Collaboration is key - three steps to solving wicked problems

Public sector experts increasingly recognise that making real progress with complex policy initiatives requires more than conventional problem solving approaches typically achieve. There are numerous examples of major initiatives where little or no progress is made, despite major effort and expense. 

These types of policy problems are referred to as ‘wicked’ - they can have multiple causes and many of them are interdependent. Solutions are similarly interconnected and, in some cases, contradictory. The challenge when addressing ‘wickedness’ is how to move from a chaos of ideas and opinions, to one of clear understanding, consensus and confidence in the way ahead.

Tackling wicked problems requires you to move beyond traditional problem solving techniques and adopt a collaborative approach to take you in a positive direction towards your desired outcome.

Stakeholders engage in a collaborative journey of consultation and engagement

With wicked problems there will invariably be a wide range of opinions on the nature of the problem and the ‘right answer’ for its solution. Bringing all the concerned parties together builds a sense of shared ownership so commitment to solutions and delivery becomes much more likely.

When reconfiguring patient services in London, the South East London Primary Care Trust engaged with a wide range of clinicians throughout the community and thus, gathered a wide range of option, gained ownership of the vision developed and generated real momentum for change. 

Cause and effect are understood through qualitative and quantitative analysis and modelling

Traditional analysis is insufficient for the complexity of wicked problems. Combining team-developed qualitative cause and effect maps alongside focused use of quantitative methods leads to a richer analysis of the situation. 

When the NHS wanted to introduce ‘Patient Choice’ there was uncertainty among stakeholders that the benefits would outweigh the costs of the programme. Using qualitative and quantitative modelling allowed different assumptions to be explored with the stakeholder groups and thus, build confidence in the new policy. 

Decision making is continuously aligned and focused on outcomes and benefits

Throughout the problem solving process, outputs of consultation and engagement can be combined with those from analysis and modelling so that effective decision making can be aligned to outcomes and benefits. 

When Transport for London wanted to get people out of cars and on to buses, fear of crime on public transport was identified as a major obstacle. Various initiatives to address this perception were in place but hard to measure. Through the creation of an analysis framework which combined hard facts with subjective evidence from stakeholders, this allowed them choices for transport safety to be evaluated, improving passenger perceptions and thus, grow bus use by 13%.

Unlike traditional problems a wicked problem will not have a single solution. The process is continuous and needs a longer-term investment. However, the time and effort involved pays off when ineffective options are avoided and results start to be seen.

To speak to a consultant about how we can help you deliver positive outcomes from your wicked problems, please contact us now.