Wicked Problems: Naming the Pain in Organizations (Nuggets)

http://www.touchstone.com/tr/wp/wicked.html

5/2/05
Some problems are so complex that you have to be highly intelligent and well informed just to be undecided about them. -Laurence J. Peter

This article offers insight into why some projects - especially project meetings - are so difficult. The insights suggest clues about how to dimish the pain and allow people to be more productive. I found it to be a stimulating source of ideas.

5/13/05
Today at lunch I had a conversation that clarified my thoughts about this article. One instructional designer mentioned a colleague who was unable to accept continually shifting project parameters. She stated that you had to accept a certain amount of change as part of life. Another colleague agreed, but added that the change should be minimized.

After reading "Wicked Problems," I have a new perspective: perceiving change as something bad or to be avoided misses the point. The question is not whether change is good or bad. It's an intrinsic part of creative work - no change, no creativity, no problem-solving. The questions are "What are you changing?", "Why?", and "Can you still meet the deadline?"

If you wake up one morning with a terrific idea for a module - one that is interactive, exciting,
can be taught in half the time as the one planned, and will result in better participant understanding - do you toss the idea because it wasn't on the design document and will take an extra day to create? Or do you ask yourself "Can I meet all my deadlines?" and work your butt off creating an exemplary product?

Right, I thought that was your answer. And if you have a design project where that doesn't happen then you need to get new designers.