the traditional approach in which problems are defined, analysed and solved in sequential steps. The main reason for this is that there is no clear problem definition of wicked problems. In a paper published in 2000, Nancy Roberts identified the following strategies to cope with wicked problems: Authoritative These strategies seek to tame wicked problems by vesting the responsibility for solving the problems in the hands of a few people. The reduction in the number of stakeholders reduces problem complexity, as many competing points of view are eliminated at the start. The disadvantage is that authorities and experts charged with solving the problem may not have an appreciation of all the perspectives needed to tackle the problem. Competitive These strategies attempt to solve wicked problems by pitting opposing points of view against each other, requiring parties that hold these views to come up with their preferred solutions. The advantage of this approach is that different solutions can be weighed up against each other and the best one chosen. The disadvantage is that this adversarial approach creates a confrontational environment in which knowledge sharing is discouraged. Consequently, the parties involved may not have an incentive to come up with their best possible solution. Collaborative These strategies aim to engage all stakeholders in order to find the best possible solution for all stakeholders. Typically these approaches involve meetings in which issues and ideas are discussed and a common, agreed approach is formulated. A significant advantage of this approach is the creation of a strong information sharing environment. The main problem is the risk that certain ideas, while integral to finding a possible solution, may be too controversial to accept by other involved parties. In his 1972 paper, Rittel hints at a collaborative approach; one which attempts "to make those people who are being affected into participants of the planning process. They are not merely asked but actively involved in the planning process." A disadvantage of this approach is that achieving a shared understanding and commitment to solving a wicked problem is a time-consuming process. Another difficulty is that, in some matters, at least one group of people may hold an absolute belief that necessarily contradicts other absolute beliefs held by other groups. Collaboration then becomes impossible until one set of beliefs is relativized or abandoned entirely. Research over the last two decades has shown the value of computer-assisted argumentation techniques in improving