Wicked problem

In planning and policy, a wicked problem is a problem that is difficult or impossible to solve because of incomplete, contradictory, and changing requirements that are often difficult to recognize. It refers to an idea or problem that cannot be fixed, where there is no single solution to the problem; and "wicked" denotes resistance to resolution, rather than evil.^[1] Another definition is "a problem whose social complexity means that it has no determinable stopping point".^[2] Moreover, because of complex interdependencies, the effort to solve one aspect of a wicked problem may reveal or create other problems. Due to their complexity, wicked problems are often characterized by organized irresponsibility.

The phrase was originally used in social planning. Its modern sense was introduced in 1967 by C. West Churchman in a guest editorial Churchman wrote in the journal Management Science,^[3] either repeating his own coinage or responding to a previous use of the term by Horst Rittel—the origin is uncertain.^[4] Churchman discussed the moral responsibility of operations research "to inform the manager in what respect our 'solutions' have failed to tame his wicked problems." Rittel and Melvin M. Webber formally described the concept of wicked problems in a 1973 treatise, contrasting "wicked" problems with relatively "tame", solvable problems in mathematics, chess, or puzzle solving.^[5]

^ "Tackling Wicked Problems: A Public Policy Perspective". Australian Public Service Commission. 25 October 2007. Archived from the original on 18 May 2018. Retrieved 26 July 2012.
^ Tonkinwise, Cameron (4 April 2015). "Design for Transitions - from and to what?". Academia.edu. Retrieved 9 November 2017.
^ Churchman, C. West (December 1967). "Wicked Problems". Management Science. 14 (4): B-141–B-146. doi:10.1287/mnsc.14.4.B141.
^ Skaburskis, Andrejs (19 December 2008). "The origin of "wicked problems"". Planning Theory & Practice. 9 (2): 277–280. doi:10.1080/14649350802041654. S2CID 145667746. At the end of Rittel's presentation, West Churchman responded with that pensive but expressive movement of voice that some may well remember, 'Hmm, those sound like "wicked problems."'
^ Cite error: The named reference Rittel and Webber 1973 was invoked but never defined (see the help page).

[1] "Tackling Wicked Problems: A Public Policy Perspective". Australian Public Service Commission. 25 October 2007. Archived from the original on 18 May 2018. Retrieved 26 July 2012.

[2] Tonkinwise, Cameron (4 April 2015). "Design for Transitions - from and to what?". Academia.edu. Retrieved 9 November 2017.

[3] Churchman, C. West (December 1967). "Wicked Problems". Management Science. 14 (4): B-141–B-146. doi:10.1287/mnsc.14.4.B141.

[skaburskis-4] Skaburskis, Andrejs (19 December 2008). "The origin of "wicked problems"". Planning Theory & Practice. 9 (2): 277–280. doi:10.1080/14649350802041654. S2CID 145667746. At the end of Rittel's presentation, West Churchman responded with that pensive but expressive movement of voice that some may well remember, 'Hmm, those sound like "wicked problems."'

[Rittel_and_Webber_1973-5] Cite error: The named reference Rittel and Webber 1973 was invoked but never defined (see the help page).

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