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DEALING WITH
WICKED PROBLEMS
Reaching YOUR Full Potential:
Taking the Next Step Conference
Obligatory Agenda Slide
•Hi!
•What?
•So what?

•Now what?
Activity 1
•Sort the pieces by colour
•Decide among yourselves what pieces will

be treated as special
•Put “special” pieces into one pile
SIMPLE
Best practice
Cause = Effect
Known
Feudal Leadership
Sense-Categorize-Respond
Activity 2
•Build a tower that is at least 20 bricks tall
•The tower must have a regular colour

pattern
•Upper layers may not be wider than lower
layers
COMPLICATED
Good practice
Cause -> Effect
Knowable
Expert Leadership
Sense-Analyze-Respond

SIMPLE
Best practice
Cause = Effect
Known
Feudal Leadership
Sense-Categorize-Respond
Activity 3
•Build an animal or a vehicle
•It must have a regular colour pattern
•Each colour of brick may be handled by

only one person
•You have 30 seconds to plan, after that no
talking or whispering
•Your group will be moved with your
structure to another table every minute
COMPLEX

COMPLICATED

Emergent practice
[CE]
Retrospectively knowable
Networked Leadership
Probe-Sense-Respond

Good practice
Cause -> Effect
Knowable
Expert Leadership
Sense-Analyze-Respond

SIMPLE
Best practice
Cause = Effect
Known
Feudal Leadership
Sense-Categorize-Respond
Activity 4
•Build a building or a plant
•Rules from before apply
•Your group will be moved with your

structure to another table every minute
•At random times we will move randomly
selected people from one group to
another
•No planning time & no talking
COMPLEX

COMPLICATED

Emergent practice
[CE]
Retrospectively knowable
Networked Leadership
Probe-Sense-Respond

Good practice
Cause -> Effect
Knowable
Expert Leadership
Sense-Analyze-Respond

CHAOS

SIMPLE

Novel practice
C≠E
Unknowable
Charismatic Leadership
Act-Sense-Respond

Best practice
Cause = Effect
Known
Feudal Leadership
Sense-Categorize-Respond
COMPLEX

COMPLICATED

Emergent practice
[CE]
Retrospectively knowable
Networked Leadership
Probe-Sense-Respond

Good practice
Cause -> Effect
Knowable
Expert Leadership
Sense-Analyze-Respond

DISORDER

CHAOS

SIMPLE

Novel practice
C≠E
Unknowable
Charismatic Leadership
Act-Sense-Respond

Best practice
Cause = Effect
Known
Feudal Leadership
Sense-Categorize-Respond
Unstable Environment
Complex & Chaotic

Stable Environment
(Simple & Complicated)

OUTLOOK
Do the job
right and …

Make incremental
progress

Limit

Make calculated
investments

Avoid

Reduce risk with
research and data

UNCERTAINTY

NEW EXPERIENCES
Develop
Narrow

Focus on a few clear
ideas

REPERTOIRE
Consider problems
objectively
Unstable Environment
Complex & Chaotic
Succeed more often
in new situations

Place small bets,
quickly

Manage risk through
action

Develop multiple
opportunities

Stable Environment
(Simple & Complicated)

OUTLOOK
Do the job
right and …

Make incremental
progress

Limit

Make calculated
investments

Avoid

Continuously
learn, adapt
and …

Reduce risk with
research and data

Accept

UNCERTAINTY

Seek

NEW EXPERIENCES
Develop
Broad

Develop
Narrow

Focus on a few clear
ideas

REPERTOIRE
Consider problems
empathetically

Consider problems
objectively
Change will lead to insight
far more than insight will
lead to change.
Milton Erickson
SO WHAT?
(Think, Pair, Share)
NOW WHAT?
Reaching YOUR Full Potential
Connect
angie.tarasoff@gov.ab.ca
@angietarasoff

http://ca.linkedin.com/in/angietarasoff/
www.newernormal.ca
http://www.scoop.it/t/managing-complexity
References
Workshop exercises adapted from:
Agile 42. "Cynefin Framework Lego Game." Agile 42. N.p., 25 Dec. 2011. Web. 17 Nov.
2013
Slides 2-6 adapted from:
Snowden, D.J. Boone, M. 2007. "A Leader's Framework for Decision Making". Harvard
Business Review, November 2007, pp. 69–76.
Slides 7-11 adapted from:
Liedtka, Jeanne M. "How Can We Prepare Ourselves to Be Leaders of Innovation?"
Lecture. Design Thinking for Business Innovation. Coursera. Web. 17 Nov. 2013.

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ROFP - Dealing with Wicked Problems

  • 1. DEALING WITH WICKED PROBLEMS Reaching YOUR Full Potential: Taking the Next Step Conference
  • 3. Activity 1 •Sort the pieces by colour •Decide among yourselves what pieces will be treated as special •Put “special” pieces into one pile
  • 4. SIMPLE Best practice Cause = Effect Known Feudal Leadership Sense-Categorize-Respond
  • 5. Activity 2 •Build a tower that is at least 20 bricks tall •The tower must have a regular colour pattern •Upper layers may not be wider than lower layers
  • 6. COMPLICATED Good practice Cause -> Effect Knowable Expert Leadership Sense-Analyze-Respond SIMPLE Best practice Cause = Effect Known Feudal Leadership Sense-Categorize-Respond
  • 7. Activity 3 •Build an animal or a vehicle •It must have a regular colour pattern •Each colour of brick may be handled by only one person •You have 30 seconds to plan, after that no talking or whispering •Your group will be moved with your structure to another table every minute
  • 8. COMPLEX COMPLICATED Emergent practice [CE] Retrospectively knowable Networked Leadership Probe-Sense-Respond Good practice Cause -> Effect Knowable Expert Leadership Sense-Analyze-Respond SIMPLE Best practice Cause = Effect Known Feudal Leadership Sense-Categorize-Respond
  • 9. Activity 4 •Build a building or a plant •Rules from before apply •Your group will be moved with your structure to another table every minute •At random times we will move randomly selected people from one group to another •No planning time & no talking
  • 10. COMPLEX COMPLICATED Emergent practice [CE] Retrospectively knowable Networked Leadership Probe-Sense-Respond Good practice Cause -> Effect Knowable Expert Leadership Sense-Analyze-Respond CHAOS SIMPLE Novel practice C≠E Unknowable Charismatic Leadership Act-Sense-Respond Best practice Cause = Effect Known Feudal Leadership Sense-Categorize-Respond
  • 11. COMPLEX COMPLICATED Emergent practice [CE] Retrospectively knowable Networked Leadership Probe-Sense-Respond Good practice Cause -> Effect Knowable Expert Leadership Sense-Analyze-Respond DISORDER CHAOS SIMPLE Novel practice C≠E Unknowable Charismatic Leadership Act-Sense-Respond Best practice Cause = Effect Known Feudal Leadership Sense-Categorize-Respond
  • 12. Unstable Environment Complex & Chaotic Stable Environment (Simple & Complicated) OUTLOOK Do the job right and … Make incremental progress Limit Make calculated investments Avoid Reduce risk with research and data UNCERTAINTY NEW EXPERIENCES Develop Narrow Focus on a few clear ideas REPERTOIRE Consider problems objectively
  • 13. Unstable Environment Complex & Chaotic Succeed more often in new situations Place small bets, quickly Manage risk through action Develop multiple opportunities Stable Environment (Simple & Complicated) OUTLOOK Do the job right and … Make incremental progress Limit Make calculated investments Avoid Continuously learn, adapt and … Reduce risk with research and data Accept UNCERTAINTY Seek NEW EXPERIENCES Develop Broad Develop Narrow Focus on a few clear ideas REPERTOIRE Consider problems empathetically Consider problems objectively
  • 14. Change will lead to insight far more than insight will lead to change. Milton Erickson
  • 16. NOW WHAT? Reaching YOUR Full Potential
  • 18. References Workshop exercises adapted from: Agile 42. "Cynefin Framework Lego Game." Agile 42. N.p., 25 Dec. 2011. Web. 17 Nov. 2013 Slides 2-6 adapted from: Snowden, D.J. Boone, M. 2007. "A Leader's Framework for Decision Making". Harvard Business Review, November 2007, pp. 69–76. Slides 7-11 adapted from: Liedtka, Jeanne M. "How Can We Prepare Ourselves to Be Leaders of Innovation?" Lecture. Design Thinking for Business Innovation. Coursera. Web. 17 Nov. 2013.