On completion of this learning unit, you should be able to;

-Describe complex community problems and challenges

Learning Unit 5
Introduction

• This learning unit adopts a more reflective style of writing to explore the nature of problems that affect people in
communities.
• It uses the distinction between simple, complicated and super-complex or “wicked” problems to delve into different ways of
understanding and conceptualising difficulties.
• Complex living organisms and systems tend to have changing and dynamic cycles that do not respond well to linear
cause-and-effect problem definitions or solutions.
• A complex living systems approach is better suited to guiding responses to the challenges of diverse human subjective
experiences and unpredictable and emergent (not yet known) patterns of behaviour.
Systemic Problem Solving Approach

• A systemic problem-solving approach is provided to potentially reveal tacit or hidden assumptions, limiting beliefs,
perceptions and unresolved trauma that may have a detrimental effect on interrelatedness and wellbeing.
• This systemic approach is structured to investigate micro-, meso-, macro- and exosystemic impacts and consequences
(Bronfenbrenner, 1979; Orr, 2013; Sterling, 2009).
 Seventh generation question
• When organisations and institutions act in a way that supports household, family and ecological resilience, all human
communities across the world are supported.
• The web of social and ecological relations is strengthened when people and the environment are treated with respect,
dignity and good boundary management.
• This sensibility is reflected in the seventh generation question used by the First Peoples of the Americas in deciding on a
course of action, namely:
“What will the impact of this course of action be on the next seven generations in the future?” Alternatively, the question is:
“What will my ancestors up to seven generations back think of my deeds and actions?” We can use the seventh-generation
question to manage the consequences of our behaviour better, for example, when we call people bad names, fly into a rage,
throw away a non-biodegradable plastic bag or hold a grudge against someone. Better and appropriate self-regulation is a
vital key to healthier personal, familial and community living. This is becoming more difficult in the context of the avalanche of
changes and stressors of our time.
 Simple problems

• Simple problems are those where we have a clear understanding of the problem, and the solution is easily
developed. When our work is simple, it is because we fully understand what we are tasked to do and we know how to do
it.
• A simple and contained problem is responsive to linear problem-solving (“if I do this and add that, I will get the desired
result”). The causes that lead to an unwanted effect can be traced and addressed.
 Complicated problems

• Complicated problems are those where there might be an agreement on the problem, but the solution is ill-defined. That
said, if one finds an expert in the problem domain, they can create a solution to the problem.
• Complicated problems refers to something that is difficult to understand or deal with because it is composed of many
interconnected parts or elements that are not necessarily intricately woven together. It refers to a situation or concept that
is made up of many different components that may or may not interact with each other in a non-linear manner, making it
hard to predict the outcome of any action or decision taken within the system. Complicated systems are often
characterized by the need for specialized knowledge or expertise in order to understand or manage them effectively.
 Wicked or Super-complex problems
• The theory of wicked or Super-complex problems, originating from Western academic discussion, has evolved since the
2000s toward a universal diagnostic of societal challenges.
• Wicked problems is a concept often used to describe complex social and socio-ecological issues that are characterized by
the difficulty of problem formulation and the multiplicity of stakeholders involved in defining and addressing the problem.
• "Super-complex or wicked problems are systemic problems characterized by multiple stakeholders involved in complex
and unpredictable interactions. Stakeholders are people or organisations interested in wicked problems and their
resolution. Systemic interventions are needed because conventional understanding and management cannot address
wicked problems (Williams & Van't Hof, 2014, p. 7)."
• Examples: Poverty
• Poverty possesses multifaceted roots and impacts, making solutions elusive. Tackling such issues does not guarantee
permanent resolution. However, it is crucial to understand that even if we cannot wholly eradicate problems like poverty,
continuously striving for improvements and bettering lives is the way forward. While wicked problems persist, consistent
advancement in addressing them represents success.
 Blind Spot
• Individuals, family systems, groups, organisations and other human systems have blind spots that inhibit new learning for adaption and self-
correction.
• This explains why people sometimes act in ways that appear irrational or thoughtless. As mentioned before, Scharmer (2013) states that
the solution to any crisis or problematic relatedness begins between our ears, with our perceptions, assumptions and thinking. By
uncovering our hidden assumptions, limiting beliefs and perceptions, we can discover how we can adapt and enhance our behaviour and
interrelatedness with people and the environment.
• In order to start to see your blind spots, the first thing to be aware of is that your inner thought world is constructed a lot like a tree. The
inner thoughts may cause a blind sport thinking process or view of life.
• The trunk of the tree represents the foundation of your belief system, and it was formed during early experiences in life. Bad experiences in
this phase may harm or cause beginning of blind spot thinking process view of life later.
• From the trunk of the tree the big branches that hold the other branches emerge and these represent what is referred to as a set of core
beliefs. Core beliefs are a person’s most central views about themselves, others, and the world.
• The top of the tree is where the events of life happen and the branches that flow down from the top of the tree are the thoughts you have
about those experiences. The thoughts you have about an experience are never random. They are connected to your deeper core beliefs.
The roots, and trunk’s negativity may inhibit new learning for adaption and self-correction, leading to blind spot.
Conclusion
• Forrester, J., Taylor, R., Pedoth, L., & Matin, N. (2018). Wicked
problems. Framing Community Disaster Resilience, 61-75.
• Tatham, P., & Houghton, L. (2011). The wicked problem of
humanitarian logistics and disaster relief aid. Journal of
Humanitarian Logistics and Supply Chain Management, 1(1),
15-31.
• Williams, B., & Van’t Hof, S. (2014). Wicked solutions. A
systems approach to complex problems. Gumroad .