Wicked problems are subjective, interrelated and have no stopping rule. In a group that spans organizational boundaries, the resolution of wicked problems is especially problematic, as participants share minimal domain-knowledge. This paper discusses alternatives to current models of collaborative problem-solving, organizational innovation, and IS design, to understand how we may manage the processes of information system design in such conditions. A multilevel framework and an interrupted convergence model of design are presented, that focus on what elements drive design at various levels and how these elements interact and are mediated by boundary objects. The model suggests a new approach to boundary-spanning innovation that examines how interactions between levels of collaborative understanding reframe the negotiated order of design.