Ideation and complexity

As the distinctions between the natural world, built environment, and culture and society become increasingly blurry, and as the role of designers expands from dealing with straightforward, simple problems to tackling larger systemic issues, ideation can no longer been seen in simple terms. Indeed complex design problems are often "wicked problems" (to borrow a term from the social policy arena), problems that cannot be addressed by the traditional approach in which problems are defined, analysed and solved in sequential steps. That is, a wicked problem cannot be presented as a linear event but reflects nonlinear dynamics which invites a range of approaches of a collaborative nature that aims at engaging all stakeholders. However, for ideators the collaborative approach reveals another problem in that ideation is not just a creative activity but a competitive one too. That is, in the attempt to solve wicked problems ideators pit competing and sometimes opposing ideas or points of view against each other. The tension between the competitive and collaborative strategy for wicked problem solving may then result in a third strategy, or the authoritative approach whereby the responsibility for problem solving is handed to a few people, be they experts, a jury or a public agency. Or, possibly, a fourth strategy, that is, computer-assisted systems thinking to determine the "best solution" or, at all events the "least bad". Yet whatever strategy, creativity remains at the heart of problem solving.