Types of Problems
The main task of leadership is to solve problems for the organization. Several problem typologies exist, here are two of them:
The first typology distinguishes problems according to the degree of generality. Is it unique or generic? Has it been encountered before? This stereotyping approach reduces complexity and preserves resources.
The second typology is based on a distinction between tame and wicked problems and uses the degree of complexity. "Tame" problems can generally be solved through a systematic approach, and therefore they can be seen as management tasks. "Wicked" problems don't have clear definitions or solutions (an example is global warming), and it is unclear how to even address them. These problems require different types of leadership in order to employ constructive strategies.
Generic to unique types of problems
According to Drucker, there’s four types of problems:
Truly Generic (individual occurrence is a symptom; Two Different Kinds of Compromises)
Generic, but Unique for the individual institution
Truly exceptional, truly unique
Early manifestation of a new generic problem
(This can be found here: Drucker, P. F. (2008). The essential Drucker: the best of sixty years of Peter Drucker’s essential writings on management. New York: Harper Collins. )
Problem Type #1 – Truly generic
Drucker writes: “There is first the truly generic, of which the individual occurrence is only a symptom. Most of the problems that come up in the course of the executive’s work are of this nature. Inventory decisions in a business, for instance, are not “decisions.” They are adaptations. The problem is generic.”
While many symptoms may vary, a lot of problems are actually generic if you look to the root cause.
Problem Type #2 – Generic, but Unique for the individual institution
Drucker writes: “Then there is the problem that, while a unique event for the individual institution, is actually generic. The company that receives an offer to merge from another, larger one will never receive such an offer again if it accepts. This is a nonrecurrent situation as far as the individual company, its board of directors, and its management are concerned. But it is, of course, a generic situation that occurs all the time.”
Sometimes a problem is generic, but unique in that you only face it once.
Problem Type #3 – Truly exceptional, truly unique
Drucker writes: “Next there is the truly exceptional, the truly unique event. The power failure that plunged into darkness the whole of northeastern North America from St. Lawrence River to Washington D.C., in November 1965, was according to the first explanations, a truly exceptional situation.”
Every now and then, a problem truly is unique.
Problem Type #4 – Early manifestation of a new generic problem
Drucker writes: “Truly unique events are rare, however. Whenever one appears, one has to ask, Is this a true exception or only the first manifestation of a new genus? And this, the early manifestation of a new generic problem, is the fourth and last category of events with which the decision process deals.”
Sometimes a new problem that at first seems unique, is really just the first instance of a new generic problem.
Generic or Exception?
Drucker writes: “The first questions the effective decision-maker asks are: Is this a generic situation or an exception? Is this something that underlies a great many occurrences? Or is the occurrence a unique event that needs to be dealt with as such? The generic always has to be answered through a rule, a principle.”
Is the problem generic or an exception? Drucker recommends starting there.
Drucker writes: “All events but the truly unique require a generic solution. They require a rule, a policy, a principle. Once the right principle has been developed, all manifestations of the same generic situation can be handled pragmatically, that is, by adaption of the rule to the concrete circumstances of the case. Truly unique events, however, must be treated individually. One cannot develop rules for the exceptional. ”
For generic problems, you can use generic solutions. Tailor the proven practices for your particular situation.
Tame and Wicked Problems
Organizations face two types of problems, which we can roughly characterize as "tame" and "wicked." This distinction was developed by Rittel, H., & Webber, M. (1973). They created a typology of problems that distinguishes between tame and wicked problems. A typical approach to solving problem is a linear process such as:
identify the problem
brainstorm alternative solutions
select criteria for evaluating solutions
evaluate solutions
select best alternative
apply the selected alternative to the problem
If you can solve a problem in this fashion, it is a "tame" problem. Typical examples are optimizing tasks, for instance what are the best materials for building a bridge, how do you improve company performance with a given product line, or how do you loose 20 pounds. But what if you follow this type of process and no alternative satisfies the criteria? Or what if you apply your best solution to the problem and instead of solving it, the problem grows or mutates?
A "wicked problem" describes a problem that is difficult or impossible to solve because of incomplete, contradictory, and changing requirements that are often difficult to recognize. The term ‘wicked’ is used, not in the sense of evil, but rather its resistant to resolution. Moreover, because of complex inter-dependencies, the effort to solve one aspect of a wicked problem may reveal or create other problems.
(examples: addressing climate change, drug trafficking, fight corporate corruption.)
Wicked problems are also characterized by the following:
The solution depends on how the problem is framed and vice-versa (i.e. the problem definition depends on the solution)
Stakeholders have radically different world views and different frames for understanding the problem.
The constraints that the problem is subject to and the resources needed to solve it change over time.
The problem is never solved definitively.