“Every wicked problem is a symptom of another problem.”
~ Horst W.J. Rittel
“…most…problems in organizations [and elsewhere] are
‘wicked problems,’…but most [problem solving] methods
are suitable for simple, well-structured problems.
The usual approaches do not, therefore, help organizations
[or people] deal with their most important problems.”
~ R. Flood and M. Jackson
A wicked problem is a complex, multifaceted issue that is difficult to define and resolve due to its interconnected nature, evolving constraints, and conflicting stakeholder perspectives. These problems often have no clear solution, and attempts to address one aspect may create new challenges elsewhere.
Wicked problems are characterized by their resistance to traditional problem-solving methods. Unlike “tame” problems with clear solutions, wicked problems have no definitive formulation or stopping point—solutions are often subjective and judged by their adequacy rather than their correctness. Examples include climate change, global inequality, and healthcare reform, where technical, social, and political factors intertwine.
Addressing wicked problems requires collaborative approaches that integrate diverse perspectives and expertise. Systems thinking, foresight, and iterative experimentation are essential tools, as they allow for adaptive strategies that account for the complexity and uncertainty inherent in such issues. The focus is often on managing the problem rather than solving it entirely.