Some problems defy a solution.
Whereas most difficult problems can be reframed or divided into parts to be solved, wicked problems present leaders with a more unique challenge.
Wicked problems are complex and multi-faceted, with competing advocates that cannot escape engaging one another.
The issues inside a wicked problem are typically ongoing and need a resolution, but two divergent but supported viewpoints prevent a simple choice. Selecting one option is not feasible because both have their strengths and weaknesses.
Consider the example in early education of how to teach reading. Two effective approaches exist: phonics and whole language.
Phonics proponents argue that teaching the parts-to-whole method is best. Research confirms this.
The whole language advocates contend that their method leads to better results. Research supports this as well.
This is a common argument in schools with dueling sides deeply committed to their approach.
In the workplace, leaders often confront wicked problems in talent selection, promotion decisions, retention strategies, technology deployment, human resources policies, change management, and performance interventions.
What makes a problem truly wicked isn’t just its complexity or competing choices. It is the potential for conflict and unintended relational consequences if one side were to be selected over the other.
While there’s no perfect way to resolve wicked problems, the best leaders often take a common approach to manage their way through them.
The first step for the leader is to publicly acknowledge the complexity of the problem and how the competing sides both have a legitimate claim for selection. Taking a neutral stance is essential to maintain impartiality.
Involving all the relevant stakeholders in this acknowledgment and engaging them in the decision-making process is equally critical. The more shared understanding of both options the leader can encourage, the better.
Next, the leader must initiate data gathering on both options. By digging deeper than usual, putting the choices to the test, and examining the conditions that favor each option, the leader operates objectively in the eyes of all parties.
Sometimes this means implementing a trial program over a set time to gather even more feedback that might help to distinguish between the options.
Lastly and most importantly, the leader initiates Participatory Redesign. Rather than select one option over the other, they ask stakeholders and experts to explore what elements can be combined, used concurrently, or positioned for use with different audiences or times.
In the case of a wicked talent selection problem, leaders explore how they might acquire the talents of both parties in some form.
Wicked problems resist resolution and present quite a challenge for the best of leaders. Some problems need to age and mature alongside lots of data and feedback before they can be resolved.
The only villain is the inflexibility that occurs when people are allowed to insist on their viewpoints without interruption. Good leaders refuse to let the inflexibility of the competing viewpoints turn a wicked problem into an affliction.
They involve all parties in a collaborative effort to reach a common, and often combined, solution. That’s called a Win-Win.
