'Wicked' World and Humble Intelligence

The Huddersfield Business School’s heard Professor Paul Willis from the School’s Strategy and International Business Research Group present his research on “Confronting A ‘Wicked’ World: Humble Intelligence, Strategic Communication and Leadership”.

Paul’s seminar introduced the idea of humble intelligence and highlights its role in addressing complex challenges known as wicked problems. Paul argues that because of their ubiquity within organisations and across society, wicked problems generate implications for leaders in the public, private and NGO sectors. By analysing a range of issues against a ‘wicked index’, he highlights how different challenges can be framed as wicked problems. Within organisations these include strategic development, reputation management and culture change, while wicked problems with a deeper social impact are embedded in areas such as environmental sustainability and public health.

The seminar then outlines the role of humble intelligence (HI) in tackling wicked problems. HI is presented as a set of interacting capabilities that together forge a form of collective intelligence amongst stakeholders confronting a wicked problem. Its aim is to harness the dispersed knowledge which exists in organisations and communities, going beyond traditional, hierarchical, and, often, isolated forms of expertise. To achieve this aim, HI encourages a particular problem solving culture underpinned by values and norms which support inquiry and collaboration. This culture is important for building the social capital necessary for cooperation. It further supports the need for wicked problems to be explored from a range of different perspectives and for networks to develop amongst stakeholders. HI recognises the interdependence of those involved in tackling the problem and creates a participatory environment designed to promote joint action.

Humble intelligence’s focus on stakeholder engagement underlines its affinity with the strategic role of communication in organisations and across communities. HI aligns with a co-creational view of communication in which people, groups and organisations build relationships, share control and collaborate. This communicative orientation emphasises dialogue over one-way messaging and transmission. However, while many organisations invest heavily in their broadcasting capabilities, they pay little attention to the infrastructure and resources required for dialogue and listening.”

Given these last observations, Paul ended the session with a reflection on the practical challenges HI generates for leaders and professional communicators. He concluded that creating the conditions in which people work together to tackle wicked problems is itself a wicked challenge.

Professor John Anchor says “Paul introduced a range of novel ideas for tackling complex organizational problems. It was noteworthy that the seminar attracted colleagues and students from a wide range of disciplinary backgrounds. It is clear that there is the potential to build upon Paul’s research in a range of business and management subject areas”.