Subject: [Partnerwerks TeamWisdom Tips]Distinguish Tame Problems From Wicked Problems
Organization: Partnerwerks, Inc.
Welcome to Partnerwerks TeamWisdom Tips!
October 2, 2000
Written by Christopher M. Avery, Ph.D.
Published by Partnerwerks (http://www.partnerwerks.com)
Subscribe free. Send a blank email to
TeamWisdom-on@mail-list.com
For everyone who desires to accomplish more with others,
TeamWisdom Tips promotes TeamWisdom(TM) -- the individual mental
skills and behaviors that create highly responsible and
productive relationships at work.
In this issue:
1. 10-Second TeamWisdom
2. Welcome Notes
3. Distinguish Tame Problems From Wicked Problems
4. 5-Minute TeamWisdom Stretch
5. Resources you can use
6. Reader Response
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1. 10-Second TeamWisdom
People with TeamWisdom know what kind of problem they are
attempting to solve. For tame problems, choose an appropriate
algorithm; for wicked problems, get a design team.
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2. Welcome Notes
Welcome to all new subscribers- especially those who will be
participating in our public seminar this week.
Know anyone in the swamp-draining business? How about someone
who assigns, leads or serves on "swot" teams? Quick. Send
this issue of TeamWisdom Tips to them and to people
responsible for developing problem-solving skills competency
in your organization.
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Partnerwerks' Team Tools for Wicked Problems, an on-site
workshop, will help your teams learn how to tackle
non-linear problems:
http://www.partnerwerks.com/What_s_Here_/Jump_In/Reception/Courses___Custom_Services/Team_Tools_for_Wicked_Problems/team_tools_for_wicked_problems.html
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3. DISTINGUISH TAME PROBLEMS FROM WICKED PROBLEMS
Have you ever tried to solve a problem that defied you? If so, it
might have been a "wicked" problem and you might have been
approaching it with a "tame" problem mindset.
To understand the difference between wicked and tame problems,
consider that the typical approach to solving any problem is a
linear process such as:
1. identify the problem
2. brainstorm alternative solutions
3. select criteria for evaluating solutions
4. evaluate solutions
5. select best alternative
6. apply the selected alternative to the problem
But what if you follow this type of process and no alternative
satisfies the criteria? Or, what if you apply your best solution
to the problem and instead of solving it, the problem grows or
mutates? If so, you've probably been trying to solve a wicked
problem with a thought process designed for tame problems.
A tame problem is one that can be solved by choosing and applying
the correct algorithm. For instance, suppose that you knew how to
make strawberry shortcake for 6 people, but needed instead to
make it for 60. Multiplying the ingredients and changing the
logistics is a tame problem.
A wicked problem, however, is one for which there is no known
algorithm for solving it. Examples include strategic planning,
satisfying customers, transforming organizations, protecting the
environment, and the now nearly forgotten "Y2K bug."
A revealing characteristic of wicked problems is that the more
you attempt to solve one, the more it reveals itself to you. It's
an iterative learning process between problem and solution. The
problem grows and changes as you work on solving it.
A tame problem can be illustrated this way:
problem -------> solution
A wicked problem can be illustrated this way:
problem -------> solution------->
problem -------> solution------->
...
The TeamWisdom advantage to tackling wicked problems is to know
that there will likely be no complete solution. So, don't attempt
to solve it. Instead, form a team to _design_ the future.
Creative teams with diverse perspectives stand the best chance
against wicked problems. The team can address the problem from a
number of perspectives simultaneously, and, the members can
dialog with each other about how the problem might respond to
various attempts to solve it. They can design a response to the
problem that incorporates learning and anticipates growth and
mutation of the problem.
Get started with this week's 5-Minute TeamWisdom Stretch.
________________________________________________________________
Christopher will be speaking...
- This week! October 4-6, Being Powerful in Any Team, Austin, TX
- November 13, Software Quality Conference, San Jose, CA
- November 14, Berrett-Koehler Publishing, San Francisco, CA
- March 19, Association for Quality & Participation, Chicago, IL
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4. 5-Minute TeamWisdom Stretch
Identify a problem that you have tried unsuccessfully to solve.
Now, who can help you to (1) examine all of the characteristics,
features and issues around the problem; then (2) design an
approach that will acknowledge and honor the wicked nature of
the problem as you attempt to deal with it.
We wish you a world of productive relationships.
Faithfully,
Christopher and Erin
________________________________________________________________
Find what you need fast from the TeamWisdom Tips Archives. Enter
key words at:
http://zip.mail-list.com/archives/teamwisdom
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5. Resources You Can Use
This week, all of these resources are about wicked problems and
are all available free on the web.
--
Wicked Problems: Naming the Pain in Organizations
by Jeff Conklin
I learned about wicked problems ten years ago from my friend
Jeff Conklin. You can learn more about wicked problems and how
to address them from this paper available free at:
http://www.gdss.com/wp/wicked.htm
--
How Would I know a Wicked Problem if I saw One?
by IMPACT (Foundation for Interactive Planning & Action)
A interesting and conceptual attempt to describe wicked problems.
http://www.ipact.org/wicked.htm
--
Design as a Wicked Problem
Anyone in the design community might appreciate this single
presentation slide about wicked problem solving from a design
point of view.
http://www.comp.nus.edu.sg/~lohwl/CS2103/lecture1/sld015.htm
--
Articulation of Wicked Problems by Self-Directed Work Teams
by Murat H. Polat
This is an interesting formulation of how a team might go about
identifying a problem as a tame or wicked problem.
http://engineering.uow.edu.au/Resources/Murat/research.html
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6. Readers Respond
We received the following letter this week. Did we solicit it?
Absolutely! Right after hearing how pleased Dan was with the
results. Congratulations to the CONDEA Vista individuals and
teams described below.
Daniel T. Plummer
General Manager R&D
CONDEA Vista Company
12024 Vista Parke Drive
Austin, TX 78726
Dear Christopher,
As you know, some of the employees here went through "Being
Powerful in Any Team" training in May, 2000. I noticed some
changes soon thereafter in behaviors from every member of the
team that attended.
For example, they held a group strategy session on
group/supervisor improvement and as part of this, identified some
of the supervisor's behaviors they wanted the supervisor to
improve and consider. The group leader agreed with these and is
working more effectively in those identified areas.
One of the members accepted a voluntary role to lead our annual
United Way campaign and assembled a team to plan our activities.
The team has really stepped beyond the bounds of our typical
past efforts and will be trying some very different ways to
increase employees' contributions.
Another team member suggested a new way of communicating our team
and individual project results and plans through a poster
session, which we held recently, and it was a great success. We
are now talking about holding these events regularly.
The team itself planned a department-wide project to construct a
walking trail, and this has proceeded through the planning and
approval (even with the City of Austin) stages. The trail will
be constructed at a major site-wide employee event this coming
weekend.
The group leader has helped me drive within my technical team a
program for project management that I might not have had the
energy or know-how to execute without his ideas and
encouragement.
Each of these examples is characterized by a clear sense of
purpose and what seems to be a near-effortless team effort. And
these are just some of the examples that come to mind. There are
other individuals and teams who have attended "Being Powerful in
Any Team" training whose new sense of confidence and empowerment
are moving them to accomplish so much that it really surprises
me.
Clearly identifying their purpose, taking responsibility, sharing
accountability, and working in a positive way with others seem to
be the behaviors that have grown in these people, and it is
surely a pleasure to be involved with them.
Sincerely,
--Dan
phone: (512) 331-2353
fax: (512) 331-2387
e-mail: dplummer@cvcnet.com
________________________________________________________________
Exchange sage advice and other resources at the Team Advisor:
http://www.partnerwerks.com/What_s_Here_/Jump_In/Offices/Partnerwerks_Associates/_Christopher_Avery/team_advisor.html
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