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How to identify a wicked (read complex) problem

Posted by Shawn Callahan - 22/04/05
Filed in .

Bill Godfrey has found, what I think is, a good list to help know whether you are dealing with a wicked (ie. complex) problem:

  • The problem definition seems vague or keeps changing.
  • The proposed solution creates a new, related problem.
  • There are lots of meetings on the project but not much progress.
  • There are a lot of "cooks" in the kitchen.
  • The number of stakeholders keep increasing.
  • Your career is at stake.
  • You can't easily see the solution at the outset.
  • There are multiple solutions, but no consensus and no convergence.
  • The constraints on the solution keep changing.
  • There are lots of political or "organizational" issues.
  • The decision was already made, but it's not being followed (i.e. it's not a real decision).

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