wicked problems and leverage points

Wicked problems and their leverage points

Aleksi NeuvonenDemos Helsinkiwww.demos.fialeksi.neuvonen@demos.fiTwitter: @leksis

‣ Wicked problems and leverage points

‣ Gatekeepers as a leverage point, case Peloton

Wicked problems definition by Jeff Conklin

‣ The problem is not understood until a!er the formulation of a solution.

‣ Wicked problems have no stopping rule.

‣ Solutions to wicked problems are not right or wrong.

‣ Every wicked problem is essentially novel and unique.

‣ Every solution to a wicked problem is a 'one shot operation'

‣ Wicked problems have no given alternative solutions.

‣

World3 model from The Limits to Growth

Enough food

More wealth

Better food

More temptations

More hamburgers

More coke

More computer games

Vending machines at shools

Less regulation

More cars, less walking

Stronger industry lobby

Free upbringing

Leverage points – Places to Intervene in a system by Donella Meadows

‣ Numbers–Constrains and parameters such as subsidies, taxes, standards‣ Buffers–The size of stabilizing stocks relative to their flows‣ Stock-and–flow structures–Physical Systems and their nodes of intersection‣ Delays–The length of time relative to rates of system changes‣ Balancing feedback Loops–The strength of the feedbacks relative to the impacts they

are trying to correct‣ Reinforcing feeback Loops – The strength of the of driving loops‣ Information Loops–The structure of who does and does not have access to

information‣ Self-Organization–The power to add, change, or evolve system structure‣ Goals–The purpose of the function of the system‣ Paradigms–The mind-set out of which the system–its goals, structure, rules, delays,

parameters–arises ‣ Transcending Paradigms

Leverage points operationalized

Wicked problems today

Sustainable future

Leverage points operationalized

Political reform, regulation, new market incentives

Wicked problems today

Sustainable future

Lifestyle changes, experiments, niche level

Leverage points operationalized

Political reform, regulation, new market incentives

Wicked problems today

Sustainable future

Lifestyle changes, experiments, niche level

Acceptance by users

Leverage points operationalized

Political reform, regulation, new market incentives

Wicked problems today

Sustainable future

Case 1:Peloton gatekeepers - example of a systemicintervention

task:design a campaign To reduce

citizens' energy consumption

Result: Housing, transport and food related decisions make difference

How to infulence behavior?Where are the leverage points?

How to infulence behavior?Where are the leverage points?

gatekeepers are key to behavior change

‣ 1) Gatekeepers define the choice environments as they transform people s needs and desires into choices and decisions. They enable or deny access to low-energy behavior. Peers and professionals close to the consumer do this in terms of energy- related practices.

‣ 2) Previous research has considered legislators and green businesses as gatekeepers for energy consumption. This view tends to underestimate the complexity of the selling/purchasing process with its subtle factors leading to a decision. Therefore only a small part of energy gatekeepers have understood that they have this role.

Peloton nudges Finns towards energy efficient new economy

what were the leverage points Peloton process reached for?‣ Create new enabling infrastructure, alter old (services, buildings,

shop concepts)

‣ Link wicked problems with everyday practices (show how megatrends and policies evolve)

‣ Create and proof economic benefits (new business, new competitive assets)

‣ Improve feed-back channels, make it ”at the point of delivery” (service concept)

‣ Revise policies to support emerging practices (regulation, R&D funds)

‣ Form new stakeholder groups (start-ups, professionals)

‣ Create new sources of motivation (employee engagement, shared value)

what were the leverage points Peloton process reached for?‣ Create new enabling infrastructure, alter old (services, buildings,

shop concepts)

‣ Link wicked problems with everyday practices (show how megatrends and policies evolve)

‣ Create and proof economic benefits (new business, new competitive assets)

‣ Improve feed-back channels, make it ”at the point of delivery” (service concept)

‣ Revise policies to support emerging practices (regulation, R&D funds)

‣ Form new stakeholder groups (start-ups, professionals)

‣ Create new sources of motivation (employee engagement, shared value)

what were the leverage points Peloton process reached for?‣ Create new enabling infrastructure, alter old (services, buildings,

shop concepts)

‣ Link wicked problems with everyday practices (show how megatrends and policies evolve)

‣ Create and proof economic benefits (new business, new competitive assets)

‣ Improve feed-back channels, make it ”at the point of delivery” (service concept)

‣ Revise policies to support emerging practices (regulation, R&D funds)

‣ Form new stakeholder groups (start-ups, professionals)

‣ Create new sources of motivation (employee engagement, shared value)

what were the leverage points Peloton process reached for?‣ Create new enabling infrastructure, alter old (services, buildings,

shop concepts)

‣ Link wicked problems with everyday practices (show how megatrends and policies evolve)

‣ Create and proof economic benefits (new business, new competitive assets)

‣ Improve feed-back channels, make it ”at the point of delivery” (service concept)

‣ Revise policies to support emerging practices (regulation, R&D funds)

‣ Form new stakeholder groups (start-ups, professionals)

‣ Create new sources of motivation (employee engagement, shared value)

what were the leverage points Peloton process reached for?‣ Create new enabling infrastructure, alter old (services, buildings,

shop concepts)

‣ Link wicked problems with everyday practices (show how megatrends and policies evolve)

‣ Create and proof economic benefits (new business, new competitive assets)

‣ Improve feed-back channels, make it ”at the point of delivery” (service concept)

‣ Revise policies to support emerging practices (regulation, R&D funds)

‣ Form new stakeholder groups (start-ups, professionals)

‣ Create new sources of motivation (employee engagement, shared value)

what were the leverage points Peloton process reached for?‣ Create new enabling infrastructure, alter old (services, buildings,

shop concepts)

‣ Link wicked problems with everyday practices (show how megatrends and policies evolve)

‣ Create and proof economic benefits (new business, new competitive assets)

‣ Improve feed-back channels, make it ”at the point of delivery” (service concept)

‣ Revise policies to support emerging practices (regulation, R&D funds)

‣ Form new stakeholder groups (start-ups, professionals)

‣ Create new sources of motivation (employee engagement, shared value)

what were the leverage points Peloton process reached for?‣ Create new enabling infrastructure, alter old (services, buildings,

shop concepts)

‣ Link wicked problems with everyday practices (show how megatrends and policies evolve)

‣ Create and proof economic benefits (new business, new competitive assets)

‣ Improve feed-back channels, make it ”at the point of delivery” (service concept)

‣ Revise policies to support emerging practices (regulation, R&D funds)

‣ Form new stakeholder groups (start-ups, professionals)

‣ Create new sources of motivation (employee engagement, shared value)

what were the leverage points Peloton process reached for?‣ Create new enabling infrastructure, alter old (services, buildings,

shop concepts)

‣ Link wicked problems with everyday practices (show how megatrends and policies evolve)

‣ Create and proof economic benefits (new business, new competitive assets)

‣ Improve feed-back channels, make it ”at the point of delivery” (service concept)

‣ Revise policies to support emerging practices (regulation, R&D funds)

‣ Form new stakeholder groups (start-ups, professionals)

‣ Create new sources of motivation (employee engagement, shared value)

what were the leverage points Peloton process reached for?‣ Create new enabling infrastructure, alter old (services, buildings,

shop concepts)

‣ Link wicked problems with everyday practices (show how megatrends and policies evolve)

‣ Create and proof economic benefits (new business, new competitive assets)

‣ Improve feed-back channels, make it ”at the point of delivery” (service concept)

‣ Revise policies to support emerging practices (regulation, R&D funds)

‣ Form new stakeholder groups (start-ups, professionals)

‣ Create new sources of motivation (employee engagement, shared value)

what were the leverage points Peloton process reached for?‣ Create new enabling infrastructure, alter old (services, buildings,

shop concepts)

‣ Link wicked problems with everyday practices (show how megatrends and policies evolve)

‣ Create and proof economic benefits (new business, new competitive assets)

‣ Improve feed-back channels, make it ”at the point of delivery” (service concept)

‣ Revise policies to support emerging practices (regulation, R&D funds)

‣ Form new stakeholder groups (start-ups, professionals)

‣ Create new sources of motivation (employee engagement, shared value)

what were the leverage points Peloton process reached for?‣ Create new enabling infrastructure, alter old (services, buildings,

shop concepts)

‣ Link wicked problems with everyday practices (show how megatrends and policies evolve)

‣ Create and proof economic benefits (new business, new competitive assets)

‣ Improve feed-back channels, make it ”at the point of delivery” (service concept)

‣ Revise policies to support emerging practices (regulation, R&D funds)

‣ Form new stakeholder groups (start-ups, professionals)

‣ Create new sources of motivation (employee engagement, shared value)

what were the leverage points Peloton process reached for?‣ Create new enabling infrastructure, alter old (services, buildings,

shop concepts)

‣ Link wicked problems with everyday practices (show how megatrends and policies evolve)

‣ Create and proof economic benefits (new business, new competitive assets)

‣ Improve feed-back channels, make it ”at the point of delivery” (service concept)

‣ Revise policies to support emerging practices (regulation, R&D funds)

‣ Form new stakeholder groups (start-ups, professionals)

‣ Create new sources of motivation (employee engagement, shared value)

what were the leverage points Peloton process reached for?‣ Create new enabling infrastructure, alter old (services, buildings,

shop concepts)

‣ Link wicked problems with everyday practices (show how megatrends and policies evolve)

‣ Create and proof economic benefits (new business, new competitive assets)

‣ Improve feed-back channels, make it ”at the point of delivery” (service concept)

‣ Revise policies to support emerging practices (regulation, R&D funds)

‣ Form new stakeholder groups (start-ups, professionals)

‣ Create new sources of motivation (employee engagement, shared value)

what were the leverage points Peloton process reached for?‣ Create new enabling infrastructure, alter old (services, buildings,

shop concepts)

‣ Link wicked problems with everyday practices (show how megatrends and policies evolve)

‣ Create and proof economic benefits (new business, new competitive assets)

‣ Improve feed-back channels, make it ”at the point of delivery” (service concept)

‣ Revise policies to support emerging practices (regulation, R&D funds)

‣ Form new stakeholder groups (start-ups, professionals)

‣ Create new sources of motivation (employee engagement, shared value)

what were the leverage points Peloton process reached for?‣ Create new enabling infrastructure, alter old (services, buildings,

shop concepts)

‣ Link wicked problems with everyday practices (show how megatrends and policies evolve)

‣ Create and proof economic benefits (new business, new competitive assets)

‣ Improve feed-back channels, make it ”at the point of delivery” (service concept)

‣ Revise policies to support emerging practices (regulation, R&D funds)

‣ Form new stakeholder groups (start-ups, professionals)

‣ Create new sources of motivation (employee engagement, shared value)

Leverage points operationalized

Wicked problems today

Sustainable future

Leverage points operationalized

Political reform, regulation, new market incentives

Wicked problems today

Sustainable future

Lifestyle changes, experiments, niche level

Leverage points operationalized

Political reform, regulation, new market incentives

Wicked problems today

Sustainable future

Lifestyle changes, experiments, niche level

Acceptance by users

Leverage points operationalized

Political reform, regulation, new market incentives

Wicked problems today

Sustainable future

Leverage points operationalized

Wicked problems today

Sustainable future

Leverage points operationalized

Infrastructure for enabling sustainable lifestyles

Wicked problems today

Sustainable future

Lifestyle changes, experiments, niche level

Leverage points operationalized

Infrastructure for enabling sustainable lifestyles

Wicked problems today

Sustainable future

Lifestyle changes, experiments, niche level

User approval, proof of concept for investments

Leverage points operationalized

Infrastructure for enabling sustainable lifestyles

Wicked problems today

Sustainable future