Uncovering wicked problem’s system structure: seeing the forest for the trees

Abstract

Purpose This paper aims to use systems thinking, systems theory and Camillus’ framework for responding to wicked problems to provide social marketers with a theoretically based framework for approaching strategy formation for wicked problems. The paper treats fast fashion as an illustrative case and takes a step back from implementation to provide a framework for analysing and gaining understanding of wicked problem system structure for social marketers to then plan more effective interventions. The proposed approach is intended as a theory-based tool for social marketing practitioners to uncover system structure and analyse the wicked problems they face. Design/methodology/approach Following Layton, this work provides theoretically based guidelines for analysing the black box of how to develop and refine strategy as first proposed in Camillus’ (2008) framework for responding to wicked issues. Findings The prescription thus developed for approaching wicked problems’ system structure revolves around identifying the individuals, groups or entities that make up the system involved in the wicked problem, and then determining which social mechanisms most clearly drive each entity and which outcomes motivate these social mechanisms, before determining which role the entities play as either incumbent, challenger or governance and which social narratives drive each role’s participation in the wicked problem. Originality/value This paper shows that using systems thinking can help social marketers to gain big picture thinking and develop strategy for responding to complex issues, while considering the consequences of interventions.

The wicked problem of social cohesion: moving ahead

“…Firstly, as called for by various social marketing literature on addressing complex and wicked problems (e.g. Kennedy et al, 2017;Gurrieri et al, 2018), a common conceptualisation of social cohesions with its various dimensions and its potential impacts was identified. Secondly, it…”

“…It is generally agreed by many social marketers that active participation and engagement of stakeholders, including the target audience, is key when trying to tackle wicked problems (e.g. McKenzie-Mohr, 2000;French and Gordon, 2015;Kennedy, et al, 2017;Gurrieri et al, 2018;Wood, 2019). Not only does this ensure that the problem is being addressed with the participant and community needs at the forefront but it also helps eliminate concerns of ethics within social marketing.…”

“…Rather, what is needed is not a focus on either or but more an acceptance that a combination of down-, mid-and up-stream social marketing as proposed by social marketers when addressing wicked problems (e.g. Kennedy et al, 2017;Carvalho, et al, 2019;Wood, 2019).…”

“…However, it is argued here that bringing these various conceptions together would help create a more cohesive approach to addressing this wicked problem. Kennedy et al (2017) stated that when it comes to any given wicked problem, it is difficult to agree on its definition as well as it's causes and solutions. Concurring with this view, Gurrieri et al (2018) argued that complexities can potentially be overcome through the creation of a common language between various parties involved in any given social problem.…”

Gestão de problemas sociais complexos e desenvolvimento humano

“…For instance, Kennedy, Kapitan, Bajaj, Bakonyi, and Sands (2017), using the fast fashion industry as a case study, propose an approach based on the analysis of stakeholders, networks, social mechanisms of interaction and cooperation, structures of governance and identification of shared narratives. While this makes a valuable contribution to the literature, the approach fails to take into account elements essential to the dynamics of complex problems, such as multilevel feedback loops, delays and nonlinearities.…”