SOCIAL ENTREPRENEURSHIP PRACTICUM
(COMM3030)
LECTURE – WEEK 2
Topic/s: Wicked Problems / Systems Thinking / Project Management
Acknowledgment of Country
This week:
Wicked Problems
Systems Thinking
Project Management
Client Meetings
Reference: Chat GPT (Feb 16 2023)
Types of problems:
Tame
Clear problem definition
Singular and understood
Manager leadership,
implementing an
existing solution
Crisis
Finite problem with
urgent need for a
solution
Permission for action
and experimentation
Directive leadership,
someone calling the
shots
Wicked
Unclear problem
definition, ambuguity
and unpredictability
Multi-stakeholder,
requires systems
thinking and innovation
Adaptive
leadership, across
different interconnected
environments
Reference: Grint, K (2005) 'Problems, problems, problems: The social construction of leadership'
Cynefin Framework
Simple, Complicated, Chaotic and Complex.
Wicked Problems
Wicked problems have no definitive formulation (e.g. two types of poverty are not the same)
Wicked problems involve many stakeholders with different values and priorities (e.g. drought)
Wicked problems have no ‘stopping rule’: the search for solutions never stops and the problem
never ends (e.g. addiction)
Wicked problems' roots are complex and tangled (e.g. terrorism)
Wicked problems are unprecedented and constantly changing (e.g. climate change)
References: Camillus, J. (2008) ‘Strategy as a wicked problem,’ Harvard Business Review, May 2008; Rittel, H. W., & Webber, M . M.
(1973) ‘Dilemmas in a general theory of planning,’ Policy Sciences, 4(2), pp. 155-169.
Example: Homelessness
Example: SDGs

'It is critical to consider the system
you intend to change, and within
which the person or group exists and
that will be impacted by the change’
Reference: The Compass CSI (2014, p. 15)
1. Independent parts play different roles in the system (i.e some parts are
inputs, some parts are outputs, some parts are catalysts, some parts are all
three).
2. Parts are interconnected (i.e parts impact and interact with one another).
3. Interactions between parts can create circular feedback loops (i.e dimension
1 of the problem affects dimension 2 which in turn reinforces or dampens
dimension 1).
4. Systems like balance so will form feedback loops to support this balance (i.e
an established system's feedback loops strengthen and "fight for" the status
quo).
5. The total is greater than the sum of its parts (i.e the way different parts
combine adds a different quality to the singular parts).
Important characteristics of systems:
Proceed with caution...
How does all of this relate to our clients?
Social entrepreneurs ‘look for – and often find – solutions to
insoluble problems in the unlikeliest places. They are driven by
passion to expand business thinking to reach people in need.
Thus, many are pioneering and helping map out future markets
where most of us would only see nightmarish problems and risk’
Reference: Elkington and Hartigan (2008, p. 6)
Wildflower
• Problem?
• System?
Sameview
• Problem?
• System?
Waves of
Wellness
• Problem?
• System?
Good Good
Tea
• Problem?
• System?
Project Management
What is a project?
A project is a sequence of tasks that lead toward
a singular goal. Projects have boundaries, such
as the time, people and resources needed to
complete the project. These all depend on what
results you want to achieve and when you want
to achieve them.
Reference: Project Manager (2018)
What is project management?
Project management is the application of processes, methods, skills,
knowledge and experience to achieve specific
project objectives according to a specific project scope.
A key factor that distinguishes project management from just
'management' is that it has final deliverables and a finite timespan,
unlike management which is an ongoing process.
Reference: Project Manager (2018)
What is a project scope?
The project scope is the total amount of work that needs to be done to
complete a project.
Defining scope is an essential part of the project planning process as it
helps teams or project managers to determine what the project goals,
deliverables, tasks, costs and deadlines are.
Most importantly, it ensures you and your client are on the same page.
Reference: Project Manager (2018)
Work Breakdown Structure (WBS)
A work breakdown structure (WBS) shows how many tasks and
deliverables there are to get to your final deliverable.
It’s a network diagram that has your project goal on top with
“branches” underneath that show all the steps needed to get you
there. This tool makes sure you don’t leave out anything when
devising your schedule.
Reference: Project Manager (2018)
Example:
Work Breakdown Structure (WBS)
1. Define the Objectives
Your project objectives set the rules for defining your project scope. They will be informed by the project brief and your
meetings with the clients.
2. Identify Project Phases
The next level down is the project phases: break your objectives into a series of phases that will take it from conception to
completion.
3. List Your Project Deliverables
What are your project deliverables? What is the client expecting from you? List them all and note the work needed for those
project deliverables to be deemed successfully delivered (sub-deliverables, resources, participants, etc.). Try and put them in
order from first to last.
4. Create Work Packages
Take your deliverables from above and break them down into every single task and subtask that is necessary to deliver them.
Group those into work packages.
5. Understanding What’s Possible
With the tasks now laid out, you can begin to understand what is going to be possible in the time you have remaining in the
term. This is where you start to play with and prioritise your activities and timelines.
Project Scope Template
• Downloadable in Assessment Hub.
• Important: while the Project Scope will be assessed individually,
Section 1 can be shared. This is to encourage you to reach a shared
understanding of your client, your objectives and your deliverables
early on. Sections 2 and 3 must be completed individually.
Before Week 2 Workshop:
Watch Week 2 Lecture
Read Week 2 Articles
Prepare for Client Meeting
Reminder: Cameras on!
See You Next Week!