This document provides an agenda and background information for a workshop on imagining a world free of nuclear weapons. The workshop introduces concepts like problem typology and mapping to help participants explore issues related to nuclear security. Participants learn about categorizing different types of problems, like puzzles, uncertainties, and complexities. They also discuss nuclear security as a "super wicked problem" and approaches to addressing problems of that nature. The agenda involves activities for participants to gain different perspectives on nuclear issues and identify potential opportunities.

1. Imaging a World Free of Nuclear Weapons
Day 1: March 16, 2015, Morgan Matthews and Paul Carroll

2. Welcome!

3. Welcome!
• What is N Square?
• Who are these people in front of you?
• Paul Carroll, Director of Programs for Ploughshares Fund
• Morgan Matthews, Program Manager + Strategist for N Square
N Square, TEDActive Workshop, March 2015

4. Agenda
Time Activity
3:00 – 3:15 • Welcome + introduction
3:15 – 3:35 • Participant introduction
 Index introduction exercise
3:35 – 4:00 • Nuclear security trivial pursuit
 Participants compete in teams for prizes
4:00 – 4:25 • Introduction to problem typology and problem map
concept
4:25 – 4:50 • Nuclear Issue, Human Issues
 Participants explore past, present, and future personas
4:50 – 5:00 • Group Reflection and part 1 conclusion

5. N Square

6. ON THE INDEX CARD IN FRONT OF YOU
Name:
Where you’re from:
Finish ONE of these sentences:
Nuclear weapons are like….
Nuclear weapons are good for….
Nuclear weapons make me think of…
Introductions
N Square, TEDActive Workshop, March 2015

7. Nuclear Trivial Pursuit
• Just like Pub Trivia
• Teams of 3 to 5
• Pick Team Name
• 3 rounds of 4 questions
• Winners take all!
N Square, TEDActive Workshop, March 2015

8. Problem Typology and Problem Maps

9. I got 99 problems…
In a group of 3. Take 3 minutes and brainstorm as many problems
as you can…
Please write them on sticky notes.
Example:
My roommate never does the dishes.
The city buses never arrive on time.
N Square, TEDActive Workshop, March 2015

10. Problem Types
** The following slides on the Problem Typology have been included
with permission from Collective Invention Inc. and Jerry Talley.

11. Problem Types
Problem
Types
Problems are not all the same. A problem typology
helps us in two ways:
1. It allows us more quickly to “diagnose” the nature of
a given challenge, and
2. It helps us to work systematically to document and
then to “prescribe” best practices for addressing the
challenge

12. Problem Typing
numerous
possible futures
but an
undeniable
need for a
present
decision
Puzzles
legitimate
competing
interests requiring
negotiation and
compromise
Too Rich
overwhelming
number of
options and
only subjective
criteria
two or more
seemingly
opposing ideas
that must both
be managed;
choosing
between them
is not an option
large, complex
systems with
their own
momentum
Dilemmas
Six Types of Problems
Uncertainties Disputes Complexities
problems with
objective
criteria for
solutions
*Adapted with permission from “Problem Solving 2.0” Framework
by Jerry Talley

13. Problem Typing
numerous
possible futures
but an
undeniable
need for a
present
decision
Puzzles
legitimate
competing
interests requiring
negotiation and
compromise
Too Rich
overwhelming
number of
options and
only subjective
criteria
two or more
seemingly
opposing ideas
that must both
be managed;
choosing
between them
is not an option
large, complex
systems with
their own
momentum
Dilemmas
Six Types of Problems
Uncertainties Disputes Complexities
problems with
objective
criteria for
solutions
*Adapted from “Problem Solving 2.0” Framework by Jerry Talley

14. Recognizing Problem Types
 Building a bridge
 Creating a retirement fund
 Getting a person to the moon
Examples of Puzzles
*Adapted from “Problem Solving 2.0” Framework by Jerry Talley

15. Solutions to Problem Types
Approach to Solving a Puzzle
Solution Approach:
1. Analyze the data; explore empirical nature of situation
2. Challenge your assumptions about situation, what makes it problematic, or even whether it
should be solved at all
3. Define the problem
4. Find earlier or similar versions of the problem which might provide clues for the present
situation
5. Separate areas requiring novel solutions vs. areas to apply standard solutions
6. Leverage experience, expertise, "best practices", industry standard approaches
7. Create options
8. Test solutions
9. Manage implementation
*Adapted from “Problem Solving 2.0” Framework by Jerry Talley

16. Problem Typing
numerous
possible futures
but an
undeniable
need for a
present
decision
Puzzles
legitimate
competing
interests requiring
negotiation and
compromise
Too Rich
overwhelming
number of
options and
only subjective
criteria
two or more
seemingly
opposing ideas
that must both
be managed;
choosing
between them
is not an option
large, complex
systems with
their own
momentum
Dilemmas
Six Types of Problems
Uncertainties Disputes Complexities
problems with
objective
criteria for
solutions
*Adapted from “Problem Solving 2.0” Framework by Jerry Talley

17. Recognizing Problem Types
 Design of website
 Look and feel of architectural design
 Kitchen remodel
Examples of Too Rich
*Adapted from “Problem Solving 2.0” Framework by Jerry Talley

18. Solutions to Problem Types
Approach to Exploring Problems that are Too
Rich
Solution Approach:
1. Immerse yourself in the data, in its subtlety and nuance; this step is not analytical, but more
intuitive and serendipitous
2. Bring Together diverse people and ideas
3. Expand your thinking and your options
4. Envision a successful outcome, a novel future
5. Test most promising ideas
6. Follow the energy provoked by the vision; ensure that others begin to contribute their
commitment to the change work required
7. Tell the story so that others can see the same future vision
*Adapted from “Problem Solving 2.0” Framework by Jerry Talley

19. Problem Typing
numerous
possible futures
but an
undeniable
need for a
present
decision
Puzzles
legitimate
competing
interests requiring
negotiation and
compromise
Too Rich
overwhelming
number of
options and
only subjective
criteria
two or more
seemingly
opposing ideas
that must both
be managed;
choosing
between them
is not an option
large, complex
systems with
their own
momentum
Dilemmas
Six Types of Problems
Uncertainties Disputes Complexities
problems with
objective
criteria for
solutions
*Adapted from “Problem Solving 2.0” Framework by Jerry Talley

20. Recognizing Problem Types
 How many children will enroll in San Francisco
kindergartens in 2020?
 What funding levels can we rely on as California
confronts its budget crisis?
 How will social media transform the political process in
California?
Examples of Uncertainties
*Adapted from “Problem Solving 2.0” Framework by Jerry Talley

21. Solutions to Problem Types
Approach to Planning for Uncertainties
Solution Approach:
1. Define the problem
2. Identify key variables that define relevant scenarios
3. Imagine scenarios
4. Find commonalities
5. Build indicators
6. Watch indicators
7. Monitor and react
*Adapted from “Problem Solving 2.0” Framework by Jerry Talley

22. Problem Typing
numerous
possible futures
but an
undeniable
need for a
present
decision
Puzzles
legitimate
competing
interests requiring
negotiation and
compromise
Too Rich
overwhelming
number of
options and
only subjective
criteria
two or more
seemingly
opposing ideas
that must both
be managed;
choosing
between them
is not an option
large, complex
systems with
their own
momentum
Dilemmas
Six Types of Problems
Uncertainties Disputes Complexities
problems with
objective
criteria for
solutions
*Adapted from “Problem Solving 2.0” Framework by Jerry Talley

23. Recognizing Problem Types
 Labor and management fight over salaries, benefits, and working
conditions. Common concern: health and growth of the firm
 Environmentalists, developers, and local government struggle over siting
of a new freeway. Common concern: making the locale a welcoming
place to live
 Property owners and cities fight over how much development to allow
around Lake Tahoe. Common concern: preserve value of the Lake
Examples of Disputes
*Adapted from “Problem Solving 2.0” Framework by Jerry Talley

24. Solutions to Problem Types
Approach to Resolving a Dispute
Solution Approach:
1. Create a safe forum (norms, structure, facilitation)
2. Call for candor and advocacy
3. Highlight the common interests
4. Push for the interests behind the positions
5. Demand adherence to the rules of engagement
*Adapted from “Problem Solving 2.0” Framework by Jerry Talley

25. Problem Typing
numerous
possible futures
but an
undeniable
need for a
present
decision
Puzzles
legitimate
competing
interests requiring
negotiation and
compromise
Too Rich
overwhelming
number of
options and
only subjective
criteria
two or more
seemingly
opposing ideas
that must both
be managed;
choosing
between them
is not an option
large, complex
systems with
their own
momentum
Dilemmas
Six Types of Problems
Uncertainties Disputes Complexities
problems with
objective
criteria for
solutions
*Adapted from “Problem Solving 2.0” Framework by Jerry Talley

26. Recognizing Problem Types
 Low cost and High quality
 Centralized control and Local customization
 Rewarding the individual to motivate effort and
Rewarding the team to support cooperation
Examples of Dilemmas
*Adapted from “Problem Solving 2.0” Framework by Jerry Talley

27. Solutions to Problem Types
Approach to Managing a Dilemma
Solution Approach:
1. Challenge advocates to become partners
2. Understand how goals are linked
3. Build new relationships to replace conflict with collaboration
4. Capture the process; it's even more important than the outcome
5. Design a process for experimentation and learning
6. Define early warning signs of imbalance
*Adapted from “Problem Solving 2.0” Framework by Jerry Talley

28. Problem Typing
numerous
possible futures
but an
undeniable
need for a
present
decision
Puzzles
legitimate
competing
interests requiring
negotiation and
compromise
Too Rich
overwhelming
number of
options and
only subjective
criteria
two or more
seemingly
opposing ideas
that must both
be managed;
choosing
between them
is not an option
large, complex
systems with
their own
momentum
Dilemmas
Six Types of Problems
Uncertainties Disputes Complexities
problems with
objective
criteria for
solutions
*Adapted from “Problem Solving 2.0” Framework by Jerry Talley

29. Recognizing Problem Types
 Finding scarce talent in national labor markets
 Reforming the health care system
 Improving a sour organizational culture
Examples of Complexities
*Adapted from “Problem Solving 2.0” Framework by Jerry Talley

30. Solutions to Problem Types
Approach to Living in a Complexity
Solution Approach:
1. Map the system...as best you can
2. Define the evolving entities
3. Discover how the system "learns"
4. Find the health in the system.
5. Look for the smallest, high-leverage actions
6. Enrich feedback to the system
7. Respect the power of symbolic acts
8. Learn from interactive cycles of small "nudges" to the system
*Adapted from “Problem Solving 2.0” Framework by Jerry Talley

31. Categorize your problems…
Take 5 minutes to categorize your problems using the problem
typology framework.
N Square, TEDActive Workshop, March 2015

32. Nuclear Security = Super Wicked Problem

33. What is a Wicked Problem?
A wicked problem is a problem that is difficult or impossible to
solve because of incomplete, contradictory, and changing
requirements that are often difficult to recognize. The use of term
"wicked" here has come to denote resistance to resolution, rather
than evil. Moreover, because of complex interdependencies, the
effort to solve one aspect of a wicked problem may reveal or
create other problems.
N Square, TEDActive Workshop, March 2015

34. Wicked Problem Framework
Horst Rittel, 1972
Wicked Problems
1. No definitive formulation.
2. Problems bleed into each other.
3. Solutions can be only good or bad, not true or false.
4. Teams must literally make things up as they go along.
5. More than one explanation, each depending on perspective.
6. A symptom of another problem.
7. No definitive scientific test.
8. Trial and error tests are difficult.
9. Every wicked problem is unique.
10. Those working on wicked problems must assume responsibility for
outcomes
N Square, TEDActive Workshop, March 2015

35. Super Wicked Problem Framework
Levin, Cashole, Auld and Bernstein, Policy Sciences, 2012
Wicked Problem Framework +
11. Time is running out.
12. No central authority.
13. Those seeking to solve the problem are also causing it.
14. Present policies discount future irrationality.
N Square, TEDActive Workshop, March 2015

36. Approach to Super Wicked Problems…
Adapted from work of Dr. Jonathan Rosenhead, London School of Economics
• Get multiple perspectives.
• Use group interaction and iteration.
• Generate ownership of the problem formulation through stakeholder
participation and transparency.
• Facilitate a visual representation of the problem space for systematic
group exploration of a solution space.
• Focus on relationships between discrete alternatives.
• Use plain language to break down “tribal” boundaries and facilitate
shared understanding and meaning-making.
N Square, TEDActive Workshop, March 2015

37. Nuclear Security Problems
• Non-proliferation
• Safety and security
• Disarmament
N Square, TEDActive Workshop, March 2015

38. Nuclear Issues, Human Issues

39. Nuclear Issues, Human Issues
A Persona is a fictionalized character that is a composite of many
people, a research based but fictional character - we use them
because it helps us focus on issues and characteristics that we
know that many other people share - an experience of a single
human that representative of a lot people like them.
N Square, TEDActive Workshop, March 2015

40. Reflection + Conclusion
You came here today to a session called “Imaging a world free of
nuclear weapons” – we’ve learned a little bit about the nuclear
security problem and had the chance to experience it from the
perspective of another.
What is going to stick with you about that?
What will you be thinking about before you come back on
Wednesday?
What were the most surprising things you discovered?
N Square, TEDActive Workshop, March 2015

41. Thank you!

42. Imaging a World Free of Nuclear Weapons
Part 2: March 18, 2015, Morgan Matthews and Paul Carroll

43. Welcome!

44. Agenda
TIME ACTIVITY NOTES
12:45 – 12:50 Welcome back! Quick Overview of the day
12:50 – 1:15 Explore an area of the
problem map and
wear the expert hat
Expert Crash Course
1:15 – 1:30 Team presentations Each team presents their expert learning
1:30– 1:40 Inside the belly of the
beast
So… what’s missing?
1:40 – 2:05 Idea
generation/Opportuni
ty Identification
Reflecting on the problems on the
“problem map”, participants generate
ideas on where there might be
opportunities.
2:05 – 2:10 Place your bets If you had $2Million, what would you
invest in?
2:10 – 2:15 Closing Survey, Next Steps…
Outcomes
•Deep dive into areas of the problem map
•Brainstorm ideas and opportunities

45. V 0.001 Problem + Opportunity Map

50. Explore an Area of Problem Map, Wear Expert Hat

51. Explore the Problem Map, Wear Expert Hat
• Jig Saw Exercise – ‘Rapid Learning’
• 10 MINS – Read your resource; use sticky
notes!
• 10 MINS – Share with your team “fellow
experts”
• 5 MINS – Create a creative 2 min presentation
about your topic demonstrating what you’ve
learned
N Square, TEDActive Workshop, March 2015

52. Team Presentations

53. Inside the Belly of the Beast

54. Making the Abstract Tangible
N Square, TEDActive Workshop, March 2015

55. The Nuclear Family Generations
The Elders - 1940s-1960s
US, USSR/Russia, UK,
France, China
- Mature doctrines, systems,
NPT states
The Adolescents - 1970s-1990s
Israel, India, Pakistan
- immature or unknown doctrine, systems, non-NPT
The Terrible Twos
North Korea
- embryonic, opaque, left the NPT
N Square, TEDActive Workshop, March 2015

56. Idea Generation + Opportunity Identification

57. Idea generation/Opportunity Identification
Reflecting on your own experience and
what you’ve just heard - generate ideas on
opportunities and levers for change.
Where do you think the most promising
opportunities are? Try make them as
specific as possible.
N Square, TEDActive Workshop, March 2015

58. Idea generation/Opportunity Identification
Exe: Emerging technologies presents an
opportunity – are you talking about AI, sensor
technology, satellite imaging? And why? What is
the opportunity?
Specific exe: I think that satellite imaging is an
opportunity because the pixels per inch are
improving rapidly and can allow us to monitor
facilities around the world.
N Square, TEDActive Workshop, March 2015

59. Idea generation/Opportunity Identification
• 10 Mins to ideate as many opportunities as
you can with your group-please use sticky
notes to capture ideas
• 10 Mins: to pick and refine top 2 – write the
name of your idea on the flip chart
• 1 Min Per Team: Present back your top 2
ideas; think sales pitch for millions of dollars
N Square, TEDActive Workshop, March 2015

60. PICK YOUR PONY!

61. Pick Your Pony
If you had $2Million dollars – which of these
ideas would you fund?
Place your bets (dots, 1 dots represents
$1Million)
N Square, TEDActive Workshop, March 2015

62. Reflection + Conclusion
You came to this session called “Imaging a world free of nuclear
weapons” – we’ve learned a little bit about the nuclear security
problem and had the chance to experience it from the perspective
of another, and generated for new ideas on how to approach and
solve parts of the problem.
What is going to stick with you about that?
What were the most surprising things you discovered?
N Square, TEDActive Workshop, March 2015

63. Reflection + Conclusion
• We will e-mail debrief materials – including a survey,
information on how to stay engaged, and the problem typology.
Please sign up on the e-mail sheet if you didn’t register through
TED.
Contact Information:
Paul Carrol: pcarroll@ploughshares.org
Morgan Matthews: morgan@nsquarecollaborative.org
Website: www.nsquarecollaborative.org
THANK YOU!!!
N Square, TEDActive Workshop, March 2015

64. Thank you!