According to Rittel & Webber (1973) a ‘wicked problem’ refers to a complex problem for which there is no simple method of solution.  Further Camillus (2008) offers five characteristics of a wicked problem:

• The problem involves many stakeholders with different values and priorities
• The issue’s roots are complex and tangled.
• The problem is difficult to come to grips with and changes with every attempt to address it.
• The challenge has no precedent.
• There’s nothing to indicate the right answer to the problem.

Camillus goes on to write that wicked problems are ‘the opposite of hard but ordinary problems, which people can solve in a finite time period by applying standard techniques. Not only do conventional processes fail to tackle wicked problems, but they may exacerbate situations by generating undesirable consequences.’

Everyone can agree that they want the benefits of resilience without being clear on how it can be delivered. Most can agree that it is the sum of a number of changing, interdependent parts both internal and external to the organisation but then the search for a framework begins and traditional management systems approaches which work well for well defined problems are not so easily extensible to wicked problems, for example ISO models are good at ‘feedback’ loops but can they create ‘feed-forward’ (Camillus) insights?

Recognising that you are dealing with a wicked problem is therefore ‘half the battle’ as one might say and the thinking by strategy academics such as Camillus is helpful in making this recognition.  The fun part starts with addressing the problem you’ve now recognised!