David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Ezio Di Nucci
Jack Alan Reynolds
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Journal of Business Ethics 12 (2):105 - 116 (1993)
Three general types of problems entail different strategies. Continuing to seek solutions to tame problems when we face messes, let alone wicked problems, is potentially catastrophic hence fundamentally irresponsible. In our turbulent times, it is therefore becoming a strategic necessity to learn how to solve the right problems. Successful problem solving requires finding the right solution to the right problem. We fail more often because we solve the wrong problem than because we get the wrong solution to the right problem. Russell Ackoff (1974). But then, you may agree that it becomes morally objectionable for the planner to treat a wicked problem as though it were a tame one, or to tame a wicked problem prematurely, or to refuse to recognize the inherent wickedness of social problems. Rittel and Webber (1973).
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References found in this work BETA
Alasdair C. MacIntyre (2007). After Virtue: A Study in Moral Theory. University of Notre Dame Press.
Clifford Geertz (1973). Thick Description: Towards an Interpretive Theory of Culture. In The Interpretation of Cultures. Basic Books
George Lakoff (1980). Metaphors We Live By. University of Chicago Press.
Jonathan B. King (1989). Confronting Chaos. Journal of Business Ethics 8 (1):39 - 50.
Citations of this work BETA
Jonathan B. King (1994). Tools-Я-Us. Journal of Business Ethics 13 (4):243 - 257.
Jonathan King & David Acklin (1995). Creating Common Ground: A Lesson From the Past. [REVIEW] Journal of Business Ethics 14 (1):1 - 16.
Jonathan B. King (1994). Tools-?-Us. Journal of Business Ethics 13 (4):243-257.
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