Ever feel like some problems are just… impossible? You try to define them, and the definition shifts. You work on a solution, and new issues emerge. You’re not alone. In the 1970s, design theorist Horst W. J. Rittel and city planning professor Melvin M. Webber introduced a concept that continues to resonate deeply today: “wicked problems.”
Their seminal 1973 paper, “Dilemmas in a General Theory of Planning,” wasn’t about problems that are evil, but rather those that are fiendishly complex and resistant to straightforward resolution. Working in fields like urban planning and social policy, Rittel and Webber observed that many of the challenges they faced didn’t fit the mold of “tame” or “benign” problems, which can be clearly defined and solved through linear, scientific methods (like solving a math equation or building a bridge with known specifications).
Instead, wicked problems are messy, contradictory, and deeply intertwined with social and political complexities. They are the big, systemic challenges that keep us up at night: poverty, climate change, public health crises, misinformation, and social inequity, to name a few.
So, what makes a problem “wicked”? Rittel and Webber outlined ten key characteristics:
- There is no definitive formulation of a wicked problem. How you define the problem depends on your perspective and potential solutions. For example, is homelessness an economic issue, a housing shortage, a mental health crisis, or all of the above and more?
- Wicked problems have no stopping rule. You can’t definitively say a wicked problem is “solved.” Efforts to address them often lead to ongoing adjustments and new challenges. When is poverty “solved”? When is a city “planned”?
- Solutions to wicked problems are not true-or-false, but good-or-bad. There’s no single “right” answer. Solutions are judged on their perceived effectiveness and impact, which can vary wildly depending on who you ask.
- There is no immediate and no ultimate test of a solution to a wicked problem. The consequences of an intervention can unfold over long periods, making it difficult to assess success or failure quickly or definitively. A new policy’s true impact might not be clear for years or even decades.
- Every solution to a wicked problem is a “one-shot operation”; because there is no opportunity to learn by trial-and-error, every attempt counts significantly. Unlike in a lab, you can’t easily undo major social or urban interventions. Each attempt has real-world, often irreversible, consequences.
- Wicked problems do not have an enumerable (or an exhaustively describable) set of potential solutions, nor is there a well-described set of permissible operations that may be incorporated into the plan. The range of possible approaches is often vast and undefined, requiring creative and adaptive strategies.
- Every wicked problem is essentially unique. While problems might share similarities, the specific context, stakeholders, and interplay of factors make each one distinct. What works in one community to address food insecurity may not work in another.
- Every wicked problem can be considered to be a symptom of another problem. Wicked problems are often deeply interconnected. Addressing crime, for instance, might involve looking at poverty, education, employment, and mental health.
- The existence of a discrepancy representing a wicked problem can be explained in numerous ways. The choice of explanation determines the nature of the problem’s resolution. How you understand the cause of a problem will fundamentally shape the solutions you propose. If you see traffic congestion primarily as an infrastructure problem, you’ll build more roads. If you see it as a land-use or behavioral problem, your solutions will differ.
- The planner (or problem-solver) has no right to be wrong. Unlike scientists who can test hypotheses and be proven wrong in a controlled setting, those tackling wicked problems in the public sphere are accountable for the consequences of their actions, which can have profound societal impacts.
Why This Matters for Communicators and Changemakers:
Understanding wicked problems is crucial for anyone working towards social good, including journalists, communicators, and advocates. These concepts remind us that:
- Simple narratives rarely capture the full picture. Reporting on or trying to solve wicked problems requires embracing complexity and nuance.
- Collaboration is key. Because wicked problems involve multiple stakeholders with different perspectives, effective responses necessitate inclusive dialogue and collaborative problem-solving.
- There are no silver bullets. Be wary of anyone claiming to have a quick fix for a wicked problem. Progress often involves iterative approaches, learning from interventions, and adapting strategies over time.
- Communication itself is a critical tool. Clearly explaining the multifaceted nature of these challenges, fostering public understanding, and facilitating constructive dialogue are essential roles for communicators.
Rittel and Webber’s theory, born from the challenges of urban and social planning, provides a vital framework for understanding and engaging with the most pressing and complex issues of our time. By recognizing the “wickedness” of certain problems, we can approach them with more humility, a greater commitment to collaboration, and more realistic expectations for the winding path toward progress.
For those of us at the Center for Public Interest Communications, grappling with wicked problems is often at the heart of our work – whether it’s exploring sustainable practices, fostering community health, or combating misinformation. Understanding their nature is the first step towards making a real, and good, difference.
Citation: Rittel, H. W. J., & Webber, M. M. (1973). Dilemmas in a general theory of planning. Policy Sciences, 4(2), 155–169.