focuses on the nature of the problem itself, without consideration of the stakeholders. A wicked problem is not evil, but just outright confusing and frustrating by its very structure. This is also often referred to as a problem’s level of complexity or complicatedness. A problem is wicked if it has the following characteristics:
a.?? Definition. The interpretation of the problem varies widely depending on who you ask;
b.?? Separation. The problem is linked to an intricate web of other problems;
c.??? Timing. The problem requires immediate attention and needs to be resolved quickly;
d.?? Data. Most information needed to understand and solve the problem is unavailable;
e.?? Predictability. How the problem will evolve in future can’t be objectively foreseen.
2.???? Stakeholders. The second part of the scorecard focuses on the people who play a role in the problem. Some stakeholders are involved because they believe that their interests (or those of third parties) are at stake, while others can be involved as potential problem-solvers. A problem is wicked if the stakeholders have the following characteristics:
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a.?? Identity. The stakeholders are unknown or there are different views on who they are;
b.?? Drivers. The stakeholders’ worldview and understanding of what is important differs;
c.??? Motivation. Some or all of the stakeholders don’t really want to solve the problem;
d.?? Separation. Some or all of the problem solvers are themselves part of the problem;
e.??? Capability. The problem solvers have limited power to influence the problem.
3.???? Solution. The third part of the scorecard focuses of the nature of the potential solutions. A solution is any type of practical intervention directed at alleviating the problem. Some integrative solutions can resolve the entire problem, while some narrower measures can nudge the problem a bit closer to a solution. A problem is wicked if the solution is like this:
a.?? Availability. There is no fixed set from which to choose, so solutions must be invented;
b.?? Predictability. How possible interventions will influence solving the problem is uncertain;
c.?? Selection. No solution is the best, as each has its own strengths and weaknesses;
d.?? Execution. All potential solutions are very difficult to put into practice;
e.?? Impact. Any intervention will immediately change the nature of the problem.
Key Insights
Deciding whether to give this model a LIKE is not that wicked, so I hope you will give it that qualification on LinkedIn and preferably even leave a COMMENT.
Please note again that my new book, Meyer's Management Models: 52 Inspiring Tools to Kick-Start Your Thinking, is on its way - the Dutch version is already available and can be easily purchased via Managementboek .
Next month's edition will be about the HUNTING AND FARMING MATRIX, that explains four different approaches to sales management. You can find all previously published models at https://www.c4sl.eu/publications/ , where you can also download the blog as a pdf, download the model as a PowerPoint and subscribe to the newsletter.
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4 个月Useful tips
Director of Strategic Development Department at TBC Insurance
4 个月I find the Wicked Problem Scorecard to be an insightful tool for evaluating a problem's relative difficulty. It offers a structured approach to understanding the complexity and challenges associated with wicked problems. Thanks Ron Meyer for highlighting this valuable resource
CEO-EVOLVE Biz Consulting || Executive Coach || Leadership Facilitator || Sales Improvement Expert || Brand Endorsement "SOURAV GANGULY" || NLP Master Practitioner
4 个月Interesting and insightful Ron Meyer
DevOps guy/Lead developer/Agile architect at Fullstaq
4 个月Interesting. Makes me wonder: Can we conclude anything from the ratio of tame/wicked problems a team or organization faces? E.g. would mostly tame problems imply we're just doing 'busywork'? Or does mostly wicked problems indicate ambition without a solid strategy? There also seems to be an agile angle: Can we separate a very wicked problem into multiple less wicked problems? Great food for thought!