Addressing complex societal challenges – or what are known as wicked problems – is placing ever greater demands on national and regional governments, international organisations and corporations. Although wicked problems are having a more profound effect on our future than ever before, we are reluctant to engage with their underlying complexity. Our policymaking and strategic tools are ineffective and our institutions and leaders ill-prepared. With this conundrum in mind, we convened the Leadership under Complexity workshop to gain a deeper understanding of how governments and corporate leaders could learn to thrive amid continuous complex change and turn wicked problems into fortuitous opportunities.
Reflections on the “leadership under complexity” workshop
Wicked problems have a more profound effect on our future than ever before. Still, we are unsure how to run our governments, organisations and companies the way that these complex problems could be solved. We asked 29 leadership experts and here’s what they said we should do.