ABSTRACT
As we have seen in Part 1, uncertainty is strongly related to the strategic nature of complex processes of problem solving and decision making. Problem solving takes place in an often hectic and dynamic context where various actors with different perceptions and strategies interact and attempt to influence the problem formulation and the search for solutions. Furthermore, this process of forming and shaping problem formulations and solutions occurs in a fragmented and dynamic environment. Parties make decisions in various arenas that influence the problem situation and contribute to the erratic and unpredictable course of the policy game. Thus, an important challenge in dealing with wicked problems is finding a way of handling strategic uncertainty.
