What is a complex problem?

What is a complex problem and what do we need to tackle it?

Problems can be simple or complex.

Simple problems have a clear first step, a known answer, and steps you can follow to get the answer.

Complex problems do not have a single right answer.

They have many possible answers or no answer at all.

What makes complex problems really hard is that they can change over time.

They have lots of different pieces that connect in unexpected ways.

When you try to solve them, one piece changes another piece, which changes another piece.

It is hard to see all the effects of your actions.

When you do something to help, later on the problem might get worse anyway.

You have to keep adapting your ideas.

To solve really hard problems, you need to be able to:

• Think about all the puzzle pieces and how they fit, even when you don’t know what they all are.
• Come up with plans and change them when parts of the problem change.
• Think back on your problem solving to get better for next time.

The most important things are being flexible, watching how every change affects other things, and learning from experience.

Image: The Geneva Learning Foundation Collection © 2024

References

Buchanan, R., 1992. Wicked problems in design thinking. Design issues 5–21.

Camillus, J.C., 2008. Strategy as a wicked problem. Harvard business review 86, 98.

Joksimovic, S., Ifenthaler, D., Marrone, R., De Laat, M., Siemens, G., 2023. Opportunities of artificial intelligence for supporting complex problem-solving: Findings from a scoping review. Computers and Education: Artificial Intelligence 4, 100138. https://doi.org/10.1016/j.caeai.2023.100138

Rittel, H.W., Webber, M.M., 1973. Dilemmas in a general theory of planning. Policy sciences 4, 155–169.

What is the difference between a wicked problem and a grand challenge?

The management concepts of wicked problems and grand challenges are closely related but have some key distinctions:

Similarities

Both wicked problems and grand challenges refer to complex, systemic issues that are difficult to solve and have far-reaching societal impacts. They share several characteristics:

• Complexity and interconnectedness with other problems
• No clear or definitive solutions
• Require collaborative efforts from diverse stakeholders
• Often global or multi-regional in scope
• Involve uncertainty and changing requirements

Distinctions

While closely related, there are some nuanced differences:

Scope and framing

• Wicked problems tend to be framed more negatively as intractable issues
• Grand challenges are often framed more positively as ambitious goals to be tackled

Solution approach

• Wicked problems are seen as having no definitive solution, only better or worse approaches
• Grand challenges imply the possibility of significant progress or breakthroughs, even if not fully “solved”

Origin and usage

• Wicked problems originated in social planning literature in the 1960s-70s
• Grand challenges gained prominence more recently, especially in management literature since the 2010s

Relationship

Many scholars view grand challenges as a subset or reframing of wicked problems. Grand challenges can be seen as large-scale wicked problems that have been formulated into more actionable goals. The grand challenges framing aims to mobilize collaborative efforts to make progress on wicked problems, even if they cannot be fully solved.

Both concepts highlight the need for:

• Interdisciplinary and collaborative approaches
• Adaptive and flexible strategies
• Consideration of diverse stakeholder perspectives
• Acceptance of uncertainty and continuous learning

Understanding both wicked problems and grand challenges can help managers and policymakers develop more effective approaches to complex societal issues. The grand challenges framing, in particular, may help motivate action and innovation in addressing wicked problems that might otherwise seem insurmountable.

References

Daar, A.S. et al. (2018) ‘Grand challenges in humanitarian aid’, Nature, 559(7713), pp. 169–173. Available at: https://doi.org/10.1038/d41586-018-05642-8.

Gariel, C. and Bartel-Radic, A. (2024) ‘Tidying Up the Concept of Grand Challenges: A Bibliometric Analysis’, M@n@gement, 27(S1), pp. 58–79. Available at: https://doi.org/10.37725/mgmt.2024.8884.

Rittel, H.W. and Webber, M.M. (1973) ‘Dilemmas in a general theory of planning’, Policy sciences, 4(2), pp. 155–169. Available at: https://escholarship.org/uc/item/01v4t1c9.

Image: The Geneva Learning Foundation Collection © 2025

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