There are other ways of characterising problems (eg, linear/non-linear,hard/soft, the Cynefin Framework - which focusses on cause/effect) but the three types cover the wholespectrum.
Tame Problems
A Tameproblem can be solved in a linear fashion usingstraightforward, reductionist, repeatable, sequential techniques.
They are amenable to traditional project management approaches and theyintroduce limited/known/manageable consequences and no unintendedconsequences.
A Tame problem is well defined, its solution is clear andcan begiven to a designer to create detialed specificiations and projectmanager to implement.
Complex Problems
Complex problems tend to be non-linear, difficult to understand andtheir solutions can lead to other problems and unintended consequences.All problems involving new technology, new development environments ornew applications should be considered to be complex.
Traditional analytic and project management techniques will fail.
A complex problem is not solvable by reductionist orsequentialapproaches.
Some Complex probelms are just very difficult. The characteristics ofthe problem may be well understood, such as in the areas of factoringprime numbers, fluid dynamics, travelling salesmen scheduling andnon-linear systems. There is another group ofComplex problemswhere the problem is not well understood. This class of problem iscalled Wicked.
Wicked Problems
Wicked problems are the hardest to solve and have an overlap with Complexproblems.
Wicked problems are where goals are either not known or ambiguous, andmeans-ends relationships are poorly understood. Wicked problems werefirst discussed by Rittel and Webber in 1973 and related to socialsystems. It should be noted that information systems that havesignificant end user user involvement will probably be Wicked. Themajority of the characteristics of the problem that will cause troublewill be around human behaviour, not the IT infrastructure, however the"one shot operation" aspect (see below) can make even systems that havelittle or no human end user involvement can still be Wicked.
Wicked problems have the most value to an enterprise, if solvedsatisfactorily.
Some specific aspects of Wicked Problem include:
1 You don't understand the problem untilyou have developed a solution.
Indeed, there is nodefinitive statement of "The Problem." The problem is ill-structured,an evolving set of interlocking issues and constraints.
2 Wicked problems have no stopping rule.
Since there is nodefinitive "The Problem", there is also no definitive "The Solution."The problem solving process ends when you run out of resources.
3 Solutions to wicked problems are notright or wrong,
simply "better,""worse," "good enough," or "not good enough."
4 Every wicked problem is essentiallyunique and novel.
There are so manyfactors and conditions, all embedded in a dynamic social context, thatno two wicked problems are alike, and the solutions to them will alwaysbe custom designed and fitted.
5 Every solution to a wicked problem is a"one-shot operation,"
every attempt hasconsequences. As Rittel says, "One cannot build a freeway to see how itworks." This is the "Catch 22" about wicked problems: you can't learnabout the problem without trying solutions, but every solution you tryis expensive and has lasting unintended consequences which are likelyto spawn new wicked problems.
6 Wicked problems have no givenalternative solutions.
There may be nosolutions, or there may be a host of potential solutions that aredevised, and another host that are never even thought of.
(from Dilemmas in a General Theory of Planning, Rittel and Webber)
Rittel and Webber were working in the context of social and politicalproblems, however the concept of Wicked problems can be extended toother domains.
Most large scale IT projects fall into the Wicked problem class.
Treating these projects as simple problems and applying simple solutiontechniques is the most common reason for their failures. It is usuallyphrased as a “requirements” issue, but only becausethose involved in such failed projects are oblivious to the fact that they arenot competent to address Wicked problems.
BernardRobertson-Dunn,2011
