Identify Goal
Define Problem
Define Problem
Gather Data
Define Causes
Identify Options
Clarify Problem
Generate Ideas
Evaluate Options
Generate Ideas
Choose the Best Solution
Implement Solution
Select Solution
Take Action
MacLeod offers her own problem solving procedure, which echoes the above steps:
“1. Recognize the Problem: State what you see. Sometimes the problem is covert. 2. Identify: Get the facts — What exactly happened? What is the issue? 3. and 4. Explore and Connect: Dig deeper and encourage group members to relate their similar experiences. Now you're getting more into the feelings and background [of the situation], not just the facts. 5. Possible Solutions: Consider and brainstorm ideas for resolution. 6. Implement: Choose a solution and try it out — this could be role play and/or a discussion of how the solution would be put in place. 7. Evaluate: Revisit to see if the solution was successful or not.”
Many of these problem solving techniques can be used in concert with one another, or multiple can be appropriate for any given problem. It’s less about facilitating a perfect CPS session, and more about encouraging team members to continually think outside the box and push beyond personal boundaries that inhibit their innovative thinking. So, try out several methods, find those that resonate best with your team, and continue adopting new techniques and adapting your processes along the way.
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At its roots, problem solving is exactly what it sounds like, the process of solving problems. However, problem solving methods permeate the studies of mathematics , science , and technology . The human processes involved in problem solving are often studied by cognitive scientists .
by Richard Rusczyk
I was invited to the Math Olympiad Summer Program (MOP) in the 10th grade. I went to MOP certain that I must really be good at math… In my five weeks at MOP, I encountered over sixty problems on various tests. I didn’t solve a single one. That’s right – I was 0-for-60+. I came away no longer confident that I was good at math. I assumed that most of the other kids did better at MOP because they knew more tricks than I did. My formula sheets were pretty thorough, but perhaps they were missing something. By the end of MOP, I had learned a somewhat unsettling truth. The others knew fewer tricks than I did, not more. They didn’t even have formula sheets!
At another contest later that summer, a younger student, Alex, from another school asked me for my formula sheets. In my local and state circles, students’ formula sheets were the source of knowledge, the source of power that fueled the top students and the top schools. They were studied, memorized, revered. But most of all, they were not shared. But when Alex asked for my formula sheets I remembered my experience at MOP and I realized that formula sheets are not really math. Memorizing formulas is no more mathematics than memorizing dates is history or memorizing spelling words is literature. I gave him the formula sheets. (Alex must later have learned also that the formula sheets were fool’s gold – he became a Rhodes scholar.)
The difference between MOP and many of these state and local contests I participated in was the difference between problem solving and what many people call mathematics. For these people, math is a series of tricks to use on a series of specific problems. Trick A is for Problem A, Trick B for Problem B, and so on. In this vein, school can become a routine of ‘learn tricks for a week – use tricks on a test – forget most tricks quickly.’ The tricks get forgotten quickly primarily because there are so many of them, and also because the students don’t see how these ‘tricks’ are just extensions of a few basic principles.
I had painfully learned at MOP that true mathematics is not a process of memorizing formulas and applying them to problems tailor-made for those formulas. Instead, the successful mathematician possesses fewer tools, but knows how to apply them to a much broader range of problems. We use the term “problem solving” to distinguish this approach to mathematics from the ‘memorize-use-forget’ approach.
After MOP I relearned math throughout high school. I was unaware that I was learning much more. When I got to Princeton I enrolled in organic chemistry. There were over 200 students in the course, and we quickly separated into two groups. One group understood that all we would be taught could largely be derived from a very small number of basic principles. We loved the class – it was a year long exploration of where these fundamental concepts could take us. The other, much larger, group saw each new destination not as the result of a path from the building blocks, but as yet another place whose coordinates had to be memorized if ever they were to visit again. Almost to a student, the difference between those in the happy group and those in the struggling group was how they learned mathematics. The class seemingly involved no math at all, but those who took a memorization approach to math were doomed to do it again in chemistry. The skills the problem solvers developed in math transferred, and these students flourished.
We use math to teach problem solving because it is the most fundamental logical discipline. Not only is it the foundation upon which sciences are built, it is the clearest way to learn and understand how to develop a rigorous logical argument. There are no loopholes, there are no half-truths. The language of mathematics is precise, as is ‘right’ and ‘wrong’ (or ‘proven’ and ‘unproven’). Success and failure are immediate and indisputable; there isn’t room for subjectivity. This is not to say that those who cannot do math cannot solve problems. There are many paths to strong problem solving skills. Mathematics is the shortest.
Problem solving is crucial in mathematics education because it transcends mathematics. By developing problem solving skills, we learn not only how to tackle math problems, but also how to logically work our way through any problems we may face. The memorizer can only solve problems he has encountered already, but the problem solver can solve problems she’s never seen before. The problem solver is flexible; she can diversify. Above all, she can create.
There are four main steps in successful problem solving — not just in math or even computer science, but also in everyday life (even figuring out how to beat your rival in a video game).
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May 4, 2023 You’ve defined your problem, ensured stakeholders are aligned, and are ready to bring the right problem-solving approach and focus to the situation to find an optimal solution. But what is the right problem-solving approach? And what if there is no single ideal course of action? In our 2013 classic from the Quarterly , senior partner Olivier Leclerc highlights the value of taking a number of different approaches simultaneously to solve difficult problems. Read on to discover the five flexons, or problem-solving languages, that can be applied to the same problem to generate richer insights and more innovative solutions. Then check out more insights on problem-solving approaches, and dive into examples of pressing challenges organizations are contending with now.
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To bring the best ideas forward, teams must build psychological safety.
Teams today aren’t just asked to execute tasks: They’re called upon to solve problems. You’d think that many brains working together would mean better solutions, but the reality is that too often problem-solving teams fall victim to inefficiency, conflict, and cautious conclusions. The two charts below will help your team think about how to collaborate better and come up with the best solutions for the thorniest challenges.
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What are the 5 steps to problem-solving, 10 effective problem-solving strategies, what skills do efficient problem solvers have, how to improve your problem-solving skills.
Problems come in all shapes and sizes — from workplace conflict to budget cuts.
Creative problem-solving is one of the most in-demand skills in all roles and industries. It can boost an organization’s human capital and give it a competitive edge.
Problem-solving strategies are ways of approaching problems that can help you look beyond the obvious answers and find the best solution to your problem .
Let’s take a look at a five-step problem-solving process and how to combine it with proven problem-solving strategies. This will give you the tools and skills to solve even your most complex problems.
Good problem-solving is an essential part of the decision-making process . To see what a problem-solving process might look like in real life, let’s take a common problem for SaaS brands — decreasing customer churn rates.
To solve this problem, the company must first identify it. In this case, the problem is that the churn rate is too high.
Next, they need to identify the root causes of the problem. This could be anything from their customer service experience to their email marketing campaigns. If there are several problems, they will need a separate problem-solving process for each one.
Let’s say the problem is with email marketing — they’re not nurturing existing customers. Now that they’ve identified the problem, they can start using problem-solving strategies to look for solutions.
This might look like coming up with special offers, discounts, or bonuses for existing customers. They need to find ways to remind them to use their products and services while providing added value. This will encourage customers to keep paying their monthly subscriptions.
They might also want to add incentives, such as access to a premium service at no extra cost after 12 months of membership. They could publish blog posts that help their customers solve common problems and share them as an email newsletter.
The company should set targets and a time frame in which to achieve them. This will allow leaders to measure progress and identify which actions yield the best results.
Perhaps you’ve got a problem you need to tackle. Or maybe you want to be prepared the next time one arises. Either way, it’s a good idea to get familiar with the five steps of problem-solving.
Use this step-by-step problem-solving method with the strategies in the following section to find possible solutions to your problem.
The first step is to know which problem you need to solve. Then, you need to find the root cause of the problem.
The best course of action is to gather as much data as possible, speak to the people involved, and separate facts from opinions.
Once this is done, formulate a statement that describes the problem. Use rational persuasion to make sure your team agrees .
Identifying the problem allows you to see which steps need to be taken to solve it.
First, break the problem down into achievable blocks. Then, use strategic planning to set a time frame in which to solve the problem and establish a timeline for the completion of each stage.
At this stage, the aim isn’t to evaluate possible solutions but to generate as many ideas as possible.
Encourage your team to use creative thinking and be patient — the best solution may not be the first or most obvious one.
Use one or more of the different strategies in the following section to help come up with solutions — the more creative, the better.
Once you’ve generated potential solutions, narrow them down to a shortlist. Then, evaluate the options on your shortlist.
There are usually many factors to consider. So when evaluating a solution, ask yourself the following questions:
Once you’ve identified your solution and got buy-in from your team, it’s time to implement it.
But the work doesn’t stop there. You need to monitor your solution to see whether it actually solves your problem.
Request regular feedback from the team members involved and have a monitoring and evaluation plan in place to measure progress.
If the solution doesn’t achieve your desired results, start this step-by-step process again.
There are many different ways to approach problem-solving. Each is suitable for different types of problems.
The most appropriate problem-solving techniques will depend on your specific problem. You may need to experiment with several strategies before you find a workable solution.
Here are 10 effective problem-solving strategies for you to try:
Let’s break each of these down.
It might seem obvious, but if you’ve faced similar problems in the past, look back to what worked then. See if any of the solutions could apply to your current situation and, if so, replicate them.
The more people you enlist to help solve the problem, the more potential solutions you can come up with.
Use different brainstorming techniques to workshop potential solutions with your team. They’ll likely bring something you haven’t thought of to the table.
Working backward is a way to reverse engineer your problem. Imagine your problem has been solved, and make that the starting point.
Then, retrace your steps back to where you are now. This can help you see which course of action may be most effective.
This is a method that poses six questions based on Rudyard Kipling’s poem, “ I Keep Six Honest Serving Men .”
Answering these questions can help you identify possible solutions.
Sometimes it can be difficult to visualize all the components and moving parts of a problem and its solution. Drawing a diagram can help.
This technique is particularly helpful for solving process-related problems. For example, a product development team might want to decrease the time they take to fix bugs and create new iterations. Drawing the processes involved can help you see where improvements can be made.
A trial-and-error approach can be useful when you have several possible solutions and want to test them to see which one works best.
Finding the best solution to a problem is a process. Remember to take breaks and get enough rest . Sometimes, a walk around the block can bring inspiration, but you should sleep on it if possible.
A good night’s sleep helps us find creative solutions to problems. This is because when you sleep, your brain sorts through the day’s events and stores them as memories. This enables you to process your ideas at a subconscious level.
If possible, give yourself a few days to develop and analyze possible solutions. You may find you have greater clarity after sleeping on it. Your mind will also be fresh, so you’ll be able to make better decisions.
Getting input from a group of people can help you find solutions you may not have thought of on your own.
For solo entrepreneurs or freelancers, this might look like hiring a coach or mentor or joining a mastermind group.
For leaders , it might be consulting other members of the leadership team or working with a business coach .
It’s important to recognize you might not have all the skills, experience, or knowledge necessary to find a solution alone.
The Pareto principle — also known as the 80/20 rule — can help you identify possible root causes and potential solutions for your problems.
Although it’s not a mathematical law, it’s a principle found throughout many aspects of business and life. For example, 20% of the sales reps in a company might close 80% of the sales.
You may be able to narrow down the causes of your problem by applying the Pareto principle. This can also help you identify the most appropriate solutions.
Every situation is different, and the same solutions might not always work. But by keeping a record of successful problem-solving strategies, you can build up a solutions toolkit.
These solutions may be applicable to future problems. Even if not, they may save you some of the time and work needed to come up with a new solution.
Improving problem-solving skills is essential for professional development — both yours and your team’s. Here are some of the key skills of effective problem solvers:
And they see problems as opportunities. Everyone is born with problem-solving skills. But accessing these abilities depends on how we view problems. Effective problem-solvers see problems as opportunities to learn and improve.
Ready to work on your problem-solving abilities? Get started with these seven tips.
One of the best ways to improve your problem-solving skills is to learn from experts. Consider enrolling in organizational training , shadowing a mentor , or working with a coach .
Practice using your new problem-solving skills by applying them to smaller problems you might encounter in your daily life.
Alternatively, imagine problematic scenarios that might arise at work and use problem-solving strategies to find hypothetical solutions.
Often, the first solution you think of to solve a problem isn’t the most appropriate or effective.
Instead of thinking on the spot, give yourself time and use one or more of the problem-solving strategies above to activate your creative thinking.
Receiving feedback is always important for learning and growth. Your perception of your problem-solving skills may be different from that of your colleagues. They can provide insights that help you improve.
There are entire books written about problem-solving methodologies if you want to take a deep dive into the subject.
We recommend starting with “ Fixed — How to Perfect the Fine Art of Problem Solving ” by Amy E. Herman.
Tried-and-tested problem-solving techniques can be useful. However, they don’t teach you how to innovate and develop your own problem-solving approaches.
Sometimes, an unconventional approach can lead to the development of a brilliant new idea or strategy. So don’t be afraid to suggest your most “out there” ideas.
Do you have competitors who have already solved the problem you’re facing? Look at what they did, and work backward to solve your own problem.
For example, Netflix started in the 1990s as a DVD mail-rental company. Its main competitor at the time was Blockbuster.
But when streaming became the norm in the early 2000s, both companies faced a crisis. Netflix innovated, unveiling its streaming service in 2007.
If Blockbuster had followed Netflix’s example, it might have survived. Instead, it declared bankruptcy in 2010.
When facing a problem, it’s worth taking the time to find the right solution.
Otherwise, we risk either running away from our problems or headlong into solutions. When we do this, we might miss out on other, better options.
Use the problem-solving strategies outlined above to find innovative solutions to your business’ most perplexing problems.
If you’re ready to take problem-solving to the next level, request a demo with BetterUp . Our expert coaches specialize in helping teams develop and implement strategies that work.
Maximize your time and productivity with strategies from our expert coaches.
Elizabeth Perry is a Coach Community Manager at BetterUp. She uses strategic engagement strategies to cultivate a learning community across a global network of Coaches through in-person and virtual experiences, technology-enabled platforms, and strategic coaching industry partnerships. With over 3 years of coaching experience and a certification in transformative leadership and life coaching from Sofia University, Elizabeth leverages transpersonal psychology expertise to help coaches and clients gain awareness of their behavioral and thought patterns, discover their purpose and passions, and elevate their potential. She is a lifelong student of psychology, personal growth, and human potential as well as an ICF-certified ACC transpersonal life and leadership Coach.
5 problem-solving questions to prepare you for your next interview, what are metacognitive skills examples in everyday life, 31 examples of problem solving performance review phrases, what is lateral thinking 7 techniques to encourage creative ideas, leadership activities that encourage employee engagement, learn what process mapping is and how to create one (+ examples), how much do distractions cost 8 effects of lack of focus, can dreams help you solve problems 6 ways to try, the pareto principle: how the 80/20 rule can help you do more with less, thinking outside the box: 8 ways to become a creative problem solver, 8 brainstorming techniques to harness the power of teamwork, 3 problem statement examples and steps to write your own, contingency planning: 4 steps to prepare for the unexpected, stay connected with betterup, get our newsletter, event invites, plus product insights and research..
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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!
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.
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.
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!
Great for:
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!
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!
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 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 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.
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!
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.
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 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:
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.
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.
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.
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 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.
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.
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
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 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!
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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!
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.
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.
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 a full-stack marketer, creative, and workshop facilitator.
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Mckinsey approach to problem solving, a guide to the 7-step mckinsey problem solving process.
McKinsey and Company is recognized for its rigorous approach to problem solving. They train their consultants on their seven-step process that anyone can learn.
This resource guides you through that process, largely informed by the McKinsey Staff Paper 66. It also includes a PowerPoint Toolkit with slide templates of each step of the process that you can download and customize for your own use.
Overview of the mckinsey approach to problem solving, problem solving process, problem definition.
Structure the problem, hypothesis trees, issue trees, analyses and workplan, synthesize findings, craft recommendations, communicate, distinctiveness practices, harness the power of collaboration, sources and additional reading, request the mckinsey approach to problem solving.
Problem solving — finding the optimal solution to a given business opportunity or challenge — is the very heart of how consultants create client impact, and considered the most important skill for success at McKinsey.
The characteristic “McKinsey method” of problem solving is a structured, inductive approach that can be used to solve any problem. Using this standardized process saves us from reinventing the problem-solving wheel, and allows for greater focus on distinctiveness in the solution. Every new McKinsey associate must learn this method on his or her first day with the firm.
There are four fundamental disciplines of the McKinsey method:
A thorough understanding and crisp definition of the problem.
Structuring the problem, prioritizing the issues, planning analyses, conducting analyses, synthesizing findings, and developing recommendations.
Constructing alternative perspectives; identifying relationships; distilling the essence of an issue, analysis, or recommendation; and staying ahead of others in the problem-solving process.
Actively seeking out client, customer, and supplier perspectives, as well as internal and external expert insight and knowledge.
Once the problem has been defined, the problem-solving process proceeds with a series of steps:
Not all problems require strict adherence to the process. Some steps may be truncated, such as when specific knowledge or analogies from other industries make it possible to construct hypotheses and associated workplans earlier than their formal place in the process. Nonetheless, it remains important to be capable of executing every step in the basic process.
When confronted with a new and complex problem, this process establishes a path to defining and disaggregating the problem in a way that will allow the team to move to a solution. The process also ensures nothing is missed and concentrates efforts on the highest-impact areas. Adhering to the process gives the client clear steps to follow, building confidence, credibility, and long-term capability.
The most important step in your entire project is to first carefully define the problem. The problem definition will serve the guide all of the team’s work, so it is critical to ensure that all key stakeholders agree that it is the right problem to be solving.
The problem definition will serve the guide all of the team’s work, so it is critical to ensure that all key stakeholders agree that it is the right problem to be solving.
There are often dozens of issues that a team could focus on, and it is often not obvious how to define the problem.
In any real-life situation, there are many possible problem statements. Your choice of problem statement will serve to constrain the range of possible solutions.
Constraints can be a good thing (e.g., limit solutions to actions within the available budget.) And constraints can be a bad thing (e.g., eliminating the possibility of creative ideas.) So choose wisely.
The problem statement may ignore many issues to focus on the priority that should be addressed. The problem statement should be phrased as a question, such that the answer will be the solution.
A mother, a father, and their two teenage children have all arrived home on a Friday at 6 p.m. The family has not prepared dinner for Friday evening. The daughter has lacrosse practice on Saturday and an essay to write for English class due on Monday. The son has theatre rehearsal on both Saturday and Sunday and will need one parent to drive him to the high school both days, though he can get a ride home with a friend.
The family dog, a poodle, must be taken to the groomer on Saturday morning. The mother will need to spend time this weekend working on assignments for her finance class she is taking as part of her Executive MBA. The father plans to go on a 100-mile bike ride, which he can do either Saturday or Sunday. The family has two cars, but one is at the body shop. They are trying to save money to pay for an addition to their house.
The problem definition should not be vague, without clear measures of success. Rather, it should be a SMART definition:
Given one set of facts, it is possible to come up with many possible problem statements. The choice of problem statement constrains the range of possible solutions.
Before starting to solve the problem, the family first needs to agree on what problem they want to solve.
This is a helpful tool to use to clearly define the problem. There are often dozens of issues that a team could focus on, and it is often not obvious how to define the problem. In any real-life situation, there are many possible problem statements. Your choice of problem statement will serve to constrain the range of possible solutions.
In completing the Problem Statement Worksheet, you are prompted to define the key stakeholders.
As you become involved in the problem-solving process, you should expand the question of key stakeholders to include what the team wants from them and what they want from the team, their values and motivations (helpful and unhelpful), and the communications mechanisms that will be most effective for each of them.
Using the Stakeholder Analysis Worksheet allows you to comprehensively identify:
The two most helpful techniques for rigorously structuring any problem are hypothesis trees and issue trees. Each of these techniques disaggregates the primary question into a cascade of issues or hypotheses that, when addressed, will together answer the primary question.
A hypothesis tree might break down the same question into two or more hypotheses.
The aim at this stage is to structure the problem into discrete, mutually exclusive pieces that are small enough to yield to analysis and that, taken together, are collectively exhaustive.
Articulating the problem as hypotheses, rather than issues, is the preferred approach because it leads to a more focused analysis of the problem. Questions to ask include:
Quickly developing a powerful hypothesis tree enables us to develop solutions more rapidly that will have real impact. This can sometimes seem premature to clients, who might find the “solution” reached too quickly and want to see the analysis behind it.
Take care to explain the approach (most important, that a hypothesis is not an answer) and its benefits (that a good hypothesis is the basis of a proven means of successful problem solving and avoids “boiling the ocean”).
Problem Statement: How can Alpha increase EBITDA by $13M (to $50M) by 2025?
The hypotheses might be:
These hypotheses will be further disaggregated into subsidiary hypotheses at the next level of the tree.
Often, the team has insufficient knowledge to build a complete hypothesis tree at the start of an engagement. In these cases, it is best to begin by structuring the problem using an issue tree.
An issue tree is best set out as a series of open questions in sentence form. For example, “How can the client minimize its tax burden?” is more useful than “Tax.” Open questions – those that begin with what, how, or why– produce deeper insights than closed ones. In some cases, an issue tree can be sharpened by toggling between issue and hypothesis – working forward from an issue to identify the hypothesis, and back from the hypothesis to sharpen the relevant open question.
Once the problem has been structured, the next step is to prioritize the issues or hypotheses on which the team will focus its work. When prioritizing, it is common to use a two-by-two matrix – e.g., a matrix featuring “impact” and “ease of impact” as the two axes.
Applying some of these prioritization criteria will knock out portions of the issue tree altogether. Consider testing the issues against them all, albeit quickly, to help drive the prioritization process.
Once the criteria are defined, prioritizing should be straightforward: Simply map the issues to the framework and focus on those that score highest against the criteria.
As the team conducts analysis and learns more about the problem and the potential solution, make sure to revisit the prioritization matrix so as to remain focused on the highest-priority issues.
The issues might be:
Each of these issues is then further broken down into deeper insights to solutions.
If the prioritization has been carried out effectively, the team will have clarified the key issues or hypotheses that must be subjected to analysis. The aim of these analyses is to prove the hypotheses true or false, or to develop useful perspectives on each key issue. Now the task is to design an effective and efficient workplan for conducting the analyses.
Transforming the prioritized problem structure into a workplan involves two main tasks:
A good workplan will detail the following for each issue or hypothesis: analyses, end products, sources, and timing and responsibility. Developing the workplan takes time; doing it well requires working through the definition of each element of the workplan in a rigorous and methodical fashion.
It’s useful to match the workplan to three horizons:
The detail in the workplan will typically be greater for the near term (the next week) than for the long term (the study horizon), especially early in a new engagement when considerable ambiguity about the end state remains.
Here are three different templates for a workplan:
This is the most difficult element of the problem-solving process. After a period of being immersed in the details, it is crucial to step back and distinguish the important from the merely interesting. Distinctive problem solvers seek the essence of the story that will underpin a crisp recommendation for action.
Although synthesis appears, formally speaking, as the penultimate step in the process, it should happen throughout. Ideally, after you have made almost any analytical progress, you should attempt to articulate the “Day 1” or “Week 1” answer. Continue to synthesize as you go along. This will remind the team of the question you are trying to answer, assist prioritization, highlight the logical links of the emerging solution, and ensure that you have a story ready to articulate at all times during the study.
McKinsey’s primary tool for synthesizing is the pyramid principle. Essentially, this principle asserts that every synthesis should explain a single concept, per the “governing thought.” The supporting ideas in the synthesis form a thought hierarchy proceeding in a logical structure from the most detailed facts to the governing thought, ruthlessly excluding the interesting but irrelevant.
While this hierarchy can be laid out as a tree (like with issue and hypothesis trees), the best problem solvers capture it by creating dot-dash storylines — the Pyramid Structure for Grouping Arguments.
It is at this point that we address the client’s questions: “What do I do, and how do I do it?” This means not offering actionable recommendations, along with a plan and client commitment for implementation.
The essence of this step is to translate the overall solution into the actions required to deliver sustained impact. A pragmatic action plan should include:
Crucial questions to ask as you build recommendations for organizational change are:
Once the recommendations have been crafted in the problem-solving process, it’s vital to effectively communicate those findings and recommendations.
An executive summary is a great slide to use for this. See more on executive summary slides, including 30 templates, at our Ultimate Guide to Executive Summary Slides .
Great problem solvers identify unique disruptions and discontinuities, novel insights, and step-out opportunities that lead to truly distinctive impact. This is done by applying a number of practices throughout the problem-solving process to help develop these insights.
Identifying alternative ways of looking at the problem expands the range of possibilities, opens you up to innovative ideas, and allows you to formulate more powerful hypotheses. Questions that help here include:
Strong problem solvers discern connections and recognize patterns in two different ways:
Cutting through complexity to identify the heart of the problem and its solution is a critical skill.
Without getting ahead of the client, you cannot be distinctive. Paradoxically, to get ahead – and stay ahead – it is often necessary to step back from the problem to validate or revalidate the approach and the solution.
No matter how skilled, knowledgeable, or experienced you are, you will never create the most distinctive solution on your own. The best problem solvers know how to leverage the power of their team, clients, the Firm, and outside parties. Seeking the right expertise at the right time, and leveraging it in the right way, are ultimately how we bring distinctiveness to our work, how we maximize efficiency, and how we learn.
When solving a problem, it is important to ask, “Have I accessed all the sources of insight that are available?” Here are the sources you should consider:
The key here is to think open, not closed. Opening up to varied sources of data and perspectives furthers our mission to develop truly innovative and distinctive solutions for our clients.
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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.
Problem-solving is an important component of any business or organization. It entails identifying, analyzing, and resolving problems in order to improve processes, drive results, and foster a culture of continuous improvement. A3 Problem solving is one of the most effective problem-solving methodologies.
A3 Problem solving is a structured and systematic approach to problem-solving that originated with the lean manufacturing methodology. It visualizes the problem-solving process using a one-page document known as an A3 report. The A3 report provides an overview of the problem, data analysis, root causes, solutions, and results in a clear and concise manner.
A3 Problem Solving has numerous advantages, including improved communication, better decision-making, increased efficiency, and reduced waste. It is a powerful tool for businesses of all sizes and industries, and it is especially useful for solving complex and multi-faceted problems.
In this blog post, we will walk you through the A3 Problem Solving methodology step by step. Whether you are new to A3 Problem Solving or simply want to improve your skills, this guide will help you understand and apply the process in your workplace.
A3 Problem Solving is a structured and systematic approach to problem-solving that makes use of a one-page document called an A3 report to visually represent the process. The A3 report provides an overview of the problem, data analysis, root causes, solutions, and results in a clear and concise manner. The method was created within the framework of the Lean manufacturing methodology and is based on the principles of continuous improvement and visual management.
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A3 Problem Solving was developed by Toyota Motor Corporation and was first used in the manufacture of automobiles. The term “A3” refers to the size of the paper used to create the report, which is an ISO standard known as “A3”. The goal of the A3 report is to provide a visual representation of the problem-solving process that all members of the organisation can easily understand and share. A3 Problem Solving has been adopted by organisations in a variety of industries over the years, and it has become a widely used and recognised method for problem-solving.
The following are the key principles of A3 Problem Solving:
These principles serve as the foundation of the A3 Problem Solving methodology and are intended to assist organisations in continuously improving and achieving their objectives. Organizations can effectively solve problems, identify areas for improvement, and drive results by adhering to these principles.
Importance of clearly defining the problem.
The first step in the A3 Problem Solving process is critical because it lays the groundwork for the remaining steps. To define the problem clearly and accurately, you must first understand the problem and identify the underlying root cause. This step is critical because if the problem is not correctly defined, the rest of the process will be based on incorrect information, and the solution developed may not address the issue effectively.
The significance of defining the problem clearly cannot be overstated. It aids in the collection and analysis of relevant data, which is critical for developing effective solutions. When the problem is clearly defined, the data gathered is more relevant and targeted, resulting in a more comprehensive understanding of the issue. This will enable the development of solutions that are more likely to be effective because they are founded on a thorough and accurate understanding of the problem.
However, if the problem is not clearly defined, the data gathered may be irrelevant or incorrect, resulting in incorrect conclusions and ineffective solutions. Furthermore, the process of collecting and analysing data can become time-consuming and inefficient, resulting in resource waste. Furthermore, if the problem is not accurately defined, the solutions developed may fail to address the root cause of the problem, resulting in ongoing issues and a lack of improvement.
The first step in the A3 Problem Solving process is to clearly and accurately define the problem. This is an important step because a clearly defined problem will help to ensure that the appropriate data is collected and solutions are developed. If the problem is not clearly defined, incorrect data may be collected, solutions that do not address the root cause of the problem, and time and resources may be wasted.
A problem can be defined using a variety of techniques, including brainstorming , root cause analysis , process mapping , and Ishikawa diagrams . Each of these techniques has its own advantages and disadvantages and can be used in a variety of situations depending on the nature of the problem.
In addition to brainstorming, root cause analysis, process mapping, and Ishikawa diagram s, best practices should be followed when defining a problem in A3 Problem Solving. Among these best practices are:
Organizations can ensure that their problem is defined in a way that allows for effective data collection, analysis, and solution development by following these best practices. This will aid in the development of appropriate solutions and the effective resolution of the problem, resulting in improvements in the organization’s processes and outcomes.
Gathering data in a3 problem solving.
Data collection is an important step in the A3 Problem Solving process because it allows organisations to gain a thorough understanding of the problem they are attempting to solve. This step entails gathering pertinent information about the problem, such as data on its origin, impact, and any related factors. This information is then used to help identify root causes and develop effective solutions.
One of the most important advantages of data collection in A3 Problem Solving is that it allows organisations to identify patterns and trends in data, which can be useful in determining the root cause of the problem. This information can then be used to create effective solutions that address the problem’s root cause rather than just its symptoms.
In A3 Problem Solving, data collection is a collaborative effort involving all stakeholders, including those directly impacted by the problem and those with relevant expertise or experience. Stakeholders can ensure that all relevant information is collected and that the data is accurate and complete by working together.
Overall, data collection is an important step in the A3 Problem Solving process because it serves as the foundation for effective problem-solving. Organizations can gain a deep understanding of the problem they are attempting to solve and develop effective solutions that address its root cause by collecting and analysing relevant data.
In A3 Problem Solving, several data collection methods are available, including:
The best data collection method will be determined by the problem being solved and the type of data required. To gain a complete understanding of the problem, it is critical to use multiple data collection methods.
Once the data has been collected, it must be analysed and visualised in order to gain insights into the problem. This process can be aided by the following tools:
These tools can assist in organising data and making it easier to understand. They can also be used to generate visual representations of data, such as graphs and charts, to communicate the findings to others.
Finally, the data collection and analysis step is an important part of the A3 Problem Solving process. Organizations can gain a better understanding of the problem and develop effective solutions by collecting and analysing relevant data.
Identifying the root causes of the problem is the third step in the A3 Problem Solving process. This step is critical because it assists organisations in understanding the root causes of a problem rather than just its symptoms. Once the underlying cause of the problem is identified, it can be addressed more effectively, leading to more long-term solutions.
The process of determining the underlying causes of a problem is known as root cause analysis. This process can assist organisations in determining why a problem is occurring and what can be done to prevent it from recurring in the future. The goal of root cause analysis is to identify the underlying cause of a problem rather than just its symptoms, allowing it to be addressed more effectively.
To understand Root cause analysis in more detail check out RCA in our Lean Six Sigma Yellow Belt Course Root Cause Analysis section
There are several techniques for determining the root causes of a problem, including:
These methods can be used to investigate the issue in-depth and identify potential root causes. Organizations can gain a deeper understanding of the problem and identify the underlying causes that must be addressed by using these techniques.
It is critical to follow these best practices when conducting root cause analysis in A3 Problem Solving:
Organizations can ensure that root cause analysis is carried out effectively and that the root cause of the problem is identified by adhering to these best practises. This will aid in the development of appropriate solutions and the effective resolution of the problem.
Developing solutions is the fourth step in the A3 Problem Solving process. This entails generating ideas and options for dealing with the problem, followed by selecting the best solution. The goal is to develop a solution that addresses the root cause of the problem and prevents it from recurring.
A3 solution development Problem solving is an iterative process in which options are generated and evaluated. The data gathered in the previous steps, as well as the insights and understanding gained from the root cause analysis, guide this process. The solution should be based on a thorough understanding of the problem and address the underlying cause.
There are several techniques that can be used to develop solutions in A3 Problem Solving, including:
These techniques can help to generate a range of options and to select the best solution.
It is critical to follow the following best practices when developing solutions in A3 Problem Solving:
Organizations can ensure that the solutions they develop are effective and sustainable by adhering to these best practises. This will help to ensure that the problem is addressed effectively and that it does not reoccur.
The final and most important step in the A3 Problem Solving methodology is solution implementation. This is the stage at which the identified and developed solutions are put into action to address the problem. This step’s goal is to ensure that the solutions are effective, efficient, and long-lasting.
The implementation process entails putting the solutions developed in the previous step into action. This could include changes to processes, procedures, and systems, as well as employee training and education. To ensure that the solutions are effective, the implementation process should be well-planned and meticulously executed.
A3 Problem Solving solutions can be implemented using a variety of techniques, including:
It is critical to follow these best practices when implementing solutions in A3 Problem Solving:
Make certain that all relevant stakeholders are involved and supportive of the solution. Have a clear implementation plan that outlines the steps, timeline, and resources required. Continuously monitor and evaluate the solution to determine its efficacy and make any necessary changes. Encourage all stakeholders to communicate and collaborate openly. Organizations can ensure that solutions are effectively implemented and problems are effectively addressed by adhering to these best practices. The ultimate goal is to find a long-term solution to the problem and improve the organization’s overall performance.
In conclusion, A3 Problem Solving is a comprehensive and structured methodology for problem-solving that can be applied in various industries and organisations. The A3 Problem Solving process’s five steps – Define the Problem, Gather Data, Identify Root Causes, Develop Solutions, and Implement Solutions – provide a road map for effectively addressing problems and making long-term improvements.
Organizations can improve their problem-solving skills and achieve better results by following the key principles, techniques, and best practices outlined in this guide. As a result, both the organisation and its stakeholders will benefit from increased efficiency, effectiveness, and satisfaction. So, whether you’re an experienced problem solver or just getting started, consider incorporating the A3 Problem Solving methodology into your work and start reaping the benefits right away.
Daniel Croft is a seasoned continuous improvement manager with a Black Belt in Lean Six Sigma. With over 10 years of real-world application experience across diverse sectors, Daniel has a passion for optimizing processes and fostering a culture of efficiency. He's not just a practitioner but also an avid learner, constantly seeking to expand his knowledge. Outside of his professional life, Daniel has a keen Investing, statistics and knowledge-sharing, which led him to create the website www.learnleansigma.com, a platform dedicated to Lean Six Sigma and process improvement insights.
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Have you ever heard the expression "can’t see the forest for the trees”? It illustrates how focusing too heavily on details can obscure the bigger picture. While examining the fine points of a problem has its benefits, this tactic can also lead to tunnel vision. Systems thinking theory provides an alternative approach that can revolutionize the way you overcome challenges.
So, what is systems thinking? Unlike other analytical approaches, systems thinking embraces a comprehensive perspective that emphasizes how constituent parts interact. Keep reading to discover how you can enhance your problem-solving abilities in your personal and professional life by becoming a systems thinker.
A central concept of systems thinking theory is that everything is interconnected. Variables in a system can affect other variables, creating dynamic causal relationships and feedback loops. As a result, the whole system is greater than the sum of its parts. Evaluating problems through this framework can support the development of actionable, long-term solutions.
There are countless ways to approach a problem. One strategy involves breaking down the problem into smaller components and analyzing each part individually. However, this approach can overlook vital relationships between elements, leading to shortsighted conclusions. As the name suggests, systems thinking regards a problem in a broad context. The holistic nature of systems thinking helps to uncover underlying patterns of behavior and relationships that may not be apparent when examining each factor in isolation.
In a feedback loop, the results of a process influence or modify it. For example, a thermostat in an air conditioning unit cools a room by comparing the current temperature to a set point and then chilling the air to maintain the desired temperature. As the room reaches the optimal temperature, the system recognizes this and automatically shuts off.
Understanding feedback loops and causal relationships helps you understand a system’s interdependencies, enhancing your ability to identify patterns and predict outcomes. This ability has significant applications in the workplace. For example, a project manager can use their understanding of causal relationships to recognize how delays at one point in a project affect the entire project timeline.
When evaluating a complex system, it's easy to become overwhelmed or confused. Visualization tools can deepen your understanding by representing causal relationships and interdependencies in a more comprehensible form. Causal loop diagrams, stock and flow diagrams, and other system mapping strategies can facilitate a better understanding of system dynamics and facilitate in-depth problem-solving.
Through systems maps and diagrams, you can create a bird's-eye view of a problem that illustrates the relationships between various elements. For example, a “behavior over time” diagram reveals how a particular variable changes over time. This is useful for identifying temporal patterns, trends, and cycles in the context of the whole system. Systems maps can also be formatted as circles depicting various entities with lines demonstrating their connections. Organizations often use maps like these to visualize hierarchies and relationships between groups or individuals. Flowcharts are yet another example of a systems map that uses symbols and arrows to show a sequence of activities in a process.
Causal loop diagrams display a system’s variables, relationships, cycles, and boundaries. They reveal feedback loops and depict the nature of the interactions between variables. Relationships between entities or nodes are represented by arrows that signify the direction of causality. Feedback loops that are reinforcing or amplifying are denoted with the letter “R,” while balancing or counteracting loops are marked with the letter “B.” This information helps illustrate emergence, a fundamental systems thinking concept where different parts of a system interact to create novel outcomes.
While causal loop diagrams focus on qualitative relationships, stock and flow diagrams emphasize quantitative data and rates of change in a system. Stocks are represented by rectangles and refer to numerical information such as inventory levels, financial balances, or the number of customers or employees involved in a system. Flows are depicted as arrows and show the rate at which stocks increase or decrease.
Jay Forrester , a key figure in the field of system dynamics, explains, “The image of the world around us which we carry in our head is just a model. Nobody in his head imagines all of the world, government, or country. He has only selected concepts and relationships between them and uses those to represent the real system.” Because the world is inherently complex and nuanced, individuals must rely on mental models to simplify and make sense of it. While these models provide a valuable framework for understanding intricate realities, they can also lead to oversimplifications and assumptions.
A paradigm is a set of beliefs, perspectives, and mental models through which a person perceives the world. By applying systems thinking to their everyday lives, individuals can create a paradigm shift that broadens their viewpoints and helps them find novel ways to overcome obstacles.
Regardless of their occupation or industry, professionals can sometimes view work-related challenges from a limited perspective. Whether it’s due to organizational silos, communication barriers, or knowledge gaps, they may overlook crucial insights that could lead to more effective, large-scale solutions. Systems thinking counters this reductionist tendency, offering a framework for approaching workplace difficulties more holistically.
Organizations can use systems thinking to streamline workflows, improve profitability, and develop innovative problem-solving strategies. Companies like Google and Amazon use systems engineering to build vast interconnected systems that integrate logistics, supply chain management, and customer service operations. Toyota is also recognized as a leader in systems thinking. The company’s Toyota Production System leverages a “lean manufacturing” strategy that minimizes excess inventory, enhances cross-team communication, and fosters continuous improvement by viewing the entire manufacturing process as a cohesive unit.
In recent years, supply chain management has been a significant source of stress for companies across the globe. Materials shortages, economic fluctuations, the COVID-19 pandemic, and other factors have caused major disruptions. Companies must continually refine their supply chain processes to meet these evolving challenges.
Walmart’s enduring success is often attributed to its systems thinking approach to supply chain management . The retail giant uses an integrated system combining procurement, logistics, and inventory management to maximize efficiency and reduce costs. Additionally, by leveraging real-time data about sales and inventory levels, Walmart can forecast demand and adjust operations to align with fluctuating conditions. The company has also increased efficiency by working directly with distributors and manufacturers, thereby eliminating links in the supply chain and streamlining processes even further.
By adopting a systems thinking mindset, you broaden your perspective and enhance your ability to navigate challenges. This can have a profound impact on your career. Consider the following tips for integrating systems thinking into your professional life:
If you’re ready to enhance your understanding of systems thinking and gain other in-demand skills, consider earning a degree from WGU. Our Bachelor of Science in Data Analytics offers an industry-relevant curriculum that equips you with cutting-edge skills in data management, data visualization, and data analysis. This degree also includes two WGU certifications at no extra cost.
If your interests lie in supply chain management, consider earning a Bachelor of Science in Supply Chain and Operations Management . With courses in business analytics, global supply chain management, finance, business simulation, and other essential subjects, our B.S. in Supply Chain and Operations Management degree can establish the educational foundation you need to thrive.
At WGU, you can earn a degree online without sacrificing your personal or professional commitments. Our competency-based approach measures skills and learning rather than time spent in a classroom, allowing you to advance to the next level as soon as you demonstrate mastery of the material. This enables many students to accelerate their studies and graduate sooner. Take the next step toward career success by applying today.
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The expression “Problem-Solving Approach” has been the talk of the town, where the town is the business world. What is this approach and why is it so popular?
At Near Partner, we have a lot of fun. We’re not just talking about running marathons together , having ping pong matches, or just overall loving our bond as a team . What connects us all is our love for what we do. But it is not always “fun and games”. We sometimes have stressful, time-sensitive situations to deal with. Situations where our clients have a problem in hands and need it fixed yesterday .
And, if a client has a problem, that becomes our problem to solve. Time to put on our problem-solving hats and apply our problem-solving approach.
As you have noticed, most recruiters seek “problem solvers”. Almost all career path advisors talk about problem-solving; while some call it a process, others brand it a method, and others name it a problem-solving approach. There are plenty of books, workshops and master classes dedicated problem solving. And it ranks among one of the 5 most requested skills for software engineers .
It’s also become a go-to expression, but its meaning is quite vague. For us, problem-solving is an integral part of life. We all do it, every day, in all sorts of environments and situations.
But , you might think, if problem solving is something we all do in our daily lives, at work, at home, and even in our social interactions, isn’t this whole “problem solving approach” just a new buzzword in the business world ? Hm, not exactly.
In a business context, having a problem-solving approach to complex challenges means using a shared, collaborative, and systematic approach (or method) to solve a problem, following a structure that works for the environment you find yourself in. It delivers quicker and more efficient results and brings many advantages to the business.
Developing and implementing a problem-solving approach—adapted to each business, of course—is not just a way to simplify solving problems. It is, in fact, a way to look at problems, and roadmap on how to tackle them. These are the main benefits of having a problem-solving approach for businesses.
Adopting a problem-solving approach, together with an Agile mindset , will get your teams ready to tackle anything.
At Near Partner, we think of ourselves as problem solvers, not task-doers. And this reflects in everything we do, from who we hire to how we recruit, and to how we treat each other in the company. Our metric for success isn’t how many lines of code we write. Not even how many good lines of code we write. Our metric for success is how many problems we solve . It is important to give the perfect answer, but only if we are answering the correct question .
Whenever we need to tackle a problem, we follow a structure that can be divided into six stages:
We always start with questions: What seems to be the problem here? What is our client facing? What do they need, and what have they gotten instead? We keep asking until we have identified the problem exactly.
After the initial questions, we move on to, yes, more questions: Is there a technical limitation? Is the problem architectural? Or is it due to lack of communication with the development team? Is the business analysis correct?
The development of our solution to a client’s problem also starts with questions: What can we do about it? Should we throw the application away and redo the whole thing? Should we use some other software development language like .NET, Java or OutSystems?
When we get our prototype solution, we test it. Is it working perfectly? If not, let’s circle back and question some more, think some more, and test it again.
After all is done, tested and verified, we start rollout. And this does not only mean setting the network up and getting the software rolling. It also means getting the whole team of our client on board, explaining how to, when to, and where to.
And just before we wrap it up, we take away the important bits: what we’d got to work with, what we’ve done, how our solution turned out. Then we keep it for future reference, and only then, we think “mission accomplished”.
Are these six steps carved in stone? Not at all. This is a basic process we follow, but the beauty of it is our problem-solving approach allows us to identify and pursuit opportunities to innovate, and to create alternative paths and ways to solve problems.
At the end of the day, we don’t count how many lines of code we wrote, or how many people worked on a specific project. We count how many problems we solved, how many clients we’ve helped, and how much we’ve learned in doing so.
Do you need help with problem-solving? Talk to us ! Our fantastic team of problem solvers (and excellent problem finders, too) can help you figure out what is wrong and deliver a solution that is just right for your and your business’ needs. Meanwhile, take a look at our success stories .
I'm a serial entrepreneur and a (quasi-serial) father. I'm particularly fond of technology, solving problems and team culture, and my life lies at the intersection of those interests.
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When you start a small business or launch a startup, the one thing you can count on is the unexpected. No matter how thoroughly you plan, forecast , and test, problems are bound to arise. This is why as an entrepreneur, you need to know how to solve business problems effectively.
Problem solving in business relates to establishing processes that mitigate or remove obstacles currently preventing you from reaching strategic goals . These are typically complex issues that create a gap between actual results and your desired outcome. They may be present in a single team, operational process, or throughout your entire organization, typically without an immediate or obvious solution.
To approach problem solving successfully, you need to establish consistent processes that help you evaluate, explore solutions, prioritize execution, and measure success. In many ways, it should be similar to how you review business performance through a monthly plan review . You work through the same documentation, look for gaps, dig deeper to identify the root cause, and hash out options. Without this process, you simply cannot expect to solve problems efficiently or effectively.
While some would say problem-solving comes naturally, it’s actually a skill you can grow and refine over time. Problem solving skills will help you and your team tackle critical issues and conflicts as they arise. It starts from the top. You as the business owner or CEO needing to display the type of level-headed problem solving that you expect to see from your employees.
Doing so will help you and your staff quickly deal with issues, establish and refine a problem solving process, turn challenges into opportunities, and generally keep a level head. Now, the best business leaders didn’t just find a magic solution to solve their problems, they built processes and leveraged tools to find success. And you can do the same.
By following this 10-step process, you can develop your problem-solving skills and approach any issue that arises with confidence.
When a problem arises, it can be very easy to jump right into creating a solution. However, if you don’t thoroughly examine what led to the problem in the first place, you may create a strategy that doesn’t actually solve it. You may just be treating the symptoms.
For instance, if you realize that your sales from new customers are dropping, your first inclination might be to rush into putting together a marketing plan to increase exposure. But what if decreasing sales are just a symptom of the real problem?
When you define the problem, you want to be sure you’re not missing the forest for the trees. If you have a large issue on your hands, you’ll want to look at it from several different angles:
Is a competitor’s promotion or pricing affecting your sales? Are there new entrants in your market? How are they marketing their product or business?
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Is your business model sustainable? Is it realistic for how fast you want to grow? Should you explore different pricing or cost strategies?
How are world events and the nation’s economy affecting your customers and your sales?
Are there any issues affecting your team? Do they have the tools and resources they need to succeed?
Is everyone on your team working toward the same goal ? Have you communicated your short-term and long-term business goals clearly and often?
There are a lot of ways to approach the issue when you’re facing a serious business problem. The key is to make sure you’re getting a full snapshot of what’s going on so you don’t waste money and resources on band-aid solutions.
Going back to our example, by looking at every facet of your business, you may discover that you’re spending more on advertising than your competitors already. And instead, there’s a communication gap within your team that’s leading to the mishandling of new customers and therefore lost sales.
If you jumped into fixing the exposure of your brand, you would have been dumping more money into an area you’re already winning. Potentially leading to greater losses as more and more new customers are dropped due to poor internal communication.
This is why it’s so vital that you explore your blind spots and track the problem to its source.
All good businesses solve some sort of problem for customers. What if your particular business problem is actually an opportunity, or even a strength if considered from a different angle? This is when you’d want to conduct a SWOT analysis to determine if that is in fact the case.
SWOT is a great tool for strategic planning and bringing multiple viewpoints to the table when you’re looking at investing resources to solve a problem. This may even be incorporated in your attempts to identify the source of your problem, as it can quickly outline specific strengths and weaknesses of your business. And then by identifying any potential opportunities or threats, you can utilize your findings to kickstart a solution.
As you approach solving your problem, you may want to consider using the design thinking approach . It’s often used by organizations looking to solve big, community-based problems. One of its strengths is that it requires involving a wide range of people in the problem-solving process. Which leads to multiple perspectives and solutions arising.
This approach—applying your company’s skills and expertise to a problem in the market—is the basis for design thinking.
It’s not about finding the most complex problems to solve, but about finding common needs within the organization and in the real world and coming up with solutions that fit those needs. When you’re solving business problems, this applies in the sense that you’re looking for solutions that address underlying issues—you’re looking at the big picture.
Market research and customer outreach aren’t the sorts of things small business owners and startups can do once and then cross off the list. When you’re facing a roadblock, think back to the last time you did some solid market research or took a deep dive into understanding the competitive landscape .
Market research and the insights you get from customer outreach aren’t a silver bullet. Many companies struggle with what they should do with conflicting data points. But it’s worth struggling through and gathering information that can help you better understand your target market . Plus, your customers can be one of the best sources of criticism. It’s actually a gift if you can avoid taking the negatives personally .
The worst thing you can do when you’re facing challenges is isolating yourself from your customers and ignore your competition. So survey your customers. Put together a competitive matrix .
Don’t do your SWOT analysis or design thinking work by yourself. The freedom to express concerns, opinions, and ideas will allow people in an organization to speak up. Their feedback is going to help you move faster and more efficiently. If you have a team in place, bring them into the discussion. You hired them to be experts in their area; use their expertise to navigate and dig deeper into underlying causes of problems and potential solutions.
If you’re running your business solo, at least bring in a trusted mentor. SCORE offers a free business mentorship program if you don’t already have one. It can also be helpful to connect with a strategic business advisor , especially if business financials aren’t your strongest suit.
Quoting Stephen Covey, who said that “strength lies in differences, not in similarities,” speaking to the importance of diversity when it comes to problem-solving in business. The more diverse a team is , the more often innovative solutions to the problems faced by the organization appear.
In fact, it has been found that groups that show greater diversity were better at solving problems than groups made up specifically of highly skilled problem solvers. So whoever you bring in to help you problem-solve, resist the urge to surround yourself with people who already agree with you about everything.
So you do your SWOT analysis and your design thinking exercise. You come up with a set of strong, data-driven ideas. But implementing them requires you to adjust your budget, or your strategic plan, or even your understanding of your target market.
Are you willing to change course? Can you quickly make adjustments? Well in order to grow, you can’t be afraid to be nimble .
By adopting the lean business planning method —the process of revising your business strategy regularly—you’ll be able to shift your strategies more fluidly. You don’t want to change course every week, and you don’t want to fall victim to shiny object thinking. But you can strike a balance that allows you to reduce your business’s risk while keeping your team heading in the right direction.
Along the way, you’ll make strategic decisions that don’t pan out the way you hoped. The best thing you can do is test your ideas and iterate often so you’re not wasting money and resources on things that don’t work. That’s Lean Planning .
When you’re trying to solve a serious business problem, one of the best things you can do is build a few different financial forecasts so you can model different scenarios. You might find that the idea that seemed the strongest will take longer than you thought to reverse a negative financial trend. At the very least you’ll have better insight into the financial impact of moving in a different direction.
The real benefit here is looking at different tactical approaches to the same problem. Maybe instead of increasing sales right now, you’re better off in the long run if you adopt a strategy to reduce churn and retain your best customers. You won’t know unless you model a few different scenarios. You can do this by using spreadsheets, and a tool like LivePlan can make it easier and quicker.
While you’re working to solve a challenging business problem, pay particular attention to your cash flow and your cash flow forecast . Understanding when your company is at risk of running out of cash in the bank can help you be proactive. It’s a lot easier to get a line of credit while your financials still look good and healthy, than when you’re one pay period away from ruin.
If you’re dealing with a serious issue, it’s easy to start to get tunnel vision. You’ll benefit from maintaining a little breathing room for your business as you figure out what to do next.
Once you’ve gathered all the information you need, generated a number of ideas, and done some financial modeling, you might still feel uncertain. It’s natural—you’re not a fortune-teller. You’re trying to make the best decision you can with the information you have.
This article offers a really useful approach to making decisions. It starts with putting your options into a matrix like this one:
Use this sort of framework to put everything you’ve learned out on the table. If you’re working with a bigger team, this sort of exercise can also bring the rest of your team to the table so they feel some ownership over the outcome.
How will you know your problem is solved? And not just the symptom—how will you know when you’ve addressed the underlying issues? Before you dive into enacting the solution, make sure you know what success looks like.
Decide on a few key performance indicators . Take a baseline measurement, and set a goal and a timeframe. You’re essentially translating your solution into a plan, complete with milestones and goals. Without these, you’ve simply made a blind decision with no way to track success. You need those goals and milestones to make your plan real .
As you and your team work through this process, it’s worth keeping in mind specific problem solving skills you should continue to develop. Bolstering your ability, as well as your team, to solve problems effectively will only make this process more useful and efficient. Here are a few key skills to work on.
It can be very easy to make quick, emotional responses in a time of crisis or when discussing something you’re passionate about. To avoid making assumptions and letting your emotions get the best of you, you need to focus on empathizing with others. This involves understanding your own emotional state, reactions and listening carefully to the responses of your team. The more you’re able to listen carefully, the better you’ll be at asking for and taking advice that actually leads to effective problem solving.
Jumping right into a solution can immediately kill the possibility of solving your problem. Just like when you start a business , you need to do the research into what the problem you’re solving actually is. Luckily, you can embed research into your problem solving by holding active reviews of financial performance and team processes. Simply asking “What? Where? When? How?” can lead to more in-depth explorations of potential issues.
The best thing you can do to grow your research abilities is to encourage and practice curiosity. Look at every problem as an opportunity. Something that may be trouble now, but is worth exploring and finding the right solution. You’ll pick up best practices, useful tools and fine-tune your own research process the more you’re willing to explore.
Creatively brainstorming with your team is somewhat of an art form. There needs to be a willingness to throw everything at the wall and act as if nothing is a bad idea at the start. This style of collaboration encourages participation without fear of rejection. It also helps outline potential solutions outside of your current scope, that you can refine and turn into realistic action.
Work on breaking down problems and try to give everyone in the room a voice. The more input you allow, the greater potential you have for finding the best solution.
One thing that can drag out acting upon a potential solution, is being indecisive. If you aren’t willing to state when the final cutoff for deliberation is, you simply won’t take steps quickly enough. This is when having a process for problem solving comes in handy, as it purposefully outlines when you should start taking action.
Work on choosing decision-makers, identify necessary results and be prepared to analyze and adjust if necessary. You don’t have to get it right every time, but taking action at the right time, even if it fails, is almost more vital than never taking a step.
Stemming off failure, you need to learn to be resilient. Again, no one gets it perfect every single time. There are so many factors in play to consider and sometimes even the most well-thought-out solution doesn’t stick. Instead of being down on yourself or your team, look to separate yourself from the problem and continue to think of it as a puzzle worth solving. Every failure is a learning opportunity and it only helps you further refine and eliminate issues in your strategy.
The key to effective problem-solving in business is the ability to adapt. You can waste a lot of resources on staying the wrong course for too long. So make a plan to reduce your risk now. Think about what you’d do if you were faced with a problem large enough to sink your business. Be as proactive as you can.
Editor’s note: This article was originally published in 2016. It was updated in 2021.
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AlphaProof and AlphaGeometry teams
Breakthrough models AlphaProof and AlphaGeometry 2 solve advanced reasoning problems in mathematics
Artificial general intelligence (AGI) with advanced mathematical reasoning has the potential to unlock new frontiers in science and technology.
We’ve made great progress building AI systems that help mathematicians discover new insights , novel algorithms and answers to open problems . But current AI systems still struggle with solving general math problems because of limitations in reasoning skills and training data.
Today, we present AlphaProof, a new reinforcement-learning based system for formal math reasoning, and AlphaGeometry 2, an improved version of our geometry-solving system . Together, these systems solved four out of six problems from this year’s International Mathematical Olympiad (IMO), achieving the same level as a silver medalist in the competition for the first time.
The IMO is the oldest, largest and most prestigious competition for young mathematicians, held annually since 1959.
Each year, elite pre-college mathematicians train, sometimes for thousands of hours, to solve six exceptionally difficult problems in algebra, combinatorics, geometry and number theory. Many of the winners of the Fields Medal , one of the highest honors for mathematicians, have represented their country at the IMO.
More recently, the annual IMO competition has also become widely recognised as a grand challenge in machine learning and an aspirational benchmark for measuring an AI system’s advanced mathematical reasoning capabilities.
This year, we applied our combined AI system to the competition problems, provided by the IMO organizers. Our solutions were scored according to the IMO’s point-awarding rules by prominent mathematicians Prof Sir Timothy Gowers , an IMO gold medalist and Fields Medal winner, and Dr Joseph Myers , a two-time IMO gold medalist and Chair of the IMO 2024 Problem Selection Committee.
“ The fact that the program can come up with a non-obvious construction like this is very impressive, and well beyond what I thought was state of the art.
Prof Sir Timothy Gowers, IMO gold medalist and Fields Medal winner
First, the problems were manually translated into formal mathematical language for our systems to understand. In the official competition, students submit answers in two sessions of 4.5 hours each. Our systems solved one problem within minutes and took up to three days to solve the others.
AlphaProof solved two algebra problems and one number theory problem by determining the answer and proving it was correct. This included the hardest problem in the competition, solved by only five contestants at this year’s IMO. AlphaGeometry 2 proved the geometry problem, while the two combinatorics problems remained unsolved.
Each of the six problems can earn seven points, with a total maximum of 42. Our system achieved a final score of 28 points, earning a perfect score on each problem solved — equivalent to the top end of the silver-medal category . This year, the gold-medal threshold starts at 29 points, and was achieved by 58 of 609 contestants at the official competition.
Graph showing performance of our AI system relative to human competitors at IMO 2024. We earned 28 out of 42 total points, achieving the same level as a silver medalist in the competition.
AlphaProof is a system that trains itself to prove mathematical statements in the formal language Lean . It couples a pre-trained language model with the AlphaZero reinforcement learning algorithm, which previously taught itself how to master the games of chess, shogi and Go.
Formal languages offer the critical advantage that proofs involving mathematical reasoning can be formally verified for correctness. Their use in machine learning has, however, previously been constrained by the very limited amount of human-written data available.
In contrast, natural language based approaches can hallucinate plausible but incorrect intermediate reasoning steps and solutions, despite having access to orders of magnitudes more data. We established a bridge between these two complementary spheres by fine-tuning a Gemini model to automatically translate natural language problem statements into formal statements, creating a large library of formal problems of varying difficulty.
When presented with a problem, AlphaProof generates solution candidates and then proves or disproves them by searching over possible proof steps in Lean. Each proof that was found and verified is used to reinforce AlphaProof’s language model, enhancing its ability to solve subsequent, more challenging problems.
We trained AlphaProof for the IMO by proving or disproving millions of problems, covering a wide range of difficulties and mathematical topic areas over a period of weeks leading up to the competition. The training loop was also applied during the contest, reinforcing proofs of self-generated variations of the contest problems until a full solution could be found.
Process infographic of AlphaProof’s reinforcement learning training loop: Around one million informal math problems are translated into a formal math language by a formalizer network. Then a solver network searches for proofs or disproofs of the problems, progressively training itself via the AlphaZero algorithm to solve more challenging problems.
AlphaGeometry 2 is a significantly improved version of AlphaGeometry . It’s a neuro-symbolic hybrid system in which the language model was based on Gemini and trained from scratch on an order of magnitude more synthetic data than its predecessor. This helped the model tackle much more challenging geometry problems, including problems about movements of objects and equations of angles, ratio or distances.
AlphaGeometry 2 employs a symbolic engine that is two orders of magnitude faster than its predecessor. When presented with a new problem, a novel knowledge-sharing mechanism is used to enable advanced combinations of different search trees to tackle more complex problems.
Before this year’s competition, AlphaGeometry 2 could solve 83% of all historical IMO geometry problems from the past 25 years, compared to the 53% rate achieved by its predecessor. For IMO 2024, AlphaGeometry 2 solved Problem 4 within 19 seconds after receiving its formalization.
Illustration of Problem 4, which asks to prove the sum of ∠KIL and ∠XPY equals 180°. AlphaGeometry 2 proposed to construct E, a point on the line BI so that ∠AEB = 90°. Point E helps give purpose to the midpoint L of AB, creating many pairs of similar triangles such as ABE ~ YBI and ALE ~ IPC needed to prove the conclusion.
As part of our IMO work, we also experimented with a natural language reasoning system, built upon Gemini and our latest research to enable advanced problem-solving skills. This system doesn’t require the problems to be translated into a formal language and could be combined with other AI systems. We also tested this approach on this year’s IMO problems and the results showed great promise.
Our teams are continuing to explore multiple AI approaches for advancing mathematical reasoning and plan to release more technical details on AlphaProof soon.
We’re excited for a future in which mathematicians work with AI tools to explore hypotheses, try bold new approaches to solving long-standing problems and quickly complete time-consuming elements of proofs — and where AI systems like Gemini become more capable at math and broader reasoning.
Evidence Rating for Outcomes
Juvenile Problem & At-Risk Behaviors | Aggression |
Juvenile Problem & At-Risk Behaviors | Anger Experience |
Juvenile Problem & At-Risk Behaviors | Self-Control |
Mental Health & Behavioral Health | Problem-Solving |
Mental Health & Behavioral Health | Social Competencies |
Cognitive behavioral therapy (CBT) is a problem-focused, therapeutic approach that attempts to help people identify and change dysfunctional beliefs, thoughts, and patterns that contribute to their problem behaviors. This variant of CBT focuses specifically on children and adolescents who have anger-related problems. The practice is rated Effective for reducing aggression and anger expression, and improving self-control, problem-solving, and social competencies.
Practice goals/target population.
Cognitive behavioral therapy (CBT) is a problem-focused, therapeutic approach designed to help individuals identify and change dysfunctional beliefs, thoughts, and patterns that contribute to maladaptive behavior. In general, CBT has been used to address a wide range of problems, including anger-related problems. (Beck and Fernandez 1998; Lipsey 2009). This variant of CBT focuses specifically on children and adolescents who have anger-related problems.
Anger-related problems in children and adolescents include aggression, self-control, problem-solving, social competencies, and anger experience. Aggression is often associated with violence and antisocial behavior, and youth who have severe aggression problems typically have other behavioral problems, such as conduct disorder (Hoogsteder et al. 2010). Aggressive youth are also more likely to have been arrested or convicted of a crime, compared with their non-aggressive peers (Andrews and Bonta 2010). For youth with anger problems, CBT is designed to 1) change how anger is experienced (e.g., how quickly a child becomes angry, the intensity of the anger, and the amount of time spent feeling angry), 2) reduce aggressive behavior, and 3) improve social functioning.
CBT may be provided through individual or group formats in a variety of settings, including at school, inpatient or outpatient centers, and juvenile correctional facilities. Length of treatment varies from 2 hours to 1 year. It utilizes a variety of therapeutic techniques to change the clients’ cognitive processes and behavior including modeling appropriate behaviors, recognizing cognitive distortions and problematic biases, building cognitive-coping skills, using rewards to modify behavior, rehearsing appropriate behaviors, and training in affective education (Kendall 1993). Further, these specific therapeutic techniques can be incorporated and delivered via a variety of treatment methods, including
In addition, some CBT approaches include mindfulness exercises, which are aimed at reducing stress, while enhancing an individual’s consciousness in improving behavior.
CBT is a behavioral approach designed to identify and change an individual’s maladaptive thoughts and behaviors. It is based on the cognitive model that describes how people’s distorted perceptions of situations influence their emotional, behavioral (and often physiological) reactions, which can lead to negative cognitions and maladaptive behavior (Sukhodolsky, Kassinove, and Gorman 2004). Dodge (1980) outlined a five-step sequential model of cognitive processes that consisted of 1) encoding of social cues, 2) interpretation or reception of cues, 3) response search, 4) response decision, and 5) enactment of behavior. Disruptions at any stage but particularly in the early stages, may lead to anger and aggressive behavior. Thus, CBT addresses problem behaviors by helping individuals to recognize and correct the flawed perceptions that may precede maladaptive thoughts and actions (Sukhodolsky, Kassinove, and Gorman 2004).
Across 36 effect sizes, Sukodolsky, Kassinove, and Gorman (2004) found a statistically significant mean effect of 0.63 for aggression, meaning that children who participated in cognitive behavioral therapy (CBT) for anger-related problems demonstrated lower levels of aggression, compared with control group youth. Similarly, across 6 studies (including 13 effect sizes), Hoogsteder and colleagues (2015) found a statistically significant mean effect of 1.139 for aggression, also showing that children who completed CBT for anger-related problems were less aggressive, compared with control group children. |
Across 29 effect sizes, Sukodolsky, Kassinove, and Gorman (2004) found a statistically significant mean effect of 0.72 for anger experience, which was defined as how quickly a child reported that he or she became angry, the intensity of that anger, and length of time spent feeling angry. This finding indicated that children who participated in CBT for anger-related problems demonstrated significantly less physiological arousal under circumstances of being wronged or mistreated compared with control group youth. |
Across 8 effect sizes, Sukodolsky, Kassinove, and Gorman (2004) found a statistically significant mean effect of 0.72 for self-control, showing that children who participated in CBT for anger-related problems demonstrated improved levels of self-control, compared with control group youth. |
Across 11 effect sizes, Sukodolsky, Kassinove, and Gorman (2004) found a statistically significant mean effect of 0.73 for problem solving, meaning that children who participated in CBT for anger-related problems showed improved problem-solving skills, compared with control group youth. |
Across 20 effect sizes, Sukodolsky, Kassinove, and Gorman (2004) found a statistically significant mean effect size of 0.64 for social skills, meaning that children who participated in CBT for anger-related problems demonstrated improved social skills, compared with control group youth. |
Literature Coverage Dates | Number of Studies | Number of Study Participants | |
---|---|---|---|
Meta Analysis 1 | 1974-1997 | 40 | 1953 |
Meta Analysis 2 | 1981-2010 | 6 | 164 |
Sukhodolsky, Kassinove, and Gorman (2004) conducted a meta-analysis to examine the effects of cognitive behavioral therapy (CBT) for anger-related problems in children and adolescents. The researchers conducted a literature search via PsycLit, Medline, and Dissertation Abstracts International. They retrieved article abstracts by cross- referencing the following terms: “anger”, “aggression”, “oppositional behavior”, and “antisocial behavior” with “children”, “adolescents”, “treatment”, “therapy”, and “counseling”. Next, they manually examined references of individual outcome articles and meta- analyses of psychotherapy with children to find relevant titles.
Studies were eligible for inclusion if 1) a form of CBT was compared with a no-treatment or attention control condition; 2) treatment targets were explicitly stated and included one or more of the following: anger reduction, reduction of aggressive or antisocial behavior, improvement of anger-related, social-cognitive deficits, improvement of self-regulation or self-control, and improvement of social skills; 3) at least one outcome measure of anger or aggression was included; 4) participants were children and/or adolescents from 6 to 18 years of age; 5) study results were expressed numerically in a way that permitted the computation of effect size; and 6) studies were completed between 1974 and 1997 and reported in English .
Forty studies met the inclusion criteria. Of the 40 studies, 21 were published, and 19 were unpublished. Across these studies, 51 treatment versus control comparisons were used in the meta-analysis. Of these 51 comparisons, 41 were from studies that used random assignment, and 10 were from studies that did not use random assignment. A total of 1,953 children or adolescents participated in the studies. The average age of participants was 12.5, although mean age for the treatment groups ranged from 7 to 17.2 years old. On average, for each comparison, 82 percent of participants were male. Of the total sample, 41 percent of participants were in the moderate range of problem severity, 39 percent were in the mild range, and20 percent were in the severe range of problem severity. Treatment was delivered in various settings, including schools, outpatient centers, inpatient centers, and correctional facilities.
The 40 studies yielded 173 effect sizes. Instead of weighting, the researchers calculated three sets of effects: 1) overall effect per study or comparison, 2) effects per domain of measurement, and 3) effects per source of information. Effects were reported as Cohen’s d . The number of effects by outcome varied: the aggression outcome was calculated with 36 effect sizes, the anger experience outcome was calculated with 29 effect sizes, the self-control outcome was calculated with 8 effect sizes, the problem-solving outcome was calculated with 11 effect sizes, and the social skills outcome was calculated with 20 effect sizes. The researchers did not indicate what type of model they used for the analyses.
Hoogsteder and colleagues (2015) conducted a meta-analysis of cognitive behavioral treatment (CBT) for anger-related problems in children and adolescents. The researchers systematically searched the following electronic databases: PsycINFO, Medline, ERIC, Picarta, International Bibliography of the Social Sciences, Adlib, ScienceDirect, SpringerLink, ProQuest Dissertation Abstracts, and Google Scholar by cross-referencing the following keywords: “aggression treatment”, “anger-management training”, “chronic aggression”, “cognitive-behavior therapy”, and “externalizing behavior” with “adolescents”, “youth”, “juvenile”, “inpatient”, “incarcerated”, and “individual”. They then inspected all the references and citations of the articles found and inspected the reference sections of relevant systematic reviews and meta-analyses to find more studies that had not yet been included. Finally, they approached several researchers to obtain unpublished studies.
Studies published between 1980 through 2011 were eligible for inclusion if they met the following criteria: 1) addressed the effectiveness of treatments for adolescents with severe aggressive problems, often accompanied with conduct disorder (CD); 2) examined interventions that were individually oriented, which means that the intervention contained at least an individual component, possibly in combination with group and/or family therapy; 3) included CBT elements such as anger-management training, skills training, and cognitive restructuring; 4) provided posttest scores and a control group; 5) included a control group that received group therapy and/or individual treatment with no CBT elements; 6) included adolescents aged 12–18 years; and 7) provided the necessary data for the calculation of effect sizes. Studies were excluded if they specifically focused on prevention-based treatments designed for youth with conduct problems.
The six studies yielded 13 effect sizes. Cohen’s d was calculated using the mean scores and standard deviations differences between the experimental group and the control group. Cohen’s d was adjusted for pretest group differences in the outcome variables. The researchers used a multilevel random effects model to calculate the combined effect sizes. The overall effect size was homogenous; therefore, the researchers did not conduct analyses to examine if moderators, such as gender or type of CBT intervention, had any influence on the outcomes.
Evidence-base (meta-analyses reviewed).
These sources were used in the development of the practice profile:
Sukhodolsky, Denis G., Howard Kassinove, and Bernard S. Gorman. 2004. “Cognitive-Behavioral Therapy for Anger in Children and Adolescents: A Meta-Analysis.” Aggression and Violent Behavior 9:247–69.
Hoogsteder, Larissa M., Geert Jan J.M. Stams, Mariska A. Figge, Kareshma Changoe, Joan E. van Horn, Jan Hendriksa, and Inge B. Wissink. 2015. “A Meta-Analysis of the Effectiveness of Individually Oriented Cognitive Behavioral Treatment (CBT) for Severe Aggressive Behavior in Adolescents.” The Journal of Forensic Psychiatry & Psychology 26(1):22–37.
Apsche, Jack A., and S.R. Ward Bailey. 2004. “Mode Deactivation Therapy: Cognitive Behavioral Therapy for Young People with Reactive Conduct Disorders or Personality Disorders Who Sexually Abuse. In: M.C. Calder (ed.). Children and Young People Who Sexually Abuse: New Theory, Research and Practice Developments. Lyme Regis: Russell House Publishing, 263–87.
Beck, Richard, and Ephrem Fernandez. 1998. “Cognitive-Behavioral Self-Regulation of the Frequency, Duration, and Intensity of Anger.” Journal of Psychopathology and Behavioral Assessment 20(3):217–29.
Bonta, James, and D.A. Andrews. 2007. Risk-Need-Responsivity Model for Offender Assessment and Rehabilitation . (User Report 2007–2006). Ottawa: Public Safety Canada.
Burraston, Bahr O., David J. Cherrington, and Stephen J. Bahr. 2010. “Follow-Up: An Evaluation of the Real Victory Program Reducing Juvenile Recidivism with Cognitive Training and a Cell Phone.” International Journal of Offender Therapy and Comparative Criminology 56:61–80.
Dodge, Kenneth A. 1980. Statistical Power Analysis for the Behavioral Sciences, Second Edition. Hillsdale, N.J.: Lawrence Erlbaum Associates.
Kendall, Phillip. C. 1993. “Cognitive-Behavioral Therapies with Youth: Guiding Theory, Current Status, and Emerging Developments.” Journal of Consulting and Clinical Psychology 61:235–47.
Lipsey, Mark W. 2009. “The Primary Factors That Characterize Effective Interventions With Juvenile Offenders: A Meta-Analytic Overview.” Victims & Offenders 4:124–47.
Schlichter, K. Jeffrey, and John J. Horan. 1981. “Effects of Stress Inoculation on the Anger and Aggression Management Skills of Institutionalized Juvenile Delinquents.” Cognitive Therapy and Research 5:359–65.
Following are CrimeSolutions-rated programs that are related to this practice:
Why might a practice's outcome ratings differ from the ratings of specific programs encompassed by that practice?
Age: 7 - 17
Gender: Male, Female
Race/Ethnicity: Black, Hispanic, White
Targeted Population: Young Offenders
Setting (Delivery): Correctional, Inpatient/Outpatient, Other Community Setting, School
Practice Type: Cognitive Behavioral Treatment, Conflict Resolution/Interpersonal Skills, Group Home, Individual Therapy, Violence Prevention
Unit of Analysis: Persons
AlphaProof and AlphaGeometry 2 are steps toward building systems that can reason, which could unlock exciting new capabilities.
AI models can easily generate essays and other types of text. However, they’re nowhere near as good at solving math problems, which tend to involve logical reasoning—something that’s beyond the capabilities of most current AI systems.
But that may finally be changing. Google DeepMind says it has trained two specialized AI systems to solve complex math problems involving advanced reasoning. The systems—called AlphaProof and AlphaGeometry 2—worked together to successfully solve four out of six problems from this year’s International Mathematical Olympiad (IMO), a prestigious competition for high school students. They won the equivalent of a silver medal.
It’s the first time any AI system has ever achieved such a high success rate on these kinds of problems. “This is great progress in the field of machine learning and AI,” says Pushmeet Kohli, vice president of research at Google DeepMind, who worked on the project. “No such system has been developed until now which could solve problems at this success rate with this level of generality.”
There are a few reasons math problems that involve advanced reasoning are difficult for AI systems to solve. These types of problems often require forming and drawing on abstractions. They also involve complex hierarchical planning, as well as setting subgoals, backtracking, and trying new paths. All these are challenging for AI.
“It is often easier to train a model for mathematics if you have a way to check its answers (e.g., in a formal language), but there is comparatively less formal mathematics data online compared to free-form natural language (informal language),” says Katie Collins, an researcher at the University of Cambridge who specializes in math and AI but was not involved in the project.
Bridging this gap was Google DeepMind’s goal in creating AlphaProof, a reinforcement-learning-based system that trains itself to prove mathematical statements in the formal programming language Lean. The key is a version of DeepMind’s Gemini AI that’s fine-tuned to automatically translate math problems phrased in natural, informal language into formal statements, which are easier for the AI to process. This created a large library of formal math problems with varying degrees of difficulty.
Automating the process of translating data into formal language is a big step forward for the math community, says Wenda Li, a lecturer in hybrid AI at the University of Edinburgh, who peer-reviewed the research but was not involved in the project.
“We can have much greater confidence in the correctness of published results if they are able to formulate this proving system, and it can also become more collaborative,” he adds.
The Gemini model works alongside AlphaZero —the reinforcement-learning model that Google DeepMind trained to master games such as Go and chess—to prove or disprove millions of mathematical problems. The more problems it has successfully solved, the better AlphaProof has become at tackling problems of increasing complexity.
Although AlphaProof was trained to tackle problems across a wide range of mathematical topics, AlphaGeometry 2—an improved version of a system that Google DeepMind announced in January—was optimized to tackle problems relating to movements of objects and equations involving angles, ratios, and distances. Because it was trained on significantly more synthetic data than its predecessor, it was able to take on much more challenging geometry questions.
To test the systems’ capabilities, Google DeepMind researchers tasked them with solving the six problems given to humans competing in this year’s IMO and proving that the answers were correct. AlphaProof solved two algebra problems and one number theory problem, one of which was the competition’s hardest. AlphaGeometry 2 successfully solved a geometry question, but two questions on combinatorics (an area of math focused on counting and arranging objects) were left unsolved.
“Generally, AlphaProof performs much better on algebra and number theory than combinatorics,” says Alex Davies, a research engineer on the AlphaProof team. “We are still working to understand why this is, which will hopefully lead us to improve the system.”
Two renowned mathematicians, Tim Gowers and Joseph Myers, checked the systems’ submissions. They awarded each of their four correct answers full marks (seven out of seven), giving the systems a total of 28 points out of a maximum of 42. A human participant earning this score would be awarded a silver medal and just miss out on gold, the threshold for which starts at 29 points.
This is the first time any AI system has been able to achieve a medal-level performance on IMO questions. “As a mathematician, I find it very impressive, and a significant jump from what was previously possible,” Gowers said during a press conference.
Myers agreed that the systems’ math answers represent a substantial advance over what AI could previously achieve. “It will be interesting to see how things scale and whether they can be made faster, and whether it can extend to other sorts of mathematics,” he said.
Creating AI systems that can solve more challenging mathematics problems could pave the way for exciting human-AI collaborations, helping mathematicians to both solve and invent new kinds of problems, says Collins. This in turn could help us learn more about how we humans tackle math.
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Reporting by Anna Tong in San Francisco and Katie Paul in New York; editing by Ken Li and Claudia Parsons
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Anna Tong is a correspondent for Reuters based in San Francisco, where she reports on the technology industry. She joined Reuters in 2023 after working at the San Francisco Standard as a data editor. Tong previously worked at technology startups as a product manager and at Google where she worked in user insights and helped run a call center. Tong graduated from Harvard University.
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People encounter problems every day, whether they do so at work or in their daily, personal lives. Given this, once you're equipped with the right problem-solving approaches, problems transform from stressful setbacks into opportunities to learn and improve.
Problem-solving is a mental process that involves discovering, analyzing, and solving problems. The ultimate goal of problem-solving is to overcome obstacles and find a solution that best resolves the issue.
1. Define the problem. Diagnose the situation so that your focus is on the problem, not just its symptoms. Helpful problem-solving techniques include using flowcharts to identify the expected steps of a process and cause-and-effect diagrams to define and analyze root causes.. The sections below help explain key problem-solving steps.
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...
Key Points. Problems are an inescapable part of life, both in and out of work. So we can all benefit from having strong problem-solving skills. It's important to understand your current approach to problem solving, and to know where and how to improve.
Problem solving is the process of finding solutions to complex or challenging issues. It involves various skills, such as creativity, logic, analysis, and decision making. This article on Wikipedia provides an overview of different problem solving methods, models, techniques, and applications in various domains.
Problem-solving is a vital skill for coping with various challenges in life. This webpage explains the different strategies and obstacles that can affect how you solve problems, and offers tips on how to improve your problem-solving skills. Learn how to identify, analyze, and overcome problems with Verywell Mind.
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…
In this episode of the McKinsey Podcast, Simon London speaks with Charles Conn, CEO of venture-capital firm Oxford Sciences Innovation, and McKinsey senior partner Hugo Sarrazin about the complexities of different problem-solving strategies.. Podcast transcript. Simon London: Hello, and welcome to this episode of the McKinsey Podcast, with me, Simon London.
Become a better problem solver with insights and advice from leaders around the world on topics including developing a problem-solving mindset, solving problems in uncertain times, problem solving with AI, and much more.
Working backward is a problem-solving approach often taught to help students solve problems in mathematics. However, it's useful for real-world problems as well. Working backward is when you ...
What is problem solving? Problem solving is a process of finding and implementing a solution to a challenge or obstacle. In most contexts, this means going through a problem solving process that begins with identifying the issue, exploring its root causes, ideating and refining possible solutions before implementing and measuring the impact of that solution.
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 ...
Overview. At its roots, problem solving is exactly what it sounds like, the process of solving problems. However, problem solving methods permeate the studies of mathematics, science, and technology.The human processes involved in problem solving are often studied by cognitive scientists.. What is Problem Solving?
May 4, 2023 You've defined your problem, ensured stakeholders are aligned, and are ready to bring the right problem-solving approach and focus to the situation to find an optimal solution. But what is the right problem-solving approach? And what if there is no single ideal course of action? In our 2013 classic from the Quarterly, senior partner Olivier Leclerc highlights the value of taking ...
Teams today aren't just asked to execute tasks: They're called upon to solve problems. You'd think that many brains working together would mean better solutions, but the reality is that too ...
Problems come in all shapes and sizes — from workplace conflict to budget cuts.. Creative problem-solving is one of the most in-demand skills in all roles and industries. It can boost an organization's human capital and give it a competitive edge.. Problem-solving strategies are ways of approaching problems that can help you look beyond the obvious answers and find the best solution to ...
1-2-4 All Approach + Voting. The 1-2-4-All is a good problem solving approach that can work no matter how large the group is. Everyone is involved, and you can generate a vast amount of ideas quickly.
Problem solving strategies. 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?
In completing the Problem Statement Worksheet, you are prompted to define the key stakeholders. As you become involved in the problem-solving process, you should expand the question of key stakeholders to include what the team wants from them and what they want from the team, their values and motivations (helpful and unhelpful), and the communications mechanisms that will be most effective for ...
Problem-solving is an important component of any business or organization. It entails identifying, analyzing, and resolving problems in order to improve processes, drive results, and foster a culture of continuous improvement. A3 Problem solving is one of the most effective problem-solving methodologies. A3 Problem solving is a structured and systematic approach to problem-solving that ...
Unlock the power of systems thinking theory and revolutionize your problem-solving skills. Learn key concepts, tools, and applications to excel in your career.
The expression "Problem-Solving Approach" has been the talk of the town, where the town is the business world. What is this approach and why is it so popular?
Harriet Genever Harriet Genever is a freelance writer and copyeditor, specializing in blog posts, research articles and customer case studies. As the founder of her Australian-based business, Write Beyond, she works with B2B companies and small business, developing compelling content to attract customers and keep them engaged.
View all technologies — Our next generation AI systems are solving some of the hardest scientific and engineering challenges of our time Gemini — The most general and capable AI models we've ever built Project Astra — A universal AI agent that is helpful in everyday life
Cognitive behavioral therapy (CBT) is a problem-focused, therapeutic approach that attempts to help people identify and change dysfunctional beliefs, thoughts, and patterns that contribute to their problem behaviors. This variant of CBT focuses specifically on children and adolescents who have anger-related problems. The practice is rated Effective for reducing aggression and anger expression ...
To test the systems' capabilities, Google DeepMind researchers tasked them with solving the six problems given to humans competing in this year's IMO and proving that the answers were correct.
Computational thinking (CT) is a fundamental skill and an analytical ability that children in the twenty-first century should develop. Students should begin to work with algorithmic problem-solving and computational methods in K-12. Drawing on a conceptual framework (IGGIA) that combines CT and problem-solving, this study designed and implemented an interdisciplinary Scratch course in a ...
ChatGPT maker OpenAI is working on a novel approach to its artificial intelligence models in a project code-named "Strawberry," according to a person familiar with the matter and internal ...
Studies related to the GEP in SMGs can be classified in different classes. These classes can be about the types of problem's data that include probabilistic and deterministic data, the types of study goals that include technical and economic goals, and the types of problem structures that include centralized and decentralized structures.