Скачать или смотреть 007 Wicked Problems: Making Sense of Leadership When Stability Can’t Be Assumed

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00:00 When problems stop closing
02:10 Wicked problems vs. instability
05:40 Why project management breaks down
09:15 Storytelling and sense-making
12:30 Leadership, governance, then management

What do you do when proven systems start producing variable results?

Your people are trained.
Your methods are sound.
Your tools work.

And yet performance becomes unpredictable.

That doesn’t necessarily mean your organization is becoming chaotic.
It may mean you’ve entered an unstable, loosely coupled system—the kind of environment where wicked problems emerge and traditional planning no longer closes the gap.

In this video, I explore:

Why wicked problems don’t “close” the way technical problems do

The difference between instability and chaos

Why project management alone breaks down in loosely coupled systems

How situational sense-making becomes essential

Why storytelling isn’t persuasion, but a way of creating shared meaning and self-similarity across a system

Why leadership and governance must come before management in complex environments

Using the Apollo 13 recovery as an example, this video shows how coherence is created when authority and decision-making are distributed—allowing teams to stabilize a situation before it can be managed.

In wicked problems, storytelling isn’t about slogans or motivation.
It’s how shared meaning forms—creating enough coherence for leadership and governance to work until stability returns.

Next, I look at what leadership becomes once explanation and control stop working.