ABSTRACT
Chapter 19 discusses how to deal with wicked problems. Wicked problems require holistic rather than linear thinking: grasping the big picture and attempting to identify the full range of interrelationships between causal factors and policy objectives. But for those who work in large organisations, it also requires an understanding of their structural limitations in this endeavour. Resolution of wicked problems requires a strategy that copes reasonably with the issue (the wicked problem itself) and halts enough of the organisational antagonistic and destructive behaviours (bureaucracy and politics) in order to create a solution that is “good enough” (i.e. more good than bad outcomes).
