CHRISTIAN SARKAR & PHILIP KOTLER

One of the criticisms we see for this project is that we are accused of focusing on the *negative* – on wicked problems that can’t be solved.

**John Hagel** tells us that** change movements will have much more impact if they shift from threat-based narratives to opportunity-based narratives.**

Good point.

So here is how we see this: **wicked problems have virtuous solutions**.

*What is a virtuous solution?* It is the inverse of the wicked problem. In other words, here are the 10 **properties of a virtuous solution**:

- There is
**no definitive formulation**of a virtuous solution. - Virtuous solutions have
**no stopping**rule. - Wirtuous solutions are not true or false, but
**good or bad**. - There is no immediate and
**no ultimate test**to a virtuous solution. - Every virtuous solution is a
**“one-shot”**operation; because there is no opportunity to learn by trial and error, every attempt counts significantly. - Virtuous solutions
**do not have an exhaustively describable set of potential answers**, nor is there a well-described set of permissible operations that may be incorporated into the plan. - Every virtuous solution is essentially
**unique**. - Every virtuous solution can be considered to be a
**effect of another virtuous solution**. - The existence of a
**discrepancy**representing a virtuous solution can be**explained in numerous ways**. - The planner has
**no right to be wrong**.

If all if this sound familiar, it is. All we are doing is using the **definition** of a **wicked problem** to **define** a **virtuous solution**.

So how does this work in practice? Our approach is straightforward. First we model the wicked problem. Then we explore/discover/discuss alternatives. Then we model the virtuous solution. We can expect variations at all levels – by country, by region, by nation, even by town or neighborhood. Still, mapping is a first step towards understanding.

We did this for COVID-19 using data and verified news stories. Stay tuned.