Managing Wicked Environmental Problems
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In chapter 1, we briefly mentioned some historical factors that may contribute to the transformation of complicated problems into wicked problems. These include broad, structural socioeconomic and demographic changes and also more immediate triggering events that polarize public debate and shift the political dynamics of environmental management dilemmas. Here we explore these themes in more detail. We also present and discuss three take-home lessons for public managers. We suggest that a public manager facing a wicked problem should (1) stop looking for the perfect solution; (2) seek instead a satisficingresponse; and (3) consider applying the iterative, analytic, adaptive, participatory process described in this book (particularly in chapters 6– 9).
KeywordsPublic Manager Wicked Problem Preference Elicitation Public Input Perfect Solution
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