business analysis and problem solving

The 5 Steps in Problem Analysis

One technique that is extremely useful to gain a better understanding of the problems before determining a solution is problem analysis .

Problem analysis is the process of understanding real-world problems and user’s needs and proposing solutions to meet those needs. The goal of problem analysis is to gain a better understanding of the problem being solved before developing a solution.

There are five useful steps that can be taken to gain a better understanding of the problem before developing a solution.

• Gain agreement on the problem definition
• Understand the root-causes – the problem behind the problem
• Identify the stakeholders and the users
• Define the solution boundary
• Identify the constraints to be imposed on the solution

Table of Contents

Gain agreement on the problem definition.

The first step is to gain agreement on the definition of the problem to be solved. One of the simplest ways to gain agreement is to simply write the problem down and see whether everyone agrees.

Business Problem Statement Template

A helpful and standardised format to write the problem definition is as follows:

• The problem of – Describe the problem
• Affects – Identify stakeholders affected by the problem
• The results of which – Describe the impact of this problem on stakeholders and business activity
• Benefits of – Indicate the proposed solution and list a few key benefits

Example Business Problem Statement

There are many problems statement examples that can be found in different business domains and during the discovery when the business analyst is conducting analysis. An example business problem statement is as follows:

The problem of  having to manually maintain an accurate single source of truth for finance product data across the business, affects the finance department. The results of which has the impact of not having to have duplicate data, having to do workarounds and difficulty of maintaining finance product data across the business and key channels. A successful solution would  have the benefit of providing a single source of truth for finance product data that can be used across the business and channels and provide an audit trail of changes, stewardship and maintain data standards and best practices.

Understand the Root Causes Problem Behind the Problem

You can use a variety of techniques to gain an understanding of the real problem and its real causes. One such popular technique is root cause analysis, which is a systematic way of uncovering the root or underlying cause of an identified problem or a symptom of a problem.

Root cause analysis helps prevents the development of solutions that are focussed on symptoms alone .

To help identify the root cause, or the problem behind the problem, ask the people directly involved.

The primary goal of the technique is to determine the root cause of a defect or problem by repeating the question “Why?” . Each answer forms the basis of the next question. The “five” in the name derives from an anecdotal observation on the number of iterations needed to resolve the problem .

Identify the Stakeholders and the Users

Effectively solving any complex problem typically involves satisfying the needs of a diverse group of stakeholders. Stakeholders typically have varying perspectives on the problem and various needs that must be addressed by the solution. So, involving stakeholders will help you to determine the root causes to problems.

Define the Solution Boundary

Once the problem statement is agreed to and the users and stakeholders are identified, we can turn our attention of defining a solution that can be deployed to address the problem.

Identify the Constraints  Imposed on Solution

We must consider the constraints that will be imposed on the solution. Each constraint has the potential to severely restrict our ability to deliver a solution as we envision it.

Some example solution constraints and considerations could be:-

• Economic – what financial or budgetary constraints are applicable?
• Environmental – are there environmental or regulatory constraints?
• Technical  – are we restricted in our choice of technologies?
• Political – are there internal or external political issues that affect potential solutions?

Conclusion – Problem Analysis

Try the five useful steps for problem solving when your next trying to gain a better understanding of the problem domain on your business analysis project or need to do problem analysis in software engineering.

The problem statement format can be used in businesses and across industries. 

Jerry Nicholas

Jerry continues to maintain the site to help aspiring and junior business analysts and taps into the network of experienced professionals to accelerate the professional development of all business analysts. He is a Principal Business Analyst who has over twenty years experience gained in a range of client sizes and sectors including investment banking, retail banking, retail, telecoms and public sector. Jerry has mentored and coached business analyst throughout his career. He is a member of British Computer Society (MBCS), International Institute of Business Analysis (IIBA), Business Agility Institute, Project Management Institute (PMI), Disciplined Agile Consortium and Business Architecture Guild. He has contributed and is acknowledged in the book: Choose Your WoW - A Disciplined Agile Delivery Handbook for Optimising Your Way of Working (WoW).

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Why Problem-Solving Skills Are Essential for Leaders in Any Industry

• 17 Jan 2023

Any organization offering a product or service is in the business of solving problems.

Whether providing medical care to address health issues or quick convenience to those hungry for dinner, a business’s purpose is to satisfy customer needs .

In addition to solving customers’ problems, you’ll undoubtedly encounter challenges within your organization as it evolves to meet customer needs. You’re likely to experience growing pains in the form of missed targets, unattained goals, and team disagreements.

Yet, the ubiquity of problems doesn’t have to be discouraging; with the right frameworks and tools, you can build the skills to solve consumers' and your organization’s most challenging issues.

Here’s a primer on problem-solving in business, why it’s important, the skills you need, and how to build them.

Access your free e-book today.

What Is Problem-Solving in Business?

Problem-solving is the process of systematically removing barriers that prevent you or others from reaching goals.

Your business removes obstacles in customers’ lives through its products or services, just as you can remove obstacles that keep your team from achieving business goals.

Design Thinking

Design thinking , as described by Harvard Business School Dean Srikant Datar in the online course Design Thinking and Innovation , is a human-centered , solutions-based approach to problem-solving and innovation. Originally created for product design, design thinking’s use case has evolved . It’s now used to solve internal business problems, too.

The design thinking process has four stages :

• Clarify: Clarify a problem through research and feedback from those impacted.
• Ideate: Armed with new insights, generate as many solutions as possible.
• Develop: Combine and cull your ideas into a short list of viable, feasible, and desirable options before building prototypes (if making physical products) and creating a plan of action (if solving an intangible problem).
• Implement: Execute the strongest idea, ensuring clear communication with all stakeholders about its potential value and deliberate reasoning.

Using this framework, you can generate innovative ideas that wouldn’t have surfaced otherwise.

Creative Problem-Solving

Another, less structured approach to challenges is creative problem-solving , which employs a series of exercises to explore open-ended solutions and develop new perspectives. This is especially useful when a problem’s root cause has yet to be defined.

You can use creative problem-solving tools in design thinking’s “ideate” stage, which include:

• Brainstorming: Instruct everyone to develop as many ideas as possible in an allotted time frame without passing judgment.
• Divergent thinking exercises: Rather than arriving at the same conclusion (convergent thinking), instruct everyone to come up with a unique idea for a given prompt (divergent thinking). This type of exercise helps avoid the tendency to agree with others’ ideas without considering alternatives.
• Alternate worlds: Ask your team to consider how various personas would manage the problem. For instance, how would a pilot approach it? What about a young child? What about a seasoned engineer?

It can be tempting to fall back on how problems have been solved before, especially if they worked well. However, if you’re striving for innovation, relying on existing systems can stunt your company’s growth.

Related: How to Be a More Creative Problem-Solver at Work: 8 Tips

Why Is Problem-Solving Important for Leaders?

While obstacles’ specifics vary between industries, strong problem-solving skills are crucial for leaders in any field.

Whether building a new product or dealing with internal issues, you’re bound to come up against challenges. Having frameworks and tools at your disposal when they arise can turn issues into opportunities.

As a leader, it’s rarely your responsibility to solve a problem single-handedly, so it’s crucial to know how to empower employees to work together to find the best solution.

Your job is to guide them through each step of the framework and set the parameters and prompts within which they can be creative. Then, you can develop a list of ideas together, test the best ones, and implement the chosen solution.

Related: 5 Design Thinking Skills for Business Professionals

4 Problem-Solving Skills All Leaders Need

1. problem framing.

One key skill for any leader is framing problems in a way that makes sense for their organization. Problem framing is defined in Design Thinking and Innovation as determining the scope, context, and perspective of the problem you’re trying to solve.

“Before you begin to generate solutions for your problem, you must always think hard about how you’re going to frame that problem,” Datar says in the course.

For instance, imagine you work for a company that sells children’s sneakers, and sales have plummeted. When framing the problem, consider:

• What is the children’s sneaker market like right now?
• Should we improve the quality of our sneakers?
• Should we assess all children’s footwear?
• Is this a marketing issue for children’s sneakers specifically?
• Is this a bigger issue that impacts how we should market or produce all footwear?

While there’s no one right way to frame a problem, how you do can impact the solutions you generate. It’s imperative to accurately frame problems to align with organizational priorities and ensure your team generates useful ideas for your firm.

To solve a problem, you need to empathize with those impacted by it. Empathy is the ability to understand others’ emotions and experiences. While many believe empathy is a fixed trait, it’s a skill you can strengthen through practice.

When confronted with a problem, consider whom it impacts. Returning to the children’s sneaker example, think of who’s affected:

• Your organization’s employees, because sales are down
• The customers who typically buy your sneakers
• The children who typically wear your sneakers

Empathy is required to get to the problem’s root and consider each group’s perspective. Assuming someone’s perspective often isn’t accurate, so the best way to get that information is by collecting user feedback.

For instance, if you asked customers who typically buy your children’s sneakers why they’ve stopped, they could say, “A new brand of children’s sneakers came onto the market that have soles with more traction. I want my child to be as safe as possible, so I bought those instead.”

When someone shares their feelings and experiences, you have an opportunity to empathize with them. This can yield solutions to their problem that directly address its root and shows you care. In this case, you may design a new line of children’s sneakers with extremely grippy soles for added safety, knowing that’s what your customers care most about.

Related: 3 Effective Methods for Assessing Customer Needs

3. Breaking Cognitive Fixedness

Cognitive fixedness is a state of mind in which you examine situations through the lens of past experiences. This locks you into one mindset rather than allowing you to consider alternative possibilities.

For instance, your cognitive fixedness may make you think rubber is the only material for sneaker treads. What else could you use? Is there a grippier alternative you haven’t considered?

Problem-solving is all about overcoming cognitive fixedness. You not only need to foster this skill in yourself but among your team.

4. Creating a Psychologically Safe Environment

As a leader, it’s your job to create an environment conducive to problem-solving. In a psychologically safe environment, all team members feel comfortable bringing ideas to the table, which are likely influenced by their personal opinions and experiences.

If employees are penalized for “bad” ideas or chastised for questioning long-held procedures and systems, innovation has no place to take root.

By employing the design thinking framework and creative problem-solving exercises, you can foster a setting in which your team feels comfortable sharing ideas and new, innovative solutions can grow.

How to Build Problem-Solving Skills

The most obvious answer to how to build your problem-solving skills is perhaps the most intimidating: You must practice.

Again and again, you’ll encounter challenges, use creative problem-solving tools and design thinking frameworks, and assess results to learn what to do differently next time.

While most of your practice will occur within your organization, you can learn in a lower-stakes setting by taking an online course, such as Design Thinking and Innovation . Datar guides you through each tool and framework, presenting real-world business examples to help you envision how you would approach the same types of problems in your organization.

Are you interested in uncovering innovative solutions for your organization’s business problems? Explore Design Thinking and Innovation —one of our online entrepreneurship and innovation courses —to learn how to leverage proven frameworks and tools to solve challenges. Not sure which course is right for you? Download our free flowchart .

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10 Step Process for Effective Business Problem Solving

Posted august 3, 2021 by harriet genever.

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.

What is problem solving in business?

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. 

Why problem solving is important for your business

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. 

1. Define the problem

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:

Competition 

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?

Business model 

Is your business model sustainable? Is it realistic for how fast you want to grow? Should you explore different pricing or cost strategies?

Market factors

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? 

Goal alignment 

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.

2. Conduct a SWOT analysis

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. 

3. Identify multiple solutions with design thinking

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.

4. Conduct market research and customer outreach

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 . 

5. Seek input from your team and your mentors

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.

6. Apply lean planning for nimble execution

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 .

7. Model different financial scenarios

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.

8. Watch your cash flow

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.

9. Use a decision-making framework

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.

10. Identify key metrics to track

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 .

Problem solving skills to improve

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.

Emotional intelligence

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.

Brainstorming

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.

Decisiveness

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.

Problem solving is a process

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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Problem Solving for Business Analysts

This article explores the discipline of problem solving. Some might consider problem solving an art, while others might define it as science. The reality is a little in between since part of problem solving involves creativity, which by definition cannot be rationalized as science since we are basically unaware or not conscious of it occurring. Creative formulation of new concepts and ideas is a process lies deep within the sub consciousness and we are only aware of the output of the creative process; a new idea is a good example. We don’t understand how the idea was created, but we know we thought of it.

This article does consider the creative process and instead deems it out of scope. Instead a process for problem solving is proposed that defines a number of phases that can be rationally quantified, executed and basically tested and verified.

Introduction

What does it mean to solve a problem? It relies upon two things occurring in the following order; an issue, or undesirable state that remains to cause angst, disadvantage, some negative consequence, or a limited capability and as a result some drive to overcome this situation through the formulation of some kind of a solution to resolve, nullify, or improve the current state of affairs.

How do we solve problems? Some people would say, by thinking. Thinking about what? The problem, right? Not necessarily. Thinking about the problem may help the situation and provide a starting point, but if thinking about the problem alone is not immediately returning positive inspiration and results then you are probably selling yourself short, being too narrow minded in breath and/or depth or focused on the symptoms rather than the cause. If the solution is not obvious, then there is obviously something missing from the equation.

For languages sake of descriptions, the term ‘problem’ is sometimes used interchangeably with the word ‘issue’. We don’t say ‘issue solving’, only ‘problem solving’. Issue is used since it is a more positive expression of the situation. One might say that there are no problems, only issues.

Practical Context

Undertaking business analysis, business architecture, or enterprise architecture involve the use of a broad spectrum of knowledge and best practice in frameworks and techniques to solve business problems. Apart from information relative to the professional practices, there are other domains such as the specific context in the organisation; the drivers & motivations, constraints, legacies, culture, etc. and issue or problem.

Finding a solution to a problem involves some kind of change within the organisation to be realized and formulated that could include a new product or service, capability, technology improvement, process maturity uplift, etc. All of these examples represent solutions to underling issues/problems that impact capability, and value to shareholders, customers, partners and suppliers.

Solving business problems always involves some kind of starting point, and a finishing point in terms of where in the spectrum one lies with respect to the problem and the solution. 

Important Elements of Consideration

There are a number of important elements of problem solving which will be explored in detail later when considering the proposed overall process of problem solving. See below;

·        Problem Statement: Describes the nature of the issue at hand

·        Scope & Information: Associated information contained within boundaries of consideration

·        Association and Relationships: Linkages between information within the scope

·        Rationale: The logical deduction within the scope that links the problem to the solution

·        Solution: A defined change in the system that nullifies, the problem and/or problem driver

The following are a series of sequential phases that should occur to complete a problem solving exercise, which would result in a solution to the problem statement. The phases can be viewed as a waterfall. If however a phase cannot be completed, it means that a previous stage is incomplete and requires further exploring. Hence each phase has an optional feedback loop.

Problem Statement

The problem itself should be understood as something discrete, defined or quantifiable. It can be represented as question or a statement that describes something. Problems can also be ambiguous in that they are hard to understand or pin down as something concrete. Ambiguous problems require further exploration that can occur from proceeding to the next phase of defining the scope, and then returning to reevaluate the problem statement.

Definition of Scope

The scope of the problem is extremely important and provides the platform to which all other considerations are included and excluded. A good analogy to scope is the expressions of ‘ring fencing’. Picture yourself actually laying a fence around an area to encapsulate something. The goal of building a fence is to keep something in, and to keep something out. Seems obvious but it’s worth thinking about this in terms of information and problem solving. All information that needs to be considered is within the fence line, and everything else is outside.

This is important from a planning perspective since if one knows what information needs to be considered, one must review the information. Because the information is known one can actually plan and put constraints around this; who needs to be consulted, where the information is obtained from, what systems and resource needs to be drawn upon.

Scope itself is a constraint. The output or solution to a problem is directly dependent on the information that went into the problem solving process. Information that is critical to formulating the correct solution is essential to being included in the scope. This can be demonstrated through a mathematical equation.

Take the following equation, which the problem is to find the value of X;

X = Y + 10           

Consider for a second that the problem is X, and X cannot be determined. What can be determined is that Y has the value of 5.

Unfortunately, due to poor research Y is not considered, only X. This equation is them impossible to solve and a solution is not found.

If however, you broadened the scope to include Y (Equals 5) then you could add 5 to 10 and have the solution;

This may seem elementary but it highlights that without proper considering and scoping, one’s perspective may not be adequate to see the whole picture.

Quite often in business some information is considered, but not everything due to time constraints and economic pressure guiding a shorter term perspective on the solution. Often when this is done the depth of analysis is limited resulting in shallow or knee jerk reactions and band aid solutions that do not address the underlying cause.

In this sense scoping can be strategic since it takes into account the broader perspective including a broader more considerate base of information that is often not focused on the short term.

Resolving Ambiguity: Ambiguity factors

Resolving ambiguity is very import. When there is confusion or uncertainty statements made become imprecise approximations that fuel a culture of anxiety. People need to have the right knowledge at the right time to solve problems by making sound decisions. It’s important to note that nothing sure footed can really be achieved when there is confusion.

Resolving ambiguity or confusion is present in the following situations. Note that the following does not include any human communication dynamics.

·        Missing Information: Information that is not present

·        Incorrect information: Information that can be verified by other information to be incorrect

·        Conflicting Information: Information in at least two separate places that contradicts

·        Duplicate information: Same or similar information that is in more than one place

·        Incomplete information: Information that is present but has an unsatisfactory level of detail

How do you know if you’re missing information? Sometimes this is obvious based on the existing information. (You can see the outline of the footprint.). Other times there is no footprint, all your have is your current information, which is the best starting point for further information and traceability.

Traceability

Traceability is the art of defining concepts and their associated connection points. Consider a dot to dot drawing or a mind map; what presents is an interconnected network. This network can be used to explore its boundaries, both its breath of scope and level of scope. This two way exploration can always start with the existing information, considering other related concepts and relationships.

For example, if the word ‘Interface’ was on a mind map, I could also draw other branches with connections that say ‘client’, ‘server’, ‘api’, ‘web service’, ‘xml’, ‘meta-data’, ‘contract’, ‘data flow’ etc. The root of this exploration is the word ‘interface’.

Traceability can be explored within a mind map, or in any other conceptual model where you are connecting information, to other information through some kind of relationships.

Root Cause Analysis

Since the entire scope has now been defined, the process of identifying the problem symptoms and problem causes can begin. The symptoms are obvious effects, outcomes, metrics, sales figures, costs, performance measures; negative qualitative or quantitative measurements.

Asking the question why is the basis for root cause analysis. It considers the result of questions and then traces backwards to underlying causes. If we ask the question why, the result is the answer and potentially the basis to another question. This is an iterative process that is continued until the underlying cause is uncovered. Note, that the underlying cause should also be within the bounds of the scope already defined.

For example, the problem is a person driving a car along the highway breaks down and is stuck on the side of the road. The problem is “Car has broken down”. See below for root cause analysis.

·        Question: Why has the car broken down?

·        Answer: Engine has overheated.

·        Question: Why has the engine overheated?

·        Answer: No water in the radiator.

·        Question: Why is there no water in the radiator?

·        Answer: Didn’t get the car serviced

·        Question: Why didn’t the car get serviced?

·        Answer: Forgot to get the car serviced.

·        Question: Why did you forget to get the car serviced?

·        Answer: It was a new car and the owner never had to get the car serviced before.

·        Question: What is the servicing requirements of the car?

·        Answer: Get it serviced 6 months after purchase, then 12 months thereafter. (Stated in contract.)

·        Question: Did the owner read the contract?

·        Answer: No. Owner didn’t read the contract and was unaware of car servicing requirements.

·        Problem Symptom (Effect) = “Car broken down. Can’t go anywhere. Stranded on highway.”

·        Real Problem (Cause) = “Owner didn’t read the contract and had no idea that car needed to be serviced”

Identification and realization to solution

Once the underlying cause is attained through root cause analysis, the solution is often the formulation of a preventative action that is undertaken to resolve the problem symptom from ever occurring. This is usually obvious since it is only a single ‘jump’ to understand the resolution.

In the above example, the solution would be for the owner after they purchased the vehicle to read the contract or ask the sales dealer. That way they would have understood the responsibilities of owner the car and taken it in for service, preventing the breakdown from ever occurring.

A less savvy car owner would have opted for a more reactive solution. In this example, the owner could have just carried a jerrycan of water in the car. When the car breaks down the owner can simply fill the radiator up again with water and restart the car. (Assuming the engine is still working.)

The most challenging aspect to problem solving is having the right information and doing adequate work in scoping the issue. When the right information has been considered, mapping out the context and domain diagrams, the relationships can be defined; the problems and their causal drivers can easily be identified through logical deduction.

It’s also important to point out that sometimes it’s better not to be too focused on the actual problem, since as we have demonstrated here, the problem itself is just a single breadcrumb in the investigation; a mere starting point for exploration. This is what problem solving can be described as, a process of guided exploration within a domain, that has boundaries and has been defined to be within scope. Exploration starts at the symptom and goes backward, forward, underneath and around the problem to provide context and understanding of the bigger picture.

Often it’s the bigger picture that allows us the understanding to see the problem relative to the context and proceed in a process of questioning from a defined starting point to an ending point. This is one way to solve problems that starts by considering the problem statement, examining the scope boundaries and information, conducting logical deductions; asking questions and assessing answers, asking further questions etc, and deriving a solution that addresses the cause or root of the problem.  Sometimes root cause analysis is not required, other times there a multiple problems, seemingly interrelated with dependencies - and this is all compounded with complexity and ambiguity of course, not to mention miss communication and misinterpretation related to human factors. 

Yes, problem solving can be challenging, but it can be made less so with a methodical and logical approach that works.

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Table of Contents

Definition of business analysis, what are business analysis techniques, best business analysis techniques, do you want to become a business analyst, top effective business analysis techniques.

Business analysts are such an essential element for an organization’s survival and success today. By using different structured business analysis techniques, these analysts help companies identify needs, root out flaws, and sift through a flood of data and options to find the right actionable solution.

We’re here today to explore some of the top business analysis techniques and how they are successfully leveraged for an organization’s success. There are many of these proven business analysis problem-solving techniques to choose from. Still, the ones highlighted here are the more commonly used methods, and it’s reasonable to infer that their popularity stems from their effectiveness. Here is the list of the top business analysis techniques:

Business Process Modeling (BPM)

Brainstorming, moscow (must or should, could or would), most (mission, objectives, strategies, and tactics) analysis, pestle analysis, swot analysis, six thinking hats, non-functional requirement analysis, design thinking.

Business analysis is an umbrella term describing the combination of knowledge, techniques, and tasks employed for identifying business needs, then proposing changes and creating solutions that result in value for the stakeholders. Although a significant number of today’s business analysis solutions incorporate software and digital data-based elements, many professionals in the field may also end up advising on organizational changes, improving processes, developing new policies, and participating in strategic planning.

So, business analysts spur change within an organization by assessing and analyzing needs and vulnerabilities and then creating and implementing the best solutions. Much of the information used to draw these conclusions comes from data collected by various means, often falling under the term “big data.”

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Business analysis techniques are processes used to create and implement plans necessary for identifying a company’s needs and delivering the best results. There is no such thing as a “one size fits all” technique because every business or organization is different.

Here are the top business analysis techniques. Keep in mind that business analysts who want to be project managers should be familiar with most, if not all, of them.

1. Business Process Modeling (BPM)

BPM is often used during a project’s analysis phase to understand and analyze the gaps between the current business process and any future process that the business is shooting for. This technique consists of four tasks:

1. Strategic planning

2. Business model analysis

3. Defining and designing the process

4. Technical analysis for complex business solutions

Many industries, especially the IT industry, favor this technique because it’s a simple, straightforward way to present the steps of the execution process and show how it will operate in different roles.

2. Brainstorming

There’s nothing like good, old-fashioned brainstorming to generate new ideas, identify a problem’s root causes, and come up with solutions to complex business problems. Brainstorming is a group activity technique that is often used in other methods such as PESTLE and SWOT .

CATWOE identifies the leading players and beneficiaries, collecting the perceptions of different stakeholders onto one unified platform. Business analysts use this technique to thoroughly evaluate how any proposed action will affect the various parties. The acronym stands for:

• Customers: Who benefits from the business?
• Actors: Who are the players in the process?
• Transformation Process: What is the transformation at the core of the system?
• World View: What is the big picture, and what are its impacts?
• Owner: Who owns the impacted system, and what’s their relation?
• Environmental Constraints: What are the constraints, and how do they impact the solution?

4. MoSCoW (Must or Should, Could or Would)

MoSCoW prioritizes requirements by offering a framework that evaluates each demand relative to the rest. The process forces you to ask questions about the actual necessity of any given element. Is the item a must-have or a should-have? Is the demand something that could make the product better, or is it something that would be a good idea in the future?

5. MOST (Mission, Objectives, Strategies, and Tactics) Analysis

MOST is a robust business analysis framework—considered one of the best techniques for understanding an organization’s ability and purpose. This technique includes conducting a detailed, complete internal analysis of the organization’s goals and how to approach them. The acronym stands for:

• Mission: What is the organization’s purpose?
• Objectives: What are the key goals that help achieve the mission?
• Strategies: What are the options available for achieving the objectives?
• Tactics: What are the methods that the organization will follow to carry out the strategies?

6. PESTLE Analysis

Business analysts use the PESTLE model (sometimes called PEST) to identify environmental factors that can influence their company and how best to address them when making business decisions. Those influences are:

• Political: Financial support and subsidies, government initiatives, and policies.
• Economic: Labor and energy costs, inflation, and interest rates.
• Sociological: Education, culture, media, life, and population.
• Technological: New information and communication systems technologies.
• Legal: Local and national government regulations and employment standards.
• Environmental: Waste, recycling, pollution, and weather.

By analyzing and studying these factors, analysts gain a better understanding of how they will influence the organization’s narrative. This understanding, in turn, makes it easier for analysts to develop strategies on how to address them.

7. SWOT Analysis

One of the most popular techniques in the industry, SWOT identifies the strengths and weaknesses in a corporate structure, presenting them as opportunities and threats. The knowledge helps analysts make better decisions regarding resource allocation and suggestions for organizational improvement. The four elements of SWOT are:

• Strengths: The qualities of the project or business that give it an advantage over the competition.
• Weaknesses: Characteristics of the business that pose a disadvantage to the project or organization, when compared to the competition or even other projects.
• Opportunities: Elements present in the environment that the project or business could exploit.
• Threats: Elements in the environment that could hinder the project or business.

SWOT is a simple, versatile technique that is equally effective in either a quick or in-depth analysis of any sized organization. It is also useful for assessing other subjects, such as groups, functions, or individuals.

8. Six Thinking Hats

This business analysis process guides a group’s line of thinking by encouraging them to consider different ideas and perspectives. The ‘six hats’ are:

• White: Focuses on your data and logic.
• Red: Uses intuition, emotions, and gut feelings.
• Black: Consider potential negative results, and what can go wrong.
• Yellow: Focus on the positives; keep an optimistic point of view.
• Green: Uses creativity.
• Blue: Takes the big picture into account, process control.

The six thinking hats technique is often used in conjunction with brainstorming, serving as a means of directing the team’s mental processes and causing them to consider disparate viewpoints.

9. The 5 Whys

This technique is commonly found as often in Six Sigma as it is in business analysis circles. While journalism uses the “Five W’s” (Who, What, When, Where, and Why) in reporting, the 5 Whys technique just operates “Why” in a series of leading questions, this approach helps business analysts pinpoint a problem’s origin by first asking why the issue exists, then following it up by asking another “why?” question relating to the first answer, and so on. Here’s an example:

• Why? Because the wrong models were shipped.
• Why? Because the product information in the database was incorrect.
• Why? Because there are insufficient resources allocated to modernizing the database software.
• Why? Because our managers didn’t think the matter had priority.
• Why? Because no one was aware of how often this problem occurred.
• Countermeasure: Improve incident reporting, be sure managers read reports, allocate budget funds for modernizing database software.

10. Non-Functional Requirement Analysis

Analysts apply this technique to projects where a technology solution is replaced, changed, or built up from scratch. The analysis defines and captures the characteristics needed for a new or a modified system and most often deal with requirements such as data storage or performance. Non-functional requirement analysis usually covers:

• Performance
• Reliability

Non-Functional Requirement Analysis is commonly implemented during a project’s Analysis phase and put into action during the Design phase.

11. Design Thinking

Design Thinking is a business analysis technique that is primarily used for problem-solving and innovation. It's a human-centered approach that emphasizes empathy, collaboration, and creative thinking to develop solutions that meet user needs and create positive user experiences. Design Thinking is often employed to address complex, ambiguous, or user-centric problems by focusing on understanding the end-users' perspectives, motivations, and pain points.

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Six problem-solving mindsets for very uncertain times

Great problem solvers are made, not born. That’s what we’ve found after decades of problem solving with leaders across business, nonprofit, and policy sectors. These leaders learn to adopt a particularly open and curious mindset, and adhere to a systematic process for cracking even the most inscrutable problems. They’re terrific problem solvers under any conditions. And when conditions of uncertainty are at their peak, they’re at their brilliant best.

Six mutually reinforcing approaches underly their success: (1) being ever-curious about every element of a problem; (2) being imperfectionists , with a high tolerance for ambiguity; (3) having a “dragonfly eye” view of the world, to see through multiple lenses; (4) pursuing occurrent behavior and experimenting relentlessly; (5) tapping into the collective intelligence , acknowledging that the smartest people are not in the room; and (6) practicing “show and tell” because storytelling begets action (exhibit).

Here’s how they do it.

1. Be ever-curious

As any parent knows, four-year-olds are unceasing askers. Think of the never-ending “whys” that make little children so delightful—and relentless. For the very young, everything is new and wildly uncertain. But they’re on a mission of discovery, and they’re determined to figure things out. And they’re good at it! That high-energy inquisitiveness is why we have high shelves and childproof bottles.

When you face radical uncertainty, remember your four-year-old or channel the four-year-old within you. Relentlessly ask, “Why is this so?” Unfortunately, somewhere between preschool and the boardroom, we tend to stop asking. Our brains make sense of massive numbers of data points by imposing patterns that have worked for us and other humans in the past. That’s why a simple technique, worth employing at the beginning of problem solving, is simply to pause and ask why conditions or assumptions are so until you arrive at the root of the problem. 1 This approach was originally developed by Sakichi Toyoda, the founder of Toyota.

Natural human biases in decision making, including confirmation, availability, and anchoring biases, often cause us to shut down the range of solutions too early. 2 Daniel Kahneman, Thinking, Fast and Slow , New York, NY: Farrar, Straus and Giroux, 2011. Better—and more creative—solutions come from being curious about the broader range of potential answers.

One simple suggestion from author and economist Caroline Webb to generate more curiosity in team problem solving is to put a question mark behind your initial hypotheses or first-cut answers. This small artifice is surprisingly powerful: it tends to encourage multiple solution paths and puts the focus, correctly, on assembling evidence. We also like thesis/antithesis, or red team/blue team, sessions, in which you divide a group into opposing teams that argue against the early answers—typically, more traditional conclusions that are more likely to come from a conventional pattern. Why is this solution better? Why not that one? We’ve found that better results come from embracing uncertainty. Curiosity is the engine of creativity.

We have to be comfortable with estimating probabilities to make good decisions, even when these guesses are imperfect. Unfortunately, we have truckloads of evidence showing that human beings aren’t good intuitive statisticians.

2. Tolerate ambiguity—and stay humble!

When we think of problem solvers, many of us tend to picture a poised and brilliant engineer. We may imagine a mastermind who knows what she’s doing and approaches a problem with purpose. The reality, though, is that most good problem solving has a lot of trial and error; it’s more like the apparent randomness of rugby than the precision of linear programming. We form hypotheses, porpoise into the data, and then surface and refine (or throw out) our initial guess at the answer. This above all requires an embrace of imperfection and a tolerance for ambiguity—and a gambler’s sense of probabilities.

The real world is highly uncertain. Reality unfolds as the complex product of stochastic events and human reactions. The impact of COVID-19 is but one example: we address the health and economic effects of the disease, and their complex interactions, with almost no prior knowledge. We have to be comfortable with estimating probabilities to make good decisions, even when these guesses are imperfect. Unfortunately, we have truckloads of evidence showing that human beings aren’t good intuitive statisticians. Guesses based on gut instinct can be wildly wrong. That’s why one of the keys to operating in uncertain environments is epistemic humility, which Erik Angner defines as “the realization that our knowledge is always provisional and incomplete—and that it might require revision in light of new evidence.” 3 Erik Angner, “Epistemic humility—knowing your limits in a pandemic,” Behavioral Scientist , April 13, 2020, behavioralscientist.org.

Recent research shows that we are better at solving problems when we think in terms of odds rather than certainties. 4 Annie Duke, Thinking in Terms of Bets: Making Smarter Decisions When You Don’t Have All the Facts , New York, NY: Portfolio/Penguin, 2018. For example, when the Australian research body Commonwealth Scientific and Industrial Research Organisation (CSIRO), which owned a core patent on the wireless internet protocol, sought royalties from major companies, it was initially rebuffed. The CSIRO bet that it could go to court to protect its intellectual property because it estimated that it needed only 10 percent odds of success for this to be a good wager, given the legal costs and likely payoff. It improved its odds by picking the weakest of the IP violators and selecting a legal jurisdiction that favored plaintiffs. This probabilistic thinking paid off and eventually led to settlements to CSIRO exceeding $500 million. 5 CSIRO briefing to US Government, December 5, 2006. A tolerance for ambiguity and a willingness to play the odds helped the organization feel its way to a good solution path.

To embrace imperfectionism with epistemic humility, start by challenging solutions that imply certainty. You can do that in the nicest way by asking questions such as “What would we have to believe for this to be true?” This brings to the surface implicit assumptions about probabilities and makes it easier to assess alternatives. When uncertainty is high, see if you can make small moves or acquire information at a reasonable cost to edge out into a solution set. Perfect knowledge is in short supply, particularly for complex business and societal problems. Embracing imperfection can lead to more effective problem solving. It’s practically a must in situations of high uncertainty, such as the beginning of a problem-solving process or during an emergency.

Good problem solving typically involves designing experiments to reduce key uncertainties. Each move provides additional information and builds capabilities.

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3. take a dragonfly-eye view.

Dragonfly-eye perception is common to great problem solvers. Dragonflies have large, compound eyes, with thousands of lenses and photoreceptors sensitive to different wavelengths of light. Although we don’t know exactly how their insect brains process all this visual information, by analogy they see multiple perspectives not available to humans. The idea of a dragonfly eye taking in 360 degrees of perception 6 Philip Tetlock and Dan Gardner, Superforecasting: The Art and Science of Prediction , New York, NY: Crown, 2015. is an attribute of “superforecasters”—people, often without domain expertise, who are the best at forecasting events.

Think of this as widening the aperture on a problem or viewing it through multiple lenses. The object is to see beyond the familiar tropes into which our pattern-recognizing brains want to assemble perceptions. By widening the aperture, we can identify threats or opportunities beyond the periphery of vision.

Consider the outbreak of HIV in India in the early 1990s—a major public-health threat. Ashok Alexander, director of the Bill & Melinda Gates Foundation’s India Aids Initiative, provided a brilliant example of not just vision but also dragonfly vision. Facing a complex social map with a rapidly increasing infection rate, he widened the problem’s definition, from a traditional epidemiological HIV transmission model at known “hot spots,” to one in which sex workers facing violence were made the centerpiece.

This approach led to the “Avahan solution,” which addressed a broader set of leverage points by including the sociocultural context of sex work. The solution was rolled out to more than 600 communities and eventually credited with preventing 600,000 infections. The narrow medical perspective was sensible and expected, but it didn’t tap into the related issue of violence against sex workers, which yielded a richer solution set. Often, a secret unlocks itself only when one looks at a problem from multiple perspectives, including some that initially seem orthogonal.

The secret to developing a dragonfly-eye view is to “anchor outside” rather than inside when faced with problems of uncertainty and opportunity. Take the broader ecosystem as a starting point. That will encourage you to talk with customers, suppliers, or, better yet, players in a different but related industry or space. Going through the customer journey with design-thinking in mind is another powerful way to get a 360-degree view of a problem. But take note: when decision makers face highly constrained time frames or resources, they may have to narrow the aperture and deliver a tight, conventional answer.

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4. pursue occurrent behavior.

Occurrent behavior is what actually happens in a time and place, not what was potential or predicted behavior. Complex problems don’t give up their secrets easily. But that shouldn’t deter problem solvers from exploring whether evidence on the facets of a solution can be observed, or running experiments to test hypotheses. You can think of this approach as creating data rather than just looking for what has been collected already. It’s critical for new market entry—or new market creation. It also comes in handy should you find that crunching old data is leading to stale solutions.

Most of the problem-solving teams we are involved with have twin dilemmas of uncertainty and complexity, at times combined as truly “wicked problems.” 7 A term coined in a now famous 1973 article: Horst W. J. Rittel and Melvin Webber, “Dilemmas in a general theory of planning,” Policy Sciences , 1973, Number 4, pp. 155–69. For companies ambitious to win in the great unknown in an emerging segment—such as electric cars or autonomous vehicles, where the market isn’t fully established—good problem solving typically involves designing experiments to reduce key uncertainties, not just relying on existing data. Each move (such as buying IP or acquiring a component supplier) and each experiment (including on-road closed tests) not only provides additional information to make decisions but also builds capabilities and assets that support further steps. Over time, their experiments, including alliances and acquisitions, come to resemble staircases that lead to either the goal or to abandonment of the goal. Problem-solving organizations can “bootstrap” themselves into highly uncertain new spaces, building information, foundational assets, and confidence as they take steps forward.

Risk-embracing problem solvers find a solution path by constantly experimenting. Statisticians use the abbreviation EVPI—the expected value of perfect information—to show the value of gaining additional information that typically comes from samples and experiments, such as responses to price changes in particular markets. A/B testing is a powerful tool for experimenting with prices, promotions, and other features and is particularly useful for digital marketplaces and consumer goods. Online marketplaces make A/B testing easy. Yet most conventional markets also offer opportunities to mimic the market’s segmentation and use it to test different approaches.

The mindset required to be a restless experimenter is consistent with the notion in start-ups of “failing fast.” It means that you get product and customer affirmation or rejection quickly through beta tests and trial offerings. Don’t take a lack of external data as an impediment—it may actually be a gift, since purchasable data is almost always from a conventional way of meeting needs, and is available to your competitors too. Your own experiments allow you to generate your own data; this gives you insights that others don’t have. If it is difficult (or unethical) to experiment, look for the “natural experiments” provided by different policies in similar locations. An example would be to compare outcomes in twin cities, such as Minneapolis–St. Paul.

It’s a mistake to think that your team has the smartest people in the room. They aren’t there. They’re invariably somewhere else. Nor do they need to be there if you can access their intelligence via other means.

5. Tap into collective intelligence and the wisdom of the crowd

Chris Bradley, a coauthor of Strategy Beyond the Hockey Stick , 8 Chris Bradley, Marin Hirt, and Sven Smit, Strategy Beyond the Hockey Stick: People, Probabilities, and Big Moves to Beat the Odds , Hoboken, NJ: Wiley, 2018. observed that “it’s a mistake to think that on your team you have the smartest people in the room. They aren’t there. They’re invariably somewhere else.” 9 For more from Chris Bradley, in a conversation with Rob McLean, see “ Want better strategies? Become a bulletproof problem solver ,” August 2019. Nor do they need to be there if you can access their intelligence via other means. In an ever-changing world where conditions can evolve unpredictably, crowdsourcing invites the smartest people in the world to work with you. For example, in seeking a machine-learning algorithm to identify fish catch species and quantities on fishing boats, the Nature Conservancy (TNC) turned to Kaggle and offered a $150,000 prize for the best algorithm. This offer attracted 2,293 teams from all over the world. TNC now uses the winning algorithm to identify fish types and sizes caught on fishing boats in Asia to protect endangered Pacific tuna and other species.

Crowdsourced problem solving is familiar in another guise: benchmarking. When Sir Rod Carnegie was CEO of Conzinc Riotinto Australia (CRA), he was concerned about the costs of unscheduled downtime with heavy trucks, particularly those requiring tire changes. He asked his management team who was best in the world at changing tires; their answer was Formula One, the auto racing competition. A team traveled to the United Kingdom to learn best practice for tire changes in racetrack pits and then implemented what it learned thousands of miles away, in the Pilbara region of Western Australia. The smartest team for this problem wasn’t in the mining industry at all.

Of course, while crowdsourcing can be useful when conventional thinking yields solutions that are too expensive or incomplete for the challenge at hand, it has its limitations. Good crowdsourcing takes time to set up, can be expensive, and may signal to your competitors what you are up to. Beware of hidden costs, such as inadvertently divulging information and having to sieve through huge volumes of irrelevant, inferior suggestions to find the rare gem of a solution.

Accept that it’s OK to draw on diverse experiences and expertise other than your own. Start with brainstorming sessions that engage people from outside your team. Try broader crowdsourcing competitions to generate ideas. Or bring in deep-learning talent to see what insights exist in your data that conventional approaches haven’t brought to light. The broader the circles of information you access, the more likely it is that your solutions will be novel and creative.

Rookie problem solvers show you their analytic process and math to convince you they are clever. Seasoned problem solvers show you differently.

6. Show and tell to drive action

We started our list of mindsets with a reference to children, and we return to children now, with “show and tell.” As you no doubt remember—back when you were more curious!—show and tell is an elementary-school activity. It’s not usually associated with problem solving, but it probably piqued your interest. In fact, this approach is critical to problem solving. Show and tell is how you connect your audience with the problem and then use combinations of logic and persuasion to get action.

The show-and-tell mindset aims to bring decision makers into a problem-solving domain you have created. A team from the Nature Conservancy, for instance, was presenting a proposal asking a philanthropic foundation to support the restoration of oyster reefs. Before the presentation, the team brought 17 plastic buckets of water into the boardroom and placed them around the perimeter. When the foundation’s staff members entered the room, they immediately wanted to know what the buckets were for. The team explained that oyster-reef restoration massively improves water quality because each oyster filters 17 buckets of water per day. Fish stocks improve, and oysters can also be harvested to help make the economics work. The decision makers were brought into the problem-solving domain through show and tell. They approved the funding requested and loved the physical dimension of the problem they were part of solving.

Rookie problem solvers show you their analytic process and mathematics to convince you that they are clever. That’s sometimes called APK, the anxious parade of knowledge. But seasoned problem solvers show you differently. The most elegant problem solving is that which makes the solution obvious. The late economist Herb Simon put it this way: “Solving a problem simply means representing it so as to make the solution transparent.” 10 Herbert Simon, The Sciences of the Artificial , Cambridge, MA: MIT Press, 1969.

To get better at show and tell, start by being clear about the action that should flow from your problem solving and findings: the governing idea for change. Then find a way to present your logic visually so that the path to answers can be debated and embraced. Present the argument emotionally as well as logically, and show why the preferred action offers an attractive balance between risks and rewards. But don’t stop there. Spell out the risks of inaction, which often have a higher cost than imperfect actions have.

The mindsets of great problem solvers are just as important as the methods they employ. A mindset that encourages curiosity, embraces imperfection, rewards a dragonfly-eye view of the problem, creates new data from experiments and collective intelligence, and drives action through compelling show-and-tell storytelling creates radical new possibilities under high levels of unpredictability. Of course, these approaches can be helpful in a broad range of circumstances, but in times of massive uncertainty, they are essential.

Charles Conn is an alumnus of McKinsey’s Sydney office and is a board member of Patagonia and former CEO of the Rhodes Trust. Robert McLean is an alumnus of the Sydney office and is the advisory-board chair of the Nature Conservancy Australia. They are the authors of Bulletproof Problem Solving: The One Skill That Changes Everything (Wiley, 2018).

This article was edited by David Schwartz, an executive editor in the Tel Aviv office.

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How to Solve Problems

• Laura Amico

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.

• Laura Amico is a former senior editor at Harvard Business Review.

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How to Define a Problem and Generate Solutions

Tools versus experience.

A common concern for business analysts is a lack of experience, especially in the application of tools, i.e. frameworks and modelling techniques and the software that supports them. There are so many things to know and learn, and it can be very overwhelming. It seems that there are so many techniques to apply these days and it is confusing to know where to start.

However, there is a tendency by the business analyst to over rely on having a swag of tools and techniques to provide confidence. It is like if you are good at the tools then you are a good business analyst, but this is not true. Tools are only as good as the problem that is being solved. Of course, tools and techniques are important, but they are not the place to start.

The real value in business analysis is understanding the problem. You gain true experience in engaging with stakeholders, understanding their issues and aligning with their needs.

When the problem is properly understood, then the real difference can be made. You are able to narrow down and choose the right tool and use it to analyse and communicate the problem and articulate a possible solution. This way there is less overwhelm, and you can produce better results.

Problem solving

The business analysis process can be viewed as an exercise in solving a series of problems to produce beneficial outcomes for an organisation. Those problems may be related to:

• issues occurring in the business (see ‘Example business problems’ below)
• project methodology and personal skills
• people and organisation (see ‘Common problems encountered by business analysts’ below).

Being a confident problem solver is fundamentally important for your success as a business analyst. Having a good process to use when approaching a problem helps you solve problems quickly and effectively. Without a process, your solutions may be ineffective, or you will get stuck which can produce painful consequences.

Here is a basic approach to solving a problem in four steps:

• Define the problem.
• Generate ideas to solve the problem.
• Evaluate and select alternatives.
• Implement solutions.

There are other more complex approaches such as Simplex, Appreciative Inquiry and Soft Systems Methodology.

You will find on closer examination that you may already use a combination any of the above-mentioned techniques. Problem solving is something we do in every aspect of our daily lives and therefore it occurs largely as an unconscious activity, i.e. something we do so often we don’t have to think about it.

Possibly without knowing it, your unconscious mind is constantly used as an engine for problem solving. But you can use your unconscious mind to solve problems in a deliberate fashion. This is the process of listening and a readiness to record ideas as they percolate into your conscious mind. To do this requires the ability to relax and allow ideas and solutions to flow into your mind. One common technique is to saturate yourself in understanding the problem, ask yourself the question as to how to solve the problem, and then take a break or ‘sleep on it’.

You would have heard of this before, however conscious utilisation of this form of problem solving will greatly benefit your business analysis work. It can produce some very creative ideas that are very satisfying to include in the evaluation and selection of alternatives. The important thing is not to try too hard. Go with the flow. Incubate.

Defining the problem

Problem solving does not have to be an elaborate and difficult process.

Firstly, you need to understand what the problem is. Half the battle is won when you can identify the true source of the problem, as ideas to solve the problem may then be readily available.

It is not enough to only treat the symptoms of the problem, as this will not solve the underlying issue and symptoms will keep occurring. Just treating the symptoms will eventually come at significant cost for an organisation.

Business analysis problem solving techniques such as mind mapping and root cause analysis can help you work through the layers of a problem to uncover what’s really going on. They can be used in a group setting or as a personal tool for uncovering possible causes that can be later examined in a group setting.

When working with stakeholder groups you can simply use one or a combination of the above-mentioned tools and a brainstorming approach to uncover the root causes of a problem. In this case, you would start with the perceived ideas about what the problem is and use a problem identification technique to arrive at a true problem statement .

Problem identification can also be combined with other elicitation activities, e.g.

• Business process mapping workshops . In this case, the business analyst is defining and documenting the current state of how the organisation operates. In these workshops, the business analyst captures the activities performed by various functions in the organisation, pre-defined roles, information used and created (e.g. reports), systems used, location and temporal information, and other inputs and outputs. Often through the process mapping issues are raised by stakeholders and a quick ‘Five Whys’ analysis can uncover root causes that can be later examined in a separate session.
• Business process analysis and blue skies workshops . In these workshops, the focus is on uncovering ideas that will affect change on a business process or system that supports a business process. Without the exclusion of other approaches, there are two good ways of doing this.

The first approach occurs when you are examining the ‘as-is’ business process in a step-by-step fashion for improvements (business process analysis). A short and powerful questioning technique is described here , but through the analysis of processes you may encounter issues that required clarification. Again, the ‘Five Whys’ method is a good approach as it is more conversational than other problem identification techniques and therefore it does not break from the flow of the process analysis workshop.

The other approach is to disregard close examination of ‘as-is’ business process maps (blue skies workshops ) . This option depends on what you plan to achieve in your business analysis process, but it is very useful in situations where the stakeholders are more senior in the organisation or have no patience or desire to pay close scrutiny to business processes. Here you would develop a questioning technique that points at a process or function in the business but allows a free style generation of issues and ideas to overcome the issues. In this situation Lean Six Sigma principles can be used as the basis for questioning (using the acronym: DOWNTIME) to give the session structure, identify process improvements without looking at a map, and allow a free thinking and brainstorming approach to ideas generation. Again, the ‘Five Whys’ method is a good way to test the identification of a problem without breaking the flow of the workshop.

Generating ideas to solve the problem.

One way to generate ideas to solve problems has been described above, i.e. through blue skies workshops. Other methods mostly involve creative techniques such as brainstorming. There are different ways to structure brainstorming sessions, but it is important to note that:

• Good stakeholder analysis will inform who you include in which session so that you can optimise for best ideas generation and different points of view.
• You must have a planned approach which includes pre-planned questions and an agenda.
• You must set the scene so that participants know what their role is and what they will be doing in the session (no surprises).
• You facilitate rather than dictate the solutions.

It is important to note that participants know their own business and usually have an idea of what could be a good solution to a problem. If they don’t, then instead of telling the answer it is better to ask questions to trigger ideas. If they are supported in arriving at the answers, then they are more likely to invest ownership in the outcome of the project. Good questioning and conversation flow will support participants in producing good ideas. Participants should be challenged and pushed beyond the obvious solutions – this is where the real thinking starts – to get the best possible results from the brainstorming session.

Evaluating and selecting alternatives

The evaluation and selection of options to resolve a problem is part of these BABOK Knowledge Areas:

• Requirements Analysis and Design
• Solution Evaluation.

The work performed by the business analyst may culminate in the following deliverables:

• Business requirements specification ( see example template ). This deliverable encapsulates the analysis of elicited, validated and prioritised requirements.
• Business case ( see example template ). This deliverable summarises solution options and recommendations.

It is important to note that the templates provided above are more suited to Waterfall methodology or a ‘big requirements upfront’ approach to requirements documentation. At the very least they can be adapted or provided as a guideline for the type of information required in analysing requirements and making a recommendation. More about standard business analysis deliverables can be found here .

Implementing solutions

The implementation of solutions depends on the pathway described in the options analysis and recommendation (business case). This depends on the type of problem you are solving.

Properly identifying the business problem helps ensure you understand the project’s end game . You may be faced with documenting business processes to enhance business efficiencies, developing or purchasing a software system to support a changing business environment, or developing some kind of architecture to support an organisation’s strategic process.

Therefore, the implementation of the solution is defined by problem being solved and can take a number of pathways. The pathway to take is therefore another problem to be solved and another challenge for the business analyst and the project team (we must not forget that project management has a big role to play).

After all, business analysis is a series of problem-solving activities that delivered the best outcomes for an organisation.

Example problems

Common business problems solved by business analysts.

There are many business problems that you will solve over the course of your career and many will have a similar pattern. The list below describes some common examples of problems, their possible causes and some skills and techniques that would be utilised by the business analyst to deliver satisfactory outcomes for the organisation.

Common problems encountered by business analysts

Aside from the problems that business analysts solve as part of their work, there are other problems that they encounter in their work that are due mainly to people and organisational issues. The table below shows a list of common problems face by business analysts, possible mitigation activities to reduce or resolve the occurrence of the problem, and possible skills and techniques used as part of the mitigation strategy.

If possible, describe a business problem that you have identified and solved in the past. If you cannot describe a work-related business problem, then choose another problem that has occurred in your life, e.g. anything associated with club/social events, moving to a new house, changing career, travel or other. What was initial perceived problem (problem description)? What were the root causes of the problem? What approach did you take to identify and solve the problem (approach taken)? What tools and techniques did you use? What was the final outcome?

In consideration of the problem you described above, how could you have improved on the problem identification and resolution process? Is there anything you could have done better? What problem identification techniques could you incorporate in future work?

This exercise not only helps you reflect on problem solving in general but can be used in job interviews and conversations around problem solving.

If you are keen, add another row to the table above and repeat the exercise. The more you can spell out how you have solved problems and where you can improve, the more articulate you will be in describing this very important skill.

35 problem-solving techniques and methods for solving complex problems

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All teams and organizations encounter challenges as they grow. There are problems that might occur for teams when it comes to miscommunication or resolving business-critical issues . You may face challenges around growth , design , user engagement, and even team culture and happiness. In short, problem-solving techniques should be part of every team’s skillset.

Problem-solving methods are primarily designed to help a group or team through a process of first identifying problems and challenges , ideating possible solutions , and then evaluating the most suitable .

Finding effective solutions to complex problems isn’t easy, but by using the right process and techniques, you can help your team be more efficient in the process.

So how do you develop strategies that are engaging, and empower your team to solve problems effectively?

In this blog post, we share a series of problem-solving tools you can use in your next workshop or team meeting. You’ll also find some tips for facilitating the process and how to enable others to solve complex problems.

Let’s get started! 

How do you identify problems?

How do you identify the right solution.

• Tips for more effective problem-solving

Complete problem-solving methods

• Problem-solving techniques to identify and analyze problems
• Problem-solving techniques for developing solutions

Problem-solving warm-up activities

Closing activities for a problem-solving process.

Before you can move towards finding the right solution for a given problem, you first need to identify and define the problem you wish to solve. 

Here, you want to clearly articulate what the problem is and allow your group to do the same. Remember that everyone in a group is likely to have differing perspectives and alignment is necessary in order to help the group move forward. 

Identifying a problem accurately also requires that all members of a group are able to contribute their views in an open and safe manner. It can be scary for people to stand up and contribute, especially if the problems or challenges are emotive or personal in nature. Be sure to try and create a psychologically safe space for these kinds of discussions.

Remember that problem analysis and further discussion are also important. Not taking the time to fully analyze and discuss a challenge can result in the development of solutions that are not fit for purpose or do not address the underlying issue.

Successfully identifying and then analyzing a problem means facilitating a group through activities designed to help them clearly and honestly articulate their thoughts and produce usable insight.

With this data, you might then produce a problem statement that clearly describes the problem you wish to be addressed and also state the goal of any process you undertake to tackle this issue.  

Finding solutions is the end goal of any process. Complex organizational challenges can only be solved with an appropriate solution but discovering them requires using the right problem-solving tool.

After you’ve explored a problem and discussed ideas, you need to help a team discuss and choose the right solution. Consensus tools and methods such as those below help a group explore possible solutions before then voting for the best. They’re a great way to tap into the collective intelligence of the group for great results!

Remember that the process is often iterative. Great problem solvers often roadtest a viable solution in a measured way to see what works too. While you might not get the right solution on your first try, the methods below help teams land on the most likely to succeed solution while also holding space for improvement.

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

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

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

Tips for more effective problem solving

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

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

Clearly define the problem

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

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

Don’t jump to conclusions

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

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

Try different approaches  

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

Don’t take it personally 

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

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

Get the right people in the room

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

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

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

Document everything

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

Bring a facilitator 

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

Develop your problem-solving skills

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

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

Design a great agenda

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

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

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

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

• Six Thinking Hats
• Lightning Decision Jam
• Problem Definition Process
• Discovery & Action Dialogue

Design Sprint 2.0

• Open Space Technology

1. Six Thinking Hats

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

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

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

2. Lightning Decision Jam

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

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

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

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

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

Lightning Decision Jam (LDJ)   #action   #decision making   #problem solving   #issue analysis   #innovation   #design   #remote-friendly   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

3. Problem Definition Process

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

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

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

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

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

4. The 5 Whys 

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

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

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

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

5. World Cafe

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

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

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

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

6. Discovery & Action Dialogue (DAD)

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

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

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

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

7. Design Sprint 2.0

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

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

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

8. Open space technology

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

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

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

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

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

Techniques to identify and analyze problems

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

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

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

Let’s take a look!

• The Creativity Dice
• Fishbone Analysis
• Problem Tree
• SWOT Analysis
• Agreement-Certainty Matrix
• The Journalistic Six
• LEGO Challenge
• What, So What, Now What?
• Journalists

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

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

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

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

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

10. The Creativity Dice

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

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

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

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

11. Fishbone Analysis

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

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

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

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

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

12. Problem Tree 

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

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

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

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

13. SWOT Analysis

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

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

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

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

14. Agreement-Certainty Matrix

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

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

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

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

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

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

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

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

16. Speed Boat

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

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

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

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

17. The Journalistic Six

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

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

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

18. LEGO Challenge

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

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

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

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

19. What, So What, Now What?

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

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

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

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

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

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

20. Journalists  

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

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

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

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

Problem-solving techniques for developing solutions 

The success of any problem-solving process can be measured by the solutions it produces. After you’ve defined the issue, explored existing ideas, and ideated, it’s time to narrow down to the correct solution.

Use these problem-solving techniques when you want to help your team find consensus, compare possible solutions, and move towards taking action on a particular problem.

• Improved Solutions
• Four-Step Sketch
• 15% Solutions
• How-Now-Wow matrix
• Impact Effort Matrix

21. Mindspin  

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

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

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

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

22. Improved Solutions

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

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

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

23. Four Step Sketch

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

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

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

24. 15% Solutions

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

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

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

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

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

25. How-Now-Wow Matrix

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

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

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

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

26. Impact and Effort Matrix

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

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

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

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

27. Dotmocracy

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

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

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

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

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

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

• Check-in/Check-out
• Doodling Together
• Show and Tell
• Constellations
• Draw a Tree

28. Check-in / Check-out

Solid processes are planned from beginning to end, and the best facilitators know that setting the tone and establishing a safe, open environment can be integral to a successful problem-solving process.

Check-in / Check-out is a great way to begin and/or bookend a problem-solving workshop. Checking in to a session emphasizes that everyone will be seen, heard, and expected to contribute. 

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

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

29. Doodling Together  

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

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

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

30. Show and Tell

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

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

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

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

31. Constellations

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

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

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

32. Draw a Tree

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

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

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

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

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

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

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

• One Breath Feedback
• Who What When Matrix
• Response Cards

How do I conclude a problem-solving process?

All good things must come to an end. With the bulk of the work done, it can be tempting to conclude your workshop swiftly and without a moment to debrief and align. This can be problematic in that it doesn’t allow your team to fully process the results or reflect on the process.

At the end of an effective session, your team will have gone through a process that, while productive, can be exhausting. It’s important to give your group a moment to take a breath, ensure that they are clear on future actions, and provide short feedback before leaving the space. 

The primary purpose of any problem-solving method is to generate solutions and then implement them. Be sure to take the opportunity to ensure everyone is aligned and ready to effectively implement the solutions you produced in the workshop.

Remember that every process can be improved and by giving a short moment to collect feedback in the session, you can further refine your problem-solving methods and see further success in the future too.

33. One Breath Feedback

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

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

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

34. Who What When Matrix 

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

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

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

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

35. Response cards

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

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

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

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

Save time and effort discovering the right solutions

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

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

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

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

Over to you

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

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

thank you very much for these excellent techniques

Certainly wonderful article, very detailed. Shared!

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

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16 Types of Customer Needs (and How to Solve for Them)

Published: March 24, 2023

Companies want to stay relevant and innovative and often look at other successful companies, hot industry trends, or new shiny products for inspiration.

However, a vital component to growth is at every business's fingertips — it's customers. Honing in on customer needs can improve the longevity and progress of your business. Happy customers result in higher retention rates, lifetime value, and brand reach as they spread the word in their social circles.

The first step toward creating the types of customer experiences that result in happy customers is by understanding and meeting customer needs.

In this article, you'll learn:

• The Definition of Customer Needs
• The Types of Customer Needs

How to Identify Customer Needs

• What a Customer Needs Analysis Is
• How to Solve for Your Customers' Needs

Types of Customer Service

What are customer needs.

A customer need is a motive that prompts a customer to buy a product or service. Ultimately, the need is the driver of the customer's purchase decision. Companies often look at the customer need as an opportunity to resolve or contribute surplus value back to the original motive.

An example of customer need takes place every day around 12:00 p.m. This is when people begin to experience hunger (need) and decide to purchase lunch. The type of food, the location of the restaurant, and the amount of time the service will take are all factors to how individuals decide to satisfy the need.

Customer-centric companies know that solving for customer needs and exceeding expectations along the way is how to drive healthy business growth and foster good relationships with the people your company serves.

Although customer centricity is not a new concept, the right steps to achieve a customer service focus are still hazy.

Why are customer needs important?

Anticipating customer needs will help you cater to customers before they feel the need to put in a request for a new feature, product, or solution for you. If companies can begin to make changes before their customers' needs aren't fulfilled, this can ultimately lead to growth, innovation, and retention.

Creating a customer-centric company that truly listens to customer needs can be daunting, and there's a steep learning curve if you haven't paid close attention to customers before.

Below are the most common types of customer needs — most of which work in tandem with one another to drive a purchasing decision.

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Fill out the form to better understand your customer needs., 16 most common types of customer needs.

The types of product needs can be split into two categories: product and service.

Product Needs

1. functionality.

Customers need your product or service to function the way they need in order to solve their problem or desire.

Customers have unique budgets with which they can purchase a product or service.

3. Convenience

Your product or service needs to be a convenient solution to the function your customers are trying to meet.

4. Experience

The experience using your product or service needs to be easy — or at least clear — so as not to create more work for your customers.

Along the lines of experience, the product or service needs a slick design to make it relatively easy and intuitive to use.

6. Reliability

The product or service needs to reliably function as advertised every time the customer wants to use it.

7. Performance

The product or service needs to perform correctly so the customer can achieve their goals.

8. Efficiency

The product or service needs to be efficient for the customer by streamlining an otherwise time-consuming process.

9. Compatibility

The product or service needs to be compatible with other products your customer is already using.

Service Needs

10. empathy.

When your customers get in touch with customer service, they want empathy and understanding from the people assisting them.

11. Fairness

From pricing to terms of service to contract length, customers expect fairness from a company.

12. Transparency

Customers expect transparency from a company they're doing business with. Service outages, pricing changes, and things breaking happen, and customers deserve openness from the businesses they give money to.

13. Control

Customers need to feel like they're in control of the business interaction from start to finish and beyond, and customer empowerment shouldn't end with the sale. Make it easy for them to return products, change subscriptions, adjust terms, etc.

14. Options

Customers need options when they're getting ready to make a purchase from a company. Offer a variety of product, subscription, and payment options to provide that freedom of choice.

15. Information

Customers need information, from the moment they start interacting with your brand to days and months after making a purchase. Businesses should invest in educational blog content, instructional knowledge base content, and regular communication so customers have the information they need to successfully use a product or service.

16. Accessibility

Customers need to be able to access your service and support teams. This means providing multiple channels for customer service. We'll talk a little more about these options later.

With so many types of customer needs, how do you understand which ones apply to your customers specifically? Next, we'll dig into how to identify them.

• Use Existing Data
• Solicit Customer Feedback
• Customer Journey Mapping
• Input from Service Team
• Study Competitors
• Social Media Listening
• Keyword Research

"You've got to start with the customer experience and work backwards to the technology," Steve Jobs notably stated . "You cannot start with the technology and try to figure out where you are going to sell it."

Whether you sell technology or some other product or service, the underlying message he's saying here rings true.

This means understanding where they're coming from when they've chosen to make a purchase, what expectations they're bringing to the table, and what bumps they'll encounter along the way.

Identifying Customer Needs

You can gain more knowledge about what your customers want using a few different strategies.

1. Use Existing Data

Most likely you have some customer data already, especially if you’re using a CRM. This is the best place to start your search. Are there pain points or issues you can glean from just looking at this customer data? Are there any patterns you can identify? Taking note of who your current customers are and their past interactions with your brand to get a better idea of where customers are coming from and if you’re meeting their needs.

2. Solicit Customer Feedback

When trying to identify consumer needs, go straight to the source. This can be done using surveys that live on your site, or sent via email. Additionally you could conduct focus groups to gain more in depth insight to customer needs and their overall experience with your product or service.

3. Customer Journey Mapping

To better understand and assist customers, you’ll need to first know what phase of the customer journey they are in and what they’re looking for. This is where customer journey mapping can help, giving a visual representation of how customers interact with your brand. This exercise will help you create a more proactive customer service approach and improve retention.

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4. Input from Service Team

In addition to getting customer feedback, it’s important to consult those who work with them most — your service team. They’ll often have insights you may not be privy to and can help you anticipate the needs of your customers as well as solve existing issues. They’ll also be able to explain how customers are currently using your product or service and can identify any hiccups in the process.

5. Study Competitors

It’s common to study competitors when conducting market research, but you should also consider them when identifying customer needs. There might be overlap in your target audience, meaning your brand could benefit from reviewing any issues competitors are experiencing and gain insight on how they went about fixing it. You might find that some of their strategies would be worth implementing at your company, or discover gaps in service that your company can fill.

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6. Use Social Media

Chances are, your customers use a variety of social media platforms in their day to day. Take advantage of that by using it as a way to listen in on what customers are saying about your products and your competitors. Are people asking questions under your posts? What sorts of comments are they making? Are they giving praise, asking for assistance, or do they want new features? Using a social media monitoring tool like Hootsuite will help you identify trends, mentions, and hashtags relevant to your brand to better inform your strategy.

7. Keyword Research

People turn to the internet for most things, so Google is an excellent resource for figuring out customer needs. How are customers finding your brand online and what are they typing into the search box to find it? Doing keyword research can give you a broad overview of what your customers need based on search data. Keyword research will also help you optimize your site for search engines by aligning the content of your site with what customers are searching for.

If you design your process with these things in mind, you'll be able to uncover consumer needs at any stage of their lifecycle. You can take a deeper dive into their needs by conducting a customer needs analysis.

What is a customer needs analysis?

A customer needs analysis is used in product development and branding to provide an in-depth analysis of the customer to ensure that the product or message offers the benefits, attributes, and features needed to provide the customer with value.

To conduct a customer needs analysis successfully, you need to do the following:

1. Customer Needs Analysis Survey

The customer needs analysis is typically conducted by running surveys that help companies figure out their position in their respective competitive markets and how they stack up in terms of meeting their target customers' needs.

The survey should primarily ask questions about your brand and competitors, as well as customers' product awareness and brand attitudes in general.

Questions can include:

• Questions about positive and negative word associations with your brand
• Questions asking customers to group your brand in with similar and/or competing brands
• Questions comparing and sorting brands according to their preferences for usage

You can learn more about which questions to ask in this survey in our guide and this guide from dummies.

2. Means-End Analysis

Once you've conducted the customer needs analysis survey, you can use the answers to get a fuller picture of the reasons why your customers purchase from you, and what makes your product or service stand apart from your competitors.

A means-end analysis analyzes those answers to determine the primary reasons why a customer would buy your product. Those buyer reasons can be divided into three main groups:

1. Features: A customer buys a product or service because of the features included in the purchase. If the customer were buying a computer, for example, they might buy it because it's smaller and more lightweight than other options.

2. Benefits: A customer buys a product or service because of a benefit, real or perceived, they believe it will offer them. The customer might also buy the computer because it syncs easily with their other devices wirelessly.

3. Values: A customer buys a product or service for unique, individual values, real or perceived, they believe it will help them fulfill. The customer might think the computer will help them to be more creative or artistic and unlock other personal or professional artistic opportunities.

As you might imagine, these reasons for purchasing something can vary from customer to customer, so it's important to conduct these customer surveys, collect the answers, and group them into these three categories. From there, you can identify which of those motivating factors you're solving for, and which you can improve on to make your product or service even more competitive in the market.

3. Customer Feedback

If you want to know what your customers think about the experience of working with your company, ask them. Interviewing your customers and members of your service team can contribute to a customer needs analysis and improvements to your customer lifecycle .

As you gather data from your customer needs analysis, it's important to identify the points of friction that your customers experience and the moments in their journey that provide unexpected delight.

• What can your company change?
• What are the elements that you can build from?
• What parts of the experience needs to be worked on?

Asking these questions can lead you to valuable insights as you work to solve for your customers.

How to Solve for Customer Needs

The first step to solving for your customers is to put yourself in their shoes: If you were the customer when we purchase your goods, use your technology, or sign up for your services, what would prevent you from achieving ultimate value?

Your customer needs analysis is a good starting point for getting in the mind of your customer, especially when it comes to identifying common pain points. From there, you can build a proactive plan to implement your customer-first values throughout the customer lifecycle. Here are some tips for doing so:

1. Offer consistent company-wide messaging.

Too often customers get caught up in the "he said, she said" game of being told a product can do one thing from sales and another from support and product. Ultimately, customers become confused and are left with the perception that the company is disorganized.

Consistent internal communications across all departments is one of the best steps toward a customer-focused mindset. If the entire company understands its goals, values, product, and service capabilities, then the messages will easily translate to meet the customers’ needs.

To get everyone on the same page, organize sales and customer service meetings, send out new product emails, provide robust new employee onboarding, and require quarterly training and seminars or staff-hosted webinars to share important projects.

2. Provide instructions for easy adoption.

Customers purchase a product because they believe it will meet their needs and solve their problem. However, adoption setup stages are not always clear. If best practices aren't specified at the start and they don't see value right away, it's an uphill battle to gain back their trust and undo bad habits.

A well-thought-out post-purchase strategy will enable your products or services to be usable and useful.

One way companies gain their customers' attention is providing in-product and email walkthroughs and instructions as soon as the customer receives a payment confirmation. This limits the confusion, technical questions, and distractions from the immediate post-purchase euphoria.

A customer education guide or knowledge base is essential to deliver proper customer adoption and avoid the ‘floundering effect' when customers are stuck. Other companies provide new customer onboarding services, host live demos and webinars and include events and promotions in their email signatures .

3. Build feedback loops into every stage of the process.

Lean into customer complaints and suggestions, and it will change the way you operate your business. Criticism often has negative connotations. However, if you flip problems to opportunities you can easily improve your business to fit the customer's needs.

Just as you solicited customer feedback in your needs analysis, you can keep a pulse on how your customers feel at scale with customer satisfaction scores , customer surveys , exploration customer interviews, social media polls, or personal customer feedback emails.

If you're able to incorporate this into a repeatable process, you'll never be in the dark about the state of the customer experience in your organization, and you'll be enabled to continue improving it.

Take customer suggestions seriously and act on those recommendations to improve design, product, and system glitches. Most customer support success metrics are paramount to the customer experience and this mentality should trickle down to every aspect of the organization.

4. Nurture customer relationships.

When a customer buys a product or service, they want to use it right away and fulfill their immediate need. Whether they are delighted within the first hour, week, or a month, it's important to constantly think about their future needs.

Proactive relationship-building is essential to prevent customers from losing their post-purchase excitement and ultimately churning. If customers stop hearing from you and you don't hear from them this can be a bad sign that they are about to churn .

Companies solve for customer relationships with a combination of customer service structure and communication strategies. Solve for the long-term customer need and create a customer service team dedicated to check-ins and customer retention , show appreciation with rewards and gifts to loyal customers, host local events, highlight employees that go above and beyond and communicate product updates and new features.

5. Solve for the right customer needs.

Excluding customers from your cohort of business can seem counterintuitive to solve for your customers' needs. However, understanding whose needs you can fulfill and whose you cannot is a major step toward solving the right problems. All customers' needs can't be treated equally and a company must recognize which problems they can solve and ones that aren't aligned with their vision.

To find the right customer priorities, create buyer personas and uncover consumer trends, look at customer's long-term retention patterns, establish a clear company vision, provide premier customer service to valuable customers and communicate with your ideal customer in their preferred social media space to capture questions, comments, and suggestions.

Successful startups, brick-and-mortar shops, and Fortune 500 companies solve and prioritize customer needs to stay ahead and establish industry trends.

6. Provide great customer service.

If a problem arises, your customers want to get it resolved and feel heard in the process. This starts with being able to meet their needs with empathy, but along the way, the process for obtaining support should be easy and on a channel that's convenient for them.

Some customer needs are time-sensitive and require immediate interaction via phone or chat. Others are less critical and can be resolved at a more casual pace. Let's break down the types of customer service and how each optimizes your team's ability to fulfill customer needs.

• Social Media
• Call Back Service
• Customer Self-Service
• Interactive Virtual Assistant
• Integrated Customer Service

Email is one of the most fundamental forms of customer service. It allows customers to fully describe their problems, and it automatically records the conversation into a resourceful thread. Customers only have to explain their issue once, while reps can reference important case details without having to request additional information.

Email is best used with customer needs that don't need to be resolved right away. Customers can ask their question, go back to work, and return to the case once the service rep has found a solution. Unlike phones or chat, they don't have to wait idly while a rep finds them an answer.

One limitation of email is the potential lack of clarity. Some customers have trouble describing their problem, and some service reps struggle to explain solutions. This creates time-consuming roadblocks when the issue is overly complex. To be safe, use email for simple problems that require a brief explanation or solution.

When customers have problems that need to be answered immediately, phones are the best medium to use. Phones connect customers directly to reps and create a human interaction between the customer and the business. Both parties hear each other's tone and can gauge the severity of the situation. This human element is a major factor in creating delightful customer experiences.

Phones come in handy most when there's a frustrated or angry customer. These customers are most likely to churn and require your team to provide a personalized solution. Your team can use soft communication skills to appease the customer and prevent costly escalations. These responses appear more genuine on the phone because reps have less time to formulate an answer.

The most common flaw with phone support is the wait time. Strive for shorter wait times as 33% of customers are frustrated by being waiting on hold. Customers hate being put on hold, and it's a determining factor for customer churn .

Chat is one of the most flexible customer service channels. It can solve a high volume of simple problems or provide detailed support for complex ones. Businesses continue to adopt chat because of its versatility as well as the improvement in efficiency it provides for customer service reps.

When it comes to solving customer needs, chat can be used to solve almost any problem. Simple and common questions can be answered with chatbots that automate the customer service process. For more advanced roadblocks, reps can integrate customer service tools into their chat software to help them diagnose and resolve issues.

The limitations of chat are similar to those of email. However, since the interaction is live, any lack of clarity between the two parties can drastically impact troubleshooting. As a former chat rep, there were plenty of times where I struggled to get on the same page as my customer. Even though we resolved the issue, that miscommunication negatively impacted the customer's experience.

4. Social Media

Social media is a relatively new customer service channel. While it's been around for over a decade, businesses are now beginning to adopt it as a viable service option. That's because social media lets customers immediately report an issue. And since that report is public, customer service teams are more motivated to resolve the customer's problem.

Social media is an excellent channel for mass communication, which is particularly useful during a business crisis. When a crisis occurs, your customers' product and service needs become the primary concern of your organization. Social media is an effective tool for communicating with your customers in bulk. With a social media crisis management plan , your team can continue to fulfill customer needs during critical situations.

Social media is different from other types of customer service because it empowers the customer the most. Customers tend to have more urgent needs and expect instant responses from your accounts. While this type of service presents an enormous opportunity, it also places tremendous pressure on your reps to fulfill customer demand. Be sure your team is equipped with proper social media management tools before you offer routine support.

5. In Person

As the oldest form of customer service, you're probably familiar with working in person with customers. Brands who have brick-and-mortar stores must offer this service for customers living near their locations. This fulfills a convenience need as customers can purchase and return a product without having to ship it back to the company through an online service.

In-person customer service is great for businesses with strong service personnel. Without dedicated employees, your customer service team won't be able to fulfill your customers' product or service needs. Successful teams have reps who are determined to provide above-and-beyond customer service .

5. Call Back Service

Sometimes it's not about how quickly your business can provide a solution, but rather how efficient you can make the service experience. For example, say a customer has a simple question about pricing that should only take a few minutes to answer, but their expected wait time for phone service is over 15 minutes. Rather than making this customer spend more time on hold than actually speaking with a representative, you can offer a call back service where your team reaches out to the customer as soon as the next rep is available.

Another situation where this type of service comes in handy is with text-based mediums like email and live chat. In some cases, these channels aren't ideal for troubleshooting and can lead to friction if the case isn't transferred to another platform. Having a call back service available allows customers to schedule time to speak directly with reps, particularly when they feel like they aren't gaining progress on their case. Instead of having to create a completely new support ticket , call backs seamlessly transition the conversation to a more effective channel.

6. Customer Self-Service

Self-service teaches your customers how to solve problems independently from your support team. Rather than calling or emailing your business whenever they need assistance, customers can navigate to your knowledge base and access resources that help them troubleshoot issues on their own. Not only does this get customers faster solutions, but it also saves them from having to open a ticket with your team. This makes the experience feel much less like a formal support case and more like a quick roadblock that your customers can handle on their own.

Self-service is advantageous for your team's productivity as well. If more customers use your knowledge base, less will call or email your team for help. This will free your reps up more to focus on complex service cases that require a longer time commitment.

7. Interactive Virtual Assistant

Chatbots are no longer novelties that customer service teams use to show off their technological prowess. Now, they're integral pieces of support strategies as they act more like interactive virtual assistants than simple, question-and-answer bots. Today's chatbots are powered by innovative AI technology that interprets customer needs and can walk people through step-by-step solutions.

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The image above shows a perfect example of how useful today's virtual assistants can be. In this situation, the customer is learning how to use their new car — a product that typically offers a lot of unique features and an extensive operator's manual. To help new users navigate the car's basic features, this brand offers an augmented reality tour hosted by a virtual assistant. The user simply has to scroll their camera over different parts of the car and the chatbot will tell them everything they need to know.

Interactive features like this show that you're investing in more than just product development. You're thinking about how you'll support customers and what services you can adopt that will make their lives easier. Customers pay attention to this type of customer service and it can often be a reason why many will return to your business.

8. Integrated Customer Service

Integrated service can be described as all of the little things your brand does to remove pain points from the customer experience. Some of this is proactive, like sending customers an automated newsletter that informs them about major updates or announcements, and some of it is reactive, like pinging a customer success manager whenever someone submits negative feedback to your team.

Even though these pain points may seem small, they add up over time if left unchecked. The best way to remove most of these points of friction is to adopt automation as you grow your customer base. Automated customer service tools like ticketing systems, help desks, and workflows help your team keep pace with increasing customer demand. This technology lets you maintain that same level of personalized customer service even as more people reach out to your business for support.

There's no "best" type of customer service. Each medium complements the other and optimizes your overall performance when used together. This creates an omni-channel experience for your customers which will keep them coming back for more.

What do customers want from a typical customer service situation?

It’s important to note that customer service is reactive. That said, there are a few things to keep in mind to ensure you’re providing excellent customer service.

• Listen : While it’s normal to want to quickly get customers in and out of your service queue, it’s important to actually listen to what their issue is before giving them a solution. They may have a more nuanced issue that a boilerplate response can’t provide. There’s nothing more frustrating than providing customers with a canned response that doesn’t actually solve their issue. Automation is great, but just ensure that it is helping customers.
• Don’t Make Customers Repeat Information: No one wants to answer or submit the same questions repeatedly . Not only is it inconvenient, it shows the customer that no one is listening or paying attention. If you have a ticketing system, review the customer’s history or profile to get familiar with their situation before responding.
• Be Pleasant: Tone is much harder to convey over written communication and can unintentionally come across as cold. To convey some warmth you could introduce phrases like “I’d be happy to help with that,” or “Hope your day/week is going well.”
• Be Responsive : Not only do customers want their problem solved, but they prefer it’s resolved quickly. If you can’t solve their issue easily when they first contact you, set expectations around when it will be resolved (24hrs, 2 business days?) and keep them in the loop. Don’t ghost them.

What Customers Want

• Simple Solutions
• Personalization
• Transparency
• Accessibility

Each customer has their own unique needs, but there are a few that are universal.

1. Simple Solutions

While your product or service may run using a complex set of algorithms and procedures, customers don’t need to know that. They simply want a solution that resolves their issue with as little fuss as possible. Keep your messaging simple and focus on how your brand will solve the customer’s problem.

2. Personalization

Treat your customers like people and not numbers on a spreadsheet. Zendesk found that 54% of customers expect all experiences to be personalized. Use their name in communications and tailor your messaging to the buyer persona they most closely align with. Adding a personal touch when it comes to marketing lets customers know that their needs are at the forefront of your brand’s mission.

Does your product or service outperform the competition or provide a more cost effective solution for consumers? If so, drive that point home in your messaging. Explain how and why they should choose your product or service over others on the market. How will customers benefit when they choose your brand?

4. Transparency

One of the easiest ways to build trust with consumers is to be transparent. No one wants to feel duped by disingenuous, bait-and-switch advertising. Be honest about your product or service’s capabilities and pricing whenever possible.

5. Accessibility

While it is always encouraged to empower customers to help themselves with features like a knowledge base, getting extra assistance when they need it shouldn’t be difficult. Whether it’s phone, email, or chat support, it’s important to be responsive to consumer needs. At the beginning of this article we identified accessibility as one of the most common types of customer needs. If your team is unresponsive to their needs, customers will trade your brand in for a competitor that fills the gap.

Understanding Customer Needs and Expectations

One of the best things you can do is continue learning based on the types of issues that come up so that you can proactively address consumer needs and continue improving on the experience.

While the process requires quite a bit of legwork, the results will be instrumental in the success of your brand. Once you understand customer needs and expectations, you can work towards delighting them with your product.

Editor's note: This post was originally published in September 2020 and has been updated for comprehensiveness.

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How immersion in problem solving turned Donia Chaouch into a safety-analysis entrepreneur

The next time your car’s digital system alerts you to a potential collision, think of  Donia Chaouch , MASc 15. The software engineer spent so many years analyzing and testing safety systems in cars, as well as for robotics companies, she decided to launch her own business.

As co-founder and chief technology officer of  Robosafety , the Ottawa-based Chaouch serves as chief architect of the newborn company, designing and implementing scalable and efficient system infrastructures that help develop a range safety-analysis tools. Currently in beta mode, Robosafety seeks to work with a range of sectors in need of comprehensive safety audits.

“From automotive to aviation to oil and gas to medical devices, all of these industries have to have safety as a key priority,” says Chaouch.

In the case of a car’s collision-detector system, common on most modern vehicles, the Robosafety team can first identify any potential hazards, including the system malfunctions or performance limitations leading to false alarms.

“We then conduct a thorough failure analysis and consider factors such as the hardware, software, environmental conditions, and so on,” says Chaouch. “The risk assessment follows, and we look over all of the risks associated with each of the failure-leading hazards that we identified.”

A lightbulb moment

The idea for Robosafety was born in 2021, when Chaouch was in Silicon Valley, California, working as a safety consultant for several robotics companies. She learned from parts suppliers that they were all facing the same pain points on how the whole safety process unfolded. “That kind of stayed on my mind,” she recalls, “and I asked myself ‘How can we change that?’”

Returning to Ottawa, where she had lived since graduating from Concordia, Chaouch discussed her percolating vision with close friend Mary Yazdani, founder and CEO of consulting firm  GenesisLink .

“When I shared the idea with her, she was very interested in collaborating,” Chaouch recalls. Last year, they started Robosafety — with Yazdani joining as co-founder and CEO — and began hiring engineers and working on the software.

“If you think of safety recalls for things like cars, often the issue is something that was overlooked or missed during design and analysis. Our tools can help with that challenge.”

Bringing Robosafety to life isn’t a far reach for Chaouch, whose experience in the field prepared her for this new adventure.

‘Ready for the professional world’

Raised in Sousse, Tunisia, Chaouch had always been an avid reader, whether the books were in French, Arabic or English. And, after an enlightening conversation with her father about her future, she soon discovered how attractive computer science was as a subject.

She earned a computer science/software engineering degree in Tunisia before deciding to head to Concordia for her master’s.

“So many of my friends moved to Montreal,” she recalls. “I also wanted to live in a welcoming and diverse country. Unfortunately, some of the other countries I was considering weren’t like that all.”

At Concordia, where she specialized in  electrical and computer engineering , Chaouch looks back fondly at how it prepared her for future roles in engineering. “Concordia helped me be ready for the professional world, and when I landed my first job out of school, I really didn’t feel worried at all,” she says. She now says she couldn’t have asked for better mentor than  Professor Sofiène Tahar  and being involved in his  world-renowned research group .

One of her most memorable jobs was as a software engineer for BlackBerry QNX, the operating system common in many cars. She would study test cases and experiments to ensure the operating system didn’t have any glitches.

“I was married with a five-month-old daughter at the time so working at BlackBerry was really great for me and my family,” Chaouch says.

As busy as her life has become as an entrepreneur, she admits she’s found her calling. “To have the courage to be a young woman on a non-traditional path, that’s fulfilling to me,” Chaouch says.

“It can be hard to be assertive in a male-dominated career, but the fact that I didn’t give up — even if something went wrong — that’s something I think about a lot.”

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