This document discusses "wicked problems" and how a group of businesswomen come together to solve complex issues. It defines a wicked problem as one that is difficult to solve due to changing requirements and interactions with other problems. Such problems require systems-level thinking rather than isolating issues, as addressing one aspect may reveal or create new problems. The document promotes a "wicked" approach to management that prioritizes relationships, sees the world as interconnected systems, and balances interests of all stakeholders to find collaborative solutions rather than make decisions.

1. and you happen to hear
about a group of savvy
business women who get
together to solve wicked
problems……
through the development
of people……
Got a wicked situation?
Let’s suppose you’re in business to succeed…..….
Would you be interested?

2. •A “problem” is any obstacle, impediment, difficulty,
challenge or any situation that invites resolution in the form
of a solution or contribution toward a known purpose, goal
or outcome.
•A "wicked problem" is a problem that is complex or seems
impossible to solve because of incomplete, contradictory,
and changing requirements that are often difficult to
recognize.
•A “mess” is a set of problems that interact with other
problems to form a system of problems.
•A “wicked mess” is a mess that difficult to solve because it
interacts with other messes to form a system of messes.
Got Wicked Problems?

3. Though we tend to break the “systems” of our world down
into “processes” in order to better understand and control
them; the fact is that due to the complex
interdependencies, systems do not function when they
have been isolated into silos.
The term ‘wicked’ is used in systems thinking, not in the
sense of evil but rather due to the nature of strong
confrontation required for resolution and the complex
interdependencies – the effort to solve one aspect of a
wicked situation may reveal or create other problems or
messes.
Get Wicked Solutions?

4. Do you want to get Wicked?
• Wicked managers are not transaction oriented, they
are relationship oriented.
• Wicked managers see the world in terms of systems,
not processes.
• Wicked managers see employees as value adding
stakeholders, not human resources.
• Wicked managers strive to balance the interest of all
stakeholders, not just shareholders.
• Wicked managers don’t focus on making decisions,
they focus on finding solutions.