Transcoherence Labels and wicked problems

Changing a label is not necessarily a waste of time. It can encourage people to think differently and more clearly. Labels are based in belief or thought systems such as life views, conceptual frameworks and ideologies. If tackling wicked problems requires teams with many voices represented, then th...

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Bibliographic Details
Published inIndependent Thinking in an Uncertain World pp. 224 - 241
Main Author Ashhurst, Craig A.
Format Book Chapter
LanguageEnglish
Published Routledge 2019
Edition1
Subjects
Acquired Immuno Deficiency Syndrome
Collective Coherence
Diverse Team
Open Air Slaughtering
NSW Department
LSP
AIDS
Mountain Gorillas
Wicked Problems
Place Based Case Studies
Australian National University
Immuno Deficiency
Learning Cycle
Nelson Mandela
Common Logic
Young Men
Common Language
Crossbar
Cystic Echinococcosis
Energy Source
Social Learning Cycle
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Summary:Changing a label is not necessarily a waste of time. It can encourage people to think differently and more clearly. Labels are based in belief or thought systems such as life views, conceptual frameworks and ideologies. If tackling wicked problems requires teams with many voices represented, then there is a high probability that conflict will arise along fault lines of difference between team members. A transcoherent approach to team interaction places the emphasis on the relationships between group members and not just a person's individual expertise. New labels can be helpful when trying to deal with new types of problem. Wicked problems require a response that includes all the relevant voices. A multidimensional T-shaped expert will recognize that humans are themselves multidimensional, having different ways of understanding their world and relating to others in a rich, complex manner.
ISBN:1138387223
9781138387218
9781138387225
1138387215
DOI:10.4324/9780429426407-13