One may illustrate why by (building on Gershenson) sorting kinds of problems along two dimensions: their difficulty and their state of change.

• If there is no change and no difficulty (or very low change and very low difficulty), there is no real problem to be solved. Rather, it is part of the everyday routine.




• If there is no (or very low) change but

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To keep you focused on the big picture, Peter Senge and Otto Scharmer describe problems as embodying three types of complexity:

• Dynamic Complexity. Where cause and effect are distant in time and space. When it is high, you need to take a systems approach that deals with all the interdependencies. When it is low, you can do a piece by piece

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The differences between simple problems and wicked problems affect the way you deal with them, so it is very important to understand (and agree) how to talk about and work with these problems. This means challenging every assumption you have that an obstacle, problem or mess is made up of a simple or tame problem – it is very likely that it is

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A wicked problem is one where there are a plethora of ways to work towards the vision with multiple parties, people, systems, processes, and interactions that may impact or be impacted by the solution.