The Cognexus Institute (http://cognexus.org/id42.htm) — essentially the work of Jeff Conklin (of hypertext fame) — defines "wicked problems" as follows:
A wicked problem is one for which each attempt to create a solution changes the understanding of the problem. Wicked problems cannot be solved in a traditional linear fashion, because the problem definition evolves as new possible solutions are considered and/or implemented. The term was originally coined by Horst Rittel.
Wicked problems always occur in a social context -- the wickedness of the problem reflects the diversity among the stakeholders in the problem.
Most projects in organizations — and virtually all technology-related projects these days — are about wicked problems. Indeed, it is the social complexity of these problems, not their technical complexity, that overwhelms most current problem solving and project management approaches.
[snip]
Some specific aspects of problem wickedness include:
- You don't understand the problem until you have developed a solution. Indeed, there is no definitive statement of "The Problem." The problem is ill-structured, an evolving set of interlocking issues and constraints.
- Wicked problems have no stopping rule. Since there is no definitive "The Problem", there is also no definitive "The Solution." The problem solving process ends when you run out of resources.
- Solutions to wicked problems are not right or wrong, simply "better," "worse," "good enough," or "not good enough."
- Every wicked problem is essentially unique and novel. There are so many factors and conditions, all embedded in a dynamic social context, that no two wicked problems are alike, and the solutions to them will always be custom designed and fitted.
- Every solution to a wicked problem is a "one-shot operation," every attempt has consequences. As Rittel says, "One cannot build a freeway to see how it works." This is the "Catch 22" about wicked problems: you can't learn about the problem without trying solutions, but every solution you try is expensive and has lasting unintended consequences which are likely to spawn new wicked problems.
- Wicked problems have no given alternative solutions. There may be no solutions, or there may be a host of potential solutions that are devised, and another host that are never even thought of.
At the Center for Semantic
Excellence, we put some important qualifications on this view, because we don't completely agree with all of these assertions and
because the semantic approach provides enriched possible solutions. We build on the work Conklin and his predecessors have done.
What's different? The world itself is different. "Wicked problems" aren't limited to isolated, large-scale interactions that always involve governments. Even individual enterprises can be faced with wicked problems. And we face a growing number of continuing wicked problems. For example, the healthcare cost problem is a seemingly endless problem -- even more than global warming, another really wicked problem -- and it has a strong immediate impact.