Identify Goal
Define Problem
Define Problem
Gather Data
Define Causes
Identify Options
Clarify Problem
Generate Ideas
Evaluate Options
Generate Ideas
Choose the Best Solution
Implement Solution
Select Solution
Take Action
MacLeod offers her own problem solving procedure, which echoes the above steps:
“1. Recognize the Problem: State what you see. Sometimes the problem is covert. 2. Identify: Get the facts — What exactly happened? What is the issue? 3. and 4. Explore and Connect: Dig deeper and encourage group members to relate their similar experiences. Now you're getting more into the feelings and background [of the situation], not just the facts. 5. Possible Solutions: Consider and brainstorm ideas for resolution. 6. Implement: Choose a solution and try it out — this could be role play and/or a discussion of how the solution would be put in place. 7. Evaluate: Revisit to see if the solution was successful or not.”
Many of these problem solving techniques can be used in concert with one another, or multiple can be appropriate for any given problem. It’s less about facilitating a perfect CPS session, and more about encouraging team members to continually think outside the box and push beyond personal boundaries that inhibit their innovative thinking. So, try out several methods, find those that resonate best with your team, and continue adopting new techniques and adapting your processes along the way.
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By Status.net Editorial Team on May 7, 2023 — 5 minutes to read
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.
The problem-solving process typically includes the following steps:
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:
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:
Evaluate each potential solution, weighing its pros and cons. To facilitate decision-making, use techniques such as:
After evaluating, choose the most suitable solution based on effectiveness, cost, and time constraints.
Implement the chosen solution and monitor its progress. Key actions include:
Utilize feedback from stakeholders and consider potential improvements. Remember that problem-solving is an ongoing process that can always be refined and enhanced.
During each step, you may find it helpful to utilize various problem-solving techniques, such as:
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:
When brainstorming, remember to:
For effective problem-solving, identifying the root cause of the issue at hand is crucial. Try these methods:
SWOT analysis helps you examine the Strengths, Weaknesses, Opportunities, and Threats related to your problem. To perform a SWOT analysis:
SWOT analysis aids in understanding the internal and external factors affecting the problem, which can help guide your solution.
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:
Mind mapping allows you to visually see connections between ideas and promotes creativity in problem-solving.
In the business world, you might encounter problems related to finances, operations, or communication. Applying problem-solving skills in these situations could look like:
In educational contexts, problem-solving can be seen in various aspects, such as:
Everyday life is full of challenges that require problem-solving skills. Some examples include:
SoftwareDominos
The 7 Timeless Steps to Guide You Through Complex Problem Solving
As we go through life, we inevitably encounter problems that require extensive forethought, critical thinking , and creativity . Solving complex problems is a crucial skill for success, whether it’s a business challenge, a personal dilemma, or a societal issue.
This guide will explore the fundamentals of complex problem-solving and provide practical tips and strategies for mastering this critical skill.
This article is part of a series on complex problem-solving. The list below will guide you through the different subtopics.
Complex Problem-Solving Guide in 7 Steps
The Nature of Complex Problems
What Does the Nature of the Problem Tell Us About Its Solution
Gaussian Distributions vs Power Laws
Your Ultimate Guide to Making Sense of Natural and Social Phenomena
Complex Problem-Solving in Groups
An Exploratory Overview of ProbleSolving Processes in Groups
The Power of Critical Thinking
An Essential Guide for Personal and Professional Development
Group-Decision Making
6 Modes That Tell Us How Teams Decide
A. generic definition of complex problems.
Four properties allow us to distinguish complex problems from simple ones.
In crude terms, a complex problem presents no trivial or obvious solution. In other words, it shows the following characteristics:
Now that we have defined the general notion of a complex problem let’s examine some specific cases related to software development , business management , and complexity theory.
1. complex problems in software development.
A complex software development problem involves intricate interactions between numerous system components and requires a sophisticated understanding of the business problem, computing , algorithms and data structures.
Source: “Domain-Driven Design: Tackling Complexity in the Heart of Software” by Eric Evans
In business management , a complex problem is characterized by interconnected elements, uncertainty, and dynamic interactions, making it challenging to predict outcomes and devise straightforward solutions. This is most obviously seen in formulating effective organisational strategies or leading successful enterprise transformations.
Source: “ Strategic Management and Organisational Dynamics: The Challenge of Complexity ” by Ralph D. Stacey
From a complexity theory standpoint, a complex problem involves many interacting agents or components, often exhibiting emergent properties that cannot be easily deduced from the properties of individual agents.
Source: “ The Quark and the Jaguar: Adventures in the Simple and the Complex ” by Murray Gell-Mann
Complex problems are contrasted with complicated problems. Complicated problems have clear causes and effects, can be broken down into smaller parts, and have predictable solutions. Complex problems, however, are dynamic, have interconnected parts, and exhibit emergent properties (unpredictable outcomes from the interaction of parts).
Source: “Cynefin Framework” (2007) by Dave Snowden
Complex problem-solving skills involve identifying , analysing , and solving non-routine problems requiring high cognitive effort.
These problems typically involve a large number of variables and require the application of creative and critical thinking skills to identify potential solutions. Individuals with complex problem-solving skills can work through ambiguity and uncertainty and use logical reasoning to develop effective solutions.
While developing a universal solution that works in any context would be very challenging, we will describe a generic approach consisting of seven steps that will assist you in creating a bespoke method suitable to the specific context you are working in.
At the heart of this approach is logical decomposition , or breaking down a complex problem into smaller, more manageable ones and then developing and implementing effective solutions for each. This skill is essential for success in many areas of life, including business, education , and personal relationships.
Logical decomposition is at the heart of scientific thought, as described in Edsger W. Dijkstra’s paper “ On the Role of Scientific Thought “.
The seven steps to solving complex problems are listed below. We will go through them in great detail in the following sections.
The 7 steps to creative solutions
A. why are complex problem solving skills essential.
In today’s rapidly changing world, individuals and organizations must possess complex problem-solving skills to succeed. These skills are essential for several reasons:
Dealing with Uncertainty
In many situations, there is no clear-cut solution to a problem. Complex problem-solving skills enable individuals to work through ambiguity and uncertainty and develop effective solutions.
Identifying Root Causes
Complex problems often have multiple causes that are difficult to identify. Individuals with complex problem-solving skills can identify and address the root causes of problems rather than just treating the symptoms.
Developing Creative Solutions
Complex problems require creative solutions that go beyond traditional approaches. Individuals who possess complex problem-solving skills can think outside the box and develop innovative solutions.
Achieving Business Success
Organizations with complex problem-solving skills are better equipped to overcome challenges, identify opportunities, and succeed in today’s competitive business environment.
While some individuals possess a natural aptitude for complex problem-solving, these skills can be developed and improved over time. Here are some tips to help you develop complex problem-solving skills:
Developing complex problem-solving skills requires a strong foundation of knowledge in your area of expertise. Stay updated on your field’s latest trends, research, and developments to enhance your problem-solving abilities.
Developing critical thinking skills is essential for complex problem-solving. Practice questioning assumptions, analyzing information , and evaluating arguments to develop critical thinking skills.
Complex problems require creative solutions. Embrace your creativity by exploring new ideas, brainstorming solutions, and seeking diverse perspectives.
Collaborating with others can help you develop your complex problem-solving skills. Working in a team environment can expose you to new ideas and approaches, help you identify blind spots, and provide opportunities for feedback and support.
Developing complex problem-solving skills requires practice. Seek out challenging problems and apply your problem-solving skills to real-world situations.
A. the cynefin framework.
Complex and complicated problems are two distinct types of challenges that require different approaches to solve. Dave Snowden, a management consultant and researcher, developed the Cynefin framework, a conceptual model used to understand complex systems and situations. The framework identifies five domains: simple, complicated, complex, chaotic, and disordered, and guides how to approach challenges in each domain.
Complicated Problems:
Complex problems are characterized by uncertainty, ambiguity, and the involvement of multiple interconnected factors. There is no clear cause-and-effect relationship, and the solution cannot be found by simply analysing the components. Complex problems require a bottom-up, participatory approach, where multiple perspectives and ideas are considered to develop a solution. The solution may not be clear initially but involves experimentation, adaptation, and feedback.
The Cynefin framework proposes that complex problems belong to the complex domain, where emergent solutions cannot be predicted or prescribed. The complex domain should explore the problem, generate hypotheses, and test them through experimentation. The emphasis is on learning from the process , adapting to changing circumstances, and using feedback to guide the solution.
Objective — Classify the problem as complex, complicated, or disordered. This classification will determine the approach to be used.
How it’s done — You can do that by asking the following questions.
In this case, the problem lies in the complex domain, and the preferred approach is to identify good solutions and conduct safe-to-fail experiments. If it’s a complicated (but not complex) problem, the following questions can be answered in the affirmative:
A. problem identification.
The first step in problem-solving is identifying the problem. This step involves recognizing that a problem exists and understanding its nature. Some tips for identifying the problem include:
Once you have identified the problem, the next step is to define it. This step involves breaking down the problem into smaller parts and better understanding its nature. Some tips for defining the problem include:
Reliable data and statistical analysis skills are crucial in problem-solving. Data provides information and insights necessary for understanding the root cause of the problem. Statistical analysis allows us to make sense of the data and extract meaningful information. This article will discuss the importance of reliable data and statistical analysis skills in problem identification.
Objective — Paint a full picture of the problem by laying out the details, preferably on a piece of paper, classifying it, and deciding on an approach to solving it.
How it’s done — Write down a complete description of the problem, including its scope and impact on the various stakeholders or aspects of the business. Use data as evidence to support initial hypotheses. Find out if the problem is localised and can be resolved locally or whether it might need escalation and support from higher levels of management.
A. gathering reliable data.
In today’s fast-paced business environment, reliable data is more critical than ever. It is vital to have accurate and objective information to identify problems and determine their root cause.
Without reliable data, it is difficult to make informed decisions that can lead to effective problem-solving. Here are some of the benefits of using reliable data in problem identification:
Statistical analysis skills are necessary for making sense of the data and extracting meaningful information. These skills allow us to identify patterns and trends, understand the relationships between different variables, and (sometimes) predict future outcomes.
Some benefits of using statistical analysis skills in problem identification include the following:
Interpreting data, however, requires technical skills to avoid misinterpretations. The following is a common list of statistical analysis mistakes non-professionals can make.
Software team leads need reliable data on their performance to make informed decisions and identify areas for improvement. Here are some sources where software team leads can gather reliable data on their team’s performance:
The software team should gather data from multiple sources, use that data to inform decisions and identify areas for improvement. By using reliable data sources and monitoring team performance metrics regularly, software team leads can drive continuous improvement and ensure project success.
Objective — The availability of data can help place the problem into perspective. For example, a dollar figure of the losses due to process inefficiencies can help identify the potential solutions that management will deem feasible.
How it’s done — All modern project management and tracking tools have sophisticated built-in data capture tools that can be exported, cleaned, and analysed for insights.
For example, when evaluating a team’s productivity , you can export data from JIRA, Jenkins, or BitBucket and measure performance metrics such as team velocity, overruns, and time-to-market.
When evidence is insufficient, you can gather more data, abandon the hypothesis, or temporarily shelve it.
A. logical decomposition.
Logical decomposition is a problem-solving technique that breaks down complex problems into smaller, more manageable pieces. It is a structured approach that enables individuals to examine a problem from multiple angles, identify key issues and sub-problems, and develop a solution that addresses each piece of the problem.
The process of logical decomposition involves breaking down the main problem into smaller sub-problems, which are then broken down into smaller pieces. Each piece is analyzed in detail to determine its underlying cause-and-effect relationships and potential solutions. By breaking down the problem into smaller pieces, the individual can better understand the overall problem, identify potential solutions more quickly, and prioritize which sub-problems to address first.
Logical decomposition is particularly useful for dealing with complex issues. It allows individuals to break down a large, overwhelming problem into smaller, more manageable pieces. This not only makes the problem easier to understand and solve but also less daunting and more approachable. Additionally, by breaking down the problem into smaller pieces, individuals can identify and focus on the underlying root causes of the problem rather than just treating the symptoms.
Logical decomposition is a vital stage of architecting large systems and solutions.
Objective — Most problems worth tackling are also overwhelming in size and complexity (or complicatedness). Luckily, a logical decomposition into specialized areas or modules will help focus the team’s efforts on a small enough subproblem or bring in the right expertise.
How it’s done — This author prefers mindmaps. A mindmap is a tree that starts with a single node and branches off into different areas, views, or perspectives of the problem. Mindmaps help analysts stay focused on a key area and ensure that all aspects of a problem are covered.
Once a mindmap has been created, potential solutions can be explored.
From Abstract Concepts to Tangible Value: Solution Architecture in Modern IT Systems
Generating multiple solutions to solve a problem is an effective way to increase creativity and innovation in problem-solving. By exploring different options, individuals can identify the strengths and weaknesses of each solution and determine the most effective approach to solving the problem. This section will discuss the advantages and techniques of generating multiple solutions to solve problems more effectively.
The advantages of generating multiple solutions during problem-solving are:
Techniques for generating multiple solutions:
Objective — The key principle of solution generation is comprehensively exploring the solution space. This exploration allows teams to avoid local minima or overcommitting to a suboptimal solution.
How it’s done — The most effective approach is to bring in several people from different areas of expertise or seniority and to offer every suggestion the opportunity to be heard and thoroughly explored.
Also, different stakeholders might favour solutions that maximise their (potentially) narrow gains. If not consulted, they might actively block the implementation of the selected solution if it adversely impacts their interests.
The technical aspect of problem-solving is relatively easy to generate and implement without budgetary or scheduling constraints . It’s only when you consider the cost and impact of a solution that complexity arises.
5 Key Concepts You Need to Know From Herbert Simon’s Paper on the Architecture of Complexity
Implementing solutions to complex problems requires a structured approach that considers the unique challenges and variables involved. Effective problem-solving involves implementing practical, feasible, and sustainable solutions.
This section will first discuss two approaches to implementing solutions to complex problems: small, safe-to-fail solutions and solving easy problems with enormous benefits.
One practical approach to implementing solutions to complex problems is small, safe-to-fail solutions. This technique involves implementing a small-scale solution that can be tested quickly and easily to gather feedback.
Starting with small-scale solutions allows individuals to gather feedback and adjust before investing significant resources in a more extensive solution. This approach can save time and resources while ensuring that the final solution meets the needs of stakeholders.
Small safe-to-fail experiments effectively deal with complexity where an engineering solution is unknown priori.
Another effective approach to implementing solutions to complex problems is to first solve easy problems with large benefits. This technique involves identifying and solving simple, straightforward problems that significantly impact the overall problem.
By prioritising easy problems, individuals can progress quickly and gain momentum towards solving the larger problem. This approach can also help build trust and credibility with stakeholders, as progress is visible and measurable.
It is important to note that both approaches should be used with a broader problem-solving methodology . Effective problem-solving requires a systematic approach that involves identifying the problem, gathering information, analyzing data, developing and evaluating potential solutions, and implementing the best solution. By implementing small, safe-to-fail solutions and solving easy problems with large benefits, individuals can enhance their problem-solving approach and increase the likelihood of success.
In conclusion, implementing solutions to complex problems requires a structured approach that considers the unique challenges and variables involved. Implementing small, safe-to-fail solutions and solving easy problems with large benefits are two effective techniques for enhancing problem-solving. These techniques should be used with a broader problem-solving methodology to ensure the final solution is practical, feasible, and sustainable.
Objective — This stage aims to efficiently and effectively implement the (optimal) selected solution(s).
How it’s done — Three principal techniques are required for the implementation of the solution to succeed. The first is conducting safe-to-fail experiments. The second is allocating resources to conduct each experiment. The third is setting up the criteria for success or failure.
Objective — Solutions might work well under laboratory conditions but fail spectacularly in the field. Evaluating solutions after a trial is vital to avoid continuing investment in failed solutions.
How it’s done — The best way to evaluate a solution is to monitor the Key Performance Indicators (KPIs) originally used in the problem diagnosis. When solutions are successful, noticeable and measurable improvements should be observed.
Measuring second-order effects or observing undesirable team or business dynamics changes is key to continuing or aborting initiatives.
Complex problem-solving refers to the ability to solve complex, ambiguous problems that often require creative and innovative solutions. It involves identifying the root cause of a problem, analyzing different variables and factors, developing and evaluating possible solutions, and selecting the best course of action.
Complex problem-solving is essential because it allows individuals and organizations to overcome challenges and obstacles hindering their progress and success. It enables them to identify opportunities, improve processes, and innovate to stay ahead of the competition.
To develop your complex problem-solving skills, you can practice consistently, develop a systematic approach, and leverage the right tools and resources. You can also seek feedback from others, learn from your mistakes, and adopt a growth mindset that values continuous learning and improvement.
Some common obstacles to effective problem-solving include cognitive biases , lack of information, unclear objectives, and groupthink. These obstacles can hinder individuals and teams from developing effective solutions to complex problems.
Various tools and techniques for complex problem-solving include root cause analysis, fishbone diagrams, SWOT analysis, Pareto analysis, decision trees, and scenario planning. These tools can help individuals and teams to analyze complex problems, identify underlying causes, and develop effective solutions.
To improve your decision-making skills, you can develop a structured approach, gather and analyze relevant data, evaluate different options, and consider each alternative’s potential risks and benefits. You can also seek feedback from others and reflect on your past decisions to learn from your mistakes.
Complex problem-solving skills can be applied in various aspects of your personal life, such as improving your relationships, managing your finances, and achieving your goals. You can overcome obstacles and succeed personally by systematically analyzing different variables and factors and developing creative and innovative solutions.
To overcome cognitive biases in problem-solving, you can challenge your assumptions, seek diverse perspectives, and use data and evidence to inform your decisions. You can also use brainstorming and mind-mapping techniques to generate new ideas and avoid tunnel vision.
In conclusion, complex problem-solving is a crucial skill that can significantly impact your professional and personal life. It allows you to navigate complex challenges, identify the root cause of a problem, and develop practical solutions.
By mastering the art of complex problem-solving, you can enhance your critical thinking, analytical skills, and decision-making abilities, which are essential for success in today’s fast-paced and dynamic business environment.
The key to mastering complex problem-solving is to practice consistently, develop a systematic approach, and leverage the right tools and resources. With patience, persistence, and a growth mindset, anyone can become a skilled problem solver and tackle even the most challenging problems.
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Updated: Jan 24, 2023
prob·lem-solv·ing noun -the process of finding solutions to difficult or complex issues. It sounds so simple, doesn’t it? But in reality problem-solving is hard. It's almost always more complex than it seems. That's why problem-solving can be so frustrating sometimes. You can feel like you’re spinning your wheels, arguing in circles, or just failing to find answers that actually work. And when you've got a group working on a problem, it can get even muddier …differences of opinions, viewpoints colored by different backgrounds, history, life experiences, you name it. We’re all looking at life and work from different angles, and that often means disagreement. Sometimes sharp disagreement. That human element, figuring out how to take ourselves out of the equation and make solid, fact-based decisions , is precisely why there’s been so much written on problem-solving. Which creates its own set of problems. Whose method is best? How can you possibly sift through them all? Are we to have one person complete the entire problem-solving process by themselves or rely on a larger team to find answers to our most vexing challenges in the workplace ? Today, we’re going to make sense of it all. We’ll take a close look at nine top problem-solving methods. Then we’ll grab the best elements of all of them to give you a process that will have your team solving problems faster, with better results , and maybe with less sharp disagreement. Ready to dive in? Let’s go!
While there are loads of methods to choose from, we are going to focus on nine of the more common ones. You can use some of these problem-solving techniques reactively to solve a known issue or proactively to find more efficient or effective ways of performing tasks. If you want to explore other methods, check out this resource here . A helpful bit of advice here is to reassure people that you aren’t here to identify the person that caused the problem . You’re working to surface the issue, solve it and make sure it doesn’t happen again, regardless of the person working on the process. It can’t be understated how important it is to continually reassure people of this so that you get unfiltered access to information. Without this, people will often hide things to protect themselves . After all, nobody wants to look bad, do they? With that said, let’s get started...
Alex Osborn coined the term “Creative Problem Solving” in the 1940s with this simple four-step process:
Clarify : Explore the vision, gather data, and formulate questions.
Ideate : This stage should use brainstorming to generate divergent thinking and ideas rather than the random ideas normally associated with brainstorming.
Develop : Formulate solutions as part of an overall plan.
Implement : Put the plan into practice and communicate it to all parties.
Source: http://www.davidcooperrider.com/ai-process/ This method seeks, first and foremost, to identify the strengths in people and organizations and play to that “positive core” rather than focus our energies on improving weaknesses . It starts with an “affirmative topic,” followed by the “positive core (strengths).” Then this method delves into the following stages:
Discovery (fact-finding)
Dream (visioning the future)
Design (strategic purpose)
Destiny (continuous improvement)
3. “FIVE WHYS” METHOD
This method simply suggests that we ask “Why” at least five times during our review of the problem and in search of a fix. This helps us dig deeper to find the the true reason for the problem, or the root cause. Now, this doesn’t mean we just keeping asking the same question five times. Once we get an answer to our first “why”, we ask why to that answer until we get to five “whys”.
Using the “five whys” is part of the “Analyze” phase of Six Sigma but can be used with or without the full Six Sigma process.
Review this simple Wikipedia example of the 5 Whys in action:
The vehicle will not start. (the problem)
Why? - The battery is dead. (First why)
Why? - The alternator is not functioning. (Second why)
Why? - The alternator belt has broken. (Third why)
Why? - The alternator belt was well beyond its useful service life and not replaced. (Fourth why)
Why? - The vehicle was not maintained according to the recommended service schedule. (Fifth why, a root cause)
While many people have at least heard of Lean or Six Sigma, do we know what it is? Like many problem-solving processes, it has five main steps to follow.
Define : Clearly laying out the problem and soliciting feedback from those who are customers of the process is necessary to starting off on the right foot.
Measure : Quantifying the current state of the problem is a key to measuring how well the fix performed once it was implemented.
Analyze : Finding out the root cause of the problem (see number 5 “Root Cause Analysis” below) is one of the hardest and least explored steps of Six Sigma.
Improve : Crafting, executing, and testing the solution for measureable improvement is key. What doesn’t get implemented and measured really won’t make a difference.
Control : Sustaining the fix through a monitoring plan will ensure things continue to stay on track rather than being a short-lived solution.
Compared to other methods, you’ll more often find this technique in a reactive problem-solving mode, but it is helpful nonetheless. Put simply, it requires a persistent approach to finding the highest-level cause, since most reasons you’ll uncover for a problem don’t tell the whole story.
Most of the time, there are many factors that contributed to an issue. The main reason is often shrouded in either intentional or unintentional secrecy. Taking the time to drill down to the root of the issue is key to truly solving the problem.
6. DEMING-SHEWHART CYCLE: PLAN-DO-CHECK-ACT (PDCA)
Named for W. Edwards Deming and Walter A. Shewhart, this model follows a four-step process:
Plan: Establish goals and objectives at the outset to gain agreement. It’s best to start on a small scale in order to test results and get a quick win.
Do: This step is all about the implementation and execution of the solution.
Check: Study and compare actual to expected results. Chart this data to identify trends.
Act/Adjust: If the check phase showed different results, then adjust accordingly. If worse than expected, then try another fix. If the same or better than expected, then use that as the new baseline for future improvements.
7. 8D PROBLEM-SOLVING
While this is named “8D” for eight disciplines, there are actually nine , because the first is listed as step zero. Each of the disciplines represents a phase of this process. Its aim is to implement a quick fix in the short term while working on a more permanent solution with no recurring issues.
Prepare and Plan : Collecting initial information from the team and preparing your approach to the process is a necessary first step.
Form a Team : Select a cross-functional team of people, one leader to run meetings and the process, and one champion/sponsor who will be the final decision-maker.
Describe the Problem : Using inductive and deductive reasoning approaches, lay out the precise issue to be corrected.
Interim Containment Action : Determine if an interim solution needs to be implemented or if it can wait until the final fix is firmed up. If necessary, the interim action is usually removed once the permanent solution is ready for implementation.
Root Cause Analysis and Escape Point : Finding the root of the issue and where in the process it could’ve been found but was not will help identify where and why the issue happened.
Permanent Corrective Action : Incorporating key criteria into the solution, including requirements and wants, will help ensure buy-in from the team and your champion.
Implement and Validate the Permanent Corrective Action : Measuring results from the fix implemented validates it or sends the team back to the drawing board to identity a more robust solution.
Prevent Recurrence : Updating work procedure documents and regular communication about the changes are important to keep old habits in check.
Closure and Team Celebration : Taking time to praise the team for their efforts in resolving the problem acknowledges the part each person played and offers a way to move forward.
The US Army has been solving problems for more than a couple of centuries , so why not take a look at the problem-solving process they’ve refined over many years? They recommend this five step process:
Identify the Problem : Take time to understand the situation and define a scope and limitations before moving forward.
Gather Information : Uncover facts, assumptions, and opinions about the problem, and challenge them to get to the truth.
Develop Screening and Evaluation Criteria :
Five screening items should be questioned. Is it feasible, acceptable, distinguishable, and complete?
Evaluation criteria should have these 5 elements: short title, definition, unit of measure, benchmark, and formula.
Generate, Analyze, and Compare Possible Solutions : Most fixes are analyzed, but do you compare yours to one another as a final vetting method?
Choose a Solution and Implement : Put the fix into practice and follow up to ensure it is being followed consistently and having the desired effect.
Tim Hurson introduced this model in 2007 with his book, Think Better. It consists of the following six actions.
Ask "What is going on?" : Define the impact of the problem and the aim of its solution.
Ask "What is success?" : Spell out the expected outcome, what should not be in fix, values to be considered, and how things will be evaluated.
Ask "What is the question?" : Tailor questions to the problem type. Valuable resources can be wasted asking questions that aren’t truly relevant to the issue.
Generate answers : Prioritize answers that are the most relevant to solutions, without excluding any suggestion to present to the decision-makers.
Forge the solution : Refine the raw list of prioritized fixes, looking for ways to combine them for a more powerful solution or eliminate fixes that don’t fit the evaluation criteria.
Align resources: Identify resources, team, and stakeholders needed to implement and maintain the solution.
Now that we’ve reviewed a number of problem-solving methods, we’ve compiled the various steps into a straightforward, yet in-depth, s tep-by-step process to use the best of all methods.
1. DIG DEEP: IDENTIFY, DEFINE, AND CLARIFY THE ISSUE
“Elementary, my dear Watson,” you might say.
This is true, but we often forget the fundamentals before trying to solve a problem. So take some time to gain understanding of critical stakeholder’s viewpoints to clarify the problem and cement consensus behind what the issue really is.
Sometimes it feels like you’re on the same page, but minor misunderstandings mean you’re not really in full agreement.. It’s better to take the time to drill down on an issue before you get too far into solving a problem that may not be the exact problem . Which leads us to…
This part of the process involves identifying these three items :
What happened?
Why did it happen?
What process do we need to employ to significantly reduce the chances of it happening again ?
You’ll usually need to sort through a series of situations to find the primary cause. So be careful not to stop at the first cause you uncover . Dig further into the situation to expose the root of the issue. We don’t want to install a solution that only fixes a surface-level issue and not the root. T here are typically three types of causes :
Physical: Perhaps a part failed due to poor design or manufacturing.
Human error: A person either did something wrong or didn’t do what needed to be done.
Organizational: This one is mostly about a system, process, or policy that contributed to the error .
When searching for the root cause, it is important to ensure people that you aren’t there to assign blame to a person but rather identify the problem so a fix can prevent future issues.
3. PRODUCE A VARIETY OF SOLUTION OPTIONS
So far, you’ve approached the problem as a data scientist, searching for clues to the real issue. Now, it’s important to keep your eyes and ears open, in case you run across a fix suggested by one of those involved in the process failure. Because they are closest to the problem, they will often have an idea of how to fix things. In other cases, they may be too close, and unable to see how the process could change.
The bottom line is to solicit solution ideas from a variety of sources , both close to and far away from the process you’re trying to improve.
You just never know where the top fix might come from!
4. FULLY EVALUATE AND SELECT PLANNED FIX(ES)
Evaluating solutions to a defined problem can be tricky since each one will have cost, political, or other factors associated with it. Running each fix through a filter of cost and impact is a vital step toward identifying a solid solution and hopefully settling on the one with the highest impact and low or acceptable cost.
Categorizing each solution in one of these four categoriescan help teams sift through them:
High Cost/Low Impact: Implement these last, if at all, since t hey are expensive and won’t move the needle much .
Low Cost/Low Impact: These are cheap, but you won’t get much impact.
High Cost/High Impact: These can be used but should be second to the next category.
Low Cost/High Impact: Getting a solid “bang for your buck” is what these fixes are all about. Start with these first .
5. DOCUMENT THE FINAL SOLUTION AND WHAT SUCCESS LOOKS LIKE
Formalize a document that all interested parties (front-line staff, supervisors, leadership, etc.) agree to follow. This will go a long way towards making sure everyone fully understands what the new process looks like, as well as what success will look like .
While it might seem tedious, try to be overly descriptive in the explanation of the solution and how success will be achieved. This is usually necessary to gain full buy-in and commitment to continually following the solution. We often assume certain things that others may not know unless we are more explicit with our communications.
6. SUCCESSFULLY SELL AND EXECUTE THE FIX
Arriving at this stage in the process only to forget to consistently apply the solution would be a waste of time, yet many organizations fall down in the execution phase . Part of making sure that doesn’t happen is to communicate the fix and ask for questions multiple times until all parties have a solid grasp on what is now required of them.
One often-overlooked element of this is the politics involved in gaining approval for your solution. Knowing and anticipating objections of those in senior or key leadership positions is central to gaining buy-in before fix implementation.
7. RINSE AND REPEAT: EVALUATE, MONITOR, AND FOLLOW UP
Next, doing check-ins with the new process will ensure that the solution is working (or identity if further reforms are necessary) . You’ll also see if the measure of predefined success has been attained (or is making progress in that regard).
Without regularly monitoring the fix, you can only gauge the success or failure of the solution by speculation and hearsay. And without hard data to review, most people will tell their own version of the story.
8. COLLABORATIVE CONTINGENCIES, ITERATION, AND COURSE CORRECTION
Going into any problem-solving process, we should take note that we will not be done once the solution is implemented (or even if it seems to be working better at the moment). Any part of any process will always be subject to the need for future iterations and course corrections . To think otherwise would be either foolish or naive.
There might need to be slight, moderate, or wholesale changes to the solution previously implemented as new information is gained, new technologies are discovered, etc.
Want to test your problem-solving skills?
Take a look at these twenty case study scenario exercises to see how well you can come up with solutions to these problems.
Still have a desire to discover more about solving problems?
Check out these 14 articles and books...
1. THE LEAN SIX SIGMA POCKET TOOLBOOK: A QUICK REFERENCE GUIDE TO NEARLY 100 TOOLS FOR IMPROVING QUALITY AND SPEED
This book is like a Bible for Lean Six Sigma , all in a pocket-sized package.
2. SOME SAGE PROBLEM SOLVING ADVICE
The American Society for Quality has a short article on how it’s important to focus on the problem before searching for a solution.
3. THE SECRET TO BETTER PROBLEM SOLVING: HARVARD BUSINESS REVIEW
Wondering if you are solving the right problems? Check out this Harvard Business Review article.
Looking for a fun and easy problem-solving book that was written by a McKinsey consultant? Take a look!
5. THE BASICS OF CREATIVE PROBLEM SOLVING – CPS
If you want a deeper dive into the seven steps of Creative Problem Solving , see this article.
6. APPRECIATIVE INQUIRY : A POSITIVE REVOLUTION IN CHANGE
Appreciative Inquiry has been proven effective in organizations ranging from Roadway Express and British Airways to the United Nations and the United States Navy. Review this book to join the positive revolution.
7. PROBLEM SOLVING: NINE CASE STUDIES AND LESSONS LEARNED
The Seattle Police Department has put together nine case studies that you can practice solving . While they are about police work, they have practical application in the sleuthing of work-related problems.
8. ROOT CAUSE ANALYSIS : THE CORE OF PROBLEM SOLVING AND CORRECTIVE ACTION
Need a resource to delve further into Root Cause Analysis? Look no further than this book for answers to your most vexing questions .
9. SOLVING BUSINESS PROBLEMS : THE CASE OF POOR FRANK
This solid case study illustrates the complexities of solving problems in business.
10. THE 8-DISCIPLINES PROBLEM SOLVING METHODOLOGY
Learn all about the “8Ds” with this concise primer.
11. THE PROBLEM-SOLVING PROCESS THAT PREVENTS GROUPTHINK HBR
Need to reduce groupthink in your organization’s problem-solving process ? Check out this article from the Harvard Business Review.
12. THINK BETTER : AN INNOVATOR'S GUIDE TO PRODUCTIVE THINKING
Tim Hurson details his own Productive Thinking Model at great length in this book from the author.
13. 5 STEPS TO SOLVING THE PROBLEMS WITH YOUR PROBLEM SOLVING INC MAGAZINE
This simple five-step process will help you break down the problem, analyze it, prioritize solutions, and sell them internally.
14. CRITICAL THINKING : A BEGINNER'S GUIDE TO CRITICAL THINKING, BETTER DECISION MAKING, AND PROBLEM SOLVING!
There's a lot to take in here, but following some of these methods are sure to improve your problem-solving process. However, if you really want to take problem-solving to the next level, InitiativeOne can come alongside your team to help you solve problems much faster than you ever have before.
There are several parts to this leadership transformation process provided by InitiativeOne, including a personal profile assessment, cognitive learning, group sessions with real-world challenges, personal discovery, and a toolkit to empower leaders to perform at their best.
There are really only two things stopping good teams from being great. One is how they make decisions and two is how they solve problems. Contact us today to grow your team’s leadership performance by making decisions and solving problems more swiftly than ever before!
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In today’s increasingly complex world, we are constantly faced with ill-defined problems that don’t have a clear solution. From poverty and climate change to crime and addiction, complex situations surround us. Unlike simple problems with a pre-defined or “right” answer, complex problems share several basic characteristics that make them hard to solve. While these problems can be frustrating and overwhelming, they also offer an opportunity for growth and creativity. Complex problem-solving skills are the key to addressing these tough issues.
In this article, I will discuss simple versus complex problems, define complex problem solving, and describe why it is so important in complex dynamic environments. I will also explain how to develop problem-solving skills and share some tips for effectively solving complex problems.
Solving problems is about getting from a currently undesirable state to an intended goal state. In other words, about bridging the gap between “what is” and “what ought to be”. However, the challenge of reaching a solution varies based on the kind of problem that is being solved. There are generally three different kinds of problems you should consider.
Simple problems have one problem solution. The goal is to find that answer as quickly and efficiently as possible. Puzzles are classic examples of simple problem solving. The objective is to find the one correct solution out of many possibilities.
Problems are different from puzzles in that they don’t have a known problem solution. As such, many people may agree that there is an issue to be solved, but they may not agree on the intended goal state or how to get there. In this type of problem, people spend a lot of time debating the best solution and the optimal way to achieve it.
Messes are collections of interrelated problems where many stakeholders may not even agree on what the issue is. Unlike problems where there is agreement about what the problem is, in messes, there isn’t agreement amongst stakeholders. In other words, even “what is” can’t be taken for granted. Most complex social problems are messes, made up of interrelated social issues with ill-defined boundaries and goals.
Puzzles are simple, but problems and messes exist on a continuum between complicated and complex. Complicated problems are technical in nature. There may be many involved variables, but the relationships are linear. As a result, complicated problems have step-by-step, systematic solutions. Repairing an engine or building a rocket may be difficult because of the many parts involved, but it is a technical problem we call complicated.
On the other hand, solving a complex problem is entirely different. Unlike complicated problems that may have many variables with linear relationships, a complex problem is characterized by connectivity patterns that are harder to understand and predict.
So what else makes a problem complex? Here are seven additional characteristics (from Funke and Hester and Adams ).
“Complex problem solving” is the term for how to address a complex problem or messes that have the characteristics listed above.
Since a complex problem is a different phenomenon than a simple or complicated problem, solving them requires a different approach. Methods designed for simple problems, like systematic organization, deductive logic, and linear thinking don’t work well on their own for a complex problem.
And yet, despite its importance, there isn’t complete agreement about what exactly it is.
Let’s look at what scientists, researchers, and system thinkers have come up with in terms of a definition for solving a complex problem.
For many employers, the focus is on making smart decisions. These must weigh the future effects to the company of any given solution. According to Indeed.com , it is defined as “a series of observations and informed decisions used to find and implement a solution to a problem. Beyond finding and implementing a solution, complex problem solving also involves considering future changes to circumstance, resources, and capabilities that may affect the trajectory of the process and success of the solution. Complex problem solving also involves considering the impact of the solution on the surrounding environment and individuals.”
For others, it is more of a systematic way to consider a range of options. According to O*NET , the definition focuses on “identifying complex problems and reviewing related information to develop and evaluate options and implement solutions.”
Others emphasize the broad range of skills and emotions needed for change. In addition, they endorse an inspired kind of pragmatism. For example, Dietrich Dorner and Joachim Funke define it as “a collection of self-regulated psychological processes and activities necessary in dynamic environments to achieve ill-defined goals that cannot be reached by routine actions. Creative combinations of knowledge and a broad set of strategies are needed. Solutions are often more bricolage than perfect or optimal. The problem-solving process combines cognitive, emotional, and motivational aspects, particularly in high-stakes situations. Complex problems usually involve knowledge-rich requirements and collaboration among different persons.”
Finally, some emphasize the multidisciplinary nature of knowledge and processes needed to tackle a complex problem. Patrick Hester and Kevin MacG. Adams have stated that “no single discipline can solve truly complex problems. Problems of real interest, those vexing ones that keep you up at night, require a discipline-agnostic approach…Simply they require us to think systemically about our problem…a novel way of thinking and reasoning about complex problems that encourages increased understanding and deliberate intervention.”
By pulling the main themes of these definitions together, we can get a sense of what complex problem-solvers must do:
Gain a better understanding of the phenomena of a complex problem or mess. Use a discipline-agnostic approach in order to develop deliberate interventions. Take into consideration future impacts on the surrounding environment.
Many efforts aimed at complex social problems like reducing homelessness and improving public health – despite good intentions giving more effort than ever before – are destined to fail because their approach is based on simple problem-solving. And some efforts might even unwittingly be contributing to the problems they’re trying to solve.
Einstein said that “We can’t solve problems by using the same kind of thinking we used when we created them.” I think he could have easily been alluding to the need for more complex problem solvers who think differently. So what skills are required to do this?
The skills required to solve a complex problem aren’t from one domain, nor are they an easily-packaged bundle. Rather, I like to think of them as a balancing act between a series of seemingly opposite approaches but synthesized. This brings a sort of cognitive dissonance into the process, which is itself informative.
It brings F. Scott Fitzgerald’s maxim to mind:
“The test of a first-rate intelligence is the ability to hold two opposing ideas in mind at the same time and still retain the ability to function. One should, for example, be able to see that things are hopeless yet be determined to make them otherwise.”
To see the problem situation clearly, for example, but also with a sense of optimism and possibility.
Here are the top three dialectics to keep in mind:
Reasoning is the ability to make logical deductions based on evidence and counterevidence. On the other hand, thinking is more about imagining an unknown reality based on thoughts about the whole picture and how the parts could fit together. By thinking clearly, one can have a sense of possibility that prepares the mind to deduce the right action in the unique moment at hand.
As Dorner and Funke explain: “Not every situation requires the same action, and we may want to act this way or another to reach this or that goal. This appears logical, but it is a logic based on constantly shifting grounds: We cannot know whether necessary conditions are met, sometimes the assumptions we have made later turn out to be incorrect, and sometimes we have to revise our assumptions or make completely new ones. It is necessary to constantly switch between our sense of possibility and our sense of reality, that is, to switch between thinking and reasoning. It is an arduous process, and some people handle it well, while others do not.”
It’s important to be able to use scientific processes to break down a complex problem into its parts and analyze them. But at the same time, a complex problem is more than the sum of its parts. In most cases, the relationships between the parts are more important than the parts themselves. Therefore, decomposing problems with rigor isn’t enough. What’s needed, once problems are reduced and understood, is a way of understanding the relationships between various components as well as putting the pieces back together. However, synthesis and holism on their own without deductive analysis can often miss details and relationships that matter.
What makes this balancing act more difficult is that certain professions tend to be trained in and prefer one domain over the other. Scientists prefer analysis and reductionism whereas most social scientists and practitioners default to synthesis and holism. Unfortunately, this divide of preferences results in people working in their silos at the expense of multi-disciplinary approaches that together can better “see” complexity.
Dual awareness is the ability to pay attention to two experiences simultaneously. In the case of complex problems, context really matters. In other words, problem-solving exists in an ecosystem of environmental factors that are not incidental. Personal and cultural preferences play a part as do current events unfolding over time. But as a problem solver, knowing the environment is only part of the equation.
The other crucial part is the internal psychological process unique to every individual who also interacts with the problem and the environment. Problem solvers inevitably come into contact with others who may disagree with them, or be advancing seemingly counterproductive solutions, and these interactions result in emotions and motivations. Without self-awareness, we can become attached to our own subjective opinions, fall in love with “our” solutions, and generally be driven by the desire to be seen as problem solvers at the expense of actually solving the problem.
By balancing these three dialectics, practitioners can better deal with uncertainty as well as stay motivated despite setbacks. Self-regulation among these seemingly opposite approaches also reminds one to stay open-minded.
There is no one answer to this question, as the best way to develop them will vary depending on your strengths and weaknesses. However, there are a few general things that you can do to improve your ability to solve problems.
First, it is important to learn about systems thinking and complexity theories. These frameworks will help you understand how complex systems work, and how different parts of a system interact with each other. This conceptual understanding will allow you to identify potential solutions to problems more quickly and effectively.
Second, practice switching between the dialectics mentioned above. For example, in your next meeting try to spend roughly half your time thinking and half your time reasoning. The important part is trying to get habituated to regularly switching lenses. It may seem disjointed at first, but after a while, it becomes second nature to simultaneously see how the parts interact and the big picture.
Third, it may sound obvious, but people often don’t spend very much time studying the problem itself and how it functions. In some sense, becoming a good problem-solver involves becoming a problem scientist. Your time should be spent regularly investigating the phenomena of “what is” rather than “what ought to be”. A holistic understanding of the problem is the required prerequisite to coming up with good solutions.
Finally, after we have worked on a problem for a while, we tend to think we know everything about it, including how to solve it. Even if we’re working on a problem, which may change dynamically from day to day, we start treating it more like a puzzle with a definite solution. When that happens, we can lose our motivation to continue learning about the problem. This is very risky because it closes the door to learning from others, regardless of whether we completely agree with them or not.
As Neils Bohr said, “Two different perspectives or models about a system will reveal truths regarding the system that are neither entirely independent nor entirely compatible.”
By staying curious, we can retain our ability to learn on a daily basis.
Focus on processes over results.
It’s easy to get lost in utopian thinking. Many people spend so much time on “what ought to be” that they forget that problem solving is about the gap between “what is” and “what ought to be”. It is said that “life is a journey, not a destination.” The same is true for complex problem-solving. To do it well, a problem solver must focus on enjoying the process of gaining a holistic understanding of the problem.
A variety of adaptive and iterative methods have been developed to address complexity. They share a laser focus on gaining holistic understanding with tools that best match the phenomena of complexity. They are also non-ideological, trans-disciplinary, and flexible. In most cases, your journey through a set of steps won’t be linear. Rather, as you think and reason, analyze and synthesize, you’ll jump around to get a holistic picture.
In my online course , we generally follow a seven-step method:
Of course, each of these steps involves testing to see what works and consistently evaluating our process and progress.
One last thing to keep in mind. Most social problems are not just solved one day, never to return. In reality, most complex problems are managed, not solved. For all practical purposes, what this means is that “the solution” is a way of systematically dealing with the problem over time. Some find this disappointing, but it’s actually a pragmatic pointer to think about resolution – a way move problems in the right direction – rather than final solutions.
If you need help developing your complex problem-solving skills, I have an online class where you can learn everything you need to know.
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What are the 5 steps to problem-solving, 10 effective problem-solving strategies, what skills do efficient problem solvers have, how to improve your problem-solving skills.
Problems come in all shapes and sizes — from workplace conflict to budget cuts.
Creative problem-solving is one of the most in-demand skills in all roles and industries. It can boost an organization’s human capital and give it a competitive edge.
Problem-solving strategies are ways of approaching problems that can help you look beyond the obvious answers and find the best solution to your problem .
Let’s take a look at a five-step problem-solving process and how to combine it with proven problem-solving strategies. This will give you the tools and skills to solve even your most complex problems.
Good problem-solving is an essential part of the decision-making process . To see what a problem-solving process might look like in real life, let’s take a common problem for SaaS brands — decreasing customer churn rates.
To solve this problem, the company must first identify it. In this case, the problem is that the churn rate is too high.
Next, they need to identify the root causes of the problem. This could be anything from their customer service experience to their email marketing campaigns. If there are several problems, they will need a separate problem-solving process for each one.
Let’s say the problem is with email marketing — they’re not nurturing existing customers. Now that they’ve identified the problem, they can start using problem-solving strategies to look for solutions.
This might look like coming up with special offers, discounts, or bonuses for existing customers. They need to find ways to remind them to use their products and services while providing added value. This will encourage customers to keep paying their monthly subscriptions.
They might also want to add incentives, such as access to a premium service at no extra cost after 12 months of membership. They could publish blog posts that help their customers solve common problems and share them as an email newsletter.
The company should set targets and a time frame in which to achieve them. This will allow leaders to measure progress and identify which actions yield the best results.
Perhaps you’ve got a problem you need to tackle. Or maybe you want to be prepared the next time one arises. Either way, it’s a good idea to get familiar with the five steps of problem-solving.
Use this step-by-step problem-solving method with the strategies in the following section to find possible solutions to your problem.
The first step is to know which problem you need to solve. Then, you need to find the root cause of the problem.
The best course of action is to gather as much data as possible, speak to the people involved, and separate facts from opinions.
Once this is done, formulate a statement that describes the problem. Use rational persuasion to make sure your team agrees .
Identifying the problem allows you to see which steps need to be taken to solve it.
First, break the problem down into achievable blocks. Then, use strategic planning to set a time frame in which to solve the problem and establish a timeline for the completion of each stage.
At this stage, the aim isn’t to evaluate possible solutions but to generate as many ideas as possible.
Encourage your team to use creative thinking and be patient — the best solution may not be the first or most obvious one.
Use one or more of the different strategies in the following section to help come up with solutions — the more creative, the better.
Once you’ve generated potential solutions, narrow them down to a shortlist. Then, evaluate the options on your shortlist.
There are usually many factors to consider. So when evaluating a solution, ask yourself the following questions:
Once you’ve identified your solution and got buy-in from your team, it’s time to implement it.
But the work doesn’t stop there. You need to monitor your solution to see whether it actually solves your problem.
Request regular feedback from the team members involved and have a monitoring and evaluation plan in place to measure progress.
If the solution doesn’t achieve your desired results, start this step-by-step process again.
There are many different ways to approach problem-solving. Each is suitable for different types of problems.
The most appropriate problem-solving techniques will depend on your specific problem. You may need to experiment with several strategies before you find a workable solution.
Here are 10 effective problem-solving strategies for you to try:
Let’s break each of these down.
It might seem obvious, but if you’ve faced similar problems in the past, look back to what worked then. See if any of the solutions could apply to your current situation and, if so, replicate them.
The more people you enlist to help solve the problem, the more potential solutions you can come up with.
Use different brainstorming techniques to workshop potential solutions with your team. They’ll likely bring something you haven’t thought of to the table.
Working backward is a way to reverse engineer your problem. Imagine your problem has been solved, and make that the starting point.
Then, retrace your steps back to where you are now. This can help you see which course of action may be most effective.
This is a method that poses six questions based on Rudyard Kipling’s poem, “ I Keep Six Honest Serving Men .”
Answering these questions can help you identify possible solutions.
Sometimes it can be difficult to visualize all the components and moving parts of a problem and its solution. Drawing a diagram can help.
This technique is particularly helpful for solving process-related problems. For example, a product development team might want to decrease the time they take to fix bugs and create new iterations. Drawing the processes involved can help you see where improvements can be made.
A trial-and-error approach can be useful when you have several possible solutions and want to test them to see which one works best.
Finding the best solution to a problem is a process. Remember to take breaks and get enough rest . Sometimes, a walk around the block can bring inspiration, but you should sleep on it if possible.
A good night’s sleep helps us find creative solutions to problems. This is because when you sleep, your brain sorts through the day’s events and stores them as memories. This enables you to process your ideas at a subconscious level.
If possible, give yourself a few days to develop and analyze possible solutions. You may find you have greater clarity after sleeping on it. Your mind will also be fresh, so you’ll be able to make better decisions.
Getting input from a group of people can help you find solutions you may not have thought of on your own.
For solo entrepreneurs or freelancers, this might look like hiring a coach or mentor or joining a mastermind group.
For leaders , it might be consulting other members of the leadership team or working with a business coach .
It’s important to recognize you might not have all the skills, experience, or knowledge necessary to find a solution alone.
The Pareto principle — also known as the 80/20 rule — can help you identify possible root causes and potential solutions for your problems.
Although it’s not a mathematical law, it’s a principle found throughout many aspects of business and life. For example, 20% of the sales reps in a company might close 80% of the sales.
You may be able to narrow down the causes of your problem by applying the Pareto principle. This can also help you identify the most appropriate solutions.
Every situation is different, and the same solutions might not always work. But by keeping a record of successful problem-solving strategies, you can build up a solutions toolkit.
These solutions may be applicable to future problems. Even if not, they may save you some of the time and work needed to come up with a new solution.
Improving problem-solving skills is essential for professional development — both yours and your team’s. Here are some of the key skills of effective problem solvers:
And they see problems as opportunities. Everyone is born with problem-solving skills. But accessing these abilities depends on how we view problems. Effective problem-solvers see problems as opportunities to learn and improve.
Ready to work on your problem-solving abilities? Get started with these seven tips.
One of the best ways to improve your problem-solving skills is to learn from experts. Consider enrolling in organizational training , shadowing a mentor , or working with a coach .
Practice using your new problem-solving skills by applying them to smaller problems you might encounter in your daily life.
Alternatively, imagine problematic scenarios that might arise at work and use problem-solving strategies to find hypothetical solutions.
Often, the first solution you think of to solve a problem isn’t the most appropriate or effective.
Instead of thinking on the spot, give yourself time and use one or more of the problem-solving strategies above to activate your creative thinking.
Receiving feedback is always important for learning and growth. Your perception of your problem-solving skills may be different from that of your colleagues. They can provide insights that help you improve.
There are entire books written about problem-solving methodologies if you want to take a deep dive into the subject.
We recommend starting with “ Fixed — How to Perfect the Fine Art of Problem Solving ” by Amy E. Herman.
Tried-and-tested problem-solving techniques can be useful. However, they don’t teach you how to innovate and develop your own problem-solving approaches.
Sometimes, an unconventional approach can lead to the development of a brilliant new idea or strategy. So don’t be afraid to suggest your most “out there” ideas.
Do you have competitors who have already solved the problem you’re facing? Look at what they did, and work backward to solve your own problem.
For example, Netflix started in the 1990s as a DVD mail-rental company. Its main competitor at the time was Blockbuster.
But when streaming became the norm in the early 2000s, both companies faced a crisis. Netflix innovated, unveiling its streaming service in 2007.
If Blockbuster had followed Netflix’s example, it might have survived. Instead, it declared bankruptcy in 2010.
When facing a problem, it’s worth taking the time to find the right solution.
Otherwise, we risk either running away from our problems or headlong into solutions. When we do this, we might miss out on other, better options.
Use the problem-solving strategies outlined above to find innovative solutions to your business’ most perplexing problems.
If you’re ready to take problem-solving to the next level, request a demo with BetterUp . Our expert coaches specialize in helping teams develop and implement strategies that work.
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Elizabeth Perry is a Coach Community Manager at BetterUp. She uses strategic engagement strategies to cultivate a learning community across a global network of Coaches through in-person and virtual experiences, technology-enabled platforms, and strategic coaching industry partnerships. With over 3 years of coaching experience and a certification in transformative leadership and life coaching from Sofia University, Elizabeth leverages transpersonal psychology expertise to help coaches and clients gain awareness of their behavioral and thought patterns, discover their purpose and passions, and elevate their potential. She is a lifelong student of psychology, personal growth, and human potential as well as an ICF-certified ACC transpersonal life and leadership Coach.
5 problem-solving questions to prepare you for your next interview, what are metacognitive skills examples in everyday life, what is lateral thinking 7 techniques to encourage creative ideas, 31 examples of problem solving performance review phrases, learn what process mapping is and how to create one (+ examples), leadership activities that encourage employee engagement, how much do distractions cost 8 effects of lack of focus, can dreams help you solve problems 6 ways to try, the pareto principle: how the 80/20 rule can help you do more with less, thinking outside the box: 8 ways to become a creative problem solver, 3 problem statement examples and steps to write your own, 10 examples of principles that can guide your approach to work, contingency planning: 4 steps to prepare for the unexpected, stay connected with betterup, get our newsletter, event invites, plus product insights and research..
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A quick overview of common problem solving techniques indicates that most of these methods focus on the problem rather than the whole eco-system where the problem exists. Along with the challenges of global economy , problems turn out to be more complicated and sometimes awakening problems. Climate change, traffic problems, and organizational problems that have developed through the years are all complex problems that we shouldn’t look at the same way as simple or linear problems. Part of the problem of thinking about a complex problem is the way we approach it, which may contribute to making the problem even more complex. As stated by Albert Einstein, “The problems cannot be solved using the same level of thinking that created them.” Systems thinking tends to focus on the broader ecosystem rather than the problem itself.
Systems thinking was developed by Jay Forrester and members of the Society for Organizational Learning at MIT. The idea is described in his book, The Fifth Discipline , as follows: “Systems thinking is a discipline for seeing wholes. It is a framework for seeing interrelationships rather than things, for seeing patterns of change rather than static ‘snapshots.’” A common example of the systems thinking method is the life around us where multiple systems interact with each other and are affected by each other. This wide perspective of systems thinking promotes it to solve complex problems that are dependent on external factors. Below are some of the stations that system thinking may contribute to solve.
In order to understand systems thinking, a number of concepts should be highlighted in order to define the relation between the problem and the other elements in the system and how to observe this relation in order to reach an effective solution. These principles include the following.
In their paper Six Steps to Thinking Systemically , Michael Goodman and Richard Karash introduced six steps to apply systems thinking principles while solving complex problems. These steps were part of their case study to Bijou Bottling company’s problem of getting their orders shipped on time.
Set 1: Tell the Story
The first step in solving the problem is to understand it, and this can be achieved through looking deeply at the whole system rather than individual parts. This step requires meeting with the stakeholders to share their vision about the situation. One of the common tools to build this understanding is to utilize Concept Maps, which are graphical tools used to represent the organization or a structure of knowledge. Concept Maps visually present the system’s elements, concept links, proposition statements, cross-links, and examples.
Step 2: Draw Behavior Over Time (BOT) Graphs
When thinking about a problem, we are influenced with the current situation that is reflected in our analysis, yet the problem follows a time dimension, which means that it should be tracked through the time. The Behavior Over Time graph draws a curve that presents a specific behavior (Y) through the time (X). This graph helps us to understanding whether or not the current solution is effective.
Step 3: Create a Focusing Statement
At this point, there should be a clear vision about the problem solving process, which is defined in the from of a statement that indicates the team’s target and why the problem occurs.
Step 4: Identify the Structure
After having clear vision about the problem through the proposed statement, the system structure should be described, including the behavior patterns. Building these patterns helps in understanding more about the problem, and it can be formed as a system archetype.
Step 5: Going Deeper into the Issues
After defining the problem and the system structure, this step tends to understand the underlying problems through clarifying four items: the purpose of the system (what we want), the mental models, the large system, and personal role in the situation.
Set 6: Plan an Intervention
The previously collected information is used to start the intervention phase, where modifications to the current problem relate parts to connections. This intervention attempts to reach the desirable behavior.
One of the direct examples of adopting the systems thinking method was presented by Daniel Aronson highlighting insects who caused damage crops. Traditional thinking to solve crop damage is to apply more pesticides to reduce the number of insects and subsequently reduce the crop damage. However, this solution solves the problem for a short term. In the long run, the problem isn’t truly solved, as the original insect eating the crops are controlling the population of another species of insect in the environment either by preying on it or competing with it. Subsequently, the crop damage increases again due to the increasing numbers of other insect species.
Observing the ecosystem that includes both the insects and the crops, systems thinking suggests exploring a solution that ensures reducing the crop damage in the long run without affecting the environmental balance, such as deploying the Integrated Pest Management that has proven success based on MIT and the National Academy of Science. This solution tends to control the number of an insect species by introducing its predators in the area.
Unlike everyday problems, complex problems can’t be solved using traditional problem solving methods due to the nature of the problems and their complexity. One of the theories that attempts to understand complex problems is systems thinking, which is defined by a number of characters. Six steps are to be used to explore and solve complex problems under the umbrella of systems thinking, which help us to observe and think in a whole eco-system rather than individual parts. Systems thinking can be deployed in multiple domains to solve organization problem, or global problems such as energy, pollution, and poverty.
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As an academic and author, I've had the privilege of shaping the design landscape. I teach design at the University of Leeds and am the Programme Leader for the MA Design, focusing on design thinking, design for health, and behavioural design. I've developed and taught several innovative programmes at Wrexham Glyndwr University, Northumbria University, and The American University in Cairo. I'm also a published book author and the proud founder of Designorate.com, a platform that has been instrumental in fostering design innovation. My expertise in design has been recognised by prestigious organizations. I'm a fellow of the Higher Education Academy (HEA), the Design Research Society (FDRS), and an Adobe Education Leader. Over the course of 20 years, I've had the privilege of working with esteemed clients such as the UN, World Bank, Adobe, and Schneider, contributing to their design strategies. For more than 12 years, I collaborated closely with the Adobe team, playing a key role in the development of many Adobe applications.
3 thoughts on “ the six systems thinking steps to solve complex problems ”.
“Systems thinking was developed by Jay Forrester and members of the Society for Organizational Learning at MIT. The idea is described in his book, The Fifth Discipline, as follows:” Peter Senge is the author of The Fifth Discipline
Thank you so much Misi for the helpful information.
Thank you for the valuable information. I believe that systems thinking can be applied to every aspect of our lives. When you teach yourself to spot patterns, cycles, and loops instead of individuals elements. You see behind the scenes. Understand what actually needs addressing to move forward and make progress faster with less damage.
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Corey Phelps, a strategy professor at McGill University, says great problem solvers are hard to find. Even seasoned professionals at the highest levels of organizations regularly...
Corey Phelps, a strategy professor at McGill University, says great problem solvers are hard to find. Even seasoned professionals at the highest levels of organizations regularly fail to identify the real problem and instead jump to exploring solutions. Phelps identifies the common traps and outlines a research-proven method to solve problems effectively. He’s the coauthor of the book, Cracked it! How to solve big problems and sell solutions like top strategy consultants.
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Welcome to the IdeaCast from Harvard Business Review. I’m Curt Nickisch.
Problem-solving is in demand. It’s considered the top skill for success at management consulting firms. And it’s increasingly desired for everyone, not just new MBA’s.
A report from the World Economic Forum predicts that more than one-third of all jobs across all industries will require complex problem-solving as one of their core skills by 2020.
The problem is, we’re often really bad at problem-solving. Our guest today says even the most educated and experienced of senior leaders go about it the wrong way.
COREY PHELPS: I think this is one of the misnomers about problem-solving. There’s this belief that because we do it so frequently – and especially for senior leaders, they have a lot of experience, they solve problems for a living – and as such we would expect them to be quite good at it. And I think what we find is that they’re not. They don’t solve problems well because they fall prey to basically the foibles of being a human being – they fall prey to the cognitive biases and the pitfalls of problem-solving.
CURT NICKISCH: That’s Corey Phelps. He says fixing these foibles is possible and almost straightforward. You can improve your problem-solving skills by following a disciplined method.
Corey Phelps is a strategy professor at McGill University. He’s also the co-author of the book “Cracked It: How to Solve Big Problems and Sell Solutions like Top Strategy C onsultants.” Corey thanks for coming on the show.
COREY PHELPS: Thank you for the opportunity to talk.
CURT NICKISCH: Another probably many, many biases that prevent people from solving big problems well.
COREY PHELPS: Absolutely.
CURT NICKISCH: What are some of the most common, or your favorite stumbling blocks?
COREY PHELPS: Well, one of my favorites is essentially the problem of jumping to solutions or the challenge of jumping to solutions.
CURT NICKISCH: Oh, come on Corey. That’s so much fun.
COREY PHELPS: It is, and it’s very much a result of how our brains have evolved to process information, but it’s my favorite because we all do it. And especially I would say it happens in organizations because in organizations when you layer on these time pressures and you layer on these concerns about efficiency and productivity, it creates enormous, I would say incentive to say “I don’t have time to carefully define and analyze the problem. I got to get a solution. I got to implement it as quick as possible.” And the fundamental bias I think is, is illustrated beautifully by Danny Kahneman in his book “Thinking, Fast and Slow,” is that our minds are essentially hardwired to think fast.
We are able to pay attention to a tiny little bit of information. We can then weave a very coherent story that makes sense to us. And then we can use that story to jump very quickly to a solution that we just know will work. And if we just were able to move from that approach of what Kahneman and cognitive psychologists called “System 1 thinking” to “System 2 thinking” – that is to slow down, be more deliberative, be more structured – we would be able to better understand the problem that we’re trying to solve and be more effective and exhaustive with the tools that we want to use to understand the problem before we actually go into solution-generation mode.
CURT NICKISCH: Complex problems demand different areas of expertise and often as individuals we’re coming to those problems with one of them. And I wonder if that’s often the problem of problem-solving, which is that a manager is approaching it from their own expertise and because of that, they see the problem through a certain way. Is that one of the cognitive biases that stop people from being effective problem solvers?
COREY PHELPS: Yeah. That’s often referred to as the expertise trap. It basically colors and influences what we pay attention to with respect to a particular problem. And it limits us with respect to the tools that we can bring to bear to solve that problem. In the world of psychology, there’s famous psychologist, Abraham Maslow, who is famous for the hierarchy of needs. He’s also famous for something that was a also known as MaSlow’s axiom, Maslow’s law. It’s also called the law of the instrument, and to paraphrase Maslow, he basically said, “Look, I suppose if the only tool that you have in your toolkit is a hammer, everything looks like a nail.”
His point is that if you’re, for example, a finance expert and your toolkit is the toolkit of let’s say, discounted cash flow analysis for valuation, then you’re going to see problems through that very narrow lens. Now, one of the ways out of this, I think to your point is collaboration becomes fundamentally important. And collaboration starts with the recognition that I don’t have all of the tools, all of the knowledge in me to effectively solve this. So I need to recruit people that can actually help me.
CURT NICKISCH: That’s really interesting. I wonder how much the fact that you have solved a problem before it makes you have a bias for that same solution for future problems?
COREY PHELPS: Yeah, that’s a great question. What you’re alluding to is analogical reasoning, and we know that human beings, one of the things that allows us to operate in novel settings is that we can draw on our past experience. And we do so when it comes to problem solving, often times without being conscious or mentally aware of it. We reach into our memory and we ask ourselves a very simple question: “Have I seen a problem like this before?”
And if it looks familiar to me, the tendency then is to say, “Okay, well what worked in solving that problem that I faced before?” And then to say, “Well, if it worked in that setting, then it should work in this setting.” So that’s reasoning by analogy.
Reasoning by analogy has a great upside. It allows human beings to not become overwhelmed by the tremendous novelty that they face in their daily lives. The downside is that if we don’t truly understand it at sort of a deep level, whether or not the two problems are similar or different, then we can make what cognitive psychologists called surface-level analogies.
And we can then say, “Oh, this looks a lot like the problem I faced before, that solution that worked there is going to easily work here.” And we try that solution and it fails and it fails largely because if we dug a little bit deeper, the two problems actually aren’t much alike at all in terms of their underlying causes.
CURT NICKISCH: The starkest example of this, I think, in your book is Ron Johnson who left Apple to become CEO of JC Penney. Can you talk about that a little bit and what that episode for the company says about this?
COREY PHELPS: So yes, its – Ron Johnson had been hired away from Target in the United States to, by Steve Jobs to help create Apple stores. Apple stores are as many people know the most successful physical retailer on the planet measured by, for example, sales per square foot or per square meter. He’s got the golden touch. He’s created this tremendously successful retail format for Apple.
So the day that it was announced that Ron Johnson was going to step into the CEO role at JC Penney, the stock price of JC Penney went up by almost 18 percent. So clearly he was viewed as the savior. Johnson moves very, very quickly. Within a few months, he announces that he has a strategic plan and it basically comes in three parts.
Part number one is he’s going to eliminate discount pricing. JC Penney had been a very aggressive sales promoter. The second piece of it is he’s going to completely change how they organize merchandise. It’s no longer going to be organized by function – so menswear, housewares, those sorts of things. It’s going to be organized by boutique, so there’s going to be a Levi’s boutique, a Martha Stewart Boutique, a Joe Fresh Boutique and so on.
And it would drop the JC P enney name, they would call it JCP. And he rolls this out over the course of about 12 months across the entire chain of over 1100 stores. What this tells us, he’s so confident in his solution, his strategic transformation, that he doesn’t think it’s worth it to test this out on one or two pilot stores.
CURT NICKISCH: Yeah, he was quoted as saying: “At Apple, we didn’t test anything.”
COREY PHELPS: We didn’t test. Yes. What worked at Apple, he assumed would work at JC Penney. And the critical thing that I think he missed is that JC Penney customers are very different from Apple store customers. In fact, JC Penney customers love the discount. They love the thrill of hunting for a deal.
CURT NICKISCH: Which seems so fundamental to business, right? Understanding your customer. It’s just kind of shocking, I guess, to hear the story.
COREY PHELPS: It is shocking and especially when you consider that Ron Johnson had spent his entire career in retail, so this is someone that had faced, had seen, problems in retailers for decades – for over three decades by the time that he got to JC Penney. So you would expect someone with that degree of experience in that industry wouldn’t make that leap of, well, what worked at Apple stores is going to work at JC Penney stores, but in fact that’s exactly what happened.
CURT NICKISCH: In your book, you essentially suggest four steps that you recommend people use. Tell us about the four steps then.
COREY PHELPS: So in the book we describe what we call the “Four S method,” so four stages, each of which starts with the letter “s”. So the first stage is “state the problem.” Stating the problem is fundamentally about defining what the problem is that you are attempting to solve.
CURT NICKISCH: And you probably would say don’t hurry over that first step or the other three are going to be kind of pointless.
COREY PHELPS: Yeah, that’s exactly the point of of laying out the four s’s. There’s a tremendous amount of desire even amongst senior executives to want to get in and fix the problem. In other words, what’s the trouble? What are the symptoms? What would define success? What are the constraints that we would be operating under? Who owns the problem? And then who are the key stakeholders?
Oftentimes that step is skipped over and we go right into, “I’ve got a hypothesis about what I think the solution is and I’m so obsessed with getting this thing fixed quickly, I’m not going to bother to analyze it particularly well or test the validity of my assumptions. I’m going to go right into implementation mode.”
The second step, what we call “structure the problem” is once you have defined the problem, you need to then start to identify what are the potential causes of that problem. So there are different tools that we talked about in the book that you can structure a problem for analysis. Once you’ve structured the problem for analysis and you’ve conducted the analysis that helps you identify what are the underlying causes that are contributing to it, which will then inform the third stage which is generating solutions for the problem and then testing and evaluating those solutions.
CURT NICKISCH: Is the danger that that third step – generating solutions – is the step that people spend the most time on or have the most fun with?
COREY PHELPS: Yeah. The danger is, is that what that’s naturally what people gravitate towards. So we want to skip over the first two, state and structure.
CURT NICKISCH: As soon as you said it, I was like, “let’s talk about that more.”
COREY PHELPS: Yeah. And we want to jump right into solutioning because people love to talk about their ideas that are going to fix the problem. And that’s actually a useful way to frame a discussion about solutions – we could, or we might do this – because it opens up possibilities for experimentation.
And the problem is that when we often talk about what we could do, we have very little understanding of what the problem is that we’re trying to solve and what are the underlying causes of that problem. Because as you said, solution generation is fun. Look, the classic example is brainstorming. Let’s get a bunch of people in a room and let’s talk about the ideas on how to fix this thing. And again, be deliberate, be disciplined. Do those first stages, the first two stages – state and structure – before you get into the solution generation phase.
CURT NICKISCH: Yeah. The other thing that often happens there is just the lack of awareness of just the cost of the different solutions – how much time, or what they would actually take to do.
COREY PHELPS: Yeah, and again, I’ll go back to that example I used of brainstorming where it’s fun to get a group of people together and talk about our ideas and how to fix the problem. There’s a couple challenges of that. One is what often happens when we do that is we tend to censor the solutions that we come up with. In other words, we ask ourselves, “if I say this idea, people are gonna, think I’m crazy, or people going to say: that’s stupid, that’ll never work, we can’t do that in our organization. It’s going to be too expensive, it’s going to take too much time. We don’t have the resources to do it.”
So brainstorming downside is we we self-sensor, so that’s where you need to have deep insight into your organization in terms of A. what’s going to be feasible, B. what’s going to be desirable on the part of the people that actually have the problem, who you’re trying to solve the problem for and C. from a business standpoint, is it going to be financially attractive for us?
So applying again a set of disciplined criteria that help you choose amongst those ideas for potential solutions. Then the last stage of the process which is selling – because it’s rare in any organization that someone or the group of people that come up with the solution actually have the power and the resources to implement it, so that means they’re going to have to persuade other people to buy into it and want to help.
CURT NICKISCH: Design thinking is another really different method essentially for solving problems or coming up with solutions that just aren’t arrived at through usual problem-solving or usual decision-making processes. I’m just wondering how design thinking comes to play when you’re also outlining these, you know, disciplined methods for stating and solving problems.
COREY PHELPS: For us it’s about choosing the right approach. You know what the potential causes of a problem are. You just don’t know which ones are operating in the particular problem you’re trying to solve. And what that means is that you’ve got a theory – and this is largely the world of strategy consultants – strategy consultants have theories. They have, if you hear them speak, deep understanding of different types of organizational problems, and what they bring is an analytic tool kit that says, “first we’re going to identify all the possible problems, all the possible causes I should say, of this problem. We’re going to figure out which ones are operating and we’re going to use that to come up with a solution.” Then you’ve got problems that you have no idea what the causes are. You’re in a world of unknown unknowns or unk-unks as the operations management people call them.
CURT NICKISCH: That’s terrible.
COREY PHELPS: In other words, you don’t have a theory. So the question is, how do you begin? Well, this is where design thinking can be quite valuable. Design thinking says: first off, let’s find out who are the human beings, the people that are actually experiencing this problem, and let’s go out and let’s talk to them. Let’s observe them. Let’s immerse ourselves in their experience and let’s start to develop an understanding of the causes of the problem from their perspective.
So rather than go into it and say, “I have a theory,” let’s go the design thinking route and let’s actually based upon interactions with users or customers, let’s actually develop a theory. And then we’ll use our new understanding or new insight into the causes of the problem to move into the solution generation phase.
CURT NICKISCH: Problem-solving – we know that that’s something that employers look for when they’re recruiting people. It is one of those phrases that, you know, I’m sure somebody out there has, has the title at a company Chief Problem Solver instead of CEO, right? So, it’s almost one of those phrases that so over used it can lose its meaning.
And if you are being hired or you’re trying to make a case for being on a team that’s tackling a problem, how do you make a compelling case that you are a good problem solver? How can you actually show it?
COREY PHELPS: It’s a great question and then I have two answers to this question. So one is, look at the end of the day, the proof is in the pudding. In other words, can you point to successful solutions that you’ve come up with – solutions that have actually been effective in solving a problem? So that’s one.
The second thing is can you actually articulate how you approach problem-solving? In other words, do you follow a method or are you reinventing the wheel every time you solve a problem? Is it an ad hoc approach? And I think this issue really comes to a head when it comes to the world of strategy consulting firms when they recruit. For example, Mckinsey, you’ve got the Mckinsey problem-solving test, which is again, a test that’s actually trying to elicit the extent to which people are good applicants are good at solving problems
And then you’ve got the case interview. And in the case interview, what they’re looking at is do you have a mastery over certain tools. But what they’re really looking at is, are you actually following a logical process to solve this problem? Because again, what they’re interested in is finding- to your point – people that are going to be good at solving complex organizational problems. So they’re trying to get some evidence that they can demonstrate that they’re good at it and some evidence that they follow a deliberate process.
CURT NICKISCH: So even if you’re not interviewing at a consulting firm, that’s a good approach, to show your thinking, show your process, show the questions you ask?
COREY PHELPS: Yeah, and to your point earlier, at least if we look at what recruiters of MBA students are saying these days, they’re saying, for example, according to the FT’s recent survey, they’re saying that we want people with really good problem solving skills, and by the same token, we find that that’s a skill that’s difficult for us to recruit for. And that reinforces our interest in this area because the fundamental idea for the book is to give people a method. We’re trying to equip not just MBA students but everybody that’s going to face complex problems with a toolkit to solve them better.
CURT NICKISCH: Corey, this has been really great. Thank you.
COREY PHELPS: Thanks for the opportunity. I appreciate it.
CURT NICKISCH: That’s Corey Phelps. He teaches strategy at McGill University, and he co-wrote the book “Cracked It: How to Solve Big Problems and Sell Solutions Like Top Strategy Consultants.”
This episode was produced by Mary Dooe. We got technical help from Rob Eckhardt. Adam Buchholz is our audio product manager.
Thanks for listening to the HBR IdeaCast. I’m Curt Nickisch.
This article is about decision making and problem solving, partner center.
Benefit/Strategy/Example | Description | Further Information |
---|---|---|
Benefit: Clarification | Breaking down complex problems helps clarify the situation, allowing for identification of underlying causes. | This can be crucial when dealing with complex mathematical or business issues that require a clear, organized approach. |
Benefit: Reduced Stress | By focusing on a small part of the problem at a time, the overall task becomes less overwhelming. | This method promotes mental wellbeing while enhancing overall efficiency in problem-solving. |
Benefit: Increased Efficiency | Concentrating on smaller parts of the problem can improve the efficiency of the problem-solving process. | This systematized approach can lead to quicker resolution of problems, saving valuable time and resources. |
Strategy: Start with End Goal | Identify the desired outcome first and then work backwards to determine the necessary steps. | This strategy ensures that every step taken is contributing to the achievement of the intended result. |
Strategy: Break into Smaller Pieces | Splitting the problem into smaller, manageable parts helps pinpoint underlying causes and aids in developing action plans. | This methodical strategy promotes understanding and encourages a structured approach towards problem-solving. |
Example: Math Problem | Complex equations can be broken down into simpler components for easier understanding and solution. | This strategy is widely used in educational settings to help students grasp concepts and solve mathematical problems. |
Example: Business Problem | Business issues like increasing sales can be broken down into parts such as current sales process and steps for improvement. | Employing this strategy in business operations can be a game-changer in enhancing performance and profitability. |
Conclusion: Key to Problem Solving | Breaking down complex problems into smaller parts is a vital skill for successful problem-solving. | Regardless of the complexity of the problem, adopting this approach promises an efficient and stress-free problem-solving experience. |
Skill Development | It helps in development of problem-solving skills. | These skills not only are beneficial in professional situations but also prove useful in personal life scenarios. |
Approach | Consider breaking down the problem as simplifying it, instead of complicating it. | By perceiving it this way, one feels less intimidated and more in control, hence, more inclined to face the problem. |
Several strategies can be used to break down complex problems, such as starting with the end goal in mind and working backward, breaking the problem down into smaller, more manageable pieces, and identifying the steps that need to be taken to reach the desired outcome. Examples of breaking down complex issues include math problems and business problems. This article discussed the benefits of breaking down complex issues and strategies for breaking down complex topics and provided examples.
Introduction
Strategies for breaking down complex problems, examples of breaking down complex problems.
Introduction: Breaking complex problems into smaller, more manageable parts is crucial for successful problem-solving. By breaking down a problem into smaller steps, problem solvers can more easily identify the underlying causes of pain and develop a plan of action. This article will discuss the benefits of breaking down complex issues, strategies for breaking down complex issues, and provide examples of breaking down complex problems.
Breaking complex problems into smaller, more manageable parts can provide several benefits. First, it can help to clarify the situation, making it easier to identify the underlying causes and develop a plan of action. Breaking down a problem can also help reduce stress, as it allows the problem solver to focus on a tiny part of the problem at a time rather than tackling the issue as a whole. Finally, breaking down a problem can help to increase the efficiency of the problem-solving process, as it allows the problem solver to focus on a tiny part of the problem at a time rather than trying to tackle the issue as a whole.
Several strategies can be used to break down complex problems. One method is to start with the end goal in mind and work backward. This can help identify the steps that need to be taken to reach the desired outcome. Another strategy is to break the problem into smaller, more manageable pieces. This can help identify the problem's underlying causes and develop a plan of action. Finally, it can be helpful to break the problem down into smaller, more manageable pieces and then identify the steps needed to reach the desired outcome.
One example of breaking down a complex problem is a math problem. By breaking down a math problem into smaller, more manageable pieces, it can be easier to identify the underlying causes of the pain and develop a plan of action. For example, if a math problem involves solving for x, the problem solver can start by looking at the equation and identifying the steps needed to solve for x. This could include breaking the equation into smaller pieces and then cracking for x one step at a time.
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Another example of breaking down a complex problem is a business problem. By breaking down a business problem into smaller, more manageable pieces, it can be easier to identify the underlying causes of the pain and develop a plan of action. For example, suppose a business problem involves increasing sales. In that case, the problem solver can start by looking at the current sales process and identifying the steps that need to be taken to increase sales. This could involve breaking the sales process into smaller pieces and increasing sales one step at a time.
Conclusion: In conclusion, breaking complex problems into smaller, more manageable parts is a crucial skill for successful problem-solving. By breaking down a problem into smaller steps, problem solvers can more easily identify the underlying causes of pain and develop a plan of action. Several strategies can be used to break down complex problems, such as starting with the end goal in mind and working backward or breaking the problem down into smaller, more manageable pieces. Examples of breaking down complex issues include math problems and business problems. By breaking down complex problems, problem solvers can more easily identify the underlying causes of pain and develop a plan of action.
Breaking down complex problems is the key to developing problem-solving skills. IIENSTITU
When faced with a complex problem, it cannot be easy to know how to approach it. However, breaking down complex problems into smaller, more manageable chunks can effectively tackle them. This article will explore the benefits of breaking down complex issues.
First, breaking complex problems into smaller components can make them easier to understand and conceptualize. By breaking down a problem into smaller pieces, we can more easily identify the individual members and know how they interact. This can help us to identify potential solutions and develop strategies to address the problem effectively.
Additionally, breaking down complex problems can help to prevent us from becoming overwhelmed. A difficult situation can be daunting, and breaking it down into smaller parts can make it more manageable and easier to approach. This can help reduce stress and anxiety, allowing us to focus more easily on the task.
Finally, breaking down a complex problem can help to identify areas where further research or investigation is needed. We can better identify areas requiring further exploration or experimentation by breaking down the problem into its components. This can help ensure that we take a thorough approach to the problem.
In conclusion, breaking down complex problems can be an effective way of tackling them. By breaking down the problem into smaller parts, we can more easily identify its components and understand how they interact. This can make the problem easier to understand and conceptualize, reduce stress and anxiety, and help to identify areas where further research or investigation is needed.
When faced with a complex problem, it can be challenging to break it down into more manageable parts. However, it is essential to break down complex issues to understand them better and develop solutions. Here are some strategies that can be used to break down complex issues:
Start with the big picture. First, it is essential to understand the overall problem before attempting to break it down. This can be done by looking at the problem from a high-level perspective and considering all of the elements that are involved.
Identify the key components. Once the big picture has been identified, it is essential to identify the critical elements of the problem. This can be done by looking at the situation and breaking it into its components.
Analyze each component. Once the key features have been identified, it is essential to analyze each element in detail. This can be done by looking at the individual members of the problem and considering how they interact and contribute to the overall situation.
Break down further. Once a thorough analysis of each component has been done, it is essential to break down each part further. This can be done by looking at the individual elements of each member and breaking them down into smaller pieces. Doing this can help to identify any underlying issues that may be contributing to the overall problem.
Develop solutions. Once a thorough analysis of the problem is done, developing solutions is essential. This can be done by looking at the individual components of the problem and identifying potential solutions that could address the issues that have been identified.
Using these strategies makes it possible to break down complex problems into more manageable parts. This can be beneficial in terms of understanding the problem and developing solutions that can be implemented.
When attempting to solve a complex problem, it is important to break it down into smaller, more manageable pieces. Breaking down a complex problem can help identify the issue's individual components and make it easier to devise a solution. Several strategies can be used to break down a complex problem, including the following:
Identifying the Goals: The first step in breaking down a complex problem is determining the end goal or the desired outcome. This will help to narrow the focus of the problem and make it easier to identify the individual elements that need to be addressed.
Identifying Key Factors: Once the goal has been established, the next step is identifying the key factors influencing the problem. This could include external factors such as economic or political forces or internal factors such as organizational structure or team dynamics. Identifying the key factors makes it possible to isolate the elements that need to be addressed to solve the problem.
Analyzing the Problem: Once the critical factors have been identified, it is essential to diagnose the problem and identify the challenges and opportunities. This could involve looking at the problem from a variety of angles, such as looking at it from an economic, legal, or ethical perspective.
Developing a Plan of Action: Once the problem has been analyzed, the next step is to create a plan of action. This plan should include specific steps that need to be taken to address the issue. It is essential to ensure that the goal is realistic and achievable, as well as being time-bound.
By breaking down a complex problem into smaller, more manageable pieces, it is possible to identify the individual elements that need to be addressed to find a solution. This process can help focus the problem and make it easier to develop a plan of action that can be implemented to achieve the desired outcome.
**Understanding Complex Problem Solving** To develop complex problem solving skills, one must first understand the nature of complex problems. These problems typically involve multiple variables, interconnected parts, and unpredictable outcomes, requiring a deep understanding of the underlying systems. **Skill Acquisition through Practice and Experience** The acquisition of complex problem solving skills can be achieved through practice and experience. By engaging in diverse problem-solving activities, individuals can develop a repertoire of mental models and strategies that can be applied across different contexts. It is essential to reflect on past experiences and analyze the effectiveness of the employed strategies in order to refine one's problem-solving process. **Cultivating Critical Thinking** Critical thinking is crucial for complex problem solving, as it enables individuals to identify and evaluate potential solutions while considering long-term implications and consequences. This requires a willingness to question assumptions, challenge conventional wisdom, and remain open to new perspectives. Encouraging a critical mindset can involve engaging in debates, discussions, and analyzing divergent viewpoints on various issues. **Developing Creativity and Adaptability** Complex problem solving also necessitates creativity and adaptability, as it often requires generating multiple solutions and adjusting strategies in response to new information or changes in context. Fostering creativity can involve engaging in brainstorming exercises, exploring unconventional ideas, and experimenting with different methods to solve a given problem. Developing adaptability entails being open to change, responsive to feedback, and capable of switching approaches when necessary. **Leveraging Collaborative Efforts** In many cases, complex problems are most effectively addressed through collaboration, as diverse perspectives and expertise can yield comprehensive and innovative solutions. Developing these skills often involves participating in group projects, sharing knowledge, and building networks with other professionals in relevant fields. It is important to learn how to listen effectively and communicate clearly, as well as to respect and appreciate the contributions of others. **Utilizing Technology and Tools** Lastly, it is crucial to leverage technology and tools to enhance complex problem solving capabilities. Technological advancements have paved the way for a myriad of resources, such as simulation software, data analysis tools, and interactive platforms that can assist in understanding complex systems and generating solutions. Familiarity with these tools and the ability to apply them effectively in problem-solving scenarios can greatly enhance one's skills in tackling complex issues.
Understanding the Process The process of breaking down a complex problem involves several steps that enable individuals or groups to comprehend, analyze, and resolve intricate issues. This technique simplifies the problem by dividing it into smaller, more manageable parts. Identifying the Problem Firstly, it is crucial to clearly define and understand the problem. This involves identifying the main issue and recognizing its complexity. It is essential to discern the scope of the problem and determine the necessary resources to address it. Dividing the Problem Next, dissect the problem into smaller components or sub-problems. These components should be more straightforward and easier to handle, ideally independent of each other. This division enables a systematic approach to solving the larger problem by tackling each component one by one. Analyzing Each Component Once the problem is divided, carefully analyze each component to determine its significance and impact on the overall problem. Investigating each sub-problem also helps in identifying any underlying patterns or connections that may exist, providing a clearer understanding of the complex issue. Establishing Priorities After analyzing each sub-problem, assign a priority level based on its significance and impact on the larger problem. Prioritization helps to allocate resources effectively and focus on the most critical sub-problems first, ensuring a more efficient resolution of the overall issue. Developing Solutions With a clearer understanding of the sub-problems and their priorities, develop feasible solutions to address each component. These proposed solutions should take into account the resources available and the expected outcomes. It is also vital to examine potential consequences and account for any unforeseen variables. Implementing Solutions Once solutions are in place, carefully implement them while monitoring their progress and impact on the sub-problems. Close monitoring allows for adjustments and revisions as needed, ensuring an effective resolution of the issue. It also helps in identifying any further complexities that may emerge as a result of implementing the solutions. Evaluating Outcomes Finally, evaluate the outcomes of the implemented solutions and assess their effectiveness in resolving the complex problem. This step provides valuable insight into the success of the problem-solving process and helps in refining future strategies for addressing similar complex problems. In conclusion, breaking down a complex problem into manageable parts allows for a more systematic and efficient approach to resolving it. By understanding, dividing, and analyzing the problem, prioritizing its components, and implementing and evaluating solutions, individuals and groups can successfully address and overcome complex issues.
Defining Complex Problems Complex problems in problem-solving refer to multifaceted issues that cannot be easily solved using simplistic approaches. These types of issues often have various interconnected aspects, making it challenging for individuals or groups to develop a single, straightforward solution. Characteristics of Complex Problems One key aspect of complex problems is uncertainty. Due to the numerous interrelated factors and dynamic environments, it becomes difficult to predict the specific consequences of a solution. This may result in unintended outcomes or create new issues. Another characteristic is ambiguity. Solving complex problems can involve multiple interpretations, as there may be no clear definition or consensus on the nature of the problem itself. This can lead to conflicting perspectives on the best approach to resolve the issue. Complex problems are also often persistent or recurring, making it necessary to approach them in a dynamic and adaptive manner. This requires ongoing monitoring and refinement of the proposed solutions to ensure their sustained effectiveness. Strategies for Addressing Complex Problems Approaching complex problems requires adopting systematic and collaborative strategies. One such strategy is the use of interdisciplinary teams. By incorporating experts from various fields, diverse perspectives and knowledge can be leveraged to develop more comprehensive solutions. Another strategy involves adopting a systems-thinking mindset. This takes into consideration the interconnected nature of the problem and its various components, helping to identify potential leverage points and interdependencies. The use of iterative processes and adaptive management can also be effective in tackling complex problems. This approach involves implementing solutions in an incremental manner, monitoring their impact, learning from the results, and continuously refining the strategy. In conclusion, complex problems in problem-solving pose significant challenges due to their multifaceted, uncertain, and dynamic nature. A combination of interdisciplinary teamwork, systems-thinking, and adaptive management can lead to more effective strategies for addressing these difficult issues.
Understanding Problem-Solving Skills To answer the question on the breakdown of problem-solving skills, we must first understand what these skills entail. Problem-solving skills refer to the cognitive and practical abilities individuals employ in resolving complex issues, making decisions, and finding efficient solutions. Cognitive Skills Cognitive skills play a significant role in problem-solving, as they provide mental tools to analyze and understand the situation. These skills primarily focus on the following aspects: 1. Analysis: The ability to identify the problem and break it down into smaller components is crucial for successful problem-solving. This process aids in understanding the core issue, underlying causes, and potential implications. 2. Critical Thinking: After analyzing the problem, it is essential to evaluate possible solutions using logical reasoning and deductive skills. Critical thinking helps to differentiate between effective and ineffective strategies, ensuring an optimal solution. 3. Creativity: Generating innovative solutions often requires creative thinking skills. This involves brainstorming new ideas, making connections between seemingly unrelated concepts, and exploring alternative approaches. Practical Skills In addition to cognitive skills, practical skills are also necessary for effective problem-solving. These skills revolve around the following concepts: 1. Decision-Making: Once potential solutions are identified and evaluated, a decision must be made to choose the most suitable approach. This process involves comparing the pros and cons of each option and selecting the best course of action. 2. Communication: Effective problem-solving often relies on collaboration and sharing ideas with others. Strong communication skills allow individuals to convey their thoughts clearly and persuasively, facilitating understanding among team members. 3. Adaptability: Solving problems may require altering strategies or changing perspectives, especially when confronted with new information or obstacles. Adaptability enables individuals to respond effectively to changing circumstances and apply different methods when necessary. Problem-solving skills are a combination of cognitive and practical abilities that enable individuals to tackle complex problems and arrive at efficient solutions. Developing these skills requires focused attention on various cognitive aspects, such as analysis, critical thinking, and creativity, as well as practical aspects, including decision-making, communication, and adaptability. Strong problem-solving abilities contribute to professional success and personal growth, as individuals become more capable of navigating challenges and generating effective solutions in various areas of life.
Integrating Perspectives for Holistic Solutions Interdisciplinary approaches can contribute significantly to solving complex problems by bringing together diverse perspectives, tools, and methods from different disciplines. By integrating knowledge and skills from various fields, interdisciplinary approaches can offer more comprehensive, holistic, and effective solutions that address multiple dimensions of a problem. Collaborative Thought Processes For instance, solving environmental problems often requires collaboration between scientists, policy makers, and other stakeholders. An interdisciplinary team can not only conduct research in their respective fields, but also synthesize findings, cross-pollinate ideas, and catalyze innovative thought processes. This intellectual collaboration helps to create more nuanced understanding of complex issues and fosters creative problem-solving techniques. Mutual Learning and Adaptation Moreover, interdisciplinary approaches support mutual learning processes and adaptability among team members. As individuals gain insights and knowledge from their counterparts in different fields, they can apply new perspectives to their own areas of expertise. This continuous exchange of ideas and knowledge enhances the overall capacity of the project team to address multifaceted problems. Lessons from Real-world Cases A well-known example of interdisciplinary approaches in action is the field of public health, where medical experts, social scientists, and public policy analysts work together to combat infectious diseases, address healthcare disparities, and promote preventive care. By combining clinical, socioeconomic, and policy perspectives, public health practitioners can create comprehensive strategies and interventions that improve population health outcomes. Other examples of interdisciplinary problem-solving can be found in areas such as urban planning, where architects, engineers, social scientists, environmental experts, and other professionals collaborate to create sustainable, resilient, and inclusive cities. Overcoming Obstacles Together Despite the promising potential of interdisciplinary approaches, various challenges might arise, such as communication and coordination barriers among team members with divergent backgrounds. To harness the full potential of interdisciplinarity, it is crucial to invest in building effective communication channels, trust, and mutual understanding. In conclusion, interdisciplinary approaches can provide crucial benefits in addressing complex problems by incorporating diverse viewpoints, fostering innovation, and promoting mutual learning. By overcoming potential obstacles, interdisciplinary teams can leverage their combined expertise to develop holistic and effective solutions for today's pressing issues.
Mental Models in Problem Solving Mental models are cognitive structures that represent our understanding of the world around us. They help to simplify complex scenarios by allowing individuals to organize and process information efficiently. However, these models can negatively impact our ability to solve complex problems when they cause oversimplification or incorrect assumptions due to a lack of accurate or complete information. Cognitive Biases Impact on Decision Making Cognitive biases are systematic patterns of deviation from normative reasoning, which can distort our perception and judgment. These biases can interfere with our ability to effectively solve complex problems by skewing the information we deem relevant or by causing us to make decisions based on emotion rather than logic. For example, confirmation bias can lead individuals to seek information that supports their pre-existing beliefs while disregarding contradictory evidence, hindering the development of accurate mental models necessary for effective decision-making. Addressing Mental Models and Cognitive Biases In order to mitigate the negative effects of mental models and cognitive biases on problem-solving, individuals should engage in critical thinking and continually question their assumptions. This can involve seeking out diverse perspectives, considering multiple solutions, and reflecting on possible biases in the decision-making process. Additionally, cultivating a growth mindset can help individuals remain open to new information and adapt their mental models accordingly, leading to more effective problem-solving strategies.
Yu Payne is an American professional who believes in personal growth. After studying The Art & Science of Transformational from Erickson College, she continuously seeks out new trainings to improve herself. She has been producing content for the IIENSTITU Blog since 2021. Her work has been featured on various platforms, including but not limited to: ThriveGlobal, TinyBuddha, and Addicted2Success. Yu aspires to help others reach their full potential and live their best lives.
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Mathematics
The bestselling book that has helped millions of readers solve any problem
A must-have guide by eminent mathematician G. Polya, How to Solve It shows anyone in any field how to think straight. In lucid and appealing prose, Polya reveals how the mathematical method of demonstrating a proof or finding an unknown can help you attack any problem that can be reasoned out—from building a bridge to winning a game of anagrams. How to Solve It includes a heuristic dictionary with dozens of entries on how to make problems more manageable—from analogy and induction to the heuristic method of starting with a goal and working backward to something you already know. This disarmingly elementary book explains how to harness curiosity in the classroom, bring the inventive faculties of students into play, and experience the triumph of discovery. But it’s not just for the classroom. Generations of readers from all walks of life have relished Polya’s brilliantly deft instructions on stripping away irrelevancies and going straight to the heart of a problem.
"Every prospective teacher should read it. In particular, graduate students will find it invaluable. The traditional mathematics professor who reads a paper before one of the Mathematical Societies might also learn something from the book: 'He writes a, he says b, he means c; but it should be d.'"—E. T. Bell, Mathematical Monthly
"[ How to Solve It ] shows anew how keen its author is on questions of method and the formulation of methodological principles. Exposition and illustrative material are of a disarmingly elementary character, but very carefully thought out and selected."—Herman Weyl, Mathematical Review
"I recommend it highly to any person who is seriously interested in finding out methods of solving problems, and who does not object to being entertained while he does it."— Scientific Monthly
"Every mathematics student should experience and live this book"— Mathematics Magazine
"In an age that all solutions should be provided with the least possible effort, this book brings a very important message: mathematics and problem solving in general needs a lot of practice and experience obtained by challenging creative thinking, and certainly not by copying predefined recipes provided by others. Let's hope this classic will remain a source of inspiration for several generations to come."—A. Bultheel, European Mathematical Society
“Every mathematics student should experience and live this book.”— Mathematics Magazine
“[ How to Solve It ] shows anew how keen its author is on questions of method and the formulation of methodological principles. Exposition and illustrative material are of a disarmingly elementary character, but very carefully thought out and selected.”—Herman Weyl, Mathematical Review
“Any young person seeking a career in the sciences would do well to ponder this important contribution to the teacher’s art.”—A. C. Schaeffer, American Journal of Psychology
“I recommend it highly to any person who is seriously interested in finding out methods of solving problems, and who does not object to being entertained while he does it.”— Scientific Monthly
“Every prospective teacher should read [ How to Solve It ]. In particular, graduate students will find it invaluable. The traditional mathematics professor who reads a paper before one of the Mathematical Societies might also learn something from the book: ‘He writes a, he says b, he means c; but it should be d.’”—E. T. Bell, Mathematical Monthly
“In an age that all solutions should be provided with the least possible effort, this book brings a very important message: mathematics and problem solving in general needs a lot of practice and experience obtained by challenging creative thinking, and certainly not by copying predefined recipes provided by others. Let’s hope this classic will remain a source of inspiration for several generations to come.”—A. Bultheel, European Mathematical Society
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7. Solution evaluation. 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.
Step 1: Identify the Problem. The problem-solving process starts with identifying the problem. This step involves understanding the issue's nature, its scope, and its impact. Once the problem is clearly defined, it sets the foundation for finding effective solutions.
Keep reading to learn more about how World Café can help your team solve complex organisational problems. 5. Use problem-solving methodologies to guide the process. Because problem-solving is a creative process, it can be hard to keep it on track. As more ideas get banded around, conflicts can arise that derail the session.
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.
Their creative problem solving process emphasizes several things, namely: Separate ideation from evaluation. When you brainstorm creative ideas, have a separate time for writing it all down. Focus on generating lots of ideas. Don't prioritize or evaluate them until everything is captured. Judging will shut it down.
Balance divergent and convergent thinking. Ask problems as questions. Defer or suspend judgement. Focus on "Yes, and…" rather than "No, but…". According to Carella, "Creative problem solving is the mental process used for generating innovative and imaginative ideas as a solution to a problem or a challenge.
Complex problem solving is a series of observations and informed decisions used to find and implement a solution to a problem. Beyond finding and implementing a solution, complex problem solving also involves considering future changes to circumstance, resources and capabilities that may affect the trajectory of the process and success of the ...
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 ...
Collaborate with Others. Collaborating with others can help you develop your complex problem-solving skills. Working in a team environment can expose you to new ideas and approaches, help you identify blind spots, and provide opportunities for feedback and support. 5. Seek Out Challenging Problems.
Then this method delves into the following stages: Discovery (fact-finding) Dream (visioning the future) Design (strategic purpose) Destiny (continuous improvement) 3. "FIVE WHYS" METHOD. This method simply suggests that we ask "Why" at least five times during our review of the problem and in search of a fix.
Solutions are often more bricolage than perfect or optimal. The problem-solving process combines cognitive, emotional, and motivational aspects, particularly in high-stakes situations. Complex problems usually involve knowledge-rich requirements and collaboration among different persons.".
4 steps to better problem solving. While it might be tempting to dive into a problem head first, take the time to move step by step. Here's how you can effectively break down the problem-solving process with your team: 1. Identify the problem that needs to be solved. One of the easiest ways to identify a problem is to ask questions.
One of the best ways to improve your problem-solving skills is to learn from experts. Consider enrolling in organizational training, shadowing a mentor, or working with a coach. 2. Practice. Practice using your new problem-solving skills by applying them to smaller problems you might encounter in your daily life.
A quick overview of common problem solving techniques indicates that most of these methods focus on the problem rather than the whole eco-system where the problem exists. Along with the challenges of global economy, problems turn out to be more complicated and sometimes awakening problems.Climate change, traffic problems, and organizational problems that have developed through the years are ...
14 types of problem-solving strategies. Here are some examples of problem-solving strategies you can practice using to see which works best for you in different situations: 1. Define the problem. Taking the time to define a potential challenge can help you identify certain elements to create a plan to resolve them.
Here are the seven steps of the rational approach: Define the problem. Identify possible causes. Brainstorm options to solve the problem. Select an option. Create an implementation plan. Execute the plan and monitor the results. Evaluate the solution. Read more: Effective Problem Solving Steps in the Workplace.
Here's how you can navigate complex issues with effective problem solving techniques. Powered by AI and the LinkedIn community. 1. Define Clearly. 2. Gather Info. 3. Consider Options. Be the first ...
Explore expert insights on problem-solving techniques. Learn to define problems effectively, brainstorm creative solutions, and implement successful strategies. ... Explore expert insights on problem-solving techniques. Learn to define problems effectively, brainstorm creative solutions, and implement successful strategies. Application error: a ...
Tell us about the four steps then. COREY PHELPS: So in the book we describe what we call the "Four S method," so four stages, each of which starts with the letter "s". So the first stage ...
Thinking hats are a powerful problem-solving technique and method for solving complex problems. The thinking hat is a metaphor for how people think in different ways, especially when it comes to ...
Breaking down complex problems into smaller parts is a vital skill for successful problem-solving. Regardless of the complexity of the problem, adopting this approach promises an efficient and stress-free problem-solving experience. Skill Development. It helps in development of problem-solving skills.
Step 1: Identify the problem. In this first step, we define the scope of the problem we have to solve. Points to consider at this stage include problem origin (if known), problem impact (e.g. on ...
These practitioners need a set of new tools for extending existing algorithms and developing new algorithms to address a variety of real-world problems. This book addresses these very issues. The first part of the book covers many new ideas, algorithms, and techniques.
A must-have guide by eminent mathematician G. Polya, How to Solve It shows anyone in any field how to think straight. In lucid and appealing prose, Polya reveals how the mathematical method of demonstrating a proof or finding an unknown can help you attack any problem that can be reasoned out—from building a bridge to winning a game of anagrams.