reading 1.1 & 1.2
- What are the characteristics of real-world problems that policymakers face?
Real-world problems are often interlinked, and solutions to one problem must also be solutions to others. The problems are complicated, uncertain, and ambiguous. There are societal constraints, and there may be conflicts of interest.
- What is the difference between a tame problem and a wicked problem?
A tame problem has many possible solutions, while a wicked problem has no clear list of solutions.
- How can policymakers deal with the complexity of real-world problems?
Policymakers can deal with the complexity of real-world problems by involving a broad range of stakeholders and using information from different sources. They can also use the method of doubt and gain insights into the thinking processes of policymakers.
- What are the two criteria for balanced strategic decisions?
The two criteria for balanced strategic decisions are the distributive nature (balanced exchange) and integrative (possible synergies).
- How can conflicts be addressed in strategic decision-making?
Conflicts must be recognized and used instead of resolved. Paradoxical frames can be used to accept the existence of conflicting forces and assume that both goals will succeed.
- What is a paradox frame, and how can it help manage strategic contradictions?
A paradox frame is a cognitive process that deals with inconsistencies. It creates a basis for dealing with paradoxes, which can help manage strategic contradictions.
- How can leader-centric teams manage strategic contradictions?
Leader-centric teams can integrate strategic contradictions by having separate roles, rewards, the presence of a supporting integrator, coaching leadership, and high/low quality of leader-team member interaction.
- How can team-centric teams manage strategic contradiction?
Team-centric teams can do this by having real teams, rewards of multiple levels of analysis, frequent interactions within the team, and coaching leadership.