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Reflections on Wicked Problems in Organizations
| Content Provider | Semantic Scholar |
|---|---|
| Author | Marshak, Robert J. |
| Copyright Year | 2009 |
| Abstract | R eading about the “wicked problems” at the Dutch Ministry of Foreign Affairs prompted reflections on my own experiences dealing with “covert processes,” or hidden dynamics, in organizations. The nature of wicked problems in organizations is that they are both pernicious and problematic to address. People may know there are ongoing difficulties and complain loudly about them—usually in hallway conversations—but solutions other than resolute pronouncements are scarce. Proposed solutions tend to ignore or not account for the depth or complexity of the factors, keeping the problematic conditions in place and consequently wicked. There is also a paucity of professional literature conceptualizing and especially suggesting ways to address wicked problems. Thus, the discussion of wicked problems at the Dutch Ministry of Foreign Affairs provides a great service and rare opportunity to look more closely at these phenomena. In reading their account of events, I found myself trying to discern the “theory of change” to address wicked problems implicit in what the authors/consultants were describing. This is not explicitly explained, so my interpretation may be off base or have missed some important nuances. Based on my reading, the following seem to be important aspects of the theory of change implicit in the efforts to address wicked problems at the Dutch Ministry of Foreign Affairs: |
| Starting Page | 58 |
| Ending Page | 59 |
| Page Count | 2 |
| File Format | PDF HTM / HTML |
| DOI | 10.1177/1056492609331717 |
| Volume Number | 18 |
| Alternate Webpage(s) | http://hansvermaak.com/wp-content/uploads/hans-vermaak-defixation-marshak.pdf |
| Language | English |
| Access Restriction | Open |
| Content Type | Text |
| Resource Type | Article |
