Chained translations as a cause of wicked problems: How to analyse the interplay of organizational problem-constructions

Abstract

We develop a theoretical framework to analyse overlapping organizational truth-constructions as a driving force of wicked problems by conceptualizing chained translations of ill-defined problems in fields as processes fuelling such wickedness. More specifically, this overlap between divergent translations are the actual cause of struggles, misunderstandings, or mutual ignorance between a set of organizations with divergent world views. We offer and illustrate an episodic-reconstructive approach to analysing overlapping organizational problem-constructions and their (un-)intended consequences. Our framework highlights the processual unfolding and dialectical potentials to powerfully control these processes as fuelling wickedness. From this perspective, a multi-stakeholder involvement often called for fosters wickedness itself.