Wicked problems: turning strategic management upside down

摘要

Conventional strategy management models presume reasonable stability in the task environment, in the nature of the feedback mechanisms (e.g. information and social relations) and the organizational design features that weaken the direct participation of those decision-makers who make strategic choices. Wicked problem-solving removes a culture of denial, quick adaptation to simple failure, and short-term repairs to communications feedback. Wicked problem-solving is by temperament and time horizon, a multilayered, multitasked, organizational challenge. It requires fundamentally different mindsets for design and performance systems for senior executives. Organizational pathologies rest in executive action that includes pursuit of goals and objectives with a false sense of causation and feedback filters that exaggerate good news and restrict bad news.