United States Joint Forces Command: As Wicked Problem

Abstract

This paper presents three simultaneous aspects supporting the perspective that the complexity of individual, group, organization, social aspects comprising USJFCOM in the pursuit of “aspiring-to” transformation mission responsibilities is a wicked problem. The first part presents Rittel’s (Bedriftsokonomen 8:390–396, 1972) and Rittel and Webber’s (Policy Sci 4:155–169, 1973) ten characteristics of wicked problems as they relate to transformation aspiration. The second part describes why individual, group, organization, social aspects comprising United States Joint Forces Command (USJFCOM) meet Rittel’s (Bedriftsokonomen 8:390–396, 1972) and Rittel and Webber’s (Policy Sci 4:155–169, 1973) ten characteristics of wicked problems. The final part integrates thirteen of the sixteen situated emergence themes derived, through the transformative intentionality lens of Stacey et al. (Complexity and management: fad or radical challenge to systems thinking? Routledge, New York, 2000) and Stacey’s (Complex responsive processes in organizations: learning and knowledge creation. Routledge, New York, 2001) complex responsive processes of relating theory, from the standpoint of simultaneously enacted participant, practitioner, and researcher roles based on my: (1) personal participation in USJFCOM emergence 1998 to date (2007), (2) professional practitioner responsibilities as strategic development advisor and transformationalist in USJFCOM 2000 to date (2007), (3) dissertation research project of USJFCOM transformation mission responsibilities from 1999 to date (Welsh, Transformation changes everything: exploring organizational leadership challenges in an “aspiring-to” transformative environment. Doctoral dissertation, Regent University, Virginia Beach, 2007). The consequent core claim here is that coherence in understanding an “aspiring-to” transformation mission, an irreducibly wicked problem, requires consciously deprivileging the present dominant systems-based discourse, specifically in relation to leadership, diversity, complexity, and paradox, as unsuited to the intentional pursuit of transformative outcomes.