11,619
Views
50
CrossRef citations to date
0
Altmetric
Articles

Coping, taming or solving: alternative approaches to the governance of wicked problems

Pages 571-588 | Received 20 Apr 2017, Accepted 13 Sep 2017, Published online: 04 Oct 2017

References

  • Alford, J., and B. Head. 2015. “ Wicked and Less Wicked Problems: A Typology and a Contingency Framework.” Paper presented at the international conference on public policy, Milan, Italy, July 1–4.
  • Allison, G. T., and M. H. Halperin. 1972. “Bureaucratic Politics: A Paradigm and Some Policy Implications.” World Politics 24 (Issue Supplement): 40–79. doi: 10.2307/2010559
  • Askim, J., T. Christensen, A. L. Fimreite, and P. Lægreid. 2009. “How to Carry Out Joined-up Government Reforms: Lessons From the 2001–2006 Norwegian Welfare Reform.” International Journal of Public Administration 32 (12): 1006–1025. doi: 10.1080/01900690903223888
  • APSC (Australian Public Service Commission). 2007. Tackling Wicked Problems: A Public Policy Perspective. Canberra: APSC.
  • Baumgartner, F. R., and B. D. Jones. 2015. The Politics of Information: Problem Definition and the Course of Public Policy in America. Chicago, IL: University of Chicago Press.
  • Bell, S. 2004. “‘Appropriate’ Policy Knowledge, and Institutional and Governance Implications.” Australian Journal of Public Administration 63 (1): 22–28. doi: 10.1111/j.1467-8500.2004.00356.x
  • Braybrooke, D., and C. E. Lindblom. 1963. A Strategy of Decision: Policy Evaluation as a Social Process. New York: Free Press.
  • Bryson, J. M., B. C. Crosby, and M. M. Stone. 2006. “The Design and Implementation of Cross-sector Collaborations: Propositions from the Literature.” Public Administration Review 66 (Issue Supplement S1): 44–55. doi: 10.1111/j.1540-6210.2006.00665.x
  • Christensen, T., and P. Lægreid. 2007. “The Whole-of-Government Approach to Public Sector Reform.” Public Administration Review 67 (6): 1059–1066. doi: 10.1111/j.1540-6210.2007.00797.x
  • Christensen, T., and P. Lægreid. 2008. “The Challenge of Coordination in Central Government Organizations: The Norwegian Case.” Public Organization Review 8 (2): 97–116. doi: 10.1007/s11115-008-0058-3
  • Churchman, C. W. 1967. “Wicked Problems.” Management Science 14 (4): B-141–B-146. doi: 10.1287/mnsc.14.4.B141
  • Conklin, J. 2006. “Wicked Problems and Social Complexity.” In Dialogue Mapping: Building Understanding of Wicked Problems, edited by J. Conklin, 3–40. Chichester: Wiley.
  • Dahlström, C., B. G. Peters, and J. Pierre, eds. 2011. Steering From the Centre: Central Government Offices and Their Roles in Governing. Toronto: University of Toronto Press.
  • Davies, J. S. 2009. “The Limits of Joined-up Government: Towards a Political Analysis.” Public Administration 87 (1): 80–96. doi: 10.1111/j.1467-9299.2008.01740.x
  • Daviter, F., T. Hustedt, and V. Korff. 2016. “Contested Public Organizations: Knowledge, Coordination, Strategy.” der moderne staat 9 (1): 3–14.
  • Dery, D. 1984. Problem Definition in Policy Analysis. Lawrence: University Press of Kansas.
  • Duit, A., and A. Löf. 2015. “Dealing with a Wicked Problem? A Dark Tale of Carnivore Management in Sweden 2007–2011.” Administration and Society. Advance online publication. doi:10.1177/0095399715595668.
  • Dunn, W. N. 1991. “Assessing the Impact of Policy Analysis: The Functions of Usable Ignorance.” Knowledge, Technology and Policy 4 (4): 36–55. doi: 10.1007/BF02692780
  • Durant, R. F., and J. S. Legge Jr. 2006. “‘Wicked Problems’, Public Policy, and Administrative Theory. Lessons from the GM Food Regulatory Arena.” Administration and Society 38 (3): 309–334. doi: 10.1177/0095399706289713
  • Egeberg, M. 1999. “The Impact of Bureaucratic Structure on Policy Making.” Public Administration 77 (1): 155–170. doi: 10.1111/1467-9299.00148
  • Feldman, M. S., A. M. Khademian, H. M. Ingraham, and A. S. Schneider. 2006. “Ways of Knowing and Inclusive Management Practices.” Public Administration Review 66 (6): 89–99. doi: 10.1111/j.1540-6210.2006.00669.x
  • Fischer, F. 1993. “Citizen Participation and the Democratization of Policy Expertise: From Theoretical Inquiry to Practical Cases.” Policy Sciences 26 (3): 165–187. doi: 10.1007/BF00999715
  • Harmon, M. M., and R. T. Mayer. 1986. Organization Theory for Public Administration. Boston: Little, Brown.
  • Head, B. W. 2008. “Wicked Problems in Public Policy.” Public Policy 3 (2): 101–118.
  • Head, B. W., and J. Alford. 2015. “Wicked Problems: Implications for Public Policy and Management.” Administration and Society 47 (6): 711–739. doi: 10.1177/0095399713481601
  • Hirschman, A. O., and C. E. Lindblom. 1962. “Economic Development, Research and Development, Policy Making: Some Converging Views.” Behavioral Science 7 (2): 211–222. doi: 10.1002/bs.3830070206
  • Hoppe, R. 2010. The Governance of Problems. Puzzling, Powering, Participation. Cambridge: Policy Press.
  • Huxham, C. 2003. “Theorizing Collaboration Practice.” Public Management Review 5 (3): 401–423. doi: 10.1080/1471903032000146964
  • Huxham, C., S. Vangen, and C. Eden. 2000. “The Challenge of Collaborative Governance.” Public Management: An International Journal of Research and Theory 2 (3): 337–358. doi: 10.1080/14616670050123260
  • Kavanagh, D., and D. Richards. 2001. “Departmentalism and Joined-up Government: Back to the Future?” Parliamentary Affairs 54: 1–18. doi: 10.1093/pa/54.1.1
  • Kenis, P., and K. G. Provan. 2006. “The Control of Public Networks.” International Public Management Journal 9 (3): 227–247. doi: 10.1080/10967490600899515
  • Kettl, D. F. 2003. “Contingent Coordination: Practical and Theoretical Puzzles for Homeland Security.” American Review of Public Administration 33 (3): 253–277. doi: 10.1177/0275074003254472
  • Lægreid, P., and L. H. Rykkja. 2015. “Organizing for ‘Wicked Problems’ – Analyzing Coordination Arrangements in Two Policy Areas: Internal Security and the Welfare Administration.” International Journal of Public Sector Management 28 (6): 475–493. doi: 10.1108/IJPSM-01-2015-0009
  • Lazarus, R. J. 2009. “Super Wicked Problems and Climate Change: Restraining the Present to Liberate the Future.” Cornell Law Review 94: 1153–1234.
  • Levin, K., B. Cashore, S. Bernstein, and G. Auld. 2012. “Overcoming the Tragedy of Super Wicked Problems: Constraining Our Future Selves to Ameliorate Global Climate Change.” Policy Sciences 45 (2): 123–152. doi: 10.1007/s11077-012-9151-0
  • Lindblom, C. E. 1959. “The Science of Muddling Through.” Public Administration Review 19 (2): 79–88. doi: 10.2307/973677
  • Lindblom, C. E. 1979. “Still Muddling, Not Yet Through.” Public Administration Review 39 (6): 517–526. doi: 10.2307/976178
  • Lindblom, C. E. 1990. Inquiry and Change: The Troubled Attempt to Understand and Shape Society. New Haven, CT: Yale University Press.
  • May, P. J. 1992. “Policy Learning and Failure.” Journal of Public Policy 12 (4): 331–354. doi: 10.1017/S0143814X00005602
  • May, P. J., S. Workman, and B. D. Jones. 2008. “Organizing Attention: Responses of the Bureaucracy to Agenda Disruption.” Journal of Public Administration Research and Theory 18 (4): 517–541. doi: 10.1093/jopart/mun015
  • Metlay, D., and D. Sarewitz. 2012. “Decision Strategies for Addressing Complex, ‘Messy’ Problems.” The Bridge 42 (3): 6–16.
  • Milward, H. B., P. Kenis, and J. Raab. 2006. “Introduction: Towards the Study of Network Control.” International Public Management Journal 9 (3): 203–208. doi: 10.1080/10967490600899325
  • Moe, T. M. 1989. “The Politics of Bureaucratic Structure.” In Can the Government Govern?, edited by J. E. Chubb and P. E. Peterson, 267–329. Washington, DC: Brookings Institution.
  • Ney, S., and M. Verweij. 2015. “Messy Institutions for Wicked Problems: How to Generate Clumsy Solutions?” Environment and Planning C: Government and Policy 33 (6): 1679–1696. doi: 10.1177/0263774X15614450
  • O’Flynn, J. L., F. Buick, D. A. Blackman, and J. Halligan. 2011. “You Win Some, You Lose Some: Experiments with Joined-up Government.” International Journal of Public Administration 34 (4): 244–254. doi: 10.1080/01900692.2010.540703
  • Parsons, W. 2004. “Not Just Steering but Weaving: Relevant Knowledge and the Craft of Building Policy Capacity and Coherence.” Australian Journal of Public Administration 63 (1): 43–57. doi: 10.1111/j.1467-8500.2004.00358.x
  • Perri 6. 2004. “Joined-up Government in the Western World in Comparative Perspective: A Preliminary Literature Review and Exploration.” Journal of Public Administration Research and Theory 14 (1): 103–138. doi: 10.1093/jopart/muh006
  • Perri 6, D. Leat, K. Seltzer, and G. Stoker. 2002. Towards Holistic Governance: The New Reform Agenda. Basingstoke: Palgrave Macmillan.
  • Peters, B. G. 1998. “Managing Horizontal Government: The Politics of Coordination.” Public Administration 76 (2): 295–311. doi: 10.1111/1467-9299.00102
  • Peters, B. G. 2004. “Back to the Centre? Rebuilding the State.” Political Quarterly 75 (1): 130–140. doi: 10.1111/j.1467-923X.2004.628_1.x
  • Peters, B. G. 2015. Advanced Introduction to Public Policy. Cheltenham: Edward Elgar.
  • Premfors, R. 1981. “Review Article: Charles Lindblom and Aaron Wildavsky.” British Journal of Political Science 11 (2): 201–225. doi: 10.1017/S000712340000257X
  • Pollitt, C. 2003. “Joined-up Government: A Survey.” Political Studies Review 1 (1): 34–49. doi: 10.1111/1478-9299.00004
  • Pollitt, C. 2015. “Wickedness Will Not Wait: Climate Change and Public Management Research.” Public Money and Management 35 (3): 181–186. doi: 10.1080/09540962.2015.1027490
  • Putansu, S. R., and A. Gable. 2015. “Cross Agency Priority Goals in the U.S. Government: Can Directed Collaboration be a Stepping Stone Toward Politic-centered Performance?” Policy and Society 34 (1): 25–35. doi: 10.1016/j.polsoc.2015.03.003
  • Rein, M., and S. H. White. 1977. “Policy Research: Belief and Doubt.” Policy Analysis 3 (2): 239–271.
  • Rittel, H. W. J. 1972. “On the Planning Crisis: Systems Analysis of the ‘First and Second Generations’.” Bedriftsokonomen 8: 390–396.
  • Rittel, H. W. J., and M. M. Webber. 1973. “Dilemmas in a General Theory of Planning.” Policy Sciences 4 (2): 155–169. doi: 10.1007/BF01405730
  • Roberts, N. 2000. “Wicked Problems and Network Approaches to Resolution.” International Public Management Review 1 (1): 1–19.
  • Schön, D. A. 1993. “Generative Metaphor: A Perspective on Problem-setting in Social Policy.” In Metaphor and Thought, edited by A. Ortony, 137–163. Cambridge: Cambridge University Press.
  • Simon, H. A. 1973. “Applying Information Technology to Organization Design.” Public Administration Review 33 (3): 268–278. doi: 10.2307/974804
  • Simon, H. A. 1983. Reason in Human Affairs. Oxford: Basil Blackwell.
  • Simon, H. A. 1987. “Politics as Information Processing.” LSE Quarterly 1 (4): 345–370.
  • Termeer, C. J. A. M., A. Dewulf, G. Breeman, and S. J. Stiller. 2015. “Governance Capabilities for Dealing Wisely with Wicked Problems.” Administration and Society 47 (6): 680–710. doi: 10.1177/0095399712469195
  • Turner, S. 1989. “Truth and Decision.” In Science off the Pedestal: Social Perspectives on Science and Technology, edited by D. Chubin and E. W. Chu, 175–188. Belmont: Wadsworth.
  • van Bueren, E. M., E.-H. Klijn, and J. F. M. Koppenjan. 2003. “Dealing with Wicked Problems in Networks: Analyzing an Environmental Debate from a Network Perspective.” Journal of Public Administration Research and Theory 13 (2): 193–212. doi: 10.1093/jopart/mug017
  • Vangen, S., and C. Huxham. 2012. “The Tangled Web: Unraveling the Principle of Common Goals in Collaborations.” Journal of Public Administration Research and Theory 22 (4): 731–760. doi: 10.1093/jopart/mur065
  • Verweij, M., M. Douglas, R. Ellis, C. Engel, F. Hendriks, S. Lohmann, S. Ney, S. Rayner, and M. Thompson. 2006. “Clumsy Solutions for a complex World: The Case of Climate Change.” Public Administration 84 (4): 817–843. doi: 10.1111/j.1540-8159.2005.09566.x-i1
  • Vibert, F. 2007. The Rise of the Unelected: Democracy and the New Separation of Powers. Cambridge: Cambridge University Press.
  • Weber, E. P., and A. M. Khademian. 2008a. “Wicked Problems, Knowledge Challenges, and Collaborative Capacity Builders in Network Settings.” Public Administration Review 68 (2): 334–349. doi: 10.1111/j.1540-6210.2007.00866.x
  • Weber, E., and A. M. Khademian. 2008b. “Managing Collaborative Processes: Common Practices, Uncommon Circumstances.” Administration and Society 40 (5): 431–464. doi: 10.1177/0095399708320181
  • Wexler, M. N. 2009. “Exploring the Moral Dimension of Wicked Problems.” International Journal of Sociology and Social Policy 29 (9/10): 531–542. doi: 10.1108/01443330910986306
  • Wildavsky, A. 1979. Speaking Truth to Power. The Art and Craft of Policy Analysis. New Brunswick: Transaction.
  • Wise, C. R. 2006. “Organizing for Homeland Security After Katrina: Is Adaptive Management What’s Missing?” Public Administration Review 66 (3): 302–318. doi: 10.1111/j.1540-6210.2006.00587.x
  • Woodhouse, E. J., and D. Collingridge. 1993. “Incrementalism, Intelligent Trial-and-error, and the Future of Political Decision Theory.” In An Heretical Heir of the Enlightenment: Politics, Policy and Science in the Work of Charles E. Lindblom, edited by H. Redner, 131–154. Boulder, CO: Westview Press.