Tackling 'Wicked' Problems – A Public Policy Perspective - Pro Bono Australia. Wednesday, 24th July 2013 at 9:41 am By Lina Caneva, Editor In today's Impact Opinion, Dawn O’Neil AM and Kerry Graham call for the private sector to be recognised as a key stakeholder and contributor in solving complex and ‘wicked’ social problems. In seeking to grow the field of Collective Impact in Australia we are constantly looking for evidence that cross sector collaboration is needed to tackle our most entrenched and complex social challenges.
This week we found support for our proposition in the archives of the Australian Public Service Commission. In 2007, the then-Commissioner of the Australian Public Service – Lynelle Briggs – published a policy paper discussing the challenge of complexity and wicked problems in Australia. In making her case for change, Briggs wrote: “The Australian Public Service (APS) is increasingly being tasked with solving very complex policy problems. It is important, as a first step, that wicked problems be recognised as such. 8287. Planning with Complexity: An Introduction to Collaborative Rationality for ... - "Ready, Fire, Aim, Re-Fire, Aim" Systems Thinking For Social Change: A Practical Guide to Solving Complex ... - David Peter Stroh. Donors, leaders of nonprofits, and public policy makers usually have the best of intentions to serve society and improve social conditions. But often their solutions fall far short of what they want to accomplish and what is truly needed.
Moreover, the answers they propose and fund often produce the opposite of what they want over time. We end up with temporary shelters that increase homelessness, drug busts that increase drug-related crime, or food aid that increases starvation. How do these unintended consequences come about and how can we avoid them? By applying conventional thinking to complex social problems, we often perpetuate the very problems we try so hard to solve, but it is possible to think differently, and get different results. Systems Thinking for Social Change enables readers to contribute more effectively to society by helping them understand what systems thinking is and why it is so important in their work. W3 Nelson TheDesignWay Chapt 1. Ajbms201211i11111. Wicked. Tackling wicked problems : A public policy perspective - APSC. Commissioner’s foreword The Australian Public Service (APS) is increasingly being tasked with solving very complex policy problems.
Some of these policy issues are so complex they have been called ‘wicked’ problems. The term ‘wicked’ in this context is used, not in the sense of evil, but rather as an issue highly resistant to resolution. Successfully solving or at least managing these wicked policy problems requires a reassessment of some of the traditional ways of working and solving problems in the APS. They challenge our governance structures, our skills base and our organisational capacity. It is important, as a first step, that wicked problems be recognised as such. Tackling wicked problems is an evolving art. Wicked problems highlight the fundamental importance of the APS building on the progress that has been made with working across organisational boundaries both within and outside the APS.
Lynelle Briggs Australian Public Service Commissioner 1. 2. Climate Change—A Wicked Problem. The Heretic's Guide to Best Practices: The <i>Reality</i> of Managing Complex ... - Paul Culmsee; Kailash Awati. When it comes to solving complex problems, we often perform elaborate rituals in the guise of best practices that promise a world of order, certainty, and control. But reality paints a far different picture, which practitioners are often reluctant to discuss. A witty yet rigorous journey through the seedy underbelly of organisational problem solving, The Heretic’s Guide to Best Practices pinpoints the reasons why best practices don’t work as advertised and what can be done about it.
“Hugely enjoyable, deeply reflective, and intensely practical. This book is about weaving human artistry and improvisation, with appropriate methods and technologies, in order to pool collective intelligence and wisdom under pressure.” —Simon Buckingham Shum, Knowledge Media Institute, The Open University, UK “This is a terrific piece of work: important, insightful, and very entertaining. Wicked. Wicked Solutions : A Systems Approach to Complex Problems - Bob Williams, Sjon van 't Hof. Planning for Complexity. Planning is a challenge even in the best of times. But it is a necessary challenge. A plan helps you align imagination with resources, expectations with realities, and individual concerns with collective good.
The challenge comes when you don’t know what is going to happen, when your actions depend on others’, and when people have different ideas about what the future should look like. Two planning disciplines are supposed to tell you how to create such a work of hope and pragmatism: Strategic planning and project planning. Strategic plans have wide scope and influence in many organizations. Weaknesses, opportunities, and threats to focus resources and attention on critical initiatives. Project plans are usually more bounded in time and in scope. I have spent the last week helping a client organization plan to transform their human resource (HR) management functions. Depend on Adaptive Action to integrate planning with action. What are our patterns of success and failure today? Untitled. In this article, we argue that Niklas Luhmann has a lot to offer present-day planning theory. Until now, planning theory has been engaged with Luhmann's work only minimally.
Convinced of its potential, we want to show how Luhmann's systems theory offers fresh insight into both limits and possibilities of planning in contemporary society. We argue that Luhmann's understanding of society as functionally differentiated into self-referentially closed subsystems (politics, economy, law, science, etc.) creates space for a complex and subtle analysis of planning practice. In particular, we look at the role of planning within an autopoietic account of society, and its ability to steer other social subsystems. TISandersEssay. Metaphors in Complexity Theory and Planning. This article reviews the use of complexity theory in planning theory using the theory of metaphors for theory transfer and theory construction. The introduction to the article presents the author's positioning of planning theory. The first section thereafter provides a general background of the trajectory of development of complexity theory and discusses the rationale of using the theory of metaphors for evaluating the use of complexity theory in planning.
The second section introduces the workings of metaphors in general and theory-constructing metaphors in particular, drawing out an understanding of how to proceed with an evaluative approach towards an analysis of the use of complexity theory in planning. The third section presents two case studies – reviews of two articles – to illustrate how the framework might be employed. The Design Way: metaphysics | CSL4D. Evil, splendor, and the guarantors of destiny & design This blog post attempts to summarize Section IV: Metaphysics of Nelson and Stolterman’s “The design way” (TDW: 2012, 2003), see also the six previous posts. TDW merges several intellectual traditions, including Churchman’s systems approach, which also inspired our own book “Wicked Solutions.”
It is not surprising that there are interesting parallels between the books, some of which we are happy to point out (to ourselves in the first place) at the end of this summary. Evil of design Several metaphysical issues arise from a design approach to life. These are related to design excellence, design uncertainties, and design boundaries. Paradoxes One of the best ways of looking at paradoxes in design is as necessary, opposite dimensions that make design exciting. Splendor of design Every designer has the responsibility to avoid evil and strive for excellence.
References Nelson, Harold G. and Erik Stolterman. 2012. Like this: Like Loading... How to strengthen innovation – good practice vs. emergent practice | marcus jenal. The last week of June I had the privilege of attending a three-day training event with Dave Snowden, founder of Cognitive Edge and “mental father” of the Cynefin framework. For me this was a great experience and although I had read a lot of stuff around complexity (also by Dave), there were still many new insights I got.
Some things were new, others just became clearer. One thing that I knew but that was becoming more pronounced during the training is the differentiation between best/good practice and emergent practice. In the ordered domains on the right side of the Cynefin framework, cause-and-effect relationships are clear, if also in the case of the complicated domain not necessarily obvious. Cause-and-effect relationships don’t shift and we can always expect the same result when we do the same thing.
What are the consequences for our work in economic development? This does not say that it is hopeless to introduce new technologies or stimulate innovation in a given context. Systems thinking and evaluation. Impact Factor:1.906 | Ranking:Social Sciences, Interdisciplinary 11 out of 95 Source:2014 Journal Citation Reports® (Thomson Reuters, 2015) Evaluationevi.sagepub.com doi: 10.1177/1356389011421935 Evaluation October 2011 vol. 17 no. 4 395-403 The first page of the PDF of this article appears below.
Growing pressures have been imposed upon hospitals to improve the quality of their services, to increase access to them by reducing costs and to improve their reliability. In order to respond to these demands, managerial approaches such as strategic planning based on businesssector practices have been adopted by non-profit hospitals.
CitationsCitations0ReferencesReferences3 Seyed jamaledin Dryabari Habib Nasirifar gl_iX75eG6CAZe5XH7AVx2g8vri false. "Emergent Learning" Is an Oxymoron -e-Literate. In the introduction to Steven Johnson’s oft-referenced but seldom understood book Emergence: The Connected Lives of Ants, Brains, Cities, and Software, he describes emergent systems as follows: In the simplest terms, they solve problems by drawing on masses of relatively stupid elements, rather than a single, intelligent “executive branch.” They are bottom-up systems, not top-down. They get their smarts from below. In a more technical language, they are complex adaptive systems that display emergent behavior.
In these systems, agents residing on one scale start producing behavior that lies one scale above them…. The key idea here is that the individual agents do not generally understand and consciously orchestrate the observed emergent behavior. When people talk about “emergent learning” these days, this is not generally what they mean. Re-reading Johnson’s book, it seems to me that he’s fairly clear on this point throughout. Google+ Comments. Human Relations | Mobile. Authors Chris Hendry The management of change has become characterized by an atheoretical pragmatism, overfocused on the political aspects of the change process.
</b></div></div> Abstract This paper explores a new approach to planning and optimization of energy networks, using a mix of global optimization and agent-based modeling tools. CitationsCitations39ReferencesReferences22 Eifiona Thomas Lane Rebecca Jones Arwel Jones Siwan Mitchelmore Data provided are for informational purposes only. Show self-archiving restrictions Elsevier An error occurred while rendering template. gl_hEihWnQHLoQilHMGC6AjtmjR rgreq-bec0e690b58d69e93195f7246343ccc0 false. Managing emergent practice. What would happen if you called for closing your training department in favor of a new function? Imagine telling senior management that you were shuttering the classrooms in favor of peer-to-peer learning.
You’re redeploying training staff as mentors, coaches, and facilitators who work on improving core business processes, strengthening relationships with customers, and cutting costs. You’re going to shift the focus to creativity, innovation, and helping people perform better, faster, cheaper. You might want to give it a try. Perhaps the time has come. This is how Jay Cross and I finished our article on The Future of the Training Department.
According to Dave Snowden’s Cynefin framework, sense can be made in complex environments by 1) first probing through some action and then 2) sensing to understand what is happening and 3) finally responding based on what you have learned. A key understanding about complex environments is that they cannot be planned for. Emergent Practice Planning - Frances Ricks, Jennifer Charlesworth. Knowledge management. Emergent learning and learning ecologies in Web 2.0 | Williams. Emergent Practice Planning | Frances Ricks. Forbes Welcome. Gigaom | Moving toward emergent strategy: slowly, if at all. Emergent Learning is using your own work to become a learning organization. The Emergent Way: How to achieve meaningful growth in an era of flat growth • Emergent Strategy - Knowledge Center.
Intended, Emergent, and Realized Strategies. Emergent Strategy. The Emergent Way: How to achieve meaningful growth in an era of flat growth •