a systems approach to wicked, messy social problems. Such problems cannot be solved with linear approaches; at best they can be dissolved through collaborative approaches in which many stakeholders share responsibility for objectives in which all have a vested interested. This article will use this problem as a case study and propose a way in which the methodology would assist in achieving a positive outcome.

The first step is to identify and recruit a wide and inclusive range of stakeholders for whom the problem has relevance, both those who are responsible for addressing aspects of the problem and those who are impacted by it. There is so much known about each of the elements outlined above, it is not necessary to undertake long research studies before acting. With the right people in the room, there will be more than enough knowledge and skill to be able to move fast. In this instance, we need to get the politicians, community leaders, teachers, parents, social workers, local government officials, urban planners, entrepreneurs, business men, and of course and most importantly, the youth themselves.

Business strategists and politicians promote two ideas that are contrary to this method- ology. First, emotions are inappropriate to strategic processes or indeed to boardrooms. I strongly disagree with this, not least as it is an impossible demand; emotions such as greed and power drive many strategies, thus it is that certain emotions are banned whereas others are encouraged. Contrary to this approach I argue that if we paid more attention to love, sorrow, grief and happiness, public policies

would be more relevant and our communities and societies would be more resilient, peace- ful and prosperous. The second argument against the process is that if we ask “ordinary citizens” to design what it looks like when its fixed, we will have outcomes that are fantasti- cal and will be creating false expectations. My argument against this is fundamental to the methodology. Poor people know all too well the difference between fantasy and reality. They live in stark reality without relief from it. It is the rich and powerful that tend to believe their own fantasies, in this case that they can sustain levels of wellbeing, excess and con- tent, regardless of the plight of the poor and deprived.

If I were to be facilitating this process, I would issue the invitation to participate in the design process on an open-ended inclusive basis. Come and participate, ensure that your vision is captured. Instead of having the Prime Minister visit police headquarters and interfere in police responses, I would have you hosting a massive creative workshop, with an open-ended agenda. We would break into manageable groups based on the notion of a truly flat structure, where all voices have equal resonance. Cabinet Ministers, Members of Parliament, Leaders of Civil Society, Business People, leaders of Faith Based organizations would draw together for an extended period of time until the detail begins to emerge. All are invited to draw what it looks like when it’s fixed. What is different, how does it look different in physical terms, who is there, what are they doing and what are they not doing? The point of asking people to draw instead of to write or verbalise is that drawing uses the right side of the brain, whereas we are

“The horse is here today, but the automobile is only a novelty – a fad.” – President of Michigan Savings Bank advising against investing in the Ford Motor Company

September 2011 | Management Today 29