The Rotman School of Management dedicates its winter issue (pdf) to wicked problems, a concept not unknown to futuregazers. Jeff Conklin of the CogNexus Institute once characterized wicked problems as follows:
The problem is not understood until after formulation of a solution. Stakeholders have radically different world views and different frames for understanding the problem. Constraints and resources to solve the problem change over time. The problem is never solved.
Aside from an interview with him, the magazine is chock-full of insightful articles on topics such as Confronting the World's Most Important Strategic Challenges: The End of Oil, Strategy as a Wicked Problem; Peter Senge et al. on The Next Industrial Imperative: The 80-20 Challenge; Creativity, Improvisation and Organizations; The Designful Company; IDEO's Fred Dust and Ilya Prokopoff on Designing Systems at Scale; Managerial Algorithmics: Thinking Strategically About Thinking Strategically; Artistry for the Strategist.
Muhammad Yunus shares his 'point of view'. There are Q&A's with Prof. William Duggan on strategic intuition, reverse brainstorming etc., with Prof. John Broome on the ethics of climate change, with Prof. Sarah Kaplan on the origin of our cognitive frames, with Nigel Cross on the differences between abstract and concrete thinking, with Prof. Lucy Kimbell on the importance of a 'design attitude', with Prof. Dolly Chugh on the human foibles of bounded willpower, bounded awareness and bounded self-interest, with Prof. Ingo Walter on new alternatives for microfinance institutions, with Cary Fowler on protecting the world's food supply via the Global Crop Diversity Trust. Prof. Heather Fraser shares insights on tackling wicked problems in healthcare.