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1665379 Wicked Problems Notes.edited

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Health & Medical

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Saint Josephs University

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07Nagbal

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Wicked Problems Notes

Name

Institution Affiliated

Course

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Date

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Wicked Problems Notes

Theme

In their article, dubbed Wicked Problems, Conklin and Weil (1998) discuss one of the

most critical themes in organizations- problem-solving. The authors suggest a problem-solving

model suited for the more complex and challenging problems facing organizations. They discuss

linear and non-linear approaches to problem-solving, showing their differences in solving

complex problems.

Key Lessons

The MCC Elevator Study

• The study involved designers tasked with designing elevator systems.

• The experiment required designers to think out loud.

• The experiment's analysis revealed that the designers focused on two areas:

understanding the problem and designing a solution. They understood the problem by

relying on the systems' requirements and performing mental simulations.

• The analysis further revealed that the designers did not follow the traditional waterfall

problem-solving model. They worked by jumping from the problem to the solution and

back again.

• Consequently, problem-understanding continued until the end.

• The researchers called this problem-solving approach chaotic or opportunity-driven

• They did not follow a linear model, as in working from the problem to the solution.

Instead, they employed a non-linear approach.

Waterfall Model

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1 Wicked Problems Notes Name Institution Affiliated Course Instructor Date 2 Wicked Problems Notes Theme In their article, dubbed Wicked Problems, Conklin and Weil (1998) discuss one of the most critical themes in organizations- problem-solving. The authors suggest a problem-solving model suited for the more complex and challenging problems facing organizations. They discuss linear and non-linear approaches to problem-solving, showing their differences in solving complex problems. Key Lessons The MCC Elevator Study • The study involved designers tasked with designing elevator systems. • The experiment required designers to think out loud. • The experiment's analysis revealed that the designers focused on two areas: understanding the problem and designing a solution. They understood the problem by relying on the systems' requirements and performing mental simulations. • The analysis further revealed that the designers did not follow the traditional waterfall problem-solving model. They worked by jumping from the problem to the solution and back again. • Consequently, problem-understanding continued until the end. • The researchers called this problem-solving approach chaotic or opportunity-driven • They did not follow a linear model, as in working from the problem to the solution. Instead, they employed a non-linear approach. Waterfall Model 3 • It is a linear approach for problem-solving- it starts with understanding the problem and workin ...
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Tags: Data Collection and Analysis performing mental simulations elevator systems organizations problem solving