VISVESVARAYA TECHNOLOGICAL

UNIVERSITY
JNANA SANGAMA, BELAGAVI-590018

“TECHNICAL SEMINAR”
On

“An Intelligent Approach For The Dilemmas in a

General Theory of Planning ”
Submitted in partial fulfillment of the requirements for the award of degree

of

BACHELOR OF ENGINEERING
IN
ARTIFICIAL INTELLIGENCE & DATA SCIENCE
BY
Shaik Shariff
1EP21AD048
under the guidance of

POOJA PP
Assistant Professor
Dept of AI&DS, EPCET.

Department of Artificial Intelligence and Data Science

Approved by AICTE New Delhi Affiliated to VTU, Belagavi,

Virgo Nagar, Bengaluru-560049

2023-24.

Dept of AI&DS 2024-25 1

 Department of Artificial Intelligence and Data Science
Approved by AICTE New Delhi Affiliated to VTU, Belagavi,

Virgo Nagar, Bengaluru-560049.

CERTIFICATE

This is to certify that the Technical Seminar Work entitled “An Intelligent Approach for
The Dilemmas in General Theory of Planning” is a bona fide work carried out by
SHAIK SHARIFF, bearing USN 1EP21AD048 in partial fulfillment for the award of
Bachelor of Engineering in Artificial Intelligence and Data Science department under
Visvesvaraya Technological University, Belagavi during the year 2024-25. It is certified
that all the corrections/suggestions indicated in the Internal Assesment have been incorporated
in the report and submitted in the department library. This Internship report has been approved
as it satisfies the academic requirements in respect of Technical Seminar prescribed for the
award of the said degree.

GUIDE HOD PRINCIPAL

POOJA PP Dr. ANAND R Dr. MRITYUNJAYA LATTE

Assistant Professor EPCET EPCET

Examiners

Name of the Examiners Signature with date

1.

2.

Dept of AI&DS 2024-25 2

 ACKNOWLEDGEMENT

Any achievement, be it scholastic or otherwise does not depend solely on the individual efforts
but on the guidance, encouragement and cooperation of intellectuals, elders and friends. I
would like to take this opportunity to think them all.

First and foremost, I would like to express our sincere regards and thanks to Mr. Pramod
Gowda and Mr. Rajiv Gowda, CEOs, East Point Group of Institutes, Bangalore, for providing
necessary infrastructure and creating good environment.

I express my gratitude to Dr. Prakash S, Senior Vice President, EPGI and Dr. Mrityunjaya
Latte, Principal, EPCET who has always been a great source of inspiration.

I express my sincere regards and thanks to Dr. Anand R, Associate Professor and Head of the
Department Artificial Intelligence and Data Science, EPCET, Bangalore, for his
encouragement and support.

I am obliged to Renuka P, Assistant Professor, Department of Artificial Intelligence and Data

Science, who rendered valuable assistance as the seminar coordinator.

I am grateful to acknowledge the guidance and encouragement given to me by POOJA PP,

Assistant Professor, Department of Artificial Intelligence and Data Science, EPCET,
Bangalore, who has rendered a valuable assistance.

I also extend my thanks to the entire faculty of the Department of Artificial Intelligence and
Data Science, EPCET, Bangalore, who have encouraged me throughout the course of the
internship.

Last, but not the least, I would like to thank my family and friends for their input to improve
the internship.

Name : Shaik Shariff

USN: 1EP21AD048

Dept of AI&DS 2024-25 3

 CONTENT

SL. no TITLE Page. no

1. INTRODUCTION 07

2. OBJECTIVES 08

3. PROBLEM STATEMENT 11

4. METHODOLOGY 12

5. ADVANTAGES & LIMITATIONS 17

6. CONCLUSION 19

7. REFERENCE 20

4
Dept of AI&DS 2024-25
 ABSTRACT

This paper explores the fundamental challenges in planning and policy-making, emphasizing the nature
of "wicked problems" as opposed to "tame" problems. Wicked problems, as defined by Rittel and
Webber, are inherently complex, lack definitive formulations, and do not have clear-cut solutions.
Unlike scientific or engineering problems, which can be objectively analyzed and solved, wicked
problems involve multiple stakeholders with conflicting interests, making it impossible to arrive at
universally accepted solutions.

The authors argue that the traditional scientific approach to problem-solving, which relies on well-
defined problems and systematic methodologies, is insufficient for tackling social policy issues. In a
pluralistic society, there is no single definition of the public good, and policies cannot be evaluated using
objective truth criteria. Instead, solutions to wicked problems must be assessed based on their relative
effectiveness, ethical considerations, and their impact on different groups. Furthermore, solutions are
never final, as every attempt to address a wicked problem results in new and often unforeseen challenges,
requiring continuous iteration and adaptation.

A key insight from the paper is that problem definition and solution generation are intertwined processes.
Understanding a wicked problem requires exploration and engagement with possible solutions, as new
insights emerge throughout the decision-making process. The authors highlight several characteristics
of wicked problems, including their uniqueness, the impossibility of trial-and-error learning, and the
lack of clear stopping rules. Unlike traditional problem-solving, which assumes an optimal solution can
be reached, planning for wicked problems requires ongoing dialogue, negotiation, and compromise
among diverse stakeholders.

The paper critiques the limitations of technocratic and expert-driven approaches to planning,
emphasizing that professionals cannot operate as detached problem-solvers. Instead, they must
acknowledge their role within a broader political and social context. As societies become increasingly
complex and diverse, addressing wicked problems necessitates an approach that is flexible, participatory,
and responsive to the evolving needs of different communities.

Ultimately, the study challenges conventional planning paradigms and calls for a shift towards a more
interactive and inclusive model of governance. By recognizing the inherent difficulties of wicked
problems, policymakers and planners can develop more realistic strategies that acknowledge uncertainty,
encourage stakeholder engagement, and embrace the continuous evolution of problem-solving
frameworks.

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CHAPTER 1

INTRODUCTION

In the field of planning and policy-making, addressing complex societal challenges has proven to be one
of the most difficult tasks for professionals and decision-makers. Unlike structured technical problems,
which can be clearly defined and solved using established methodologies, social issues are inherently
complex, interwoven with multiple factors, and influenced by diverse and often conflicting interests.
Horst Rittel and Melvin Webber introduced the concept of "wicked problems" to highlight the
fundamental differences between the challenges encountered in social planning and those typically
addressed by science and engineering. Unlike "tame" problems, which have clear solutions, wicked
problems are open-ended, dynamic, and lack a definitive resolution.

Wicked problems are characterized by their resistance to straightforward solutions. They have no clear
problem statement, as each stakeholder may perceive the issue differently. Moreover, every attempted
solution leads to new consequences, often creating further complexities. For example, urban
development projects aimed at improving housing and infrastructure may inadvertently lead to issues
such as gentrification and displacement of lower-income communities. Similarly, environmental policies
designed to address climate change must balance economic growth, industry regulations, and social
equity, making it impossible to satisfy all parties involved. Because wicked problems lack a clear
stopping rule, decision-makers must constantly adapt and refine their strategies in response to evolving
conditions and stakeholder feedback.

Traditional problem-solving methods, rooted in scientific and engineering disciplines, assume that
problems can be clearly defined, analyzed, and resolved through systematic processes. However, these
approaches fall short in the context of wicked problems, where multiple variables interact in
unpredictable ways. Unlike scientific experiments that allow for trial and error, wicked problems do not
permit straightforward testing of solutions. Every intervention carries significant real-world
consequences, and once a decision is made, it cannot be undone without further repercussions. As a
result, planners and policymakers must navigate uncertainty, ethical considerations, and competing
interests to develop solutions that are practical, equitable, and adaptable.

In a pluralistic society, where individuals and groups hold diverse values and priorities, it becomes
increasingly difficult to define what constitutes the "right" solution to a given problem. What benefits
one group may be detrimental to another, leading to ongoing debates and political conflicts. This
necessitates a shift in the way planning and policy-making are approached. Instead of seeking an optimal
solution, decision-makers must embrace collaborative and participatory models that engage various
stakeholders in the problem-solving process. This approach recognizes that wicked problems.

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6
CHAPTER 2

OBJECTIVES
1. Understanding the Nature of Wicked Problems

2. Analyzing the Challenges of Planning in a Complex Society

3. Evaluating the Role of Professionals in Planning

4. Investigating Decision-Making Processes in Planning

5. Addressing the Ethical and Practical Dilemmas in Policy Sciences

6. Proposing a New Approach to Addressing Wicked Problems

1. Understanding the Nature of Wicked Problems

• Define wicked problems and distinguish them from tame problems in policy-making.
• Explain why wicked problems are inherently complex, lacking clear problem formulations and
definitive solutions.
• Illustrate how wicked problems are deeply interconnected with societal, political, and economic
factors.

2. Analyzing the Challenges of Planning in a Complex Society

• Explore the limitations of applying scientific and engineering approaches to social planning.
• Discuss how traditional problem-solving methodologies fail when dealing with open-ended,
value-laden issues.
• Examine the role of pluralistic societies and conflicting value systems in complicating decision-
making.

3. Evaluating the Role of Professionals in Planning

• Critique the traditional view of experts as problem solvers, highlighting their limitations in
addressing wicked problems.
• Discuss how professionalism and expertise in policy-making have evolved in response to
public skepticism.
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 • Analyze the relationship between government policies and public trust, particularly in the
context of planning failures.

4. Investigating Decision-Making Processes in Planning

• Explain the iterative and argumentative nature of planning processes.

• Discuss why planning cannot be broken down into distinct phases (such as problem
identification, analysis, and solution).
• Examine how decision-makers must continuously adapt to new challenges and stakeholder
perspectives.

5. Addressing the Ethical and Practical Dilemmas in Policy Sciences

• Identify ethical concerns in policy-making, including issues of equity, fairness, and unintended
consequences.
• Explore the political nature of planning and how different interest groups influence decision-
making.
• Highlight the difficulties in measuring success or failure when dealing with wicked problems.

6. Proposing a New Approach to Addressing Wicked Problems

• Suggest that planning should be seen as a continuous learning process rather than a linear
problem-solving activity.
• Advocate for a more flexible, adaptive, and participatory approach in decision-making.
• Emphasize the importance of stakeholder engagement and critical debate in shaping policies.

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CHAPTER 3

PROBLEM STATEMENT

Traditional problem-solving methods fail to address wicked problems in planning and policy-making.
These problems are ill-defined, lack definitive solutions, and involve conflicting stakeholder
interests. Unlike scientific and engineering challenges, social issues cannot be solved with fixed
methodologies. The complex, evolving nature of societal problems demands an iterative,
participatory, and adaptive approach rather than a rigid, linear framework.

The problem statement in the document highlights that planning problems, particularly in social policy,
are inherently "wicked"—they are complex, ill-defined, and lack clear solutions. Unlike scientific or
engineering problems, these issues cannot be definitively described or solved objectively. The challenge
lies in conflicting values, evolving societal needs, and the absence of a universal metric for success.
Traditional scientific approaches fail to address these problems effectively, necessitating a more
adaptive, participatory, and iterative approach to planning and decision-making.

• Wicked Nature of Planning Problems

• Absence of Definitive Solutions
• Interconnected and Evolving Issues
• Conflicting Values and Stakeholders
• Trial-and-Error is Risky
• No Universal Framework for Decision-Making
• Dynamic and Unpredictable Consequences

Wicked Nature of Planning Problems

1. Social policy and planning problems are inherently complex and ill-defined.
2. Unlike scientific or engineering problems, they lack clear definitions and solutions.

Absence of Definitive Solutions

1. These problems do not have a single, correct answer.

2. Solutions are not true or false but rather good or bad, depending on perspectives.

Interconnected and Evolving Issues

1. Planning problems are interdependent, and addressing one aspect can create new
challenges elsewhere.
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 2. Problems evolve over time, making static solutions ineffective.

Conflicting Values and Stakeholders

1. In a pluralistic society, different groups have conflicting interests and definitions of

equity.
2. What benefits one group may be detrimental to another.

Trial-and-Error is Risky

1. Unlike controlled experiments, planners cannot test solutions in isolation.

2. Every decision has real-world consequences, making mistakes costly and sometimes
irreversible

No Universal Framework for Decision-Making

1. There is no single approach or methodology that can effectively resolve wicked problems.
2. Traditional scientific and engineering models fail to address societal complexities.

Dynamic and Unpredictable Consequences

1. Solutions generate long-term ripple effects, which cannot always be predicted or

controlled.
2. The effectiveness of any intervention is often uncertain until after implementation.

1. Ill-Defined Nature – Wicked problems have no definitive statement, making it difficult to frame
them objectively.
2. No Universal Solution – There is no single correct answer, as solutions are subjective and
context-dependent.
3. Interdependence of Issues – Addressing one aspect of a problem may create unintended
consequences elsewhere.
4. Stakeholder Conflicts – Multiple interest groups with opposing views make consensus-building
challenging.
5. Dynamic and Evolving Problems – Wicked problems change over time, requiring continuous
monitoring and adaptation.

1. AI and Machine Learning in Decision-Making

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 • Predictive Analytics: AI can analyze large datasets to identify patterns and forecast possible
future outcomes.
• Natural Language Processing (NLP): AI-driven sentiment analysis helps assess public
opinions and stakeholder concerns.
• Optimization Algorithms: Machine learning models can generate optimized solutions based on
historical data and real-time inputs.

2. Participatory and Collaborative Decision-Making

• Stakeholder Engagement Platforms: Digital forums and AI-driven dialogue mapping help
integrate diverse perspectives.
• Consensus-Building Models: Tools like Delphi Method and Group Decision Support
Systems (GDSS) facilitate structured discussions.

3. Data-Driven Policy Formulation

• Big Data Analytics: Real-time data from sensors, social media, and surveys improve situational
awareness.
• Scenario Planning: AI-generated simulations test multiple policy interventions before
implementation.

4. Adaptive and Iterative Planning Models

• Agile Governance Frameworks: Policies should be flexible and continuously refined based on
real-time feedback.
• Cyber-Physical Systems: IoT (Internet of Things) and AI integration enhance monitoring and
response strategies.

5. Ethical and Human-Centered AI in Planning

• Bias Mitigation: AI algorithms should be transparent and regularly audited to avoid

discrimination.
• Fairness and Inclusivity: Decision-making frameworks should prioritize social equity and
justice.

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While they may share similarities with past challenges, each problem has distinctive factors that demand
customized approaches. Moreover, wicked problems are often symptoms of deeper underlying issues.
For example, crime in a city may be attributed to poverty, lack of education, or ineffective law
enforcement, and each explanation leads to a different policy response. The way a problem is framed
determines how it is addressed, making objective analysis difficult.
The increasing pluralism of modern societies further complicates planning efforts. Unlike in the past,
where a broad social consensus on public policy might have been possible, contemporary societies are
diverse, with multiple groups pursuing different and sometimes conflicting goals. This makes it nearly
impossible to define a single "public good" that satisfies everyone. Traditional planning approaches,
which rely on expert knowledge and scientific methods, are insufficient because they fail to account for
the political and subjective dimensions of decision-making.
Ultimately, Rittel and Webber emphasize that planners are not neutral problem-solvers but political
actors whose decisions affect different groups in different ways. They conclude that there is no
overarching theory that can guide planners toward the "best" solutions for wicked problems. Instead,
planning must be an ongoing, adaptive process that engages with diverse perspectives and continuously
refines its approach based on new insights and changing conditions.

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CHAPTER 4

METHODOLOGY

Understanding the Complexity

1. Recognizing that planning problems are ill-defined and cannot be solved using
conventional scientific methods.
2. Accepting that there is no definitive problem statement or single correct solution.

Iterative and Adaptive Approach

1. Solutions must be continuously adjusted based on new insights and stakeholder

feedback.
2. Decision-making should involve learning from past actions rather than fixed problem-
solving models.

Stakeholder Involvement

1. Wicked problems require collaborative decision-making among multiple stakeholders.

2. Engaging diverse groups ensures that different perspectives and conflicting values are
considered.

Context-Specific Strategies

1. Since solutions cannot be generalized, each problem must be contextually analyzed.

2. Planning should be flexible and responsive to evolving societal needs.

No Trial-and-Error Experimentation

1. Unlike scientific experiments, planners cannot test solutions in isolation.

2. Every decision must be carefully considered, as consequences are irreversible and
affect real communities.

Interdisciplinary and Holistic Thinking

1. Wicked problems cut across social, political, economic, and environmental domains.
2. A multi-disciplinary approach is necessary to capture the full complexity of the issue.

Continuous Evaluation and Feedback

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 1. Planning decisions should be monitored and adjusted over time.
2. Regular feedback loops help refine strategies and improve future outcomes.

The methodology for dealing with wicked problems is not linear but rather a continuous, driven
process. Traditional problem-solving techniques fail in these situations, requiring planners to adopt
flexible, stakeholder-driven, and iterative strategies.

One key characteristic of wicked problems is that they cannot be definitively formulated.
Understanding the problem depends on how one envisions its solution, making problem identification
and resolution an iterative and interdependent process. Furthermore, these problems have no clear
stopping rule—solutions are neither right nor wrong, only better or worse, depending on the
perspectives of those affected. Unlike in science, where hypotheses can be tested and refined, every
attempt at solving a wicked problem has irreversible consequences, meaning there is no trial-and-error
learning without significant costs.

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CHAPTER 5

ADVANTAGES & LIMITATIONS

Advantages

1. Encourages Holistic Thinking – Solutions consider multiple perspectives and interconnected

factors.
2. Stakeholder Engagement – Involving diverse groups leads to more inclusive and accepted
decisions.
3. Adaptive & Flexible – Continuous learning and adjustment improve long-term effectiveness.
4. Real-World Relevance – Strategies align with dynamic societal needs rather than rigid models.
5. Prevents Oversimplification – Avoids one-size-fits-all solutions that may overlook key
complexities.

Limitations

1. No Definite Solution – Problems remain open-ended, leading to ongoing debate and uncertainty.
2. Conflicting Interests – Different stakeholders may have opposing goals, making consensus
difficult.
3. High Implementation Complexity – Requires time, resources, and interdisciplinary
coordination.
4. Irreversible Consequences – Poor decisions can have lasting impacts with no easy corrections.
5. Difficult to Measure Success – No clear criteria to define whether a solution is “right” or
complete.

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CONCLUSION

Wicked problems in planning are fundamentally different from conventional scientific or engineering
challenges due to their complex, dynamic, and socially embedded nature. These problems do not have
clear definitions, fixed solutions, or universally accepted answers. Instead, they are influenced by
multiple stakeholders, conflicting interests, and evolving societal needs, making traditional problem-
solving methodologies inadequate.

One of the key characteristics of wicked problems is that they lack a clear stopping point—solutions
are not absolutely correct or incorrect, but rather evaluated based on their effectiveness, feasibility, and
societal acceptance. Every decision made in tackling a wicked problem has consequences that impact
various groups differently, often leading to new challenges that require further adjustments.

Addressing such problems requires a holistic, iterative, and adaptive approach that involves:

• Continuous stakeholder engagement to ensure diverse perspectives are considered.

• Flexible decision-making processes that evolve with new insights and changing contexts.
• Multidisciplinary collaboration across social, political, economic, and environmental domains.
• Recognition that no single solution will resolve the problem entirely, necessitating long-term
monitoring and refinements.

Furthermore, solutions to wicked problems must be context-specific and tailored to the unique
constraints and opportunities of a given situation. There is no universal methodology that guarantees
success; instead, planners must learn from past experiences, integrate feedback, and remain
adaptable in their approaches.

In conclusion, wicked problems demand innovative, inclusive, and context-driven strategies rather
than rigid, formulaic solutions. While these challenges can never be fully "solved" in a traditional sense,
thoughtful, participatory, and flexible planning can lead to meaningful progress. Decision-makers
must embrace uncertainty, collaboration, and adaptability to navigate these complex issues
effectively and work toward sustainable, long-term improvements.

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REFERENCES
Rittel, H. W. J., & Webber, M. M. (1973). "Dilemmas in a General Theory of Planning."
Policy Sciences, 4(2), 155–169.

1. The foundational paper introducing the concept of wicked problems in planning.

Conklin, J. (2006). Dialogue Mapping: Building Shared Understanding of Wicked Problems.

Wiley.

1. Discusses methods for addressing wicked problems using stakeholder engagement and
structured decision-making.

Head, B. W. (2008). "Wicked Problems in Public Policy." Public Policy, 3(2), 101–118.

1. Examines the challenges of wicked problems in governance and policy-making.

Churchman, C. W. (1967). "Wicked Problems." Management Science, 14(4), B141–B142.

1. Explores the philosophical and decision-making complexities of wicked problems.

Roberts, N. (2000). "Wicked Problems and Network Approaches to Resolution." International

Public Management Review, 1(1), 1–19.

1. Proposes collaborative approaches for managing wicked problems in public

administration.

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