By Uchenna Obianeli, Managing Partner | Culled from reflections on the Whole Systems Design module, Cranfield University, UK
Introduction
My introduction to the concept of wicked problems came through one of my courses at Cranfield University, a module called Whole Systems Design. Ever since then, that concept has never left my mind, because I encounter problems both in business and in our nation that can pass as befitting examples of wicked problems.
What is a Wicked Problem?
Wicked problems are complex problems. They have very many interdependent parts that are constantly changing and evolving, thus making the problem very difficult, or near impossible, to solve. The term was coined by Professors Horst W.J. Rittel and Melvin M. Webber in their 1971 paper, “Dilemmas in a General Theory of Planning.” They listed ten characteristics of wicked problems, and every one of them lends credence to the complex nature of these challenges.
“Even though wicked problems can be encountered on an organisational, national, or global level, some things about them remain constant, and understanding those constants is the beginning of wisdom in how to approach them.”
Four Constants of Wicked Problems
First, human beings are always major stakeholders, they either contribute to wicked problems, or are impacted by them, or both. This means that purely technical solutions, divorced from human behaviour and incentive, will always fall short.
Second, there is no single silver bullet. You can attempt several solutions, but none of them will fully resolve a wicked problem on its own. The nature of such problems resists clean resolution, a hard truth for organisations accustomed to seeking the perfect answer.
Third, there are no specific skill requirements for generating solutions to wicked problems. Solutions can come from any field or from any quarter, so long as their contribution to ameliorating the effects of the problem is tangible. This is both liberating and demanding: it requires intellectual humility and genuine openness to unexpected sources of insight.
Fourth, collaboration across disciplines, teams, organisations, and even nations is a key requirement. No single actor can resolve a wicked problem alone. The era of competitive isolation is giving way to something richer and more powerful.
Design Thinking as a Framework
From the characteristics described above, it becomes clear that the concept and frameworks of Design Thinking can be applied to generate numerous solutions for any identified wicked problem. Richard Buchanan, through his 1992 paper “Wicked Problems in Design Thinking,” made the connection explicit: Design Thinking and the innovation strategies needed to address wicked problems are deeply complementary.
Nigeria, for instance, is plagued with a number of wicked problems, ranging from poverty and unemployment to low-quality healthcare services and a lack of financial inclusion. However, these problems also present enormous opportunities.
They create large, urgent, and willing customer bases for passionate individuals and companies who can design and commercialise innovative solutions in Fintech, Health-tech, Food-tech, and beyond.
Those who succeed in providing real solutions to wicked problems are rewarded with value, because they serve genuine human needs at scale.
The Era of Collaboration
We are entering the era of business collaboration as against competition. This genuinely excites us, because collaboration is one of the most powerful tools available for scaling solutions to wicked problems.
No single organisation, however capable, can solve them alone. But organisations working in concert, sharing knowledge, aligning resources, and maintaining a common commitment to impact, can move mountains.
At Hagios Advisory, we believe deeply in this philosophy. We are open to collaboration with businesses, institutions, and individuals who share the conviction that the hardest problems are precisely the ones most worth solving.