How do you solve wicked problems collaboratively?

In one challenging scenario, our team initially misidentified the core issue, leading to ineffective solutions. It was only through a process of deep introspection and questioning every assumption that we uncovered the true root of the problem. This taught me the invaluable lesson that the clarity of a problem's definition is directly proportional to the effectiveness of its solution.

You have to be very curious about the problem. Don't trust language (ask for clarification and restate ad nauseum). Talk to people who have a technical understanding of the problem and drive toward clarity in language. Don't talk "solutions" right now, as optimistic as it sounds. Forget solutions and focus on understanding the problem to a ridiculous level.

A main factor of wicked problems is having difficulty or inability to define the problem. In this case, I think the way out is to define the plural origins of the problem and in that case begin to look for various avenues of innovation to solve it.

I don't think we can solve them, but rather work to improve outcomes. In doing so, we should think about different stakeholders and types of expertise that might be relevant to the challenge. We should also think carefully about who to include beyond discovery. Who will have to live with the changes and how can they be included in designing change? I like to share Arnstein's Ladder with people who are considering these questions. It helps you think about how you are approaching a challenge and how you might design that approach for inclusivity. In my experience, community members have been more likely to support and maintain changes that they had a hand in designing, than those which were designed for them.

For a wicked problem, we do not have a clear solution. so, involving the diverse perspectives is a must. with the diverse perspectives, we can only improve the outcomes and this needs to be evaluated again and again. Finding a clear solution is an ongoing process. when we include the diverse perspectives, then we need to consider the decisions patiently and create a collaborative environment. Here we get many solutions from different people, and we need to refine the solutions to the extent possible.

I remember a project where the inclusion of diverse perspectives was transformative. We had hit a roadblock, and it was the fresh perspective of someone from a completely different department that provided the breakthrough. This experience underscored for me the power of cognitive diversity in problem-solving. It's not just about having different people in the room; it's about genuinely valuing and integrating their unique insights.

Diversity, in this case, is not political. It's about getting technical, articulate people who can do logic. Get them around a table and ask them to describe the problem to you. If it starts to get complicated, stop and simplify. If they can't tell you the problem simply, they probably don't really understand it very well. Develop a simple group understanding.

I think experimentation should try new technologies like digital twins or other forms of AI that allow hypothetical experimentation. By definition, a wicked problem means that the solution have strong consequances or only one shot to being solved.

Once you've really understood the problem as well as you can, create a working hypothesis and test it theoretically with your team (find holes in the hypothesis). Execute the hypothesized plan and then ask what you could do better (as defined by your understanding of the problem).

I've learned that the way we communicate our ideas can be as important as the ideas themselves. In a cross-functional project, we used storytelling to share our findings, making complex data relatable and understandable. This approach not only enhanced stakeholder engagement but also encouraged a culture of transparency and collaboration. Effective communication is the bridge that connects diverse minds to a common goal.

Reflection has been a personal cornerstone in my decision-making process. After each project, I take time to reflect on what I could have done better. I also seek feedback from peers and mentors. This practice has not only improved my decision-making skills but also helped me become more adaptable and resilient in the face of new challenges.

My experience has taught me that the journey of problem-solving is never linear. It's a cycle of revisiting, refining, and evolving strategies. In one long-term project, we realized that our initial solution became less effective over time due to changing market dynamics. This necessitated a flexible approach, where we were ready to adapt and evolve our strategies. Staying agile and responsive to change is key in managing complex, ongoing challenges.

I like the concept of learning with the problem. Finally, a wicked problem is a path to learning. The important thing here is to have time to think, have new ideas, and iterate with each failure or win of the problem. Not many organizations have the structure to accomplish this process of learning over years of experience with wicked problems, and simply normalizing the problem to live with.

This isn't true from the literature I've come across. Wicked problems aren't necessarily unsolvable. They're just difficult to solve, usually because the problem isn't defined...because anxious organizations can't slow down and identify the problem because they're too busy driving forward (their drive isn't the problem; it's their anxious nature). Get the organization to slow down and understand what it's doing, embrace the process, and watch most heretofore "wicked" problems evaporate.

One aspect often overlooked in problem-solving is the emotional and psychological impact on the team. In one challenging project, we found that regular team-building activities and open discussions about stress and workload significantly improved morale and productivity. It's important to remember that the well-being of the team is as crucial as the technical aspects of problem-solving.