Design within complexsystemsWhy it’s important
to recognise the right kind of problem

Using technology successfully in a
social context ismore a social than a technological challenge.[I]t is a question of finding the problem and consequently ofpositing it, even more than of solving it. For a speculativeproblem is solved as soon as it is properly stated.Gilles Deleuze, Bergsonism, 15

Three types of problemsH.W.J. Rittel,
M.M. Webber, Dilemmas in a General Theory of Planning.

Simple problemOnce the problem is
clearly stated, both the solution and the pathto the solution become clear

Complicated problemAlthough the problem can
be stated, and the solution isclear, the path towards that solution can be long andcomplicated

Complex problemSince the problem cannot
be clearly stated, the solution andthe path towards that solution remain unclearFarrow Partnership Architects – Biology of Business: Complex Adaptive Systems.

Complex problems• Cannot be solved.•
Have solutions that are always “work in progress”.• Are better understood in the process of solving them.• Are affected by your activities in the world. H. Brignull, No rest for the wicked: a UX designer’s job is never done

Three strategies to deal withcomplex
problems

AuthoritarianIf the problem is defined
by one person, and others cannot challenge this,creating a solution that meets the brief becomes possible.N. Roberts ,Wicked problems and network approaches to resolution, 4

Authoritarian+ Quicker problem definitions when
fewer people involved.- Authorities can be wrong about the problem and the solution.- Experts tend to search for solutions within their narrow expertise.- No-one but the experts learns from their attempts. N. Roberts, Wicked problems and network approaches to resolution, 4,5

CollaborativeBy joining forces parties can
accomplish more as a collective than [on theirown]. At the core of collaboration is a ‘win-win’ view of problem solving. [...][T]hey assume a ‘variable sum game’ that seeks to ‘enlarge the pie’ for allparties involved.N. Roberts ,Wicked problems and network approaches to resolution, 7

Collaborative+ Each stakeholder holds some
truth in dealing with complex problems.+ Because the problem is defined by more people, the solution is more likely to be beneficial.- Adding stakeholders to [...] problem solving [...] increases ‘transaction costs.’- Collaboration requires practice; it is a learned skill. N. Roberts, Wicked problems and network approaches to resolution

CompetitiveCentral to the pursuit of
competitive strategies [...] is the search for power. Tothe extent a competitor can build a power base larger than his opponents,[...], he can increase his chances to win and define the problem and solutionsin a way he sees fit.N. Roberts ,Wicked problems and network approaches to resolution, 5

Competitive+ Problems can be solved
by ‘winning’ and moving to authoritarian strategies.+ Without a clear path, it is preferable not to go forward in any one direction.+ They challenge the institutionalisation of power.- Because many solutions are tried at once, it’s very resource-intensive. N. Roberts, Wicked problems and network approaches to resolution, 4,5

Which strategy to use?

It depends ComplexityAuthoritarian Collaborative Competitive

Key pointDesigners always deal with
complex problems, failingto recognise (and communicate) this will lead to failedprojects, disappointed clients and frustrated designers

SourcesBookG. Deleuze, BergsonismArticles:H.W.J. Rittel, M.M.
Webber, Dilemmas in a General Theory of Planning.N. Roberts, Wicked problems and network approaches to resolution.SiteFarrow Partnership Architects – Biology of Business: Complex Adaptive Systems.http://www.slideshare.net/FarrowPartnership/biology-of-businessH. Brignull, No rest for the wicked: a UX designer’s job is never done.http://www.90percentofeverything.com/2009/01/19/no-rest-for-the-wicked-a-ux-designers-job-is-never-done/Photos:Slide 2: http://ce399resist.wordpress.com/2011/04/13/society-of-control-by-gilles-deleuze-lautre-journal-1990/Slide 8: http://www.flickr.com/photos/tambako/584155228/Slide 9: http://www.flickr.com/photos/dunechaser/104968146Slide 11: http://www.flickr.com/photos/irievibrations/3675852330Slide 13: http://commons.wikimedia.org/wiki/File:Abraham_Diepraam_-_peasants_brawling.jpgSlide 15: http://flickr.com/photos/tambako/2524829095

Thanks,Sjors@sjorsnotura.com