The term, a wicked problem, was first used by Horst Rittel, a design theorist, in the mid-60’s. Rittel coined the term to describe a problem that was multidimensional and extremely complex. A wicked problem is a social or cultural problem that is difficult or nearly impossible to solve because of its complexity and interconnected nature. It is filled with incomplete and contradictory information that is constantly changing, i.e. dynamic.
Solving a wicked problem requires a deep understanding by all involved and an innovative approach to defining the problem. From people who have worked on these kinds of problems before us, they have learned that it is best to break down the big problem into multiple problems and then to implement multiple solutions at the exact same time.
Over the course of my career, I have worked with a variety of companies who have encountered staffing shortage problems. I remember working with a large company who was struggling with this issue, and they asked me to share my perspective. I said to them, “you live or die by the quality of your front line supervisors and middle managers, not by your senior team.”
The CEO responded, “But we have a great senior team.”
“I agree,” I responded, “but the core business of the company is happening at the local level more than at the national level. And national solutions are helpful. But you are paid for the local services, not for having a national infrastructure.”
This perspective was challenging for the senior team to hear on that sunny afternoon during their annual retreat. Yet, upon reflection, they knew it was right. The national group needed to focus on mission support and the local groups needed to focus on mission fulfillment. So, the solutions for this wicked problem had to happen at the local level and the national level. But in the end, the moment of truth, the place were the mission became real, was local. And that local experience was highly influenced by the quality of the front line supervisors and middle managers.
When working with a wicked problem during hard times, we need to understand two terms, namely technical problems and adaptive challenges. The former is a problem where the solution exists within the current problem solving expertise within the company. Therefore, a technical problem is one where the actual problem is clearly defined and there is a known solution. Then, as leaders, all we need to do is connect the right person with existing resources and processes to create the right solution.
The later, namely an adaptive challenge, requires a new way of thinking, i.e. a new perspective, expertise, or solution. One of the issues with an adaptive problem is that defining the problem may require learning, and it often calls into question fundamental assumptions and beliefs. Furthermore, a solution can only be found through changes in people’s priorities, beliefs, habits, and loyalties.
For me, a wicked problem is an adaptive challenge on steroids for the simple reason that it is both complicated and complex. On one hand, certain elements of the problem are complicated, but they have a clear problem definition and a clear solution can be implemented. For example, we do know how to recruit people and we do know how to hire people. This is a known level of expertise within a company. It also is a process that takes time, because we need to follow set processes and systems to make it happen.
Yet, at the exact same time, other elements of this wicked problem are complex for the simple reason that they are highly dynamic and unpredictable. For example, the moment we think we have recruitment and hiring figured out, we have to also focus on retention where we have a mix of certain employees choosing to retire early due to their age, burnout from a global pandemic, and lack of desire to want to deal with more change. Simultaneously, other employees are choosing to leave the company and work for someone else due to a wide variety of different factors over which it appears the company has little or no ability to control or to influence.
FYI: To be continued on Wednesday.
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