Wicked problem is a phrase that has been used in social planning since the 1960s to describe a problem that is difficult or impossible to solve because of incomplete, contradictory or changing information or a changing context.

Wicked problems are difficult to recognise, though they are characterised in the way they present themselves. That is, they present through complex interdependencies and typically, the effort to solve one aspect of a wicked problem may reveal or create other problems.

Horst Rittel and Melvin M. Webber formally described the concept of wicked problems back in 1973, by contrasting “wicked” problems with relatively “tame” solvable problems to which there are defined answers such as in mathematics or puzzle solving.

Classic examples of wicked problems include economic, environmental, and political issues. A problem, where the solution requires a great number of people to change their mindsets and behaviour, is likely to be a wicked problem. Therefore, many standard examples of wicked problems come from the areas of public planning and social policy. These include global climate change, natural hazards, healthcare, pandemic influenza, international drug trafficking, homeland security, renewable energy sources etc.

In looking to expand the concept of problem wickedness to other areas of endeavour such as business, Jeff Conklin (2005) refined the characteristics of wicked problems as follows:

1. The problem is not understood until after the formulation of a solution.
2. Wicked problems have no stopping rule – that is, no definable end.
3. Solutions to wicked problems are not right or wrong.
4. Every wicked problem is essentially novel and unique.
5. Every solution to a wicked problem is a ‘one shot operation’.
6. Wicked problems have no given alternative solutions.

Socially, wicked problems are a force of fragmentation – that is, when people see themselves more separate than united and where information and knowledge is scattered and chaotic. It is also important to understand that fragmentation can be hidden. A good example to illustrate this point is the un-realised and incompatible assumptions about a problem where every member believes his or her understanding of the problem is complete and shared by all. Further still, fragmentation is exacerbated when working with wicked problems, whilst using thinking tools and methods that were designed for tame problems. Read More