[ Wicked problems are ] social problems which are ill formulated, where the information is confusing, where there are many clients and decision-makers with conflicting values, and where the ramifications in the whole system are thoroughly confusing.

Management problems are not respecters of the company organization, nor of the talents of the people appointed to solve them.

Perhaps the most difficult ethical problem of the scientific community arises not so much from conflict with other subcultures as from its own success. Nothing fails like success because we don't learn from it. We learn only from failure.

My profession often gets bad press for a variety of sins, both actual and imagined: arrogance, venality, insensitivity to moral issues about the use of knowledge, pandering to sources of funding with insufficient worry about attendant degradation of values. As an advocate for science, I plead “mildly guilty now and then” to all these charges. Scientists are human beings subject to all the foibles and temptations of ordinary life. Some of us are moral rocks; others are reeds. I like to think (though I have no proof) that we are better, on average, than members of many other callings on a variety of issues central to the practice of good science: willingness to alter received opinion in the face of uncomfortable data, dedication to discovering and publicizing our best and most honest account of nature's factuality, judgment of colleagues on the might of their ideas rather than the power of their positions.

Misapprehensions about the crucial question of whether Management constitutes a scientific discipline stem, in my view, from the multiplicity of perspectives involved: theoretical; normative; technical/educational; and practical. This makes is far too easy for critics to deride practical advice developed in this field, something they assimilate far too readily (and erroneously) with ready-made solutions, ignoring the epistemological vision underlying all management studies.

In particular, to suggest that the creature which is measurably superior in any particular respect is ipso facto morally superior is bad science (since it is not in the brief of science to make such judgments) and also bad moral philosophy (since this is merely a variation on the deeply suspect theme of “might makes right”).

The trouble isn't so much that we don't know enough, but it's as if we aren't good enough. The trouble isn't so much that our scientific genius lags behind, but our moral genius lags behind. The great problem facing modern man is that, that the means by which we live have outdistanced the spiritual ends for which we live. So we find ourselves caught in a messed-up world. The problem is with man himself and man's soul. We haven't learned how to be just and honest and kind and true and loving. And that is the basis of our problem. The real problem is that through our scientific genius we've made of the world a neighborhood, but through our moral and spiritual genius we've failed to make of it a brotherhood. And the great danger facing us today is not so much the atomic bomb that was created by physical science. Not so much that atomic bomb that you can put in an aeroplane and drop on the heads of hundreds and thousands of people — as dangerous as that is. But the real danger confronting civilization today is that atomic bomb which lies in the hearts and souls of men, capable of exploding into the vilest of hate and into the most damaging selfishness — that's the atomic bomb that we've got to fear today. Problem is with the men. Within the heart and the souls of men. That is the real basis of our problem.

There is nothing more common than transforming a duty which inconveniences us into an "ethical problem."

One cannot help but be struck by the diversity that characterizes efforts to study the management process. If it is true that psychologists like to study personality traits in terms of a person's reactions to objects and events, they could not choose a better stimulus than management science. Some feel it is a technique, some feel it is a branch of mathematics, or of mathematical economics, or of the "behavioral sciences," or of consultation services, or just so much nonsense. Some feel it is for management (vs. labor), some feel it ought to be for the good of mankind — or for the good of underpaid professors.

Managers are not confronted with problems that are independent of each other, but with dynamic situations that consist of complex systems of changing problems that interact with each other. I call such situations messes. Problems are extracted from messes by analysis. Managers do not solve problems, they manage messes.

The great problem of our time is moral, intellectual, and spiritual. With a superfluity of goods we are sinking into poverty. With a multitude of gadgets we are no happier than we were before. With a declining death rate we have yet to discover what to do with our lives. With a hatred of war we are now deeply engaged in the greatest war in history. With a love of liberty we see much of the world in chains.

The problem of quality management is not what people don't know about it. The problem is what the think they do know.

Wherever there is the slightest possibility for the human mind to know, there is a legitimate problem of science. Outside the field of actual knowledge can only lie a region of the vaguest opinion and imagination, to which... men too often... pay higher respect than to knowledge.

Management experts can do much harm simply by being doctrinaire when, because of some customarily accepted formula, they tear apart established ways of doing things even though the existing structure is producing satisfactory results. They evidence a form of professional conceit-not confined to them by any means-which contributes invariably to the bad opinion which many successful executives hold of the management expert. It is a serious thing to operate on a going concern, because an institution is made up of people with established ways of doing things; people who, in consequence, develop certain institutional attachments which are an important part of institutional success. They are like the traditions of a family. Men take pride in them.