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The 4 Types of Innovation and the Problems They Solve

Greg Satell

Disruption isn’t the only approach.

Innovation is, at its core, about solving problems — and there are as many ways to innovate as there are different types of problems to solve. Just like we wouldn’t rely on a single marketing tactic for the life of an organization, or a single source of financing, we need to build up a portfolio of innovation strategies designed for specific tasks. Leaders identify the right type of strategy to solve the right type of problem, just by asking two questions: How well we can define the problem and how well we can define the skill domain(s) needed to solve it. Well-defined problems that benefit from well-defined skills fall into the category of “sustaining innovation.” Most innovation happens here, because most of the time we’re trying to get better at something we’re already doing. “Breakthrough innovation” is needed when we run into a well-defined problem that’s just devilishly hard to solve. In cases like these, we need to explore unconventional skill domains. When the reverse is true — skills are well-defined, but the problem is not — we can tap into “disruptive innovation” strategies. And when nothing is well-defined, well, then we’re in the exploratory, pioneering realm of basic research. There are always new problems to solve; learn to apply the solution that best fits your current problem.

One of the best innovation stories I’ve ever heard came to me from a senior executive at a leading tech firm. Apparently, his company had won a million-dollar contract to design a sensor that could detect pollutants at very small concentrations underwater. It was an unusually complex problem, so the firm set up a team of crack microchip designers, and they started putting their heads together.

Greg Satell is Co-Founder of ChangeOS , a transformation & change advisory, an international keynote speaker, and bestselling author of Cascades: How to Create a Movement that Drives Transformational Change . His previous effort, Mapping Innovation , was selected as one of the best business books of 2017. You can learn more about Greg on his website, GregSatell.com and follow him on Twitter @DigitalTonto and on LinkedIn .

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40 problem-solving techniques and processes

All teams and organizations encounter challenges. Approaching those challenges without a structured problem solving process can end up making things worse.

Proven problem solving techniques such as those outlined below can guide your group through a process of identifying problems and challenges , ideating on possible solutions , and then evaluating and implementing the most suitable .

In this post, you'll find problem-solving tools you can use to develop effective solutions. You'll also find some tips for facilitating the problem solving process and solving complex problems.

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What is problem solving?

Problem solving is a process of finding and implementing a solution to a challenge or obstacle. In most contexts, this means going through a problem solving process that begins with identifying the issue, exploring its root causes, ideating and refining possible solutions before implementing and measuring the impact of that solution.

For simple or small problems, it can be tempting to skip straight to implementing what you believe is the right solution. The danger with this approach is that without exploring the true causes of the issue, it might just occur again or your chosen solution may cause other issues.

Particularly in the world of work, good problem solving means using data to back up each step of the process, bringing in new perspectives and effectively measuring the impact of your solution.

Effective problem solving can help ensure that your team or organization is well positioned to overcome challenges, be resilient to change and create innovation. In my experience, problem solving is a combination of skillset, mindset and process, and it’s especially vital for leaders to cultivate this skill.

A group of people looking at a poster with notes on it

What is the seven step problem solving process?

A problem solving process is a step-by-step framework from going from discovering a problem all the way through to implementing a solution.

With practice, this framework can become intuitive, and innovative companies tend to have a consistent and ongoing ability to discover and tackle challenges when they come up.

You might see everything from a four step problem solving process through to seven steps. While all these processes cover roughly the same ground, I’ve found a seven step problem solving process is helpful for making all key steps legible.

We’ll outline that process here and then follow with techniques you can use to explore and work on that step of the problem solving process with a group.

The seven-step problem solving process is:

1. Problem identification

The first stage of any problem solving process is to identify the problem(s) you need to solve. This often looks like using group discussions and activities to help a group surface and effectively articulate the challenges they’re facing and wish to resolve.

Be sure to align with your team on the exact definition and nature of the problem you’re solving. An effective process is one where everyone is pulling in the same direction – ensure clarity and alignment now to help avoid misunderstandings later.

2. Problem analysis and refinement

The process of problem analysis means ensuring that the problem you are seeking to solve is the right problem . Choosing the right problem to solve means you are on the right path to creating the right solution.

At this stage, you may look deeper at the problem you identified to try and discover the root cause at the level of people or process. You may also spend some time sourcing data, consulting relevant parties and creating and refining a problem statement.

Problem refinement means adjusting scope or focus of the problem you will be aiming to solve based on what comes up during your analysis. As you analyze data sources, you might discover that the root cause means you need to adjust your problem statement. Alternatively, you might find that your original problem statement is too big to be meaningful approached within your current project.

Remember that the goal of any problem refinement is to help set the stage for effective solution development and deployment. Set the right focus and get buy-in from your team here and you’ll be well positioned to move forward with confidence.

3. Solution generation

Once your group has nailed down the particulars of the problem you wish to solve, you want to encourage a free flow of ideas connecting to solving that problem. This can take the form of problem solving games that encourage creative thinking or techniquess designed to produce working prototypes of possible solutions.

The key to ensuring the success of this stage of the problem solving process is to encourage quick, creative thinking and create an open space where all ideas are considered. The best solutions can often come from unlikely places and by using problem solving techniques that celebrate invention, you might come up with solution gold.

4. Solution development

No solution is perfect right out of the gate. It’s important to discuss and develop the solutions your group has come up with over the course of following the previous problem solving steps in order to arrive at the best possible solution. Problem solving games used in this stage involve lots of critical thinking, measuring potential effort and impact, and looking at possible solutions analytically.

During this stage, you will often ask your team to iterate and improve upon your front-running solutions and develop them further. Remember that problem solving strategies always benefit from a multitude of voices and opinions, and not to let ego get involved when it comes to choosing which solutions to develop and take further.

Finding the best solution is the goal of all problem solving workshops and here is the place to ensure that your solution is well thought out, sufficiently robust and fit for purpose.

5. Decision making and planning

Nearly there! Once you’ve got a set of possible, you’ll need to make a decision on which to implement. This can be a consensus-based group decision or it might be for a leader or major stakeholder to decide. You’ll find a set of effective decision making methods below.

Once your group has reached consensus and selected a solution, there are some additional actions that also need to be decided upon. You’ll want to work on allocating ownership of the project, figure out who will do what, how the success of the solution will be measured and decide the next course of action.

Set clear accountabilities, actions, timeframes, and follow-ups for your chosen solution. Make these decisions and set clear next-steps in the problem solving workshop so that everyone is aligned and you can move forward effectively as a group.

Ensuring that you plan for the roll-out of a solution is one of the most important problem solving steps. Without adequate planning or oversight, it can prove impossible to measure success or iterate further if the problem was not solved.

6. Solution implementation

This is what we were waiting for! All problem solving processes have the end goal of implementing an effective and impactful solution that your group has confidence in.

Project management and communication skills are key here – your solution may need to adjust when out in the wild or you might discover new challenges along the way. For some solutions, you might also implement a test with a small group and monitor results before rolling it out to an entire company.

You should have a clear owner for your solution who will oversee the plans you made together and help ensure they’re put into place. This person will often coordinate the implementation team and set-up processes to measure the efficacy of your solution too.

7. Solution evaluation

So you and your team developed a great solution to a problem and have a gut feeling it’s been solved. Work done, right? Wrong. All problem solving strategies benefit from evaluation, consideration, and feedback.

You might find that the solution does not work for everyone, might create new problems, or is potentially so successful that you will want to roll it out to larger teams or as part of other initiatives.

None of that is possible without taking the time to evaluate the success of the solution you developed in your problem solving model and adjust if necessary.

Remember that the problem solving process is often iterative and it can be common to not solve complex issues on the first try. Even when this is the case, you and your team will have generated learning that will be important for future problem solving workshops or in other parts of the organization.

It’s also worth underlining how important record keeping is throughout the problem solving process. If a solution didn’t work, you need to have the data and records to see why that was the case. If you go back to the drawing board, notes from the previous workshop can help save time.

What does an effective problem solving process look like?

Every effective problem solving process begins with an agenda . In our experience, a well-structured problem solving workshop is one of the best methods for successfully guiding a group from exploring a problem to implementing a solution.

The format of a workshop ensures that you can get buy-in from your group, encourage free-thinking and solution exploration before making a decision on what to implement following the session.

This Design Sprint 2.0 template is an effective problem solving process from top agency AJ&Smart. It’s a great format for the entire problem solving process, with four-days of workshops designed to surface issues, explore solutions and even test a solution.

Check it for an example of how you might structure and run a problem solving process and feel free to copy and adjust it your needs!

For a shorter process you can run in a single afternoon, this remote problem solving agenda will guide you effectively in just a couple of hours.

Whatever the length of your workshop, by using SessionLab, it’s easy to go from an idea to a complete agenda . Start by dragging and dropping your core problem solving activities into place . Add timings, breaks and necessary materials before sharing your agenda with your colleagues.

The resulting agenda will be your guide to an effective and productive problem solving session that will also help you stay organized on the day!

Complete problem-solving methods

In this section, we’ll look at in-depth problem-solving methods that provide a complete end-to-end process for developing effective solutions. These will help guide your team from the discovery and definition of a problem through to delivering the right solution.

If you’re looking for an all-encompassing method or problem-solving model, these processes are a great place to start. They’ll ask your team to challenge preconceived ideas and adopt a mindset for solving problems more effectively.

Six Thinking Hats

Individual approaches to solving a problem can be very different based on what team or role an individual holds. It can be easy for existing biases or perspectives to find their way into the mix, or for internal politics to direct a conversation.

Six Thinking Hats is a classic method for identifying the problems that need to be solved and enables your team to consider them from different angles, whether that is by focusing on facts and data, creative solutions, or by considering why a particular solution might not work.

Like all problem-solving frameworks, Six Thinking Hats is effective at helping teams remove roadblocks from a conversation or discussion and come to terms with all the aspects necessary to solve complex problems.

The Six Thinking Hats #creative thinking #meeting facilitation #problem solving #issue resolution #idea generation #conflict resolution The Six Thinking Hats are used by individuals and groups to separate out conflicting styles of thinking. They enable and encourage a group of people to think constructively together in exploring and implementing change, rather than using argument to fight over who is right and who is wrong.

Lightning Decision Jam

Featured courtesy of Jonathan Courtney of AJ&Smart Berlin, Lightning Decision Jam is one of those strategies that should be in every facilitation toolbox. Exploring problems and finding solutions is often creative in nature, though as with any creative process, there is the potential to lose focus and get lost.

Unstructured discussions might get you there in the end, but it’s much more effective to use a method that creates a clear process and team focus.

In Lightning Decision Jam, participants are invited to begin by writing challenges, concerns, or mistakes on post-its without discussing them before then being invited by the moderator to present them to the group.

From there, the team vote on which problems to solve and are guided through steps that will allow them to reframe those problems, create solutions and then decide what to execute on.

By deciding the problems that need to be solved as a team before moving on, this group process is great for ensuring the whole team is aligned and can take ownership over the next stages.

Lightning Decision Jam (LDJ) #action #decision making #problem solving #issue analysis #innovation #design #remote-friendly It doesn’t matter where you work and what your job role is, if you work with other people together as a team, you will always encounter the same challenges: Unclear goals and miscommunication that cause busy work and overtime Unstructured meetings that leave attendants tired, confused and without clear outcomes. Frustration builds up because internal challenges to productivity are not addressed Sudden changes in priorities lead to a loss of focus and momentum Muddled compromise takes the place of clear decision- making, leaving everybody to come up with their own interpretation. In short, a lack of structure leads to a waste of time and effort, projects that drag on for too long and frustrated, burnt out teams. AJ&Smart has worked with some of the most innovative, productive companies in the world. What sets their teams apart from others is not better tools, bigger talent or more beautiful offices. The secret sauce to becoming a more productive, more creative and happier team is simple: Replace all open discussion or brainstorming with a structured process that leads to more ideas, clearer decisions and better outcomes. When a good process provides guardrails and a clear path to follow, it becomes easier to come up with ideas, make decisions and solve problems. This is why AJ&Smart created Lightning Decision Jam (LDJ). It’s a simple and short, but powerful group exercise that can be run either in-person, in the same room, or remotely with distributed teams.

Problem Definition Process

While problems can be complex, the problem-solving methods you use to identify and solve those problems can often be simple in design.

By taking the time to truly identify and define a problem before asking the group to reframe the challenge as an opportunity, this method is a great way to enable change.

Begin by identifying a focus question and exploring the ways in which it manifests before splitting into five teams who will each consider the problem using a different method: escape, reversal, exaggeration, distortion or wishful. Teams develop a problem objective and create ideas in line with their method before then feeding them back to the group.

This method is great for enabling in-depth discussions while also creating space for finding creative solutions too!

Problem Definition #problem solving #idea generation #creativity #online #remote-friendly A problem solving technique to define a problem, challenge or opportunity and to generate ideas.

The 5 Whys

Sometimes, a group needs to go further with their strategies and analyze the root cause at the heart of organizational issues. An RCA or root cause analysis is the process of identifying what is at the heart of business problems or recurring challenges.

The 5 Whys is a simple and effective method of helping a group go find the root cause of any problem or challenge and conduct analysis that will deliver results.

By beginning with the creation of a problem statement and going through five stages to refine it, The 5 Whys provides everything you need to truly discover the cause of an issue.

The 5 Whys #hyperisland #innovation This simple and powerful method is useful for getting to the core of a problem or challenge. As the title suggests, the group defines a problems, then asks the question “why” five times, often using the resulting explanation as a starting point for creative problem solving.

World Cafe is a simple but powerful facilitation technique to help bigger groups to focus their energy and attention on solving complex problems.

World Cafe enables this approach by creating a relaxed atmosphere where participants are able to self-organize and explore topics relevant and important to them which are themed around a central problem-solving purpose. Create the right atmosphere by modeling your space after a cafe and after guiding the group through the method, let them take the lead!

Making problem-solving a part of your organization’s culture in the long term can be a difficult undertaking. More approachable formats like World Cafe can be especially effective in bringing people unfamiliar with workshops into the fold.

World Cafe #hyperisland #innovation #issue analysis World Café is a simple yet powerful method, originated by Juanita Brown, for enabling meaningful conversations driven completely by participants and the topics that are relevant and important to them. Facilitators create a cafe-style space and provide simple guidelines. Participants then self-organize and explore a set of relevant topics or questions for conversation.

Discovery & Action Dialogue (DAD)

One of the best approaches is to create a safe space for a group to share and discover practices and behaviors that can help them find their own solutions.

With DAD, you can help a group choose which problems they wish to solve and which approaches they will take to do so. It’s great at helping remove resistance to change and can help get buy-in at every level too!

This process of enabling frontline ownership is great in ensuring follow-through and is one of the methods you will want in your toolbox as a facilitator.

Discovery & Action Dialogue (DAD) #idea generation #liberating structures #action #issue analysis #remote-friendly DADs make it easy for a group or community to discover practices and behaviors that enable some individuals (without access to special resources and facing the same constraints) to find better solutions than their peers to common problems. These are called positive deviant (PD) behaviors and practices. DADs make it possible for people in the group, unit, or community to discover by themselves these PD practices. DADs also create favorable conditions for stimulating participants’ creativity in spaces where they can feel safe to invent new and more effective practices. Resistance to change evaporates as participants are unleashed to choose freely which practices they will adopt or try and which problems they will tackle. DADs make it possible to achieve frontline ownership of solutions.

Design Sprint 2.0

Want to see how a team can solve big problems and move forward with prototyping and testing solutions in a few days? The Design Sprint 2.0 template from Jake Knapp, author of Sprint, is a complete agenda for a with proven results.

Developing the right agenda can involve difficult but necessary planning. Ensuring all the correct steps are followed can also be stressful or time-consuming depending on your level of experience.

Use this complete 4-day workshop template if you are finding there is no obvious solution to your challenge and want to focus your team around a specific problem that might require a shortcut to launching a minimum viable product or waiting for the organization-wide implementation of a solution.

Open space technology

Open space technology- developed by Harrison Owen – creates a space where large groups are invited to take ownership of their problem solving and lead individual sessions. Open space technology is a great format when you have a great deal of expertise and insight in the room and want to allow for different takes and approaches on a particular theme or problem you need to be solved.

Start by bringing your participants together to align around a central theme and focus their efforts. Explain the ground rules to help guide the problem-solving process and then invite members to identify any issue connecting to the central theme that they are interested in and are prepared to take responsibility for.

Once participants have decided on their approach to the core theme, they write their issue on a piece of paper, announce it to the group, pick a session time and place, and post the paper on the wall. As the wall fills up with sessions, the group is then invited to join the sessions that interest them the most and which they can contribute to, then you’re ready to begin!

Everyone joins the problem-solving group they’ve signed up to, record the discussion and if appropriate, findings can then be shared with the rest of the group afterward.

Open Space Technology #action plan #idea generation #problem solving #issue analysis #large group #online #remote-friendly Open Space is a methodology for large groups to create their agenda discerning important topics for discussion, suitable for conferences, community gatherings and whole system facilitation

Techniques to identify and analyze problems

Using a problem-solving method to help a team identify and analyze a problem can be a quick and effective addition to any workshop or meeting.

While further actions are always necessary, you can generate momentum and alignment easily, and these activities are a great place to get started.

We’ve put together this list of techniques to help you and your team with problem identification, analysis, and discussion that sets the foundation for developing effective solutions.

Let’s take a look!

Fishbone Analysis

Organizational or team challenges are rarely simple, and it’s important to remember that one problem can be an indication of something that goes deeper and may require further consideration to be solved.

Fishbone Analysis helps groups to dig deeper and understand the origins of a problem. It’s a great example of a root cause analysis method that is simple for everyone on a team to get their head around.

Participants in this activity are asked to annotate a diagram of a fish, first adding the problem or issue to be worked on at the head of a fish before then brainstorming the root causes of the problem and adding them as bones on the fish.

Using abstractions such as a diagram of a fish can really help a team break out of their regular thinking and develop a creative approach.

Fishbone Analysis #problem solving ##root cause analysis #decision making #online facilitation A process to help identify and understand the origins of problems, issues or observations.

Problem Tree

Encouraging visual thinking can be an essential part of many strategies. By simply reframing and clarifying problems, a group can move towards developing a problem solving model that works for them.

In Problem Tree, groups are asked to first brainstorm a list of problems – these can be design problems, team problems or larger business problems – and then organize them into a hierarchy. The hierarchy could be from most important to least important or abstract to practical, though the key thing with problem solving games that involve this aspect is that your group has some way of managing and sorting all the issues that are raised.

Once you have a list of problems that need to be solved and have organized them accordingly, you’re then well-positioned for the next problem solving steps.

Problem tree #define intentions #create #design #issue analysis A problem tree is a tool to clarify the hierarchy of problems addressed by the team within a design project; it represents high level problems or related sublevel problems.

SWOT Analysis

Chances are you’ve heard of the SWOT Analysis before. This problem-solving method focuses on identifying strengths, weaknesses, opportunities, and threats is a tried and tested method for both individuals and teams.

Start by creating a desired end state or outcome and bare this in mind – any process solving model is made more effective by knowing what you are moving towards. Create a quadrant made up of the four categories of a SWOT analysis and ask participants to generate ideas based on each of those quadrants.

Once you have those ideas assembled in their quadrants, cluster them together based on their affinity with other ideas. These clusters are then used to facilitate group conversations and move things forward.

SWOT analysis #gamestorming #problem solving #action #meeting facilitation The SWOT Analysis is a long-standing technique of looking at what we have, with respect to the desired end state, as well as what we could improve on. It gives us an opportunity to gauge approaching opportunities and dangers, and assess the seriousness of the conditions that affect our future. When we understand those conditions, we can influence what comes next.

Agreement-Certainty Matrix

Not every problem-solving approach is right for every challenge, and deciding on the right method for the challenge at hand is a key part of being an effective team.

The Agreement Certainty matrix helps teams align on the nature of the challenges facing them. By sorting problems from simple to chaotic, your team can understand what methods are suitable for each problem and what they can do to ensure effective results.

If you are already using Liberating Structures techniques as part of your problem-solving strategy, the Agreement-Certainty Matrix can be an invaluable addition to your process. We’ve found it particularly if you are having issues with recurring problems in your organization and want to go deeper in understanding the root cause.

Agreement-Certainty Matrix #issue analysis #liberating structures #problem solving You can help individuals or groups avoid the frequent mistake of trying to solve a problem with methods that are not adapted to the nature of their challenge. The combination of two questions makes it possible to easily sort challenges into four categories: simple, complicated, complex , and chaotic . A problem is simple when it can be solved reliably with practices that are easy to duplicate. It is complicated when experts are required to devise a sophisticated solution that will yield the desired results predictably. A problem is complex when there are several valid ways to proceed but outcomes are not predictable in detail. Chaotic is when the context is too turbulent to identify a path forward. A loose analogy may be used to describe these differences: simple is like following a recipe, complicated like sending a rocket to the moon, complex like raising a child, and chaotic is like the game “Pin the Tail on the Donkey.” The Liberating Structures Matching Matrix in Chapter 5 can be used as the first step to clarify the nature of a challenge and avoid the mismatches between problems and solutions that are frequently at the root of chronic, recurring problems.

Organizing and charting a team’s progress can be important in ensuring its success. SQUID (Sequential Question and Insight Diagram) is a great model that allows a team to effectively switch between giving questions and answers and develop the skills they need to stay on track throughout the process.

Begin with two different colored sticky notes – one for questions and one for answers – and with your central topic (the head of the squid) on the board. Ask the group to first come up with a series of questions connected to their best guess of how to approach the topic. Ask the group to come up with answers to those questions, fix them to the board and connect them with a line. After some discussion, go back to question mode by responding to the generated answers or other points on the board.

It’s rewarding to see a diagram grow throughout the exercise, and a completed SQUID can provide a visual resource for future effort and as an example for other teams.

SQUID #gamestorming #project planning #issue analysis #problem solving When exploring an information space, it’s important for a group to know where they are at any given time. By using SQUID, a group charts out the territory as they go and can navigate accordingly. SQUID stands for Sequential Question and Insight Diagram.

To continue with our nautical theme, Speed Boat is a short and sweet activity that can help a team quickly identify what employees, clients or service users might have a problem with and analyze what might be standing in the way of achieving a solution.

Methods that allow for a group to make observations, have insights and obtain those eureka moments quickly are invaluable when trying to solve complex problems.

In Speed Boat, the approach is to first consider what anchors and challenges might be holding an organization (or boat) back. Bonus points if you are able to identify any sharks in the water and develop ideas that can also deal with competitors!

Speed Boat #gamestorming #problem solving #action Speedboat is a short and sweet way to identify what your employees or clients don’t like about your product/service or what’s standing in the way of a desired goal.

The Journalistic Six

Some of the most effective ways of solving problems is by encouraging teams to be more inclusive and diverse in their thinking.

Based on the six key questions journalism students are taught to answer in articles and news stories, The Journalistic Six helps create teams to see the whole picture. By using who, what, when, where, why, and how to facilitate the conversation and encourage creative thinking, your team can make sure that the problem identification and problem analysis stages of the are covered exhaustively and thoughtfully. Reporter’s notebook and dictaphone optional.

The Journalistic Six – Who What When Where Why How #idea generation #issue analysis #problem solving #online #creative thinking #remote-friendly A questioning method for generating, explaining, investigating ideas.

Individual and group perspectives are incredibly important, but what happens if people are set in their minds and need a change of perspective in order to approach a problem more effectively?

Flip It is a method we love because it is both simple to understand and run, and allows groups to understand how their perspectives and biases are formed.

Participants in Flip It are first invited to consider concerns, issues, or problems from a perspective of fear and write them on a flip chart. Then, the group is asked to consider those same issues from a perspective of hope and flip their understanding.

No problem and solution is free from existing bias and by changing perspectives with Flip It, you can then develop a problem solving model quickly and effectively.

Flip It! #gamestorming #problem solving #action Often, a change in a problem or situation comes simply from a change in our perspectives. Flip It! is a quick game designed to show players that perspectives are made, not born.

LEGO Challenge

Now for an activity that is a little out of the (toy) box. LEGO Serious Play is a facilitation methodology that can be used to improve creative thinking and problem-solving skills.

The LEGO Challenge includes giving each member of the team an assignment that is hidden from the rest of the group while they create a structure without speaking.

What the LEGO challenge brings to the table is a fun working example of working with stakeholders who might not be on the same page to solve problems. Also, it’s LEGO! Who doesn’t love LEGO!

LEGO Challenge #hyperisland #team A team-building activity in which groups must work together to build a structure out of LEGO, but each individual has a secret “assignment” which makes the collaborative process more challenging. It emphasizes group communication, leadership dynamics, conflict, cooperation, patience and problem solving strategy.

What, So What, Now What?

If not carefully managed, the problem identification and problem analysis stages of the problem-solving process can actually create more problems and misunderstandings.

The What, So What, Now What? problem-solving activity is designed to help collect insights and move forward while also eliminating the possibility of disagreement when it comes to identifying, clarifying, and analyzing organizational or work problems.

Facilitation is all about bringing groups together so that might work on a shared goal and the best problem-solving strategies ensure that teams are aligned in purpose, if not initially in opinion or insight.

Throughout the three steps of this game, you give everyone on a team to reflect on a problem by asking what happened, why it is important, and what actions should then be taken.

This can be a great activity for bringing our individual perceptions about a problem or challenge and contextualizing it in a larger group setting. This is one of the most important problem-solving skills you can bring to your organization.

W³ – What, So What, Now What? #issue analysis #innovation #liberating structures You can help groups reflect on a shared experience in a way that builds understanding and spurs coordinated action while avoiding unproductive conflict. It is possible for every voice to be heard while simultaneously sifting for insights and shaping new direction. Progressing in stages makes this practical—from collecting facts about What Happened to making sense of these facts with So What and finally to what actions logically follow with Now What . The shared progression eliminates most of the misunderstandings that otherwise fuel disagreements about what to do. Voila!

Journalists

Problem analysis can be one of the most important and decisive stages of all problem-solving tools. Sometimes, a team can become bogged down in the details and are unable to move forward.

Journalists is an activity that can avoid a group from getting stuck in the problem identification or problem analysis stages of the process.

In Journalists, the group is invited to draft the front page of a fictional newspaper and figure out what stories deserve to be on the cover and what headlines those stories will have. By reframing how your problems and challenges are approached, you can help a team move productively through the process and be better prepared for the steps to follow.

Journalists #vision #big picture #issue analysis #remote-friendly This is an exercise to use when the group gets stuck in details and struggles to see the big picture. Also good for defining a vision.

Problem-solving techniques for brainstorming solutions

Now you have the context and background of the problem you are trying to solving, now comes the time to start ideating and thinking about how you’ll solve the issue.

Here, you’ll want to encourage creative, free thinking and speed. Get as many ideas out as possible and explore different perspectives so you have the raw material for the next step.

Looking at a problem from a new angle can be one of the most effective ways of creating an effective solution. TRIZ is a problem-solving tool that asks the group to consider what they must not do in order to solve a challenge.

By reversing the discussion, new topics and taboo subjects often emerge, allowing the group to think more deeply and create ideas that confront the status quo in a safe and meaningful way. If you’re working on a problem that you’ve tried to solve before, TRIZ is a great problem-solving method to help your team get unblocked.

Making Space with TRIZ #issue analysis #liberating structures #issue resolution You can clear space for innovation by helping a group let go of what it knows (but rarely admits) limits its success and by inviting creative destruction. TRIZ makes it possible to challenge sacred cows safely and encourages heretical thinking. The question “What must we stop doing to make progress on our deepest purpose?” induces seriously fun yet very courageous conversations. Since laughter often erupts, issues that are otherwise taboo get a chance to be aired and confronted. With creative destruction come opportunities for renewal as local action and innovation rush in to fill the vacuum. Whoosh!

Mindspin

Brainstorming is part of the bread and butter of the problem-solving process and all problem-solving strategies benefit from getting ideas out and challenging a team to generate solutions quickly.

With Mindspin, participants are encouraged not only to generate ideas but to do so under time constraints and by slamming down cards and passing them on. By doing multiple rounds, your team can begin with a free generation of possible solutions before moving on to developing those solutions and encouraging further ideation.

This is one of our favorite problem-solving activities and can be great for keeping the energy up throughout the workshop. Remember the importance of helping people become engaged in the process – energizing problem-solving techniques like Mindspin can help ensure your team stays engaged and happy, even when the problems they’re coming together to solve are complex.

MindSpin #teampedia #idea generation #problem solving #action A fast and loud method to enhance brainstorming within a team. Since this activity has more than round ideas that are repetitive can be ruled out leaving more creative and innovative answers to the challenge.

The Creativity Dice

One of the most useful problem solving skills you can teach your team is of approaching challenges with creativity, flexibility, and openness. Games like The Creativity Dice allow teams to overcome the potential hurdle of too much linear thinking and approach the process with a sense of fun and speed.

In The Creativity Dice, participants are organized around a topic and roll a dice to determine what they will work on for a period of 3 minutes at a time. They might roll a 3 and work on investigating factual information on the chosen topic. They might roll a 1 and work on identifying the specific goals, standards, or criteria for the session.

Encouraging rapid work and iteration while asking participants to be flexible are great skills to cultivate. Having a stage for idea incubation in this game is also important. Moments of pause can help ensure the ideas that are put forward are the most suitable.

The Creativity Dice #creativity #problem solving #thiagi #issue analysis Too much linear thinking is hazardous to creative problem solving. To be creative, you should approach the problem (or the opportunity) from different points of view. You should leave a thought hanging in mid-air and move to another. This skipping around prevents premature closure and lets your brain incubate one line of thought while you consciously pursue another.

Idea and Concept Development

Brainstorming without structure can quickly become chaotic or frustrating. In a problem-solving context, having an ideation framework to follow can help ensure your team is both creative and disciplined.

In this method, you’ll find an idea generation process that encourages your group to brainstorm effectively before developing their ideas and begin clustering them together. By using concepts such as Yes and…, more is more and postponing judgement, you can create the ideal conditions for brainstorming with ease.

Idea & Concept Development #hyperisland #innovation #idea generation Ideation and Concept Development is a process for groups to work creatively and collaboratively to generate creative ideas. It’s a general approach that can be adapted and customized to suit many different scenarios. It includes basic principles for idea generation and several steps for groups to work with. It also includes steps for idea selection and development.

Problem-solving techniques for developing and refining solutions

The success of any problem-solving process can be measured by the solutions it produces. After you’ve defined the issue, explored existing ideas, and ideated, it’s time to develop and refine your ideas in order to bring them closer to a solution that actually solves the problem.

Use these problem-solving techniques when you want to help your team think through their ideas and refine them as part of your problem solving process.

Improved Solutions

After a team has successfully identified a problem and come up with a few solutions, it can be tempting to call the work of the problem-solving process complete. That said, the first solution is not necessarily the best, and by including a further review and reflection activity into your problem-solving model, you can ensure your group reaches the best possible result.

One of a number of problem-solving games from Thiagi Group, Improved Solutions helps you go the extra mile and develop suggested solutions with close consideration and peer review. By supporting the discussion of several problems at once and by shifting team roles throughout, this problem-solving technique is a dynamic way of finding the best solution.

Improved Solutions #creativity #thiagi #problem solving #action #team You can improve any solution by objectively reviewing its strengths and weaknesses and making suitable adjustments. In this creativity framegame, you improve the solutions to several problems. To maintain objective detachment, you deal with a different problem during each of six rounds and assume different roles (problem owner, consultant, basher, booster, enhancer, and evaluator) during each round. At the conclusion of the activity, each player ends up with two solutions to her problem.

Four Step Sketch

Creative thinking and visual ideation does not need to be confined to the opening stages of your problem-solving strategies. Exercises that include sketching and prototyping on paper can be effective at the solution finding and development stage of the process, and can be great for keeping a team engaged.

By going from simple notes to a crazy 8s round that involves rapidly sketching 8 variations on their ideas before then producing a final solution sketch, the group is able to iterate quickly and visually. Problem-solving techniques like Four-Step Sketch are great if you have a group of different thinkers and want to change things up from a more textual or discussion-based approach.

Four-Step Sketch #design sprint #innovation #idea generation #remote-friendly The four-step sketch is an exercise that helps people to create well-formed concepts through a structured process that includes: Review key information Start design work on paper, Consider multiple variations , Create a detailed solution . This exercise is preceded by a set of other activities allowing the group to clarify the challenge they want to solve. See how the Four Step Sketch exercise fits into a Design Sprint

Ensuring that everyone in a group is able to contribute to a discussion is vital during any problem solving process. Not only does this ensure all bases are covered, but its then easier to get buy-in and accountability when people have been able to contribute to the process.

1-2-4-All is a tried and tested facilitation technique where participants are asked to first brainstorm on a topic on their own. Next, they discuss and share ideas in a pair before moving into a small group. Those groups are then asked to present the best idea from their discussion to the rest of the team.

This method can be used in many different contexts effectively, though I find it particularly shines in the idea development stage of the process. Giving each participant time to concretize their ideas and develop them in progressively larger groups can create a great space for both innovation and psychological safety.

1-2-4-All #idea generation #liberating structures #issue analysis With this facilitation technique you can immediately include everyone regardless of how large the group is. You can generate better ideas and more of them faster than ever before. You can tap the know-how and imagination that is distributed widely in places not known in advance. Open, generative conversation unfolds. Ideas and solutions are sifted in rapid fashion. Most importantly, participants own the ideas, so follow-up and implementation is simplified. No buy-in strategies needed! Simple and elegant!

15% Solutions

Some problems are simpler than others and with the right problem-solving activities, you can empower people to take immediate actions that can help create organizational change.

Part of the liberating structures toolkit, 15% solutions is a problem-solving technique that focuses on finding and implementing solutions quickly. A process of iterating and making small changes quickly can help generate momentum and an appetite for solving complex problems.

Problem-solving strategies can live and die on whether people are onboard. Getting some quick wins is a great way of getting people behind the process.

It can be extremely empowering for a team to realize that problem-solving techniques can be deployed quickly and easily and delineate between things they can positively impact and those things they cannot change.

15% Solutions #action #liberating structures #remote-friendly You can reveal the actions, however small, that everyone can do immediately. At a minimum, these will create momentum, and that may make a BIG difference. 15% Solutions show that there is no reason to wait around, feel powerless, or fearful. They help people pick it up a level. They get individuals and the group to focus on what is within their discretion instead of what they cannot change. With a very simple question, you can flip the conversation to what can be done and find solutions to big problems that are often distributed widely in places not known in advance. Shifting a few grains of sand may trigger a landslide and change the whole landscape.

Problem-solving techniques for making decisions and planning

After your group is happy with the possible solutions you’ve developed, now comes the time to choose which to implement. There’s more than one way to make a decision and the best option is often dependant on the needs and set-up of your group.

Sometimes, it’s the case that you’ll want to vote as a group on what is likely to be the most impactful solution. Other times, it might be down to a decision maker or major stakeholder to make the final decision. Whatever your process, here’s some techniques you can use to help you make a decision during your problem solving process.

How-Now-Wow Matrix

The problem-solving process is often creative, as complex problems usually require a change of thinking and creative response in order to find the best solutions. While it’s common for the first stages to encourage creative thinking, groups can often gravitate to familiar solutions when it comes to the end of the process.

When selecting solutions, you don’t want to lose your creative energy! The How-Now-Wow Matrix from Gamestorming is a great problem-solving activity that enables a group to stay creative and think out of the box when it comes to selecting the right solution for a given problem.

Problem-solving techniques that encourage creative thinking and the ideation and selection of new solutions can be the most effective in organisational change. Give the How-Now-Wow Matrix a go, and not just for how pleasant it is to say out loud.

How-Now-Wow Matrix #gamestorming #idea generation #remote-friendly When people want to develop new ideas, they most often think out of the box in the brainstorming or divergent phase. However, when it comes to convergence, people often end up picking ideas that are most familiar to them. This is called a ‘creative paradox’ or a ‘creadox’. The How-Now-Wow matrix is an idea selection tool that breaks the creadox by forcing people to weigh each idea on 2 parameters.

Impact and Effort Matrix

All problem-solving techniques hope to not only find solutions to a given problem or challenge but to find the best solution. When it comes to finding a solution, groups are invited to put on their decision-making hats and really think about how a proposed idea would work in practice.

The Impact and Effort Matrix is one of the problem-solving techniques that fall into this camp, empowering participants to first generate ideas and then categorize them into a 2×2 matrix based on impact and effort.

Activities that invite critical thinking while remaining simple are invaluable. Use the Impact and Effort Matrix to move from ideation and towards evaluating potential solutions before then committing to them.

Impact and Effort Matrix #gamestorming #decision making #action #remote-friendly In this decision-making exercise, possible actions are mapped based on two factors: effort required to implement and potential impact. Categorizing ideas along these lines is a useful technique in decision making, as it obliges contributors to balance and evaluate suggested actions before committing to them.

If you’ve followed each of the problem-solving steps with your group successfully, you should move towards the end of your process with heaps of possible solutions developed with a specific problem in mind. But how do you help a group go from ideation to putting a solution into action?

Dotmocracy – or Dot Voting -is a tried and tested method of helping a team in the problem-solving process make decisions and put actions in place with a degree of oversight and consensus.

One of the problem-solving techniques that should be in every facilitator’s toolbox, Dot Voting is fast and effective and can help identify the most popular and best solutions and help bring a group to a decision effectively.

Dotmocracy #action #decision making #group prioritization #hyperisland #remote-friendly Dotmocracy is a simple method for group prioritization or decision-making. It is not an activity on its own, but a method to use in processes where prioritization or decision-making is the aim. The method supports a group to quickly see which options are most popular or relevant. The options or ideas are written on post-its and stuck up on a wall for the whole group to see. Each person votes for the options they think are the strongest, and that information is used to inform a decision.

Straddling the gap between decision making and planning, MoSCoW is a simple and effective method that allows a group team to easily prioritize a set of possible options.

Use this method in a problem solving process by collecting and summarizing all your possible solutions and then categorize them into 4 sections: “Must have”, “Should have”, “Could have”, or “Would like but won‘t get”.

This method is particularly useful when its less about choosing one possible solution and more about prioritorizing which to do first and which may not fit in the scope of your project. In my experience, complex challenges often require multiple small fixes, and this method can be a great way to move from a pile of things you’d all like to do to a structured plan.

MoSCoW #define intentions #create #design #action #remote-friendly MoSCoW is a method that allows the team to prioritize the different features that they will work on. Features are then categorized into “Must have”, “Should have”, “Could have”, or “Would like but won‘t get”. To be used at the beginning of a timeslot (for example during Sprint planning) and when planning is needed.

When it comes to managing the rollout of a solution, clarity and accountability are key factors in ensuring the success of the project. The RAACI chart is a simple but effective model for setting roles and responsibilities as part of a planning session.

Start by listing each person involved in the project and put them into the following groups in order to make it clear who is responsible for what during the rollout of your solution.

Responsibility (Which person and/or team will be taking action?)
Authority (At what “point” must the responsible person check in before going further?)
Accountability (Who must the responsible person check in with?)
Consultation (Who must be consulted by the responsible person before decisions are made?)
Information (Who must be informed of decisions, once made?)

Ensure this information is easily accessible and use it to inform who does what and who is looped into discussions and kept up to date.

RAACI #roles and responsibility #teamwork #project management Clarifying roles and responsibilities, levels of autonomy/latitude in decision making, and levels of engagement among diverse stakeholders.

Problem-solving warm-up activities

All facilitators know that warm-ups and icebreakers are useful for any workshop or group process. Problem-solving workshops are no different.

Use these problem-solving techniques to warm up a group and prepare them for the rest of the process. Activating your group by tapping into some of the top problem-solving skills can be one of the best ways to see great outcomes from your session.

Check-in / Check-out

Solid processes are planned from beginning to end, and the best facilitators know that setting the tone and establishing a safe, open environment can be integral to a successful problem-solving process. Check-in / Check-out is a great way to begin and/or bookend a problem-solving workshop. Checking in to a session emphasizes that everyone will be seen, heard, and expected to contribute.

If you are running a series of meetings, setting a consistent pattern of checking in and checking out can really help your team get into a groove. We recommend this opening-closing activity for small to medium-sized groups though it can work with large groups if they’re disciplined!

Check-in / Check-out #team #opening #closing #hyperisland #remote-friendly Either checking-in or checking-out is a simple way for a team to open or close a process, symbolically and in a collaborative way. Checking-in/out invites each member in a group to be present, seen and heard, and to express a reflection or a feeling. Checking-in emphasizes presence, focus and group commitment; checking-out emphasizes reflection and symbolic closure.

Doodling Together

Thinking creatively and not being afraid to make suggestions are important problem-solving skills for any group or team, and warming up by encouraging these behaviors is a great way to start.

Doodling Together is one of our favorite creative ice breaker games – it’s quick, effective, and fun and can make all following problem-solving steps easier by encouraging a group to collaborate visually. By passing cards and adding additional items as they go, the workshop group gets into a groove of co-creation and idea development that is crucial to finding solutions to problems.

Doodling Together #collaboration #creativity #teamwork #fun #team #visual methods #energiser #icebreaker #remote-friendly Create wild, weird and often funny postcards together & establish a group’s creative confidence.

Show and Tell

You might remember some version of Show and Tell from being a kid in school and it’s a great problem-solving activity to kick off a session.

Asking participants to prepare a little something before a workshop by bringing an object for show and tell can help them warm up before the session has even begun! Games that include a physical object can also help encourage early engagement before moving onto more big-picture thinking.

By asking your participants to tell stories about why they chose to bring a particular item to the group, you can help teams see things from new perspectives and see both differences and similarities in the way they approach a topic. Great groundwork for approaching a problem-solving process as a team!

Show and Tell #gamestorming #action #opening #meeting facilitation Show and Tell taps into the power of metaphors to reveal players’ underlying assumptions and associations around a topic The aim of the game is to get a deeper understanding of stakeholders’ perspectives on anything—a new project, an organizational restructuring, a shift in the company’s vision or team dynamic.

Constellations

Who doesn’t love stars? Constellations is a great warm-up activity for any workshop as it gets people up off their feet, energized, and ready to engage in new ways with established topics. It’s also great for showing existing beliefs, biases, and patterns that can come into play as part of your session.

Using warm-up games that help build trust and connection while also allowing for non-verbal responses can be great for easing people into the problem-solving process and encouraging engagement from everyone in the group. Constellations is great in large spaces that allow for movement and is definitely a practical exercise to allow the group to see patterns that are otherwise invisible.

Constellations #trust #connection #opening #coaching #patterns #system Individuals express their response to a statement or idea by standing closer or further from a central object. Used with teams to reveal system, hidden patterns, perspectives.

Draw a Tree

Problem-solving games that help raise group awareness through a central, unifying metaphor can be effective ways to warm-up a group in any problem-solving model.

Draw a Tree is a simple warm-up activity you can use in any group and which can provide a quick jolt of energy. Start by asking your participants to draw a tree in just 45 seconds – they can choose whether it will be abstract or realistic.

Once the timer is up, ask the group how many people included the roots of the tree and use this as a means to discuss how we can ignore important parts of any system simply because they are not visible.

All problem-solving strategies are made more effective by thinking of problems critically and by exposing things that may not normally come to light. Warm-up games like Draw a Tree are great in that they quickly demonstrate some key problem-solving skills in an accessible and effective way.

Draw a Tree #thiagi #opening #perspectives #remote-friendly With this game you can raise awarness about being more mindful, and aware of the environment we live in.

Closing activities for a problem-solving process

Each step of the problem-solving workshop benefits from an intelligent deployment of activities, games, and techniques. Bringing your session to an effective close helps ensure that solutions are followed through on and that you also celebrate what has been achieved.

Here are some problem-solving activities you can use to effectively close a workshop or meeting and ensure the great work you’ve done can continue afterward.

One Breath Feedback

Maintaining attention and focus during the closing stages of a problem-solving workshop can be tricky and so being concise when giving feedback can be important. It’s easy to incur “death by feedback” should some team members go on for too long sharing their perspectives in a quick feedback round.

One Breath Feedback is a great closing activity for workshops. You give everyone an opportunity to provide feedback on what they’ve done but only in the space of a single breath. This keeps feedback short and to the point and means that everyone is encouraged to provide the most important piece of feedback to them.

One breath feedback #closing #feedback #action This is a feedback round in just one breath that excels in maintaining attention: each participants is able to speak during just one breath … for most people that’s around 20 to 25 seconds … unless of course you’ve been a deep sea diver in which case you’ll be able to do it for longer.

Who What When Matrix

Matrices feature as part of many effective problem-solving strategies and with good reason. They are easily recognizable, simple to use, and generate results.

The Who What When Matrix is a great tool to use when closing your problem-solving session by attributing a who, what and when to the actions and solutions you have decided upon. The resulting matrix is a simple, easy-to-follow way of ensuring your team can move forward.

Great solutions can’t be enacted without action and ownership. Your problem-solving process should include a stage for allocating tasks to individuals or teams and creating a realistic timeframe for those solutions to be implemented or checked out. Use this method to keep the solution implementation process clear and simple for all involved.

Who/What/When Matrix #gamestorming #action #project planning With Who/What/When matrix, you can connect people with clear actions they have defined and have committed to.

Response cards

Group discussion can comprise the bulk of most problem-solving activities and by the end of the process, you might find that your team is talked out!

Providing a means for your team to give feedback with short written notes can ensure everyone is head and can contribute without the need to stand up and talk. Depending on the needs of the group, giving an alternative can help ensure everyone can contribute to your problem-solving model in the way that makes the most sense for them.

Response Cards is a great way to close a workshop if you are looking for a gentle warm-down and want to get some swift discussion around some of the feedback that is raised.

Response Cards #debriefing #closing #structured sharing #questions and answers #thiagi #action It can be hard to involve everyone during a closing of a session. Some might stay in the background or get unheard because of louder participants. However, with the use of Response Cards, everyone will be involved in providing feedback or clarify questions at the end of a session.

Tips for effective problem solving

Problem-solving activities are only one part of the puzzle. While a great method can help unlock your team’s ability to solve problems, without a thoughtful approach and strong facilitation the solutions may not be fit for purpose.

Let’s take a look at some problem-solving tips you can apply to any process to help it be a success!

Clearly define the problem

Jumping straight to solutions can be tempting, though without first clearly articulating a problem, the solution might not be the right one. Many of the problem-solving activities below include sections where the problem is explored and clearly defined before moving on.

This is a vital part of the problem-solving process and taking the time to fully define an issue can save time and effort later. A clear definition helps identify irrelevant information and it also ensures that your team sets off on the right track.

Don’t jump to conclusions

It’s easy for groups to exhibit cognitive bias or have preconceived ideas about both problems and potential solutions. Be sure to back up any problem statements or potential solutions with facts, research, and adequate forethought.

The best techniques ask participants to be methodical and challenge preconceived notions. Make sure you give the group enough time and space to collect relevant information and consider the problem in a new way. By approaching the process with a clear, rational mindset, you’ll often find that better solutions are more forthcoming.

Try different approaches

Problems come in all shapes and sizes and so too should the methods you use to solve them. If you find that one approach isn’t yielding results and your team isn’t finding different solutions, try mixing it up. You’ll be surprised at how using a new creative activity can unblock your team and generate great solutions.

Don’t take it personally

Depending on the nature of your team or organizational problems, it’s easy for conversations to get heated. While it’s good for participants to be engaged in the discussions, ensure that emotions don’t run too high and that blame isn’t thrown around while finding solutions.

You’re all in it together, and even if your team or area is seeing problems, that isn’t necessarily a disparagement of you personally. Using facilitation skills to manage group dynamics is one effective method of helping conversations be more constructive.

Get the right people in the room

Your problem-solving method is often only as effective as the group using it. Getting the right people on the job and managing the number of people present is important too!

If the group is too small, you may not get enough different perspectives to effectively solve a problem. If the group is too large, you can go round and round during the ideation stages.

Creating the right group makeup is also important in ensuring you have the necessary expertise and skillset to both identify and follow up on potential solutions. Carefully consider who to include at each stage to help ensure your problem-solving method is followed and positioned for success.

Create psychologically safe spaces for discussion

Identifying a problem accurately also requires that all members of a group are able to contribute their views in an open and safe manner.

It can be tough for people to stand up and contribute if the problems or challenges are emotive or personal in nature. Try and create a psychologically safe space for these kinds of discussions and where possible, create regular opportunities for challenges to be brought up organically.

Document everything

The best solutions can take refinement, iteration, and reflection to come out. Get into a habit of documenting your process in order to keep all the learnings from the session and to allow ideas to mature and develop. Many of the methods below involve the creation of documents or shared resources. Be sure to keep and share these so everyone can benefit from the work done!

Bring a facilitator

Facilitation is all about making group processes easier. With a subject as potentially emotive and important as problem-solving, having an impartial third party in the form of a facilitator can make all the difference in finding great solutions and keeping the process moving. Consider bringing a facilitator to your problem-solving session to get better results and generate meaningful solutions!

Develop your problem-solving skills

It takes time and practice to be an effective problem solver. While some roles or participants might more naturally gravitate towards problem-solving, it can take development and planning to help everyone create better solutions.

You might develop a training program, run a problem-solving workshop or simply ask your team to practice using the techniques below. Check out our post on problem-solving skills to see how you and your group can develop the right mental process and be more resilient to issues too!

Design a great agenda

Workshops are a great format for solving problems. With the right approach, you can focus a group and help them find the solutions to their own problems. But designing a process can be time-consuming and finding the right activities can be difficult.

Check out our workshop planning guide to level-up your agenda design and start running more effective workshops. Need inspiration? Check out templates designed by expert facilitators to help you kickstart your process!

Save time and effort creating an effective problem solving process

A structured problem solving process is a surefire way of solving tough problems, discovering creative solutions and driving organizational change. But how can you design for successful outcomes?

With SessionLab, it’s easy to design engaging workshops that deliver results. Drag, drop and reorder blocks to build your agenda. When you make changes or update your agenda, your session timing adjusts automatically , saving you time on manual adjustments.

Collaborating with stakeholders or clients? Share your agenda with a single click and collaborate in real-time. No more sending documents back and forth over email.

Explore how to use SessionLab to design effective problem solving workshops or watch this five minute video to see the planner in action!

Over to you

The problem-solving process can often be as complicated and multifaceted as the problems they are set-up to solve. With the right problem-solving techniques and a mix of exercises designed to guide discussion and generate purposeful ideas, we hope we’ve given you the tools to find the best solutions as simply and easily as possible.

Is there a problem-solving technique that you are missing here? Do you have a favorite activity or method you use when facilitating? Let us know in the comments below, we’d love to hear from you!

James Smart is Head of Content at SessionLab. He’s also a creative facilitator who has run workshops and designed courses for establishments like the National Centre for Writing, UK. He especially enjoys working with young people and empowering others in their creative practice.

thank you very much for these excellent techniques

Certainly wonderful article, very detailed. Shared!

Your list of techniques for problem solving can be helpfully extended by adding TRIZ to the list of techniques. TRIZ has 40 problem solving techniques derived from methods inventros and patent holders used to get new patents. About 10-12 are general approaches. many organization sponsor classes in TRIZ that are used to solve business problems or general organiztational problems. You can take a look at TRIZ and dwonload a free internet booklet to see if you feel it shound be included per your selection process.

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Ideas Made to Matter

Design thinking, explained

Rebecca Linke

Sep 14, 2017

What is design thinking?

Design thinking is an innovative problem-solving process rooted in a set of skills.The approach has been around for decades, but it only started gaining traction outside of the design community after the 2008 Harvard Business Review article [subscription required] titled “Design Thinking” by Tim Brown, CEO and president of design company IDEO.

Since then, the design thinking process has been applied to developing new products and services, and to a whole range of problems, from creating a business model for selling solar panels in Africa to the operation of Airbnb .

At a high level, the steps involved in the design thinking process are simple: first, fully understand the problem; second, explore a wide range of possible solutions; third, iterate extensively through prototyping and testing; and finally, implement through the customary deployment mechanisms.

The skills associated with these steps help people apply creativity to effectively solve real-world problems better than they otherwise would. They can be readily learned, but take effort. For instance, when trying to understand a problem, setting aside your own preconceptions is vital, but it’s hard.

Creative brainstorming is necessary for developing possible solutions, but many people don’t do it particularly well. And throughout the process it is critical to engage in modeling, analysis, prototyping, and testing, and to really learn from these many iterations.

Once you master the skills central to the design thinking approach, they can be applied to solve problems in daily life and any industry.

Here’s what you need to know to get started.

Infographic of the design thinking process

Understand the problem

The first step in design thinking is to understand the problem you are trying to solve before searching for solutions. Sometimes, the problem you need to address is not the one you originally set out to tackle.

“Most people don’t make much of an effort to explore the problem space before exploring the solution space,” said MIT Sloan professor Steve Eppinger. The mistake they make is to try and empathize, connecting the stated problem only to their own experiences. This falsely leads to the belief that you completely understand the situation. But the actual problem is always broader, more nuanced, or different than people originally assume.

Take the example of a meal delivery service in Holstebro, Denmark. When a team first began looking at the problem of poor nutrition and malnourishment among the elderly in the city, many of whom received meals from the service, it thought that simply updating the menu options would be a sufficient solution. But after closer observation, the team realized the scope of the problem was much larger , and that they would need to redesign the entire experience, not only for those receiving the meals, but for those preparing the meals as well. While the company changed almost everything about itself, including rebranding as The Good Kitchen, the most important change the company made when rethinking its business model was shifting how employees viewed themselves and their work. That, in turn, helped them create better meals (which were also drastically changed), yielding happier, better nourished customers.

Involve users

Imagine you are designing a new walker for rehabilitation patients and the elderly, but you have never used one. Could you fully understand what customers need? Certainly not, if you haven’t extensively observed and spoken with real customers. There is a reason that design thinking is often referred to as human-centered design.

“You have to immerse yourself in the problem,” Eppinger said.

How do you start to understand how to build a better walker? When a team from MIT’s Integrated Design and Management program together with the design firm Altitude took on that task, they met with walker users to interview them, observe them, and understand their experiences.

“We center the design process on human beings by understanding their needs at the beginning, and then include them throughout the development and testing process,” Eppinger said.

Central to the design thinking process is prototyping and testing (more on that later) which allows designers to try, to fail, and to learn what works. Testing also involves customers, and that continued involvement provides essential user feedback on potential designs and use cases. If the MIT-Altitude team studying walkers had ended user involvement after its initial interviews, it would likely have ended up with a walker that didn’t work very well for customers.

It is also important to interview and understand other stakeholders, like people selling the product, or those who are supporting the users throughout the product life cycle.

The second phase of design thinking is developing solutions to the problem (which you now fully understand). This begins with what most people know as brainstorming.

Hold nothing back during brainstorming sessions — except criticism. Infeasible ideas can generate useful solutions, but you’d never get there if you shoot down every impractical idea from the start.

“One of the key principles of brainstorming is to suspend judgment,” Eppinger said. “When we're exploring the solution space, we first broaden the search and generate lots of possibilities, including the wild and crazy ideas. Of course, the only way we're going to build on the wild and crazy ideas is if we consider them in the first place.”

That doesn’t mean you never judge the ideas, Eppinger said. That part comes later, in downselection. “But if we want 100 ideas to choose from, we can’t be very critical.”

In the case of The Good Kitchen, the kitchen employees were given new uniforms. Why? Uniforms don’t directly affect the competence of the cooks or the taste of the food.

But during interviews conducted with kitchen employees, designers realized that morale was low, in part because employees were bored preparing the same dishes over and over again, in part because they felt that others had a poor perception of them. The new, chef-style uniforms gave the cooks a greater sense of pride. It was only part of the solution, but if the idea had been rejected outright, or perhaps not even suggested, the company would have missed an important aspect of the solution.

Prototype and test. Repeat.

You’ve defined the problem. You’ve spoken to customers. You’ve brainstormed, come up with all sorts of ideas, and worked with your team to boil those ideas down to the ones you think may actually solve the problem you’ve defined.

“We don’t develop a good solution just by thinking about a list of ideas, bullet points and rough sketches,” Eppinger said. “We explore potential solutions through modeling and prototyping. We design, we build, we test, and repeat — this design iteration process is absolutely critical to effective design thinking.”

Repeating this loop of prototyping, testing, and gathering user feedback is crucial for making sure the design is right — that is, it works for customers, you can build it, and you can support it.

“After several iterations, we might get something that works, we validate it with real customers, and we often find that what we thought was a great solution is actually only just OK. But then we can make it a lot better through even just a few more iterations,” Eppinger said.

Implementation

The goal of all the steps that come before this is to have the best possible solution before you move into implementing the design. Your team will spend most of its time, its money, and its energy on this stage.

“Implementation involves detailed design, training, tooling, and ramping up. It is a huge amount of effort, so get it right before you expend that effort,” said Eppinger.

Design thinking isn’t just for “things.” If you are only applying the approach to physical products, you aren’t getting the most out of it. Design thinking can be applied to any problem that needs a creative solution. When Eppinger ran into a primary school educator who told him design thinking was big in his school, Eppinger thought he meant that they were teaching students the tenets of design thinking.

“It turns out they meant they were using design thinking in running their operations and improving the school programs. It’s being applied everywhere these days,” Eppinger said.

In another example from the education field, Peruvian entrepreneur Carlos Rodriguez-Pastor hired design consulting firm IDEO to redesign every aspect of the learning experience in a network of schools in Peru. The ultimate goal? To elevate Peru’s middle class.

As you’d expect, many large corporations have also adopted design thinking. IBM has adopted it at a company-wide level, training many of its nearly 400,000 employees in design thinking principles .

What can design thinking do for your business?

The impact of all the buzz around design thinking today is that people are realizing that “anybody who has a challenge that needs creative problem solving could benefit from this approach,” Eppinger said. That means that managers can use it, not only to design a new product or service, “but anytime they’ve got a challenge, a problem to solve.”

Applying design thinking techniques to business problems can help executives across industries rethink their product offerings, grow their markets, offer greater value to customers, or innovate and stay relevant. “I don’t know industries that can’t use design thinking,” said Eppinger.

Ready to go deeper?

Read “ The Designful Company ” by Marty Neumeier, a book that focuses on how businesses can benefit from design thinking, and “ Product Design and Development ,” co-authored by Eppinger, to better understand the detailed methods.

Systematic Innovation of Products, Processes, and Services , a five-day course taught by Eppinger and other MIT professors.

Leadership by Design: Innovation Process and Culture , a two-day course taught by MIT Integrated Design and Management director Matthew Kressy.
Managing Complex Technical Projects , a two-day course taught by Eppinger.
Apply for M astering Design Thinking , a 3-month online certificate course taught by Eppinger and MIT Sloan senior lecturers Renée Richardson Gosline and David Robertson.

Steve Eppinger is a professor of management science and innovation at MIT Sloan. He holds the General Motors Leaders for Global Operations Chair and has a PhD from MIT in engineering. He is the faculty co-director of MIT's System Design and Management program and Integrated Design and Management program, both master’s degrees joint between the MIT Sloan and Engineering schools. His research focuses on product development and technical project management, and has been applied to improving complex engineering processes in many industries.

Five routes to more innovative problem solving

Rob McEwen had a problem. The chairman and chief executive officer of Canadian mining group Goldcorp knew that its Red Lake site could be a money-spinner—a mine nearby was thriving—but no one could figure out where to find high-grade ore. The terrain was inaccessible, operating costs were high, and the unionized staff had already gone on strike. In short, McEwen was lumbered with a gold mine that wasn’t a gold mine .

Then inspiration struck. Attending a conference about recent developments in IT, McEwen was smitten with the open-source revolution. Bucking fierce internal resistance, he created the Goldcorp Challenge: the company put Red Lake’s closely guarded topographic data online and offered $575,000 in prize money to anyone who could identify rich drill sites. To the astonishment of players in the mining sector, upward of 1,400 technical experts based in 50-plus countries took up the problem. The result? Two Australian teams, working together, found locations that have made Red Lake one of the world’s richest gold mines. “From a remote site, the winners were able to analyze a database and generate targets without ever visiting the property,” McEwen said. “It’s clear that this is part of the future.” 1 1. See Linda Tischler, “ He struck gold on the Net (really) ,” fastcompany.com, May 31, 2002.

McEwen intuitively understood the value of taking a number of different approaches simultaneously to solving difficult problems. A decade later, we find that this mind-set is ever more critical: business leaders are operating in an era when forces such as technological change and the historic rebalancing of global economic activity from developed to emerging markets have made the problems increasingly complex, the tempo faster, the markets more volatile, and the stakes higher. The number of variables at play can be enormous, and free-flowing information encourages competition, placing an ever-greater premium on developing innovative, unique solutions.

This article presents an approach for doing just that. How? By using what we call flexible objects for generating novel solutions, or flexons , which provide a way of shaping difficult problems to reveal innovative solutions that would otherwise remain hidden. This approach can be useful in a wide range of situations and at any level of analysis, from individuals to groups to organizations to industries. To be sure, this is not a silver bullet for solving any problem whatever. But it is a fresh mechanism for representing ambiguous, complex problems in a structured way to generate better and more innovative solutions.

The flexons approach

Finding innovative solutions is hard. Precedent and experience push us toward familiar ways of seeing things, which can be inadequate for the truly tough challenges that confront senior leaders. After all, if a problem can be solved before it escalates to the C-suite, it typically is. Yet we know that teams of smart people from different backgrounds are more likely to come up with fresh ideas more quickly than individuals or like-minded groups do. 2 2. Lu Hong and Scott Page, “Groups of diverse problem solvers can outperform groups of high-ability problem solvers,” Proceedings of the National Academy of Sciences of the United States of America , 2004, Volume 101, pp. 16385–89. For more on the benefits of open innovation, see John Seely Brown and John Hagel III, “ Creation nets: Getting the most from open innovation ,” McKinsey Quarterly , May 2006. When a diverse range of experts—game theorists to economists to psychologists—interact, their approach to problems is different from those that individuals use. The solution space becomes broader, increasing the chance that a more innovative answer will be found.

Obviously, people do not always have think tanks of PhDs trained in various approaches at their disposal. Fortunately, generating diverse solutions to a problem does not require a diverse group of problem solvers. This is where flexons come into play. While traditional problem-solving frameworks address particular problems under particular conditions—creating a compensation system, for instance, or undertaking a value-chain analysis for a vertically integrated business—they have limited applicability. They are, if you like, specialized lenses. Flexons offer languages for shaping problems, and these languages can be adapted to a much broader array of challenges. In essence, flexons substitute for the wisdom and experience of a group of diverse, highly educated experts.

To accommodate the world of business problems, we have identified five flexons, or problem-solving languages. Derived from the social and natural sciences, they help users understand the behavior of individuals, teams, groups, firms, markets, institutions, and whole societies. We arrived at these five through a lengthy process of synthesizing both formal literatures and the private knowledge systems of experts, and trial and error on real problems informed our efforts. We don’t suggest that these five flexons are exhaustive—only that we have found them sufficient, in concert, to tackle very difficult problems. While serious mental work is required to tailor the flexons to a given situation, and each retains blind spots arising from its assumptions, multiple flexons can be applied to the same problem to generate richer insights and more innovative solutions.

Networks flexon

Imagine a map of all of the people you know, ranked by their influence over you. It would show close friends and vague acquaintances, colleagues at work and college roommates, people who could affect your career dramatically and people who have no bearing on it. All of them would be connected by relationships of trust, friendship, influence, and the probabilities that they will meet. Such a map is a network that can represent anything from groups of people to interacting product parts to traffic patterns within a city—and therefore can shape a whole range of business problems.

For example, certain physicians are opinion leaders who can influence colleagues about which drugs to prescribe. To reveal relationships among physicians and help identify those best able to influence drug usage, a pharmaceutical company launching a product could create a network map of doctors who have coauthored scientific articles. By targeting clusters of physicians who share the same ideas and (one presumes) have tight interactions, the company may improve its return on investments compared with what traditional mass-marketing approaches would achieve. The network flexon helps decompose a situation into a series of linked problems of prediction (how will ties evolve?) and optimization (how can we maximize the relational advantage of a given agent?) by presenting relationships among entities. These problems are not simple, to be sure. 3 3. For more on network analysis, see Robert L. Cross, Roger D. Martin, and Leigh M. Weiss, “ Mapping the value of employee collaboration ,” McKinsey Quarterly , August 2006. For more on the role of brokers in filling organizational gaps, see Ronald S. Burt, Structural Holes: The Social Structure of Competition , first edition, Cambridge, MA: Harvard University Press, 1992. But they are well-defined and structured—a fundamental requirement of problem solving.

Evolutionary flexon

Evolutionary algorithms have won games of chess and solved huge optimization problems that overwhelm most computational resources. Their success rests on the power of generating diversity by introducing randomness and parallelization into the search procedure and quickly filtering out suboptimal solutions. Representing entities as populations of parents and offspring subject to variation, selection, and retention is useful in situations where businesses have limited control over a large number of important variables and only a limited ability to calculate the effects of changing them, whether they’re groups of people, products, project ideas, or technologies. Sometimes, you must make educated guesses, test, and learn. But even as you embrace randomness, you can harness it to produce better solutions to complex problems.

That’s because not all “guessing strategies” are created equal. We have crucial choices to make: generating more guesses (prototypes, ideas, or business models) or spending more time developing each guess or deciding which guesses will survive. Consider a consumer-packaged-goods company trying to determine if a new brand of toothpaste will be a hit or an expensive failure. Myriad variables—everything from consumer habits and behavior to income, geography, and the availability of clean water—interact in multiple ways. The evolutionary flexon may suggest a series of low-cost, small-scale experiments involving product variants pitched to a few well-chosen market segments (for instance, a handful of representative customers high in influence and skeptical about new ideas). With every turn of the evolutionary-selection crank, the company’s predictions will improve.

Decision-agent flexon

To the economic theorist, social behavior is the outcome of interactions among individuals, each of whom tries to select the best possible means of achieving his or her ends. The decision-agent flexon takes this basic logic to its limit by providing a way of representing teams, firms, and industries as a series of competitive and cooperative interactions among agents. The basic approach is to determine the right level of analysis—firms, say. Then you ascribe to them beliefs and motives consistent with what you know (and think they know), consider how their payoffs change through the actions of others, determine the combinations of strategies they might collectively use, and seek an equilibrium where no agent can unilaterally deviate from the strategy without becoming worse off.

Game theory is the classic example, but it’s worth noting that a decision-agent flexon can also incorporate systematic departures from rationality: impulsiveness, cognitive shortcuts such as stereotypes, and systematic biases. Taken as a whole, this flexon can describe all kinds of behavior, rational and otherwise, in one self-contained problem-solving language whose most basic variables comprise agents (individuals, groups, organizations) and their beliefs, payoffs, and strategies.

For instance, financial models to optimize the manufacturing footprint of a large industrial company would typically focus on relatively easily quantifiable variables such as plant capacity and input costs. To take a decision-agent approach, you assess the payoffs and likely strategies of multiple stakeholders—including customers, unions, and governments—in the event of plant closures. Adding the incentives, beliefs, and strategies of all stakeholders to the analysis allows the company to balance the trade-offs inherent in a difficult decision more effectively.

System-dynamics flexon

Assessing a decision’s cascading effects on complex businesses is often a challenge. Making the relations between variables of a system, along with the causes and effects of decisions, more explicit allows you to understand their likely impact over time. A system-dynamics lens shows the world in terms of flows and accumulations of money, matter (for example, raw materials and products), energy (electrical current, heat, radio-frequency waves, and so forth), or information. It sheds light on a complex system by helping you develop a map of the causal relationships among key variables, whether they are internal or external to a team, a company, or an industry; subjectively or objectively measurable; or instantaneous or delayed in their effects.

Consider the case of a deep-sea oil spill, for example. A source (the well) emits a large volume of crude oil through a sequence of pipes (which throttle the flow and can be represented as inductors) and intermediate-containment vessels (which accumulate the flow and can be modeled as capacitors). Eventually, the oil flows into a sink (which, in this case, is unfortunately the ocean). A pressure gradient drives the flow rate of oil from the well into the ocean. Even an approximate model immediately identifies ways to mitigate the spill’s effects short of capping the well. These efforts could include reducing the pressure gradient driving the flow of crude, decreasing the loss of oil along the pipe, increasing the capacity of the containment vessels, or increasing or decreasing the inductance of the flow lines. In this case, a loosely defined phenomenon such as an oil spill becomes a set of precisely posed problems addressable sequentially, with cumulative results.

Information-processing flexon

When someone performs long division in her head, a CEO makes a strategic decision by aggregating imperfect information from an executive team, or Google servers crunch Web-site data, information is being transformed intelligently. This final flexon provides a lens for viewing various parts of a business as information-processing tasks, similar to the way such tasks are parceled out among different computers. It focuses attention on what information is used, the cost of computation, and how efficiently the computational device solves certain kinds of problems. In an organization, that device is a collection of people, whose processes for deliberating and deciding are the most important explanatory variable of decision-making’s effectiveness. 4 4. See Dan Lovallo and Olivier Sibony, “ The case for behavioral strategy ,” McKinsey Quarterly , March 2010.

Consider the case of a private-equity firm seeking to manage risk. A retrospective analysis of decisions by its investment committee shows that past bets have been much riskier than its principals assumed. To understand why, the firm examines what information was transmitted to the committee and how decisions by individuals would probably have differed from those of the committee, given its standard operating procedures. Interviews and analysis show that the company has a bias toward riskier investments and that it stems from a near-unanimity rule applied by the committee: two dissenting members are enough to prevent an investment. The insistence on near-unanimity is counterproductive because it stifles debate: the committee’s members (only two of whom could kill any deal) are reluctant to speak first and be perceived as an “enemy” by the deal sponsor. And the more senior the sponsor, the more likely it is that risky deals will be approved. Raising the number of votes required to kill deals, while clearly counterintuitive, would stimulate a richer dialogue.

Putting flexons to work

We routinely use these five problem-solving lenses in workshops with executive teams and colleagues to analyze particularly ambiguous and complex challenges. Participants need only a basic familiarity with the different approaches to reframe problems and generate more innovative solutions. Here are two quite different examples of the kinds of insights that emerge from the use of several flexons, whose real power emerges in combination.

Reorganizing for innovation

A large biofuel manufacturer that wants to improve the productivity of its researchers can use flexons to illuminate the problem from very different angles.

Networks. It’s possible to view the problem as a need to design a better innovation network by mapping the researchers’ ties to one another through co-citation indices, counting the number of e-mails sent between researchers, and using a network survey to reveal the strength and density of interactions and collaborative ties. If coordinating different knowledge domains is important to a company’s innovation productivity, and the current network isn’t doing so effectively, the company may want to create an internal knowledge market in which financial and status rewards accrue to researchers who communicate their ideas to co-researchers. Or the company could encourage cross-pollination by setting up cross-discipline gatherings, information clearinghouses, or wiki-style problem-solving sites featuring rewards for solutions.

Evolution. By describing each lab as a self-contained population of ideas and techniques, a company can explore how frequently new ideas are generated and filtered and how stringent the selection process is. With this information, it can design interventions to generate more varied ideas and to change the selection mechanism. For instance, if a lot of research activity never seems to lead anywhere, the company might take steps to ensure that new ideas are presented more frequently to the business-development team, which can provide early feedback on their applicability.

Decision agents. We can examine in detail how well the interests of individual researchers and the organization are aligned. What financial and nonfinancial benefits accrue to individuals who initiate or terminate a search or continue a search that is already under way? What are the net benefits to the organization of starting, stopping, or continuing to search along a given trajectory? Search traps or failures may be either Type I (pursuing a development path unlikely to reach a profitable solution) or Type II (not pursuing a path likely to reach a profitable solution). To better understand the economics at play, it may be possible to use industry and internal data to multiply the probabilities of these errors by their costs. That economic understanding, in turn, permits a company to tailor incentives for individuals to minimize Type I errors (by motivating employees to reject apparent losers more quickly) or Type II errors (by motivating them to persist along paths of uncertain value slightly longer than they normally would).

Predicting the future

Now consider the case of a multinational telecommunications service provider that operates several major broadband, wireless, fixed, and mobile networks around the world, using a mix of technologies (such as 2G and 3G). It wants to develop a strategic outlook that takes into consideration shifting demographics, shifting technologies for connecting users with one another and with its core network (4G), and shifting alliances—to say nothing of rapidly evolving players from Apple to Qualcomm. This problem is complicated, with a range of variables and forces at work, and so broad that crafting a strategy with big blind spots is easy. Flexons can help.

Each view of the world described below provides valuable food for thought, including potential strategic scenarios, technology road maps, and possibilities for killer apps. More hard work is needed to synthesize the findings into a coherent worldview, but the different perspectives provided by flexons illuminate potential solutions that might otherwise be missed.

Decision agents. Viewing the problem in this way emphasizes the incentives for different industry players to embrace new technologies and service levels. By enumerating a range of plausible scenarios from the perspective of customers and competitors, the network service provider can establish baseline assessments of future pricing, volume levels, and investment returns.

Networks. This lens allows a company or its managers to look at the industry as a pattern of exchange relationships between paying customers and providers of services, equipment, chips, operating systems, and applications, and then to examine the properties of each exchange network. The analysis may reveal that not all innovations and new end-user technologies are equal: some provide an opportunity for differentiation at critical nodes in the network; others do not.

System dynamics. This flexon focuses attention on data-flow bottlenecks in applications ranging from e-mail and voice calls to video downloads, games, and social-networking interactions. 5 5. The information-processing flexon, which focuses attention on the computational tasks required to give users access to assured data streams, is also relevant for evaluating bottlenecks and facilitating predictions about how networks and operators will fare in the future. The company can build a network-optimization map to predict and optimize capital expenditures for network equipment as a function of expected demand, information usage, and existing constraints. Because cost structures matter deeply to annuity businesses (such as those of service providers) facing demand fluctuations, the resulting analysis may radically affect which services a company believes it can and cannot offer in years to come.

Flexons help turn chaos into order by representing ambiguous situations and predicaments as well-defined, analyzable problems of prediction and optimization. They allow us to move up and down between different levels of detail to consider situations in all their complexity. And, perhaps most important, flexons allow us to bring diversity inside the head of the problem solver, offering more opportunities to discover counterintuitive insights, innovative options, and unexpected sources of competitive advantage.

Olivier Leclerc is a principal in McKinsey’s Southern California office. Mihnea Moldoveanu is associate dean of the full-time MBA program at the University of Toronto’s Rotman School of Management, where he directs the Desautels Centre for Integrative Thinking.

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What is creative problem-solving?

An introduction to creative problem-solving.

Creative problem-solving is an essential skill that goes beyond basic brainstorming . It entails a holistic approach to challenges, melding logical processes with imaginative techniques to conceive innovative solutions. As our world becomes increasingly complex and interconnected, the ability to think creatively and solve problems with fresh perspectives becomes invaluable for individuals, businesses, and communities alike.

Importance of divergent and convergent thinking

At the heart of creative problem-solving lies the balance between divergent and convergent thinking. Divergent thinking encourages free-flowing, unrestricted ideation, leading to a plethora of potential solutions. Convergent thinking, on the other hand, is about narrowing down those options to find the most viable solution. This dual approach ensures both breadth and depth in the problem-solving process.

Emphasis on collaboration and diverse perspectives

No single perspective has a monopoly on insight. Collaborating with individuals from different backgrounds, experiences, and areas of expertise offers a richer tapestry of ideas. Embracing diverse perspectives not only broadens the pool of solutions but also ensures more holistic and well-rounded outcomes.

Nurturing a risk-taking and experimental mindset

The fear of failure can be the most significant barrier to any undertaking. It's essential to foster an environment where risk-taking and experimentation are celebrated. This involves viewing failures not as setbacks but as invaluable learning experiences that pave the way for eventual success.

The role of intuition and lateral thinking

Sometimes, the path to a solution is not linear. Lateral thinking and intuition allow for making connections between seemingly unrelated elements. These 'eureka' moments often lead to breakthrough solutions that conventional methods might overlook.

Stages of the creative problem-solving process

The creative problem-solving process is typically broken down into several stages. Each stage plays a crucial role in understanding, addressing, and resolving challenges in innovative ways.

Clarifying: Understanding the real problem or challenge

Before diving into solutions, one must first understand the problem at its core. This involves asking probing questions, gathering data, and viewing the challenge from various angles. A clear comprehension of the problem ensures that effort and resources are channeled correctly.

Ideating: Generating diverse and multiple solutions

Once the problem is clarified, the focus shifts to generating as many solutions as possible. This stage champions quantity over quality, as the aim is to explore the breadth of possibilities without immediately passing judgment.

Developing: Refining and honing promising solutions

With a list of potential solutions in hand, it's time to refine and develop the most promising ones. This involves evaluating each idea's feasibility, potential impact, and any associated risks, then enhancing or combining solutions to maximize effectiveness.

Implementing: Acting on the best solutions

Once a solution has been honed, it's time to put it into action. This involves planning, allocating resources, and monitoring the results to ensure the solution is effectively addressing the problem.

Techniques for creative problem-solving

Solving complex problems in a fresh way can be a daunting task to start on. Here are a few techniques that can help kickstart the process:

Brainstorming

Brainstorming is a widely-used technique that involves generating as many ideas as possible within a set timeframe. Variants like brainwriting (where ideas are written down rather than spoken) and reverse brainstorming (thinking of ways to cause the problem) can offer fresh perspectives and ensure broader participation.

Mind mapping

Mind mapping is a visual tool that helps structure information, making connections between disparate pieces of data. It is particularly useful in organizing thoughts, visualizing relationships, and ensuring a comprehensive approach to a problem.

SCAMPER technique

SCAMPER stands for Substitute, Combine, Adapt, Modify, Put to another use, Eliminate, and Reverse. This technique prompts individuals to look at existing products, services, or processes in new ways, leading to innovative solutions.

Benefits of creative problem-solving

Creative problem-solving offers numerous benefits, both at the individual and organizational levels. Some of the most prominent advantages include:

Finding novel solutions to old problems

Traditional problems that have resisted conventional solutions often succumb to creative approaches. By looking at challenges from fresh angles and blending different techniques, we can unlock novel solutions previously deemed impossible.

Enhanced adaptability in changing environments

In our rapidly evolving world, the ability to adapt is critical. Creative problem-solving equips individuals and organizations with the agility to pivot and adapt to changing circumstances, ensuring resilience and longevity.

Building collaborative and innovative teams

Teams that embrace creative problem-solving tend to be more collaborative and innovative. They value diversity of thought, are open to experimentation, and are more likely to challenge the status quo, leading to groundbreaking results.

Fostering a culture of continuous learning and improvement

Creative problem-solving is not just about finding solutions; it's also about continuous learning and improvement. By encouraging an environment of curiosity and exploration, organizations can ensure that they are always at the cutting edge, ready to tackle future challenges head-on.

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Creative Thinking: Innovative Solutions to Complex Challenges

Learn how to grow a culture of creativity to innovate competitive solutions.

October 16, 2024

8:30 AM – 4:30 PM ET

2 consecutive days

$2,990 Programs fill quickly — free cancellation up to 14 days prior

Registration Deadline

October 8, 2024

Overview: Creative Thinking Skills Course

The tech breakthrough that makes smartphones irrelevant, a new viral ad campaign, your company’s next big revenue generator — ideas like these could be sitting in your brain; all you need are the creative thinking skills and strategies to pull them out.

This interactive program focuses explicitly on the creative thinking skills you need to solve complex problems and design innovative solutions. Learn how to transform your thinking from the standard “why can’t we” to the powerful “how might we.” Crack the code on how to consistently leverage your team’s creative potential in order to drive innovation within your organization. Explore how to build a climate for innovation, remove barriers to creativity, cultivate courage, and create more agile, proactive, and inspired teams.

You will leave this program with new ideas about how to think more productively and how to introduce creative thinking skills into your organization. You can apply key takeaways immediately to implement a new leadership vision, inspire renewed enthusiasm, and enjoy the skills and tools to tackle challenges and seize opportunities.

Innovation experts Anne Manning and Susan Robertson bring to this highly-interactive and powerful program their decades of experience promoting corporate innovation, teaching the art of creative problem solving, and applying the principles of brain science to solve complex challenges.

Who Should Take Creative Thinking Skills Training?

This program is ideal for leaders with at least 3 years of management experience. It is designed for leaders who want to develop new strategies, frameworks, and tools for creative problem solving. Whether you are a team lead, project manager, sales director, or executive, you’ll learn powerful tools to lead your team and your organization to create innovative solutions to complex challenges.

All participants will earn a Certificate of Participation from the Harvard Division of Continuing Education.

Benefits of Creative Thinking Skills Training

The goal of this creative thinking program is to help you develop the strategic concepts and tactical skills to lead creative problem solving for your team and your organization. You will learn to:

Retrain your brain to avoid negative cognitive biases and long-held beliefs and myths that sabotage creative problem solving and innovation
Become a more nimble, proactive, and inspired thinker and leader
Create the type of organizational culture that supports collaboration and nurtures rather than kills ideas
Gain a practical toolkit for solving the “unsolvable” by incorporating creative thinking into day-to-day processes
Understand cognitive preferences (yours and others’) to adapt the creative thinking process and drive your team’s success
Develop techniques that promote effective brainstorming and enable you to reframe problems in a way that inspires innovative solutions

The curriculum in this highly interactive program utilizes research-based methodologies and techniques to build creative thinking skills and stimulate creative problem solving.

Through intensive group discussions and small-group exercises, you will focus on topics such as:

The Creative Problem Solving process: a researched, learnable, repeatable process for uncovering new and useful ideas. This process includes a “how to” on clarifying, ideating, developing, and implementing new solutions to intractable problems
The cognitive preferences that drive how we approach problems, and how to leverage those cognitive preferences for individual and team success
How to develop—and implement— a methodology that overcomes barriers to innovative thinking and fosters the generation of new ideas, strategies, and techniques
The role of language, including asking the right questions, in reframing problems, challenging assumptions, and driving successful creative problem solving
Fostering a culture that values, nurtures, and rewards creative solutions

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Instructors

Anne manning, susan robertson.

I really enjoyed the way the instructors facilitated the program. The combination of theory and practical exercises was powerful and effectively reinforced the concepts.

Innovation and Educational Research, Director, Vertex Pharmaceuticals, Inc.

Certificates of Leadership Excellence

The Certificates of Leadership Excellence (CLE) are designed for leaders with the desire to enhance their business acumen, challenge current thinking, and expand their leadership skills.

This program is one of several CLE qualifying programs. Register today and get started earning your certificate.

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What Is Design Thinking & Why Is It Important?

Business team using the design thinking process

18 Jan 2022

In an age when innovation is key to business success and growth, you’ve likely come across the term “design thinking.” Perhaps you’ve heard it mentioned by a senior leader as something that needs to be utilized more, or maybe you’ve seen it on a prospective employee's resume.

While design thinking is an ideology based on designers’ workflows for mapping out stages of design, its purpose is to provide all professionals with a standardized innovation process to develop creative solutions to problems—design-related or not.

Why is design thinking needed? Innovation is defined as a product, process, service, or business model featuring two critical characteristics: novel and useful. Yet, there’s no use in creating something new and novel if people won’t use it. Design thinking offers innovation the upgrade it needs to inspire meaningful and impactful solutions.

But what is design thinking, and how does it benefit working professionals?

What Is Design Thinking?

Design thinking is a mindset and approach to problem-solving and innovation anchored around human-centered design . While it can be traced back centuries—and perhaps even longer—it gained traction in the modern business world after Tim Brown, CEO and president of design company IDEO, published an article about it in the Harvard Business Review .

Design thinking is different from other innovation and ideation processes in that it’s solution-based and user-centric rather than problem-based. This means it focuses on the solution to a problem instead of the problem itself.

For example, if a team is struggling with transitioning to remote work, the design thinking methodology encourages them to consider how to increase employee engagement rather than focus on the problem (decreasing productivity).

Design Thinking and Innovation | Uncover creative solutions to your business problems | Learn More

The essence of design thinking is human-centric and user-specific. It’s about the person behind the problem and solution, and requires asking questions such as “Who will be using this product?” and “How will this solution impact the user?”

The first, and arguably most important, step of design thinking is building empathy with users. By understanding the person affected by a problem, you can find a more impactful solution. On top of empathy, design thinking is centered on observing product interaction, drawing conclusions based on research, and ensuring the user remains the focus of the final implementation.

The Four Phases of Innovation

So, what does design thinking entail? There are many models of design thinking that range from three to seven steps.

In the online course Design Thinking and Innovation , Harvard Business School Dean Srikant Datar leverages a four-phase innovation framework. The phases venture from concrete to abstract thinking and back again as the process loops, reverses, and repeats. This is an important balance because abstract thinking increases the likelihood that an idea will be novel. It’s essential, however, to anchor abstract ideas in concrete thinking to ensure the solution is valid and useful.

Here are the four phases for effective innovation and, by extension, design thinking.

four phases of the design thinking process

The first phase is about narrowing down the focus of the design thinking process. It involves identifying the problem statement to come up with the best outcome. This is done through observation and taking the time to determine the problem and the roadblocks that prevented a solution in the past.

Various tools and frameworks are available—and often needed—to make concrete observations about users and facts gathered through research. Regardless of which tools are implemented, the key is to observe without assumptions or biased expectations.

Once findings from your observations are collected, the next step is to shape insights by framing those observations. This is where you can venture into the abstract by reframing the problem in the form of a statement or question.

Once the problem statement or question has been solidified—not finalized—the next step is ideation. You can use a tool such as systematic inventive thinking (SIT) in this stage, which is useful for creating an innovative process that can be replicated in the future.

The goal is to ultimately overcome cognitive fixedness and devise new and innovative ideas that solve the problems you identified. Continue to actively avoid assumptions and keep the user at the forefront of your mind during ideation sessions.

The third phase involves developing concepts by critiquing a range of possible solutions. This includes multiple rounds of prototyping, testing, and experimenting to answer critical questions about a concept’s viability.

Remember: This step isn’t about perfection, but rather, experimenting with different ideas and seeing which parts work and which don’t.

4. Implement

The fourth and final phase, implementation, is when the entire process comes together. As an extension of the develop phase, implementation starts with testing, reflecting on results, reiterating, and testing again. This may require going back to a prior phase to iterate and refine until you find a successful solution. Such an approach is recommended because design thinking is often a nonlinear, iterative process.

In this phase, don’t forget to share results with stakeholders and reflect on the innovation management strategies implemented during the design thinking process. Learning from experience is an innovation process and design thinking project all its own.

Check out the video about the design thinking process below, and subscribe to our YouTube channel for more explainer content!

Why Design Thinking Skills Matter

The main value of design thinking is that it offers a defined process for innovation. While trial and error is a good way to test and experiment what works and what doesn’t, it’s often time-consuming, expensive, and ultimately ineffective. On the other hand, following the concrete steps of design thinking is an efficient way to develop new, innovative solutions.

On top of a clear, defined process that enables strategic innovation, design thinking can have immensely positive outcomes for your career—in terms of both advancement and salary.

Graph showing jobs requiring design thinking skills

As of December 2021, the most common occupations requiring design thinking skills were:

Marketing managers
Industrial engineers
Graphic designers
Software developers
General and operations managers
Management analysts
Personal service managers
Architectural and engineering managers
Computer and information systems managers

In addition, jobs that require design thinking statistically have higher salaries. Take a marketing manager position, for example. The median annual salary is $107,900. Marketing manager job postings that require design thinking skills, however, have a median annual salary of $133,900—a 24 percent increase.

Median salaries for marketing managers with and without design thinking skills

Overall, businesses are looking for talent with design thinking skills. As of November 2021, there were 29,648 job postings in the United States advertising design thinking as a necessary skill—a 153 percent increase from November 2020, and a 637 percent increase from November 2017.

As businesses continue to recognize the need for design thinking and innovation, they’ll likely create more demand for employees with those skills.

Learning Design Thinking

Design thinking is an extension of innovation that allows you to design solutions for end users with a single problem statement in mind. It not only imparts valuable skills but can help advance your career.

It’s also a collaborative endeavor that can only be mastered through practice with peers. As Datar says in the introduction to Design Thinking and Innovation : “Just as with learning how to swim, the best way to practice is to jump in and try.”

If you want to learn design thinking, take an active role in your education. Start polls, problem-solving exercises, and debates with peers to get a taste of the process. It’s also important to seek out diverse viewpoints to prepare yourself for the business world.

In addition, if you’re considering adding design thinking to your skill set, think about your goals and why you want to learn about it. What else might you need to be successful?

You might consider developing your communication, innovation, leadership, research, and management skills, as those are often listed alongside design thinking in job postings and professional profiles.

Graph showing common skills required alongside design thinking across industries

You may also notice skills like agile methodology, user experience, and prototyping in job postings, along with non-design skills, such as product management, strategic planning, and new product development.

Graph showing hard skills required alongside design thinking across industries

Is Design Thinking Right for You?

There are many ways to approach problem-solving and innovation. Design thinking is just one of them. While it’s beneficial to learn how others have approached problems and evaluate if you have the same tools at your disposal, it can be more important to chart your own course to deliver what users and customers truly need.

You can also pursue an online course or workshop that dives deeper into design thinking methodology. This can be a practical path if you want to improve your design thinking skills or require a more collaborative environment.

Are you ready to develop your design thinking skills? Explore our online course Design Thinking and Innovation to discover how to leverage fundamental design thinking principles and innovative problem-solving tools to address business challenges.

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7 Steps to Better and More Innovative Problem Solving Skills

No one goes through life without experiencing an issue or problem they have to solve. As such, everyone needs to develop critical thinking and problem-solving skills to be successful. This statement is particularly true in the workplace, where people face significant and minor problems on a daily basis. When it comes to problem-solving, Americans rank among the worst in the developed world. We have previously discussed some decision making and problem solving examples and team activities for the workplace. However, this article will cover some of the ways that people approach problem solving in the workplace and their personal lives, as well as some problem solving steps you can implement today.

Different Approaches of Creative Problem Solving

There are many different approaches that people can take to develop and grow their problem solving skills. Big Think expert, theoretical physicist, and author Geoffrey West says that one method of problem solving is a systems thinking approach. This holistic, integrative, and systemic approach supplements the reductionistic approach to problem solving by focusing on the way different parts of an adaptive system interrelate and how systems evolve over time. In his Big Think course “Systems Thinking 101: A New Approach to Problem-Solving,” West says:

“In terms of my own career, I made a shift from thinking in this very traditional reductionistic way, which I love and admire and respect and still do, to some extent, to thinking in terms of complex adaptive systems. And I think systemic thinking requires this extraordinary integration of the big picture, the holistic picture, the systemic picture, with this reductionistic picture. And it’s not one or the other, and that’s something I’d like to stress: I think we need both.”

According to another Big Think expert and author Tim Ferriss, some of the best and most creative decisions are discovered from what he refers to as “empty space.” According to Ferriss in a Big Think interview :

“Three to five hour uninterrupted blocks of time are extremely critical if you want to connect the dots, if you want to have the space to allow yourself to have original ideas or at least original combinations of ideas you really need to block out that time and protect it at least once a week… there are many people who do this, Remet Set, for instance, who has a very, very successful multi, multimillion-dollar business that he built out of a blog he started long ago in college, which was very, very niche in its focus, he blocks out I believe it’s every Wednesday for three to five hours of time he’ll block it out for learning. Noah Kagan, another entrepreneur, does the same thing… Because as soon as you go into bullet dodging — or, like Wonder Woman, bullet blocking — mode with everyone else’s agenda for your time, which is very often the inbox or text messages, you’re DOA; you’re done.”

Problem Solving Steps You Can Implement in the Workplace

1. define the problem.

While you may have a general idea of the issue you wish to solve, it’s vital that you specifically define the issue and write it down. Read it over to ensure that you have properly defined the issue and know that it’s the exact problem to try solving.

2. Analyze the Issue and List Pertinent Factors That You Must Consider

This is where you can ask yourself some of the necessary creative problem solving questions: Who is affected by the issue? How will they be affected by any changes? Will this address all of or just some of the issue at hand?

3. Generate Potential Solutions

Do not just come up with one idea and run with it; take the time to come up with several viable alternatives to help further develop your problem solving skills. According to the American Society for Quality (ASQ), it’s essential to create a standard with which you can compare the intended results of the various proposed solutions. Don’t use these standards to judge which solution is best; just use it to come up with potential solution ideas at this stage.

4. Analyze the List of Solutions to Determine the Most Viable Option(s)

This is where you can also ask yourself some creative problem solving questions to determine the positive and negative aspects of each proposed solution. Will each solution resolve the issue without creating new problems? Does the solution fit within the confines of your organization’s culture, processes, etc.? And, is it scalable (or does it need to be)?

5. Select the Best Solution for the Issue

Evaluate each solution as a whole to determine whether it is the right fit for your employees, operations, and organization as a whole. This decision can be based on a set list of factors or even your “gut feeling” based on your years of professional experience. Together, these factors can help you narrow down the list.

6. Plan Your Next Course of Action and Implementing the Solution

This is where you should write down what you will do to solve this issue and chart out how you want to make it happen. This may involve time from you and others who will be included in the process. It also should entail planning follow-ups in the future to ensure that the work has been implemented.

7. Implement the Solution to the Issue

Now, all that is left is to put your plan into action and showcase the results of your problem solving skills. Follow the plan that you and your team have set out and be sure to follow-up to ensure the work is complete.

A smiling bald man is positioned in front of a collage featuring a large clock, a graph, and a timeline spanning from 2004 to 2010. The background is primarily yellow with various black and white elements, reflecting Horowitz hindsight at its finest.

What is Innovative Thinking? [Creative Problem-Solving Skills]

Innovative thinking is a process that requires looking at problems and situations from a new perspective, often leading to unorthodox solutions and breakthrough ideas. It involves the ability to think outside of the box and combine previously unrelated concepts in a way that generates something novel and useful.

This type of thinking is not just about creativity; it’s about applying creativity systematically to solve problems and exploit opportunities in an original way.

At the core of innovative thinking is the readiness to challenge the status quo and the willingness to take calculated risks. It is imperative in the fast-paced and ever-changing business landscape, where companies must constantly adapt and evolve to stay competitive.

Innovative thinking can be learned and fostered within an organization, and it resides at the intersection of knowledge, imagination, and evaluation.

Key Takeaways

Innovative thinking involves applying creative solutions in a systematic way.
The ability to challenge existing norms is essential for innovative problem-solving.
Innovative thinking can be cultivated and is crucial for competitiveness in business.

Defining Innovative Thinking

Innovative thinking encompasses a proactive approach to generating new ideas and solutions that challenge the status quo and offer unique value.

A male executive, standing in a modern office, looking at a large, interactive digital wall displaying various innovative ideas and concepts. He appears curious and engaged, pointing at different innovations, symbolizing the exploration of innovative thinking.

Core Principles of Innovation

Relevance : Your ideas must serve a purpose and fit the needs or desires of a target audience.
Feasibility : Solutions should be practical and realistically achievable within your resources.
Originality : Aim for a level of uniqueness in your ideas, which distinguishes them from existing concepts.

By adhering to these principles when you approach a problem or a potential opportunity, you lay the groundwork for practical innovation.

Innovation vs. Creativity

Creativity is characterized by the ability to perceive the world in fresh ways and identify hidden patterns. It is the process of developing original ideas that have value.
Innovation , on the other hand, is the implementation of creative ideas to produce new value or improve something that already exists.

To clarify:

Aspect	Creativity	Innovation
Focus	Generating new, original ideas	Applying ideas to create new solutions
Outcome	May not result in immediate action	Leads to tangible change or value creation

In essence, while creativity is crucial for innovation, not all creative ideas lead to innovation. You should aim to harness your creativity to fuel innovation that resonates and has impact.

The Necessity of Innovative Thinking in Business

Innovative thinking is not just a buzzword in the business lexicon—it is a fundamental requirement for your company’s sustained growth and competitive advantage.

A female business leader, standing in a strategic meeting room with a few team members. She is presenting a new business model on a digital screen, appearing confident and visionary, illustrating the role of innovative thinking in driving business strategies.

Driving Business Strategy

Your business strategy sets you apart. By fostering innovative thinking, you create a robust foundation for developing unique value propositions that resonate with your target audience.

Organizations that prioritize innovation are often more adept at identifying and capitalizing on new opportunities. For example, a company’s growth trajectory can be significantly enhanced by pioneering a groundbreaking product or optimizing operations using cutting-edge technology.

A business strategy infused with innovation can pivot more effectively in response to evolving market demands .

Identify emerging trends and integrate them into your business model.
Encourage creative problem-solving at all organizational levels.

Responding to Competitors and Markets

You must observe your competitors closely and understand the markets you operate in to stay ahead.

Innovative thinking equips you with the tools to respond swiftly and effectively to rival strategies and shifting market conditions. It involves not just matching what others offer but redefining standards and setting the pace for market demands .

Companies that excel at innovation are often leaders in their field, steering the direction of the market rather than just following it.

Benchmark against industry standards, and then aim higher with inventive solutions.
Cultivate a deep understanding of customer needs to anticipate market changes better.

Building Blocks of Innovative Thought

Innovative thinking hinges on developing particular cognitive skills and cultivating a mindset geared towards novel solutions. It involves honing your capability to see beyond the conventional and embracing a practice of continuous learning .

A male professional, seated in a creative workspace surrounded by mind maps and brainstorming notes. He looks focused and introspective, capturing his engagement in deep creative thinking and problem-solving.

Fostering a Creative Mindset

To create a fertile ground for innovation, you must nurture a creative mindset. This involves staying curious and open to new experiences.

Experimentation is key; by permitting yourself to try new approaches without the fear of failure, you enhance your creative faculties. Surrounding yourself with diverse perspectives and challenging your own assumptions will also enrich your creative thinking.

Be Curious : Ask questions and seek to understand.
Embrace Diversity : Variety in thought and experience fuels creativity.
Challenge Assumptions : Test the validity of your preconceived notions.

Critical Thinking and Problem-Solving Skills

Critical thinking is essential in dissecting problems and identifying their roots. It allows you to evaluate information objectively and make decisions based on evidence rather than assumption or bias.

Problem-solving, particularly creative problem solving , incorporates critical thinking with creativity to devise effective and innovative solutions. To excel in this area, you must be adept at both analyzing and synthesizing information.

Analysis : Break down complex issues into manageable parts.
Synthesis : Combine elements in novel ways to form original solutions.
Evidence-Based Decisions : Let logic and data guide your conclusions.

Cultivating Innovative Skills

Innovative thinking thrives on your ability to stay curious, engage in continuous learning, and collaborate effectively . These skills can be harnessed and refined in various ways to transform your workplace into a hub of innovation.

A diverse team (a young female and an older male) in a collaborative workshop setting, engaging in a dynamic discussion. They are using post-it notes and digital tablets, appearing enthusiastic and collaborative, showcasing the cultivation of a team-oriented innovative mindset.

Embracing Curiosity and Continuous Learning

You fuel innovative thinking by nurturing curiosity . Make it a habit to read widely across different fields to spark new ideas.

Embrace continuous learning by:

Attending : Workshops, webinars, and lectures.
Participating : In discussions that challenge your thinking.

This constant acquisition of knowledge lays the foundation for innovative solutions.

Implementing Design Thinking

Design thinking is a solution-oriented process that encourages you to understand problems deeply before attempting to solve them. Utilize these steps in your workplace:

Empathize : With your users to grasp their needs.
Define : The problem clearly.
Ideate : By brainstorming multiple solutions.
Prototype : Quickly and cost-effectively.
Test : The solution and iterate based on feedback.

This approach fosters a mindset geared toward innovation.

Developing Communication and Collaboration

Your ability to communicate clearly and collaborate with others is paramount. Consider these strategies:

Active Listening : Ensure you truly hear and understand your colleagues’ perspectives.
Sharing Ideas : Use clear, direct language to put forth your suggestions.
Team Projects : Engage in diverse groups to blend various skill sets.

Collaboration amplifies individual strengths and leads to more innovative outcomes.

Encouraging Adaptability and Flexibility

The workplace is ever-changing, and your success hinges on adaptability and flexibility . Enhance these skills by:

Taking on New Challenges : Step out of your comfort zone regularly.
Experimenting : With different ways to complete tasks.
Learning from Failure : Embrace setbacks as opportunities to grow.

Adaptable individuals can pivot quickly in response to new information or circumstances, driving innovation forward.

Innovation in Practice

Innovation requires a deliberate approach that combines creative thinking with a willingness to push boundaries. By embracing specific methodologies, you enhance your ability to generate original and groundbreaking ideas.

A female engineer, working in a high-tech lab, examining a prototype. She looks determined and focused, surrounded by advanced technological tools, demonstrating the practical aspects of innovation through prototyping and experimentation.

Brainstorming and Ideation Techniques

Your arsenal for innovative thinking should include a variety of brainstorming and ideation techniques.

Methods such as mind mapping or the SCAMPER technique allow for the exploration of different perspectives and can lead to the development of novel solutions.

Mind mapping involves creating a visual diagram of your thoughts, which can help you identify connections that might not have been apparent initially.

The SCAMPER technique prompts you to ask questions based on seven strategies—Substitute, Combine, Adapt, Modify, Put to other uses, Eliminate, and Reverse—encouraging diverse thought patterns.

Substitute: What elements within your current idea can you replace?
Combine: Can you merge concepts for a more comprehensive solution?
Adapt: How can you alter your idea to fit a new purpose or context?
Modify: What enhancements can you make to improve your idea?
Put to other uses: Are there unconventional applications for your idea?
Eliminate: Can you simplify your idea by removing components?
Reverse: What happens if you flip your idea or approach it backward?

Experimentation and Prototyping

Experimentation is the practical component of innovation where you transform your ideas into tangible prototypes. This is where you test your hypotheses to see what works and what doesn’t.

Prototyping can range from basic models to more complex versions, which allows for early detection of potential issues.

It’s important that you are methodical in your experimentation—track your results, make changes, and retest repeatedly. This continuous cycle sharpens your idea into a viable product or solution.

Concept Prototype: A simple version to test the basic idea.
Working Prototype: A functional model with working features.
Refined Prototype: An advanced model that closely resembles the final product.

Risk-Taking and Learning from Failure

Innovation involves risk-taking and the understanding that failure is often part of the process. When you take risks, you pave the way for groundbreaking ideas that might disrupt the status quo.

It’s crucial to see failure not as a setback, but as a source of insight. Failures teach you what doesn’t work, enabling a process of elimination that brings you closer to a successful outcome.

Embrace Failure: Acknowledge that failure provides learning opportunities.
Calculated Risks: Make informed decisions to manage potential downsides.
Iterative Learning: Apply lessons from failures to refine your approach.

The Role of Technology and Tools in Innovation

Technology and tools are the backbone of innovative thinking. As you navigate the world of innovation, it’s crucial to understand how these elements foster the creation of new solutions.

An older male professional, in a high-tech control room, monitoring progress on multiple screens showing data analytics and virtual simulations. His expression is concentrated and serious, emphasizing the impact of technology in facilitating innovative processes.

Technology serves as the springboard for the development of innovative solutions that can revolutionize industries. It provides you with the capabilities to transform ideas into tangible products and services .

Tools : They facilitate the process of innovation by providing you with the means to explore and execute ideas.
Important tools might include software for design, collaboration platforms for teamwork, and analytical instruments for data management.

When considering technology in the context of innovation:

It heightens efficiency in various actions, from prototyping to market analysis.
It allows for rapid testing and adaptation, which is essential in bringing new products to market swiftly.
It can improve the reach of your services , making them more accessible to broader audiences.

Here is a comparison on how technology affects various aspects of the innovation process:

Aspect of Innovation	Without Technology	With Technology
Collaboration Efficiency	Low	High
Speed of Prototyping	Slow	Rapid
Data Analysis Capabilities	Limited	Extensive
Accessibility of Solutions	Localized	Global

Embrace these innovations consciously and utilize them to navigate the complex landscape of bringing innovative solutions to life. As your proficiency with these tools grows, so does your potential to contribute to ever-evolving markets and societal needs.

Case Studies: Successes in Innovation

In this section, you will examine real-world examples of innovative thinking that have led to significant advancements in various industries, along with groundbreaking products and services that have changed the way customers and clients engage with the market.

A middle-aged male business executive, giving a presentation in a conference room with screens displaying logos of innovative companies. He appears proud and persuasive, engaging his audience with stories of successful innovations.

Industry Revolutionaries

Apple Inc. – With the introduction of the iPhone in 2007, Apple transformed the telecommunications landscape. This innovation not only merged a phone and a music player but also paved the way for smartphones to become indispensable tools for millions of users worldwide, influencing customer behavior and expectations.

Tesla, Inc. – Tesla redefined the automotive industry with its electric vehicles (EVs), particularly the Model S, which challenged preconceptions about the viability of EVs. Their commitment to sustainability and bold approach to design, technology, and energy have positioned Tesla as a leader in the automotive revolution.

Innovative Products and Services

Amazon Web Services (AWS) – Launched in 2006, AWS took cloud computing to a new level, offering a suite of on-demand services to clients across the globe, thus catalyzing the shift to cloud-based infrastructure and playing a pivotal role in the IT services industry’s transformation.

Google Search – Revolutionizing the way information is accessed, Google Search became an essential service by providing fast, relevant, and comprehensive search results to users, simplifying data retrieval and profoundly impacting how knowledge is consumed.

Challenges and Barriers to Innovation

Innovative thinking is often met with challenges that can stifle progress. You’ll encounter organizational resistance and complex problems that can impede your ability to innovate.

A female professional in an office, looking frustrated but thoughtful, surrounded by colleagues in a brainstorming session. This reflects the complexities and occasional resistance encountered during innovative endeavors.

Overcoming Organizational Resistance

Organizational culture can be a significant barrier to innovation. Resistance often arises due to a fear of change or a lack of understanding of the benefits that innovation can bring.

Communicate the value of innovation clearly and frequently to all organizational levels.
Engage employees in the innovation process, allowing them to contribute ideas and feel a sense of ownership.

Strategies to mitigate resistance involve providing education, fostering an inclusive culture, and rewarding innovative behaviors.

Navigating Complex Problems

Innovation requires you to navigate through complex problems that are often multi-faceted and ambiguous. To effectively tackle these problems:

Break them down into smaller, more manageable components.
Use bold iterative and agile methods to address these smaller elements, allowing for flexibility and adjustability.

Employing a systematic approach for problem-solving can enable you to manage complexity and move forward with innovative solutions.

Future of Innovation

In the realm of innovation, your ability to forecast emerging trends and implement practices for sustained growth is key.

A female executive, looking visionary and contemplative, standing by a window in a modern office, gazing out at a bustling cityscape. She symbolizes leadership contemplating the evolving landscape of market trends and innovation.

Predicting Trends and Evolving Markets

In the future, you’ll find that predicting trends hinges on data analysis and market insights. You should be adept at interpreting complex data to discern potential market shifts.

Consider the application of artificial intelligence (AI) to assist in detecting patterns that forecast future trends. Utilizing AI, you can evaluate consumer behaviour and anticipate needs before they’re fully formed.

For markets to evolve, they must adapt to technological advancements and changing consumer expectations.

You’ll observe an emphasis on agility within companies to tailor their strategies to the dynamic market landscape.

This ability to pivot quickly enables you not only to match the pace of change but also to potentially lead the market through innovation.

Sustaining Long-Term Innovation

To ensure long-term growth , embedding innovation into your company’s culture is crucial.

This involves more than occasional creative initiatives; it’s about fostering an environment where innovation is a continuous, systemic phenomenon.

Cross-functional teams and open collaboration spaces are effective methods to integrate diverse perspectives and expertise, driving innovation from all angles of your organization.

Moreover, investment in R&D (Research & Development) is essential for sustaining innovation.

By prioritizing R&D, you cultivate a forward-thinking mindset that consistently seeks improvement and development. Balancing short-term successes with the vision of future potential is instrumental for enduring progress and remaining competitive in your industry.

Innovative thinking is essential in today’s rapidly evolving landscape. As you develop this skill, you’ll find yourself better equipped to tackle complex challenges and create value in unique and impactful ways.

Remember the following key points to foster your innovative mindset:

Stay Curious: Ask questions, seek new knowledge, and remain open to learning.
Embrace Diversity: Diverse perspectives can spark creativity and lead to groundbreaking solutions.
Challenge the Status Quo: Question existing assumptions and don’t be afraid to take risks.

By applying these principles in your personal and professional life, you propel yourself and others toward a future of progress and invention.

Engage regularly in activities that stretch your creative abilities, and take the time to reflect on experiences that could lead to insightful innovations.

The journey of innovation is continuous, and your potential to contribute to this dynamic field is limitless.

Allow your curiosity to guide you, and harness your innovative thinking to make a tangible difference in the world around you.

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Creativity & problem-solving.

The Laboratory for Innovation Science at Harvard (LISH) is conducting research and creating evidence-based approaches to problem-solving. Researchers at LISH are identifying the best way to approach a problem, starting with problem formulation, and experimenting with solvers on the best way to find solutions.

Key Questions

How does the nature of the problem to be solved impact the most optimal problem-solving approaches to be used?

How can problems be best formulated so that outsiders can help solve them, how does diversity in knowledge and skills impact problem-solving, can creativity be enhanced through teams and/or exposure to peers, these four research questions frame projects in this track, pushing the boundaries of medical imaging and computational biology through artificial intelligence and algorithm development, extensive crowdsourcing work with nasa and other federal agencies, and using data science to help create a history of the partition of british india. see below for more information on each of the individual projects in this research track., nasa tournament lab.

The NASA Tournament Lab was originally established in 2010 as a joint initiative between NASA’s Center of Excellence for Collaborative Innovation (CoECI), Harvard Business School, and the Institute for Quantitative Social Science, to design and field challenges and contests... Read more about NASA Tournament Lab

Computational Biology Algorithms

Drivers of medical imaging diagnoses, integrating crowds into academic labs, advanced analytics challenges.

With the digital transformation in business and academia, the demand for advanced data analytics is increasing. LISH partners with foundations, government agencies, and research labs to access data analytics solutions through the crowd.... Read more about Advanced Analytics Challenges

Crowdsourcing for Social Good

Crowdsourcing memories from the 1947 partition of british india.

Working with the Lakshmi Mittal and Family South Asia Institute at Harvard University, this project aims to collect and analyze oral histories and memories of the 1947 Partition of British India with a focus on minority voices. Aspects of this project include gathering discrete historical data such as locations and descriptions of refugee camps; mapping geographical locations... Read more about Crowdsourcing Memories from the 1947 Partition of British India

Developing a Process to Foster Co-creation by Patients and Caretakers and our Research Communities

A joint project with Harvard Catalyst — Reactor , this initiative aims to pair patient- and caregiver-derived solutions with research labs at Boston-area medical schools to develop innovative tools to benefit the patients, their disease communities, and others with similar needs.... Read more about Developing a Process to Foster Co-creation by Patients and Caretakers and our Research Communities

City Challenges

LISH researchers are designing experiments wrapped around NYU GovLab’s City Challenges. The City Challenges program aims to use competitions and coaching to solve urban problems. See here for information on a prior challenge.

Related Publications

Free and Open Source Software (FOSS) has become a critical part of the modern economy. There are tens of millions of FOSS projects, many of which are built into software and products we use every day. However, it is difficult to fully understand the health, economic value, and security of FOSS because it is produced in a decentralized and distributed manner. This distributed development approach makes it unclear how much FOSS, and precisely what FOSS projects, are most widely used. This lack of understanding is a critical problem faced by those who want to help enhance the security of FOSS (e.g., companies, governments, individuals), yet do not know what projects to start with. This problem has garnered widespread attention with the Heartbleed and log4shell vulnerabilities that resulted in the susceptibility of hundreds of millions of devices to exploitation.

This report, Census II, is the second investigation into the widespread use of FOSS and aggregates data from over half a million observations of FOSS libraries used in production applications at thousands of companies, which aims to shed light on the most commonly used FOSS packages at the application library level. This effort builds on the Census I report that focused on the lower level critical operating system libraries and utilities, improving our understanding of the FOSS packages that software applications rely on. Such insights will help to identify critical FOSS packages to allow for resource prioritization to address security issues in this widely used software.

The Census II effort utilizes data from partner Software Composition Analysis (SCA) companies including Snyk, the Synopsys Cybersecurity Research Center (CyRC), and FOSSA, which partnered with Harvard to advance the state of open source research. Our goal is to not only identify the most widely used FOSS, but to also provide an example of how the distributed nature of FOSS requires a multi-party effort to fully understand the value and security of the FOSS ecosystem. Only through data-sharing, coordination, and investment will the value of this critical component of the digital economy be preserved for generations to come.

In addition to the detailed results on FOSS usage provided in the report, we identified five high-level findings: 1) the need for a standardized naming schema for software components, 2) the complexities associated with package versions, 3) much of the most widely used FOSS is developed by only a handful of contributors, 4) the increasing importance of individual developer account security, and 5) the persistence of legacy software in the open source space.

Karim R. Lakhani, Anne-Laure Fayard, Manos Gkeredakis, and Jin Hyun Paik . 10/5/2020. “ OpenIDEO (B) ”. Publisher's Version Abstract In the midst of 2020, as the coronavirus pandemic was unfolding, OpenIDEO - an online open innovation platform focused on design-driven solutions to social issues - rapidly launched a new challenge to improve access to health information, empower communities to stay safe during the COVID-19 crisis, and inspire global leaders to communicate effectively. OpenIDEO was particularly suited to challenges which required cross-system or sector-wide collaboration due to its focus on social impact and ecosystem design, but its leadership pondered how they could continue to improve virtual collaboration and to share their insights from nearly a decade of running online challenges. Conceived as an exercise of disruptive digital innovation, OpenIDEO successfully created a strong open innovation community, but how could they sustain - or even improve - their support to community members and increase the social impact of their online challenges in the coming years?

This paper presents NASA’s experience using a Center of Excellence (CoE) to scale and sustain an open innovation program as an effective problem-solving tool and includes strategic management recommendations for other organizations based on lessons learned.

This paper defines four phases of implementing an open innovation program: Learn, Pilot, Scale and Sustain. It provides guidance on the time required for each phase and recommendations for how to utilize a CoE to succeed. Recommendations are based upon the experience of NASA’s Human Health and Performance Directorate, and experience at the Laboratory for Innovation Science at Harvard running hundreds of challenges with research and development organizations.

Lessons learned include the importance of grounding innovation initiatives in the business strategy, assessing the portfolio of work to select problems most amenable to solving via crowdsourcing methodology, framing problems that external parties can solve, thinking strategically about early wins, selecting the right platforms, developing criteria for evaluation, and advancing a culture of innovation. Establishing a CoE provides an effective infrastructure to address both technical and cultural issues.

The NASA experience spanned more than seven years from initial learnings about open innovation concepts to the successful scaling and sustaining of an open innovation program; this paper provides recommendations on how to decrease this timeline to three years.

Tomohiro Ishibashi (Bashi), chief executive officer for B to S, and Julia Foote LeStage, chief innovation officer of Weathernews Inc., were addressing a panel at the HBS Digital Summit on creative uses of big data. They told the summit attendees about how the Sakura (cherry blossoms) Project, where the company asked users in Japan to report about how cherry blossoms were blooming near them day by day, had opened up opportunities for the company's consumer business in Japan. The project ultimately garnered positive publicity and became a foothold to building the company's crowdsourcing weather-forecasting service in Japan. It changed the face of weather forecasting in Japan. Bashi and LeStage wondered whether the experience could be applied to the U.S. market.

BACKGROUND: The association of differing genotypes with disease-related phenotypic traits offers great potential to both help identify new therapeutic targets and support stratification of patients who would gain the greatest benefit from specific drug classes. Development of low-cost genotyping and sequencing has made collecting large-scale genotyping data routine in population and therapeutic intervention studies. In addition, a range of new technologies is being used to capture numerous new and complex phenotypic descriptors. As a result, genotype and phenotype datasets have grown exponentially. Genome-wide association studies associate genotypes and phenotypes using methods such as logistic regression. As existing tools for association analysis limit the efficiency by which value can be extracted from increasing volumes of data, there is a pressing need for new software tools that can accelerate association analyses on large genotype-phenotype datasets.

RESULTS: Using open innovation (OI) and contest-based crowdsourcing, the logistic regression analysis in a leading, community-standard genetics software package (PLINK 1.07) was substantially accelerated. OI allowed us to do this in <6 months by providing rapid access to highly skilled programmers with specialized, difficult-to-find skill sets. Through a crowd-based contest a combination of computational, numeric, and algorithmic approaches was identified that accelerated the logistic regression in PLINK 1.07 by 18- to 45-fold. Combining contest-derived logistic regression code with coarse-grained parallelization, multithreading, and associated changes to data initialization code further developed through distributed innovation, we achieved an end-to-end speedup of 591-fold for a data set size of 6678 subjects by 645 863 variants, compared to PLINK 1.07's logistic regression. This represents a reduction in run time from 4.8 hours to 29 seconds. Accelerated logistic regression code developed in this project has been incorporated into the PLINK2 project.

CONCLUSIONS: Using iterative competition-based OI, we have developed a new, faster implementation of logistic regression for genome-wide association studies analysis. We present lessons learned and recommendations on running a successful OI process for bioinformatics.

Most United States Patent and Trademark Office (USPTO) patent documents contain drawing pages which describe inventions graphically. By convention and by rule, these drawings contain figures and parts that are annotated with numbered labels but not with text. As a result, readers must scan the document to find the description of a given part label. To make progress toward automatic creation of ‘tool-tips’ and hyperlinks from part labels to their associated descriptions, the USPTO hosted a monthlong online competition in which participants developed algorithms to detect figures and diagram part labels. The challenge drew 232 teams of two, of which 70 teams (30 %) submitted solutions. An unusual feature was that each patent was represented by a 300-dpi page scan along with an HTML file containing patent text, allowing integration of text processing and graphics recognition in participant algorithms. The design and performance of the top-5 systems are presented along with a system developed after the competition, illustrating that the winning teams produced near state-of-the-art results under strict time and computation constraints. The first place system used the provided HTML text, obtaining a harmonic mean of recall and precision (F-measure) of 88.57 % for figure region detection, 78.81 % for figure regions with correctly recognized figure titles, and 70.98 % for part label detection and recognition. Data and source code for the top-5 systems are available through the online UCI Machine Learning Repository to support follow-on work by others in the document recognition community.

Design Thinking and Innovation

Design Thinking and Innovation from Harvard Business School (HBS) Online will teach you how to leverage fundamental design thinking principles and innovative problem-solving tools to address business challenges.

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What you'll learn.

Break cognitive fixedness and approach problems with a new mindset that integrates creative problem-solving and management

Develop an innovation toolkit, and determine when to apply design thinking frameworks, tools, and exercises to your own strategic initiatives

Practice empathy and apply human-centered design through techniques such as ideation, prototyping, user journey mapping, and analyzing mental models

Assess group dynamics and maximize your team’s potential for developing and iterating prototypes and managing the implementation of new designs

Understand how leaders can create the optimal environment and team dynamics to guide innovation and collaboration

Put design thinking into action by collaborating with peers from a wide range of professional experiences and backgrounds

Course description

Design Thinking and Innovation, through Harvard Business School (HBS) Online, equips current and aspiring innovation managers with the design thinking principles and innovative problem-solving tools to solve business challenges and guide their organization’s strategy. The course features five weeks of course content and two weeks of cohort project work, enabling the opportunity to put learning into practice. Leaders interviewed include Moderna CEO Stéphane Bancel, Royal Philips CEO Frans van Houten, and T-Mobile CEO Mike Sievert, among others. Participants will walk away with an innovation toolkit of frameworks and exercises for identifying business opportunities and generating possible solutions for their organization’s initiatives.

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Huntsville workshops inspire innovation, problem-solving

Published: Aug 1, 2024 11:45 AM

By Carla Nelson

The Auburn University Department of Industrial and Systems Engineering (ISE) recently held two unique workshops at the Auburn University Research and Innovation Campus in Huntsville. The workshops focused on problem-solving, innovation and cognitive engineering.

The Huntsville workshops included hands-on activities.

Successful systems integrate people and machines to achieve optimal performance. Cognitive engineering focuses on how well a system aligns with the cognitive capabilities of its users. It leverages an understanding of human perception, mental processing, and memory to enhance technology design and usability.

Sarah Moore, ISE alumna and a systems engineer supporting the International Space Station, participated in the workshop. Moore, who studied under Sesek and Garnett, was enthusiastic about the opportunity to gain more knowledge from them.

“The experience of the workshop was wonderful,” she said. “It was very intimate and personalized. I loved how much of a discussion it was rather than a simple lecture. I learned new ways to center design around humans and refresh old ones.”

Moore’s job responsibilities include ensuring that all components needed for building, testing and shipping the payload are in the right place at the right time and maintaining the flight schedule to meet International Space Station launch deadlines.

“The knowledge I gained in the workshop is applicable not only to my professional life, but my personal one,” she said. “It’s always wise to design any system with the target audience in mind.”

On July 19, the “Engineered Solutions Workshop” was held, offering structured techniques for innovation. Hosted by Sesek and doctoral student Bob Sesek, participants engaged in various creative exercises to foster problem-solving and innovative idea development, particularly for engineering environments. The workshop aimed to inspire participants to generate and implement novel solutions to their own problems and contribute to their companies’ overall success.

Patrick Reed, executive director of the Intellectual Property Exchange at Auburn University, praised the workshop for allowing him to think and act like an inventor and innovator. He learned creative ways to approach problems from multiple angles and perspectives.

“I strongly encourage anyone to attend this workshop, even if you think you never innovate,” Reed said. “I’d wager you’d leave surprised with a newfound understanding that invention and innovation happens everywhere, often in the unlikeliest of places.”

Auburn ISE doctoral student Diego Caputo also found the workshop inspiring, encouraging him to develop novel ideas in fields he previously thought were fully explored.

“The workshop also provided an incredible opportunity to connect with professionals from diverse industries and gain fresh perspectives on problem-solving and innovation,” Caputo said. “Thanks to it, I am excited and confident to proceed with submitting my invention for intellectual property protection.”

For more information on upcoming workshops, contact Richard Sesek or Richard Garnett .

The Huntsville workshops focused on problem-solving, innovation and cognitive engineering.

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How Can Teachers Integrate New Technologies Like AI Into the Classroom? ‘Be Open Minded and Take Risks,’ Says Friday Institute for Educational Innovation Executive Director and NC State College of Education Associate Dean for Translational Research Krista Glazewski

For more than 20 years, Friday Institute for Educational Innovation Executive Director and NC State College of Education Associate Dean for Translational Research Krista Glazewski has studied how complex problem solving can be supported through new, emerging and foundational technologies. Now, Glazewski said available technologies are finally catching up to practices and pedagogies that researchers and educators have envisioned.

“We’ve known for a long time what we’ve wanted technology to be able to do. For example, using technology to pre-plan scaffolding possibilities based on known difficulties among students,” Glazewski said. “Now, technology is reaching a point where we can reliably expect that it can accomplish some of those tasks and that frees the teacher to be able to do a lot more of the on-the-fly decision making and makes it much more possible for a teacher to be responsive in the moment.”

What Should Educators Know about Artificial Intelligence in Education?

One of the most talked about technologies in education right now, Glazewski said, is artificial intelligence (AI). Although the hype around AI has reached a peak recently, the technology has been present in education for about 30 years through applications like learning analytics and adaptive testing systems.

But, new advancements in AI are allowing the technology to support pedagogies that it previously could not. For example, if students are struggling to understand a concept, a teacher could use AI to generate a different example, with a different context, to help make the idea more concrete.

“AI is offering a lot of promise both for supporting learners in the classroom but also supporting teachers. I get pretty excited about how AI-assisted supports might help teachers do what they do differently or better,” Glazewski said.

AI also has a strong potential to support student inquiry, complex problem solving and collaborative group inquiry processes, Glazewski said.

Glazewski works on the National Science Foundation’s AI Institute for Engaged Learning , or EngageAI team, which is investigating how technology can be adaptive and responsive to students’ group processing and individual problem solving in real time. They’re using AI models to respond to students’ questions and needs, creating branching narratives within a game-based learning environment that combine to solve complex problems.

“One of the things that I get really excited about are the pedagogical models that really enable learning through problem solving,” she said. “Problem-based learning really offers a trusted approach that’s built on a long history of evidence and research. So, we can take these evidence-based approaches and use new technologies to help enable that.”

What Should Teachers Know About Integrating New Technologies Like AI?

When considering adopting new technologies for instruction, Glazewski said it’s important for educators to first consider student safety.

Checking into components like data privacy practices, as well as compliance with state and federal regulations like the Family Educational Rights and Privacy Act (FERPA) and the Children’s Online Privacy Protection Act (COPPA), is crucial.

Additionally, teachers should ensure that the data models that drive the systems are ethically curated and produced, and represent a full demographic range.

“A teacher should be really open and excited to try new things out, but also coordinate with their principal and their district offices to make sure that they’re in compliance with local, state and federal policy,” she said. “We need to have confidence in how the technology was built and to be able to understand that this was built in an ethical, transparent way that the company itself should be able to explain it.”

Most importantly for teachers, Glazewski said, is to keep an open mind when implementing new technologies and understand that the introduction of any new teaching practice takes time and practice, and comes with a bit of trial and error.

“I think the main thing is to just be open minded and take risks. All of these new strategies and technologies are going to involve some risk and probably some failure, so we also ask teachers to do what they would tell their students to do, which is learn from failure, move past it,” she said. “We aren’t going to get it all right the first time, but we are going to get it right.”

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How urban raccoons adapt to new foraging challenges

Black and white wildlife cam footage of several raccoons one facing the camera the others breaking into a complicated cabinet

From locked trashcans to an assortment of bird feeders, cities present urban wildlife like raccoons with novel challenges and opportunities to find food and resources. But do overcoming these challenges — and thriving and adapting in the face of them — make animals “smarter”?

A new study published Wednesday in Proceedings of the Royal Society B adds to a growing body of evidence that raccoons, to the suspected chagrin of their human counterparts, demonstrate innovative problem-solving skills when faced with new foraging challenges. Lead author Lauren Stanton , a postdoctoral researcher in the lab of Environmental Science, Policy, and Management professor Christopher Schell , said understanding the behavior can help manage potential conflict between people and raccoons.

“Our findings serve as a reminder that raccoons and other animals are not going to engage in risky situations if they do not need to,” she said. “So, it’s up to us as people to set humane boundaries with wildlife and make sure that our management strategies are strong from the get-go.”

Woman in blue jacket builds a puzzle box for raccoons

This study was conducted as part of Stanton’s dissertation research at the University of Wyoming, where she studied raccoons in the lab of professor Sarah Benson-Amram (now an associate professor at the University of British Columbia). Stanton and her colleagues used live traps baited with cat food to humanely capture raccoons living in Laramie, Wyoming. The researchers assessed each captured raccoon’s age, sex, and body condition before marking them with a passive integrated transponder tag (similar to a microchip used with pets) to identify and monitor each raccoon.

After releasing the raccoons back to their home territory, the researchers presented the animals with a medium-difficulty puzzle box baited with a food reward. While some raccoons were able to solve it by opening a latched door to retrieve the food reward, others were merely observed scrounging the leftover food rewards. Researchers later deployed a multi-solution puzzle box with four different locking mechanisms — ranging in difficulty from easy to hard — to assess how raccoons would respond to a new set of challenges.

According to Stanton, the raccoons who were previously scroungers were able to learn the new, easy solution before solving the other, more difficult problems. “We believe this illustrates how learning begets learning: like us, animals can learn new, basic skills, then build motivation and knowledge that enables them to develop more complex skills,” she explained. “And because we did this study in wild, backyard settings, it gives us an inside scoop on how innovative foraging behaviors develop naturally in urban environments.”

Three photos in a banner of raccoons engaging with a puzzle box at night

Roughly one in four raccoons the researchers tested were able to solve the puzzle boxes. Stanton notes that the majority of the successful raccoons were still juveniles, which suggests that older raccoons are more careful to avoid unnecessary risks. “We think younger raccoons, who are more naive and in poorer body condition, are more likely to take greater risks to survive.”

Tested raccoons were also observed employing different approaches to foraging, which Stanton believes could help raccoons avoid resource competition. “Naturally occurring variables like age or competition among urban animals haven't really been considered in this big question of whether cities are making animals 'smarter,'” she said. “Our study has uncovered important factors that we need to consider when thinking about when and how animals are using their smarts to adapt to city life.”

Additional co-authors include University of Wyoming students Carissa Cooley-Ackerman, Emily Davis, and Rachel Fanelli.

Wild raccoons demonstrate flexibility and individuality in innovative problem-solving (Proceedings of the Royal Society B website.)

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How we lead: strategy, vision and innovation.

Maintaining a competitive edge requires a blend of visionary strategy, relentless innovation and seamless adoption of cutting-edge technologies. At expert.ai, we pride ourselves on consistently pushing innovation in the field of AI applied to language data. Our recent recognition as a Leader in The Forrester Wave™: Document Mining and Analytics Platforms, Q2 2024 Wave Report, where we received the highest scores possible in the Vision, Roadmap and Adoption criteria, is, for us, a testament to our commitment to excellence. Let’s explore how expert.ai continues to lead the way through our strategic AI vision, innovative approaches and adoption practices.

AI Vision

It’s our vision to provide the most powerful AI tools that capture the value of language. We deliver cutting-edge applications capable of analyzing any document to automate any process and analyze any text to drive insights. Our platform is purpose-built for teams to easily access, customize and manage purpose-built AI applications in the language domain. With an open architecture and a Hybrid AI approach that is Large Language Model (LLM) agnostic, we offer unparalleled flexibility, allowing customers to choose the best tools and language models tailored to their unique technical and business requirements.

Our commitment to creating composable solutions means that we can create apps for customers that address diverse use cases particularly in our vertical markets: media and publishing, insurance, financial services and life sciences. By leveraging reusable domain-specific language models, we help customers minimize technical debt and avoid multiple point solutions. We continue to expand our support for various data types, including unstructured and semi-structured (forms, tables, invoices, etc.). Our expertise in Natural Language Understanding (NLU) and innovations with transformers and LLMs set us apart from Intelligent Document Processing (IDP) and Robotic Process Automation (RPA) technologies.

Innovation in Solving Business Language Problems

Innovation is the cornerstone of expert.ai’s leadership in enterprise AI. We are at the forefront of solving complex business language problems through pioneering natural language processing (NLP) and Generative AI (GenAI) solutions. Our dedicated Applied R&D team, comprised of PhD experts with more than a decade of experience in transformer models, is constantly pushing the boundaries of what’s possible. This team is actively engaged in government-driven projects, commercial solutions and academic research , training and tuning proprietary LLMs for tasks such as summarization, extraction, retrieval-augmented generation (RAG) and claims validation.

Our Hybrid AI and LLM agnostic approach ensures that we employ the most cost-effective and accurate methodologies to achieve desired business outcomes. This flexibility allows us to stay ahead of the curve, unbound by any single AI methodology. Furthermore, our focus on Responsible AI ensures that our models deliver explainable and traceable results. By incorporating human-in-the-loop (HITL) elements, we build trust in our models and ensure human oversight enhances their reliability and accuracy.

Driving Successful AI Adoption

The true measure of an innovation’s success lies in its adoption. The expert.ai Platform is designed to be modular, open and user friendly, supporting both business and technical users in training and reusing language models. Our visual orchestration pipeline workflow UI provides a low-code environment for easily publishing models as REST APIs, making integration seamless.

Our Customer Success team plays a crucial role in ensuring the smooth adoption of our platform. From dedicated onboarding and deployment teams to comprehensive training programs and user adoption planning, we engage with customers at every step. Regular Quarterly Business Reviews (QBRs) help us monitor adoption metrics, identify areas for improvement, and address any issues promptly. Our efforts have resulted in successful migrations of key customers to the new platform, maintaining long-term relationships with those customers.

Conclusion

At expert.ai, our leadership in the AI market is driven by a clear vision, relentless innovation and a robust adoption strategy. By continuously pushing the boundaries of what AI can achieve, we empower businesses to unlock new levels of efficiency and insight. We believe our recognition as a Leader in the Forrester Document Mining and Analytics Platforms, Q2 2024 Wave Report is a testament to our commitment to excellence. As we move forward, we remain dedicated to delivering unparalleled value to our customers and setting new standards in the industry.

The Forrester Wave™: Document Mining and Analytics Platforms, Q2 2024

According to the Vendor Profile, “Expert.ai’s hybrid AI capabilities clearly stand out from the crowd.”

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Solving the tech debt problem while staying competitive and secure

While cios recognize that tech debt is a big barrier to key strategic initiatives, they often deprioritize it. here’s guidance to navigate management of tech debt while investing in innovative technologies and protecting the organization from cybersecurity threats..

CIOs face the challenging task of balancing various priorities to align their digital infrastructure with business goals. Looking ahead to the next 12-18 months, two top priorities emerge for IT leaders: developing a strong business case for AI infrastructure spending (cited by 35% of respondents to IDC’s Future Enterprise Resiliency and Spending Survey, Wave 3 , March 2024) and increasing cyber resilience and security (34%). Interestingly, despite the significance of technical debt as a cost concern and an inhibitor to improving security and implementing innovation (like AI), it ranks much lower on the list of immediate priorities for many organizations (20%). This misalignment between priorities and actions creates a substantial barrier to success.

Future Enterprise Resiliency and Spending (FERS) Survey, Wave 3, IDC, March 2024

The overspending challenge

The same IDC survey data shows that 38% of IT professionals anticipate overspending on digital infrastructure this year (greater than 20% will overspend between 1% and 9%, and 17% will overspend by 10% or more). This overspending is primarily driven by two factors: excessive technical debt (cited by 47% of survey respondents) and a lack of business-aligned infrastructure strategy (43%).

There seems to be a noticeable gap between the goals CIOs set and the priorities they focus on to reach those goals. Both AI and security modernization require integrated systems and substantial budgets, yet these factors are inhibited by technical debt. As shown in IDC’s survey data, while CIOs recognize that technical debt is a significant barrier to key strategic initiatives, they often don’t prioritize it as a foundational issue. It’s a common scenario among CIOs — it’s often easier to communicate and gain consensus with business stakeholders on the urgent need for innovation (a competitiveness factor) and cybersecurity (an existential threat) than on addressing maintenance tasks (technical debt).

Despite these challenges, CIOs can navigate the complexities by focusing on three key areas: balancing the management of technical debt with future investments, building a strong business case for AI, and enhancing cyber resilience and security.

Developing a balanced technical debt approach

Technical debt often stems from the costs of running and maintaining legacy technology services, especially older applications. It typically arises when organizations make short-term sacrifices or use quick fixes to address immediate needs without ever returning to resolve those temporary solutions.

For CIOs, balancing technical debt with other strategic priorities is a constant challenge. They must decide whether to invest resources in high-profile areas like AI and security or to prioritize reducing technical debt. Ignoring technical debt can lead to escalating costs, inefficiency, and integration challenges, while deprioritizing it to focus on high-impact projects (e.g., AI) may drive short-term business value at the expense of long-term drag. The key is to address critical areas of technical debt to gradually modernize the IT infrastructure needed for innovation and security. This approach helps maintain a balance between managing debt and driving innovation.

Capital One’s cloud migration initiative highlights a strategic approach to managing technical debt. By migrating to the cloud and changing its technology operations, Capital One was able to scale to meet demand, improve agility, accelerate innovation, and reduce costs associated with legacy systems. This example shows that while managing technical debt is crucial, it can be balanced with other priorities.

Building a strong business case for AI

AI is quickly becoming a key asset for organizations seeking to drive innovation, enhance customer experience, and improve operational efficiency. With the right infrastructure, AI has the potential to transform business operations and drive growth. Developing a strong business case for AI infrastructure is essential for demonstrating its potential impact on business outcomes, which means organizations will need to secure the necessary investments and support for AI initiatives.

To make this happen, CIOs need to articulate the tangible benefits and ROI of AI investments. They should work closely with business leaders to align AI projects with business goals and clarify specific problems AI can solve. This involves identifying areas where AI can make the biggest difference, such as customer service, supply chain management, or predictive maintenance. IT teams can run pilot projects to showcase AI’s capabilities and gather data to support broader implementation. These pilots should focus on clear, measurable outcomes to prove success and build confidence in AI solutions. As part of these pilots, technology leaders must assess how the production rollouts might be impacted by technical debt and triage the remediation.

One successful example of AI implementation is Netflix. Netflix uses AI algorithms to provide personalized recommendations to its users. By analyzing viewing habits and preferences, AI helps Netflix suggest content that users are more likely to enjoy, enhancing the customer experience and driving user engagement. This AI-driven approach has helped Netflix retain subscribers and increase viewing time, contributing to the company’s growth and competitive edge.

Enhancing cyber resilience and security

As cyber threats are becoming more sophisticated and unpredictable, they have exposed significant gaps in ensuring security for business operations. Having advanced security measures protects the organization’s assets and ensures compliance with regulatory requirements. CIOs should invest in robust cybersecurity measures, including advanced threat detection, response capabilities, and employee training. Maintaining software updates and implementing multifactor authentication (MFA) and encryption will further strengthen an organization’s defenses.

However, technical debt can significantly undermine these cybersecurity efforts. Legacy systems and outdated software can have vulnerabilities waiting to be exploited. Additionally, technical debt is often represented by multiple, disparate tools acquired over time, which can hinder the implementation of a cohesive security strategy and increase cybersecurity risk. Addressing technical debt is essential for maintaining a strong security posture and ensuring the long-term resilience of the organization against sophisticated cyberthreats.

After a data breach in 2013 , Target made substantial investments in cybersecurity. Hackers got into Target’s network through third-party vendors, compromising credit and debit card information for about 40 million customers. After the incident, Target hired a new chief information security officer (CISO) who focused on building advanced cybersecurity capabilities that could develop alongside evolving threats to address some of Target’s vulnerabilities. The new CISO built a team of in-house experts to embed these tools into Target’s website and operating systems to provide a seamless customer experience. Target’s response illustrates the impact that investing in security measures can have and highlights the importance of proactive security investments.

With competing priorities and limited resources available, CIOs are charged with allocating their budgets strategically and ensuring digital infrastructure investments align with their organization’s overarching business strategy. AI and security are top priorities, but technical debt must also be addressed so IT infrastructure can remain efficient and capable of supporting future growth. The key is for CIOs to assess both short- and long-term goals and find a balanced approach to managing technical debt while investing in innovation. CIOs should look at how to frame technical debt within the shadows of AI and cybersecurity to provide concrete reasons to address technical debt.

Learn more about IDC’s research for technology leaders .

International Data Corporation (IDC) is the premier global provider of market intelligence, advisory services, and events for the technology markets. IDC is a wholly owned subsidiary of International Data Group (IDG Inc.), the world’s leading tech media, data, and marketing services company. Recently voted Analyst Firm of the Year for the third consecutive time, IDC’s Technology Leader Solutions provide you with expert guidance backed by our industry-leading research and advisory services, robust leadership and development programs, and best-in-class benchmarking and sourcing intelligence data from the industry’s most experienced advisors. Contact us today to learn more.

Mona Liddell is a research manager for IDC’s IT Executive Programs (IEP). She is responsible for leading the creation, analysis, and delivery of quantitative-based research and related marketing content for business and technology leaders. This research provides guidance on how to leverage technology to achieve innovative and disruptive business outcomes. Mona has over 10 years of experience using data to drive actionable insights and recommendations. Prior to joining IDC, Mona served as a market insights advisor for the IBM infrastructure team. She led large-scale primary research studies and advised the IBM Systems and IBM Cloud teams and executive leadership on strategy, market dynamics and trends, and competitors.

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News Release FHFA Announces Inaugural Housing Finance TechSprint

Washington, D.C. – The Federal Housing Finance Agency (FHFA) today announced its inaugural TechSprint, a team-based problem-solving event hosted by FHFA’s Office of Financial Technology, designed to secure the free and fair flow of data in a safe and sound housing finance system.

Named “Velocity,” the TechSprint will bring together experts and practitioners from the technology and the mortgage finance sectors to propose solutions that can reduce mortgage costs and delivery times while creating a more inclusive and transparent process.

“Over the past decade, mortgage origination costs have doubled, while delivery times have remained largely unchanged,” said FHFA Director Sandra L. Thompson. “When used responsibly, technology has the potential to improve borrowers’ experiences by reducing barriers, increasing efficiencies, and lowering costs.”

The FHFA Velocity TechSprint will begin on Monday, July 10, in Washington, DC. The event consists of three days of intensive, in-person collaboration, along with several publicly available live-streamed panels and presentations. FHFA will select participants from the applicant pool and place them into TechSprint teams. Teams will then work on selected problem statements that address the central question: “How might data digitization drive transparency and increase access, fairness, affordability, and sustainability in mortgage lending?” The event will culminate in a Demo Day exhibition on Thursday, July 13, when the teams will present their innovative ideas to a panel of judges drawn from experts in industry, the nonprofit sector, and government.

Applications to participate in the FHFA Velocity TechSprint are due by 5:00 PM ET on May 31, 2023 . More information and how to apply can be found at the TechSprint Velocity webpage .

About FHFA’s Office of Financial Technology

FHFA’s Office of Financial Technology (Fintech Office), launched in July 2022, supports the Agency’s efforts to understand technology-driven developments in housing finance and the associated risks. The Fintech Office facilitates the development of responsible innovation at FHFA’s regulated entities, which include Fannie Mae, Freddie Mac, and the Federal Home Loan Bank System. The Fintech Office serves as a centralized information clearinghouse and resource for the Agency on mortgage-related innovations, general trends, and emerging risks in the use of fintech.

The Federal Housing Finance Agency regulates Fannie Mae, Freddie Mac, and the 11 Federal Home Loan Banks. These government-sponsored enterprises provide more than $8.4 trillion in funding for the U.S. mortgage markets and financial institutions. Additional information is available at www.FHFA.gov , on Twitter @FHFA , YouTube , Facebook , and LinkedIn .

Media Contact:

E-Mail: [email protected]

Phone: (202) 649-3700

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PROBLEM SOLVING. Defining, Creativity, Innovation and Solution Concept
Creative Problem Solving Process
PROBLEM SOLVING. Defining, Creativity, Innovation and Solution Concept
Creative Problem Solving
The Importance of Problem-Solving Skills in the Workplace
3 Tips for Effective Problem Solving

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COMMENTS

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