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.
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.