the seven steps of problem solving

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7 Steps To Problem-Solving

The 7 steps to problem-solving is a disciplined and methodical approach to identifying and then addressing the root cause of problems. Instead, a more robust approach involves working through a problem using the hypothesis-driven framework of the scientific method. Each viable hypothesis is tested using a range of specific diagnostics and then recommendations are made.

Table of Contents

Understanding the 7 steps to problem-solving

The core argument of this approach is that the most obvious solutions to a problem are often not the best solutions. 

Good problem-solving in business is a skill that must be learned. Businesses that are adept at problem-solving take responsibility for their own decisions and have courage and confidence in their convictions. Ultimately, this removes doubt which can impede the growth of businesses and indeed employees alike.

Moving through the 7 steps to problem-solving

Although many versions of the 7-step approach exist, the McKinsey approach is the most widely used in business settings. Here is how decision makers can move through each of the steps systematically.

Step 1 – Define the problem

First, the scope and extent of the problem must be identified. Actions and behaviors of individuals must be the focus – instead of a focus on the individuals themselves. Whatever the case, the problem must be clearly defined and be universally accepted by all relevant parties.

Step 2 – Disaggregate the problem

In the second step, break down the problem (challenge) into smaller parts using logic trees and develop an early hypothesis. Here, economic and scientific principles can be useful in brainstorming potential solutions. Avoid cognitive biases, such as deciding that a previous solution should be used again because it worked last time.

Step 3 – Prioritize issues

Which constituent parts could be key driving factors of the problem? Prioritize each according to those which have the biggest impact on the problem. Eliminate parts that have negligible impact. This step helps businesses use their resources wisely.

Step 4 – Plan the analyses

Before testing each hypothesis, develop a work and process plan for each. Staff should be assigned to analytical tasks with unique output and completion dates. Hypothesis testing should also be reviewed at regular intervals to measure viability and adjust strategies accordingly.

Step 5 – Conduct the analyses

In step five, gather the critical data required to accept or reject each hypothesis. Data analysis methods will vary according to the nature of the project, but each business must understand the reasons for implementing specific methods. In question-based problem solving, the Five Whys or Fishbone method may be used. More complicated problems may require the use of statistical analysis . In any case, this is often the longest and most complex step of the process. 

Step 6 – Synthesise the results

Once the results have been determined, they must be synthesized in such a way that they can be tested for validity and logic. In a business context, assess the implications of the findings for a business moving forward. Does it solve the problem? 

Step 7 – Communicate

In the final step, the business must present the solutions in such a way that they link back to the original problem statement. When presenting to clients, this is vital. It shows that the business understands the problem and has a solution supported by facts or hard data. Above all, the data should be woven into a convincing story that ends with recommendations for future action.

Key takeaways

• 7 steps to problem-solving is a methodical approach to problem-solving based on the scientific method.
• Although a somewhat rigorous approach, the strategy can be learned by any business willing to devote the time and resources.
• Fundamentally, the 7 steps to problem-solving method involves formulating and then testing hypotheses. Through the process of elimination, a business can narrow its focus to the likely root cause of a problem.

Key Highlights

• Definition : The 7 Steps to Problem-Solving is a structured methodology rooted in the scientific method. It emphasizes systematic hypothesis testing and data analysis to identify and address the root cause of problems, avoiding surface-level solutions.
• Problem-Solving Skill : Effective problem-solving is a learned skill that fosters responsible decision-making, boosts confidence, and supports business growth .
• Define the Problem : Clearly outline the problem’s scope and impact, focusing on actions and behaviors rather than individuals.
• Disaggregate the Problem : Break down the problem into smaller parts using logic trees and form early hypotheses. Avoid biases from past solutions.
• Prioritize Issues : Identify key driving factors of the problem and prioritize them by impact. Eliminate parts with minimal impact to allocate resources efficiently.
• Plan the Analyses : Develop work and process plans for hypothesis testing, assigning staff and setting completion dates. Regularly review and adjust strategies.
• Conduct the Analyses : Gather critical data to accept or reject hypotheses. Use methods like Five Whys, Fishbone diagrams, or statistical analysis .
• Synthesize the Results : Combine and analyze results to determine their validity and implications for the business . Assess if the problem is solved.
• Communicate : Present solutions that link back to the original problem statement, supported by facts. Create a compelling story ending with recommendations.
• The 7 Steps to Problem-Solving is based on the scientific method.
• It requires a structured approach to formulating and testing hypotheses.
• Businesses willing to invest time and resources can learn and apply this method effectively.

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A guide to problem-solving techniques, steps, and skills

You might associate problem-solving with the math exercises that a seven-year-old would do at school. But problem-solving isn’t just about math — it’s a crucial skill that helps everyone make better decisions in everyday life or work.

Problem-solving involves finding effective solutions to address complex challenges, in any context they may arise.

Unfortunately, structured and systematic problem-solving methods aren’t commonly taught. Instead, when solving a problem, PMs tend to rely heavily on intuition. While for simple issues this might work well, solving a complex problem with a straightforward solution is often ineffective and can even create more problems.

In this article, you’ll learn a framework for approaching problem-solving, alongside how you can improve your problem-solving skills.

The 7 steps to problem-solving

When it comes to problem-solving there are seven key steps that you should follow: define the problem, disaggregate, prioritize problem branches, create an analysis plan, conduct analysis, synthesis, and communication.

1. Define the problem

Problem-solving begins with a clear understanding of the issue at hand. Without a well-defined problem statement, confusion and misunderstandings can hinder progress. It’s crucial to ensure that the problem statement is outcome-focused, specific, measurable whenever possible, and time-bound.

Additionally, aligning the problem definition with relevant stakeholders and decision-makers is essential to ensure efforts are directed towards addressing the actual problem rather than side issues.

2. Disaggregate

Complex issues often require deeper analysis. Instead of tackling the entire problem at once, the next step is to break it down into smaller, more manageable components.

Various types of logic trees (also known as issue trees or decision trees) can be used to break down the problem. At each stage where new branches are created, it’s important for them to be “MECE” – mutually exclusive and collectively exhaustive. This process of breaking down continues until manageable components are identified, allowing for individual examination.

The decomposition of the problem demands looking at the problem from various perspectives. That is why collaboration within a team often yields more valuable results, as diverse viewpoints lead to a richer pool of ideas and solutions.

3. Prioritize problem branches

The next step involves prioritization. Not all branches of the problem tree have the same impact, so it’s important to understand the significance of each and focus attention on the most impactful areas. Prioritizing helps streamline efforts and minimize the time required to solve the problem.

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4. Create an analysis plan

For prioritized components, you may need to conduct in-depth analysis. Before proceeding, a work plan is created for data gathering and analysis. If work is conducted within a team, having a plan provides guidance on what needs to be achieved, who is responsible for which tasks, and the timelines involved.

5. Conduct analysis

Data gathering and analysis are central to the problem-solving process. It’s a good practice to set time limits for this phase to prevent excessive time spent on perfecting details. You can employ heuristics and rule-of-thumb reasoning to improve efficiency and direct efforts towards the most impactful work.

6. Synthesis

After each individual branch component has been researched, the problem isn’t solved yet. The next step is synthesizing the data logically to address the initial question. The synthesis process and the logical relationship between the individual branch results depend on the logic tree used.

7. Communication

The last step is communicating the story and the solution of the problem to the stakeholders and decision-makers. Clear effective communication is necessary to build trust in the solution and facilitates understanding among all parties involved. It ensures that stakeholders grasp the intricacies of the problem and the proposed solution, leading to informed decision-making.

Exploring problem-solving in various contexts

While problem-solving has traditionally been associated with fields like engineering and science, today it has become a fundamental skill for individuals across all professions. In fact, problem-solving consistently ranks as one of the top skills required by employers.

Problem-solving techniques can be applied in diverse contexts:

• Individuals — What career path should I choose? Where should I live? These are examples of simple and common personal challenges that require effective problem-solving skills
• Organizations — Businesses also face many decisions that are not trivial to answer. Should we expand into new markets this year? How can we enhance the quality of our product development? Will our office accommodate the upcoming year’s growth in terms of capacity?
• Societal issues — The biggest world challenges are also complex problems that can be addressed with the same technique. How can we minimize the impact of climate change? How do we fight cancer?

Despite the variation in domains and contexts, the fundamental approach to solving these questions remains the same. It starts with gaining a clear understanding of the problem, followed by decomposition, conducting analysis of the decomposed branches, and synthesizing it into a result that answers the initial problem.

Real-world examples of problem-solving

Let’s now explore some examples where we can apply the problem solving framework.

Problem: In the production of electronic devices, you observe an increasing number of defects. How can you reduce the error rate and improve the quality?

Before delving into analysis, you can deprioritize branches that you already have information for or ones you deem less important. For instance, while transportation delays may occur, the resulting material degradation is likely negligible. For other branches, additional research and data gathering may be necessary.

Once results are obtained, synthesis is crucial to address the core question: How can you decrease the defect rate?

While all factors listed may play a role, their significance varies. Your task is to prioritize effectively. Through data analysis, you may discover that altering the equipment would bring the most substantial positive outcome. However, executing a solution isn’t always straightforward. In prioritizing, you should consider both the potential impact and the level of effort needed for implementation.

By evaluating impact and effort, you can systematically prioritize areas for improvement, focusing on those with high impact and requiring minimal effort to address. This approach ensures efficient allocation of resources towards improvements that offer the greatest return on investment.

Problem : What should be my next job role?

When breaking down this problem, you need to consider various factors that are important for your future happiness in the role. This includes aspects like the company culture, our interest in the work itself, and the lifestyle that you can afford with the role.

However, not all factors carry the same weight for us. To make sense of the results, we can assign a weight factor to each branch. For instance, passion for the job role may have a weight factor of 1, while interest in the industry may have a weight factor of 0.5, because that is less important for you.

By applying these weights to a specific role and summing the values, you can have an estimate of how suitable that role is for you. Moreover, you can compare two roles and make an informed decision based on these weighted indicators.

Key problem-solving skills

This framework provides the foundation and guidance needed to effectively solve problems. However, successfully applying this framework requires the following:

• Creativity — During the decomposition phase, it’s essential to approach the problem from various perspectives and think outside the box to generate innovative ideas for breaking down the problem tree
• Decision-making — Throughout the process, decisions must be made, even when full confidence is lacking. Employing rules of thumb to simplify analysis or selecting one tree cut over another requires decisiveness and comfort with choices made
• Analytical skills — Analytical and research skills are necessary for the phase following decomposition, involving data gathering and analysis on selected tree branches
• Teamwork — Collaboration and teamwork are crucial when working within a team setting. Solving problems effectively often requires collective effort and shared responsibility
• Communication — Clear and structured communication is essential to convey the problem solution to stakeholders and decision-makers and build trust

How to enhance your problem-solving skills

Problem-solving requires practice and a certain mindset. The more you practice, the easier it becomes. Here are some strategies to enhance your skills:

• Practice structured thinking in your daily life — Break down problems or questions into manageable parts. You don’t need to go through the entire problem-solving process and conduct detailed analysis. When conveying a message, simplify the conversation by breaking the message into smaller, more understandable segments
• Regularly challenging yourself with games and puzzles — Solving puzzles, riddles, or strategy games can boost your problem-solving skills and cognitive agility.
• Engage with individuals from diverse backgrounds and viewpoints — Conversing with people who offer different perspectives provides fresh insights and alternative solutions to problems. This boosts creativity and helps in approaching challenges from new angles

Final thoughts

Problem-solving extends far beyond mathematics or scientific fields; it’s a critical skill for making informed decisions in every area of life and work. The seven-step framework presented here provides a systematic approach to problem-solving, relevant across various domains.

Now, consider this: What’s one question currently on your mind? Grab a piece of paper and try to apply the problem-solving framework. You might uncover fresh insights you hadn’t considered before.

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Mckinsey approach to problem solving, a guide to the 7-step mckinsey problem solving process.

McKinsey and Company is recognized for its rigorous approach to problem solving. They train their consultants on their seven-step process that anyone can learn.

This resource guides you through that process, largely informed by the McKinsey Staff Paper 66. It also includes a PowerPoint Toolkit with slide templates of each step of the process that you can download and customize for your own use.

In this guide you'll learn:

Overview of the mckinsey approach to problem solving, problem solving process, problem definition.

• Problem Statement

Stakeholder Analysis Worksheet

Structure the problem, hypothesis trees, issue trees, analyses and workplan, synthesize findings, craft recommendations, communicate, distinctiveness practices, harness the power of collaboration, sources and additional reading, request the mckinsey approach to problem solving.

Problem solving — finding the optimal solution to a given business opportunity or challenge — is the very heart of how consultants create client impact, and considered the most important skill for success at McKinsey.

The characteristic “McKinsey method” of problem solving is a structured, inductive approach that can be used to solve any problem. Using this standardized process saves us from reinventing the problem-solving wheel, and allows for greater focus on distinctiveness in the solution. Every new McKinsey associate must learn this method on his or her first day with the firm.

There are four fundamental disciplines of the McKinsey method:

1. Problem definition

A thorough understanding and crisp definition of the problem.

2. The problem-solving process

Structuring the problem, prioritizing the issues, planning analyses, conducting analyses, synthesizing findings, and developing recommendations.

3. Distinctiveness practices

Constructing alternative perspectives; identifying relationships; distilling the essence of an issue, analysis, or recommendation; and staying ahead of others in the problem-solving process.

4. Collaboratio n

Actively seeking out client, customer, and supplier perspectives, as well as internal and external expert insight and knowledge.

Once the problem has been defined, the problem-solving process proceeds with a series of steps:

• Structure the problem
• Prioritize the issues
• Plan analyses
• Conduct analyses
• Synthesize findings
• Develop recommendations

Not all problems require strict adherence to the process. Some steps may be truncated, such as when specific knowledge or analogies from other industries make it possible to construct hypotheses and associated workplans earlier than their formal place in the process. Nonetheless, it remains important to be capable of executing every step in the basic process.

When confronted with a new and complex problem, this process establishes a path to defining and disaggregating the problem in a way that will allow the team to move to a solution. The process also ensures nothing is missed and concentrates efforts on the highest-impact areas. Adhering to the process gives the client clear steps to follow, building confidence, credibility, and long-term capability.

The most important step in your entire project is to first carefully define the problem. The problem definition will serve the guide all of the team’s work, so it is critical to ensure that all key stakeholders agree that it is the right problem to be solving.

The problem definition will serve the guide all of the team’s work, so it is critical to ensure that all key stakeholders agree that it is the right problem to be solving.

There are often dozens of issues that a team could focus on, and it is often not obvious how to define the problem.

In any real-life situation, there are many possible problem statements. Your choice of problem statement will serve to constrain the range of possible solutions.

Constraints can be a good thing (e.g., limit solutions to actions within the available budget.) And constraints can be a bad thing (e.g., eliminating the possibility of creative ideas.) So choose wisely.

The problem statement may ignore many issues to focus on the priority that should be addressed. The problem statement should be phrased as a question, such that the answer will be the solution.

Example scenario – A family on Friday evening :

A mother, a father, and their two teenage children have all arrived home on a Friday at 6 p.m. The family has not prepared dinner for Friday evening. The daughter has lacrosse practice on Saturday and an essay to write for English class due on Monday. The son has theatre rehearsal on both Saturday and Sunday and will need one parent to drive him to the high school both days, though he can get a ride home with a friend.

The family dog, a poodle, must be taken to the groomer on Saturday morning. The mother will need to spend time this weekend working on assignments for her finance class she is taking as part of her Executive MBA. The father plans to go on a 100-mile bike ride, which he can do either Saturday or Sunday. The family has two cars, but one is at the body shop. They are trying to save money to pay for an addition to their house.

Potential problem definitions – A family on Friday evening :

The problem definition should not be vague, without clear measures of success. Rather, it should be a SMART definition:

• Action-oriented

Given one set of facts, it is possible to come up with many possible problem statements. The choice of problem statement constrains the range of possible solutions.

Before starting to solve the problem, the family first needs to agree on what problem they want to solve.

• What should the family do for dinner on Friday night?
• How can the family schedule their activities this weekend to accomplish everything planned given that they only have one vehicle available?
• How can the family increase income or reduce expenses to allow them to save $75K over the next 12 months to pay for the planned addition to their house?

Problem Statement Worksheet

This is a helpful tool to use to clearly define the problem. There are often dozens of issues that a team could focus on, and it is often not obvious how to define the problem. In any real-life situation, there are many possible problem statements. Your choice of problem statement will serve to constrain the range of possible solutions.

• Use a question . The problem statement should be phrased as a question, such that the answer will be the solution. Make the question SMART: specific, measurable, action-oriented, relevant, and time-bound. Example: “How can XYZ Bank close the $100 million profitability gap in two years?”
• Context . What are the internal and external situations and complications facing the client, such as industry trends, relative position within the industry, capability gaps, financial flexibility, and so on?
• Success criteria . Understand how the client and the team define success and failure. In addition to any quantitative measures identified in the basic question, identify other important quantitative or qualitative measures of success, including timing of impact, visibility of improvement, client capability building required, necessary mindset shifts, and so on.
• Scope and constraints . Scope most commonly covers the markets or segments of interest, whereas constraints govern restrictions on the nature of solutions within those markets or segments.
• Stakeholders . Explore who really makes the decisions — who decides, who can help, and who can block.
• Key sources of insight . What best-practice expertise, knowledge, and engagement approaches already exist? What knowledge from the client, suppliers, and customers needs to be accessed? Be as specific as possible: who, what, when, how, and why.

In completing the Problem Statement Worksheet, you are prompted to define the key stakeholders.

As you become involved in the problem-solving process, you should expand the question of key stakeholders to include what the team wants from them and what they want from the team, their values and motivations (helpful and unhelpful), and the communications mechanisms that will be most effective for each of them.

Using the Stakeholder Analysis Worksheet allows you to comprehensively identify:

• Stakeholders
• What you need from them
• Where they are
• What they need from you

The two most helpful techniques for rigorously structuring any problem are hypothesis trees and issue trees. Each of these techniques disaggregates the primary question into a cascade of issues or hypotheses that, when addressed, will together answer the primary question.

A hypothesis tree might break down the same question into two or more hypotheses. 

The aim at this stage is to structure the problem into discrete, mutually exclusive pieces that are small enough to yield to analysis and that, taken together, are collectively exhaustive.

Articulating the problem as hypotheses, rather than issues, is the preferred approach because it leads to a more focused analysis of the problem. Questions to ask include:

• Is it testable – can you prove or disprove it?
• It is open to debate? If it cannot be wrong, it is simply a statement of fact and unlikely to produce keen insight.
• If you reversed your hypothesis – literally, hypothesized that the exact opposite were true – would you care about the difference it would make to your overall logic?
• If you shared your hypothesis with the CEO, would it sound naive or obvious?
• Does it point directly to an action or actions that the client might take?

Quickly developing a powerful hypothesis tree enables us to develop solutions more rapidly that will have real impact. This can sometimes seem premature to clients, who might find the “solution” reached too quickly and want to see the analysis behind it.

Take care to explain the approach (most important, that a hypothesis is not an answer) and its benefits (that a good hypothesis is the basis of a proven means of successful problem solving and avoids “boiling the ocean”).

Example: Alpha Manufacturing, Inc.

Problem Statement: How can Alpha increase EBITDA by $13M (to $50M) by 2025?

The hypotheses might be:

• Alpha can add $125M revenues by expanding to new customers, adding $8M of EBITDA
• Alpha can reduce costs to improve EBITDA by $5M

These hypotheses will be further disaggregated into subsidiary hypotheses at the next level of the tree.

Often, the team has insufficient knowledge to build a complete hypothesis tree at the start of an engagement. In these cases, it is best to begin by structuring the problem using an issue tree.

An issue tree is best set out as a series of open questions in sentence form. For example, “How can the client minimize its tax burden?” is more useful than “Tax.” Open questions – those that begin with what, how, or why– produce deeper insights than closed ones. In some cases, an issue tree can be sharpened by toggling between issue and hypothesis – working forward from an issue to identify the hypothesis, and back from the hypothesis to sharpen the relevant open question.

Once the problem has been structured, the next step is to prioritize the issues or hypotheses on which the team will focus its work. When prioritizing, it is common to use a two-by-two matrix – e.g., a matrix featuring “impact” and “ease of impact” as the two axes.

Applying some of these prioritization criteria will knock out portions of the issue tree altogether. Consider testing the issues against them all, albeit quickly, to help drive the prioritization process.

Once the criteria are defined, prioritizing should be straightforward: Simply map the issues to the framework and focus on those that score highest against the criteria.

As the team conducts analysis and learns more about the problem and the potential solution, make sure to revisit the prioritization matrix so as to remain focused on the highest-priority issues.

The issues might be:

• How can Alpha increase revenue?
• How can Alpha reduce cost?

Each of these issues is then further broken down into deeper insights to solutions.

If the prioritization has been carried out effectively, the team will have clarified the key issues or hypotheses that must be subjected to analysis. The aim of these analyses is to prove the hypotheses true or false, or to develop useful perspectives on each key issue. Now the task is to design an effective and efficient workplan for conducting the analyses.

Transforming the prioritized problem structure into a workplan involves two main tasks:

• Define the blocks of work that need to be undertaken. Articulate as clearly as possible the desired end products and the analysis necessary to produce them, and estimate the resources and time required.
• Sequence the work blocks in a way that matches the available resources to the need to deliver against key engagement milestones (e.g., important meetings, progress reviews), as well as to the overall pacing of the engagement (i.e., weekly or twice-weekly meetings, and so on).

A good workplan will detail the following for each issue or hypothesis: analyses, end products, sources, and timing and responsibility. Developing the workplan takes time; doing it well requires working through the definition of each element of the workplan in a rigorous and methodical fashion.

It’s useful to match the workplan to three horizons:

• What is expected at the end of the engagement
• What is expected at key progress reviews
• What is due at daily and/or weekly team meetings

The detail in the workplan will typically be greater for the near term (the next week) than for the long term (the study horizon), especially early in a new engagement when considerable ambiguity about the end state remains.

Here are three different templates for a workplan:

This is the most difficult element of the problem-solving process. After a period of being immersed in the details, it is crucial to step back and distinguish the important from the merely interesting. Distinctive problem solvers seek the essence of the story that will underpin a crisp recommendation for action.

Although synthesis appears, formally speaking, as the penultimate step in the process, it should happen throughout. Ideally, after you have made almost any analytical progress, you should attempt to articulate the “Day 1” or “Week 1” answer. Continue to synthesize as you go along. This will remind the team of the question you are trying to answer, assist prioritization, highlight the logical links of the emerging solution, and ensure that you have a story ready to articulate at all times during the study.

McKinsey’s primary tool for synthesizing is the pyramid principle. Essentially, this principle asserts that every synthesis should explain a single concept, per the “governing thought.” The supporting ideas in the synthesis form a thought hierarchy proceeding in a logical structure from the most detailed facts to the governing thought, ruthlessly excluding the interesting but irrelevant.

While this hierarchy can be laid out as a tree (like with issue and hypothesis trees), the best problem solvers capture it by creating dot-dash storylines — the Pyramid Structure for Grouping Arguments.

Pyramid Structure for Grouping Arguments

• Focus on action. Articulate the thoughts at each level of the pyramid as declarative sentences, not as topics. For example, “expansion” is a topic; “We need to expand into the European market” is a declarative sentence.
• Use storylines. PowerPoint is poor at highlighting logical connections, therefore is not a good tool for synthesis. A storyline will clarify elements that may be ambiguous in the PowerPoint presentation.
• Keep the emerging storyline visible. Many teams find that posting the storyline or story- board on the team-room wall helps keep the thinking focused. It also helps in bringing the client along.
• Use the situation-complication-resolution structure. The situation is the reason there is action to be taken. The com- plication is why the situation needs thinking through – typically an industry or client challenge. The resolution is the answer.
• Down the pyramid: does each governing thought pose a single question that is answered completely by the group of boxes below it?
• Across: is each level within the pyramid MECE?
• Up: does each group of boxes, taken together, provide one answer – one “so what?” – that is essentially the governing thought above it?
• Test the solution. What would it mean if your hypotheses all came true?

It is at this point that we address the client’s questions: “What do I do, and how do I do it?” This means not offering actionable recommendations, along with a plan and client commitment for implementation.

The essence of this step is to translate the overall solution into the actions required to deliver sustained impact. A pragmatic action plan should include:

• Relevant initiatives, along with a clear sequence, timing, and mapping of activities required
• Clear owners for each initiative
• Key success factors and the challenges involved in delivering on the initiatives

Crucial questions to ask as you build recommendations for organizational change are:

• Does each person who needs to change (from the CEO to the front line) understand what he or she needs to change and why, and is he or she committed to it?
• Are key leaders and role models throughout the organization personally committed to behaving differently?
• Has the client set in place the necessary formal mechanisms to reinforce the desired change?
• Does the client have the skills and confidence to behave in the desired new way?

Once the recommendations have been crafted in the problem-solving process, it’s vital to effectively communicate those findings and recommendations.

An executive summary is a great slide to use for this. See more on executive summary slides, including 30 templates, at our Ultimate Guide to Executive Summary Slides .

Great problem solvers identify unique disruptions and discontinuities, novel insights, and step-out opportunities that lead to truly distinctive impact. This is done by applying a number of practices throughout the problem-solving process to help develop these insights.

Expand: Construct multiple perspectives

Identifying alternative ways of looking at the problem expands the range of possibilities, opens you up to innovative ideas, and allows you to formulate more powerful hypotheses. Questions that help here include:

• What changes if I think from the perspective of a customer, or a supplier, or a frontline employee, or a competitor?
• How have other industries viewed and addressed this same problem?
• What would it mean if the client sought to run the company like a low-cost airline or a cosmetics manufacturer?

Link: Identify relationships

Strong problem solvers discern connections and recognize patterns in two different ways:

• They seek out the ways in which different problem elements – issues, hypotheses, analyses, work elements, findings, answers, and recommendations – relate to one another.
• They use these relationships throughout the basic problem-solving process to identify efficient problem-solving approaches, novel solutions, and more powerful syntheses.

Distill: Find the essence

Cutting through complexity to identify the heart of the problem and its solution is a critical skill.

• Identify the critical problem elements. Are there some issues, approaches, or options that can be eliminated completely because they won’t make a significant difference to the solution?
• Consider how complex the different elements are and how long it will take to complete them. Wherever possible, quickly advance simpler parts of the problem that can inform more complex or time-consuming elements.

Lead: Stay ahead/step back

Without getting ahead of the client, you cannot be distinctive. Paradoxically, to get ahead – and stay ahead – it is often necessary to step back from the problem to validate or revalidate the approach and the solution.

• Spend time thinking one or more steps ahead of the client and team.
• Constantly check and challenge the rigor of the underlying data and analysis.
• Stress-test the whole emerging recommendation
• Challenge the solution against a set of hurdles. Does it satisfy the criteria for success as set out on the Problem Statement Worksheet?

No matter how skilled, knowledgeable, or experienced you are, you will never create the most distinctive solution on your own. The best problem solvers know how to leverage the power of their team, clients, the Firm, and outside parties. Seeking the right expertise at the right time, and leveraging it in the right way, are ultimately how we bring distinctiveness to our work, how we maximize efficiency, and how we learn.

When solving a problem, it is important to ask, “Have I accessed all the sources of insight that are available?” Here are the sources you should consider:

• Your core team
• The client’s suppliers and customers
• Internal experts and knowledge
• External sources of knowledge
• Communications specialists

The key here is to think open, not closed. Opening up to varied sources of data and perspectives furthers our mission to develop truly innovative and distinctive solutions for our clients.

• McKinsey Staff Paper 66 — not published by McKinsey but possibly found through an internet search
• The McKinsey Way , 1999, by Ethan M. Rasiel

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What is Problem Solving? (Steps, Techniques, Examples)

By Status.net Editorial Team on May 7, 2023 — 5 minutes to read

What Is Problem Solving?

Definition and importance.

Problem solving is the process of finding solutions to obstacles or challenges you encounter in your life or work. It is a crucial skill that allows you to tackle complex situations, adapt to changes, and overcome difficulties with ease. Mastering this ability will contribute to both your personal and professional growth, leading to more successful outcomes and better decision-making.

Problem-Solving Steps

The problem-solving process typically includes the following steps:

• Identify the issue : Recognize the problem that needs to be solved.
• Analyze the situation : Examine the issue in depth, gather all relevant information, and consider any limitations or constraints that may be present.
• Generate potential solutions : Brainstorm a list of possible solutions to the issue, without immediately judging or evaluating them.
• Evaluate options : Weigh the pros and cons of each potential solution, considering factors such as feasibility, effectiveness, and potential risks.
• Select the best solution : Choose the option that best addresses the problem and aligns with your objectives.
• Implement the solution : Put the selected solution into action and monitor the results to ensure it resolves the issue.
• Review and learn : Reflect on the problem-solving process, identify any improvements or adjustments that can be made, and apply these learnings to future situations.

Defining the Problem

To start tackling a problem, first, identify and understand it. Analyzing the issue thoroughly helps to clarify its scope and nature. Ask questions to gather information and consider the problem from various angles. Some strategies to define the problem include:

• Brainstorming with others
• Asking the 5 Ws and 1 H (Who, What, When, Where, Why, and How)
• Analyzing cause and effect
• Creating a problem statement

Generating Solutions

Once the problem is clearly understood, brainstorm possible solutions. Think creatively and keep an open mind, as well as considering lessons from past experiences. Consider:

• Creating a list of potential ideas to solve the problem
• Grouping and categorizing similar solutions
• Prioritizing potential solutions based on feasibility, cost, and resources required
• Involving others to share diverse opinions and inputs

Evaluating and Selecting Solutions

Evaluate each potential solution, weighing its pros and cons. To facilitate decision-making, use techniques such as:

• SWOT analysis (Strengths, Weaknesses, Opportunities, Threats)
• Decision-making matrices
• Pros and cons lists
• Risk assessments

After evaluating, choose the most suitable solution based on effectiveness, cost, and time constraints.

Implementing and Monitoring the Solution

Implement the chosen solution and monitor its progress. Key actions include:

• Communicating the solution to relevant parties
• Setting timelines and milestones
• Assigning tasks and responsibilities
• Monitoring the solution and making adjustments as necessary
• Evaluating the effectiveness of the solution after implementation

Utilize feedback from stakeholders and consider potential improvements. Remember that problem-solving is an ongoing process that can always be refined and enhanced.

Problem-Solving Techniques

During each step, you may find it helpful to utilize various problem-solving techniques, such as:

• Brainstorming : A free-flowing, open-minded session where ideas are generated and listed without judgment, to encourage creativity and innovative thinking.
• Root cause analysis : A method that explores the underlying causes of a problem to find the most effective solution rather than addressing superficial symptoms.
• SWOT analysis : A tool used to evaluate the strengths, weaknesses, opportunities, and threats related to a problem or decision, providing a comprehensive view of the situation.
• Mind mapping : A visual technique that uses diagrams to organize and connect ideas, helping to identify patterns, relationships, and possible solutions.

Brainstorming

When facing a problem, start by conducting a brainstorming session. Gather your team and encourage an open discussion where everyone contributes ideas, no matter how outlandish they may seem. This helps you:

• Generate a diverse range of solutions
• Encourage all team members to participate
• Foster creative thinking

When brainstorming, remember to:

• Reserve judgment until the session is over
• Encourage wild ideas
• Combine and improve upon ideas

Root Cause Analysis

For effective problem-solving, identifying the root cause of the issue at hand is crucial. Try these methods:

• 5 Whys : Ask “why” five times to get to the underlying cause.
• Fishbone Diagram : Create a diagram representing the problem and break it down into categories of potential causes.
• Pareto Analysis : Determine the few most significant causes underlying the majority of problems.

SWOT Analysis

SWOT analysis helps you examine the Strengths, Weaknesses, Opportunities, and Threats related to your problem. To perform a SWOT analysis:

• List your problem’s strengths, such as relevant resources or strong partnerships.
• Identify its weaknesses, such as knowledge gaps or limited resources.
• Explore opportunities, like trends or new technologies, that could help solve the problem.
• Recognize potential threats, like competition or regulatory barriers.

SWOT analysis aids in understanding the internal and external factors affecting the problem, which can help guide your solution.

Mind Mapping

A mind map is a visual representation of your problem and potential solutions. It enables you to organize information in a structured and intuitive manner. To create a mind map:

• Write the problem in the center of a blank page.
• Draw branches from the central problem to related sub-problems or contributing factors.
• Add more branches to represent potential solutions or further ideas.

Mind mapping allows you to visually see connections between ideas and promotes creativity in problem-solving.

Examples of Problem Solving in Various Contexts

In the business world, you might encounter problems related to finances, operations, or communication. Applying problem-solving skills in these situations could look like:

• Identifying areas of improvement in your company’s financial performance and implementing cost-saving measures
• Resolving internal conflicts among team members by listening and understanding different perspectives, then proposing and negotiating solutions
• Streamlining a process for better productivity by removing redundancies, automating tasks, or re-allocating resources

In educational contexts, problem-solving can be seen in various aspects, such as:

• Addressing a gap in students’ understanding by employing diverse teaching methods to cater to different learning styles
• Developing a strategy for successful time management to balance academic responsibilities and extracurricular activities
• Seeking resources and support to provide equal opportunities for learners with special needs or disabilities

Everyday life is full of challenges that require problem-solving skills. Some examples include:

• Overcoming a personal obstacle, such as improving your fitness level, by establishing achievable goals, measuring progress, and adjusting your approach accordingly
• Navigating a new environment or city by researching your surroundings, asking for directions, or using technology like GPS to guide you
• Dealing with a sudden change, like a change in your work schedule, by assessing the situation, identifying potential impacts, and adapting your plans to accommodate the change.
• How to Resolve Employee Conflict at Work [Steps, Tips, Examples]
• How to Write Inspiring Core Values? 5 Steps with Examples
• 30 Employee Feedback Examples (Positive & Negative)

Skip Prichard | Leadership Insights

Ideas, Insight & Inspiration

7 Steps to Problem Solving

Bulletproof Problem Solving

Complex problem solving is the core skill for 21st century teams. It’s the only way to keep up with rapid change. Winning organizations now rely on nimble, iterative problem solving, rather than the traditional planning processes. I had the opportunity to speak with Charles Conn and Robert McLean, two McKinsey alums who share a seven-step systematic approach to creative problem solving that will work in any field or industry. Their new book is BULLETPROOF PROBLEM SOLVING: The One Skill That Changes Everything .

New Skills Required

Would you share a little about the evolution of managerial skills and what skills are needed in the current era?

This new era of focus on creative problem solving has been ushered in by massive disruption of the old order in business and society. New business models are rapidly emerging from revolutionary Internet, machine learning, and bioscience technologies that threaten the status quo in every field. Technology change is speeding business up and providing an edge for disruptive innovators.

As a consequence of accelerating change, the old model of managerial skill development and application is no longer effective.  It used to be that you could learn the core skills for a career in college and graduate school – think management, accounting, law – and then apply it over forty years.  Strategic planning in business assumed an existing playing field and known actors. Today savvy business leaders are prioritizing complex problem solving skills in hiring rather than old domain knowledge, and emphasizing agile team problem solving over traditional planning cycles. This approach rewards the ability to see and quickly respond to new opportunities and threats over the slower traditional big company departmental responses.

We are seeing growing awareness of this. David Brooks of the New York Times said recently, “It doesn’t matter if you are working in the cafeteria or the inspection line of a plant, companies will only hire people who can see problems and organize responses.” And The World Economic Forum in its Future of Jobs Report placed complex problem solving at #1 in its top 10 skills for jobs in 2020.

For those who feel ill-prepared for this era, what are the best ways to acquire the needed skills?

Unfortunately, despite an increasing recognition in the business press that problem solving is the core 21 st century skill, our universities and graduate schools rarely teach systematic problem solving or modern team decision making skills. This is starting to change, and we are seeing that in moves by the OECD and Council for Aid to Education (CAE) which administers the College Learning Assessment plus test.

The OECD Program for International Student Assessment (PISA) started testing individual problem solving skills in 2012 and added collaborative problem solving skills in the 2015 assessments. One of the interesting early findings is that to teach students to become better problem solvers involves other capabilities than simply teaching reading, mathematics, and science literacy well. Capabilities such as creativity, logic, and reasoning are essential contributors to students becoming better problem solvers. That is what this book is about.

You share seven steps in your bulletproof problem solving approach. How did you develop it?

The 7-steps approach to problem solving has its roots in the hypothesis-driven structure of the scientific method, but was developed into an approach for business problem solving at McKinsey & Company.  Charles wrote one of the early internal documents to systematic problem solving in McKinsey, and both of us have developed the approach further for application more broadly to personal, social and environmental problems at all scales in later work with the Nature Conservancy, the Gordon & Betty Moore Foundation, the Rhodes Trust and in start-up companies where we are investors.

1: Define the problem.

2: Disaggregate.

3: Prioritize.

4: Workplan.

5: Analyze.

6: Synthesize.

7. Communicate.

Is there one part of it normally missed or not focused on as much as it should be?

What are some of the best methods for overcoming biases in decision making?

The most important biases to address are confirmation bias, anchoring bias, and loss aversion.  These are deep seated in our psyches and often reinforced by traditional hierarchies. We use some simple team approaches to fight bias, including perspective-taking (the act of modeling another team member’s assertion or belief to the point that you can describe it as compellingly as the other), role playing (where you act out one side or the other of difficult choice, sometimes in a red team/blue team structure), team distributive voting on analyses and solution paths (one approach we have used is to assign each team member 10 votes, represented by sticky notes, and have each team member use them to vote on their favorite analysis, allowing cumulative or bullet voting, with the most senior person voting last, so as not to bias the choices of more junior members). The most important team norm to encourage is the obligation to dissent, which means every team member is required to verbally contest decisions when they disagree, regardless of seniority.

What do leadership teams most struggle with in the new environment?

The biggest challenge is the speed of change, which pressures all the management approaches we were taught in business school, particularly around planning cycles.  The leadership teams that get good at this typically form and re-form cross-functional teams to deploy on issues as they arise, rather than waiting for conventional departmental responses.  And they are comfortable using rapid design cycles to prototype and test products/services in the market, rather than depending on traditional marketing analysis.

How will AI impact the bulletproof approach?

We believe good organization problem solving will increasingly utilize advances in artificial intelligence to predict patterns in consumer behavior, disease, credit risk, and other complex phenomena.  Machine learning is getting better at pattern recognition than most humans. But that isn’t the whole story. To meet the challenges of the twenty-first century, mental muscle and machine muscle have to work together. Machine learning frees human problem solvers from computational drudgery and amplifies the pattern recognition required for faster organizational response to external challenges. For this partnership to work, twenty-first century organizations need staff who are quick on their feet, who learn new skills quickly, and who attack emerging problems with confidence.

For more information, see BULLETPROOF PROBLEM SOLVING: The One Skill That Changes Everything .

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The Art of Effective Problem Solving: A Step-by-Step Guide

Author: Daniel Croft

Daniel Croft is an experienced continuous improvement manager with a Lean Six Sigma Black Belt and a Bachelor's degree in Business Management. With more than ten years of experience applying his skills across various industries, Daniel specializes in optimizing processes and improving efficiency. His approach combines practical experience with a deep understanding of business fundamentals to drive meaningful change.

Whether we realise it or not, problem solving skills are an important part of our daily lives. From resolving a minor annoyance at home to tackling complex business challenges at work, our ability to solve problems has a significant impact on our success and happiness. However, not everyone is naturally gifted at problem-solving, and even those who are can always improve their skills. In this blog post, we will go over the art of effective problem-solving step by step.

You will learn how to define a problem, gather information, assess alternatives, and implement a solution, all while honing your critical thinking and creative problem-solving skills. Whether you’re a seasoned problem solver or just getting started, this guide will arm you with the knowledge and tools you need to face any challenge with confidence. So let’s get started!

Problem Solving Methodologies

Individuals and organisations can use a variety of problem-solving methodologies to address complex challenges. 8D and A3 problem solving techniques are two popular methodologies in the Lean Six Sigma framework.

Methodology of 8D (Eight Discipline) Problem Solving:

The 8D problem solving methodology is a systematic, team-based approach to problem solving. It is a method that guides a team through eight distinct steps to solve a problem in a systematic and comprehensive manner.

The 8D process consists of the following steps:

• Form a team: Assemble a group of people who have the necessary expertise to work on the problem.
• Define the issue: Clearly identify and define the problem, including the root cause and the customer impact.
• Create a temporary containment plan: Put in place a plan to lessen the impact of the problem until a permanent solution can be found.
• Identify the root cause: To identify the underlying causes of the problem, use root cause analysis techniques such as Fishbone diagrams and Pareto charts.
• Create and test long-term corrective actions: Create and test a long-term solution to eliminate the root cause of the problem.
• Implement and validate the permanent solution: Implement and validate the permanent solution’s effectiveness.
• Prevent recurrence: Put in place measures to keep the problem from recurring.
• Recognize and reward the team: Recognize and reward the team for its efforts.

Download the 8D Problem Solving Template

A3 Problem Solving Method:

The A3 problem solving technique is a visual, team-based problem-solving approach that is frequently used in Lean Six Sigma projects. The A3 report is a one-page document that clearly and concisely outlines the problem, root cause analysis, and proposed solution.

The A3 problem-solving procedure consists of the following steps:

• Determine the issue: Define the issue clearly, including its impact on the customer.
• Perform root cause analysis: Identify the underlying causes of the problem using root cause analysis techniques.
• Create and implement a solution: Create and implement a solution that addresses the problem’s root cause.
• Monitor and improve the solution: Keep an eye on the solution’s effectiveness and make any necessary changes.

Subsequently, in the Lean Six Sigma framework, the 8D and A3 problem solving methodologies are two popular approaches to problem solving. Both methodologies provide a structured, team-based problem-solving approach that guides individuals through a comprehensive and systematic process of identifying, analysing, and resolving problems in an effective and efficient manner.

Step 1 – Define the Problem

The definition of the problem is the first step in effective problem solving. This may appear to be a simple task, but it is actually quite difficult. This is because problems are frequently complex and multi-layered, making it easy to confuse symptoms with the underlying cause. To avoid this pitfall, it is critical to thoroughly understand the problem.

To begin, ask yourself some clarifying questions:

• What exactly is the issue?
• What are the problem’s symptoms or consequences?
• Who or what is impacted by the issue?
• When and where does the issue arise?

Answering these questions will assist you in determining the scope of the problem. However, simply describing the problem is not always sufficient; you must also identify the root cause. The root cause is the underlying cause of the problem and is usually the key to resolving it permanently.

Try asking “why” questions to find the root cause:

• What causes the problem?
• Why does it continue?
• Why does it have the effects that it does?

By repeatedly asking “ why ,” you’ll eventually get to the bottom of the problem. This is an important step in the problem-solving process because it ensures that you’re dealing with the root cause rather than just the symptoms.

Once you have a firm grasp on the issue, it is time to divide it into smaller, more manageable chunks. This makes tackling the problem easier and reduces the risk of becoming overwhelmed. For example, if you’re attempting to solve a complex business problem, you might divide it into smaller components like market research, product development, and sales strategies.

To summarise step 1, defining the problem is an important first step in effective problem-solving. You will be able to identify the root cause and break it down into manageable parts if you take the time to thoroughly understand the problem. This will prepare you for the next step in the problem-solving process, which is gathering information and brainstorming ideas.

Step 2 – Gather Information and Brainstorm Ideas

Gathering information and brainstorming ideas is the next step in effective problem solving. This entails researching the problem and relevant information, collaborating with others, and coming up with a variety of potential solutions. This increases your chances of finding the best solution to the problem.

Begin by researching the problem and relevant information. This could include reading articles, conducting surveys, or consulting with experts. The goal is to collect as much information as possible in order to better understand the problem and possible solutions.

Next, work with others to gather a variety of perspectives. Brainstorming with others can be an excellent way to come up with new and creative ideas. Encourage everyone to share their thoughts and ideas when working in a group, and make an effort to actively listen to what others have to say. Be open to new and unconventional ideas and resist the urge to dismiss them too quickly.

Finally, use brainstorming to generate a wide range of potential solutions. This is the place where you can let your imagination run wild. At this stage, don’t worry about the feasibility or practicality of the solutions; instead, focus on generating as many ideas as possible. Write down everything that comes to mind, no matter how ridiculous or unusual it may appear. This can be done individually or in groups.

Once you’ve compiled a list of potential solutions, it’s time to assess them and select the best one. This is the next step in the problem-solving process, which we’ll go over in greater detail in the following section.

Step 3 – Evaluate Options and Choose the Best Solution

Once you’ve compiled a list of potential solutions, it’s time to assess them and select the best one. This is the third step in effective problem solving, and it entails weighing the advantages and disadvantages of each solution, considering their feasibility and practicability, and selecting the solution that is most likely to solve the problem effectively.

To begin, weigh the advantages and disadvantages of each solution. This will assist you in determining the potential outcomes of each solution and deciding which is the best option. For example, a quick and easy solution may not be the most effective in the long run, whereas a more complex and time-consuming solution may be more effective in solving the problem in the long run.

Consider each solution’s feasibility and practicability. Consider the following:

• Can the solution be implemented within the available resources, time, and budget?
• What are the possible barriers to implementing the solution?
• Is the solution feasible in today’s political, economic, and social environment?

You’ll be able to tell which solutions are likely to succeed and which aren’t by assessing their feasibility and practicability.

Finally, choose the solution that is most likely to effectively solve the problem. This solution should be based on the criteria you’ve established, such as the advantages and disadvantages of each solution, their feasibility and practicability, and your overall goals.

It is critical to remember that there is no one-size-fits-all solution to problems. What is effective for one person or situation may not be effective for another. This is why it is critical to consider a wide range of solutions and evaluate each one based on its ability to effectively solve the problem.

Step 4 – Implement and Monitor the Solution

When you’ve decided on the best solution, it’s time to put it into action. The fourth and final step in effective problem solving is to put the solution into action, monitor its progress, and make any necessary adjustments.

To begin, implement the solution. This may entail delegating tasks, developing a strategy, and allocating resources. Ascertain that everyone involved understands their role and responsibilities in the solution’s implementation.

Next, keep an eye on the solution’s progress. This may entail scheduling regular check-ins, tracking metrics, and soliciting feedback from others. You will be able to identify any potential roadblocks and make any necessary adjustments in a timely manner if you monitor the progress of the solution.

Finally, make any necessary modifications to the solution. This could entail changing the solution, altering the plan of action, or delegating different tasks. Be willing to make changes if they will improve the solution or help it solve the problem more effectively.

It’s important to remember that problem solving is an iterative process, and there may be times when you need to start from scratch. This is especially true if the initial solution does not effectively solve the problem. In these situations, it’s critical to be adaptable and flexible and to keep trying new solutions until you find the one that works best.

To summarise, effective problem solving is a critical skill that can assist individuals and organisations in overcoming challenges and achieving their objectives. Effective problem solving consists of four key steps: defining the problem, generating potential solutions, evaluating alternatives and selecting the best solution, and implementing the solution.

You can increase your chances of success in problem solving by following these steps and considering factors such as the pros and cons of each solution, their feasibility and practicability, and making any necessary adjustments. Furthermore, keep in mind that problem solving is an iterative process, and there may be times when you need to go back to the beginning and restart. Maintain your adaptability and try new solutions until you find the one that works best for you.

• Novick, L.R. and Bassok, M., 2005.  Problem Solving . Cambridge University Press.

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Daniel Croft

Daniel Croft is a seasoned continuous improvement manager with a Black Belt in Lean Six Sigma. With over 10 years of real-world application experience across diverse sectors, Daniel has a passion for optimizing processes and fostering a culture of efficiency. He's not just a practitioner but also an avid learner, constantly seeking to expand his knowledge. Outside of his professional life, Daniel has a keen Investing, statistics and knowledge-sharing, which led him to create the website www.learnleansigma.com, a platform dedicated to Lean Six Sigma and process improvement insights.

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7 Steps to an Effective Problem-Solving Process

September 1, 2016 | Leadership Articles

An effective problem-solving process is one of the key attributes that separate great leaders from average ones.

Being a successful leader doesn’t mean that you don’t have any problems. Rather, it means that you know how to solve problems effectively as they arise. If you never had to deal with any problems, chances are pretty high that your company doesn’t really need you. They could hire an entry-level person to do your job!

Unfortunately, there are many examples of leaders out there who have been promoted to management or leadership positions because they are competent and excel in the technical skills needed to do the work. These people find themselves suddenly needing to “think on their feet” and solve problems that are far more high-level and complicated than they’ve ever really had to deal with before. Are there tools available to these people to help them solve the problem correctly and effectively? Absolutely!

Today, I am going to introduce you to the Seven Steps of Effective Problem Solving that Bullet Proof® Managers are learning about, developing, and implementing in their teams.

Step 1: Identify the Problem

What are things like when they are the way we want them to be?

This question helps you find the standard against which we’re going to measure where we are now. If things were going the way we want them to go, what does that look like? If this person were doing the job we want him or her to do, what would they be doing?

And then ask this important question: How much variation from the norm is tolerable?

Therein lies the problem. From an engineering perspective, you might have very little tolerance. From a behavioral perspective, you might have more tolerance. You might say it’s okay with me when this person doesn’t do it exactly as I say because I’m okay with them taking some liberty with this. Some other issue you may need 100% compliance.

Step 2: Analyze the Problem

At what stage is this problem? This helps you identify the urgency of the problem, and there are generally three stages.

The emergent stage is where the problem is just beginning to happen. It does not cause an immediate threat to the way business operates every day. It is just beginning to happen and you have time on your side to be able to correct it without it causing much damage to the processes it is affecting. The mature stage is where this problem is causing more than just minor damage. Some amount of damage has been done, and you need to jump on it immediately to fix it before it becomes a problem where the consequences may be greater, deeper, and more expensive if we don’t solve this problem fast.

The third stage is the crisis stage, when the problem is so serious it must be corrected immediately. At this stage, real damage has been done to company processes, reputation, finances, etc. that will have potentially long-term effects on your ability to do business.

Step 3: Describe the Problem

You should be able to describe a problem by writing it in the form of a statement and you should do it in 12 words or less, assuming it’s not a complicated, scientific problem. This way, you have clarity exactly what the issue is. Then, perhaps try distributing it to your team to ensure they agree that this is the root of the problem, that it makes sense, and everyone that is working toward a solution is working toward the same goal.

The most important question of all, when describing your problem: Is your premise correct?

Let me give you an example of what I mean. We’ve all heard – or read – the story of the engineer’s take on the old “half empty, half full” question. A speaker holds up the glass of water and asks if the glass is half empty or half full, a discussion within the group ensues, and you generally expect some sort of lesson in optimism, etc. from it. In this version, an engineer is in the room and answers, “I see this glass of water as being twice the size it needs to be.”

You see, sometimes when you are the one in charge of the problem, you tend to set the premise of the problem from your own perspective. But, that premise may not be accurate, or it may just need an alternate perspective from which to see it. If your premise is not correct, or at least incomplete, you are not fully understanding the problem and considering all the best options for a solution.

Step 4: Look for Root Causes

This step involves asking and answering a lot of questions. Ask questions like: What caused this problem? Who is responsible for this problem? When did this problem first emerge? Why did this happen? How did this variance from the standard come to be? Where does it hurt us the most? How do we go about resolving this problem?

Also, ask the most important question: Can we solve this problem for good so it will never occur again? Because an important aspect to leadership is coming up with solutions that people can use for a long-term benefit, rather than having to deal with the same problems over and over and over.

Step 5: Develop Alternate Solutions

Just about any problem you have to deal with has more solutions to it than the one that you think of first. So, it is best to develop a list of alternate solutions that you and your team can assess and decide which one will be the best for the particular problem. I often use the ⅓ + 1 Rule to create consensus around one – or the top two or three solutions – that will be best for everyone involved.

Then rank those solutions based on efficiency, cost, long-term value, what resources you have and that you can commit to the solution of the problem. Then, look at every one of those solutions carefully and decide what you believe to be the best solution to this problem at this time.

Step 6: Implement the Solution

Implementing the solution you decide on can include creating an implementation plan. It could also include planning on what happens next if something goes wrong with the solution if it doesn’t work out the way you thought it would. Implementation means that everyone on your team knows and understands their part in making the solution work, that there are timelines for execution, and also that you have a system in place to track whether or not the solution has corrected the problem.

Step 7: Measure the Results

From your implementation plan in step 6, make sure you track and measure the results so you can answer questions such as: Did it work? Was this a good solution? Did we learn something here in the implementation that we could apply to other potential problems?

These seven simple steps will help you become a more effective, efficient problem solver in your organization. As you practice this process and develop the skills, these steps will become more natural to you until the point that you are using them without noticing!

About Crestcom International, LLC.

Crestcom International, LLC is an international leadership development organization, training more than one million leaders for 25,000 businesses in over 60 countries across the globe. Crestcom achieves this through a blend of live-facilitated multimedia video, interactive exercises, and shared learning experiences. Crestcom implements action plans and coaching accountability sessions to ensure measured development in key leadership competency areas. For more information, please contact your local Crestcom representative found here .

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Overview of the Problem-Solving Mental Process

Kendra Cherry, MS, is a psychosocial rehabilitation specialist, psychology educator, and author of the "Everything Psychology Book."

Rachel Goldman, PhD FTOS, is a licensed psychologist, clinical assistant professor, speaker, wellness expert specializing in eating behaviors, stress management, and health behavior change.

• Identify the Problem
• Define the Problem
• Form a Strategy
• Organize Information
• Allocate Resources
• Monitor Progress
• Evaluate the Results

Frequently Asked Questions

Problem-solving is a mental process that involves discovering, analyzing, and solving problems. The ultimate goal of problem-solving is to overcome obstacles and find a solution that best resolves the issue.

The best strategy for solving a problem depends largely on the unique situation. In some cases, people are better off learning everything they can about the issue and then using factual knowledge to come up with a solution. In other instances, creativity and insight are the best options.

It is not necessary to follow problem-solving steps sequentially, It is common to skip steps or even go back through steps multiple times until the desired solution is reached.

In order to correctly solve a problem, it is often important to follow a series of steps. Researchers sometimes refer to this as the problem-solving cycle. While this cycle is portrayed sequentially, people rarely follow a rigid series of steps to find a solution.

The following steps include developing strategies and organizing knowledge.

1. Identifying the Problem

While it may seem like an obvious step, identifying the problem is not always as simple as it sounds. In some cases, people might mistakenly identify the wrong source of a problem, which will make attempts to solve it inefficient or even useless.

Some strategies that you might use to figure out the source of a problem include :

• Asking questions about the problem
• Breaking the problem down into smaller pieces
• Looking at the problem from different perspectives
• Conducting research to figure out what relationships exist between different variables

2. Defining the Problem

After the problem has been identified, it is important to fully define the problem so that it can be solved. You can define a problem by operationally defining each aspect of the problem and setting goals for what aspects of the problem you will address

At this point, you should focus on figuring out which aspects of the problems are facts and which are opinions. State the problem clearly and identify the scope of the solution.

3. Forming a Strategy

After the problem has been identified, it is time to start brainstorming potential solutions. This step usually involves generating as many ideas as possible without judging their quality. Once several possibilities have been generated, they can be evaluated and narrowed down.

The next step is to develop a strategy to solve the problem. The approach used will vary depending upon the situation and the individual's unique preferences. Common problem-solving strategies include heuristics and algorithms.

• Heuristics are mental shortcuts that are often based on solutions that have worked in the past. They can work well if the problem is similar to something you have encountered before and are often the best choice if you need a fast solution.
• Algorithms are step-by-step strategies that are guaranteed to produce a correct result. While this approach is great for accuracy, it can also consume time and resources.

Heuristics are often best used when time is of the essence, while algorithms are a better choice when a decision needs to be as accurate as possible.

4. Organizing Information

Before coming up with a solution, you need to first organize the available information. What do you know about the problem? What do you not know? The more information that is available the better prepared you will be to come up with an accurate solution.

When approaching a problem, it is important to make sure that you have all the data you need. Making a decision without adequate information can lead to biased or inaccurate results.

5. Allocating Resources

Of course, we don't always have unlimited money, time, and other resources to solve a problem. Before you begin to solve a problem, you need to determine how high priority it is.

If it is an important problem, it is probably worth allocating more resources to solving it. If, however, it is a fairly unimportant problem, then you do not want to spend too much of your available resources on coming up with a solution.

At this stage, it is important to consider all of the factors that might affect the problem at hand. This includes looking at the available resources, deadlines that need to be met, and any possible risks involved in each solution. After careful evaluation, a decision can be made about which solution to pursue.

6. Monitoring Progress

After selecting a problem-solving strategy, it is time to put the plan into action and see if it works. This step might involve trying out different solutions to see which one is the most effective.

It is also important to monitor the situation after implementing a solution to ensure that the problem has been solved and that no new problems have arisen as a result of the proposed solution.

Effective problem-solvers tend to monitor their progress as they work towards a solution. If they are not making good progress toward reaching their goal, they will reevaluate their approach or look for new strategies .

7. Evaluating the Results

After a solution has been reached, it is important to evaluate the results to determine if it is the best possible solution to the problem. This evaluation might be immediate, such as checking the results of a math problem to ensure the answer is correct, or it can be delayed, such as evaluating the success of a therapy program after several months of treatment.

Once a problem has been solved, it is important to take some time to reflect on the process that was used and evaluate the results. This will help you to improve your problem-solving skills and become more efficient at solving future problems.

A Word From Verywell​

It is important to remember that there are many different problem-solving processes with different steps, and this is just one example. Problem-solving in real-world situations requires a great deal of resourcefulness, flexibility, resilience, and continuous interaction with the environment.

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You can become a better problem solving by:

• Practicing brainstorming and coming up with multiple potential solutions to problems
• Being open-minded and considering all possible options before making a decision
• Breaking down problems into smaller, more manageable pieces
• Asking for help when needed
• Researching different problem-solving techniques and trying out new ones
• Learning from mistakes and using them as opportunities to grow

It's important to communicate openly and honestly with your partner about what's going on. Try to see things from their perspective as well as your own. Work together to find a resolution that works for both of you. Be willing to compromise and accept that there may not be a perfect solution.

Take breaks if things are getting too heated, and come back to the problem when you feel calm and collected. Don't try to fix every problem on your own—consider asking a therapist or counselor for help and insight.

If you've tried everything and there doesn't seem to be a way to fix the problem, you may have to learn to accept it. This can be difficult, but try to focus on the positive aspects of your life and remember that every situation is temporary. Don't dwell on what's going wrong—instead, think about what's going right. Find support by talking to friends or family. Seek professional help if you're having trouble coping.

Davidson JE, Sternberg RJ, editors.  The Psychology of Problem Solving .  Cambridge University Press; 2003. doi:10.1017/CBO9780511615771

Sarathy V. Real world problem-solving .  Front Hum Neurosci . 2018;12:261. Published 2018 Jun 26. doi:10.3389/fnhum.2018.00261

By Kendra Cherry, MSEd Kendra Cherry, MS, is a psychosocial rehabilitation specialist, psychology educator, and author of the "Everything Psychology Book."

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.

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.

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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! 

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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Effective online tools are a necessity for smooth and engaging virtual workshops and meetings. But how do you choose the right ones? Do you sometimes feel that the good old pen and paper or MS Office toolkit and email leaves you struggling to stay on top of managing and delivering your workshop? Fortunately, there are plenty of great workshop tools to make your life easier when you need to facilitate a meeting and lead workshops. In this post, we’ll share our favorite online tools you can use to make your life easier and run better workshops and meetings. In fact, there are plenty of free online workshop tools and meeting…

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The 7 Steps to Problem Solving

Effective problem solving, document.write("page last modified on: " + document.lastmodified +"");.

Problem solving with a standardized, disciplined and methodical approach is by far the best way of understanding root causes, exploring influences and implementing solutions that not only work, but also stay effective over time. The best solution to a problem is not always the most obvious and only after careful thought and assessment can the most suitable and feasible solution or solutions be implemented. The 7 step problem solving guide provided below has been created to help solve problems where the solution or in some cases the problem itself is not obvious.

STEP 1: The Right Problem to Solve STEP 2: Analyse the Problem STEP 3: Define the Problem STEP 4: Develop Opportunities (Possible Solutions) STEP 5: Select the Best Solution STEP 6: Implement the Solution STEP 7: Evaluate and Learn

When should problem solving be used?

Anytime you have a goal to achieve or simply experience a challenge, problem solving techniques can be adopted. The steps provided can be used on any problem no matter how small and simple, or large and complex with the only difference being the amount of overall time required to be spent on the problem at hand. Unfortunately effective problem solving does take some time and attention to detail but the rewards for the time taken may far outweigh the consequences for leaving problems in place.

STEP 1: The Right Problem to Solve

Identifying the right problem to solve can be by far the most crucial element in the process and it can’t be stressed enough that for this step to work to its full potential it is important to remember to focus on the problem and not just its symptoms or possible solutions, these parts will come shortly. If dealing with multiple problems the right problem is generally the one with the most important outcome, the greatest chance for solution and the nearest deadline. When trying to determine the right problem or if only intending to confirm one, ask yourself the following questions:

• Being as specific as possible what exactly is the problem to be solved?
• a clearly and concisely defined problem avoids confusion.
• A vaguely defined problem could be interpreted as something different.
• Can the problem be broken down further?
• A problem in its most simple form is in the best state for solving.
• Complex problems are possibly multiple smaller problems.
• Is the problem exactly the same from multiple perspectives? If not, can it be reworded so that it is?
• Problems can look different to different people.
• Solving for one person will not necessarily solve for everyone.
• Is there anyone who thinks it is not a problem? Why not?
• Any doubt is worth looking into, they could know something you don’t.
• It is always a possibility that you or your perceptions are the problem.
• Is the problem a symptom of a deeper, underlying condition?
• Fixing the problem will stop future symptoms.
• Fixing a symptom is only temporary.
• Is the problem one that can be solved? If no, can the problem be redefined?
• How to get to work with a broken leg is a problem that can be solved.
• A broken leg itself is not a problem because it can’t be solved, it's broken.
• Can the problem be defined as an opportunity?
• An opportunity is something positive we generally look forward to and want to take advantage of.
• A problem is generally something negative we don’t like and simply want to get rid of.
• Is the problem a beneficial one to solve? Why?
• The most beneficial problem is often a good place to start.
• The world is full of problems and unfortunately we can’t solve them all.
• Are you trying to solve a problem? Or are you confusing cause and effect?
• Building an airstrip so a plane has somewhere to land can be solving a problem.
• Building an airstrip because you know planes land on them does not guarantee a plane.

Once the above questions can be answered concisely you should be left with a well-defined problem which can also be described as an opportunity and more importantly you should have a better understanding of what you will be going to solve or achieve. It is time for the next step, analysing the problem.

STEP 2: Analyse the Problem

Analysing the problem starts with collecting as much information as possible relating to all aspects of the problem. This is where you find out what you already know about the situation and what areas need further looking into. To help discover all the facts it is a good idea to create a number of lists relating to the problem where you in turn list as many points as possible.

Remember that in this stage writing down anything and everything that comes to mind can be a good starting point; irrelevant items can be removed at the end. Some of the information you may find valuable may stem from the following questions. There are quite a few questions to consider, but hopefully they will guide you in the right direction. They are based on the "5 W's and 1 H".

• What does the problem currently affect?
• People or yourself?
• Environment?
• Organisation?
• What will be the benefits of solving the problem? And by how much?
• Credibility?
• Productivity?
• Reputation?
• What influences the problem?
• Does anything seem to aggravate or spread the problem?
• Does anything seem to reduce or delay the problem?
• Does anything tend to speed up / slow down the problem?
• Can the problem be simulated, recreated or acted out in another setting?
• Is there a specific example of an extreme case?
• What would be needed to solve the problem?
• Will new tools and/or policies be required?
• Will new equipment be required?
• Will new people be required?
• Could any new problems arise?
• What would happen if no solution can be found?
• Will a solution be available at a later date?
• What would be the next best thing to finding a complete solution?
• Is there a way to delay the problem?
• What would be the next best thing to solving the problem?
• Is there a chance the problem will go away on its own?
• Is there a way to change the problem for the better?

• Why do you want to achieve a solution?
• Is it something you personally want to do?
• Is it something you have been told to do?
• Is it something you feel you have to do?
• Why did the problem arise in the first place?
• Can the exact cause of the problem be pin pointed?
• Were there numerous reasons for the problem starting?
• Was a problem expected to occur at the time?
• Why was the problem allowed to escalate as far as it has?
• How much further can the problem escalate?
• Have previous attempts at solving the problem been made?
• Does the problem benefit anything/anyone else?

When you ask "How?" you are asking in what way or manner; by what means - "How does it work?" or used to ask about the condition or quality of something - How was your time there?"

• How long has the problem been around?
• Has it always been a problem?
• Has it got worse over time?
• Has the problem occurred at a previous time?
• How will the situation be different once the problem is solved?
• In particular what will be different?
• Can you guarantee the situation will be different?
• How relevant is the information available?
• Is the information up to date?
• Was the information created for the specific purpose it will be used for?
• Does the information need to be modified?
• How can I find out more information on the problem and possible solutions?
• Is all available information available?
• Is any information not available? Why not?
• Will additional research be required?
• Can additional people get involved with finding a solution?
• Is there an expert who can be approached?
• Are additional resources required?

• Where did the problem arise?
• Has the problem always existed?
• Can the exact starting point of the problem be pin pointed?
• Why did the problem arise where it did?
• Where is the problem currently located?
• Is the problem in a single or multiple locations?
• Can the problem be contained in its current location until it is dealt with?
• Is there a chance the problem will spread to different locations?
• Is the “where” component to the problem important? If so, why?

When you ask "Who?" you are asking what or which person or people are involved - "Who is that?" or "Who was there at the time?"

• Who are the stakeholders?
• Who is affected by this problem?
• Who will be affected once it is solved?
• Does anyone think that it is not a problem? What is different about their perspective?
• Who knows about the problem?
• Who has the information needed to solve or release the problem or issue?
• Who can do something or take action as a possible solution?
• Does anyone/s need to be informed about the problem?
• How do processes currently work where the problem is occurring?
• Who does what?
• With what information?
• Using what tools?
• Communicating with whom?
• In what time frame?
• Using what format?

When you ask "When?" you are asking at what time - "When did last witness it?" or at or on which time or circumstance - "Is early mornings when it happens most?"

• When did the problem first appear?
• What was its initial impact?
• How was it identified?
• Who identified it first?
• How did it start?
• Where did it start?
• Why did it start?
• What initially started it?
• When did it start?
• When does a solution need to be found?
• Would it be better to wait for a better time to implement a solution?
• Is too late to look for solutions?

Once every aspect of the problem has been looked into it is not uncommon for other potential problems to be identified as well. It may be necessary to start the entire process again for these new problems, but remember that problems are best dealt with one at a time and with that in mind it is time for the next step, defining the problem.

STEP 3: Define the Problem

Only after the right problem has been identified and analysed can one be sure of the correct definition of the problem. In most cases the definition will remain unchanged from STEP 1, but in some cases once other available information has been brought to light the problem, the opportunity or the desired outcome may have changed to accommodate either new information or a new perspective on the problem itself.

The following definitions should be written down for future reference. If there is any hesitation with any of the definitions it can be a sign that you don’t fully understand the problem at hand and that the previous step should be re-visited.

• Define exactly what the problem is.
• Define exactly what needs to be solved.
• Define your problem as an opportunity.
• Define the desired outcome.

STEP 4: Develop Opportunities (Possible Solutions)

There is always more than one way to solve a problem and in some cases simultaneous solutions may be required. As with the previous steps it is essential that time is taken to develop plenty of innovative and creative ideas. At the end of this step you can be certain you will have the best solution if you have explored all possible avenues and generated every conceivable option. To help you find the best solution the following methods can be used.

Seek advice; ask an expert In today’s day and age there is an expert on pretty much any topic you can imagine. Sometimes the best and fastest approach to getting the information we need can be simply to ask someone who knows more about the subject than we do. Of course finding that someone can be a challenge in itself, but the rewards in doing so could far outweigh other options. If the expert is unsure about the best approach for your situation they will probably be able to point you in the right direction.

Brainstorming Best done with a group of individuals brainstorming is always a good starting point. Brainstorming involves creating a list of ideas spontaneously contributed by an individual or group of individuals. With this method there is no wrong answer and wild or unexpected answers are often encouraged with all suggestions being written down. The process continues until no more suggestions can be thought of and the list of ideas can later be used to develop a solution.

The Scientific Method A method for conducting an objective investigation which is a proven approach to solving problems in a way that is reliable, consistent and non-arbitrary. The scientific method can be seen to underlay the scientific revolution and has helped to create many of the great accomplishments of recent human history. A basic flow chart of the scientific method is shown below.

Have a Guess If there is some indication, a technique you have heard of or a gut instinct about a possible solution, why not look into it further. Starting with an inkling and checking and adjusting it to suit the problem at hand could lead to the ideal solution. This method generally works better for a limited number of potential solutions where you can eliminate the options one at a time but there is no harm in employing the method in any case, it might just lead to the solution you have been looking for.

Work Backwards If the “where to start” is not obvious starting at the end goal and working backwards can be a good approach. Working backwards can sometimes offer the fastest solution because it gets you thinking with where you want to end up in mind. This approach to problem solving can also be effective when used at a point not quite at the end goal or even to back check the starting point from a different perspective.

Do the Opposite What effect does doing the opposite to what you have been doing have on the situation? If you at a dead-end or simply want to explore the opposite of something that clearly isn’t working, doing the opposite can provide a new and refreshing perspective. Rather than avoiding a situation, doing a complete 180 and diving straight in can in some cases be the best and/or fastest approach.

A Randomized Approach When all else fails or there is no indication what so ever to what sort of approach should be taken a random approach may be required. By applying random solutions and seeing how they influence the problem at hand may eventually lead to something more meaningful. You might get lucky and find the solution you have been looking for or worst possible case you may just find yourself where you started.

If after numerous attempts without success it might be necessary to go back to previous steps and try to "look outside the square". Every now and then a problem presents itself that will require a bit more creativity to come up with a feasible solution.

STEP 5: Select the Best Solution

With a list of possible solutions developed in the previous step it is time to select the best individual or best combination of solutions to be put into action and to eliminate the problem at hand. The process of selecting the best solution is a matter of ranking all of the available solutions against one another and defining each options “pluses and minuses”. Some of the key areas that might need to be evaluated and prioritised have been listed below.

• Operational validity: Can the solution actually be implemented or is it just an idea?
• Economic validity: Is the solution economical? Will the solution bring an economic result?
• Degree of Complexity: Is the solution simple to implement or are there complexities involved?
• Ease of Implementation: Is the solution ready to go and easy to install?
• Stakeholder interest: Does the solution satisfy everyone’s interests.
• Potential Risk: Does the solution bring any additional risk with it?
• Personal commitment: Is the solution something that reflects the ideals of all involved? Is the solution something you believe in?
• End result: Will the solution solve all parts of the problem or will the problem just be reduced or concealed?

Keeping in mind that the best solution will be the result of considerable deliberation and also that one solution that is available for any problem is to simply do nothing, everything should now be in place for putting the solution into action. If something happens so that the chosen solution/s cannot be used or if the solution stops working, there will now be a list of alternatives already assessed, prioritised and ready to go.

STEP 6: Implement the Solution

The implementation plan is just as important as implementing the solution/s and monitoring the progress of this step is something that will need to be done also. A brief guide to some of the things that will need to be considered have been detailed below.

• Planning and documentation of a new solution/s
• When will the solution be implemented?
• Where will the solution be implemented?
• How is the solution to be implemented?
• What has to be done before the solution is implemented?
• How long will the solution take to start working?
• What time frame is the solution expected to take before the problem is solved?
• Have monitoring provisions been put in place?
• What are the key signs to look for to indicate the solution is working?
• Who will need to be notified about the changes about to take place?
• At what stages will the progress be reviewed?
• Have contingency arrangements been put in place for if the solution doesn’t work?
• What will be the next step if the solution doesn’t work?
• If required, have all agreements been documented and signed?
• How will it be confirmed that the problem has been solved?
• Are steps required to remove or disable the solution?
• What will happen once the problem has been solved?
• Putting the solution into action
• Put the solution into action
• Monitor the progress and effect of the solution
• Test and ensure the solution is meeting expectations and outcomes

STEP 7: Evaluate and Learn

Hopefully everything went to plan and the problem is now solved and even if it wasn’t, this step is still the same. It is vital that the whole process is evaluated from problem to solution and a good starting point is to document the 7 step procedure. This step is intended to not only provide a future reference but also a learning experience for future problem solving. At a very minimum the following questions should be answered:

• How effective was that particular solution?
• Did the solution achieve the desired outcomes?
• What consequences did problem solving activity have on my situation?

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7 Problem Solving Steps

In a minute!

These 7 problem solving steps provide a short outline of a process to help you solve problems effectively. A structured process helps ensure you stay on track but before you start, remember:

“Do not focus on finding an answer: focus on defining the question” Peter Drucker

Part of our manage in a minute series, read this article to gain a quick overview of the right steps for effective problem solving. We end the article with two principles that perhaps aren’t applied often enough when we set out to solve a problem.

You may also want to read our article: problem solving questions, which raises five challenging and provocative questions, based on this 7 step problem solving process:

1 Find the Right Problems to Solve

Too often our approach to problem solving is reactive, we wait for the problems to arise. Firstly in our 7 problem solving steps, we advocate taking a proactive approach, go and find problems to solve; important and valuable problems. The real starting point then for any problem solving process is to find the right problem to solve.

2 Define the Problem

It is very tempting to gloss over this step and move to analysis and solutions. However, like the first step, it is one of the secrets of effective problem solving. Combining problems that are valuable to solve, with defining exactly what you are trying to solve, can dramatically improve the effectiveness of the problem solving process. The secret to defining the problem, is really about attitude. Try to see every problem as an opportunity.

3 Analyse the Problem

Analysis is a process of discovery of the facts, finding out what you know about the situation. In doing so you are breaking down complexity, stripping away the superficial and getting to the causes/issues.

4 Develop Opportunities

There are always more than one way to solve a problem, so take time to develop plenty of creative possibilities to solve the problem.

5 Select the Best Solution

Selecting is about making choices, about deciding. To do this you need to weigh up the competing value and risk of the different options you generated in the previous step.

6 Implement

Good solutions are often only as good as the way they are implemented. Implementation requires project management and a determination to deliver the outcomes essential to solving the problem you originally defined.

7 Evaluate and Learn

You will have done some things really well through this seven step problem solving process. It would be all too easy to forget them in rushing to solve the next problem, or to implement the solution. You should evaluate at least two areas:

• How you carried out the seven step problem solving process
• The effectiveness of the solution you implemented. Did it deliver the outcomes you expected?

7 problem solving steps, 2 principles

This process provides a challenge to other problem solving techniques. It highlights the undervalued problem solving skill of applying two under-used principles, at the start of the process :

Finding the right problems to solve

Focusing on opportunities created by the “problem”

The eighth problem solving step

• Tool 1: When you don’t know what to do
• Tool 2: Defining questions for problem solving
• Tool 3: Finding the right problems to solve
• Tool 4: Problem solving check-list
• Tool 4a: Using the question check-list with your team
• Tool 5: Problem analysis in 4 steps
• Tool 5a: Using 4 Step problem analysis with your team
• Tool 6: Questions that create possibilities
• Tool 6a: Using the 5 questions with your team
• Tool 6b: Putting creativity to work – 5 alternate questions
• Tool 6c: Workshop outline
• Tool 7: Evaluating alternatives
• Tool 8: Creative thinking techniques A-Z
• Tool 9: The 5 Whys technique

Further Reading

Seven step problem solving Problem solving exercises Problem solving questions Problem solving activity

>>> Return to the Problem Solving Knowledge Hub

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Wednesday, November 15, 2017

• The Seven Steps of Problem Solving

• Select the issue.
• Search for data to describe the situation.
• Analyze the facts to obtain root cause(s) of the performance gap.
• Select a solution.
• Conduct a pilot test.
• Evaluate performance.
• Standardize the gains, reflect, and repeat the process.

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The 7 Step Problem Solving Process

Revised | Originally Published: July 3, 2021 @ 4:24 pm

This handout looks at the 7 steps in the problem solving process. Problem solving is an essential skill that involves understanding a problem, devising a plan to solve it, implementing the solution, and evaluating the results. This structured approach can help you tackle problems systematically and arrive at effective solutions. Every problem is an opportunity to improve and learn, but problems are not always solved on the first attempt.

Download The 7 Step Problem Solving Process Handout

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Tips for Effective Problem Solving

Here are a few tips for effective problem solving:

• Stay Objective –Keep an open mind and avoid assumptions. Focus on facts and data.
• Communicate Clearly –Ensure that all stakeholders are informed and involved in the process.
• Think Creatively –Encourage innovative thinking and be open to unconventional solutions.
• Be Persistent –Problems may not always be solved on the first attempt. Be prepared to revisit and refine your approach.

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Jeff Johnson is an early learning trainer, podcaster, and author who founded Explorations Early Learning , Playvolution HQ , and Play Haven .

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What are the 7 Steps to Problem-Solving? & Its Examples

By Teach Educator

Published on: February 4, 2024

7 Steps to Problem-Solving

7 Steps to Problem-Solving is a systematic process that involves analyzing a situation, generating possible solutions, and implementing the best course of action. While different problem-solving models exist, a common approach often involves the following seven steps:

Define the Problem:

• Clearly articulate and understand the nature of the problem. Define the issue, its scope, and its impact on individuals or the organization.

Gather Information:

• Collect relevant data and information related to the problem. This may involve research, observation, interviews, or any other method to gain a comprehensive understanding.

Generate Possible Solutions:

• Brainstorm and generate a variety of potential solutions to the problem. Encourage creativity and consider different perspectives during this phase.

Evaluate Options:

• Assess the strengths and weaknesses of each potential solution. Consider the feasibility, potential risks, and the likely outcomes associated with each option.

Make a Decision:

• Based on the evaluation, choose the most suitable solution. This decision should align with the goals and values of the individual or organization facing the problem.

Implement the Solution:

• Put the chosen solution into action. Develop an implementation plan, allocate resources, and carry out the necessary steps to address the problem effectively.

Evaluate the Results:

• Assess the outcomes of the implemented solution. Did it solve the problem as intended? What can be learned from the process? Use this information to refine future problem-solving efforts.

It’s important to note that these steps are not always linear and may involve iteration. Problem-solving is often an ongoing process, and feedback from the implementation and evaluation stages may lead to adjustments in the chosen solution or the identification of new issues that need to be addressed.

Problem-Solving Example in Education

• Certainly: Let’s consider a problem-solving example in the context of education.
• Problem: Declining Student Engagement in Mathematics Classes

Background:

A high school has noticed a decline in student engagement and performance in mathematics classes over the past few years. Students seem disinterested, and there is a noticeable decrease in test scores. The traditional teaching methods are not effectively capturing students’ attention, and there’s a need for innovative solutions to rekindle interest in mathematics.

Steps in Problem-Solving

Identify the problem:.

• Clearly define the issue: declining student engagement and performance in mathematics classes.
• Gather data on student performance, attendance, and feedback from teachers and students.

Root Cause Analysis

• Conduct surveys, interviews, and classroom observations to identify the root causes of disengagement.
• Identify potential factors such as teaching methods, curriculum relevance, or lack of real-world applications.

Brainstorm Solutions

• Organize a team of educators, administrators, and even students to brainstorm creative solutions.
• Consider integrating technology, real-world applications, project-based learning, or other interactive teaching methods.

Evaluate and Prioritize Solutions

• Evaluate each solution based on feasibility, cost, and potential impact.
• Prioritize solutions that are likely to address the root causes and have a positive impact on student engagement.

Implement the Chosen Solution

• Develop an action plan for implementing the chosen solution.
• Provide training and resources for teachers to adapt to new teaching methods or technologies.

Monitor and Evaluate

• Continuously monitor the implementation of the solution.
• Collect feedback from teachers and students to assess the effectiveness of the changes.

Adjust as Needed

• Be willing to make adjustments based on ongoing feedback and data analysis.
• Fine-tune the solution to address any unforeseen challenges or issues.

Example Solution

• Introduce a project-based learning approach in mathematics classes, where students work on real-world problems that require mathematical skills.
• Incorporate technology, such as educational apps or interactive simulations, to make learning more engaging.
• Provide professional development for teachers to enhance their skills in implementing these new teaching methods.

Expected Outcomes:

• Increased student engagement and interest in mathematics.
• Improvement in test scores and overall academic performance.
• Positive feedback from both teachers and students.

Final Words

This problem-solving approach in education involves a systematic process of identifying, analyzing, and addressing issues to enhance the learning experience for students.

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Adopting the right problem-solving approach

May 4, 2023 You’ve defined your problem, ensured stakeholders are aligned, and are ready to bring the right problem-solving approach and focus to the situation to find an optimal solution. But what is the right problem-solving approach? And what if there is no single ideal course of action? In our 2013 classic  from the Quarterly , senior partner Olivier Leclerc  highlights the value of taking a number of different approaches simultaneously to solve difficult problems. Read on to discover the five flexons, or problem-solving languages, that can be applied to the same problem to generate richer insights and more innovative solutions. Then check out more insights on problem-solving approaches, and dive into examples of pressing challenges organizations are contending with now.

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Effective Problem-Solving Techniques in Business

Problem solving is an increasingly important soft skill for those in business. The Future of Jobs Survey by the World Economic Forum drives this point home. According to this report, complex problem solving is identified as one of the top 15 skills that will be sought by employers in 2025, along with other soft skills such as analytical thinking, creativity and leadership.

Dr. Amy David , clinical associate professor of management for supply chain and operations management, spoke about business problem-solving methods and how the Purdue University Online MBA program prepares students to be business decision-makers.

Why Are Problem-Solving Skills Essential in Leadership Roles?

Every business will face challenges at some point. Those that are successful will have people in place who can identify and solve problems before the damage is done.

“The business world is constantly changing, and companies need to be able to adapt well in order to produce good results and meet the needs of their customers,” David says. “They also need to keep in mind the triple bottom line of ‘people, profit and planet.’ And these priorities are constantly evolving.”

To that end, David says people in management or leadership need to be able to handle new situations, something that may be outside the scope of their everyday work.

“The name of the game these days is change—and the speed of change—and that means solving new problems on a daily basis,” she says.

The pace of information and technology has also empowered the customer in a new way that provides challenges—or opportunities—for businesses to respond.

“Our customers have a lot more information and a lot more power,” she says. “If you think about somebody having an unhappy experience and tweeting about it, that’s very different from maybe 15 years ago. Back then, if you had a bad experience with a product, you might grumble about it to one or two people.”

David says that this reality changes how quickly organizations need to react and respond to their customers. And taking prompt and decisive action requires solid problem-solving skills.

What Are Some of the Most Effective Problem-Solving Methods?

David says there are a few things to consider when encountering a challenge in business.

“When faced with a problem, are we talking about something that is broad and affects a lot of people? Or is it something that affects a select few? Depending on the issue and situation, you’ll need to use different types of problem-solving strategies,” she says.

Using Techniques

There are a number of techniques that businesses use to problem solve. These can include:

• Five Whys : This approach is helpful when the problem at hand is clear but the underlying causes are less so. By asking “Why?” five times, the final answer should get at the potential root of the problem and perhaps yield a solution.
• Gap Analysis : Companies use gap analyses to compare current performance with expected or desired performance, which will help a company determine how to use its resources differently or adjust expectations.
• Gemba Walk : The name, which is derived from a Japanese word meaning “the real place,” refers to a commonly used technique that allows managers to see what works (and what doesn’t) from the ground up. This is an opportunity for managers to focus on the fundamental elements of the process, identify where the value stream is and determine areas that could use improvement.
• Porter’s Five Forces : Developed by Harvard Business School professor Michael E. Porter, applying the Five Forces is a way for companies to identify competitors for their business or services, and determine how the organization can adjust to stay ahead of the game.
• Six Thinking Hats : In his book of the same name, Dr. Edward de Bono details this method that encourages parallel thinking and attempting to solve a problem by trying on different “thinking hats.” Each color hat signifies a different approach that can be utilized in the problem-solving process, ranging from logic to feelings to creativity and beyond. This method allows organizations to view problems from different angles and perspectives.
• SWOT Analysis : This common strategic planning and management tool helps businesses identify strengths, weaknesses, opportunities and threats (SWOT).

“We have a lot of these different tools,” David says. “Which one to use when is going to be dependent on the problem itself, the level of the stakeholders, the number of different stakeholder groups and so on.”

Each of the techniques outlined above uses the same core steps of problem solving:

• Identify and define the problem
• Consider possible solutions
• Evaluate options
• Choose the best solution
• Implement the solution
• Evaluate the outcome

Data drives a lot of daily decisions in business and beyond. Analytics have also been deployed to problem solve.

“We have specific classes around storytelling with data and how you convince your audience to understand what the data is,” David says. “Your audience has to trust the data, and only then can you use it for real decision-making.”

Data can be a powerful tool for identifying larger trends and making informed decisions when it’s clearly understood and communicated. It’s also vital for performance monitoring and optimization.

How Is Problem Solving Prioritized in Purdue’s Online MBA?

The courses in the Purdue Online MBA program teach problem-solving methods to students, keeping them up to date with the latest techniques and allowing them to apply their knowledge to business-related scenarios.

“I can give you a model or a tool, but most of the time, a real-world situation is going to be a lot messier and more valuable than what we’ve seen in a textbook,” David says. “Asking students to take what they know and apply it to a case where there’s not one single correct answer is a big part of the learning experience.”

Make Your Own Decision to Further Your Career

An online MBA from Purdue University can help advance your career by teaching you problem-solving skills, decision-making strategies and more. Reach out today to learn more about earning an online MBA with Purdue University .

If you would like to receive more information about pursuing a business master’s at the Mitchell E. Daniels, Jr. School of Business, please fill out the form and a program specialist will be in touch!

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Stumped five ways to hone your problem-solving skills.

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Respect the worth of other people's insights

Problems continuously arise in organizational life, making problem-solving an essential skill for leaders. Leaders who are good at tackling conundrums are likely to be more effective at overcoming obstacles and guiding their teams to achieve their goals. So, what’s the secret to better problem-solving skills?

1. Understand the root cause of the problem

“Too often, people fail because they haven’t correctly defined what the problem is,” says David Ross, an international strategist, founder of consultancy Phoenix Strategic Management and author of Confronting the Storm: Regenerating Leadership and Hope in the Age of Uncertainty .

Ross explains that as teams grapple with “wicked” problems – those where there can be several root causes for why a problem exists – there can often be disagreement on the initial assumptions made. As a result, their chances of successfully solving the problem are low.

“Before commencing the process of solving the problem, it is worthwhile identifying who your key stakeholders are and talking to them about the issue,” Ross recommends. “Who could be affected by the issue? What is the problem – and why? How are people affected?”

He argues that if leaders treat people with dignity, respecting the worth of their insights, they are more likely to successfully solve problems.

Best High-Yield Savings Accounts Of 2024

Best 5% interest savings accounts of 2024, 2. unfocus the mind.

“To solve problems, we need to commit to making time to face a problem in its full complexity, which also requires that we take back control of our thinking,” says Chris Griffiths, an expert on creativity and innovative thinking skills, founder and CEO of software provider OpenGenius, and co-author of The Focus Fix: Finding Clarity, Creativity and Resilience in an Overwhelming World .

To do this, it’s necessary to harness the power of the unfocused mind, according to Griffiths. “It might sound oxymoronic, but just like our devices, our brain needs time to recharge,” he says. “ A plethora of research has shown that daydreaming allows us to make creative connections and see abstract solutions that are not obvious when we’re engaged in direct work.”

To make use of the unfocused mind in problem solving, you must begin by getting to know the problem from all angles. “At this stage, don’t worry about actually solving the problem,” says Griffiths. “You’re simply giving your subconscious mind the information it needs to get creative with when you zone out. From here, pick a monotonous or rhythmic activity that will help you to activate the daydreaming state – that might be a walk, some doodling, or even some chores.”

Do this regularly, argues Griffiths, and you’ll soon find that flashes of inspiration and novel solutions naturally present themselves while you’re ostensibly thinking of other things. He says: “By allowing you to access the fullest creative potential of your own brain, daydreaming acts as a skeleton key for a wide range of problems.”

3. Be comfortable making judgment calls

“Admitting to not knowing the future takes courage,” says Professor Stephen Wyatt, founder and lead consultant at consultancy Corporate Rebirth and author of Antidote to the Crisis of Leadership: Opportunity in Complexity . “Leaders are worried our teams won’t respect us and our boards will lose faith in us, but what doesn’t work is drawing up plans and forecasts and holding yourself or others rigidly to them.”

Wyatt advises leaders to heighten their situational awareness – to look broadly, integrate more perspectives and be able to connect the dots. “We need to be comfortable in making judgment calls as the future is unknown,” he says. “There is no data on it. But equally, very few initiatives cannot be adjusted, refined or reviewed while in motion.”

Leaders need to stay vigilant, according to Wyatt, create the capacity of the enterprise to adapt and maintain the support of stakeholders. “The concept of the infallible leader needs to be updated,” he concludes.

4. Be prepared to fail and learn

“Organisations, and arguably society more widely, are obsessed with problems and the notion of problems,” says Steve Hearsum, founder of organizational change consultancy Edge + Stretch and author of No Silver Bullet: Bursting the Bubble of the Organisational Quick Fix .

Hearsum argues that this tendency is complicated by the myth of fixability, namely the idea that all problems, however complex, have a solution. “Our need for certainty, to minimize and dampen the anxiety of ‘not knowing,’ leads us to oversimplify and ignore or filter out anything that challenges the idea that there is a solution,” he says.

Leaders need to shift their mindset to cultivate their comfort with not knowing and couple that with being OK with being wrong, sometimes, notes Hearsum. He adds: “That means developing reflexivity to understand your own beliefs and judgments, and what influences these, asking questions and experimenting.”

5. Unleash the power of empathy

Leaders must be able to communicate problems in order to find solutions to them. But they should avoid bombarding their teams with complex, technical details since these can overwhelm their people’s cognitive load, says Dr Jessica Barker MBE , author of Hacked: The Secrets Behind Cyber Attacks .

Instead, she recommends that leaders frame their messages in ways that cut through jargon and ensure that their advice is relevant, accessible and actionable. “An essential leadership skill for this is empathy,” Barker explains. “When you’re trying to build a positive culture, it is crucial to understand why people are not practicing the behaviors you want rather than trying to force that behavioral change with fear, uncertainty and doubt.”

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A business journal from the Wharton School of the University of Pennsylvania

For New Ideas, Think Inside (This) Box

June 25, 2024 • 7 min read.

In this Nano Tool for Leaders, Penn's David Resnick offers guidance on using helpful constraints to unlock new solutions to old problems.

Nano Tools for Leaders®   —  a collaboration between  Wharton Executive Education  and  Wharton’s Center for Leadership and Change Management  — are fast, effective tools that you can learn and start using in less than 15 minutes, with the potential to significantly impact your success and the engagement and productivity of the people you lead.

Harness constraints and analogies to unlock new solutions to old problems.

Traditional brainstorming,  as coined by Alex Osborne in the 1950s, asks participants to consider any and all ideas that might solve a problem. While blue-sky, no-limits thinking has several benefits, the drawback is that leaders often, paradoxically, get stuck. They encounter challenges like the “curse of the blank page,” not knowing where to start because they can start anywhere. They may also face the “ Einstellung effect ,” a phenomenon whereby the easy recollection of familiar solutions can block their ability to think of new ones.

This has led some to (erroneously) believe that generating solutions is best left to people who are naturally creative. The good news is that there are tools that can help one become much better at generating new ideas. The even better news is that using these tools does not involve extensive training or attending workshops. In fact, one tool developed at Penn Medicine’s Center for Health Care Transformation and Innovation is a simple  card game , and the “secret sauce” it teaches is how to leverage constraints and analogies. The  Accelerators in Innovation  game has teams of players use accelerator cards to create new kinds of solutions with questions such as “How would you solve postpartum depression if you operated like IKEA?” and “How might you tackle long emergency room wait times if you were Warren Buffet?” The solutions are then applied to problems presented on challenge cards while trying to avoid monkey wrenches from their opponents. After rapid-fire pitches, the judge determines each round’s winner.

Action Steps

1. make sure you are solving a problem..

Don’t solve for how to implement a solution. A classic example involved a design team brought in to figure out how to increase access to incubators. The issue is that the solution was already baked in (increase access to incubators). The team spent some time reframing the problem to focus on the true issue: ensuring that newborns are kept at a safe temperature, especially when delivery occurs in places with little or no access to electricity. Reframing to focus on the actual problem opened the team to entirely different solutions.

2. Leverage analogies.

Having to pull ideas out of thin air can be difficult and stressful. Analogies force us to consider other options or perspectives we may never have thought of, or thought of and dismissed. They cause us to ask ourselves “What is good about this other solution and how might it be applied to solving the problem I’m facing?” Examples include:

Think about successful companies and how their strengths could be applied to your problem. For example, IKEA is phenomenal at clearly explaining to people with limited background knowledge and literacy how to do something. So how might IKEA go about explaining post-op care to knee replacement patients?

Similarly, try using personas. Mary Poppins is renowned for making an unpleasant experience a delightful one. Mr. Rogers is known for his commitment to leveraging the kindness of neighbors. Darth Vader’s approach to getting things done is a ruthless level punishment for those who fail. Regardless of whom you choose, you can use the strengths or philosophies of these characters to inspire ideas. How might Mary Poppins improve adherence to physical therapy regimens? How might Darth Vader?

3. Leverage constraints.

Constraints are, unintuitively, another great way to force new thinking. Some options are:

How might you solve a problem if you were forced to delete a crucial (but perhaps onerous or costly) step of the process? Great examples are “How might tollbooths collect fees without a human there to do it?” (FastPass) or “How might people get their rental car if there was no line to wait in?” (Hertz Gold).

Design for extremes

How might you solve the problem if you had to solve for extreme use cases or extreme targets? For example, what would it take to screen 100 percent of eligible patients for colon cancer? How might you reduce civilian traffic fatalities to zero?

Real-world issues

Apply real-world constraints that have thrown a monkey wrench in your plans for past ideas. For example, how might you create a new marketing campaign that must be successful for consumers who do not speak English? How might you build a new product to launch on time even if multiple team members take a sabbatical or parental leave?

Focus on solving for how to make your solution delightful to users. This isn’t about making something silly or fun. It’s about surprising your users in a manner that unexpectedly accomplishes something for them.

4. Push for volume.

An additional benefit to Penn Medicine’s  Accelerators  card game is that it encourages multiple rounds to hear multiple ideas. When thinking of solutions, push for volume in your initial rounds. You’ll soon “use up” the ideas that come to mind easily and be forced to consider more creative or audacious alternatives.

5. Don’t take yourself too seriously.

Another key component of generating ideas while playing a game is that it allows for laughter and a sense of play. This mindset can foster creativity and an atmosphere of psychological safety for sharing ideas.

How One Leader Uses It

Rebecca Trotta, PhD, director of the Center for Nursing Excellence at Penn, leveraged this tool in developing a new program to support older adults after hospitalization. Her challenge was to build a service that could provide intensive at-home support. Despite an existing evidence-based protocol, there was concern that patient acceptance of this support would be low. Many folks are simply exhausted after being in the hospital and don’t want someone in their home. Using the constraint of solving for “delight,” Trotta and her team came up with the idea of delivering home meals to these patients and their caregivers.

While it might appear as a frivolous and seemingly useless expense, it turned out that after spending days (and sometimes weeks) in the hospital, patients came home to fridges that were empty or full of spoiled food. Providing them with a meal ensured they had adequate nutrition. More importantly, though, the meals showed a sense of caring and thoughtfulness that went well beyond patients’ expectations. It built a strong sense of trust that paid dividends in drastically increasing the acceptance of home services compared to baseline.

Contributor to this Nano Tool

David Resnick, MPH, MSEd, Senior Innovation Manager at Penn Medicine’s Center for Health Care Transformation and Innovation.  Accelerators in Health Care  card game co-created with Michael Begley, MA, Senior Experience Consultant at EPAM Systems, and Visiting Professor and Assistant Program Director of Masters of UX at Thomas Jefferson University.

Knowledge in Action: Related Executive Education Programs

• Effective Decision Making: Thinking Critically and Rationally
• The Neuroscience of Business: Innovations in Leadership and Strategic Decisions
• Mastering Innovation: Strategy, Process, and Tools
• Business Model Innovation in the Age of AI

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Problem Solving

Ai generator.

Problem solving is a crucial skill in both personal and professional settings. Whether it’s addressing a personal challenge or drafting a business problem solving proposal , the ability to identify a problem and develop a solution is essential. Writing a problem solving essay helps articulate the issue clearly and systematically outline potential solutions. Effective problem and solution involves critical thinking, creativity, and a structured approach to overcome obstacles and achieve goals.

What is Problem Solving?

Problem solving is the process of identifying a challenge, analyzing its components, and finding an effective solution. It involves critical thinking, creativity, and the application of various techniques and tools.

Examples of Problem Solving

• Analytical Thinking : Breaking down complex problems into manageable parts.
• Creativity : Developing innovative solutions to problems.
• Critical Thinking : Evaluating information and arguments to make a reasoned decision.
• Decision-Making : Choosing the best course of action from various alternatives.
• Research : Gathering relevant information to understand and solve a problem.
• Communication : Clearly conveying ideas and solutions to others.
• Collaboration : Working effectively with others to solve problems.
• Time Management : Prioritizing tasks to efficiently address problems.
• Adaptability : Adjusting strategies as new information or challenges arise.
• Attention to Detail : Ensuring all aspects of a problem are considered.
• Logical Reasoning : Using logic to identify solutions and predict outcomes.
• Empathy : Understanding others’ perspectives to create more effective solutions.
• Negotiation : Finding mutually acceptable solutions through discussion.
• Conflict Resolution : Addressing and resolving disagreements.
• Patience : Remaining calm and persistent when solving complex problems.
• Organization : Structuring tasks and information systematically.
• Leadership : Guiding and motivating a team to solve problems.
• Decision Analysis : Evaluating the potential impact of different solutions.
• Project Management : Planning and executing solutions effectively.
• Technical Skills : Using specialized knowledge to solve technical problems.
• Customer Service : Resolving customer issues effectively and efficiently.
• Risk Management : Identifying and mitigating potential problems.
• Innovation : Implementing new ideas to solve existing problems.
• Strategic Planning : Developing long-term solutions and plans.
• Resourcefulness : Finding quick and clever ways to overcome difficulties.
• Stress Management : Handling pressure while solving problems.
• Observation : Noticing subtle details that could be key to solving a problem.
• Data Analysis : Interpreting data to inform problem-solving decisions.
• Flexibility : Being open to new approaches and changing plans when necessary.
• Self-Assessment : Reflecting on your own problem-solving process to improve future performance.

Problem-Solving Examples for Students

1. math word problems.

Problem: Jane has 3 apples, and she buys 4 more apples from the store. How many apples does she have now?

• Understand the problem: Jane starts with 3 apples and buys 4 more.
• Break it down: 3 apples (initial) + 4 apples (additional).
• Solve: 3 + 4 = 7.
• Answer: Jane has 7 apples.

2. Group Project Coordination

Problem: A group of students needs to complete a science project, but they are having trouble coordinating their schedules.

• Understand the problem: The main issue is scheduling conflicts.
• Break it down: Identify each member’s available times.
• Research: Use tools like Doodle or Google Calendar to find common free times.
• Brainstorm solutions: Propose meeting during lunch breaks or weekends.
• Evaluate: Choose the most convenient and feasible option for everyone.
• Develop an action plan: Set a recurring meeting time and delegate tasks.
• Implement: Start meeting and working on the project according to the plan.
• Monitor and review: Adjust schedules if conflicts arise and keep track of progress.

3. Essay Writing

Problem: A student struggles to start writing an essay on a given topic.

• Understand the problem: The difficulty is starting the essay.
• Break it down: Identify the essay topic, main points, and required structure.
• Research: Gather information and resources related to the topic.
• Brainstorm solutions: Create an outline, jot down ideas, and decide on the thesis statement.
• Evaluate: Choose the most compelling points and organize them logically.
• Develop an action plan: Write a draft based on the outline, then revise and edit.
• Implement: Begin writing the introduction, followed by the body paragraphs and conclusion.
• Monitor and review: Proofread the essay and make necessary corrections.

4. Time Management

Problem: A student has trouble managing time between homework, extracurricular activities, and leisure.

• Understand the problem: The issue is balancing multiple responsibilities.
• Break it down: Identify all tasks and time commitments.
• Research: Look for time management techniques and tools.
• Brainstorm solutions: Use planners, to-do lists, or apps like Trello or Todoist.
• Evaluate: Choose the most effective tool and technique.
• Develop an action plan: Create a weekly schedule, prioritizing tasks by importance and deadlines.
• Implement: Follow the schedule and adjust as necessary.
• Monitor and review: Reflect on the effectiveness of the schedule and make improvements.

5. Conflict Resolution

Problem: Two students have a disagreement over a shared locker space.

• Understand the problem: The conflict is about sharing limited space.
• Break it down: Identify each student’s concerns and needs.
• Research: Look into conflict resolution strategies.
• Brainstorm solutions: Propose solutions like dividing the locker into specific sections or creating a rotation schedule.
• Evaluate: Choose the fairest and most practical solution.
• Develop an action plan: Agree on the solution and set guidelines.
• Implement: Follow the agreed plan and make adjustments if needed.
• Monitor and review: Ensure both students are satisfied with the arrangement and resolve any further issues.

Problem-Solving Examples in Real-life

Example 1: workplace conflict.

Situation : Two team members have a disagreement that affects their productivity.

• Identify the Problem : Understand the root cause of the conflict.
• Analyze : Talk to both parties separately to get their perspectives.
• Generate Solutions : Consider solutions like mediation, reassignment of tasks, or team-building exercises.
• Evaluate : Assess which solution is likely to resolve the conflict without affecting team morale.
• Implement : Arrange a mediation session.
• Review : Follow up to ensure the conflict is resolved and monitor team dynamics.

Example 2: Personal Finance Management

Situation : Struggling to manage monthly expenses and savings.

• Identify the Problem : Determine specific areas where overspending occurs.
• Analyze : Review bank statements and categorize expenses.
• Generate Solutions : Create a budget, reduce unnecessary expenses, and set savings goals.
• Evaluate : Choose a budgeting method that fits your lifestyle.
• Implement : Start tracking expenses and adjust spending habits.
• Review : Regularly review your budget and savings to ensure you are on track.

How to Improve Your Problem-Solving Skills?

Understand the Problem: Before attempting to solve any problem, it’s crucial to fully understand it. Read through the problem statement carefully and make sure you grasp every detail.

Break It Down : Divide the problem into smaller, more manageable parts. This approach, known as decomposition, makes it easier to tackle complex issues by focusing on individual components one at a time.

Research and Gather Information : Collect all relevant information and data that might help in solving the problem. Look for similar problems and their solutions.

Brainstorm Possible Solutions : Generate as many potential solutions as possible. Don’t worry about evaluating them at this stage; the goal is to think creatively and come up with a wide range of ideas.

Evaluate and Select the Best Solution : Assess the feasibility, pros, and cons of each potential solution. Consider factors such as resources, time, and potential risks. Choose the solution that best addresses the problem and is most practical.

Develop an Action Plan : Create a detailed plan for implementing your chosen solution. Outline the steps you need to take, assign tasks if working in a team, and set deadlines to ensure timely progress.

Implement the Solution : Put your plan into action. Stay focused and be prepared to adapt if necessary. Keep track of your progress and make adjustments as needed.

Monitor and Review : After implementing the solution, monitor the results to ensure the problem is resolved. Evaluate the outcome and review the process to learn from any mistakes or successes.

Problem-solving in workplace

• Enhancing Efficiency : Quick and effective problem resolution can streamline processes and reduce downtime.
• Boosting Productivity : Employees who can solve problems independently help maintain workflow and productivity.
• Improving Customer Satisfaction : Solving customer issues promptly can lead to higher satisfaction and loyalty.
• Fostering Innovation : Problem-solving often leads to new ideas and improvements that drive innovation.
• Promoting Employee Development : Encouraging problem-solving helps employees grow and develop their skills.

How To Highlight Problem-Solving Skills?

1. on your resume.

When listing problem-solving skills on your resume, provide concrete examples. Use action verbs and quantify your achievements where possible.

• Resolved a customer service issue that increased customer satisfaction by 20%.
• Developed a new process that reduced production errors by 15%.

2. In a Cover Letter

Your cover letter is a great place to elaborate on your problem-solving abilities. Describe a specific situation where you successfully addressed a challenge.

“In my previous role at XYZ Company, I identified a bottleneck in our production line. I conducted a thorough analysis and implemented a new workflow, which reduced production time by 25% and saved the company $50,000 annually.”

3. During an Interview

Be prepared to discuss your problem-solving skills in depth during an interview. Use the STAR (Situation, Task, Action, Result) method to structure your responses.

Example: “Can you give an example of a time when you solved a difficult problem at work?”

• Situation: Our sales team was struggling with declining numbers.
• Task: I was tasked with identifying the root cause and finding a solution.
• Action: I analyzed sales data, conducted team meetings, and identified a lack of training as the main issue.
• Result: I organized comprehensive training sessions, which led to a 30% increase in sales over the next quarter.

4. On Social Media and Professional Profiles

Highlight problem-solving skills on LinkedIn and other professional profiles. Share posts or articles about your problem-solving experiences and successes.

“I’m thrilled to share that I recently led a project to overhaul our customer service protocol, resulting in a 40% reduction in response time and a significant boost in customer satisfaction!”

5. In Performance Reviews

During performance reviews, make sure to emphasize your problem-solving contributions. Provide specific examples and outcomes.

“In the past year, I resolved three major project roadblocks, enabling our team to meet all deadlines and exceed our performance goals.”

6. Through Projects and Case Studies

If applicable, create case studies or detailed project descriptions that showcase your problem-solving process and results. This can be particularly useful for portfolios or presentations.

Case Study: Improving IT System Efficiency

• Problem: Frequent system downtimes affecting productivity.
• Solution: Implemented a new monitoring system and revised maintenance schedules.
• Outcome: System downtimes were reduced by 50%, significantly improving productivity.

7. By Demonstrating Soft Skills

Problem-solving often involves other soft skills such as communication, creativity, and teamwork. Highlighting these related skills can further emphasize your ability to solve problems effectively.

“By fostering open communication within my team and encouraging creative brainstorming sessions, we were able to devise innovative solutions to our most pressing challenges.”

How to Answer Problem-Solving Interview Questions

• Understand the Question : Make sure you fully understand the problem before you try to solve it. Ask clarifying questions if needed to ensure you have all the relevant information.
• Think Aloud : Demonstrate your thinking process by explaining your thoughts as you work through the problem. This shows your interviewer how you approach problems and organize your thoughts.
• Break It Down : Divide the problem into smaller, manageable parts. This can make a complex issue seem more approachable and allows you to tackle each component systematically.
• Use a Structured Approach : Employ frameworks or methodologies that are relevant to the question. For example, you might use the STAR method (Situation, Task, Action, Result) for behavioral questions, or a simple problem-solving framework like Define, Measure, Analyze, Improve, Control (DMAIC) for process improvements.
• Be Creative : Employers often look for creativity in your answers. Think outside the box and propose innovative solutions when appropriate.
• Prioritize Solutions : If there are multiple potential solutions, discuss the pros and cons of each and explain why you would choose one over the others.
• Stay Calm and Positive : Problem-solving under pressure is part of the test. Maintain a calm and positive demeanor, showing that you can handle stress effectively.
• Summarize Your Steps : After you have worked through the problem, summarize the steps you took and the conclusion you reached. This helps ensure the interviewer followed your process and underscores your methodical approach.
• Ask for Feedback : After presenting your solution, it can be beneficial to ask if there are any additional factors you might consider. This shows openness to learning and adapting.
• Practice Regularly : Like any skill, problem-solving improves with practice. Regularly engage in brain teasers, logic puzzles, or case studies to sharpen your skills.

Why Are Problem-Solving is Important?

• Effective Decision-Making : Problem-solving is essential for making decisions that are logical, informed, and well-considered. This skill helps individuals and organizations make choices that lead to better outcomes.
• Innovation and Improvement : Solving problems effectively often requires innovative thinking. This can lead to new ideas and improvements in processes, products, and services, which are essential for business growth and adaptation.
• Handling Complex Situations : Many roles involve complex situations that are not straightforward to manage. Problem-solving skills enable individuals to dissect these situations and devise effective strategies to deal with them.
• Enhances Productivity : Efficient problem-solving contributes to higher productivity, as it allows for the identification and removal of obstacles that impede workflow and performance.
• Career Advancement : Individuals who are effective problem solvers are often seen as leaders and can advance more quickly in their careers. This skill is valuable because it demonstrates the ability to handle difficult situations and complex challenges.
• Adaptability and Resilience : Problem-solving is key to adapting to new situations and overcoming challenges. Those who can creatively navigate through difficulties are generally more resilient.
• Quality of Life : On a personal level, strong problem-solving skills can improve one’s quality of life by enabling better management of the challenges that come with daily living.
• Team Collaboration : Problem-solving often requires collaboration. Being good at solving problems can improve your ability to work with others, as it involves communication, persuasion, and negotiation skills.

How to Include Problem-Solving in a Job Application

• Resume : Detail specific problem-solving instances in your job descriptions using action verbs like “analyzed” and “implemented”. Mention the positive outcomes achieved.
• Cover Letter : Narrate a specific instance where your problem-solving skills led to a successful outcome, demonstrating initiative and effectiveness.
• Skills Section : Include “problem-solving” in a skills section if the job ad specifically mentions it.
• Quantify Achievements : Use numbers to describe the impact of your solutions, such as cost savings or efficiency improvements.
• Job Interviews : Prepare to discuss specific examples of your problem-solving skills, focusing on the challenge, your action, and the result.
• References : Brief your references about your problem-solving achievements so they can provide specific examples when contacted by employers.

Tips for Enhancing Problem-Solving

• Practice Regularly: Like any skill, problem-solving improves with regular practice. Engage in activities that challenge your thinking, such as puzzles, games, or real-world problem-solving scenarios.
• Learn from Others: Study how others approach and solve problems. This can provide new strategies and perspectives that you can incorporate into your own problem-solving toolkit.
• Stay Calm and Positive: Maintaining a calm and positive mindset can significantly improve your ability to solve problems. Stress and negativity can cloud your judgment and hinder creative thinking.
• Develop Critical Thinking: Sharpen your critical thinking skills by questioning assumptions, analyzing information, and evaluating evidence. This will help you make more informed and logical decisions.
• Collaborate with Others: Working with others can bring new insights and ideas. Collaboration can also help you see the problem from different angles and develop more effective solutions.
• Keep Learning: Continuously expand your knowledge and skills. The more you know, the better equipped you are to tackle a variety of problems.

How can I improve my problem-solving skills?

Practice regularly, learn various problem-solving techniques, and engage in activities that challenge your thinking.

What are common problem-solving techniques?

Common techniques include brainstorming, root cause analysis, the 5 Whys, and SWOT analysis.

What are the steps in the problem-solving process?

Identify the problem, analyze the problem, generate solutions, select a solution, implement, and evaluate.

How do I demonstrate problem-solving skills in an interview?

Discuss specific situations where you effectively solved problems, highlighting your thought process and outcomes.

What’s the difference between critical thinking and problem-solving?

Critical thinking involves analyzing and evaluating information, while problem-solving focuses on finding solutions to problems.

How do problem-solving skills help in leadership?

They enable leaders to manage challenges effectively, inspire innovation, and guide teams through obstacles.

How to measure problem-solving skills?

Assess through scenarios or challenges that require identifying, analyzing, and resolving problems.

What role does creativity play in problem-solving?

Creativity enables out-of-the-box thinking, which can lead to innovative and effective solutions.

How do you use problem-solving in project management?

Apply it to anticipate potential issues, plan solutions, and ensure smooth project execution.

What’s an example of a problem-solving situation?

Resolving customer complaints by identifying the issue, brainstorming solutions, and implementing changes to prevent future complaints.

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