Wicked Problems Defined

December 13, 2018  |  Posted by: Rick Torseth  |  No Comments

In the landmark article ‘Dilemmas in a General Theory of Planning’, Horst Rittel and Melvin Webber observed that there are a set of problems that cannot be resolved with traditional analytical approaches.  They labeled such problems ‘Wicked Problems’. Wicked problems, according to Horst and Webber, have ten characteristics:

1. There is no definitive formulation of a wicked problem.
   Formulating the problem and the solution are essentially the same thing.  Each attempt at creating a solution changes the understanding of the problem.
2. Wicked problems have no stopping rule.
   Since you cannot define the problem, it is difficult to tell when it is resolved.  The problem-solving process ends when resources are depleted, stakeholders loose interest or political realities change.
3. Solutions to wicked problems are not true-or-false but good-or-bad.
   Since there are no unambiguous criteria for deciding if the problem is resolved, getting all stakeholders to agree that a resolution is ‘good enough’ can be a challenge.
4. There is no immediate and no ultimate test of a solution to a wicked problem.
   Solutions to wicked problems generate waves of consequences, and it is impossible to know how all of the consequences will eventually play out.
5. Every implemented solution to a wicked problem has consequences.
   Once the web site is published or the new customer service package goes live, you can’t take back what was on-line or revert to the former customer database.
6. Wicked problems do not have a well-described set of potential solutions.
   Various stakeholders will have differing views of acceptable solutions.  It is a matter of judgment as to when enough potential solutions have emerged and which should be pursued.
7. Every wicked problem is essentially unique.
   There are no ‘classes’ of solutions that can be applied to a specific case.  “Part of the art of dealing with wicked problems is the art of not knowing too early what type of solution to apply.”¹
8. Every wicked problem can be considered a symptom of another problem.
   A wicked problem is a set of interlocking issues and constraints which change over time, embedded in a dynamic social context.
9. The causes of a wicked problem can be explained in numerous ways.
   There are many stakeholders who will have various and changing ideas about what might be a problem, what might be causing it, and how to resolve it.
10. The planner (designer) has no right to be wrong.
    A scientist is expected to formulate hypothesis, which may or may not be supportable by evidence.  A designer doesn’t have such a luxury, they are expected to get things right.