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HCF and LCM - Problem Solving Full lesson including Stretch and Challenge and GCSE Questions

Subject: Mathematics

Age range: 11-14

Resource type: Lesson (complete)

Last updated

28 August 2024

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Lesson is designed to guide students through the concepts of Highest Common Factor (HCF) and Least Common Multiple (LCM) with a focus on problem-solving techniques. The lesson includes a step-by-step explanation of finding HCF and LCM, practical examples, and a variety of problem-solving questions, including GCSE-style questions for exam preparation… A worksheet accompanying the lesson provides additional practice with Stretch and Challenge questions, allowing students to apply what they’ve learned in a structured and rigorous way.

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Problem Solving

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We’re repeatedly told by hiring managers that problem solving is one of the most important skills they look for in a new hire. But how can students use this to their advantage? This piece examines: 1) How to problem solve 2) Best tips for problem solving 3) How to articulate this skill in a job interview. Odds are good you use problem solving skills everyday. All that’s left is to show a hiring manager that you can apply these same skills in your desired career!

• Research and Studies of Collaborative Problem Solving »

Research and Studies of Collaborative Problem Solving

This is the full list of published studies on Collaborative Problem Solving.

• Ashworth, K., Tapsak, S., & Li, S. T. (2012). Collaborative Problem Solving: Is empathy the active ingredient?   Graduate Student Journal of Psychology ,  14 , 83-92.
• Basso, R. V. J. & Graham, J. W. (2016). A longitudinal intervention study to reduce aggression by children ages 4-11 .  Journal of Behavior Therapy and Mental Health, 1(2) :12-23.
• Becker, K. D., Chorpita, B. F., & Daleiden, E. L. (2011). Improvement in symptoms versus functioning: How do our best treatments measure up?   Administration and Policy in Mental Health and Mental Health Services Research ,  38 (6), 440-458.
• Black, V., Bobier, C., Thomas, B., Prest, F., Ansley, C., Loomes, B., Eggleston, G., & Mountford, H. (2020). Reducing seclusion and restraint in a child and adolescent inpatient area: implementation of a collaborative problem-solving approach .  Australasian Psychiatry , 1-7.
• Bonnell, W., Alatishe, Y. A., & Hofner, A. (2014). The effects of a changing culture on a child and adolescent psychiatric inpatient unit .  Journal of the Canadian Academy of Child and Adolescent Psychiatry ,  23 (1), 65.
• Epstein, T., & Saltzman-Benaiah, J. (2010). Parenting children with disruptive behaviors: Evaluation of a Collaborative Problem Solving pilot program .  Journal of Clinical Psychology Practice ,  1 (1), 27-40.
• Ercole‐Fricke, E., Fritz, P., Hill, L. E., & Snelders, J. (2016). Effects of a Collaborative Problem‐Solving approach on an inpatient adolescent psychiatric unit .  Journal of Child and Adolescent Psychiatric Nursing ,  29 (3), 127-134.
• Gathright, M. M., Holmes, K. J., Morris, E. M., & Gatlin, D. A. (2016). An innovative, interdisciplinary model of care for inpatient child psychiatry: An overview .  The journal of behavioral health services & research ,  43 (4), 648-660.
• Greene, R. W., Ablon, J. S., & Goring, J. C. (2003). A transactional model of oppositional behavior: Underpinnings of the Collaborative Problem Solving approach .  Journal of Psychosomatic Research ,  55 (1), 67-75.
• Greene, R. W., Ablon, J. S., Goring, J. C., Raezer-Blakely, L., Markey, J., Monuteaux, M. C., ... & Rabbitt, S. (2004). Effectiveness of Collaborative Problem Solving in affectively dysregulated children with oppositional-defiant disorder: Initial findings .  Journal of consulting and clinical psychology ,  72 (6), 1157.
• Greene, R. W., Ablon, J. S., & Martin, A. (2006). Use of Collaborative Problem Solving to reduce seclusion and restraint in child and adolescent inpatient unit s.  Psychiatric Services ,  57 (5), 610-612.
• Hart, S. C., & DiPerna, J. C. (2017). Teacher beliefs and responses toward student misbehavior: Influence of cognitive skill deficit s.  Journal of applied school psychology ,  33 (1), 1-15.
• Heath, G. H., Fife‐Schaw, C., Wang, L., Eddy, C. J., Hone, M. J., & Pollastri, A. R. (2020). Collaborative Problem Solving reduces children's emotional and behavioral difficulties and parenting stress: Two key mechanisms . Journal of Clinical Psychology.
• Holmes, K. J., Stokes, L. D., & Gathright, M. M. (2014). The use of Collaborative Problem Solving to address challenging behavior among hospitalized children with complex trauma: A case series .  Residential Treatment for Children & Youth ,  31 (1), 41-62.
• Johnson, M., Östlund, S., Fransson, G., Landgren, M., Nasic, S., Kadesjö, B., ... & Fernell, E. (2012). Attention‐deficit/hyperactivity disorder with oppositional defiant disorder in Swedish children–an open study of Collaborative Problem Solving .  Acta Paediatrica ,  101 (6), 624-630.
• Kulkarni, G., Deshmukh, P., & Barzman, D. (2010). Collaborative Problem Solving (CPS) as a primary method of addressing acute pediatric pathological aggression along with other modalities .  Psychiatric quarterly ,  81 (2), 167-175.
• Martin, A., Krieg, H., Esposito, F., Stubbe, D., & Cardona, L. (2008). Reduction of restraint and seclusion through Collaborative Problem Solving: A five-year prospective inpatient study .  Psychiatric Services ,  59 (12), 1406-1412.
• Mohr, W. K., Martin, A., Olson, J. N., Pumariega, A. J., & Branca, N. (2009). Beyond point and level systems: Moving toward child‐centered programming .  American Journal of Orthopsychiatry ,  79 (1), 8-18.
• Open Arms Program of the Cambridge Hospital Child Assessment Unit, Cambridge, Massachusetts. (2003). 2003 APA Gold Award: A more compassionate model for treating children with severe mental disturbances .  Psychiatric Services ,  54 (11), 1529-1531.
• Pollastri, A. R., Epstein, L. D., Heath, G. H., & Ablon, J. S. (2013). The Collaborative Problem Solving approach: Outcomes across settings .  Harvard Review of Psychiatry ,  21 (4), 188-199.
• Pollastri, A. R., Lieberman, R. E., Boldt, S. L., & Ablon, J. S. (2016). Minimizing seclusion and restraint in youth residential and day treatment through site-wide implementation of Collaborative Problem Solving .  Residential Treatment for Children & Youth ,  33 (3-4), 186-205.
• Pollastri, A. R., Rosenbaum, C., & Ablon, J. S. (2019). Disruptive Behavior Disorders . In  The Massachusetts General Hospital Guide to Learning Disabilities  (pp. 207-220). Humana Press, Cham.
• Pollastri, A.R., Wang, L., Eddy C.J., Ablon, J. S. An open trial of Collaborative Problem Solving in a naturalistic outpatient setting . Clinical Child Psychology and Psychiatry 2022; 28(2): 512-524.
• Pollastri, A. R., Wang, L., Raftery-Helmer, J. N., Hurley, S., Eddy, C. J., Sisson, J., Thompson, N., & Ablon, J. S. (2022). Development and evaluation of an audio coding system for assessing providers’ integrity to Collaborative Problem Solving in youth-service settings .  Professional Psychology: Research and Practice , online first.
• Pollastri, A. R., Wang, L., Youn, S. J., Ablon, J. S., & Marques, L. (2020). The value of implementation frameworks: Using the active implementation frameworks to guide system‐wide implementation of Collaborative Problem Solving . Journal of Community Psychology .
• Regan, K. M., Curtin, C., & Vorderer, L. (2006). Paradigm shifts in inpatient psychiatric care of children: approaching child‐and family‐centered care .  Journal of Child and Adolescent Psychiatric Nursing ,  19 (1), 29-40.
• Schaubman, A., Stetson, E., & Plog, A. (2011). Reducing teacher stress by implementing Collaborative Problem Solving in a school setting .  School Social Work Journal ,  35 (2), 72-93.
• Stetson, E. A., & Plog, A. E. (2016).  Collaborative Problem Solving in schools: Results of a year-long consultation project .  School Social Work Journal ,  40 (2), 17-36.
• Stewart, S. L., Rick, J., Currie, M., & Rielly, N. (2009).  Collaborative Problem Solving approach in clinically referred children: A residential program evaluation .  Unpublished manuscript, Department of Applied Research and Education Child and Parent Resource Institute, London, Ontario, Canada .
• Stoll, S. J., Hartman, J. D., Paxton, D., Wang, L., Ablon, J. S., Perry, B. D., & Pollastri, A. R. (2023). De-Implementing a Point and Level System in Youth Residential Care without Increased Safety Risk: A Case Study . Residential Treatment for Children & Youth. Online first.
• Valenkamp, M., Delaney, K., & Verheij, F. (2014). Reducing seclusion and restraint during child and adolescent inpatient treatment: Still an underdeveloped area of research .  Journal of Child and Adolescent Psychiatric Nursing ,  27 (4), 169-174.
• Wang, L., & Pollastri, A. R. (2019).   User’s Guide to the Collaborative Problem Solving Adherence & Impact Measures (CPS-AIMs) . Think:Kids, Massachusetts General Hospital, Harvard Medical School.
• Wang, L., Pollastri, A. R., Vuijk, P. J., Hill, E. N., Lee, B. A., Samkavitz, A., … & Doyle, A. E. (2019). Reliability and Validity of the Thinking Skills Inventory, a Screening Tool for Cross-Diagnostic Skill Deficits Underlying Youth Behavioral Challenges .  Journal of Psychopathology and Behavioral Assessment ,  41 (1), 144-159.
• Wang, L., Stoll, S. J., Eddy, C. J., Hurley, S., Sisson, J., Thompson, N., Raftery-Helmer, J. N., Ablon, J. S., Pollastri, A. R. (2023). Pragmatic fidelity measurement in youth service settings .  Implementation Research and Practice ,  4,  1-13.
• Wang, L., Stoll, S., Hone, M., Ablon, J. S., & Pollastri, A. R. (2022). Effects of a Collaborative Problem Solving parent group on parent and child outcomes . Child & Family Behavior Therapy, 44(4), 241-258.

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Computer Science > Machine Learning

Title: knowledge graph modeling-driven large language model operating system (llm os) for task automation in process engineering problem-solving.

Abstract: We present the Process Engineering Operations Assistant (PEOA), an AI-driven framework designed to solve complex problems in the chemical and process industries. The framework employs a modular architecture orchestrated by a meta-agent, which serves as the central coordinator, managing an action generator and instruction-tuned small-scale language models (expert models). The action generator decomposes complex problems into sub-tasks and identifies suitable expert models to execute each, delivering precise solutions for multi-step problem-solving. Key techniques include advanced knowledge modeling using property graphs for improved information retrieval, facilitating more accurate and contextually relevant solutions. Additionally, the framework utilizes a teacher-student transfer-learning approach with GPT-4 (Omni) to fine-tune the action generator and expert models for domain adaptation, alongside an iterative problem-solving mechanism with sophisticated error handling. Custom datasets were developed to evaluate the framework against leading proprietary language models on various engineering tasks. The results demonstrate the framework effectiveness in automating calculations, accelerating prototyping, and providing AI-augmented decision support for industrial processes, marking a significant advancement in process engineering capabilities.

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• DOI: 10.52902/kjsc.2024.28.121
• Corpus ID: 269039411

Correlation between Communication Competence, Problem-Solving Skills, Clinical Competence, and Critical Thinking Competence on Person-Centered Care Competence of Nursing Students in who Experienced Clinical Practice

• Mi Young Moon
• Published in Forum of Public Safety and… 30 March 2024
• Education, Medicine

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Problem Solving Toolbox: Problems Solving Methodologies

• Inquiry & Analysis/Judging
• Problems Solving Methodologies
• Critical Thinking
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Problem Solving Methodologies tool

• A 5-Step Problem-Solving Strategy (https://academic.cuesta.edu/acasupp/as/407.htm) Appreciate the Complexities Involved in Decision-Making & Problem Solving
• Problem-Solving Techniques (http://www.mindtools.com/pages/main/newMN_TMC.htm) The 25+ tools in this section help you solve complicated business problems

Journal Articles & eBooks

• Analyses of Information Systems Students' Applications of Two Holistic Problem Solving Methodologies. by Musa, P. F., Edmondson, V., & Munchus, G. Journal of Information Systems Education. Winter2005, Vol. 16 Issue 4, p391-408. 18p.
• Breakthrough problem solving with action learning: Concepts and cases by Marquardt, M. J., & Yeo, R. K Publication Date: 2012 eBooks on EBSCOhost
• Decision making and problem solving strategies by Adair, John Publication Date: 2010 Ebrary
• Diagnostic Quality Problem Solving: A Conceptual Framework and Six Strategies. by DE MAST, JEROEN Quality Management Journal. 2013, Vol. 20 Issue 4, p21-36. 16p.
• Problem posing based on investigation activities by university students. by Ponte, J., & Henriques, A. Educational Studies in Mathematics; May2013, Vol. 83 Issue 1, p145-156, 12p, 1 Diagram
• Problem Solving for Teams : Make Consensus More Achievable by Pokras, Sandy Publication Date: 2010 eBooks on EBSCOhost
• Scenario Visualization : An Evolutionary Account of Creative Problem Solving by Arp, Robert Publication Date: 2008 eBooks on EBSCOhost
• Solving Everyday Problems with the Scientific Method : Thinking Like a Scientist by Mak, Don K., Angela T. Mak, and Anthony B. Mak. Publication Date: 2009 eBooks on EBSCOhost
• Solving Problems with Design Thinking : 10 Stories of What Works by Liedtka, J., Bennett, K. B., & King, A. Publication Date: 2013 eBooks on EBSCOhost
• Toward a creative problem-solving methodology with knowledge provision by Zhu, Z., Nagalingam, S., & Hsu, H. Applied Artificial Intelligence. Oct2011, Vol. 25 Issue 9, p836-881. 46p.

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Problem solving techniques: Steps and methods

Posted on May 29, 2019

Constant disruption has become a hallmark of the modern workforce and organisations want problem solving skills to combat this. Employers need people who can respond to change – be that evolving technology, new competitors, different models for doing business, or any of the other transformations that have taken place in recent years.

In addition, problem solving techniques encompass many of the other top skills employers seek . For example, LinkedIn’s list of the most in-demand soft skills of 2019 includes creativity, collaboration and adaptability, all of which fall under the problem-solving umbrella.

Despite its importance, many employees misunderstand what the problem solving method really involves.

What constitutes effective problem solving?

Effective problem solving doesn’t mean going away and coming up with an answer immediately. In fact, this isn’t good problem solving at all, because you’ll be running with the first solution that comes into your mind, which often isn’t the best.

Instead, you should look at problem solving more as a process with several steps involved that will help you reach the best outcome. Those steps are:

• Define the problem
• List all the possible solutions
• Evaluate the options
• Select the best solution
• Create an implementation plan
• Communicate your solution

Let’s look at each step in a little more detail.

1. Define the problem

The first step to solving a problem is defining what the problem actually is – sounds simple, right? Well no. An effective problem solver will take the thoughts of everyone involved into account, but different people might have different ideas on what the root cause of the issue really is. It’s up to you to actively listen to everyone without bringing any of your own preconceived notions to the conversation. Learning to differentiate facts from opinion is an essential part of this process.

An effective problem solver will take the opinions of everyone involved into account

The same can be said of data. Depending on what the problem is, there will be varying amounts of information available that will help you work out what’s gone wrong. There should be at least some data involved in any problem, and it’s up to you to gather as much as possible and analyse it objectively.

2. List all the possible solutions

Once you’ve identified what the real issue is, it’s time to think of solutions. Brainstorming as many solutions as possible will help you arrive at the best answer because you’ll be considering all potential options and scenarios. You should take everyone’s thoughts into account when you’re brainstorming these ideas, as well as all the insights you’ve gleaned from your data analysis. It also helps to seek input from others at this stage, as they may come up with solutions you haven’t thought of.

Depending on the type of problem, it can be useful to think of both short-term and long-term solutions, as some of your options may take a while to implement.

3. Evaluate the options

Each option will have pros and cons, and it’s important you list all of these, as well as how each solution could impact key stakeholders. Once you’ve narrowed down your options to three or four, it’s often a good idea to go to other employees for feedback just in case you’ve missed something. You should also work out how each option ties in with the broader goals of the business.

There may be a way to merge two options together in order to satisfy more people.

4. Select an option

Only now should you choose which solution you’re going to go with. What you decide should be whatever solves the problem most effectively while also taking the interests of everyone involved into account. There may be a way to merge two options together in order to satisfy more people.

5. Create an implementation plan

At this point you might be thinking it’s time to sit back and relax – problem solved, right? There are actually two more steps involved if you want your problem solving method to be truly effective. The first is to create an implementation plan. After all, if you don’t carry out your solution effectively, you’re not really solving the problem at all. 

Create an implementation plan on how you will put your solution into practice. One problem solving technique that many use here is to introduce a testing and feedback phase just to make sure the option you’ve selected really is the most viable. You’ll also want to include any changes to your solution that may occur in your implementation plan, as well as how you’ll monitor compliance and success.

6. Communicate your solution

There’s one last step to consider as part of the problem solving methodology, and that’s communicating your solution . Without this crucial part of the process, how is anyone going to know what you’ve decided? Make sure you communicate your decision to all the people who might be impacted by it. Not everyone is going to be 100 per cent happy with it, so when you communicate you must give them context. Explain exactly why you’ve made that decision and how the pros mean it’s better than any of the other options you came up with.

Prove your problem solving skills with Deakin

Employers are increasingly seeking soft skills, but unfortunately, while you can show that you’ve got a degree in a subject, it’s much harder to prove you’ve got proficiency in things like problem solving skills. But this is changing thanks to Deakin’s micro-credentials. These are university-level micro-credentials that provide an authoritative and third-party assessment of your capabilities in a range of areas, including problem solving. Reach out today for more information .

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

What is problem solving, definition and importance.

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

Problem-Solving Steps

The problem-solving process typically includes the following steps:

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

Defining the Problem

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

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

Generating Solutions

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

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

Evaluating and Selecting Solutions

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

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

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

Implementing and Monitoring the Solution

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

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

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

Problem-Solving Techniques

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

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

Brainstorming

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

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

When brainstorming, remember to:

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

Root Cause Analysis

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

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

SWOT Analysis

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

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

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

Mind Mapping

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

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

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

Examples of Problem Solving in Various Contexts

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

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

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

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

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

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

Learn Creative Problem Solving Techniques to Stimulate Innovation in Your Organization

By Kate Eby | October 20, 2017 (updated August 27, 2021)

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In today’s competitive business landscape, organizations need processes in place to make strong, well-informed, and innovative decisions. Problem solving - in particular creative problem solving (CPS) - is a key skill in learning how to accurately identify problems and their causes, generate potential solutions, and evaluate all the possibilities to arrive at a strong corrective course of action. Every team in any organization, regardless of department or industry, needs to be effective, creative, and quick when solving problems. 

In this article, we’ll discuss traditional and creative problem solving, and define the steps, best practices, and common barriers associated. After that, we’ll provide helpful methods and tools to identify the cause(s) of problematic situations, so you can get to the root of the issue and start to generate solutions. Then, we offer nearly 20 creative problem solving techniques to implement at your organization, or even in your personal life. Along the way, experts weigh in on the importance of problem solving, and offer tips and tricks. 

What Is Problem Solving and Decision Making?

Problem solving is the process of working through every aspect of an issue or challenge to reach a solution. Decision making is choosing one of multiple proposed solutions  — therefore, this process also includes defining and evaluating all potential options. Decision making is often one step of the problem solving process, but the two concepts are distinct. 

Collective problem solving is problem solving that includes many different parties and bridges the knowledge of different groups. Collective problem solving is common in business problem solving because workplace decisions typically affect more than one person. 

Problem solving, especially in business, is a complicated science. Not only are business conflicts multifaceted, but they often involve different personalities, levels of authority, and group dynamics. In recent years, however, there has been a rise in psychology-driven problem solving techniques, especially for the workplace. In fact, the psychology of how people solve problems is now studied formally in academic disciplines such as psychology and cognitive science.

Joe Carella is the Assistant Dean for Executive Education at the University of Arizona . Joe has over 20 years of experience in helping executives and corporations in managing change and developing successful business strategies. His doctoral research and executive education engagements have seen him focus on corporate strategy, decision making and business performance with a variety of corporate clients including Hershey’s, Chevron, Fender Musical Instruments Corporation, Intel, DP World, Essilor, BBVA Compass Bank.

He explains some of the basic psychology behind problem solving: “When our brain is engaged in the process of solving problems, it is engaged in a series of steps where it processes and organizes the information it receives while developing new knowledge it uses in future steps. Creativity is embedded in this process by incorporating diverse inputs and/or new ways of organizing the information received.”

Laura MacLeod is a Professor of Social Group Work at City University of New York, and the creator of From The Inside Out Project® , a program that coaches managers in team leadership for a variety of workplaces. She has a background in social work and over two decades of experience as a union worker, and currently leads talks on conflict resolution, problem solving, and listening skills at conferences across the country. 

MacLeod thinks of problem solving as an integral practice of successful organizations. “Problem solving is a collaborative process — all voices are heard and connected, and resolution is reached by the group,” she says. “Problems and conflicts occur in all groups and teams in the workplace, but if leaders involve everyone in working through, they will foster cohesion, engagement, and buy in. Everybody wins.”

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What Is the First Step in Solving a Problem?

Although problem solving techniques vary procedurally, experts agree that the first step in solving a problem is defining the problem. Without a clear articulation of the problem at stake, it is impossible to analyze all the key factors and actors, generate possible solutions, and then evaluate them to pick the best option. 

Dr. Elliott Jaffa is a behavioral and management psychologist with over 25 years of problem solving training and management experience. “Start with defining the problem you want to solve,” he says, “And then define where you want to be, what you want to come away with.” He emphasizes these are the first steps in creating an actionable, clear solution. 

Bryan Mattimore is Co-Founder of Growth Engine, an 18-year old innovation agency based in Norwalk, CT. Bryan has facilitated over 1,000 ideation sessions and managed over 200 successful innovation projects leading to over $3 billion in new sales. His newest book is 21 Days to a Big Idea . When asked about the first critical component to successful problem solving, Mattimore says, “Defining the challenge correctly, or ‘solving the right problem’ … The three creative techniques we use to help our clients ‘identify the right problem to be solved’ are questioning assumptions, 20 questions, and problem redefinition. A good example of this was a new product challenge from a client to help them ‘invent a new iron. We got them to redefine the challenge as first: a) inventing new anti-wrinkle devices, and then b) inventing new garment care devices.”

What Are Problem Solving Skills?

To understand the necessary skills in problem solving, you should first understand the types of thinking often associated with strong decision making. Most problem solving techniques look for a balance between the following binaries:

• Convergent vs. Divergent Thinking: Convergent thinking is bringing together disparate information or ideas to determine a single best answer or solution. This thinking style values logic, speed, and accuracy, and leaves no chance for ambiguity. Divergent thinking is focused on generating new ideas to identify and evaluate multiple possible solutions, often uniting ideas in unexpected combinations. Divergent thinking is characterized by creativity, complexity, curiosity, flexibility, originality, and risk-taking.
• Pragmatics vs. Semantics: Pragmatics refer to the logic of the problem at hand, and semantics is how you interpret the problem to solve it. Both are important to yield the best possible solution.
• Mathematical vs. Personal Problem Solving: Mathematical problem solving involves logic (usually leading to a single correct answer), and is useful for problems that involve numbers or require an objective, clear-cut solution. However, many workplace problems also require personal problem solving, which includes interpersonal, collaborative, and emotional intuition and skills. 

The following basic methods are fundamental problem solving concepts. Implement them to help balance the above thinking models.

• Reproductive Thinking: Reproductive thinking uses past experience to solve a problem. However, be careful not to rely too heavily on past solutions, and to evaluate current problems individually, with their own factors and parameters. 
• Idea Generation: The process of generating many possible courses of action to identify a solution. This is most commonly a team exercise because putting everyone’s ideas on the table will yield the greatest number of potential solutions. 

However, many of the most critical problem solving skills are “soft” skills: personal and interpersonal understanding, intuitiveness, and strong listening. 

Mattimore expands on this idea: “The seven key skills to be an effective creative problem solver that I detail in my book Idea Stormers: How to Lead and Inspire Creative Breakthroughs are: 1) curiosity 2) openness 3) a willingness to embrace ambiguity 4) the ability to identify and transfer principles across categories and disciplines 5) the desire to search for integrity in ideas, 6) the ability to trust and exercise “knowingness” and 7) the ability to envision new worlds (think Dr. Seuss, Star Wars, Hunger Games, Harry Potter, etc.).”

“As an individual contributor to problem solving it is important to exercise our curiosity, questioning, and visioning abilities,” advises Carella. “As a facilitator it is essential to allow for diverse ideas to emerge, be able to synthesize and ‘translate’ other people’s thinking, and build an extensive network of available resources.”

MacLeod says the following interpersonal skills are necessary to effectively facilitate group problem solving: “The abilities to invite participation (hear all voices, encourage silent members), not take sides, manage dynamics between the monopolizer, the scapegoat, and the bully, and deal with conflict (not avoiding it or shutting down).” 

Furthermore, Jaffa explains that the skills of a strong problem solver aren’t measurable. The best way to become a creative problem solver, he says, is to do regular creative exercises that keep you sharp and force you to think outside the box. Carella echoes this sentiment: “Neuroscience tells us that creativity comes from creating novel neural paths. Allow a few minutes each day to exercise your brain with novel techniques and brain ‘tricks’ – read something new, drive to work via a different route, count backwards, smell a new fragrance, etc.”

What Is Creative Problem Solving? History, Evolution, and Core Principles

Creative problem solving (CPS) is a method of problem solving in which you approach a problem or challenge in an imaginative, innovative way. The goal of CPS is to come up with innovative solutions, make a decision, and take action quickly. Sidney Parnes and Alex Osborn are credited with developing the creative problem solving process in the 1950s. The concept was further studied and developed at SUNY Buffalo State and the Creative Education Foundation. 

The core principles of CPS include the following:

• 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. Creative problem solving techniques can be pursued by individuals or groups.”

When asked to define CPS, Jaffa explains that it is, by nature, difficult to create boundaries for. “Creative problem solving is not cut and dry,” he says, “If you ask 100 different people the definition of creative problem solving, you’ll get 100 different responses - it’s a non-entity.”

Business presents a unique need for creative problem solving. Especially in today’s competitive landscape, organizations need to iterate quickly, innovate with intention, and constantly be at the cutting-edge of creativity and new ideas to succeed. Developing CPS skills among your workforce not only enables you to make faster, stronger in-the-moment decisions, but also inspires a culture of collaborative work and knowledge sharing. When people work together to generate multiple novel ideas and evaluate solutions, they are also more likely to arrive at an effective decision, which will improve business processes and reduce waste over time. In fact, CPS is so important that some companies now list creative problem solving skills as a job criteria.

MacLeod reiterates the vitality of creative problem solving in the workplace. “Problem solving is crucial for all groups and teams,” she says. “Leaders need to know how to guide the process, hear all voices and involve all members - it’s not easy.”

“This mental process [of CPS] is especially helpful in work environments where individuals and teams continuously struggle with new problems and challenges posed by their continuously changing environment,” adds Carella. 

Problem Solving Best Practices

By nature, creative problem solving does not have a clear-cut set of do’s and don’ts. Rather, creating a culture of strong creative problem solvers requires flexibility, adaptation, and interpersonal skills. However, there are a several best practices that you should incorporate:

• Use a Systematic Approach: Regardless of the technique you use, choose a systematic method that satisfies your workplace conditions and constraints (time, resources, budget, etc.). Although you want to preserve creativity and openness to new ideas, maintaining a structured approach to the process will help you stay organized and focused. 
• View Problems as Opportunities: Rather than focusing on the negatives or giving up when you encounter barriers, treat problems as opportunities to enact positive change on the situation. In fact, some experts even recommend defining problems as opportunities, to remain proactive and positive.
• Change Perspective: Remember that there are multiple ways to solve any problem. If you feel stuck, changing perspective can help generate fresh ideas. A perspective change might entail seeking advice of a mentor or expert, understanding the context of a situation, or taking a break and returning to the problem later. “A sterile or familiar environment can stifle new thinking and new perspectives,” says Carella. “Make sure you get out to draw inspiration from spaces and people out of your usual reach.”
• Break Down Silos: To invite the greatest possible number of perspectives to any problem, encourage teams to work cross-departmentally. This not only combines diverse expertise, but also creates a more trusting and collaborative environment, which is essential to effective CPS. According to Carella, “Big challenges are always best tackled by a group of people rather than left to a single individual. Make sure you create a space where the team can concentrate and convene.”
• Employ Strong Leadership or a Facilitator: Some companies choose to hire an external facilitator that teaches problem solving techniques, best practices, and practicums to stimulate creative problem solving. But, internal managers and staff can also oversee these activities. Regardless of whether the facilitator is internal or external, choose a strong leader who will value others’ ideas and make space for creative solutions.  Mattimore has specific advice regarding the role of a facilitator: “When facilitating, get the group to name a promising idea (it will crystalize the idea and make it more memorable), and facilitate deeper rather than broader. Push for not only ideas, but how an idea might specifically work, some of its possible benefits, who and when would be interested in an idea, etc. This fleshing-out process with a group will generate fewer ideas, but at the end of the day will yield more useful concepts that might be profitably pursued.” Additionally, Carella says that “Executives and managers don’t necessarily have to be creative problem solvers, but need to make sure that their teams are equipped with the right tools and resources to make this happen. Also they need to be able to foster an environment where failing fast is accepted and celebrated.”
• Evaluate Your Current Processes: This practice can help you unlock bottlenecks, and also identify gaps in your data and information management, both of which are common roots of business problems.

MacLeod offers the following additional advice, “Always get the facts. Don’t jump too quickly to a solution – working through [problems] takes time and patience.”

Mattimore also stresses that how you introduce creative problem solving is important. “Do not start by introducing a new company-wide innovation process,” he says. “Instead, encourage smaller teams to pursue specific creative projects, and then build a process from the ground up by emulating these smaller teams’ successful approaches. We say: ‘You don’t innovate by changing the culture, you change the culture by innovating.’”

Barriers to Effective Problem Solving

Learning how to effectively solve problems is difficult and takes time and continual adaptation. There are several common barriers to successful CPS, including:

• Confirmation Bias: The tendency to only search for or interpret information that confirms a person’s existing ideas. People misinterpret or disregard data that doesn’t align with their beliefs.
• Mental Set: People’s inclination to solve problems using the same tactics they have used to solve problems in the past. While this can sometimes be a useful strategy (see Analogical Thinking in a later section), it often limits inventiveness and creativity.
• Functional Fixedness: This is another form of narrow thinking, where people become “stuck” thinking in a certain way and are unable to be flexible or change perspective.
• Unnecessary Constraints: When people are overwhelmed with a problem, they can invent and impose additional limits on solution avenues. To avoid doing this, maintain a structured, level-headed approach to evaluating causes, effects, and potential solutions.
• Groupthink: Be wary of the tendency for group members to agree with each other — this might be out of conflict avoidance, path of least resistance, or fear of speaking up. While this agreeableness might make meetings run smoothly, it can actually stunt creativity and idea generation, therefore limiting the success of your chosen solution.
• Irrelevant Information: The tendency to pile on multiple problems and factors that may not even be related to the challenge at hand. This can cloud the team’s ability to find direct, targeted solutions.
• Paradigm Blindness: This is found in people who are unwilling to adapt or change their worldview, outlook on a particular problem, or typical way of processing information. This can erode the effectiveness of problem solving techniques because they are not aware of the narrowness of their thinking, and therefore cannot think or act outside of their comfort zone.

According to Jaffa, the primary barrier of effective problem solving is rigidity. “The most common things people say are, ‘We’ve never done it before,’ or ‘We’ve always done it this way.’” While these feelings are natural, Jaffa explains that this rigid thinking actually precludes teams from identifying creative, inventive solutions that result in the greatest benefit.

“The biggest barrier to creative problem solving is a lack of awareness – and commitment to – training employees in state-of-the-art creative problem-solving techniques,” Mattimore explains. “We teach our clients how to use ideation techniques (as many as two-dozen different creative thinking techniques) to help them generate more and better ideas. Ideation techniques use specific and customized stimuli, or ‘thought triggers’ to inspire new thinking and new ideas.” 

MacLeod adds that ineffective or rushed leadership is another common culprit. “We're always in a rush to fix quickly,” she says. “Sometimes leaders just solve problems themselves, making unilateral decisions to save time. But the investment is well worth it — leaders will have less on their plates if they can teach and eventually trust the team to resolve. Teams feel empowered and engagement and investment increases.”

Strategies for Problem Cause Identification

As discussed, most experts agree that the first and most crucial step in problem solving is defining the problem. Once you’ve done this, however, it may not be appropriate to move straight to the solution phase. Rather, it is often helpful to identify the cause(s) of the problem: This will better inform your solution planning and execution, and help ensure that you don’t fall victim to the same challenges in the future. 

Below are some of the most common strategies for identifying the cause of a problem:

• Root Cause Analysis: This method helps identify the most critical cause of a problem. A factor is considered a root cause if removing it prevents the problem from recurring. Performing a root cause analysis is a 12 step process that includes: define the problem, gather data on the factors contributing to the problem, group the factors based on shared characteristics, and create a cause-and-effect timeline to determine the root cause. After that, you identify and evaluate corrective actions to eliminate the root cause.

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Problem Solving Techniques and Strategies

In this section, we’ll explain several traditional and creative problem solving methods that you can use to identify challenges, create actionable goals, and resolve problems as they arise. Although there is often procedural and objective crossover among techniques, they are grouped by theme so you can identify which method works best for your organization.

Divergent Creative Problem Solving Techniques

Brainstorming: One of the most common methods of divergent thinking, brainstorming works best in an open group setting where everyone is encouraged to share their creative ideas. The goal is to generate as many ideas as possible – you analyze, critique, and evaluate the ideas only after the brainstorming session is complete. To learn more specific brainstorming techniques, read this article . 

Mind Mapping: This is a visual thinking tool where you graphically depict concepts and their relation to one another. You can use mind mapping to structure the information you have, analyze and synthesize it, and generate solutions and new ideas from there. The goal of a mind map is to simplify complicated problems so you can more clearly identify solutions.

Appreciative Inquiry (AI): The basic assumption of AI is that “an organization is a mystery to be embraced.” Using this principle, AI takes a positive, inquisitive approach to identifying the problem, analyzing the causes, and presenting possible solutions. The five principles of AI emphasize dialogue, deliberate language and outlook, and social bonding. 

Lateral Thinking: This is an indirect problem solving approach centered on the momentum of idea generation. As opposed to critical thinking, where people value ideas based on their truth and the absence of errors, lateral thinking values the “movement value” of new ideas: This means that you reward team members for producing a large volume of new ideas rapidly. With this approach, you’ll generate many new ideas before approving or rejecting any.

Problem Solving Techniques to Change Perspective

Constructive Controversy: This is a structured approach to group decision making to preserve critical thinking and disagreement while maintaining order. After defining the problem and presenting multiple courses of action, the group divides into small advocacy teams who research, analyze, and refute a particular option. Once each advocacy team has presented its best-case scenario, the group has a discussion (advocacy teams still defend their presented idea). Arguing and playing devil’s advocate is encouraged to reach an understanding of the pros and cons of each option. Next, advocacy teams abandon their cause and evaluate the options openly until they reach a consensus. All team members formally commit to the decision, regardless of whether they advocated for it at the beginning. You can learn more about the goals and steps in constructive controversy here . 

Carella is a fan of this approach. “Create constructive controversy by having two teams argue the pros and cons of a certain idea,” he says. “It forces unconscious biases to surface and gives space for new ideas to formulate.”

Abstraction: In this method, you apply the problem to a fictional model of the current situation. Mapping an issue to an abstract situation can shed extraneous or irrelevant factors, and reveal places where you are overlooking obvious solutions or becoming bogged down by circumstances. 

Analogical Thinking: Also called analogical reasoning , this method relies on an analogy: using information from one problem to solve another problem (these separate problems are called domains). It can be difficult for teams to create analogies among unrelated problems, but it is a strong technique to help you identify repeated issues, zoom out and change perspective, and prevent the problems from occurring in the future. .

CATWOE: This framework ensures that you evaluate the perspectives of those whom your decision will impact. The factors and questions to consider include (which combine to make the acronym CATWOE):

• Customers: Who is on the receiving end of your decisions? What problem do they currently have, and how will they react to your proposed solution?
• Actors: Who is acting to bring your solution to fruition? How will they respond and be affected by your decision?
• Transformation Process: What processes will you employ to transform your current situation and meet your goals? What are the inputs and outputs?
• World View: What is the larger context of your proposed solution? What is the larger, big-picture problem you are addressing?
• Owner: Who actually owns the process? How might they influence your proposed solution (positively or negatively), and how can you influence them to help you?
• Environmental Constraints: What are the limits (environmental, resource- and budget-wise, ethical, legal, etc.) on your ideas? How will you revise or work around these constraints?

Complex Problem Solving

Soft Systems Methodology (SSM): For extremely complex problems, SSM can help you identify how factors interact, and determine the best course of action. SSM was borne out of organizational process modeling and general systems theory, which hold that everything is part of a greater, interconnected system: This idea works well for “hard” problems (where logic and a single correct answer are prioritized), and less so for “soft” problems (i.e., human problems where factors such as personality, emotions, and hierarchy come into play). Therefore, SSM defines a seven step process for problem solving: 

• Begin with the problem or problematic situation 
• Express the problem or situation and build a rich picture of the themes of the problem 
• Identify the root causes of the problem (most commonly with CATWOE)
• Build conceptual models of human activity surrounding the problem or situation
• Compare models with real-world happenings
• Identify changes to the situation that are both feasible and desirable
• Take action to implement changes and improve the problematic situation

SSM can be used for any complex soft problem, and is also a useful tool in change management . 

Failure Mode and Effects Analysis (FMEA): This method helps teams anticipate potential problems and take steps to mitigate them. Use FMEA when you are designing (redesigning) a complex function, process, product, or service. First, identify the failure modes, which are the possible ways that a project could fail. Then, perform an effects analysis to understand the consequences of each of the potential downfalls. This exercise is useful for internalizing the severity of each potential failure and its effects so you can make adjustments or safeties in your plan. 

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Problem Solving Based on Data or Logic (Heuristic Methods)

TRIZ: A Russian-developed problem solving technique that values logic, analysis, and forecasting over intuition or soft reasoning. TRIZ (translated to “theory of inventive problem solving” or TIPS in English) is a systematic approach to defining and identifying an inventive solution to difficult problems. The method offers several strategies for arriving at an inventive solution, including a contradictions matrix to assess trade-offs among solutions, a Su-Field analysis which uses formulas to describe a system by its structure, and ARIZ (algorithm of inventive problem solving) which uses algorithms to find inventive solutions. 

Inductive Reasoning: A logical method that uses evidence to conclude that a certain answer is probable (this is opposed to deductive reasoning, where the answer is assumed to be true). Inductive reasoning uses a limited number of observations to make useful, logical conclusions (for example, the Scientific Method is an extreme example of inductive reasoning). However, this method doesn’t always map well to human problems in the workplace — in these instances, managers should employ intuitive inductive reasoning , which allows for more automatic, implicit conclusions so that work can progress. This, of course, retains the principle that these intuitive conclusions are not necessarily the one and only correct answer. 

Process-Oriented Problem Solving Methods

Plan Do Check Act (PDCA): This is an iterative management technique used to ensure continual improvement of products or processes. First, teams plan (establish objectives to meet desired end results), then do (implement the plan, new processes, or produce the output), then check (compare expected with actual results), and finally act (define how the organization will act in the future, based on the performance and knowledge gained in the previous three steps). 

Means-End Analysis (MEA): The MEA strategy is to reduce the difference between the current (problematic) state and the goal state. To do so, teams compile information on the multiple factors that contribute to the disparity between the current and goal states. Then they try to change or eliminate the factors one by one, beginning with the factor responsible for the greatest difference in current and goal state. By systematically tackling the multiple factors that cause disparity between the problem and desired outcome, teams can better focus energy and control each step of the process. 

Hurson’s Productive Thinking Model: This technique was developed by Tim Hurson, and is detailed in his 2007 book Think Better: An Innovator’s Guide to Productive Thinking . The model outlines six steps that are meant to give structure while maintaining creativity and critical thinking: 1) Ask “What is going on?” 2) Ask “What is success?” 3) Ask “What is the question?” 4) Generate answers 5) Forge the solution 6) Align resources. 

Control Influence Accept (CIA): The basic premise of CIA is that how you respond to problems determines how successful you will be in overcoming them. Therefore, this model is both a problem solving technique and stress-management tool that ensures you aren’t responding to problems in a reactive and unproductive way. The steps in CIA include:

• Control: Identify the aspects of the problem that are within your control.
• Influence: Identify the aspects of the problem that you cannot control, but that you can influence.
• Accept: Identify the aspects of the problem that you can neither control nor influence, and react based on this composite information. 

GROW Model: This is a straightforward problem solving method for goal setting that clearly defines your goals and current situation, and then asks you to define the potential solutions and be realistic about your chosen course of action. The steps break down as follows:

• Goal: What do you want?
• Reality: Where are you now?
• Options: What could you do?
• Will: What will you do?

OODA Loop: This acronym stands for observe, orient, decide, and act. This approach is a decision-making cycle that values agility and flexibility over raw human force. It is framed as a loop because of the understanding that any team will continually encounter problems or opponents to success and have to overcome them.

There are also many un-named creative problem solving techniques that follow a sequenced series of steps. While the exact steps vary slightly, they all follow a similar trajectory and aim to accomplish similar goals of problem, cause, and goal identification, idea generation, and active solution implementation.

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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At the core of our methodology is the Foresight Framework, a proven and proprietary methodology to find future innovation opportunities and to create forward-looking organizations. The methodology began at Stanford University and has been tested with various teams and companies since 2004. Comprised of 15 core methods for problem scoping and problem solving, the Foresight Framework is designed to address complex problems and future planning as systematically, creatively, and efficiently as possible.

By using this framework, participants prepare successfully for the future by answering three fundamental questions:

• How do I begin looking for future opportunities?
• How can I create a path to these opportunities that anticipates the inevitable changes along the way?
• What can I start doing today that will help me get there first?

Playbook for Strategic Foresight and Innovation

Looking for practical foresight methods? Download a free PDF of our playbook (or  buy a print version ) as your in-house guide.

Phase I: Perspective

Methods in the Perspective phase give you a broad frame of reference, holding up a mirror to the past so you may better anticipate the future.

Phase II: Opportunity

By understanding future customer changes, methods in the Opportunity phase help you develop an ability to see growth opportunities that exist today and extend into the future.

Phase III: Solution

Methods in the Solution phase seek to define the questions that exist along different paths to innovation, which are specific to your industry, customers, organization, and team skills.

Phase IV: Team

Methods in the Team phase focus on finding the talent and leadership your team needs to take an idea forward as a new opportunity or innovation.

Phase V: Vision

Methods in the Vision phase sharpen your team’s vision so that it may take on a life of its own and guide everyone’s actions forward.​

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• Parties interested in applying the foresight methods from the Foresight Framework for internal development, university teaching or educational reasons, or other purposes may do so with attribution and with no intention to profit.
• Other third party trademarks referenced on the website and in the Playbook for Strategic Foresight and Innovation are the property of their respective owners.

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• Commercial usage of the Foresight Framework and all related methods are restricted and full copyright are retained by the book's authors. You may not use trademarks, methods, or other intellectual property assets in connection with web sites, products, packaging, manuals, promotional/advertising materials, or for any other purpose except pursuant to an express written licensing agreement from the publisher. Contact the Innovation Leadership Group LLC's licensing team [email protected]  for more information.​

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

Author: Daniel Croft

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

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

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

Problem Solving Methodologies

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

Methodology of 8D (Eight Discipline) Problem Solving:

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

The 8D process consists of the following steps:

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

Download the 8D Problem Solving Template

A3 Problem Solving Method:

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

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

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

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

Step 1 – Define the Problem

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

To begin, ask yourself some clarifying questions:

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

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

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

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

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

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

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

Step 2 – Gather Information and Brainstorm Ideas

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

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

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

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

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

Step 3 – Evaluate Options and Choose the Best Solution

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

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

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

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

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

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

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

Step 4 – Implement and Monitor the Solution

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

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

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

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

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

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

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

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

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Daniel Croft

Hi im Daniel continuous improvement manager with a Black Belt in Lean Six Sigma and over 10 years of real-world experience across a range sectors, I have a passion for optimizing processes and creating a culture of efficiency. I wanted to create Learn Lean Siigma to be a platform dedicated to Lean Six Sigma and process improvement insights and provide all the guides, tools, techniques and templates I looked for in one place as someone new to the world of Lean Six Sigma and Continuous improvement.

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36 Problem-solving techniques, methods and tools

When it comes to solving problems, getting ideas is the easy part. 

But businesses often forget the other four stages of the problem-solving process that will allow them to find the best solution.

Instead of jumping straight to idea generation, your problem-solving framework should look like this:

• Identify the problem
• Reveal why it has occurred
• Brainstorm ideas
• Select the best solution

See how idea generation doesn’t appear until stage 3?!

In this extensive resource, we provide techniques, methodologies and tools to guide you through every stage of the problem-solving process.

Once you’ve finished reading, you’ll possess an extensive problem-solving arsenal that will enable you to overcome your biggest workplace challenges.

11 Problem-solving techniques for clarity and confidence

Before we dive into more comprehensive methodologies for solving problems, there are a few basic techniques you should know. 

The following techniques will set you up for a successful problem-solving session with your team, allowing you to take on your biggest challenges with clarity and confidence. ‍

1. Take a moment, take a breath

When a problem or challenge arises, it’s normal to act too quickly or rely on solutions that have worked well in the past. This is known as entrenched thinking.

But acting impulsively, without prior consideration or planning, can cause you to misunderstand the issue and overlook possible solutions to the problem.

Therefore, the first thing you should always do when you encounter a problem is: breathe in and out.

Take a step back and make a clear plan of action before you act. This will help you to take rational steps towards solving a problem. ‍

2. Ask questions to understand the full extent of the issue

Another common mistake people make when attempting to solve a problem is taking action before fully understanding the problem.

Before committing to a theory, ask enough questions to unearth the true root of the issue. 

Later in this article, we cover The 5 Why’s problem-solving methodology which you can use to easily identify the root of your problem. Give this a go at your next meeting and see how your initial understanding of a problem can often be wrong. ‍

3. Consider alternative perspectives

A common problem-solving issue is that of myopia—a narrow-minded view or perception of the problem. Myopia can occur when you’re too involved with the problem or your team isn’t diverse enough.

To give yourself the best chance of resolving a problem, gain insight from a wide range of sources. Collaborate with key stakeholders, customers and on-the-ground employees to learn how the problem affects them and whether they have found workarounds or solutions.

To paint the broadest picture, don’t limit your problem-solving team to a specific archetype. Try to include everyone, from the chief executive to the office janitor.

If you’re working with a small team, try the Flip It! problem-solving methodology to view the issue from a fresh angle. ‍

4. Make your office space conducive to problem-solving

The environment in which your host your brainstorming sessions should maximise creativity . When your team members trust each other and feel relaxed, they’re more likely to come up with innovative ideas and solutions to a problem.

Here are a few ways to get your employees’ creative juices flowing:

• Play team-building games that maximise trust and build interpersonal relationships
• Improve your team’s problem-solving skills with games that encourage critical thinking
• Redesign the office with comfortable furniture and collaborative spaces
• Boost job satisfaction by creating a positive work-life balance
• Improve collaborative skills and learn to resolve conflicts

World Café is a problem-solving method that creates a casual environment conducive to creative thinking. 

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.

That’s why problem-solving methodologies are so helpful. They offer you proven problem-solving frameworks to guide your group sessions and keep them on track.

The Six Thinking Hats problem-solving method is a popular technique that guides the process and helps your team analyse a problem from all angles.

We’re going to take a look at our favourite problem-solving methodologies in the next section of this article, XY Tried and tested problem-solving methodologies. ‍

6. Use analogies to solve complex problems

Sometimes, solving a different problem can help you uncover solutions to another problem! 

By stripping back a complex issue and framing it as a simplified analogy , you approach a problem from a different angle, enabling you to come up with alternative ideas.

After solving practice problems, your team might be more aptly equipped to solve real-world issues.

However, coming up with an analogy that reflects your issue can be difficult, so don’t worry if this technique doesn’t work for you.

The Speed Boat diagram is a visual tool that helps your employees view existing challenges as anchors holding back a boat which represents your end goals. By assigning a “weight” to each anchor, your team can prioritise which issues to tackle first. ‍

7. Establish clear constraints

Constraints make a big problem more approachable. 

Before you tackle a problem, establish clear boundaries and codes of conduct for the session. This allows your team to focus on the current issue without becoming distracted or veering off on a tangent.

In an article published in the Harvard Business Review, authors Oguz A. Acar, Murat Tarakci, and Daan van Knippenberg wrote, “Constraints … provide focus and a creative challenge that motivates people to search for and connect information from different sources to generate novel ideas for new products, services, or business processes.” (Why Constraints Are Good for Innovation, 2019)

Lightning Decision Jam is a prime example of how constraints can assist the creative process. Here, your team are given strict time constraints and isn’t permitted to discuss ideas until the end. ‍

8. Dislodge preconceived ideas

Humans are creatures of habit. 

We defer to strategies that have produced positive results in the past. This is typically beneficial because recalling our previous successes means we don’t need to constantly re-learn similar tasks.

But when it comes to problem-solving, this way of thinking can trip us up. We become fixated on a solution that worked in the past, but when this fails we’re dismayed and left wondering what to do next.

To resolve problems effectively, your employees need to escape the precincts of their imaginations. This helps to eliminate functional fixedness—the belief that an item serves only its predefined function.

Alternative Application is an icebreaker game that encourages employees to think outside the box by coming up with different uses for everyday objects. Try this at your next meeting or team-building event and watch your team tap into their creativity. ‍

9. Level the playing field

Having a diverse group of employees at your brainstorming sessions is a good idea, but there’s one problem: the extroverted members of your team will be more vocal than the introverts.

To ensure you’re gaining insight from every member of your team, you need to give your quieter employees equal opportunities to contribute by eliminating personality biases.

Read more: What icebreaker games and questions work best for introverts?

The obvious solution, then, is to “silence” the louder participants (it’s not as sinister as it sounds, promise)—all you have to do is ban your team from debating suggestions during the ideation process. 

The Lightning Decision Jam methodology gives your employees equal opportunities to contribute because much of the problem-solving process is carried out in silence. ‍

10. Take a break from the problem

Have you ever noticed how the best ideas seem to come when you’re not actively working on a problem? You may have spent hours slumped over your desk hashing out a solution, only for the “eureka!” moment to come when you’re walking your dog or taking a shower.

In James Webb Young’s book, A Technique for Producing Ideas , phase three of the process is “stepping away from the problem.” Young proclaims that after putting in the hard work, the information needs to ferment in the mind before any plausible ideas come to you.

So next time you’re in a meeting with your team trying to solve a problem, don’t panic if you don’t uncover groundbreaking ideas there and then. Allow everybody to mull over what they’ve learned, then reconvene at a later date.

The Creativity Dice methodology is a quick-fire brainstorming game that allows your team to incubate ideas while concentrating on another. ‍

11. Limit feedback sessions

The way your team delivers feedback at the end of a successful brainstorming session is critical. Left unsupervised, excessive feedback can undo all of your hard work.

Therefore, it’s wise to put a cap on the amount of feedback your team can provide. One great way of doing this is by using the One Breath Feedback technique.

By limiting your employees to one breath, they’re taught to be concise with their final comments. 

16 Tried and tested problem-solving methodologies

Problem-solving methodologies keep your brainstorming session on track and encourage your team to consider all angles of the issue.

Countless methods have wiggled their way into the world of business, each one with a unique strategy and end goal.

Here are 12 of our favourite problem-solving methodologies that will help you find the best-fit solution to your troubles. ‍

12. Six Thinking Hats

Six Thinking Hats is a methodical problem-solving framework that helps your group consider all possible problems, causes, solutions and repercussions by assigning a different coloured hat to each stage of the problem-solving process.

The roles of each hat are as follows:

• Blue Hat (Control): This hat controls the session and dictates the order in which the hats will be worn. When wearing the Blue Hat, your group will observe possible solutions, draw conclusions and define a plan of action.
• Green Hat (Idea Generation): The Green Hat signifies creativity. At this stage of the methodology, your team will focus their efforts on generating ideas, imagining solutions and considering alternatives.
• Red Hat (Intuition and Feelings): It’s time for your employees to communicate their feelings. Here, your team listen to their guts and convey their emotional impulses without justification. 
• Yellow Hat (Benefits and Values): What are the merits of each idea that has been put forward thus far? What positive impacts could they have?
• Black or Grey Hat (Caution): What are the potential risks or shortcomings of each idea? What negative impacts could result from implicating each idea?
• White Hat (Information and Data): While wearing The White Hat, your team must determine what information is needed and from where it can be obtained.

For Six Thinking Hats to work effectively, ensure your team acts within the confines of each role. 

While wearing The Yellow Hat, for example, your team should only discuss the positives . Any negative implications should be left for the Black or Grey hat.

Note: Feel free to alter the hat colours to align with your cultural context. ‍

13. Lightning Decision Jam (LDJ)

Lightning Decision Jam is a nine-stage problem-solving process designed to uncover a variety of perspectives while keeping the session on track.

The process starts by defining a general topic like the internal design process, interdepartmental communication, the sales funnel, etc.

Then, armed with pens and post-it notes, your team will work through the nine stages in the following order:

• Write problems (7 minutes)
• Present problems (4 minutes/person)
• Select problems (6 minutes)
• Reframe the problems (6 minutes)
• Offer solutions (7 minutes)
• Vote on solutions (10 minutes)
• Prioritise solutions (30 seconds)
• Decide what to execute (10 minutes)
• Create task lists (5 minutes)

The philosophy behind LDJ is that of constraint. By limiting discussion, employees can focus on compiling ideas and coming to democratic decisions that benefit the company without being distracted or going off on a tangent. ‍

14. The 5 Why’s

Root Cause Analysis (RCA) is the process of unearthing a problem and finding the underlying cause. To help you through this process, you can use The 5 Why’s methodology.

The idea is to ask why you’re experiencing a problem, reframe the problem based on the answer, and then ask “ why?” again. If you do this five times , you should come pretty close to the root of your original challenge.

While this might not be a comprehensive end-to-end methodology, it certainly helps you to pin down your core challenges. ‍

15. World Café

If you’ve had enough of uninspiring corporate boardrooms, World Café is the solution. 

This problem-solving strategy facilitates casual conversations around given topics, enabling players to speak more openly about their grievances without the pressure of a large group.

Here’s how to do it:

• Create a cosy cafe-style setting (try to have at least five or six chairs per table).
• As a group, decide on a core problem and mark this as the session topic.
• Divide your group into smaller teams by arranging five or six players at a table.
• Assign each group a question that pertains to the session topic, or decide on one question for all groups to discuss at once.
• Give the groups about 20 minutes to casually talk over each question.
• Repeat this with about three or four different questions, making sure to write down key insights from each group.
• Share the insights with the whole group.

World Café is a useful way of uncovering hidden causes and pitfalls by having multiple simultaneous conversations about a given topic. ‍

16. Discovery and Action Dialogue (DAD)

Discovery and Actions Dialogues are a collaborative method for employees to share and adopt personal behaviours in response to a problem. 

This crowdsourcing approach provides insight into how a problem affects individuals throughout your company and whether some are better equipped than others.

A DAD session is guided by a facilitator who asks seven open-ended questions in succession. Each person is given equal time to participate while a recorder takes down notes and valuable insights. 

This is a particularly effective method for uncovering preexisting ideas, behaviours and solutions from the people who face problems daily. ‍

17. Design Sprint 2.0

The Design Sprint 2.0 model by Jake Knapp helps your team to focus on finding, developing measuring a solution within four days . Because theorising is all well and good, but sometimes you can learn more by getting an idea off the ground and observing how it plays out in the real world.

Here’s the basic problem-solving framework:

• Day 1: Map out or sketch possible solutions
• Day 2: Choose the best solutions and storyboard your strategy going forward
• Day 3: Create a living, breathing prototype
• Day 4: Test and record how it performs in the real world

This technique is great for testing the viability of new products or expanding and fixing the features of an existing product. ‍

18. Open Space Technology

Open Space Technology is a method for large groups to create a problem-solving agenda around a central theme. It works best when your group is comprised of subject-matter experts and experienced individuals with a sufficient stake in the problem.

Open Space Technology works like this:

• Establish a core theme for your team to centralise their efforts.
• Ask the participants to consider their approach and write it on a post-it note.
• Everybody writes a time and place for discussion on their note and sticks it to the wall.
• The group is then invited to join the sessions that most interest them.
• Everybody joins and contributes to their chosen sessions
• Any significant insights and outcomes are recorded and presented to the group.

This methodology grants autonomy to your team and encourages them to take ownership of the problem-solving process. ‍

19. Round-Robin Brainstorming Technique

While not an end-to-end problem-solving methodology, the Round-Robin Brainstorming Technique is an effective way of squeezing every last ounce of creativity from your ideation sessions.

Here’s how it works:

• Decide on a problem that needs to be solved
• Sitting in a circle, give each employee a chance to offer an idea
• Have somebody write down each idea as they come up
• Participants can pass if they don’t have anything to contribute
• The brainstorming session ends once everybody has passed

Once you’ve compiled a long list of ideas, it’s up to you how you move forward. You could, for example, borrow techniques from other methodologies, such as the “vote on solutions” phase of the Lightning Decision Jam. ‍

20. Failure Modes and Effects Analysis (FMEA)

Failure Modes and Effects Analysis is a method for preventing and mitigating problems within your business processes.

This technique starts by examining the process in question and asking, “What could go wrong?” From here, your team starts to brainstorm a list of potential failures.

Then, going through the list one by one, ask your participants, “Why would this failure happen?” 

Once you’ve answered this question for each list item, ask yourselves, “What would the consequences be of this failure?”

This proactive method focuses on prevention rather than treatment. Instead of waiting for a problem to occur and reacting, you’re actively searching for future shortcomings. ‍

21. Flip It!

The Flip It! Methodology teaches your team to view their concerns in a different light and frame them instead as catalysts for positive change.

The game works like this:

• Select a topic your employees are likely to be concerned about, like market demand for your product or friction between departments.
• Give each participant a pile of sticky notes and ask them to write down all their fears about the topic.
• Take the fears and stick them to an area of the wall marked “fears.”
• Then, encourage your team to look at these fears and ask them to reframe them as “hope” by writing new statements on different sticky notes.
• Take these “hope” statements and stick them to an area of the wall marked “hope.”
• Discuss the statements, then ask them to vote on the areas they feel they can start to take action on. They can do this by drawing a dot on the corner of the sticky note.
• Move the notes with the most votes to a new area of the wall marked “traction.”
• Discuss the most popular statements as a group and brainstorm actionable items related to each.
• Write down the actions that need to be made and discuss them again as a group.

This brainstorming approach teaches your employees the danger of engrained thinking and helps them to reframe their fears as opportunities. ‍

22. The Creativity Dice

The Creativity Dice teaches your team to incubate ideas as they focus on different aspects of a problem. As we mentioned earlier in the article, giving ideas time to mature can be a highly effective problem-solving strategy. Here’s how the game works:

Choose a topic to focus on, It can be as specific or open-ended as you like. Write this down as a word or sentence. Roll the die, start a timer of three minutes and start writing down ideas within the confines of what that number resembles. The roles of each number are as follows:

• Specification: Write down goals you want to achieve.
• Investigation: Write down existing factual information you know about the topic.
• Ideation: Write down creative or practical ideas related to the topic.
• Incubation: Do something else unrelated to the problem.
• Iteration: Look at what you’ve already written and come up with related ideas (roll again if you didn’t write anything yet). ‍
• Integration: Look at everything you have written and try to create something cohesive from your ideas like a potential new product or actionable next step.

Once you’ve finished the activity, review your findings and decide what you want to take with you. ‍

23. SWOT Analysis

The SWOT Analysis is a long-standing method for analysing the current state of your business and considering how this affects the desired end state.

The basic idea is this:

• Before the meeting, come up with a “Desired end state” and draw a picture that represents this on a flipchart or whiteboard.
• Divide a large piece of paper into quadrants marked “Strengths”, “Weaknesses”, “Opportunities” and “Threats.”
• Starting with “Strengths”, work through the quadrants, coming up with ideas that relate to the desired end state.
• Ask your team to vote for the statements or ideas of each category that they feel are most relevant to the desired end state.
• As a group, discuss the implications that these statements have on the desired end state. Spark debate by asking thought-provoking and open-ended questions.

The SWOT Analysis is an intuitive method for understanding which parts of your business could be affecting your long-term goals. ‍

24. The Journalistic Six

When learning to cover every aspect of a story, journalists are taught to ask themselves six essential questions:  

Now, this approach has been adopted by organisations to help understand every angle of a problem. All you need is a clear focus question, then you can start working through the six questions with your team until you have a 360-degree view of what has, can and needs to be done. ‍

25. Gamestorming

Gamestorming is a one-stop creative-thinking framework that uses various games to help your team come up with innovative ideas.

Originally published as a book 10 years ago, Gamestorming contained a selection of creative games used by Silicon Valley’s top-performing businesses to develop groundbreaking products and services.

This collection of resources, plucked from the minds of founders and CEOs like Jeff Bezos and Steve Jobs, allows you to tap into the potentially genius ideas lying dormant in the minds of your employees. ‍

26. Four-Step Sketch

The Four-Step Sketch is a visual brainstorming that provides an alternative to traditional discussion-based ideation techniques .

This methodology requires prior discussion to clarify the purpose of the activity. Imagine you’re on a startup retreat , for example, and your team is taking part in a design sprint or hackathon.

Once you’ve brainstormed a list of ideas with your team, participants can look at the suggestions and take down any relevant notes. They then take these notes and turn them into rough sketches that resemble the idea.

Then, as a warm-up, give each participant eight minutes to produce eight alternative sketches (eight minutes per sketch) of the idea. These ideas are not to be shared with the group.

Finally, participants create new sketches based on their favourite ideas and share them with the group. The group can then vote on the ideas they think offer the best solution. ‍

27. 15% Solutions

15% Solutions is a problem-solving strategy for motivating and inspiring your employees. By encouraging your team to gain small victories, you pave the way for bigger changes.

First, ask your participants to think about things they can personally do within the confines of their role.

Then, arrange your team into small groups of three to four and give them time to share their ideas and consult with each other.

This simple problem-solving process removes negativity and powerlessness and teaches your team to take responsibility for change. 

9 Problem-solving tools for gathering and selecting ideas

Problem-solving tools support your meeting with easy-to-use graphs, visualisations and techniques.  

By implementing a problem-solving tool, you break the cycle of mundane verbal discussion, enabling you to maintain engagement throughout the session. ‍

28. Fishbone Diagram

The Fishbone Diagram (otherwise known as the Ishikawa Diagram or Cause and Effect Diagram), is a tool for identifying the leading causes of a problem. You can then consolidate these causes into a comprehensive “Problem Statement.”

The term “Fishbone Diagram” is derived from the diagram’s structure. The problem itself forms the tail, possible causes radiate from the sides to form the fish skeleton while the final “Problem Statement” appears as the “head” of the fish.

Example: A fast-food chain is investigating the declining quality of their food. As the team brainstorms potential causes, they come up with reasons like “poorly trained personnel”, “lack of quality control”, and “incorrect quantity of spices.” Together with other causes, the group summarises that these problems lead to “bad burgers.” They write this as the Problem Statement and set about eliminating the main contributing factors. ‍

29. The Problem Tree

A Problem Tree is a useful tool for assessing the importance or relevance of challenges concerning the core topic. If you’re launching a new product, for example, gather your team and brainstorm the current issues, roadblocks and bottlenecks that are hindering the process.

Then, work together to decide which of these are most pressing. Place the most relevant issues closer to the core topic and less relevant issues farther away. ‍

30. SQUID Diagram

The Squid Diagram is an easy-to-use tool that charts the progress of ideas and business developments as they unfold. Your SQUID Diagram can remain on a wall for your team to add to over time.

• Write down a core theme on a sticky note such as “customer service” or “Innovation”—this will be the “head” of your SQUID.
• Hand two sets of different coloured sticky notes to your participants and choose one colour to represent “questions” and the other to represent “answers.”
• Ask your team to write down questions pertaining to the success of the main topic. In the case of “Innovation,” your team might write things like “How can we improve collaboration between key stakeholders?”
• Then, using the other coloured sticky notes, ask your team to write down possible answers to these questions. In the example above, this might be “Invest in open innovation software.”
• Over time, you’ll develop a spawling SQUID Diagram that reflects the creative problem-solving process. ‍

31. The Speed Boat

The Speed Boat Diagram is a visual metaphor used to help your team identify and solve problems in the way of your goals.

Here’s how it works: 

• Draw a picture of a boat and name it after the core objective.
• With your team, brainstorm things that are slowing progress and draw each one as an anchor beneath the boat.
• Discuss possible solutions to each problem on the diagram.

This is an easy-to-use tool that sparks creative solutions. If you like, your team can assign a “weight” to each anchor which determines the impact each problem has on the end goal. ‍

32. The LEGO Challenge

LEGO is an excellent creative-thinking and problem-solving tool used regularly by event facilitators to help teams overcome challenges. 

In our article 5 and 10-minute Team-Building Activities , we introduce Sneak a Peek —a collaborative team-building game that develops communication and leadership skills. ‍

33. The Three W’s: What? So What? Now What?

Teams aren’t always aligned when it comes to their understanding of a problem. While the problem remains the same for everyone, they might have differing opinions as to how it occurred at the implications it had.

Asking “ What? So What? Now What?” Helps you to understand different perspectives around a problem.

It goes like this:

• Alone or in small groups, ask your employees to consider and write What happened. This should take between five and 10 minutes.
• Then ask So What? What occurred because of this? Why was what happened important? What might happen if this issue is left unresolved?
• Finally, ask your team Now What? What might be a solution to the problem? What actions do you need to take to avoid this happening again?

This approach helps your team understand how problems affect individuals in different ways and uncovers a variety of ways to overcome them. ‍

34. Now-How-Wow Matrix

Gathering ideas is easy—but selecting the best ones? That’s a different story. 

If you’ve got a bunch of ideas, try the Now-How-Wow Matrix to help you identify which ones you should implement now and which ones should wait until later.

Simply draw a two-axis graph with “implementation difficulty” on the Y axis and “idea originality” on the X axis. Divide this graph into quadrants and write “Now!” in the bottom left panel, “Wow!” in the bottom right panel, and “How?” in the top right panel. You can leave the top left panel blank.

Then, take your ideas and plot them on the graph depending on their implementation difficulty and level of originality.

By the end, you’ll have a clearer picture of which ideas to ignore, which ones to implement now, and which ones to add to the pipeline for the future. ‍

35. Impact-Effort Matrix

The Impact-Effort Matrix is a variation of the Now-How-Wow Matrix where the Y axis is marked “Impact” and the X axis is marked “Effort.”

Then, divide the graph into quadrants and plot your ideas. 

• Top left section = Excellent, implement immediately
• Top right section = Risky, but worth a try
• Bottom left section = Low risk, but potentially ineffective
• Bottom right section = Bad idea, ignore

The Impact-Effort Matrix is a simple way for your team to weigh the benefits of an idea against the amount of investment required. ‍

36. Dot Voting

Once you’ve gathered a substantial list of ideas from your employees, you need to sort the good from the bad. 

Dot voting is a simple tool used by problem-solving facilitators as a fast and effective way for large groups to vote on their favourite ideas . You’ll have seen this method used in problem-solving methods like Flip It! and Lightning Decision Jam .

• Participants write their ideas on sticky notes and stick them to the wall or a flipchart.
• When asked, participants draw a small dot on the corner of the idea they like the most.
• Participants can be given as many votes as necessary.
• When voting ends, arrange the notes from “most popular” to “least popular.”

This provides an easy-to-use visual representation of the best and worst ideas put forward by your team.

Give your problems the attention they deserve at an offsite retreat

While working from home or at the office, your team is often too caught up in daily tasks to take on complex problems. 

By escaping the office and uniting at an offsite location, you can craft a purposeful agenda of team-building activities and problem-solving sessions. This special time away from the office can prove invaluable when it comes to keeping your business on track.

If you have problems that need fixing (who doesn’t?), reach out to Surf Office and let us put together a fully-customised offsite retreat for you.

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The Basics of Structured Problem-Solving Methodologies: DMAIC & 8D

Topics: Minitab Engage

When it comes to solving a problem, organizations want to get to the root cause of the problem, as quickly as possible. They also want to ensure that they find the most effective solution to that problem, make sure the solution is implemented fully, and is sustained into the future so that the problem no longer occurs. The best way to do this is by implementing structured problem-solving. In this blog post, we’ll briefly cover structured problem-solving and the best improvement methodologies to achieve operational excellence. Before we dive into ways Minitab can help, let’s first cover the basics of problem-solving.

WHAT IS STRUCTURED PROBLEM-SOLVING?

Structured problem-solving is a disciplined approach that breaks down the problem-solving process into discrete steps with clear objectives. This method enables you to tackle complex problems, while ensuring you’re resolving the right ones. It also ensures that you fully understand those problems, you've considered the reasonable solutions, and are effectively implementing and sustaining them.

WHAT IS A STRUCTURED PROBLEM-SOLVING METHODOLOGY?

A structured problem-solving methodology is a technique that consists of a series of phases that a project must pass through before it gets completed. The goal of a methodology is to highlight the intention behind solving a particular problem and offers a strategic way to resolve it. WHAT ARE THE BEST PROBLEM-SOLVING METHODOLOGIES?

That depends on the problem you’re trying to solve for your improvement initiative. The structure and discipline of completing all the steps in each methodology is more important than the specific methodology chosen. To help you easily visualize these methodologies, we’ve created the Periodic Table of Problem-Solving Methodologies. Now let’s cover two important methodologies for successful process improvement and problem prevention: DMAIC and 8D .

8D is known as the Eight Disciplines of problem-solving. It consists of eight steps to solve difficult, recurring, or critical problems. The methodology consists of problem-solving tools to help you identify, correct, and eliminate the source of problems within your organization. If the problem you’re trying to solve is complex and needs to be resolved quickly, 8D might be the right methodology to implement for your organization. Each methodology could be supported with a project template, where its roadmap corresponds to the set of phases in that methodology. It is a best practice to complete each step of a given methodology, before moving on to the next one.

MINITAB ENGAGE, YOUR SOLUTION TO EFFECTIVE PROBLEM-SOLVING

Minitab Engage TM was built to help organizations drive innovation and improvement initiatives. What makes our solution unique is that it combines structured problem-solving methodologies with tools and dashboards to help you plan, execute, and measure your innovation initiatives! There are many problem-solving methodologies and tools to help you get started. We have the ultimate end-to-end improvement solution to help you reach innovation success.

Ready to explore structured problem-solving?

Download our free eBook to discover the top methodologies and tools to help you accelerate your innovation programs.

See how our experts can train your company to better understand and utilize data. Find out more about our Training Services today!

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Problem-Solving Techniques and Tips (That Actually Work)

June 14, 2022 - 10 min read

Solving complex problems may be difficult but it doesn't have to be excruciating. You just need the right frame of mind and a process for untangling the problem at hand.

Luckily for you, there are plenty of techniques available to solve whatever problems come at you in the workplace.

When faced with a doozy of a problem, where do you start? And what problem-solving techniques can you use right now that can help you make good decisions?

Today's post will give you tips and techniques for solving complex problems so you can untangle any complication like an expert.

How many steps are there in problem-solving?

At its core, problem-solving is a methodical four-step process. You may even recall these steps from when you were first introduced to the Scientific Method.

• First, you must define the problem . What is its cause? What are the signs there's a problem at all?
• Next, you identify various options for solutions. What are some good ideas to solve this?
• Then, evaluate your options and choose from among them. What is the best option to solve the problem? What's the easiest option? How should you prioritize?
• Finally, implement the chosen solution . Does it solve the problem? Is there another option you need to try?

When applying problem-solving techniques, you will be using a variation of these steps as your foundation.

Takeaway: Before you can solve a problem, seek to understand it fully.

Creative problem-solving techniques

Time to get creative! You might think this will just be a list of out-of-the-box ways to brainstorm ideas. Not exactly.

Creative problem solving (CPS) is actually a formal process formulated by Sidney Parnes and Alex Faickney Osborn , who is thought of as the father of traditional brainstorming (and the "O" in famous advertising agency BBDO).

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 . Nothing stops the flow of creative ideas faster than judging them on the spot. Wait until the brainstorming is over before you evaluate.
• Restate problems as questions . It's easier to entice a group into thinking of creative ideas when challenges are stated as open-ended questions.
• Use "Yes and" to expand ideas . Here's one of the basic tenets of improv comedy. It's way too easy to shut down and negate ideas by using the word "but" (i.e. "But I think this is better..."). Avoid this at all costs. Instead, expand on what was previously introduced by saying "Yes, and..." to keep ideas flowing and evolving.

Takeaway: When brainstorming solutions, generate ideas first by using questions and building off of existing ideas. Do all evaluating and judging later.

Problem-solving tips from psychology

If you take a look at the history of problem-solving techniques in psychology, you'll come across a wide spectrum of interesting ideas that could be helpful.

Take it from experience

In 1911, the American psychologist Edward Thorndike observed cats figuring out how to escape from the cage he placed them in. From this, Thorndike developed his law of effect , which states: If you succeed via trial-and-error, you're more likely to use those same actions and ideas that led to your previous success when you face the problem again.

Takeaway: Your past experience can inform and shed light on the problem you face now. Recall. Explore.

Barriers to reproductive thinking

The Gestalt psychologists  built on Thorndike's ideas when they proposed that problem-solving can happen via reproductive thinking — which is not about sex, but rather solving a problem by using past experience and reproducing that experience to solve the current problem.

What's interesting about Gestalt psychology is how they view barriers to problem-solving. Here are two such barriers:

• Are you entrenched? Look up mental set or entrenchment . This is when you're fixated on a solution that used to work well in the past but has no bearing to your current problem. Are you so entrenched with a method or idea that you use it even when it doesn't work? As Queen Elsa sang, "Let it go!" 
• Are you thinking of alternative uses? There is a cognitive bias called functional fixedness which could thwart any of your critical thinking techniques by having you only see an object's conventional function. For example, say you need to cut a piece of paper in half but only have a ruler. Functional fixedness would lead you to think the ruler is only good for measuring things. (You could also use the ruler to crease the paper, making it easier to tear it in half.)

Takeaway: Think outside of the box! And by box, we mean outside of the past experience you're holding on to, or outside any preconceived ideas on how a tool is conventionally used.

More problem-solving tools

Hurson's productive thinking model.

In his book "Think Better," author and creativity guru Tim Hurson proposed a six-step model for solving problems creatively. The steps in his Productive Thinking Model are:

• Ask, "What is going on?" Define the problem and its impact on your company, then clarify your vision for the future.
• Ask, "What is success?" Define what the solution must do, what resources it needs, its scope, and the values it must uphold.
• Ask, "What is the question?" Generate a long list of questions that, when answered, will solve the problem.
• Generate answers . Answer the questions from step three.
• Forge the solution . Evaluate the ideas with potential based on the criteria from step two. Pick a solution.
• Align resources . Identify people and resources to execute the solution.

Use a fishbone diagram to see cause and effect

The most important part of defining the problem is looking at the possible root cause. You'll need to ask yourself questions like: Where and when is it happening? How is it occurring? With whom is it happening? Why is it happening?

You can get to the root cause with a fishbone diagram (also known as an Ishikawa diagram or a cause and effect diagram).

Basically, you put the effect on the right side as the problem statement. Then you list all possible causes on the left, grouped into larger cause categories. The resulting shape resembles a fish skeleton. Which is a perfect way to say, "This problem smells fishy."

Use analogies to get to a solution

Analogical thinking uses information from one area to help with a problem in a different area. In short, solving a different problem can lead you to find a solution to the actual problem. Watch out though! Analogies are difficult for beginners and take some getting used to.

An example: In the "radiation problem," a doctor has a patient with a tumor that cannot be operated on. The doctor can use rays to destroy the tumor but it also destroys healthy tissue.

Two researchers, Gick and Holyoak , noted that people solved the radiation problem much more easily after being asked to read a story about an invading general who must capture the fortress of a king but be careful to avoid landmines that will detonate if large forces traverse the streets. The general then sends small forces of men down different streets so the army can converge at the fortress at the same time and can capture it at full force.

Ask "12 what elses"

In her book " The Architecture of All Abundance ," author Lenedra J. Carroll (aka the mother of pop star Jewel) talks about a question-and-answer technique for getting out of a problem.

When faced with a problem, ask yourself a question about it and brainstorm 12 answers ("12 what elses") to that problem. Then you can go further by taking one answer, turning it into a question and generating 12 more "what elses." Repeat until the solution is golden brown, fully baked, and ready to take out of the oven.

Start using these techniques today

Hopefully you find these different techniques useful and they get your imagination rolling with ideas on how to solve different problems.

And if that's the case, then you have four different takeaways to use the next time a problem gets you tangled up:

• Don't start by trying to solve the problem. First, aim to understand the root of the problem.
• Use questions to generate ideas for solving the problem.
• Look to previous problems to find the answers to new ones.
• Clear your preconceived ideas and past experiences before attempting to tackle the problem.

How to solve problems with Wrike

Empower your team to be even more productive with Wrike's project management and collaboration tools. With documents, revisions, and project -related communication all in one place, employees can use Wrike as a single source of truth for all project information.

Get 360-degree visibility of all your work and identify problems before they occur — see schedule or resource conflicts on Gantt charts, easily view progress with custom statuses, and move work along with automated approvals.

Want to streamline your processes and ease future problem-solving? Get started with a free two-week trial of Wrike today.

What are your favorite problem-solving techniques?

Do you have a problem-solving technique that has worked wonders for your organization? Hit the comments below and share your wisdom!

Lionel Valdellon

Lionel is a former Content Marketing Manager of Wrike. He is also a blogger since 1997, a productivity enthusiast, a project management newbie, a musician and producer of electronic downtempo music, a father of three, and a husband of one.

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Problem Solving Skills for the Digital Age

Lucid Content

Reading time: about 6 min

Let’s face it: Things don’t always go according to plan. Systems fail, wires get crossed, projects fall apart.

Problems are an inevitable part of life and work. They’re also an opportunity to think critically and find solutions. But knowing how to get to the root of unexpected situations or challenges can mean the difference between moving forward and spinning your wheels.

Here, we’ll break down the key elements of problem solving, some effective problem solving approaches, and a few effective tools to help you arrive at solutions more quickly.

So, what is problem solving?

Broadly defined, problem solving is the process of finding solutions to difficult or complex issues. But you already knew that. Understanding problem solving frameworks, however, requires a deeper dive.

Think about a recent problem you faced. Maybe it was an interpersonal issue. Or it could have been a major creative challenge you needed to solve for a client at work. How did you feel as you approached the issue? Stressed? Confused? Optimistic? Most importantly, which problem solving techniques did you use to tackle the situation head-on? How did you organize thoughts to arrive at the best possible solution?

Solve your problem-solving problem  

Here’s the good news: Good problem solving skills can be learned. By its nature, problem solving doesn’t adhere to a clear set of do’s and don’ts—it requires flexibility, communication, and adaptation. However, most problems you face, at work or in life, can be tackled using four basic steps.

First, you must define the problem . This step sounds obvious, but often, you can notice that something is amiss in a project or process without really knowing where the core problem lies. The most challenging part of the problem solving process is uncovering where the problem originated.

Second, you work to generate alternatives to address the problem directly. This should be a collaborative process to ensure you’re considering every angle of the issue.

Third, you evaluate and test potential solutions to your problem. This step helps you fully understand the complexity of the issue and arrive at the best possible solution.

Finally, fourth, you select and implement the solution that best addresses the problem.

Following this basic four-step process will help you approach every problem you encounter with the same rigorous critical and strategic thinking process, recognize commonalities in new problems, and avoid repeating past mistakes.

In addition to these basic problem solving skills, there are several best practices that you should incorporate. These problem solving approaches can help you think more critically and creatively about any problem:

You may not feel like you have the right expertise to resolve a specific problem. Don’t let that stop you from tackling it. The best problem solvers become students of the problem at hand. Even if you don’t have particular expertise on a topic, your unique experience and perspective can lend itself to creative solutions.

Challenge the status quo

Standard problem solving methodologies and problem solving frameworks are a good starting point. But don’t be afraid to challenge assumptions and push boundaries. Good problem solvers find ways to apply existing best practices into innovative problem solving approaches.

Think broadly about and visualize the issue

Sometimes it’s hard to see a problem, even if it’s right in front of you. Clear answers could be buried in rows of spreadsheet data or lost in miscommunication. Use visualization as a problem solving tool to break down problems to their core elements. Visuals can help you see bottlenecks in the context of the whole process and more clearly organize your thoughts as you define the problem.  

Hypothesize, test, and try again

It might be cliche, but there’s truth in the old adage that 99% of inspiration is perspiration. The best problem solvers ask why, test, fail, and ask why again. Whether it takes one or 1,000 iterations to solve a problem, the important part—and the part that everyone remembers—is the solution.

Consider other viewpoints

Today’s problems are more complex, more difficult to solve, and they often involve multiple disciplines. They require group expertise and knowledge. Being open to others’ expertise increases your ability to be a great problem solver. Great solutions come from integrating your ideas with those of others to find a better solution. Excellent problem solvers build networks and know how to collaborate with other people and teams. They are skilled in bringing people together and sharing knowledge and information.

4 effective problem solving tools

As you work through the problem solving steps, try these tools to better define the issue and find the appropriate solution.

Root cause analysis

Similar to pulling weeds from your garden, if you don’t get to the root of the problem, it’s bound to come back. A root cause analysis helps you figure out the root cause behind any disruption or problem, so you can take steps to correct the problem from recurring. The root cause analysis process involves defining the problem, collecting data, and identifying causal factors to pinpoint root causes and arrive at a solution.

Less structured than other more traditional problem solving methods, the 5 Whys is simply what it sounds like: asking why over and over to get to the root of an obstacle or setback. This technique encourages an open dialogue that can trigger new ideas about a problem, whether done individually or with a group. Each why piggybacks off the answer to the previous why. Get started with the template below—both flowcharts and fishbone diagrams can also help you track your answers to the 5 Whys.

Brainstorming

A meeting of the minds, a brain dump, a mind meld, a jam session. Whatever you call it, collaborative brainstorming can help surface previously unseen issues, root causes, and alternative solutions. Create and share a mind map with your team members to fuel your brainstorming session.

Gap analysis

Sometimes you don’t know where the problem is until you determine where it isn’t. Gap filling helps you analyze inadequacies that are preventing you from reaching an optimized state or end goal. For example, a content gap analysis can help a content marketer determine where holes exist in messaging or the customer experience. Gap analysis is especially helpful when it comes to problem solving because it requires you to find workable solutions. A SWOT analysis chart that looks at a problem through the lens of strengths, opportunities, opportunities, and threats can be a helpful problem solving framework as you start your analysis.

A better way to problem solve

Beyond these practical tips and tools, there are myriad methodical and creative approaches to move a project forward or resolve a conflict. The right approach will depend on the scope of the issue and your desired outcome.

Depending on the problem, Lucidchart offers several templates and diagrams that could help you identify the cause of the issue and map out a plan to resolve it.  Learn more about how Lucidchart can help you take control of your problem solving process .

About Lucidchart

Lucidchart, a cloud-based intelligent diagramming application, is a core component of Lucid Software's Visual Collaboration Suite. This intuitive, cloud-based solution empowers teams to collaborate in real-time to build flowcharts, mockups, UML diagrams, customer journey maps, and more. Lucidchart propels teams forward to build the future faster. Lucid is proud to serve top businesses around the world, including customers such as Google, GE, and NBC Universal, and 99% of the Fortune 500. Lucid partners with industry leaders, including Google, Atlassian, and Microsoft. Since its founding, Lucid has received numerous awards for its products, business, and workplace culture. For more information, visit lucidchart.com.

Related articles

How you can use creative problem solving at work.

Sometimes you're faced with challenges that traditional problem solving can't fix. Creative problem solving encourages you to find new, creative ways of thinking that can help you overcome the issue at hand more quickly.

Solve issues faster with the root cause analysis process

Root cause analysis refers to any problem-solving method used to trace an issue back to its origin. Learn how to complete a root cause analysis—we've even included templates to get you started.

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“Everything you’ve ever wanted is sitting on the other side of fear.” — George Addair

Guide to Problem-Solving Methodologies: 8D, PDCA, DMAIC, and Kaizen

Welcome 2024! Embracing and mastering problem-solving methodologies is essential for organizations on their continuous improvement journey throughout the year. By learning these techniques, teams can streamline and enhance their problem-solving processes, fostering a culture of innovation and resilience in the face of challenges.

This proactive approach will empower organizations to navigate uncertainties, drive efficiency, and achieve sustainable growth in the dynamic landscape of 2024 and beyond.

This article explores four widely adopted methodologies: 8D (Eight Disciplines), PDCA (Plan-Do-Check-Act), DMAIC (Define-Measure-Analyze-Improve-Control) , and Kaizen .

Each methodology brings a unique approach to problem-solving, tailored to different contexts and challenges.

Problem-Solving Methodologies

1. 8d (eight disciplines).

The 8D problem-solving methodology is structured into eight steps, providing a systematic approach to identifying, solving, and preventing problems.

The steps include:

• D1: Form a Team
• D2: Define the Problem
• D3: Develop Interim Containment Actions
• D4: Identify the Root Cause
• D5: Choose Permanent Corrective Actions
• D6: Implement Corrective Actions
• D7: Prevent Recurrence
• D8: Congratulate the Team

8D emphasizes teamwork, data-driven analysis, and a focus on both short-term containment and long-term solutions. It encourages a thorough investigation into the root cause to prevent recurrence.

2. PDCA (Plan-Do-Check-Act)

PDCA, also known as the Deming Cycle, is a continuous improvement method popularized by W. Edwards Deming.

The PDCA cycle comprises four stages:

• Plan : Identify the problem and plan for change
• Do : Execute the plan on a small scale
• Check : Analyze the results and compare against the expected outcomes
• Act : Implement necessary changes on a larger scale and standardize improvements

PDCA is iterative, promoting a constant feedback loop for ongoing improvement. It is versatile and applicable across various industries and processes.

3. DMAIC (Define-Measure-Analyze-Improve-Control)

DMAIC is a core component of the Six Sigma methodology, designed to improve processes by eliminating defects. The five stages of DMAIC are:

• Define : Clearly articulate the problem, project goals, and customer requirements
• Measure : Collect relevant data to understand the current state of the process
• Analyze : Identify root causes of problems through data analysis
• Improve : Develop and implement solutions to address the root causes
• Control : Sustain the improvements and monitor the process to prevent regression

DMAIC emphasizes data-driven decision-making and statistical analysis to achieve measurable and sustainable improvements.

Kaizen , a Japanese term meaning “continuous improvement,” is a philosophy that promotes incremental, continuous changes.

Key principles of Kaizen include:

• Standardize processes
• Practice 5S (Sort, Set in order, Shine, Standardize, Sustain)
• Empower employees to suggest and implement improvements
• Focus on small, manageable changes

Kaizen fosters a culture of continuous improvement at all organizational levels, encouraging employees to contribute to the evolution of processes and systems.

Related Article: Understanding the 5S Methodology: Streamlining Success in Workspaces

Choosing the Right Tool or the Right Problem-Solving Methodologies

While each methodology offers a unique approach, the most effective one depends on the specific context:

• 8D:  Ideal for complex problems, customer complaints, and team-based problem-solving.
• PDCA:  Suitable for quick improvements, testing new ideas, and cyclical progress.
• DMAIC:  Effective for data-driven, statistically controlled process optimization and defect reduction.
• Kaizen:  Perfect for fostering a culture of continuous improvement, small incremental changes, and employee engagement.

Final Thoughts

Effective problem-solving is essential for organizational success and continuous improvement. The 8D , PDCA, DMAIC , and Kaizen methodologies offer distinct approaches, allowing organizations to choose the one that aligns best with their goals and context.

By incorporating these methodologies, businesses can enhance their problem-solving capabilities, driving efficiency, quality, and overall success.

As the New Year begins, I wish you all lots of happiness and good luck in your projects!

Join our vibrant community of enlightened readers! Elevate your knowledge with exclusive updates and insights by subscribing today!

A heartfelt thank you for investing your time in reading this article. For a deeper dive into Project and Operations Management, along with best practices, delve into more of my articles at www.projinsights.com .

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Problem-Solving Strategies and Obstacles

JGI / Jamie Grill / Getty Images

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From deciding what to eat for dinner to considering whether it's the right time to buy a house, problem-solving is a large part of our daily lives. Learn some of the problem-solving strategies that exist and how to use them in real life, along with ways to overcome obstacles that are making it harder to resolve the issues you face.

What Is Problem-Solving?

In cognitive psychology , the term 'problem-solving' refers to the mental process that people go through to discover, analyze, and solve problems.

A problem exists when there is a goal that we want to achieve but the process by which we will achieve it is not obvious to us. Put another way, there is something that we want to occur in our life, yet we are not immediately certain how to make it happen.

Maybe you want a better relationship with your spouse or another family member but you're not sure how to improve it. Or you want to start a business but are unsure what steps to take. Problem-solving helps you figure out how to achieve these desires.

The problem-solving process involves:

• Discovery of the problem
• Deciding to tackle the issue
• Seeking to understand the problem more fully
• Researching available options or solutions
• Taking action to resolve the issue

Before problem-solving can occur, it is important to first understand the exact nature of the problem itself. If your understanding of the issue is faulty, your attempts to resolve it will also be incorrect or flawed.

Problem-Solving Mental Processes

Several mental processes are at work during problem-solving. Among them are:

• Perceptually recognizing the problem
• Representing the problem in memory
• Considering relevant information that applies to the problem
• Identifying different aspects of the problem
• Labeling and describing the problem

Problem-Solving Strategies

There are many ways to go about solving a problem. Some of these strategies might be used on their own, or you may decide to employ multiple approaches when working to figure out and fix a problem.

An algorithm is a step-by-step procedure that, by following certain "rules" produces a solution. Algorithms are commonly used in mathematics to solve division or multiplication problems. But they can be used in other fields as well.

In psychology, algorithms can be used to help identify individuals with a greater risk of mental health issues. For instance, research suggests that certain algorithms might help us recognize children with an elevated risk of suicide or self-harm.

One benefit of algorithms is that they guarantee an accurate answer. However, they aren't always the best approach to problem-solving, in part because detecting patterns can be incredibly time-consuming.

There are also concerns when machine learning is involved—also known as artificial intelligence (AI)—such as whether they can accurately predict human behaviors.

Heuristics are shortcut strategies that people can use to solve a problem at hand. These "rule of thumb" approaches allow you to simplify complex problems, reducing the total number of possible solutions to a more manageable set.

If you find yourself sitting in a traffic jam, for example, you may quickly consider other routes, taking one to get moving once again. When shopping for a new car, you might think back to a prior experience when negotiating got you a lower price, then employ the same tactics.

While heuristics may be helpful when facing smaller issues, major decisions shouldn't necessarily be made using a shortcut approach. Heuristics also don't guarantee an effective solution, such as when trying to drive around a traffic jam only to find yourself on an equally crowded route.

Trial and Error

A trial-and-error approach to problem-solving involves trying a number of potential solutions to a particular issue, then ruling out those that do not work. If you're not sure whether to buy a shirt in blue or green, for instance, you may try on each before deciding which one to purchase.

This can be a good strategy to use if you have a limited number of solutions available. But if there are many different choices available, narrowing down the possible options using another problem-solving technique can be helpful before attempting trial and error.

In some cases, the solution to a problem can appear as a sudden insight. You are facing an issue in a relationship or your career when, out of nowhere, the solution appears in your mind and you know exactly what to do.

Insight can occur when the problem in front of you is similar to an issue that you've dealt with in the past. Although, you may not recognize what is occurring since the underlying mental processes that lead to insight often happen outside of conscious awareness .

Research indicates that insight is most likely to occur during times when you are alone—such as when going on a walk by yourself, when you're in the shower, or when lying in bed after waking up.

How to Apply Problem-Solving Strategies in Real Life

If you're facing a problem, you can implement one or more of these strategies to find a potential solution. Here's how to use them in real life:

• Create a flow chart . If you have time, you can take advantage of the algorithm approach to problem-solving by sitting down and making a flow chart of each potential solution, its consequences, and what happens next.
• Recall your past experiences . When a problem needs to be solved fairly quickly, heuristics may be a better approach. Think back to when you faced a similar issue, then use your knowledge and experience to choose the best option possible.
• Start trying potential solutions . If your options are limited, start trying them one by one to see which solution is best for achieving your desired goal. If a particular solution doesn't work, move on to the next.
• Take some time alone . Since insight is often achieved when you're alone, carve out time to be by yourself for a while. The answer to your problem may come to you, seemingly out of the blue, if you spend some time away from others.

Obstacles to Problem-Solving

Problem-solving is not a flawless process as there are a number of obstacles that can interfere with our ability to solve a problem quickly and efficiently. These obstacles include:

• Assumptions: When dealing with a problem, people can make assumptions about the constraints and obstacles that prevent certain solutions. Thus, they may not even try some potential options.
• Functional fixedness : This term refers to the tendency to view problems only in their customary manner. Functional fixedness prevents people from fully seeing all of the different options that might be available to find a solution.
• Irrelevant or misleading information: When trying to solve a problem, it's important to distinguish between information that is relevant to the issue and irrelevant data that can lead to faulty solutions. The more complex the problem, the easier it is to focus on misleading or irrelevant information.
• Mental set: A mental set is a tendency to only use solutions that have worked in the past rather than looking for alternative ideas. A mental set can work as a heuristic, making it a useful problem-solving tool. However, mental sets can also lead to inflexibility, making it more difficult to find effective solutions.

How to Improve Your Problem-Solving Skills

In the end, if your goal is to become a better problem-solver, it's helpful to remember that this is a process. Thus, if you want to improve your problem-solving skills, following these steps can help lead you to your solution:

• Recognize that a problem exists . If you are facing a problem, there are generally signs. For instance, if you have a mental illness , you may experience excessive fear or sadness, mood changes, and changes in sleeping or eating habits. Recognizing these signs can help you realize that an issue exists.
• Decide to solve the problem . Make a conscious decision to solve the issue at hand. Commit to yourself that you will go through the steps necessary to find a solution.
• Seek to fully understand the issue . Analyze the problem you face, looking at it from all sides. If your problem is relationship-related, for instance, ask yourself how the other person may be interpreting the issue. You might also consider how your actions might be contributing to the situation.
• Research potential options . Using the problem-solving strategies mentioned, research potential solutions. Make a list of options, then consider each one individually. What are some pros and cons of taking the available routes? What would you need to do to make them happen?
• Take action . Select the best solution possible and take action. Action is one of the steps required for change . So, go through the motions needed to resolve the issue.
• Try another option, if needed . If the solution you chose didn't work, don't give up. Either go through the problem-solving process again or simply try another option.

You can find a way to solve your problems as long as you keep working toward this goal—even if the best solution is simply to let go because no other good solution exists.

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

Dunbar K. Problem solving . A Companion to Cognitive Science . 2017. doi:10.1002/9781405164535.ch20

Stewart SL, Celebre A, Hirdes JP, Poss JW. Risk of suicide and self-harm in kids: The development of an algorithm to identify high-risk individuals within the children's mental health system . Child Psychiat Human Develop . 2020;51:913-924. doi:10.1007/s10578-020-00968-9

Rosenbusch H, Soldner F, Evans AM, Zeelenberg M. Supervised machine learning methods in psychology: A practical introduction with annotated R code . Soc Personal Psychol Compass . 2021;15(2):e12579. doi:10.1111/spc3.12579

Mishra S. Decision-making under risk: Integrating perspectives from biology, economics, and psychology . Personal Soc Psychol Rev . 2014;18(3):280-307. doi:10.1177/1088868314530517

Csikszentmihalyi M, Sawyer K. Creative insight: The social dimension of a solitary moment . In: The Systems Model of Creativity . 2015:73-98. doi:10.1007/978-94-017-9085-7_7

Chrysikou EG, Motyka K, Nigro C, Yang SI, Thompson-Schill SL. Functional fixedness in creative thinking tasks depends on stimulus modality .  Psychol Aesthet Creat Arts . 2016;10(4):425‐435. doi:10.1037/aca0000050

Huang F, Tang S, Hu Z. Unconditional perseveration of the short-term mental set in chunk decomposition .  Front Psychol . 2018;9:2568. doi:10.3389/fpsyg.2018.02568

National Alliance on Mental Illness. Warning signs and symptoms .

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

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Turn your team into skilled problem solvers with these problem-solving strategies

Picture this, you're handling your daily tasks at work and your boss calls you in and says, "We have a problem." 

Unfortunately, we don't live in a world in which problems are instantly resolved with the snap of our fingers. Knowing how to effectively solve problems is an important professional skill to hone. If you have a problem that needs to be solved, what is the right process to use to ensure you get the most effective solution?

In this article we'll break down the problem-solving process and how you can find the most effective solutions for complex problems.

What is problem solving? 

Problem solving is the process of finding a resolution for a specific issue or conflict. There are many possible solutions for solving a problem, which is why it's important to go through a problem-solving process to find the best solution. You could use a flathead screwdriver to unscrew a Phillips head screw, but there is a better tool for the situation. Utilizing common problem-solving techniques helps you find the best solution to fit the needs of the specific situation, much like using the right tools.

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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. A good place to start is to ask journalistic questions, like:

Who : Who is involved with this problem? Who caused the problem? Who is most affected by this issue?

What: What is happening? What is the extent of the issue? What does this problem prevent from moving forward?

Where: Where did this problem take place? Does this problem affect anything else in the immediate area? 

When: When did this problem happen? When does this problem take effect? Is this an urgent issue that needs to be solved within a certain timeframe?

Why: Why is it happening? Why does it impact workflows?

How: How did this problem occur? How is it affecting workflows and team members from being productive?

Asking journalistic questions can help you define a strong problem statement so you can highlight the current situation objectively, and create a plan around that situation.

Here’s an example of how a design team uses journalistic questions to identify their problem:

Overarching problem: Design requests are being missed

Who: Design team, digital marketing team, web development team

What: Design requests are forgotten, lost, or being created ad hoc.

Where: Email requests, design request spreadsheet

When: Missed requests on January 20th, January 31st, February 4th, February 6th

How : Email request was lost in inbox and the intake spreadsheet was not updated correctly. The digital marketing team had to delay launching ads for a few days while design requests were bottlenecked. Designers had to work extra hours to ensure all requests were completed.

In this example, there are many different aspects of this problem that can be solved. Using journalistic questions can help you identify different issues and who you should involve in the process.

2. Brainstorm multiple solutions

If at all possible, bring in a facilitator who doesn't have a major stake in the solution. Bringing an individual who has little-to-no stake in the matter can help keep your team on track and encourage good problem-solving skills.

Here are a few brainstorming techniques to encourage creative thinking:

Brainstorm alone before hand: Before you come together as a group, provide some context to your team on what exactly the issue is that you're brainstorming. This will give time for you and your teammates to have some ideas ready by the time you meet.

Say yes to everything (at first): When you first start brainstorming, don't say no to any ideas just yet—try to get as many ideas down as possible. Having as many ideas as possible ensures that you’ll get a variety of solutions. Save the trimming for the next step of the strategy. 

Talk to team members one-on-one: Some people may be less comfortable sharing their ideas in a group setting. Discuss the issue with team members individually and encourage them to share their opinions without restrictions—you might find some more detailed insights than originally anticipated.

Break out of your routine: If you're used to brainstorming in a conference room or over Zoom calls, do something a little different! Take your brainstorming meeting to a coffee shop or have your Zoom call while you're taking a walk. Getting out of your routine can force your brain out of its usual rut and increase critical thinking.

3. Define the solution

After you brainstorm with team members to get their unique perspectives on a scenario, it's time to look at the different strategies and decide which option is the best solution for the problem at hand. When defining the solution, consider these main two questions: What is the desired outcome of this solution and who stands to benefit from this solution? 

Set a deadline for when this decision needs to be made and update stakeholders accordingly. Sometimes there's too many people who need to make a decision. Use your best judgement based on the limitations provided to do great things fast.

4. Implement the solution

To implement your solution, start by working with the individuals who are as closest to the problem. This can help those most affected by the problem get unblocked. Then move farther out to those who are less affected, and so on and so forth. Some solutions are simple enough that you don’t need to work through multiple teams.

After you prioritize implementation with the right teams, assign out the ongoing work that needs to be completed by the rest of the team. This can prevent people from becoming overburdened during the implementation plan . Once your solution is in place, schedule check-ins to see how the solution is working and course-correct if necessary.

Implement common problem-solving strategies

There are a few ways to go about identifying problems (and solutions). Here are some strategies you can try, as well as common ways to apply them:

Trial and error

Trial and error problem solving doesn't usually require a whole team of people to solve. To use trial and error problem solving, identify the cause of the problem, and then rapidly test possible solutions to see if anything changes. 

This problem-solving method is often used in tech support teams through troubleshooting.

The 5 whys problem-solving method helps get to the root cause of an issue. You start by asking once, “Why did this issue happen?” After answering the first why, ask again, “Why did that happen?” You'll do this five times until you can attribute the problem to a root cause. 

This technique can help you dig in and find the human error that caused something to go wrong. More importantly, it also helps you and your team develop an actionable plan so that you can prevent the issue from happening again.

Here’s an example:

Problem: The email marketing campaign was accidentally sent to the wrong audience.

“Why did this happen?” Because the audience name was not updated in our email platform.

“Why were the audience names not changed?” Because the audience segment was not renamed after editing. 

“Why was the audience segment not renamed?” Because everybody has an individual way of creating an audience segment.

“Why does everybody have an individual way of creating an audience segment?” Because there is no standardized process for creating audience segments. 

“Why is there no standardized process for creating audience segments?” Because the team hasn't decided on a way to standardize the process as the team introduced new members. 

In this example, we can see a few areas that could be optimized to prevent this mistake from happening again. When working through these questions, make sure that everyone who was involved in the situation is present so that you can co-create next steps to avoid the same problem. 

A SWOT analysis

A SWOT analysis can help you highlight the strengths and weaknesses of a specific solution. SWOT stands for:

Strength: Why is this specific solution a good fit for this problem? 

Weaknesses: What are the weak points of this solution? Is there anything that you can do to strengthen those weaknesses?

Opportunities: What other benefits could arise from implementing this solution?

Threats: Is there anything about this decision that can detrimentally impact your team?

As you identify specific solutions, you can highlight the different strengths, weaknesses, opportunities, and threats of each solution. 

This particular problem-solving strategy is good to use when you're narrowing down the answers and need to compare and contrast the differences between different solutions. 

Even more successful problem solving

After you’ve worked through a tough problem, don't forget to celebrate how far you've come. Not only is this important for your team of problem solvers to see their work in action, but this can also help you become a more efficient, effective , and flexible team. The more problems you tackle together, the more you’ll achieve. 

Looking for a tool to help solve problems on your team? Track project implementation with a work management tool like Asana .

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A Deep Dive into the A3 Problem-Solving Approach

• 11 mins to read
• June 20, 2023
• By Reagan Pannell

In today’s fast-paced and fiercely competitive business world, organisations must find ways to continuously adapt, evolve, and excel. Amidst the myriad methods and techniques for achieving improvements and driving continuous improvement , few have proven as profound and transformative as Toyota’s A3 problem-solving approach. 

A significant driving force behind the company’s rise to global prominence, the A3 process fosters a culture where problems are embraced as opportunities for growth and learning. In this article, we’ll explore the origins and underlying principles of the A3 approach and uncover the secrets to its success in unlocking the power of improvements.

Understanding the A3 Approach

The A3 methodology is an integral part of the Toyota Production System (TPS), a set of principles and practices that have shaped the company’s approach to manufacturing, management, and continuous improvement over the years. Named after the A3 sheet of paper that was historically used to capture the plan, analysis, and follow-up on a single sheet of paper, typically an A3-sized sheet, the A3 process represents a simple, yet powerful, tool for addressing complex challenges and discovering lasting solutions.

At its core, the A3 approach is rooted in three key elements:

Thorough problem analysis : The foundation of the A3 process lies in digging deep to diagnose the true nature and root cause of an issue, rather than jumping to hastily devised fixes that merely address symptoms.

Structured documentation: The A3 report serves as both a communication tool and an iterative planning device, with each section building on the previous ones to guide problem solvers through a comprehensive analysis, solution development, and execution process. It’s the foundation of good continuous improvement.

Cyclical learning and improvement: Leadership and employees alike are encouraged to commit to hypothesis-driven inquiry, observation, experimentation, and reflection, leading to a culture that actively seeks and leverages opportunities for growth by solving problems.

How to Implement the A3 Process in Your Organisation

The Lean Thinking A3 approach can be distilled into seven essential steps:

1. Identify the problem: 

Clearly articulate and define the issue at hand, avoiding the temptation to jump to solutions or assume important facts to be self-evident..

When identifying the problem, it is important to ensure that all relevant stakeholders in the organisation are consulted. This helps to ensure that the issue is accurately described and understood from multiple perspectives. A thorough problem analysis should also include conducting research into possible causes or root issues, and clearly documenting any observed symptoms of the problem. Additionally, it is essential to identify any major risks associated with not finding a solution and recognise any constraints (both external and internal) that may exist which could limit potential solutions. Lastly, it is important to consider any potential opportunities which may arise from addressing the issue that may have been overlooked at first glance. This is the problem statement part which is a critical component that identifies the difference between the current condition and the target condition.

At this stage, we are not looking at how to solve problems being faced or at the potential solution to solving problems. It’s about developing a good understanding of how the actual results differ from the expected results and providing an in-depth systematic approach to process improvement and developing problem-solving skills.

2. Establish the context and background: 

Provide a high-level overview of the problem, describing the stakeholders involved, relevant data, and the broader organisational context in which the challenge has arisen..

It is important to ensure that all stakeholders are properly considered when identifying any potential solutions as their perspectives can play a vital role in determining an effective solution. All related data should be thoroughly analysed to understand the full scope of potential solutions. This includes resources, costs, timelines, and any legal or regulatory issues that may need to be considered. Additionally, it is important to consider how well-proposed solutions fit within existing organisational policies and procedures as this could impact implementation success. Finally, understanding how proposed solutions would interact with other initiatives or processes currently taking place in the organisation can help inform decisions about whether or not they are viable options. It may include conducting some value stream mapping to dig deeper into the current state.

It is important to fully explore any underlying factors that may be contributing to the issue at hand and ensure in-depth problem analysis. This includes looking deeper into existing systems, structures, and processes related to the problem in order to identify potential areas of improvement or optimisation. Additionally, it is essential to consider any relevant industry trends or external influences that could impact how the problem manifests within the organisation.

When analysing a problem, collecting data from various sources is important to get a more comprehensive understanding of how a particular issue can be addressed. This includes mapping the current process using the VSM, SIPOC , Process Mapping or Flowcharting techniques. Additionally, interviews and surveys can be conducted with stakeholders to gain insights into how they perceive the issue and their perspectives on potential solutions. Lastly, it is important to observe any real-world activities related to the problem to uncover key areas where time, effort, resources, money etc is being wasted. This is the time improvement that may not have been identified otherwise.

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Get 3-days free access to our green belt course, accelerate your career, 3. set a goal:, now that you have identified the problem and outlined the relevant context, it is time to set a project goal or outcome..

This involves clearly articulating the desired state of affairs and any key deliverables of the proposed solution. Whether it is reducing operational costs, increasing efficiency, improving customer experience, or something else entirely – defining specific objectives with measurable metrics can help ensure that project teams stay focused and remain aligned on their ultimate destination.

At this stage, it is also important to consider how long it will take to reach the desired outcome. Establishing an implementation timeline will help safeguard progress and provide a framework for tracking results along the way. Setting milestones for achieving particular goals at certain points in time can be especially helpful in keeping teams accountable throughout the process. Additionally, having a plan for evaluating success after reaching the end target will allow stakeholders to gain further insights into how effective their approach has been in addressing underlying problems, as well as how well-proposed solutions have fared once implemented.

4. Investigate root causes:

Use a variety of techniques (e.g., the 5 whys, fishbone diagrams, pareto charts) to probe the problem’s underlying causes and avoid settling on proximate reasons..

The process of identifying root causes is essential when using data-driven tools. We always want to find the simplest root cause approach.

One of the most widely used methods for root cause analysis is the ‘5 Whys’ technique. This method involves asking a series of ‘why’ questions to determine the underlying cause of a particular symptom or issue. The goal is to keep asking “Why?” until you reach an answer that can provide insight into how to address the problem and prevent it from occurring in the future.

Another commonly used tool for root cause analysis is the fishbone diagram (also known as Ishikawa diagrams). This approach involves visualising all potential causes which could be causing a symptom or issue in a logical format, allowing users to identify patterns and uncover links between root causes and their respective effects. This technique can be helpful in identifying and focusing on key areas for improvement, as well as helping to identify interdependencies between components within an organisation’s systems.

Finally, Pareto Charts are useful for analysing data collected from surveys, interviews, observations, etc., concerning the severity or frequency of occurrence. This type of chart helps users quickly identify which factors are contributing most significantly towards an issue, allowing them to focus resources towards addressing those areas first and foremost. Additionally, Pareto charts can also be used to prioritise different solutions based on their estimated effectiveness in addressing an issue.

In conclusion, understanding the root cause of an issue through rigorous techniques such as 5 Whys, fishbone diagrams, and Pareto charts provides invaluable insight into how best to address it effectively while preventing it from reoccurring in the future. By leveraging these tools along with other data-led approaches such as process mapping and flowcharting, organisations can ensure that any proposed solutions are well-informed by both qualitative and quantitative data sources as well as ensure they are building consensus across the entire organisation.

5. Countermeasures:

Identify the right countermeasures (corrective actions) to implement that will directly impact the root causes identified..

Brainstorming is a useful tool for identifying potential improvements. It involves coming up with ideas and solutions in an open and collaborative manner, without judgement or criticism. By allowing team members to share their thoughts freely, brainstorming can help uncover innovative solutions that may have otherwise gone unnoticed. Additionally, looking at how waste reduction, flow and pull can be used to improve processes can also provide valuable insights into where improvement opportunities lie.

Brainstorm potential solutions that directly target the root causes and create detailed action plans for implementation, complete with assigned roles, responsibilities, and timelines.

Once the countermeasures are identified, it is important to design an implementation plan and assign roles & responsibilities. This will help ensure that all stakeholders understand their part in the implementation and can work together to achieve the desired outcome. Additionally, it is important to track progress along the way – setting measurable milestones that can be tracked against goals established during the initial problem-solving phase will help keep teams accountable and allow for course corrections if needed.

By utilising A3 Problem Solving Tools such as a template, organisations can easily document and share their analyses with relevant stakeholders throughout each stage of the project. Having detailed record-keeping like this also helps teams stay on target over time while providing insights into how proposed solutions may need to be re-evaluated down the line. This implementation plan provides the entire organisation with a clear project status on a one-page report.

6. Evaluate the results:

Measure the impact of your countermeasures against the problem, using well-defined success criteria, key performance indicators, or other relevant metrics..

Once the countermeasures have been implemented, it is essential to measure and evaluate their success. This can be done by tracking performance against the initial objectives established during the goal phase, as well as establishing key performance indicators to gauge how well the proposed solutions have fared.

Additionally, stakeholders should also consider conducting a post-implementation evaluation in order to assess how successful their approach has been in addressing underlying issues and determining what lessons can be learned from the experience. This will enable teams to identify strengths and weaknesses within their existing processes and make any necessary adjustments going forward. By understanding the outcomes of their improvements, organisations are able to gain valuable insights into how well they’ve succeeded in achieving their goals and ensure continued success moving forward.

Once the countermeasures have been implemented and their success measured, it is important to compare the results against the initial objective. This can be done in a variety of ways, including graphical analysis such as charts, process maps or flow diagrams. Graphical analysis helps to visualise the differences between results achieved before and after the implementation of new measures in a meaningful way. It also provides an increased level of clarity when assessing whether the desired outcomes have been achieved or not.

Process maps can be useful in understanding how changes made during the improvement phase have impacted processes within an organisation. By mapping out existing processes and then comparing them against those following implementation of countermeasures, teams can easily pinpoint where improvements were made and analyse how they led to improved performance overall.

Charts, on the other hand, enable users to quickly identify trends that may have emerged from data collected during the project. For example, if performance metrics are tracked before and after countermeasures are implemented, users can use charts and graphs to more clearly observe any patterns that may indicate an improvement or regression in performance over time – providing further insights into which areas need further attention or adjustment moving forward.

Finally, dashboard views provide an effective means of displaying results at a glance while highlighting any anomalies that might warrant further investigation. Dashboards allow stakeholders to gain access to important information quickly and easily while also helping them keep track of progress towards goals set out during initial problem-solving phases. Additionally, because dashboards support data visualisation capabilities they offer a highly interactive user experience which can help teams understand underlying trends with greater clarity and precision.

7. Standardise and share:

If a countermeasure proves successful, integrate it into the organisation’s standard operating procedures and share it with other teams as a best practice..

Once the countermeasures have been successfully implemented and measured against the initial objectives, these changes need to be integrated into the organisation’s standard operating procedures (SOPs) and shared with other teams as best practices. This will ensure that any improvements made during the problem-solving phase are consistently applied across all teams within the organisation.

In order to ensure that these improvements become part of the organisation’s long-term strategy, process maps should be updated to reflect the new improved way of working. Process maps provide a visual representation of how workflows are structured within an organisation, and by updating them in line with newly-implemented countermeasures, organisations can ensure that their processes continue to remain up-to-date and efficient moving forward. It may also be necessary to build a follow-up plan if not all tasks are fully completed as well as develop a Lean-focused PDCA cycle to ensure long-term effective collaboration on the solutions that were implemented.

Process documentation should also be updated in order to keep track of changes made during problem-solving. By documenting not just the solutions that were proposed but also why they were proposed, teams can gain valuable insights into their decision-making process which they can leverage for similar future problems.

Furthermore, it is important to update key performance indicators (KPIs) to accurately reflect any progress made during problem-solving. By tracking performance against objectives established before and after countermeasures were implemented, organisations will be able to identify any areas that may still need improvement or require further adjustment going forward. Additionally, tracking KPIs over time will help teams understand whether or not their current strategies are leading them towards meeting their goals in a timely manner or if additional measures may need to be taken in order to achieve desired results more quickly.

Finally, organisations should share successful solutions with other teams in order to promote collaboration and knowledge sharing amongst stakeholders throughout different parts of the business. This will allow for ideas generated through one team’s problem-solving efforts to benefit multiple departments – helping foster creativity and innovation while ensuring that everyone is on board with necessary changes being made throughout the organisation. The last step is key to Toyota’s PDCA management system designed for the entire organisation.

By breaking down the problem-solving process into these seven discrete stages, the A3 method offers practitioners a comprehensive, end-to-end framework for tackling complex challenges and driving improvements in any organisation.

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To get A3 started, everyone in the entire organisation needs to learn how to use this single-sheet or single-page document. This means training people across all parts of the company so that everyone knows how to use the A3 Problem Solving Tool and A3 template. Training will help make sure that everyone follows a structured approach when using an A3 problem solving method, which is derived from Lean management and Six Sigma methodologies.

Getting the organisation fully onboard with A3 Problem Solving is not an easy task and will require a dedicated effort to ensure its successful implementation. To this end, it is important to start with specific areas of the business – whether it be operations, finance or marketing – by setting up targeted training sessions for both operational teams and senior managers. This will help everyone understand how and why A3 is used, as well as the potential benefits it can bring to their business.

Once everyone has mastered the basics of working with an A3 template, companies should look to regularly review and evaluate its effectiveness. This could include setting up quarterly reviews or running workshops where teams discuss successes and areas for improvement when using the A3 tool. Doing this will ensure that any issues are identified early on, allowing the team to quickly adjust accordingly.

At Leanscape, we understand that transitioning to A3 Problem Solving can be a daunting task. With our team of specialists, we can provide your teams with the necessary training and coaching to ensure that they are able to adapt quickly and efficiently. Our comprehensive approach to A3 will equip your team with the knowledge and skills needed to successfully use this powerful tool for improving performance in all areas of your business.

We are committed to helping you develop a culture of continuous improvement within your organisation by teaching best practices and providing guidance through every step of the problem-solving process. Through our specialised training programs, we will help your teams learn how to use the A3 template more effectively, as well as how to interpret data visualisations quickly and accurately – enabling them to take action swiftly when required. Our experienced coaches will also share insights from industry experts on how best to integrate countermeasures into standard operating procedures (SOPs) and process maps, keeping up-to-date with industry trends in order to stay ahead of the competition.

By leveraging Leanscape’s expertise in A3 Problem Solving, you can rest assured knowing that your team is in good hands. Our team is dedicated to providing you with the support needed for successful implementation so that you can achieve sustained performance improvements over time.

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The implementation of A3 Problem Solving provides a comprehensive framework for organisations looking to successfully address complex problems in an efficient and cost-effective manner. By breaking down the problem-solving process into seven distinct stages, users can structure their approach and track the progress of their countermeasures over time.

In order to ensure successful implementation, organisations should dedicate time towards training their teams on how to use the A3 Problem Solving Tool and A3 template. This will give everyone a solid foundation for carrying out future problem-solving activities more effectively, as well as provide insights into the effectiveness of certain countermeasures over time.

Through Leanscape’s specialised training programs, you can ensure that your team is fully equipped with the necessary skills to successfully adopt and incorporate A3 problem-solving into all areas of your business. Our experienced coaches are committed to helping you develop a culture of continuous improvement within your organisation – providing guidance through every step of the process.

Final Thoughts

The A3 approach is an invaluable tool for unlocking the power of improvements within any organisation. By leveraging its structured framework and cyclical learning approach, businesses can remain agile and responsive to ever-changing conditions, allowing them to navigate change more successfully and emerge stronger than ever before. Ultimately, this makes Toyota’s A3 problem-solving process one of the most effective ways to ensure long-term success in today’s fast-paced and competitive market.

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How to improve your problem solving skills and build effective problem solving strategies

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Effective problem solving is all about using the right process and following a plan tailored to the issue at hand. Recognizing your team or organization has an issue isn’t enough to come up with effective problem solving strategies. 

To truly understand a problem and develop appropriate solutions, you will want to follow a solid process, follow the necessary problem solving steps, and bring all of your problem solving skills to the table.   We’ll forst look at what problem solving strategies you can employ with your team when looking for a way to approach the process. We’ll then discuss the problem solving skills you need to be more effective at solving problems, complete with an activity from the SessionLab library you can use to develop that skill in your team.

Let’s get to it! 

Problem solving strategies

What skills do i need to be an effective problem solver, how can i improve my problem solving skills.

Problem solving strategies are methods of approaching and facilitating the process of problem-solving with a set of techniques , actions, and processes. Different strategies are more effective if you are trying to solve broad problems such as achieving higher growth versus more focused problems like, how do we improve our customer onboarding process?

Broadly, the problem solving steps outlined above should be included in any problem solving strategy though choosing where to focus your time and what approaches should be taken is where they begin to differ. You might find that some strategies ask for the problem identification to be done prior to the session or that everything happens in the course of a one day workshop.

The key similarity is that all good problem solving strategies are structured and designed. Four hours of open discussion is never going to be as productive as a four-hour workshop designed to lead a group through a problem solving process.

Good problem solving strategies are tailored to the team, organization and problem you will be attempting to solve. Here are some example problem solving strategies you can learn from or use to get started.

Use a workshop to lead a team through a group process

Often, the first step to solving problems or organizational challenges is bringing a group together effectively. Most teams have the tools, knowledge, and expertise necessary to solve their challenges – they just need some guidance in how to use leverage those skills and a structure and format that allows people to focus their energies.

Facilitated workshops are one of the most effective ways of solving problems of any scale. By designing and planning your workshop carefully, you can tailor the approach and scope to best fit the needs of your team and organization. 

Problem solving workshop

• Creating a bespoke, tailored process
• Tackling problems of any size
• Building in-house workshop ability and encouraging their use

Workshops are an effective strategy for solving problems. By using tried and test facilitation techniques and methods, you can design and deliver a workshop that is perfectly suited to the unique variables of your organization. You may only have the capacity for a half-day workshop and so need a problem solving process to match. 

By using our session planner tool and importing methods from our library of 700+ facilitation techniques, you can create the right problem solving workshop for your team. It might be that you want to encourage creative thinking or look at things from a new angle to unblock your groups approach to problem solving. By tailoring your workshop design to the purpose, you can help ensure great results.

One of the main benefits of a workshop is the structured approach to problem solving. Not only does this mean that the workshop itself will be successful, but many of the methods and techniques will help your team improve their working processes outside of the workshop. 

We believe that workshops are one of the best tools you can use to improve the way your team works together. Start with a problem solving workshop and then see what team building, culture or design workshops can do for your organization!

Run a design sprint

Great for: 

• aligning large, multi-discipline teams
• quickly designing and testing solutions
• tackling large, complex organizational challenges and breaking them down into smaller tasks

By using design thinking principles and methods, a design sprint is a great way of identifying, prioritizing and prototyping solutions to long term challenges that can help solve major organizational problems with quick action and measurable results.

Some familiarity with design thinking is useful, though not integral, and this strategy can really help a team align if there is some discussion around which problems should be approached first. 

The stage-based structure of the design sprint is also very useful for teams new to design thinking.  The inspiration phase, where you look to competitors that have solved your problem, and the rapid prototyping and testing phases are great for introducing new concepts that will benefit a team in all their future work. 

It can be common for teams to look inward for solutions and so looking to the market for solutions you can iterate on can be very productive. Instilling an agile prototyping and testing mindset can also be great when helping teams move forwards – generating and testing solutions quickly can help save time in the long run and is also pretty exciting!

Break problems down into smaller issues

Organizational challenges and problems are often complicated and large scale in nature. Sometimes, trying to resolve such an issue in one swoop is simply unachievable or overwhelming. Try breaking down such problems into smaller issues that you can work on step by step. You may not be able to solve the problem of churning customers off the bat, but you can work with your team to identify smaller effort but high impact elements and work on those first.

This problem solving strategy can help a team generate momentum, prioritize and get some easy wins. It’s also a great strategy to employ with teams who are just beginning to learn how to approach the problem solving process. If you want some insight into a way to employ this strategy, we recommend looking at our design sprint template below!

Use guiding frameworks or try new methodologies

Some problems are best solved by introducing a major shift in perspective or by using new methodologies that encourage your team to think differently.

Props and tools such as Methodkit , which uses a card-based toolkit for facilitation, or Lego Serious Play can be great ways to engage your team and find an inclusive, democratic problem solving strategy. Remember that play and creativity are great tools for achieving change and whatever the challenge, engaging your participants can be very effective where other strategies may have failed.

LEGO Serious Play

• Improving core problem solving skills
• Thinking outside of the box
• Encouraging creative solutions

LEGO Serious Play is a problem solving methodology designed to get participants thinking differently by using 3D models and kinesthetic learning styles. By physically building LEGO models based on questions and exercises, participants are encouraged to think outside of the box and create their own responses. 

Collaborate LEGO Serious Play exercises are also used to encourage communication and build problem solving skills in a group. By using this problem solving process, you can often help different kinds of learners and personality types contribute and unblock organizational problems with creative thinking. 

Problem solving strategies like LEGO Serious Play are super effective at helping a team solve more skills-based problems such as communication between teams or a lack of creative thinking. Some problems are not suited to LEGO Serious Play and require a different problem solving strategy.

Card Decks and Method Kits

• New facilitators or non-facilitators 
• Approaching difficult subjects with a simple, creative framework
• Engaging those with varied learning styles

Card decks and method kids are great tools for those new to facilitation or for whom facilitation is not the primary role. Card decks such as the emotional culture deck can be used for complete workshops and in many cases, can be used right out of the box. Methodkit has a variety of kits designed for scenarios ranging from personal development through to personas and global challenges so you can find the right deck for your particular needs.

Having an easy to use framework that encourages creativity or a new approach can take some of the friction or planning difficulties out of the workshop process and energize a team in any setting. Simplicity is the key with these methods. By ensuring everyone on your team can get involved and engage with the process as quickly as possible can really contribute to the success of your problem solving strategy.

Source external advice

Looking to peers, experts and external facilitators can be a great way of approaching the problem solving process. Your team may not have the necessary expertise, insights of experience to tackle some issues, or you might simply benefit from a fresh perspective. Some problems may require bringing together an entire team, and coaching managers or team members individually might be the right approach. Remember that not all problems are best resolved in the same manner.

If you’re a solo entrepreneur, peer groups, coaches and mentors can also be invaluable at not only solving specific business problems, but in providing a support network for resolving future challenges. One great approach is to join a Mastermind Group and link up with like-minded individuals and all grow together. Remember that however you approach the sourcing of external advice, do so thoughtfully, respectfully and honestly. Reciprocate where you can and prepare to be surprised by just how kind and helpful your peers can be!

Mastermind Group

• Solo entrepreneurs or small teams with low capacity
• Peer learning and gaining outside expertise
• Getting multiple external points of view quickly

Problem solving in large organizations with lots of skilled team members is one thing, but how about if you work for yourself or in a very small team without the capacity to get the most from a design sprint or LEGO Serious Play session? 

A mastermind group – sometimes known as a peer advisory board – is where a group of people come together to support one another in their own goals, challenges, and businesses. Each participant comes to the group with their own purpose and the other members of the group will help them create solutions, brainstorm ideas, and support one another. 

Mastermind groups are very effective in creating an energized, supportive atmosphere that can deliver meaningful results. Learning from peers from outside of your organization or industry can really help unlock new ways of thinking and drive growth. Access to the experience and skills of your peers can be invaluable in helping fill the gaps in your own ability, particularly in young companies.

A mastermind group is a great solution for solo entrepreneurs, small teams, or for organizations that feel that external expertise or fresh perspectives will be beneficial for them. It is worth noting that Mastermind groups are often only as good as the participants and what they can bring to the group. Participants need to be committed, engaged and understand how to work in this context. 

Coaching and mentoring

• Focused learning and development
• Filling skills gaps
• Working on a range of challenges over time

Receiving advice from a business coach or building a mentor/mentee relationship can be an effective way of resolving certain challenges. The one-to-one format of most coaching and mentor relationships can really help solve the challenges those individuals are having and benefit the organization as a result.

A great mentor can be invaluable when it comes to spotting potential problems before they arise and coming to understand a mentee very well has a host of other business benefits. You might run an internal mentorship program to help develop your team’s problem solving skills and strategies or as part of a large learning and development program. External coaches can also be an important part of your problem solving strategy, filling skills gaps for your management team or helping with specific business issues. 

Now we’ve explored the problem solving process and the steps you will want to go through in order to have an effective session, let’s look at the skills you and your team need to be more effective problem solvers.

Problem solving skills are highly sought after, whatever industry or team you work in. Organizations are keen to employ people who are able to approach problems thoughtfully and find strong, realistic solutions. Whether you are a facilitator , a team leader or a developer, being an effective problem solver is a skill you’ll want to develop.

Problem solving skills form a whole suite of techniques and approaches that an individual uses to not only identify problems but to discuss them productively before then developing appropriate solutions.

Here are some of the most important problem solving skills everyone from executives to junior staff members should learn. We’ve also included an activity or exercise from the SessionLab library that can help you and your team develop that skill. 

If you’re running a workshop or training session to try and improve problem solving skills in your team, try using these methods to supercharge your process!

Active listening

Active listening is one of the most important skills anyone who works with people can possess. In short, active listening is a technique used to not only better understand what is being said by an individual, but also to be more aware of the underlying message the speaker is trying to convey. When it comes to problem solving, active listening is integral for understanding the position of every participant and to clarify the challenges, ideas and solutions they bring to the table.

Some active listening skills include:

• Paying complete attention to the speaker.
• Removing distractions.
• Avoid interruption.
• Taking the time to fully understand before preparing a rebuttal.
• Responding respectfully and appropriately.
• Demonstrate attentiveness and positivity with an open posture, making eye contact with the speaker, smiling and nodding if appropriate. Show that you are listening and encourage them to continue.
• Be aware of and respectful of feelings. Judge the situation and respond appropriately. You can disagree without being disrespectful.   
• Observe body language. 
• Paraphrase what was said in your own words, either mentally or verbally.
• Remain neutral. 
• Reflect and take a moment before responding.
• Ask deeper questions based on what is said and clarify points where necessary.   

Active Listening   #hyperisland   #skills   #active listening   #remote-friendly   This activity supports participants to reflect on a question and generate their own solutions using simple principles of active listening and peer coaching. It’s an excellent introduction to active listening but can also be used with groups that are already familiar with it. Participants work in groups of three and take turns being: “the subject”, the listener, and the observer.

Analytical skills

All problem solving models require strong analytical skills, particularly during the beginning of the process and when it comes to analyzing how solutions have performed.

Analytical skills are primarily focused on performing an effective analysis by collecting, studying and parsing data related to a problem or opportunity. 

It often involves spotting patterns, being able to see things from different perspectives and using observable facts and data to make suggestions or produce insight. 

Analytical skills are also important at every stage of the problem solving process and by having these skills, you can ensure that any ideas or solutions you create or backed up analytically and have been sufficiently thought out.

Nine Whys   #innovation   #issue analysis   #liberating structures   With breathtaking simplicity, you can rapidly clarify for individuals and a group what is essentially important in their work. You can quickly reveal when a compelling purpose is missing in a gathering and avoid moving forward without clarity. When a group discovers an unambiguous shared purpose, more freedom and more responsibility are unleashed. You have laid the foundation for spreading and scaling innovations with fidelity.

Collaboration

Trying to solve problems on your own is difficult. Being able to collaborate effectively, with a free exchange of ideas, to delegate and be a productive member of a team is hugely important to all problem solving strategies.

Remember that whatever your role, collaboration is integral, and in a problem solving process, you are all working together to find the best solution for everyone. 

Marshmallow challenge with debriefing   #teamwork   #team   #leadership   #collaboration   In eighteen minutes, teams must build the tallest free-standing structure out of 20 sticks of spaghetti, one yard of tape, one yard of string, and one marshmallow. The marshmallow needs to be on top. The Marshmallow Challenge was developed by Tom Wujec, who has done the activity with hundreds of groups around the world. Visit the Marshmallow Challenge website for more information. This version has an extra debriefing question added with sample questions focusing on roles within the team.

Communication  

Being an effective communicator means being empathetic, clear and succinct, asking the right questions, and demonstrating active listening skills throughout any discussion or meeting. 

In a problem solving setting, you need to communicate well in order to progress through each stage of the process effectively. As a team leader, it may also fall to you to facilitate communication between parties who may not see eye to eye. Effective communication also means helping others to express themselves and be heard in a group.

Bus Trip   #feedback   #communication   #appreciation   #closing   #thiagi   #team   This is one of my favourite feedback games. I use Bus Trip at the end of a training session or a meeting, and I use it all the time. The game creates a massive amount of energy with lots of smiles, laughs, and sometimes even a teardrop or two.

Creative problem solving skills can be some of the best tools in your arsenal. Thinking creatively, being able to generate lots of ideas and come up with out of the box solutions is useful at every step of the process. 

The kinds of problems you will likely discuss in a problem solving workshop are often difficult to solve, and by approaching things in a fresh, creative manner, you can often create more innovative solutions.

Having practical creative skills is also a boon when it comes to problem solving. If you can help create quality design sketches and prototypes in record time, it can help bring a team to alignment more quickly or provide a base for further iteration.

The paper clip method   #sharing   #creativity   #warm up   #idea generation   #brainstorming   The power of brainstorming. A training for project leaders, creativity training, and to catalyse getting new solutions.

Critical thinking

Critical thinking is one of the fundamental problem solving skills you’ll want to develop when working on developing solutions. Critical thinking is the ability to analyze, rationalize and evaluate while being aware of personal bias, outlying factors and remaining open-minded.

Defining and analyzing problems without deploying critical thinking skills can mean you and your team go down the wrong path. Developing solutions to complex issues requires critical thinking too – ensuring your team considers all possibilities and rationally evaluating them. 

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

Data analysis 

Though it shares lots of space with general analytical skills, data analysis skills are something you want to cultivate in their own right in order to be an effective problem solver.

Being good at data analysis doesn’t just mean being able to find insights from data, but also selecting the appropriate data for a given issue, interpreting it effectively and knowing how to model and present that data. Depending on the problem at hand, it might also include a working knowledge of specific data analysis tools and procedures. 

Having a solid grasp of data analysis techniques is useful if you’re leading a problem solving workshop but if you’re not an expert, don’t worry. Bring people into the group who has this skill set and help your team be more effective as a result.

Decision making

All problems need a solution and all solutions require that someone make the decision to implement them. Without strong decision making skills, teams can become bogged down in discussion and less effective as a result. 

Making decisions is a key part of the problem solving process. It’s important to remember that decision making is not restricted to the leadership team. Every staff member makes decisions every day and developing these skills ensures that your team is able to solve problems at any scale. Remember that making decisions does not mean leaping to the first solution but weighing up the options and coming to an informed, well thought out solution to any given problem that works for the whole team.

Lightning Decision Jam (LDJ)   #action   #decision making   #problem solving   #issue analysis   #innovation   #design   #remote-friendly   The problem with anything that requires creative thinking is that it’s easy to get lost—lose focus and fall into the trap of having useless, open-ended, unstructured discussions. Here’s the most effective solution I’ve found: Replace all open, unstructured discussion with a clear process. What to use this exercise for: Anything which requires a group of people to make decisions, solve problems or discuss challenges. It’s always good to frame an LDJ session with a broad topic, here are some examples: The conversion flow of our checkout Our internal design process How we organise events Keeping up with our competition Improving sales flow

Dependability

Most complex organizational problems require multiple people to be involved in delivering the solution. Ensuring that the team and organization can depend on you to take the necessary actions and communicate where necessary is key to ensuring problems are solved effectively.

Being dependable also means working to deadlines and to brief. It is often a matter of creating trust in a team so that everyone can depend on one another to complete the agreed actions in the agreed time frame so that the team can move forward together. Being undependable can create problems of friction and can limit the effectiveness of your solutions so be sure to bear this in mind throughout a project. 

Team Purpose & Culture   #team   #hyperisland   #culture   #remote-friendly   This is an essential process designed to help teams define their purpose (why they exist) and their culture (how they work together to achieve that purpose). Defining these two things will help any team to be more focused and aligned. With support of tangible examples from other companies, the team members work as individuals and a group to codify the way they work together. The goal is a visual manifestation of both the purpose and culture that can be put up in the team’s work space.

Emotional intelligence

Emotional intelligence is an important skill for any successful team member, whether communicating internally or with clients or users. In the problem solving process, emotional intelligence means being attuned to how people are feeling and thinking, communicating effectively and being self-aware of what you bring to a room. 

There are often differences of opinion when working through problem solving processes, and it can be easy to let things become impassioned or combative. Developing your emotional intelligence means being empathetic to your colleagues and managing your own emotions throughout the problem and solution process. Be kind, be thoughtful and put your points across care and attention. 

Being emotionally intelligent is a skill for life and by deploying it at work, you can not only work efficiently but empathetically. Check out the emotional culture workshop template for more!

Facilitation

As we’ve clarified in our facilitation skills post, facilitation is the art of leading people through processes towards agreed-upon objectives in a manner that encourages participation, ownership, and creativity by all those involved. While facilitation is a set of interrelated skills in itself, the broad definition of facilitation can be invaluable when it comes to problem solving. Leading a team through a problem solving process is made more effective if you improve and utilize facilitation skills – whether you’re a manager, team leader or external stakeholder.

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

Flexibility 

Being flexible is a vital skill when it comes to problem solving. This does not mean immediately bowing to pressure or changing your opinion quickly: instead, being flexible is all about seeing things from new perspectives, receiving new information and factoring it into your thought process.

Flexibility is also important when it comes to rolling out solutions. It might be that other organizational projects have greater priority or require the same resources as your chosen solution. Being flexible means understanding needs and challenges across the team and being open to shifting or arranging your own schedule as necessary. Again, this does not mean immediately making way for other projects. It’s about articulating your own needs, understanding the needs of others and being able to come to a meaningful compromise.

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

Working in any group can lead to unconscious elements of groupthink or situations in which you may not wish to be entirely honest. Disagreeing with the opinions of the executive team or wishing to save the feelings of a coworker can be tricky to navigate, but being honest is absolutely vital when to comes to developing effective solutions and ensuring your voice is heard. 

Remember that being honest does not mean being brutally candid. You can deliver your honest feedback and opinions thoughtfully and without creating friction by using other skills such as emotional intelligence. 

Explore your Values   #hyperisland   #skills   #values   #remote-friendly   Your Values is an exercise for participants to explore what their most important values are. It’s done in an intuitive and rapid way to encourage participants to follow their intuitive feeling rather than over-thinking and finding the “correct” values. It is a good exercise to use to initiate reflection and dialogue around personal values.

Initiative 

The problem solving process is multi-faceted and requires different approaches at certain points of the process. Taking initiative to bring problems to the attention of the team, collect data or lead the solution creating process is always valuable. You might even roadtest your own small scale solutions or brainstorm before a session. Taking initiative is particularly effective if you have good deal of knowledge in that area or have ownership of a particular project and want to get things kickstarted.

That said, be sure to remember to honor the process and work in service of the team. If you are asked to own one part of the problem solving process and you don’t complete that task because your initiative leads you to work on something else, that’s not an effective method of solving business challenges.

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

Impartiality

A particularly useful problem solving skill for product owners or managers is the ability to remain impartial throughout much of the process. In practice, this means treating all points of view and ideas brought forward in a meeting equally and ensuring that your own areas of interest or ownership are not favored over others. 

There may be a stage in the process where a decision maker has to weigh the cost and ROI of possible solutions against the company roadmap though even then, ensuring that the decision made is based on merit and not personal opinion. 

Empathy map   #frame insights   #create   #design   #issue analysis   An empathy map is a tool to help a design team to empathize with the people they are designing for. You can make an empathy map for a group of people or for a persona. To be used after doing personas when more insights are needed.

Being a good leader means getting a team aligned, energized and focused around a common goal. In the problem solving process, strong leadership helps ensure that the process is efficient, that any conflicts are resolved and that a team is managed in the direction of success.

It’s common for managers or executives to assume this role in a problem solving workshop, though it’s important that the leader maintains impartiality and does not bulldoze the group in a particular direction. Remember that good leadership means working in service of the purpose and team and ensuring the workshop is a safe space for employees of any level to contribute. Take a look at our leadership games and activities post for more exercises and methods to help improve leadership in your organization.

Leadership Pizza   #leadership   #team   #remote-friendly   This leadership development activity offers a self-assessment framework for people to first identify what skills, attributes and attitudes they find important for effective leadership, and then assess their own development and initiate goal setting.

In the context of problem solving, mediation is important in keeping a team engaged, happy and free of conflict. When leading or facilitating a problem solving workshop, you are likely to run into differences of opinion. Depending on the nature of the problem, certain issues may be brought up that are emotive in nature. 

Being an effective mediator means helping those people on either side of such a divide are heard, listen to one another and encouraged to find common ground and a resolution. Mediating skills are useful for leaders and managers in many situations and the problem solving process is no different.

Conflict Responses   #hyperisland   #team   #issue resolution   A workshop for a team to reflect on past conflicts, and use them to generate guidelines for effective conflict handling. The workshop uses the Thomas-Killman model of conflict responses to frame a reflective discussion. Use it to open up a discussion around conflict with a team.

Planning 

Solving organizational problems is much more effective when following a process or problem solving model. Planning skills are vital in order to structure, deliver and follow-through on a problem solving workshop and ensure your solutions are intelligently deployed.

Planning skills include the ability to organize tasks and a team, plan and design the process and take into account any potential challenges. Taking the time to plan carefully can save time and frustration later in the process and is valuable for ensuring a team is positioned for success.

3 Action Steps   #hyperisland   #action   #remote-friendly   This is a small-scale strategic planning session that helps groups and individuals to take action toward a desired change. It is often used at the end of a workshop or programme. The group discusses and agrees on a vision, then creates some action steps that will lead them towards that vision. The scope of the challenge is also defined, through discussion of the helpful and harmful factors influencing the group.

Prioritization

As organisations grow, the scale and variation of problems they face multiplies. Your team or is likely to face numerous challenges in different areas and so having the skills to analyze and prioritize becomes very important, particularly for those in leadership roles.

A thorough problem solving process is likely to deliver multiple solutions and you may have several different problems you wish to solve simultaneously. Prioritization is the ability to measure the importance, value, and effectiveness of those possible solutions and choose which to enact and in what order. The process of prioritization is integral in ensuring the biggest challenges are addressed with the most impactful solutions.

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

Project management

Some problem solving skills are utilized in a workshop or ideation phases, while others come in useful when it comes to decision making. Overseeing an entire problem solving process and ensuring its success requires strong project management skills. 

While project management incorporates many of the other skills listed here, it is important to note the distinction of considering all of the factors of a project and managing them successfully. Being able to negotiate with stakeholders, manage tasks, time and people, consider costs and ROI, and tie everything together is massively helpful when going through the problem solving process. 

Record keeping

Working out meaningful solutions to organizational challenges is only one part of the process.  Thoughtfully documenting and keeping records of each problem solving step for future consultation is important in ensuring efficiency and meaningful change. 

For example, some problems may be lower priority than others but can be revisited in the future. If the team has ideated on solutions and found some are not up to the task, record those so you can rule them out and avoiding repeating work. Keeping records of the process also helps you improve and refine your problem solving model next time around!

Personal Kanban   #gamestorming   #action   #agile   #project planning   Personal Kanban is a tool for organizing your work to be more efficient and productive. It is based on agile methods and principles.

Research skills

Conducting research to support both the identification of problems and the development of appropriate solutions is important for an effective process. Knowing where to go to collect research, how to conduct research efficiently, and identifying pieces of research are relevant are all things a good researcher can do well. 

In larger groups, not everyone has to demonstrate this ability in order for a problem solving workshop to be effective. That said, having people with research skills involved in the process, particularly if they have existing area knowledge, can help ensure the solutions that are developed with data that supports their intention. Remember that being able to deliver the results of research efficiently and in a way the team can easily understand is also important. The best data in the world is only as effective as how it is delivered and interpreted.

Customer experience map   #ideation   #concepts   #research   #design   #issue analysis   #remote-friendly   Customer experience mapping is a method of documenting and visualizing the experience a customer has as they use the product or service. It also maps out their responses to their experiences. To be used when there is a solution (even in a conceptual stage) that can be analyzed.

Risk management

Managing risk is an often overlooked part of the problem solving process. Solutions are often developed with the intention of reducing exposure to risk or solving issues that create risk but sometimes, great solutions are more experimental in nature and as such, deploying them needs to be carefully considered. 

Managing risk means acknowledging that there may be risks associated with more out of the box solutions or trying new things, but that this must be measured against the possible benefits and other organizational factors. 

Be informed, get the right data and stakeholders in the room and you can appropriately factor risk into your decision making process. 

Decisions, Decisions…   #communication   #decision making   #thiagi   #action   #issue analysis   When it comes to decision-making, why are some of us more prone to take risks while others are risk-averse? One explanation might be the way the decision and options were presented.  This exercise, based on Kahneman and Tversky’s classic study , illustrates how the framing effect influences our judgement and our ability to make decisions . The participants are divided into two groups. Both groups are presented with the same problem and two alternative programs for solving them. The two programs both have the same consequences but are presented differently. The debriefing discussion examines how the framing of the program impacted the participant’s decision.

Team-building 

No single person is as good at problem solving as a team. Building an effective team and helping them come together around a common purpose is one of the most important problem solving skills, doubly so for leaders. By bringing a team together and helping them work efficiently, you pave the way for team ownership of a problem and the development of effective solutions. 

In a problem solving workshop, it can be tempting to jump right into the deep end, though taking the time to break the ice, energize the team and align them with a game or exercise will pay off over the course of the day.

Remember that you will likely go through the problem solving process multiple times over an organization’s lifespan and building a strong team culture will make future problem solving more effective. It’s also great to work with people you know, trust and have fun with. Working on team building in and out of the problem solving process is a hallmark of successful teams that can work together to solve business problems.

9 Dimensions Team Building Activity   #ice breaker   #teambuilding   #team   #remote-friendly   9 Dimensions is a powerful activity designed to build relationships and trust among team members. There are 2 variations of this icebreaker. The first version is for teams who want to get to know each other better. The second version is for teams who want to explore how they are working together as a team.

Time management 

The problem solving process is designed to lead a team from identifying a problem through to delivering a solution and evaluating its effectiveness. Without effective time management skills or timeboxing of tasks, it can be easy for a team to get bogged down or be inefficient.

By using a problem solving model and carefully designing your workshop, you can allocate time efficiently and trust that the process will deliver the results you need in a good timeframe.

Time management also comes into play when it comes to rolling out solutions, particularly those that are experimental in nature. Having a clear timeframe for implementing and evaluating solutions is vital for ensuring their success and being able to pivot if necessary.

Improving your skills at problem solving is often a career-long pursuit though there are methods you can use to make the learning process more efficient and to supercharge your problem solving skillset.

Remember that the skills you need to be a great problem solver have a large overlap with those skills you need to be effective in any role. Investing time and effort to develop your active listening or critical thinking skills is valuable in any context. Here are 7 ways to improve your problem solving skills.

Share best practices

Remember that your team is an excellent source of skills, wisdom, and techniques and that you should all take advantage of one another where possible. Best practices that one team has for solving problems, conducting research or making decisions should be shared across the organization. If you have in-house staff that have done active listening training or are data analysis pros, have them lead a training session. 

Your team is one of your best resources. Create space and internal processes for the sharing of skills so that you can all grow together. 

Ask for help and attend training

Once you’ve figured out you have a skills gap, the next step is to take action to fill that skills gap. That might be by asking your superior for training or coaching, or liaising with team members with that skill set. You might even attend specialized training for certain skills – active listening or critical thinking, for example, are business-critical skills that are regularly offered as part of a training scheme.

Whatever method you choose, remember that taking action of some description is necessary for growth. Whether that means practicing, getting help, attending training or doing some background reading, taking active steps to improve your skills is the way to go.

Learn a process 

Problem solving can be complicated, particularly when attempting to solve large problems for the first time. Using a problem solving process helps give structure to your problem solving efforts and focus on creating outcomes, rather than worrying about the format. 

Tools such as the seven-step problem solving process above are effective because not only do they feature steps that will help a team solve problems, they also develop skills along the way. Each step asks for people to engage with the process using different skills and in doing so, helps the team learn and grow together. Group processes of varying complexity and purpose can also be found in the SessionLab library of facilitation techniques . Using a tried and tested process and really help ease the learning curve for both those leading such a process, as well as those undergoing the purpose.

Effective teams make decisions about where they should and shouldn’t expend additional effort. By using a problem solving process, you can focus on the things that matter, rather than stumbling towards a solution haphazardly. 

Create a feedback loop

Some skills gaps are more obvious than others. It’s possible that your perception of your active listening skills differs from those of your colleagues. 

It’s valuable to create a system where team members can provide feedback in an ordered and friendly manner so they can all learn from one another. Only by identifying areas of improvement can you then work to improve them. 

Remember that feedback systems require oversight and consideration so that they don’t turn into a place to complain about colleagues. Design the system intelligently so that you encourage the creation of learning opportunities, rather than encouraging people to list their pet peeves.

While practice might not make perfect, it does make the problem solving process easier. If you are having trouble with critical thinking, don’t shy away from doing it. Get involved where you can and stretch those muscles as regularly as possible. 

Problem solving skills come more naturally to some than to others and that’s okay. Take opportunities to get involved and see where you can practice your skills in situations outside of a workshop context. Try collaborating in other circumstances at work or conduct data analysis on your own projects. You can often develop those skills you need for problem solving simply by doing them. Get involved!

Use expert exercises and methods

Learn from the best. Our library of 700+ facilitation techniques is full of activities and methods that help develop the skills you need to be an effective problem solver. Check out our templates to see how to approach problem solving and other organizational challenges in a structured and intelligent manner.

There is no single approach to improving problem solving skills, but by using the techniques employed by others you can learn from their example and develop processes that have seen proven results. 

Try new ways of thinking and change your mindset

Using tried and tested exercises that you know well can help deliver results, but you do run the risk of missing out on the learning opportunities offered by new approaches. As with the problem solving process, changing your mindset can remove blockages and be used to develop your problem solving skills.

Most teams have members with mixed skill sets and specialties. Mix people from different teams and share skills and different points of view. Teach your customer support team how to use design thinking methods or help your developers with conflict resolution techniques. Try switching perspectives with facilitation techniques like Flip It! or by using new problem solving methodologies or models. Give design thinking, liberating structures or lego serious play a try if you want to try a new approach. You will find that framing problems in new ways and using existing skills in new contexts can be hugely useful for personal development and improving your skillset. It’s also a lot of fun to try new things. Give it a go!

Encountering business challenges and needing to find appropriate solutions is not unique to your organization. Lots of very smart people have developed methods, theories and approaches to help develop problem solving skills and create effective solutions. Learn from them!

Books like The Art of Thinking Clearly , Think Smarter, or Thinking Fast, Thinking Slow are great places to start, though it’s also worth looking at blogs related to organizations facing similar problems to yours, or browsing for success stories. Seeing how Dropbox massively increased growth and working backward can help you see the skills or approach you might be lacking to solve that same problem. Learning from others by reading their stories or approaches can be time-consuming but ultimately rewarding.

A tired, distracted mind is not in the best position to learn new skills. It can be tempted to burn the candle at both ends and develop problem solving skills outside of work. Absolutely use your time effectively and take opportunities for self-improvement, though remember that rest is hugely important and that without letting your brain rest, you cannot be at your most effective. 

Creating distance between yourself and the problem you might be facing can also be useful. By letting an idea sit, you can find that a better one presents itself or you can develop it further. Take regular breaks when working and create a space for downtime. Remember that working smarter is preferable to working harder and that self-care is important for any effective learning or improvement process.

Want to design better group processes?

Over to you

Now we’ve explored some of the key problem solving skills and the problem solving steps necessary for an effective process, you’re ready to begin developing more effective solutions and leading problem solving workshops.

Need more inspiration? Check out our post on problem solving activities you can use when guiding a group towards a great solution in your next workshop or meeting. Have questions? Did you have a great problem solving technique you use with your team? Get in touch in the comments below. We’d love to chat!

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

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