Tackling Wicked Problems : A Public Policy Perspective

3. Possible Strategies for Tackling Wicked Problems

There is no quick fix for wicked policy problems, no glib formula about ‘Seven Steps to Crush Social Complexity’ or ‘Tame Your Way to the Top’.⁵ Most of the literature advocates a collaborative approach to wicked problems, but some research acknowledges that other approaches are possible.

Professor Nancy Roberts suggests that the key consideration is how power is dispersed among the stakeholders. She identifies three possible strategies:⁶

authoritative strategies. These give the problem to some group (or an individual), who take on the problem-solving process while others agree to abide by its decisions. Identification of this small set of stakeholders may rest on their knowledge and expertise, organisational position in the hierarchy, information or coercive power. An essential ingredient is that other stakeholders acquiesce in the transfer of power to the anointed few and agree or are forced to abide by their decisions. Examples include the High Court decision around native title and Reserve Bank decisions around interest rates. Such authoritative strategies can also be useful in emergency situations.
- Key advantages include efficiency and timeliness.
- Key disadvantages include the potential disregard for important issues and considerations, as authorities and experts tend to search for solutions within their narrow bandwidth of experience, and the lost opportunity for learning. If problem-solving is left to experts, especially in a democratic society, then citizens can become further distanced or alienated from the important issues of their time. Their commitment to the proposed solution may be weak which may or may not matter depending on the issue (the issue of citizen engagement is discussed further in section 8 below).
competitive strategies. Central to the pursuit of such strategies is the search for power, influence and market share—stakeholders following this strategy generally assume a win-lose outcome. The competitive federalism of the Australian system can result inthis approach, for example, when the States compete for foreign and local investment.
- Key advantages include the creation of new ideas and innovation and the provision of choice, for example, competition between Job Network providers.
- Key disadvantages include conflict and stalemates that occur when stakeholders have enough power to block one another but not enough power to achieve their agenda. Competition can also consume resources that could be spent on problem-solving.
collaborative strategies. These are supported by the bulk of the literature (including by Professor Roberts) as being the most effective in dealing with wicked problems that have many stakeholders amongst whom power is dispersed. It is particularly relevant where part of the solution to the problem involves sustained behavioural change by many stakeholders and/or citizens. At the core of collaboration is a win-win view of problem- solving. Partnerships, joint ventures, whole of (or joined up) government, international treaties and information campaigns to influence lifestyle choices are all variations on this strategy.
- Key advantages include higher stakeholder commitment, more comprehensive and effective solutions, and fewer resources having to be used by any one stakeholder.
- Key disadvantages include increased transaction costs (these costs can be significant) and the fact that the skills of collaboration are in limited supply. In worst cases collaboration can end poorly—dialogue can turn into conflict, hardened positions and stalemate.

The remainder of this section is essentially premised on the assumption that collaborative strategies are the best approach to tackling wicked problems which require behavioural change as part of their solution. Nevertheless, it should be acknowledged that in some circumstances the use of authoritative or competitive strategies may be useful to agencies tasked with tackling a wicked problem. Authoritative and competitive strategies could be combined with collaborative approaches, for example, an expert advisory group could identify the preferred package of measures after an initial collaborative strategy has been used to identify the full range of views, interconnections, causes and possible solutions.

One example of a successful competitive strategy used in combination with a generally collaborative approach can be found in the area of tobacco control. State governments have responsibility for regulating smokefree environments and a dynamic tendency has been observed where States and Territories competitively leapfrog each other’s regulation in the area of smokefree places and other regulations. Many stakeholders believe that this has achieved quicker incremental toughening of such regulations than would have occurred through a cooperative policy of adopting a more uniform nationwide approach.

5 J. Conklin 2006, Dialogue Mapping: Building Shared Understanding of Wicked Problems, John Wiley & Sons, Chichester, West Sussex, p. 34.

6 N. Roberts 2000, ‘Coping With Wicked Problems’ (Naval Postgraduate School, Monterey, California, Department of Strategic Management Working Paper).