Suchergebnisse

Als Wicked Problems werden gesellschaftliche Herausforderungen bezeichnet, die sich herkömmlichen Bearbeitungsstrategien von Politik, Verwaltung und anderen mit der Erfüllung öffentlicher Aufgaben befassten Akteuren entziehen. Im Übergang zur digitalen Informationsgesellschaft ist mit der Entstehung neuer und der Verschärfung überkommener Wicked Problems zu rechnen, weil die Verlagerung zentraler gesellschaftlicher Funktionen in elektronische Netzwerke einer Erhöhung sozialer Komplexität, Diversität und Unsicherheit Vorschub leistet und dazu beiträgt, dass Zielkonflikte auf die Spitze getrieben werden. Zur Anpassung der gesellschaftlichen Problembearbeitungsfähigkeit an die gestiegenen Anforderungen sind kulturelle und institutionelle Innovationen erforderlich.

PurposeApplying the wicked problems framework to disaster risk reduction makes for a more appropriate understanding of the modern challenges of mitigation that may inform better strategies and communications.Design/methodology/approachThis research employs a literature review of wicked problems to posit a theoretical application of the concept to disaster risk reduction in the format of a reflective examination and argument with reasoned lessons for policy and governance.FindingsThere is a broad body of research that informs the application of the wicked problems framework to improve disaster risk reduction. Understanding the value of rationality, complexity, clumsy solutions, and inter-disciplinary approaches for risk scenarios helps to frame and communicate a realistic perspective of disaster risk reduction objectives.Practical implicationsRecognizing the various modes of response to the wicked problem of disaster risk reduction can help construct more comprehensive, inclusive, and effective approaches for continuous improvement.Social implicationsUnderstanding disaster risk as a wicked problem broadens the base for mitigation efforts by promoting more inclusion and perspectives from all segments of society.Originality/valueWicked problems have been loosely referenced in disaster management research, but there is a lack of theoretical foundation for the concept applied to disaster risk reduction and extension into practical policy.

AbstractThe alleviation of wicked problems requires collective action because these issues are characterized by significant uncertainty and complexity. This research extends prior work by examining how conveners' use robust action to navigate wicked problems' defining characteristics in the mobilization process. It provides a longitudinal study of a health care nonprofit attempting to engage other stakeholders in addressing the high costs and inadequate quality of health care in a region of the United States. Specifically, the convener sought to address this wicked problem by developing a health information exchange. The findings relate five robust action tactics through which the convener advanced collective action.

"This book looks at police reform in Canada, arguing that no significant and sustainable reform can occur until steps are taken to answer the question of "What exactly do we want police to do?" Adding challenge to this is that setting boundaries on what we expect the police to do requires grappling with the complex social problems we ask them to resolve. In public policy language, these are 'wicked problems' - social or cultural issues frequently seen as intractable. Authors Huey, Ferguson, and Schulenberg, all policing scholars, draw on a unique collection of data to explore these issues: over 20 years of research (2000 to 2021) ranging from in-depth interviews, surveys, and field observations to document analysis and systematic social observation. Pooling this data generates a national-level picture of changes in the policing operational environment over these decades. This book focuses on four particular wicked problems (mental health, substance misuse, homelessness, missing persons) with causes and potential preventative treatments that lie primarily outside the criminal justice system and yet continue to be treated as "policing problems." Bringing about changes in public policing requires changes in public policy, and these are precisely the types of wicked problems that need innovative policy solutions. This book is suitable for a wide range of audiences within and outside Canada, including law enforcement and community leaders; scholars and policy experts who specialize in policing; students of criminal justice, organizations, and management; and citizen-consumers of information about policing"--

"Problem Definition and the Policy Process: Wicked Problems" published on by Oxford University Press.

"This book looks at police reform in Canada, arguing that no significant and sustainable reform can occur until steps are taken to answer the question of "What exactly do we want police to do?" Adding challenge to this is that setting boundaries on what we expect the police to do requires grappling with the complex social problems we ask them to resolve. In public policy language, these are 'wicked problems' - social or cultural issues frequently seen as intractable. Authors Huey, Ferguson, and Schulenberg, all policing scholars, draw on a unique collection of data to explore these issues: over 20 years of research (2000 to 2021) ranging from in-depth interviews, surveys, and field observations to document analysis and systematic social observation. Pooling this data generates a national-level picture of changes in the policing operational environment over these decades. This book focuses on four particular wicked problems (mental health, substance misuse, homelessness, missing persons) with causes and potential preventative treatments that lie primarily outside the criminal justice system and yet continue to be treated as "policing problems." Bringing about changes in public policing requires changes in public policy, and these are precisely the types of wicked problems that need innovative policy solutions. This book is suitable for a wide range of audiences within and outside Canada, including law enforcement and community leaders; scholars and policy experts who specialize in policing; students of criminal justice, organizations, and management; and citizen-consumers of information about policing"--

PurposeSuppliers stand in the wake of a new diversified strategic momentum in the global production network, where innovation is growing in importance. The term "supplier-driven innovation" is coined in contrast to the current hype on user-driven innovation; this paper aims to discuss the wicked problems for suppliers to actively engage in customers' innovations.Design/methodology/approachA qualitative case study of eight Danish suppliers.FindingsThe wicked problem of supplier-driven innovation is generated by two intertwined constraints: the ability to engage customers in the co-creation of attractive offers and the ability to include technological knowledge and capabilities residing in the upstream network of suppliers.Research limitations/implicationsThis research combines an industrial network approach with perspectives generated through design management literature aiming to develop an innovative space for co-creation across diverse organizational, technological and managerial domains in the global production system.Practical implicationsTo participate in supplier-driven innovation, partners need to co-create an innovative space for joint development.Originality/valueCo-creation enriches the understanding of the diversity of forms of interaction, ranging from information and knowledge exchange and mutual adaptation processes to experimentation with processes of co-creation. Through a complementary view on how suppliers co-create innovative spaces of action in the upstream spaces of technical knowledge as well as the downstream spaces of preferential needs, the research contributes insights about the characteristics of the wicked problems that suppliers need to handle in bridging and expanding these spaces for innovative actions.

Proceedings of the 10th International ISCRAM Conference – Baden-Baden, Germany, May 2013, T. Comes, F. Fiedrich, S. Fortier, J. Geldermann and T. Müller, eds. ; Every 24 hours a member of the United States (US) Armed Forces commits suicide, while every hour a US veteran takes his own life. These statistics illuminate a deeply-rooted social crisis which eludes experts and military leaders to this day. Billions of dollars invested in suicide prevention seem to offer little relief for active duty servicemen and veterans alike. Military suicide is framed as a wicked problem and the new and exciting theory of Chronic Emotional Atrophy (CEA) is proposed to help explain causes of suicidal ideation in the military. A holistic crisis management strategy via information systems is presented in this work. Depressive symptoms exhibited by military members in emotionally suppressed environments closely parallel those phenomena exhibited by medical patients suffering from frontal lobe damage. The prospective psychiatric information system solution provides frontal lobe stimulation (FLS) to mitigate CEA and suicidal ideation.

Government officials and public managers are encountering a class of problems that defy solution, even with our most sophisticated analytical tools. These problems are called "wicked" because they have the following characteristics: 1). There is no definitive statement of the problem; in fact, there is broad disagreement on what 'the problem' is. 2). Without a definitive statement of the problem, the search for solutions is open ended. Stakeholders – those who have a stake in the problem and its solution – champion alternative solutions and compete with one another to frame 'the problem' in a way that directly connects their preferred solution and their preferred problem definition. 3). The problem solving process is complex because constraints, such as resources and political ramifications, are constantly changing. 4). Constraints also change because they are generated by numerous interested parties who "come and go, change their minds, fail to communicate, or otherwise change the rules by which the problem must be solved" (Conklin and Weil, no date: 1).

Government officials and public managers are encountering a class of problems that defy solution, even with our most sophisticated analytical tools. These problems are called "wicked" because they have the following characteristics: 1). There is no definitive statement of the problem; in fact, there is broad disagreement on what 'the problem' is. 2). Without a definitive statement of the problem, the search for solutions is open ended. Stakeholders – those who have a stake in the problem and its solution - champion alternative solutions and compete with one another to frame 'the problem' in a way that directly connects their preferred solution and their preferred problem definition. 3). The problem solving process is complex because constraints, such as resources and political ramifications, are constantly changing. 4). Constraints also change because they are generated by numerous interested parties who "come and go, change their minds, fail to communicate, or otherwise change the rules by which the problem must be solved" (Conklin and Weil, no date: 1).