The document discusses different types of problems - simple, complicated, and complex - and strategies for dealing with complex problems. It notes that complex problems cannot be clearly defined or solved, and are better understood through the process of addressing them. Three common strategies for complex problems are discussed: authoritarian, where one person defines the problem; collaborative, where multiple stakeholders work together; and competitive, where many solutions are tried simultaneously. It concludes that the appropriate strategy depends on the complexity of the problem, and designers must recognize when they are dealing with complex problems to avoid failed projects.

1. Design within complex
systems
Why it’s important to recognise the right kind of problem

2. Using technology successfully in a social context is
more a social than a technological challenge.
[I]t is a question of finding the problem and consequently of
positing it, even more than of solving it. For a speculative
problem is solved as soon as it is properly stated.
Gilles Deleuze, Bergsonism, 15

3. Three types of problems
H.W.J. Rittel, M.M. Webber, Dilemmas in a General Theory of Planning.

4. Simple problem
Once the problem is clearly stated, both the solution and the path
to the solution become clear

5. Complicated problem
Although the problem can be stated, and the solution is
clear, the path towards that solution can be long and
complicated

6. Complex problem
Since the problem cannot be clearly stated, the solution and
the path towards that solution remain unclear
Farrow Partnership Architects – Biology of Business: Complex Adaptive Systems.

7. Complex problems
• Cannot be solved.
• Have solutions that are always “work in progress”.
• Are better understood in the process of solving them.
• Are affected by your activities in the world.
H. Brignull, No rest for the wicked: a UX designer’s job is never done

8. Three strategies to deal with
complex problems

9. Authoritarian
If the problem is defined by one person, and others cannot challenge this,
creating a solution that meets the brief becomes possible.
N. Roberts ,Wicked problems and network approaches to resolution, 4

10. Authoritarian
+ Quicker problem definitions when fewer people involved.
- Authorities can be wrong about the problem and the solution.
- Experts tend to search for solutions within their narrow expertise.
- No-one but the experts learns from their attempts.
N. Roberts, Wicked problems and network approaches
to resolution, 4,5

11. Collaborative
By joining forces parties can accomplish more as a collective than [on their
own]. At the core of collaboration is a ‘win-win’ view of problem solving. [...]
[T]hey assume a ‘variable sum game’ that seeks to ‘enlarge the pie’ for all
parties involved.
N. Roberts ,Wicked problems and network approaches to resolution, 7

12. Collaborative
+ Each stakeholder holds some truth in dealing with complex problems.
+ Because the problem is defined by more people, the solution is more likely
to be beneficial.
- Adding stakeholders to [...] problem solving [...] increases ‘transaction costs.’
- Collaboration requires practice; it is a learned skill.
N. Roberts, Wicked problems and network approaches
to resolution

13. Competitive
Central to the pursuit of competitive strategies [...] is the search for power. To
the extent a competitor can build a power base larger than his opponents,
[...], he can increase his chances to win and define the problem and solutions
in a way he sees fit.
N. Roberts ,Wicked problems and network approaches to resolution, 5

14. Competitive
+ Problems can be solved by ‘winning’ and moving to authoritarian strategies.
+ Without a clear path, it is preferable not to go forward in any one direction.
+ They challenge the institutionalisation of power.
- Because many solutions are tried at once, it’s very resource-intensive.
N. Roberts, Wicked problems and network approaches
to resolution, 4,5

15. Which strategy to use?

16. It depends
Complexity
Authoritarian Collaborative Competitive

17. Key point
Designers always deal with complex problems, failing
to recognise (and communicate) this will lead to failed
projects, disappointed clients and frustrated designers

18. Sources
Book
G. Deleuze, Bergsonism
Articles:
H.W.J. Rittel, M.M. Webber, Dilemmas in a General Theory of Planning.
N. Roberts, Wicked problems and network approaches to resolution.
Site
Farrow Partnership Architects – Biology of Business: Complex Adaptive Systems.
http://www.slideshare.net/FarrowPartnership/biology-of-business
H. Brignull, No rest for the wicked: a UX designer’s job is never done.
http://www.90percentofeverything.com/2009/01/19/no-rest-for-the-wicked-a-ux-designers-job-is-never-done/
Photos:
Slide 2: http://ce399resist.wordpress.com/2011/04/13/society-of-control-by-gilles-deleuze-lautre-journal-1990/
Slide 8: http://www.flickr.com/photos/tambako/584155228/
Slide 9: http://www.flickr.com/photos/dunechaser/104968146
Slide 11: http://www.flickr.com/photos/irievibrations/3675852330
Slide 13: http://commons.wikimedia.org/wiki/File:Abraham_Diepraam_-_peasants_brawling.jpg
Slide 15: http://flickr.com/photos/tambako/2524829095

19. Thanks,
Sjors
@sjors
notura.com