wicked problems and leverage points
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‣ Wicked problems and leverage points
‣ Gatekeepers as a leverage point, case Peloton
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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.
‣
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World3 model from The Limits to Growth
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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
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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
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Leverage points operationalized
Wicked problems today
Sustainable future
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Leverage points operationalized
Political reform, regulation, new market incentives
Wicked problems today
Sustainable future
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Lifestyle changes, experiments, niche level
Leverage points operationalized
Political reform, regulation, new market incentives
Wicked problems today
Sustainable future
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Lifestyle changes, experiments, niche level
Acceptance by users
Leverage points operationalized
Political reform, regulation, new market incentives
Wicked problems today
Sustainable future
![Page 12: Wicked problems and leverage points](https://reader034.vdocuments.net/reader034/viewer/2022042513/53fbd9d68d7f72f1698b47d0/html5/thumbnails/12.jpg)
Case 1:Peloton gatekeepers - example of a systemicintervention
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task:design a campaign To reduce
citizens' energy consumption
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Result: Housing, transport and food related decisions make difference
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How to infulence behavior?Where are the leverage points?
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How to infulence behavior?Where are the leverage points?
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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.
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Peloton nudges Finns towards energy efficient new economy
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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)
![Page 27: Wicked problems and leverage points](https://reader034.vdocuments.net/reader034/viewer/2022042513/53fbd9d68d7f72f1698b47d0/html5/thumbnails/27.jpg)
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)
![Page 28: Wicked problems and leverage points](https://reader034.vdocuments.net/reader034/viewer/2022042513/53fbd9d68d7f72f1698b47d0/html5/thumbnails/28.jpg)
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)
![Page 29: Wicked problems and leverage points](https://reader034.vdocuments.net/reader034/viewer/2022042513/53fbd9d68d7f72f1698b47d0/html5/thumbnails/29.jpg)
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)
![Page 30: Wicked problems and leverage points](https://reader034.vdocuments.net/reader034/viewer/2022042513/53fbd9d68d7f72f1698b47d0/html5/thumbnails/30.jpg)
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)
![Page 31: Wicked problems and leverage points](https://reader034.vdocuments.net/reader034/viewer/2022042513/53fbd9d68d7f72f1698b47d0/html5/thumbnails/31.jpg)
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)
![Page 32: Wicked problems and leverage points](https://reader034.vdocuments.net/reader034/viewer/2022042513/53fbd9d68d7f72f1698b47d0/html5/thumbnails/32.jpg)
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)
![Page 33: Wicked problems and leverage points](https://reader034.vdocuments.net/reader034/viewer/2022042513/53fbd9d68d7f72f1698b47d0/html5/thumbnails/33.jpg)
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)
![Page 34: Wicked problems and leverage points](https://reader034.vdocuments.net/reader034/viewer/2022042513/53fbd9d68d7f72f1698b47d0/html5/thumbnails/34.jpg)
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)
![Page 35: Wicked problems and leverage points](https://reader034.vdocuments.net/reader034/viewer/2022042513/53fbd9d68d7f72f1698b47d0/html5/thumbnails/35.jpg)
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)
![Page 36: Wicked problems and leverage points](https://reader034.vdocuments.net/reader034/viewer/2022042513/53fbd9d68d7f72f1698b47d0/html5/thumbnails/36.jpg)
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)
![Page 37: Wicked problems and leverage points](https://reader034.vdocuments.net/reader034/viewer/2022042513/53fbd9d68d7f72f1698b47d0/html5/thumbnails/37.jpg)
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)
![Page 38: Wicked problems and leverage points](https://reader034.vdocuments.net/reader034/viewer/2022042513/53fbd9d68d7f72f1698b47d0/html5/thumbnails/38.jpg)
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)
![Page 39: Wicked problems and leverage points](https://reader034.vdocuments.net/reader034/viewer/2022042513/53fbd9d68d7f72f1698b47d0/html5/thumbnails/39.jpg)
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)
![Page 40: Wicked problems and leverage points](https://reader034.vdocuments.net/reader034/viewer/2022042513/53fbd9d68d7f72f1698b47d0/html5/thumbnails/40.jpg)
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)
![Page 41: Wicked problems and leverage points](https://reader034.vdocuments.net/reader034/viewer/2022042513/53fbd9d68d7f72f1698b47d0/html5/thumbnails/41.jpg)
![Page 42: Wicked problems and leverage points](https://reader034.vdocuments.net/reader034/viewer/2022042513/53fbd9d68d7f72f1698b47d0/html5/thumbnails/42.jpg)
Leverage points operationalized
Wicked problems today
Sustainable future
![Page 43: Wicked problems and leverage points](https://reader034.vdocuments.net/reader034/viewer/2022042513/53fbd9d68d7f72f1698b47d0/html5/thumbnails/43.jpg)
Leverage points operationalized
Political reform, regulation, new market incentives
Wicked problems today
Sustainable future
![Page 44: Wicked problems and leverage points](https://reader034.vdocuments.net/reader034/viewer/2022042513/53fbd9d68d7f72f1698b47d0/html5/thumbnails/44.jpg)
Lifestyle changes, experiments, niche level
Leverage points operationalized
Political reform, regulation, new market incentives
Wicked problems today
Sustainable future
![Page 45: Wicked problems and leverage points](https://reader034.vdocuments.net/reader034/viewer/2022042513/53fbd9d68d7f72f1698b47d0/html5/thumbnails/45.jpg)
Lifestyle changes, experiments, niche level
Acceptance by users
Leverage points operationalized
Political reform, regulation, new market incentives
Wicked problems today
Sustainable future
![Page 46: Wicked problems and leverage points](https://reader034.vdocuments.net/reader034/viewer/2022042513/53fbd9d68d7f72f1698b47d0/html5/thumbnails/46.jpg)
Leverage points operationalized
Wicked problems today
Sustainable future
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Leverage points operationalized
Infrastructure for enabling sustainable lifestyles
Wicked problems today
Sustainable future
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Lifestyle changes, experiments, niche level
Leverage points operationalized
Infrastructure for enabling sustainable lifestyles
Wicked problems today
Sustainable future
![Page 49: Wicked problems and leverage points](https://reader034.vdocuments.net/reader034/viewer/2022042513/53fbd9d68d7f72f1698b47d0/html5/thumbnails/49.jpg)
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