Defixation as an intervention perspective: understanding wicked problems at the Dutch Ministry of Foreign Affairs
Article Type: Abstracts From: Human Resource Management International Digest, Volume 17, Issue 5
Stoppelenburg A., Vermaak H. Journal of Management Inquiry (USA), March 2009, Vol. 18 No. 1, Start page: 40, No. of pages: 15
Purpose – To study the characteristics of the so-called “wicked problem” in organizations through a practical case study. Design/methodology/approach – The wicked problem is defined as one that endures despite many attempts to resolve it and is so embedded in the fabric of the organization that it has become the normal, accepted way of doing things. Reports the results of a case study, focusing on the Dutch Ministry of Foreign Affairs, where a set of complex problems relating to reform movements in government and the way that the organization steers itself, were studied. Reports the work of a group of consultants who worked with a group of organization members to address the identified wicked problem. Findings –The main focus of the account was on the system implemented to handle wicked problems at the Ministry, with special attention given to the paradoxes that emerged from the intervention scheme. Concludes with a discussion of different ways that can be used to develop and apply suitable intervention schemes when overcoming wicked problems in organizations. Originality/value –Contributes to an understanding of the complexities and dilemmas of running large public organization. ISSN: 1056-4926 Reference: 38AF915
Keywords: Organizational structure, Organizational analysis,Government departments, Netherlands, Case studies
