Executive Solution Overview
**files (5)** – ## FinalProjectPresentationRubric-WickedProblemStrategyPresentationRubric.pdf – ## Week7_Overview_LP748-L1_LeadershipandSystemApproachestoWickedProblems.pdf – ## WickedProblemFinalPresentationTemplate.pptx – Screenshot2026-06-30at12.47.13PM.png – Screenshot2026-06-30at12.48.32PM.p…
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**files (5)**
– ## FinalProjectPresentationRubric-WickedProblemStrategyPresentationRubric.pdf
– ## Week7_Overview_LP748-L1_LeadershipandSystemApproachestoWickedProblems.pdf
– ## WickedProblemFinalPresentationTemplate.pptx
– Screenshot2026-06-30at12.47.13PM.png
– Screenshot2026-06-30at12.48.32PM.png
**## FinalProjectPresentationRubric-WickedProblemStrategyPresentationRubric.pdf**
Final Project: Wicked Problem Strategy Presentation Rubric (follow the PowerPoint
Template for Final Project Submission)
Component (may use Journals 1-7
for Final Project) Points
Clearly defines and frames the Wicked
Problem
10
Explains the context of the Wicked
Problem (systems, factors, patterns)
10
Identifies key stakeholders and
competing stakeholder perspectives
10
Addresses influence, pressure, and
constraints
10
Discusses ethical, justice, and
inclusionary dimensions
Discusses strategic engagement and
possibilities
10
Discusses/summarizes your proposed
plan – path forward
15
Discusses reflection, evolving
understanding, and integration of
course learning
15
Presentation organization, delivery,
professionalism, visuals, engagement,
and APA citations/references
20
Total 100
Final Presentation Expectations:
• Maximum presentation length: 15 minutes
• Presentation may synthesize the 7-part journal process (not required)
• Use visuals intentionally; avoid text-heavy slides
• Integrate course concepts, systems thinking, stakeholder analysis, and engagement
throughout
• APA 7 citations and references required
• The goal is not to solve the wicked problem, but to demonstrate thoughtful engagement
with complexity
**## Week7_Overview_LP748-L1_LeadershipandSystemApproachestoWickedProblems.pdf**
Week 7: Overview
Week 7 Overview: Storytelling and Wicked Problems
Helo everyone and welcome to Week 7.
As we move into the final stretch of the semester, we shift our attention from understanding wicked systems to
exploring what it actually feels like to engage them. Throughout this course, we have examined stakeholder
complexity, systems dynamics, unintended consequences, adaptive leadership, ethical tensions, and the
realities of working within complex environments. Again and again, we have discovered that wicked problems
resist simple solutions, challenge our assumptions, and often refuse to behave the way we expect.
This week focuses on resistance, disruption, failure, and transformation.
Wicked systems do not resist change because people are unwilling to improve things. More often, systems
resist change because change threatens existing structures, relationships, identities, routines, incentives, and
sources of stability. Even when stakeholders agree that a problem exists, they may disagree on its causes, its
consequences, or what should happen next.
Through this week's readings, podcast, and videos, we will explore leadership as an adaptive, sometimes
uncomfortable practice. We will examine how systems respond when individuals challenge existing norms,
introduce new ideas, or attempt to shift entrenched patterns. We will also consider how communication,
storytelling, language, and framing influence the ways people understand and respond to complex problems.
Importantly, this week invites us to reconsider our understanding of failure. Within wicked systems, failure is not
always evidence of incompetence or poor leadership. Often, failure reveals hidden assumptions, competing
priorities, system resistance, unintended consequences, and opportunities for learning. Progress within complex
systems is rarely linear. More often, it emerges through experimentation, disruption, adaptation, reflection, and
re-engagement.
As you engage with this week's materials, consider:
Why do systems resist change?
What tensions or losses emerge when people challenge existing systems?
How do communication, framing, and storytelling shape engagement with complex issues?
What can failure reveal about systems that success sometimes hides?
How can disruption become a source of learning, adaptation, and transformation?
As you complete your final journal and continue preparing your Wicked Problem Strategy Presentation, this
week encourages you to move beyond analyzing systems and begin reflecting on the human experience of
engaging complexity. The goal is not to eliminate uncertainty, but to better understand how individuals,
organizations, and communities navigate it.
Appreciatively,
Course Chat
Christie & Dr. Wedaman
Send
**## WickedProblemFinalPresentationTemplate.pptx**
WICKED PROBLEMS
Slide 1 — Title Slide
Wicked Problem Title
Student Name
Course Title
Reminder: The goal of this presentation is not to solve the wicked problem. Rather, it is to demonstrate your understanding of the system and propose a way forward drawing on course materials and your Wicked Problem Journal Series (Weeks 1–7).
DEFINING AND FRAMING THE WICKED PROBLEM
Slide 2 — Introducing the Wicked Problem
What is the Wicked problem?
How is the problem currently defined by different groups?
What makes this issue difficult to solve or even define?
Why does the problem continue despite previous efforts to address it?
What makes this issue important to individuals, organizations, or society?
Why does it matter to me?
CONTEXT
Slide 3 — What is the Context (organizational, cultural, patterns)?
What systems contribute to or sustain the problem?
How are these systems interconnected?
What historical, political, economic, or social factors shaped the issue?
What patterns help explain why the problem persists?
What is the human context, cost, effect on people and communities?
STAKEHOLDER ANALYSIS
Slide 4 — Stakeholder Analysis
Identify the key stakeholders (who is involved)?
Who benefits from the current state?
Who is most negatively impacted?
Where do stakeholder priorities align?
Where are they in conflict?
INFLUENCE, PRESSURE, AND CONSTRAINTS
Slide 5 — Influence, Pressure, and Constraints
What forces maintain the status quo?
What systems barriers make change difficult?
Where does resistance originate?
How do communication, policy, resources, or organizational structures influence outcomes?
Are the issues or constraints that make collaboration difficult?
Ethical, justice, and inclusionary dimensions
Slide 7 — Ethical, Justice, and Inclusionary Dimensions
Who has a voice in decisions related to this issue?
Whose perspectives are marginalized or excluded?
How does power operate within this system?
What ethical tensions emerge when addressing the problem?
How are equity and inclusion affected?
Strategic engagement & possibilities
Slide 9 — Strategic Engagement and Possibilities
Where might meaningful leverage points exist?
What small actions could be attempted?
What partnerships or collaborations might create movement?
How could experimentation support learning?
What risks or tradeoffs should be anticipated?
What unexpected partners are necessary for success?
Your plan
Slide 11 — Summarize Your Plan
What do you propose as a high-level and realistic path forward?
What does responsible and ongoing engagement look like?
What questions remain unanswered?
What role might leaders, communities, or stakeholders play?
What obstacles do you foresee?
How will you overcome these obstacles?
reflection
Slide 10 — Reflection and Evolving Understanding
What assumptions did you hold at the beginning of the course?
How has your understanding of the problem changed?
What surprised you most?
What remains uncertain?
How has your perspective on leadership or change evolved?
Which aspects of your plan will be most challenging for you, personally?
references
Slide 12 — References
APA 7 references
Thank you
## image1.jpeg
## image2.jpeg
**Screenshot2026-06-30at12.47.13PM.png**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/screenshot2026-06-30at12-47-13pm-png)
**Screenshot2026-06-30at12.48.32PM.png**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/screenshot2026-06-30at12-48-32pm-png)
**Screenshot2026-06-30at12.48.32PM.png**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/screenshot2026-06-30at12-48-32pm-png)
**## FinalProjectPresentationRubric-WickedProblemStrategyPresentationRubric.pdf**
Final Project: Wicked Problem Strategy Presentation Rubric (follow the PowerPoint
Template for Final Project Submission)
Component (may use Journals 1-7
for Final Project) Points
Clearly defines and frames the Wicked
Problem
10
Explains the context of the Wicked
Problem (systems, factors, patterns)
10
Identifies key stakeholders and
competing stakeholder perspectives
10
Addresses influence, pressure, and
constraints
10
Discusses ethical, justice, and
inclusionary dimensions
Discusses strategic engagement and
possibilities
10
Discusses/summarizes your proposed
plan – path forward
15
Discusses reflection, evolving
understanding, and integration of
course learning
15
Presentation organization, delivery,
professionalism, visuals, engagement,
and APA citations/references
20
Total 100
Final Presentation Expectations:
• Maximum presentation length: 15 minutes
• Presentation may synthesize the 7-part journal process (not required)
• Use visuals intentionally; avoid text-heavy slides
• Integrate course concepts, systems thinking, stakeholder analysis, and engagement
throughout
• APA 7 citations and references required
• The goal is not to solve the wicked problem, but to demonstrate thoughtful engagement
with complexity
**## Week7_Overview_LP748-L1_LeadershipandSystemApproachestoWickedProblems.pdf**
Week 7: Overview
Week 7 Overview: Storytelling and Wicked Problems
Helo everyone and welcome to Week 7.
As we move into the final stretch of the semester, we shift our attention from understanding wicked systems to
exploring what it actually feels like to engage them. Throughout this course, we have examined stakeholder
complexity, systems dynamics, unintended consequences, adaptive leadership, ethical tensions, and the
realities of working within complex environments. Again and again, we have discovered that wicked problems
resist simple solutions, challenge our assumptions, and often refuse to behave the way we expect.
This week focuses on resistance, disruption, failure, and transformation.
Wicked systems do not resist change because people are unwilling to improve things. More often, systems
resist change because change threatens existing structures, relationships, identities, routines, incentives, and
sources of stability. Even when stakeholders agree that a problem exists, they may disagree on its causes, its
consequences, or what should happen next.
Through this week's readings, podcast, and videos, we will explore leadership as an adaptive, sometimes
uncomfortable practice. We will examine how systems respond when individuals challenge existing norms,
introduce new ideas, or attempt to shift entrenched patterns. We will also consider how communication,
storytelling, language, and framing influence the ways people understand and respond to complex problems.
Importantly, this week invites us to reconsider our understanding of failure. Within wicked systems, failure is not
always evidence of incompetence or poor leadership. Often, failure reveals hidden assumptions, competing
priorities, system resistance, unintended consequences, and opportunities for learning. Progress within complex
systems is rarely linear. More often, it emerges through experimentation, disruption, adaptation, reflection, and
re-engagement.
As you engage with this week's materials, consider:
Why do systems resist change?
What tensions or losses emerge when people challenge existing systems?
How do communication, framing, and storytelling shape engagement with complex issues?
What can failure reveal about systems that success sometimes hides?
How can disruption become a source of learning, adaptation, and transformation?
As you complete your final journal and continue preparing your Wicked Problem Strategy Presentation, this
week encourages you to move beyond analyzing systems and begin reflecting on the human experience of
engaging complexity. The goal is not to eliminate uncertainty, but to better understand how individuals,
organizations, and communities navigate it.
Appreciatively,
Course Chat
Christie & Dr. Wedaman
Send
**## WickedProblemFinalPresentationTemplate.pptx**
WICKED PROBLEMS
Slide 1 — Title Slide
Wicked Problem Title
Student Name
Course Title
Reminder: The goal of this presentation is not to solve the wicked problem. Rather, it is to demonstrate your understanding of the system and propose a way forward drawing on course materials and your Wicked Problem Journal Series (Weeks 1–7).
DEFINING AND FRAMING THE WICKED PROBLEM
Slide 2 — Introducing the Wicked Problem
What is the Wicked problem?
How is the problem currently defined by different groups?
What makes this issue difficult to solve or even define?
Why does the problem continue despite previous efforts to address it?
What makes this issue important to individuals, organizations, or society?
Why does it matter to me?
CONTEXT
Slide 3 — What is the Context (organizational, cultural, patterns)?
What systems contribute to or sustain the problem?
How are these systems interconnected?
What historical, political, economic, or social factors shaped the issue?
What patterns help explain why the problem persists?
What is the human context, cost, effect on people and communities?
STAKEHOLDER ANALYSIS
Slide 4 — Stakeholder Analysis
Identify the key stakeholders (who is involved)?
Who benefits from the current state?
Who is most negatively impacted?
Where do stakeholder priorities align?
Where are they in conflict?
INFLUENCE, PRESSURE, AND CONSTRAINTS
Slide 5 — Influence, Pressure, and Constraints
What forces maintain the status quo?
What systems barriers make change difficult?
Where does resistance originate?
How do communication, policy, resources, or organizational structures influence outcomes?
Are the issues or constraints that make collaboration difficult?
Ethical, justice, and inclusionary dimensions
Slide 7 — Ethical, Justice, and Inclusionary Dimensions
Who has a voice in decisions related to this issue?
Whose perspectives are marginalized or excluded?
How does power operate within this system?
What ethical tensions emerge when addressing the problem?
How are equity and inclusion affected?
Strategic engagement & possibilities
Slide 9 — Strategic Engagement and Possibilities
Where might meaningful leverage points exist?
What small actions could be attempted?
What partnerships or collaborations might create movement?
How could experimentation support learning?
What risks or tradeoffs should be anticipated?
What unexpected partners are necessary for success?
Your plan
Slide 11 — Summarize Your Plan
What do you propose as a high-level and realistic path forward?
What does responsible and ongoing engagement look like?
What questions remain unanswered?
What role might leaders, communities, or stakeholders play?
What obstacles do you foresee?
How will you overcome these obstacles?
reflection
Slide 10 — Reflection and Evolving Understanding
What assumptions did you hold at the beginning of the course?
How has your understanding of the problem changed?
What surprised you most?
What remains uncertain?
How has your perspective on leadership or change evolved?
Which aspects of your plan will be most challenging for you, personally?
references
Slide 12 — References
APA 7 references
Thank you
## image1.jpeg
## image2.jpeg
**Screenshot2026-06-30at12.47.13PM.png**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/screenshot2026-06-30at12-47-13pm-png)
**Screenshot2026-06-30at12.48.32PM.png**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/screenshot2026-06-30at12-48-32pm-png)
**## FinalProjectPresentationRubric-WickedProblemStrategyPresentationRubric.pdf**
Final Project: Wicked Problem Strategy Presentation Rubric (follow the PowerPoint
Template for Final Project Submission)
Component (may use Journals 1-7
for Final Project) Points
Clearly defines and frames the Wicked
Problem
10
Explains the context of the Wicked
Problem (systems, factors, patterns)
10
Identifies key stakeholders and
competing stakeholder perspectives
10
Addresses influence, pressure, and
constraints
10
Discusses ethical, justice, and
inclusionary dimensions
Discusses strategic engagement and
possibilities
10
Discusses/summarizes your proposed
plan – path forward
15
Discusses reflection, evolving
understanding, and integration of
course learning
15
Presentation organization, delivery,
professionalism, visuals, engagement,
and APA citations/references
20
Total 100
Final Presentation Expectations:
• Maximum presentation length: 15 minutes
• Presentation may synthesize the 7-part journal process (not required)
• Use visuals intentionally; avoid text-heavy slides
• Integrate course concepts, systems thinking, stakeholder analysis, and engagement
throughout
• APA 7 citations and references required
• The goal is not to solve the wicked problem, but to demonstrate thoughtful engagement
with complexity
**## Week7_Overview_LP748-L1_LeadershipandSystemApproachestoWickedProblems.pdf**
Week 7: Overview
Week 7 Overview: Storytelling and Wicked Problems
Helo everyone and welcome to Week 7.
As we move into the final stretch of the semester, we shift our attention from understanding wicked systems to
exploring what it actually feels like to engage them. Throughout this course, we have examined stakeholder
complexity, systems dynamics, unintended consequences, adaptive leadership, ethical tensions, and the
realities of working within complex environments. Again and again, we have discovered that wicked problems
resist simple solutions, challenge our assumptions, and often refuse to behave the way we expect.
This week focuses on resistance, disruption, failure, and transformation.
Wicked systems do not resist change because people are unwilling to improve things. More often, systems
resist change because change threatens existing structures, relationships, identities, routines, incentives, and
sources of stability. Even when stakeholders agree that a problem exists, they may disagree on its causes, its
consequences, or what should happen next.
Through this week's readings, podcast, and videos, we will explore leadership as an adaptive, sometimes
uncomfortable practice. We will examine how systems respond when individuals challenge existing norms,
introduce new ideas, or attempt to shift entrenched patterns. We will also consider how communication,
storytelling, language, and framing influence the ways people understand and respond to complex problems.
Importantly, this week invites us to reconsider our understanding of failure. Within wicked systems, failure is not
always evidence of incompetence or poor leadership. Often, failure reveals hidden assumptions, competing
priorities, system resistance, unintended consequences, and opportunities for learning. Progress within complex
systems is rarely linear. More often, it emerges through experimentation, disruption, adaptation, reflection, and
re-engagement.
As you engage with this week's materials, consider:
Why do systems resist change?
What tensions or losses emerge when people challenge existing systems?
How do communication, framing, and storytelling shape engagement with complex issues?
What can failure reveal about systems that success sometimes hides?
How can disruption become a source of learning, adaptation, and transformation?
As you complete your final journal and continue preparing your Wicked Problem Strategy Presentation, this
week encourages you to move beyond analyzing systems and begin reflecting on the human experience of
engaging complexity. The goal is not to eliminate uncertainty, but to better understand how individuals,
organizations, and communities navigate it.
Appreciatively,
Course Chat
Christie & Dr. Wedaman
Send
**## WickedProblemFinalPresentationTemplate.pptx**
WICKED PROBLEMS
Slide 1 — Title Slide
Wicked Problem Title
Student Name
Course Title
Reminder: The goal of this presentation is not to solve the wicked problem. Rather, it is to demonstrate your understanding of the system and propose a way forward drawing on course materials and your Wicked Problem Journal Series (Weeks 1–7).
DEFINING AND FRAMING THE WICKED PROBLEM
Slide 2 — Introducing the Wicked Problem
What is the Wicked problem?
How is the problem currently defined by different groups?
What makes this issue difficult to solve or even define?
Why does the problem continue despite previous efforts to address it?
What makes this issue important to individuals, organizations, or society?
Why does it matter to me?
CONTEXT
Slide 3 — What is the Context (organizational, cultural, patterns)?
What systems contribute to or sustain the problem?
How are these systems interconnected?
What historical, political, economic, or social factors shaped the issue?
What patterns help explain why the problem persists?
What is the human context, cost, effect on people and communities?
STAKEHOLDER ANALYSIS
Slide 4 — Stakeholder Analysis
Identify the key stakeholders (who is involved)?
Who benefits from the current state?
Who is most negatively impacted?
Where do stakeholder priorities align?
Where are they in conflict?
INFLUENCE, PRESSURE, AND CONSTRAINTS
Slide 5 — Influence, Pressure, and Constraints
What forces maintain the status quo?
What systems barriers make change difficult?
Where does resistance originate?
How do communication, policy, resources, or organizational structures influence outcomes?
Are the issues or constraints that make collaboration difficult?
Ethical, justice, and inclusionary dimensions
Slide 7 — Ethical, Justice, and Inclusionary Dimensions
Who has a voice in decisions related to this issue?
Whose perspectives are marginalized or excluded?
How does power operate within this system?
What ethical tensions emerge when addressing the problem?
How are equity and inclusion affected?
Strategic engagement & possibilities
Slide 9 — Strategic Engagement and Possibilities
Where might meaningful leverage points exist?
What small actions could be attempted?
What partnerships or collaborations might create movement?
How could experimentation support learning?
What risks or tradeoffs should be anticipated?
What unexpected partners are necessary for success?
Your plan
Slide 11 — Summarize Your Plan
What do you propose as a high-level and realistic path forward?
What does responsible and ongoing engagement look like?
What questions remain unanswered?
What role might leaders, communities, or stakeholders play?
What obstacles do you foresee?
How will you overcome these obstacles?
reflection
Slide 10 — Reflection and Evolving Understanding
What assumptions did you hold at the beginning of the course?
How has your understanding of the problem changed?
What surprised you most?
What remains uncertain?
How has your perspective on leadership or change evolved?
Which aspects of your plan will be most challenging for you, personally?
references
Slide 12 — References
APA 7 references
Thank you
## image1.jpeg
## image2.jpeg
**Screenshot2026-06-30at12.47.13PM.png**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/screenshot2026-06-30at12-47-13pm-png)
**Screenshot2026-06-30at12.48.32PM.png**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/screenshot2026-06-30at12-48-32pm-png)