LP748 week 7

Final Project: Wicked Problem Strategy Presentation Rubric (follow the PowerPoint

Template for Final Project Submission)

Component (may use Journals 1-7

for Final Project) Points

Clearly defines and frames the Wicked

Problem

10

Explains the context of the Wicked

Problem (systems, factors, patterns) 10

Identifies key stakeholders and

competing stakeholder perspectives 10

Addresses influence, pressure, and

constraints 10

Discusses ethical, justice, and

inclusionary dimensions

Discusses strategic engagement and

possibilities

10

Discusses/summarizes your proposed

plan – path forward 15

Discusses reflection, evolving

understanding, and integration of

course learning

15

Presentation organization, delivery,

professionalism, visuals, engagement,

and APA citations/references

20

Total 100

Final Presentation Expectations:

• Maximum presentation length: 15 minutes

• Presentation may synthesize the 7-part journal process (not required)

• Use visuals intentionally; avoid text-heavy slides

• Integrate course concepts, systems thinking, stakeholder analysis, and engagement

throughout

• APA 7 citations and references required

• The goal is not to solve the wicked problem, but to demonstrate thoughtful engagement

with complexity

Week 7: Overview Week 7 Overview: Storytelling and Wicked Problems

Helo everyone and welcome to Week 7.

As we move into the final stretch of the semester, we shift our attention from understanding wicked systems to exploring what it actually feels like to engage them. Throughout this course, we have examined stakeholder complexity, systems dynamics, unintended consequences, adaptive leadership, ethical tensions, and the realities of working within complex environments. Again and again, we have discovered that wicked problems resist simple solutions, challenge our assumptions, and often refuse to behave the way we expect.

This week focuses on resistance, disruption, failure, and transformation.

Wicked systems do not resist change because people are unwilling to improve things. More often, systems resist change because change threatens existing structures, relationships, identities, routines, incentives, and sources of stability. Even when stakeholders agree that a problem exists, they may disagree on its causes, its consequences, or what should happen next.

Through this week's readings, podcast, and videos, we will explore leadership as an adaptive, sometimes uncomfortable practice. We will examine how systems respond when individuals challenge existing norms, introduce new ideas, or attempt to shift entrenched patterns. We will also consider how communication, storytelling, language, and framing influence the ways people understand and respond to complex problems.

Importantly, this week invites us to reconsider our understanding of failure. Within wicked systems, failure is not always evidence of incompetence or poor leadership. Often, failure reveals hidden assumptions, competing priorities, system resistance, unintended consequences, and opportunities for learning. Progress within complex systems is rarely linear. More often, it emerges through experimentation, disruption, adaptation, reflection, and re-engagement.

As you engage with this week's materials, consider:

Why do systems resist change? What tensions or losses emerge when people challenge existing systems? How do communication, framing, and storytelling shape engagement with complex issues? What can failure reveal about systems that success sometimes hides? How can disruption become a source of learning, adaptation, and transformation?

As you complete your final journal and continue preparing your Wicked Problem Strategy Presentation, this week encourages you to move beyond analyzing systems and begin reflecting on the human experience of engaging complexity. The goal is not to eliminate uncertainty, but to better understand how individuals, organizations, and communities navigate it.

Appreciatively,

Course Chat 

Christie & Dr. Wedaman

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