Fall 2026: October 1

9:15 a.m. – 4:00 p.m.

When faced with wicked , it is easy to lose heart. There are many factors at play, and there is not always agreement on how to solve them. That is what makes the problem wicked.

In order to tackle a wicked problem, it is crucial that the actors involved have a common language for the problem and understand how it is wicked, so that you can start in the right place. In this module, we focus on understanding the problem. We also delve into the atlas of tools and examine how to deal with uncertainty about the causes wicked using collective intelligence.

In the first module, you will also be introduced to INVI's Model for wicked , developed in collaboration with practitioners and researchers at the University of Copenhagen and based on collective intelligence. The model helps you to understand your wicked in depth, create common ground with your partners, and choose an appropriate approach. We answer:

• What characterizes your problem?

• Why is it difficult to manage?

• How does the problem challenge the methods and tools you know?

• How can you use collective intelligence to navigate uncertainty about the causes of the problem?

Fall 2026: October 21

9:15 a.m. - 4:00 p.m.

"Recognized, tried to solve, unsolved." This is how the Reform Commission describes the challenge of the 43,000 young people who are neither in employment nor in education. These young people often struggle with multiple complex challenges, and despite decades of reform policies and initiatives, no one has managed to help this group. As we will see in this module of the masterclass, this problem - like many other wicked problems - is characterized by a lack of clarity about obvious solutions to the problem.

Because with wicked problems, good solutions can rarely be calculated at a desk, decided by legislators, dictated by managers or analyzed by experts. Instead, we need to take a trip to the lab. Exploring, developing and testing new solution hypotheses - together and across the implementation chain. Instead of rolling out a single chrome-plated reform across the country all at once, initiatives need to be pressure-tested continuously. And often this requires customization options - modules or bricks that can be combined in different ways to match the complexity of the problem and local differences. What is developed and rolled out at a school in Vejen may need a different look and feel to suit a school in Vesterbro.

In the third module of the masterclass, we take a closer look at modular co-creation and how you can combine drive and humility in developing, testing and scaling solutions to wicked problems. Together we ask these three questions:

• How can you co-create and put together modules with relevant partners?

• How do you make room for continuous iteration and learning in the development and deployment of modular solutions?

• How can you use modular co-creation to develop solutions that can be adapted to local conditions without sacrificing cross-learning and scalability?

Fall 2026: November 10

9:15 a.m. to 4:00 p.m.

Where does the problem of climate change start and end, and who 'owns' the problem? Is it business, consumers, the municipalities' Technical and Environmental Administration, the government, the European Parliament, or society at large? And what about gender equality or the labor shortage?

wicked problems often cut across sectors and levels and therefore cannot be tackled by one actor alone or with one solution. If a wicked problem is characterized by large scale, there is a need to bring together a wide range of actors who approach the problem from different angles.

In the second module, we dive into a new corner of the atlas of tools for wicked problems. We take a closer look at mission-driven portfolio management and how you can manage scale by mobilizing stakeholders around a common mission and working across existing boundaries:

• What is the mission for your problem?

• Who do you need to mobilize to achieve the mission?

• How are the many efforts managed in portfolios?

Fall 2026: December 2

9:15 a.m. - 4:00 p.m.

There are issues that we have known about for many years, but which are locked in because of strong interests and major differences in values between groups in society. In other words, there is pronounced conflict. Conflict is typically used as an engine in politically driven organizations: factions work to outline differences and create awareness and debate by drawing the lines of conflict clearly. Conflict is important for democratic dialog and negotiation of the issue. Differences in interests are often legitimate, for example in negotiations between employer and employee.

In wicked problems, however, conflict can perpetuate and amplify the problem. It can lead to a narrow, contemporary focus on protecting interests and fighting for short-term gains for the benefit of the few. The problem can become so inflamed that it creates paralysis. One example is the climate crisis, where contemporary interests and large investments in fossil fuel infrastructure lead to tensions that make collective action difficult. To break the pattern, a shift in perspective is needed. We need new visions of the future and bold leadership that dares to empower the players who challenge the status quo.

In the fourth module, we explore systemic change and how you can create the conditions to move your problem to a new place by looking at structures, relationships and mental models. We will explore how radical change is initiated by social movements, levers, system keys, tipping points and a strengthening of the collective imagination in the belief in a better future. Together we investigate:

• What structures, relationships and mental models are locking the system around your wicked problem?

• What 'system keys' can you use to unlock it?

• How can we take the long view and strengthen the collective imagination for a better future?

Fall 2026: January 21, 2027

10:00 a.m. - 7:00 p.m. (including lunch)

Location: Thoravej 29, Copenhagen N.

In the fifth and final module, we focus even more closely on your specific daily work. Before the module begins, you will have developed an action plan describing how you intend to integrate your new insights into your own practice, or how you have already begun doing so.

You will have the opportunity to both present your own work to the rest of the team and learn from others’ experiences. You will receive constructive criticism and renewed inspiration on how to continue working on your problem.

In addition to feedback from the team, you can also receive comments from a panel of three experienced policy entrepreneurs from the foundation sector, the Danish public administration, and the research community.

We estimate that it will take 5–10 hours to develop your action plan, which we hope you will be able to use within your own organization after the masterclass is over.

The module ends with a social program and dinner together.