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Leadership Skills for Managing Wicked

Problems February3,2016

ICMAUniversityWorkshop

55thAnnualNorthCarolinaCity&CountyManagementSeminar

Presenter Mike Huggins, ICMA-CM •  Founder and Principal, Civic Praxis •  Leading Practices Services Provider, Center for Management

Strategies •  Mike@civicpraxis.com

Agenda

•  Overview •  21st Century Public Problem Solving •  Recognizing Wicked Problems •  Core Leadership Concepts •  Core Leadership Skills

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Workshop Précis •  Public problems are increasingly

wicked •  Sole reliance on expert or adversarial

engagement is ineffective •  High impact strategies = collaboration,

engagement, & deliberation •  Core relational public problem-solving

skills greatly improve success

Professional Journey

•  University of Kansas •  Kansas and Wisconsin •  City planner •  City manager •  Professional/Technical expert problem

solver •  Clear Vision civic problem solving

Public Problems in 21st Century

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Problem Solving Models

•  Professional/Technical Expertise •  Advocacy Politics

•  Deliberative engagement

Age of Wicked Problems?

“Arevolu*onisbeginningtooccurinpublicengagement,fueledbythegrowingdistrustandcynicisminourcommuni*es,theincreasinglimita*onsofmoretradi*onalcommunica*onmodelsandproblem-solvingprocessesthatarenolongeruptothetask,andthegrowingrealiza*onthatwecandomuchbe>er.” -MarBnCarcasson

“Wicked Problems”

•  Complex, interdependent issues, •  Lacking a clear problem definition, •  Involving the conflicting perspectives

of multiple stakeholders, and •  Having no clear solution or no ending

point.

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New Normal? 2008 recession & financial crisis •  Destabilization of jobs & communities •  “Perpetual” local revenue crisis •  Fewer local government resources •  Smaller workforces •  Intense pressures on service delivery

VUCA World

•  Volatility Nature/speed of change

•  Uncertainty Lack of predictability

•  Complexity Confounding of issues & chaos •  Ambiguity Haziness of reality

Public Manager’s World? §  Anti-tax/anti-government rhetoric §  “Perpetual” fiscal crisis §  Eroding support for public structures §  Rapidly expanding social media §  Widely dispersed community expertise §  Highly organized interest group advocacy §  Widespread public incivility §  Declining social cohesion §  Shrinking public trust

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Emerging Leadership Roles •  Convener of conversations •  Public space creators •  Capacity builders •  Public process designers •  Open data providers •  Facilitative leadership

Emerging Paradigm

•  Redefine community governance roles for government, citizens, civil society & private sector

•  Center on day to day interests & concerns of ordinary people

•  Find new balance of what people expect, governments do, and communities support

Pivotal Shifts Hierarchical, expert reliant

institutions Deliberative public engagement Citizen focused problem-solving

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Working in the Gap

LEARNING

Administra1veSustainability

Poli1calAcceptability

GAP

TIME(FromJohnNalbandian,UniversityofKansas,withcredittoJohnArnold)

Closing the Gap

Macro Strategies § Collaboration §  Public participation § Deliberative inquiry & engagement

Micro Strategy §  Relational public problem solving

Government Is Not Epicenter

Public Problem Solving

Citizens

LocalGovernment

Business Service/Civic

Non-Profits Faith Based

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Types of Problems ProblemType

ProblemDefini1on

ProblemSolu1on

ResponsiblePar1es

TAME

WICKED

I

Clear Clear Expert

II

Clear Unclear Expert/Stakeholders

III

Unclear Unclear Various/Stakeholders

Tame Problem (Type I) •  Clarity on goals ✚ •  Sufficient and adequate data ✚ •  Clear Solution and Ending Point ✚ •  Choice of appropriate methods ✚

= The One True CORRECT Solution

Solving Tame Problems Problem

Solu1on

GatherData

AnalyzeData

FormulateSolu3on

ImplementSolu3on

Time

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Wicked Problem (Type III) •  Complex, interdependent issues ✚ •  No clear problem definition ✚ •  No single criteria for right or wrong ✚ •  Multiple, conflicting stakeholders ✚

= A RANGE OF CHOICES only comparatively better or worse

Solving Wicked Problems

Problem

Solu1on

Time

A

B

C

D

Common Local Problems •  Street repair •  Infrastructure costs •  Public safety •  Slashed Social services •  State funding cutbacks •  Poverty •  Rising meth use •  Drought •  Downtown revitalization •  Annexation battles •  Water quality/availability

•  Shrinking K-12 funding •  Code enforcement •  Sign ordinances •  Homelessness •  Neighborhood blight •  Affordable housing •  Health care costs •  Public transit •  Vacant commercial strips •  Urban chickens •  ??

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What are YOUR Problems? •  Complete the Problems Worksheet

(10 min)

•  Share responses at your table. (10 min)

!

WORKSHEET:**WHAT*ARE*YOUR*PROBLEMS?**

Briefly(describe(the(three(most(challenging(problems(you(face(in(your(community?(!!1. !!!!2. !!!!3. !!!(What(are(characteristics(of(your(problem?((! Problem*#1* Problem*#2* Problem*#3*1.!!Can!the!problem!statement!be!clearly!written!down?!!

! ! !

2.!!Is!there!easy!and!general!agreement!about!the!problem!!!!!definition?!

! ! !

3.!!Does!the!problem!have!a!clear!solution!and!ending!point?!!

! ! !

4.!!Are!there!a!limited!number!of!key!stakeholders?!! !!

! ! !

5.!Do!stakeholders!share!similar!perspectives!and!goals?!!

! ! !

6.!!Is!there!a!single!set!of!criteria!to!test!whether!potential!!!!!!solutions!are!correct!or!false?!!

! ! !

Tame(or(Wicked?(

If!you!answered!No(to!most!of!the!questions!above,!the!problem!can!be!identified!as!wicked.(Circle!below!the!most!appropriate!description!of!the!three!problems!you!described!above:!!1. Tame( ( Wicked!!!2. Tame( ( Wicked!!!3. Tame( ( Wicked!!!!

WORKSHEET:WHATAREYOURPROBLEMS?

Brieflydescribethreechallengingproblemsyoufaceinyourcommunity?1. 2. 3. Whataredefiningcharacteristicsofyourproblem? Problem#1 Problem#2 Problem#31.Cantheproblemstatementbeclearlywrittendown? Yes/No Yes/No Yes/No

2.Istheregeneralagreementabouttheproblemdefinition? Yes/No Yes/No Yes/No

3.Doestheproblemhaveaclearsolutionandendingpoint? Yes/No Yes/No Yes/No

4.Aretherealimitednumberofkeystakeholders? Yes/No Yes/No Yes/No

5.Dostakeholderssharesimilarvaluesandgoals? Yes/No Yes/No Yes/No

6.Isthereasinglesetofcriteriatotestwhetherpotentialsolutionsarecorrectorfalse?

Yes/No Yes/No Yes/No

TameorWicked?

IfyouansweredNotomostofthequestionsabove,theproblemcanbeidentifiedaswicked.Circlebelowthemostappropriatedescriptionofthethreeproblemsyoudescribedabove:1. Tame Wicked2. Tame Wicked3. Tame Wicked

Relational Public Problem Solving •  Reframes language about public

work and problem solving •  Emphasizes reflective thinking •  Builds pragmatic connections among

diverse stakeholders •  Draws on core concepts & core skills •  Offers both a set of individual skills

and a community change model

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Strategic Public Relationships

•  Your effectiveness as a leader grows in direct proportion to the number of people with whom you have public relationships built on self-interest

•  You gather information and get to know people by doing one-to-one meetings – Build relationships – Uncover self-interests

Clear Vision Eau Claire

2007 community visioning project Facilitated by National Civic League Partner w/Center for Democracy & Citizenship 501c(3) nonprofit corporation 2014 All American City Award 2015 Finalist Harvard Public Engagement Innovation Award Public engagement toolkit Relational public problem solving

Clear Vision Action Teams

•  10-20 member work groups •  Diverse membership •  Shared self-interest in issue •  Action oriented – fixed duration •  High-energy participation •  6-8 hours relational public problem

solving training

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Clear Vision Teams

•  Jobs skills for underemployed

•  Treatment in lieu of incarceration

•  Public parks planning •  Youth eco-teams •  Downtown arts

center •  Regional transit •  Community gardens

• Collaborative education • Downtown arts center • Bicycle/pedestrian

safety • AIDS resource center • Homeless shelter • County Expo grounds

Core Concepts

•  Public work •  Politics •  Power •  Self interest •  Public-Private Relationships

Public Work

•  Effort by people to develop capacity to work across differences as they create things-material or cultural- things of lasting civic value

•  Work done in public, by publics, for public ends

•  A different kind of politics

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Politics

•  From the Greek “politikos’ referring to the work of citizens

•  Practice of power & governance in making public decisions

•  Customs, habits, power structures, formal/informal rules used in making decisions about where we live and work

Power

•  Latin potēre, Spanish poder “to be able” •  To act and effect change with people,

institutions, or processes •  Interactive •  Multidirectional

Self-Interests

• Why people tend to act and stay engaged in public life. •  Shaped by range of motivations,

preferences, needs, hopes, and dreams. • May be privately oriented, publicly

oriented, or oriented toward moral standards. •  Inter and esse “self among others”

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Three Ways of Acting

Selfishly

•  Disregards others

•  Greedy •  Jealous •  Small-

minded •  Ego centric

Out of Self Interest

•  Thinks of self in relationship to others

•  Taps into another person’s passion

Selflessly

•  Only thinks of others

•  Servile •  Do-gooder •  Victim •  Martyr

Private vs. Public Relationships

Private •  Seek love •  Casual/intimate •  Subjective/indirect •  Permanent •  Kinship/feelings •  Peace/harmony •  Sacrifice/self giving •  Love

Public •  Seek respect •  Contractual/formal •  Objective/overt •  Temporary •  Quid pro quo •  Tension/conflict •  Accountability •  Power

Core Skills •  Values house meetings •  Power mapping •  One to One relational meetings •  Public Evaluation

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Values House Meeting

What •  1 ½-2 hour informal, small group discussion •  3 questions: values, concerns, actions •  12-15 participants

Values House Meeting

Why •  Create “safe space” to convene

conversations with diverse stakeholders •  Provide opportunities to share deeply held

values and concerns •  Shift focus to what participants can do

Values House Meeting How Round robin responses to 3 questions: 1.  What values and traditions are important to

you? 2.  What trends or forces are endangering

these values? 3.  What can we do in our (neighborhood,

organization, community) to strengthen our civic life?

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Practice: Values House

“What values (from family, faith, civic, or other traditions) are important to you?”

Accomplishment Flexibility PatienceAccuracy Focus PeaceAuthenticity Forgiveness PoliticalBalance Freedom PresenceBeauty Friendship ProductivityBoldness Fun ProofCalm Generosity PublicChallenge Gentleness RelationalClarity Grace RespectCollaboration Growth ResponsibilityCommunity Happiness ResourcefulnessCompassion Harmony SafetyCompetitiveness Health SecurityCamaraderie Helpfulness SelflessnessConfidence Honesty Self-EsteemConnectedness Honor ServiceContentment Humor SimplicityCooperation Idealism SpiritualityCourage Inclusion SpontaneityCreativity Independence StrengthCuriosity Innovation TactData Integrity ThankfulnessDedication Intuition Tolerance Democracy Joy TraditionDetermination Justice TrustDirectness Kindness TruthDiscipline Learning UnderstandingDiscovery Listening UnityEducation Logic VisionaryEfficiency Love VitalityEmpowerment Loyalty WillingnessEnthusiasm Morality WisdomEnvironment Non-partisan WorkEquality Open-mindedness _______________Equity Optimism _______________Ethics Order _______________Excellence Participation ______________Fairness Partnership _______________Faithfulness Passion _______________

“Valuesarethosethingsthatwebelievedeeply, defendpassionately,andactuponregularly.”

Power Mapping What •  Graphic tool to organize information •  Illustrates potential stakeholders and

power relationships •  Identifies organizations and individuals •  Evolves with new contacts and

information

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Power Mapping Why •  Understand political and cultural resources related to issue •  Identify who has power to influence •  Develop deeper understanding of

problems and stakeholder interests •  Create One-to-One assignments

Power Mapping How •  Write the main issue or idea in the center circle •  Brainstorm possible stakeholders •  Keep in mind interests, power, & rules •  Record in stem boxes on map •  Identify specific stakeholders •  Assign One-to-Ones •  Review and re-map

Elementary School Recycling

RERRECYREECYRE

SchoolBoardParents

CityGovernment

JanitorsTrashCollectors

Cafeteria

Teachers StudentsPrincipal

RECYCLINGPROGRAM

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Re-Mapping Recycling

RERRECYREECYRE

SchoolBoardParents

CityGovernment

JanitorsTrashCollectors

Cafeteria

Teachers

Students

Principal

RECYCLINGPROGRAM

StateRecyclingProgram

OtherStudents

Students

Sojourner Homeless Shelter

StateProbationOffice

CountyGovernment

CityGovernment

SchoolDistrict

HalfwayHomesSalvationArmy

ValleyBrookChurchCommunityTable

B-SideChurch

CatholicCharities

Homeless

FirstLutheran

HomelessShelter

Re-Mapping Homeless Shelter

StateProbationOffice

CountyGovernment

CityGovernment

SchoolDistrict

HalfwayHomesSalvationArmy

ValleyBrookChurch

CommunityTable

B-SideChurchCatholicCharities

Homeless

FirstLutheran

HomelessShelter

BuildingOwner

PlymouthStreetMinistry

AdHocShelterTaskForce

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One-to-One Meeting What •  20-30 minute informal meeting •  Strategic and intentional •  By appointment •  No note taking •  80/20 active listening •  Not a counseling session •  Not a casual two way conversation

One-to-One Meeting Why •  Build public relationship •  Discover a person’s motivation, interest,

passions, and connections •  Enlist people by engaging them in what interests them •  Understand cultural history and traditions

One-to-One Meeting How •  Focus on “why” and “what” •  Ask direct, open-ended questions •  Look for interests, passions, connections •  Ask about connections to home, job, family •  Find out about public issues that energize the interviewee

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One-to-One Meeting •  Begin with ‘ice-breaking’ questions. Move to: •  “What is important to you?” •  “What concerns you most in your …?” •  “Tell me about a time when you were angry?” •  “What is something you’re avoiding?” •  “Where is your energy now?” •  “Tell me a story about an issue that has

affected you? Why is that problem happening?”

•  “What would improve your community?”

Practice: One-to-One •  Pair up with a person that you don’t

know very well. •  Choose who will be interviewer and

interviewee. •  Conduct 10 minute One-to-One. •  Switch roles.

Public Evaluation

What •  5-10 minute debrief at end of meeting •  Participants evaluate individual &

collective work •  Critique work, not person or character •  Brief responses

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Public Evaluation Why •  Assess progress •  Clarify roles/tasks •  Surface group tensions •  Resolve misunderstanding •  Empower participants •  Reflect and connect work to broader

world

Public Evaluation

How Schedule time at end of meeting •  What worked well? •  What didn’t? •  What could we do better next time? •  What one word describes how you feel

about our work today?

Practice: Public Evaluation

Reflect on this workshop: •  What were key takeaways for me? •  What did I learn about myself and

public problem-solving?

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“Wicked”LeadershipHabits

1.  Embrace ambiguity and uncertainty 2.  Make deposits in your Emotional Bank

Account 3.  Create safe public spaces for public

work 4.  Actively seek out diverse stakeholders 5.  Connect the connectors

“Wicked” Leadership Habits 6.  Identify self interests 7.  Build public relationships 8.  Pursue shared commitment to shared

purpose 9.  Combine macro and micro strategies 10. Build the capacity of everyday

people to problem solve and act

Closing Reflections . . . q  We live & lead in a VUCA world. q  Public problems are increasingly  

wicked. q  Local government is not the

epicenter q  Sole reliance on expertise is

ineffective. q  Collaboration and relational problem

solving lead to greater success.

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Additional Resources •  Clear Vision Eau Claire Toolkit

http://clearvisioneauclaire.org/ •  Mike Huggins and Cheryl Hilvert, “Tackling Wicked

Problems Takes Resident Engagement,” Public Management, August 2013.

•  Martín Carcasson, “Tackling Wicked Problems Through

Deliberative Engagement,” Colorado Municipalities, October 2013.

•  Harry C. Boyte, The Citizen Solution, Minnesota Historical

Press, 2008.

Thank you for attending this ICMA-University Workshop. Please remember to complete the workshop evaluation form before leaving today.