Qu. 1: How and why do wicked problems occur during the implementation of structural change?
Define Tame, Wicked and Critical (Crisis) problems. In so doing, relate them to déjà vu and vuja de. Define thoroughly ensuring the characteristics of each are clearly articulated and referenced.
Define what Structural Changes are.
Introduce your approach to the question
o HERE PLEASE MAKE CONNECTION WITH
WICKED, TAME AND CRITICAL (CRISIS) PROBLEMS – Rittel & Webber
LEADERSHIP, MANAGERIAL AND COMMAND & CONTROL – Max Weber
NORMATIVE, CALCULATIVE AND COERCIVE COMPLIANCE – Etzioni
HARD & SOFT – Nye
Strategy (Growth, Stability or Exit), Structure (utilise the various models of structure) and Size (refer to Grenier’s Diagram)
Technology & ICT and Structure
Stability/Turbulence of the PEST Environment
Management misinterpretation of complexity and uncertainty
o PLEASE MAKE THE CONNECTION TO HOW ALL OF THESE CAN BE WICKED PROBLEMS
Show how Structural Changes as a result of strategy may become wicked
Speak to Planned Change (Prescriptive) and Unplanned Change (Emergent)
Incremental, Transitional and Transformational – see Balogun and Hope-Hailey Diagram
How Structural Changes are introduced relative to “Pace and Scope” – see Plowman’s et al Diagram
The Leadership styles, i.e., Theory O, Theory E & Blended
The Communication Flow – do a Table format of Kotter’s 8 Steps refer to, “Back to the future: revisiting Kotter’s 1996 change model”.
o PLEASE MAKE THE CONNECTION TO HOW SOME OF THESE CAN DEVELOP INTO WICKED PROBLEMS
Lack of Morale and Motivation
Decision-making may be slow and poor in quality
Lack of Coordination or Presence of Conflict
Poor Organisational Response
o SEE ILLUSTRATION 3.12 PAGE 107 OF eTEXT
Sum up key points
Make sure to convey that a ‘Wicked Problem’ is up to interpretation (Problems, Problems,
Problems, p.1475, 2nd Paragraph, 4th sentence) and may not be ever be truly solved.
Mention can be made here of what can be done to cope with the occurrence of wicked
problems due to implementation of structural change.