what is the best way to measure problem solving

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10 Problem-solving strategies to turn challenges on their head

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What is an example of problem-solving?

What are the 5 steps to problem-solving, 10 effective problem-solving strategies, what skills do efficient problem solvers have, how to improve your problem-solving skills.

Problems come in all shapes and sizes — from workplace conflict to budget cuts.

Creative problem-solving is one of the most in-demand skills in all roles and industries. It can boost an organization’s human capital and give it a competitive edge. 

Problem-solving strategies are ways of approaching problems that can help you look beyond the obvious answers and find the best solution to your problem . 

Let’s take a look at a five-step problem-solving process and how to combine it with proven problem-solving strategies. This will give you the tools and skills to solve even your most complex problems.

Good problem-solving is an essential part of the decision-making process . To see what a problem-solving process might look like in real life, let’s take a common problem for SaaS brands — decreasing customer churn rates.

To solve this problem, the company must first identify it. In this case, the problem is that the churn rate is too high. 

Next, they need to identify the root causes of the problem. This could be anything from their customer service experience to their email marketing campaigns. If there are several problems, they will need a separate problem-solving process for each one. 

Let’s say the problem is with email marketing — they’re not nurturing existing customers. Now that they’ve identified the problem, they can start using problem-solving strategies to look for solutions. 

This might look like coming up with special offers, discounts, or bonuses for existing customers. They need to find ways to remind them to use their products and services while providing added value. This will encourage customers to keep paying their monthly subscriptions.

They might also want to add incentives, such as access to a premium service at no extra cost after 12 months of membership. They could publish blog posts that help their customers solve common problems and share them as an email newsletter.

The company should set targets and a time frame in which to achieve them. This will allow leaders to measure progress and identify which actions yield the best results.

Perhaps you’ve got a problem you need to tackle. Or maybe you want to be prepared the next time one arises. Either way, it’s a good idea to get familiar with the five steps of problem-solving. 

Use this step-by-step problem-solving method with the strategies in the following section to find possible solutions to your problem.

1. Identify the problem

The first step is to know which problem you need to solve. Then, you need to find the root cause of the problem. 

The best course of action is to gather as much data as possible, speak to the people involved, and separate facts from opinions. 

Once this is done, formulate a statement that describes the problem. Use rational persuasion to make sure your team agrees .

2. Break the problem down 

Identifying the problem allows you to see which steps need to be taken to solve it. 

First, break the problem down into achievable blocks. Then, use strategic planning to set a time frame in which to solve the problem and establish a timeline for the completion of each stage.

3. Generate potential solutions

At this stage, the aim isn’t to evaluate possible solutions but to generate as many ideas as possible. 

Encourage your team to use creative thinking and be patient — the best solution may not be the first or most obvious one.

Use one or more of the different strategies in the following section to help come up with solutions — the more creative, the better.

4. Evaluate the possible solutions

Once you’ve generated potential solutions, narrow them down to a shortlist. Then, evaluate the options on your shortlist. 

There are usually many factors to consider. So when evaluating a solution, ask yourself the following questions:

• Will my team be on board with the proposition?
• Does the solution align with organizational goals ?
• Is the solution likely to achieve the desired outcomes?
• Is the solution realistic and possible with current resources and constraints?
• Will the solution solve the problem without causing additional unintended problems?

5. Implement and monitor the solutions

Once you’ve identified your solution and got buy-in from your team, it’s time to implement it. 

But the work doesn’t stop there. You need to monitor your solution to see whether it actually solves your problem. 

Request regular feedback from the team members involved and have a monitoring and evaluation plan in place to measure progress.

If the solution doesn’t achieve your desired results, start this step-by-step process again.

There are many different ways to approach problem-solving. Each is suitable for different types of problems. 

The most appropriate problem-solving techniques will depend on your specific problem. You may need to experiment with several strategies before you find a workable solution.

Here are 10 effective problem-solving strategies for you to try:

• Use a solution that worked before
• Brainstorming
• Work backward
• Use the Kipling method
• Draw the problem
• Use trial and error
• Sleep on it
• Get advice from your peers
• Use the Pareto principle
• Add successful solutions to your toolkit

Let’s break each of these down.

1. Use a solution that worked before

It might seem obvious, but if you’ve faced similar problems in the past, look back to what worked then. See if any of the solutions could apply to your current situation and, if so, replicate them.

2. Brainstorming

The more people you enlist to help solve the problem, the more potential solutions you can come up with.

Use different brainstorming techniques to workshop potential solutions with your team. They’ll likely bring something you haven’t thought of to the table.

3. Work backward

Working backward is a way to reverse engineer your problem. Imagine your problem has been solved, and make that the starting point.

Then, retrace your steps back to where you are now. This can help you see which course of action may be most effective.

4. Use the Kipling method

This is a method that poses six questions based on Rudyard Kipling’s poem, “ I Keep Six Honest Serving Men .” 

• What is the problem?
• Why is the problem important?
• When did the problem arise, and when does it need to be solved?
• How did the problem happen?
• Where is the problem occurring?
• Who does the problem affect?

Answering these questions can help you identify possible solutions.

5. Draw the problem

Sometimes it can be difficult to visualize all the components and moving parts of a problem and its solution. Drawing a diagram can help.

This technique is particularly helpful for solving process-related problems. For example, a product development team might want to decrease the time they take to fix bugs and create new iterations. Drawing the processes involved can help you see where improvements can be made.

6. Use trial-and-error

A trial-and-error approach can be useful when you have several possible solutions and want to test them to see which one works best.

7. Sleep on it

Finding the best solution to a problem is a process. Remember to take breaks and get enough rest . Sometimes, a walk around the block can bring inspiration, but you should sleep on it if possible.

A good night’s sleep helps us find creative solutions to problems. This is because when you sleep, your brain sorts through the day’s events and stores them as memories. This enables you to process your ideas at a subconscious level. 

If possible, give yourself a few days to develop and analyze possible solutions. You may find you have greater clarity after sleeping on it. Your mind will also be fresh, so you’ll be able to make better decisions.

8. Get advice from your peers

Getting input from a group of people can help you find solutions you may not have thought of on your own. 

For solo entrepreneurs or freelancers, this might look like hiring a coach or mentor or joining a mastermind group. 

For leaders , it might be consulting other members of the leadership team or working with a business coach .

It’s important to recognize you might not have all the skills, experience, or knowledge necessary to find a solution alone. 

9. Use the Pareto principle

The Pareto principle — also known as the 80/20 rule — can help you identify possible root causes and potential solutions for your problems.

Although it’s not a mathematical law, it’s a principle found throughout many aspects of business and life. For example, 20% of the sales reps in a company might close 80% of the sales. 

You may be able to narrow down the causes of your problem by applying the Pareto principle. This can also help you identify the most appropriate solutions.

10. Add successful solutions to your toolkit

Every situation is different, and the same solutions might not always work. But by keeping a record of successful problem-solving strategies, you can build up a solutions toolkit. 

These solutions may be applicable to future problems. Even if not, they may save you some of the time and work needed to come up with a new solution.

Improving problem-solving skills is essential for professional development — both yours and your team’s. Here are some of the key skills of effective problem solvers:

• Critical thinking and analytical skills
• Communication skills , including active listening
• Decision-making
• Planning and prioritization
• Emotional intelligence , including empathy and emotional regulation
• Time management
• Data analysis
• Research skills
• Project management

And they see problems as opportunities. Everyone is born with problem-solving skills. But accessing these abilities depends on how we view problems. Effective problem-solvers see problems as opportunities to learn and improve.

Ready to work on your problem-solving abilities? Get started with these seven tips.

1. Build your problem-solving skills

One of the best ways to improve your problem-solving skills is to learn from experts. Consider enrolling in organizational training , shadowing a mentor , or working with a coach .

2. Practice

Practice using your new problem-solving skills by applying them to smaller problems you might encounter in your daily life. 

Alternatively, imagine problematic scenarios that might arise at work and use problem-solving strategies to find hypothetical solutions.

3. Don’t try to find a solution right away

Often, the first solution you think of to solve a problem isn’t the most appropriate or effective.

Instead of thinking on the spot, give yourself time and use one or more of the problem-solving strategies above to activate your creative thinking. 

4. Ask for feedback

Receiving feedback is always important for learning and growth. Your perception of your problem-solving skills may be different from that of your colleagues. They can provide insights that help you improve. 

5. Learn new approaches and methodologies

There are entire books written about problem-solving methodologies if you want to take a deep dive into the subject. 

We recommend starting with “ Fixed — How to Perfect the Fine Art of Problem Solving ” by Amy E. Herman. 

6. Experiment

Tried-and-tested problem-solving techniques can be useful. However, they don’t teach you how to innovate and develop your own problem-solving approaches. 

Sometimes, an unconventional approach can lead to the development of a brilliant new idea or strategy. So don’t be afraid to suggest your most “out there” ideas.

7. Analyze the success of your competitors

Do you have competitors who have already solved the problem you’re facing? Look at what they did, and work backward to solve your own problem. 

For example, Netflix started in the 1990s as a DVD mail-rental company. Its main competitor at the time was Blockbuster. 

But when streaming became the norm in the early 2000s, both companies faced a crisis. Netflix innovated, unveiling its streaming service in 2007. 

If Blockbuster had followed Netflix’s example, it might have survived. Instead, it declared bankruptcy in 2010.

Use problem-solving strategies to uplevel your business

When facing a problem, it’s worth taking the time to find the right solution. 

Otherwise, we risk either running away from our problems or headlong into solutions. When we do this, we might miss out on other, better options.

Use the problem-solving strategies outlined above to find innovative solutions to your business’ most perplexing problems.

If you’re ready to take problem-solving to the next level, request a demo with BetterUp . Our expert coaches specialize in helping teams develop and implement strategies that work.

Boost your productivity

Maximize your time and productivity with strategies from our expert coaches.

Elizabeth Perry, ACC

Elizabeth Perry is a Coach Community Manager at BetterUp. She uses strategic engagement strategies to cultivate a learning community across a global network of Coaches through in-person and virtual experiences, technology-enabled platforms, and strategic coaching industry partnerships. With over 3 years of coaching experience and a certification in transformative leadership and life coaching from Sofia University, Elizabeth leverages transpersonal psychology expertise to help coaches and clients gain awareness of their behavioral and thought patterns, discover their purpose and passions, and elevate their potential. She is a lifelong student of psychology, personal growth, and human potential as well as an ICF-certified ACC transpersonal life and leadership Coach.

8 creative solutions to your most challenging problems

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

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

To truly understand a problem and develop appropriate solutions, you will want to follow a solid process, follow the necessary problem solving steps, and bring all of your problem solving skills to the table.  

We’ll first guide you through the seven step problem solving process you and your team can use to effectively solve complex business challenges. We’ll also look at what problem solving strategies you can employ with your team when looking for a way to approach the process. We’ll then discuss the problem solving skills you need to be more effective at solving problems, complete with an activity from the SessionLab library you can use to develop that skill in your team.

Let’s get to it! 

What is a problem solving process?

• What are the problem solving steps I need to follow?

Problem solving strategies

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

Solving problems is like baking a cake. You can go straight into the kitchen without a recipe or the right ingredients and do your best, but the end result is unlikely to be very tasty!

Using a process to bake a cake allows you to use the best ingredients without waste, collect the right tools, account for allergies, decide whether it is a birthday or wedding cake, and then bake efficiently and on time. The result is a better cake that is fit for purpose, tastes better and has created less mess in the kitchen. Also, it should have chocolate sprinkles. Having a step by step process to solve organizational problems allows you to go through each stage methodically and ensure you are trying to solve the right problems and select the most appropriate, effective solutions.

What are the problem solving steps I need to follow? 

All problem solving processes go through a number of steps in order to move from identifying a problem to resolving it.

Depending on your problem solving model and who you ask, there can be anything between four and nine problem solving steps you should follow in order to find the right solution. Whatever framework you and your group use, there are some key items that should be addressed in order to have an effective process.

We’ve looked at problem solving processes from sources such as the American Society for Quality and their four step approach , and Mediate ‘s six step process. By reflecting on those and our own problem solving processes, we’ve come up with a sequence of seven problem solving steps we feel best covers everything you need in order to effectively solve problems.

1. Problem identification 

The first stage of any problem solving process is to identify the problem or problems you might want to solve. Effective problem solving strategies always begin by allowing a group scope to articulate what they believe the problem to be and then coming to some consensus over which problem they approach first. Problem solving activities used at this stage often have a focus on creating frank, open discussion so that potential problems can be brought to the surface.

2. Problem analysis 

Though this step is not a million miles from problem identification, problem analysis deserves to be considered separately. It can often be an overlooked part of the process and is instrumental when it comes to developing effective solutions.

The process of problem analysis means ensuring that the problem you are seeking to solve is the right problem . As part of this stage, you may look deeper and try to find the root cause of a specific problem at a team or organizational level.

Remember that problem solving strategies should not only be focused on putting out fires in the short term but developing long term solutions that deal with the root cause of organizational challenges. 

Whatever your approach, analyzing a problem is crucial in being able to select an appropriate solution and the problem solving skills deployed in this stage are beneficial for the rest of the process and ensuring the solutions you create are fit for purpose.

3. Solution generation

Once your group has nailed down the particulars of the problem you wish to solve, you want to encourage a free flow of ideas connecting to solving that problem. This can take the form of problem solving games that encourage creative thinking or problem solving activities designed to produce working prototypes of possible solutions. 

The key to ensuring the success of this stage of the problem solving process is to encourage quick, creative thinking and create an open space where all ideas are considered. The best solutions can come from unlikely places and by using problem solving techniques that celebrate invention, you might come up with solution gold. 

4. Solution development

No solution is likely to be perfect right out of the gate. It’s important to discuss and develop the solutions your group has come up with over the course of following the previous problem solving steps in order to arrive at the best possible solution. Problem solving games used in this stage involve lots of critical thinking, measuring potential effort and impact, and looking at possible solutions analytically. 

During this stage, you will often ask your team to iterate and improve upon your frontrunning solutions and develop them further. Remember that problem solving strategies always benefit from a multitude of voices and opinions, and not to let ego get involved when it comes to choosing which solutions to develop and take further.

Finding the best solution is the goal of all problem solving workshops and here is the place to ensure that your solution is well thought out, sufficiently robust and fit for purpose. 

5. Decision making 

Nearly there! Once your group has reached consensus and selected a solution that applies to the problem at hand you have some decisions to make. You will want to work on allocating ownership of the project, figure out who will do what, how the success of the solution will be measured and decide the next course of action.

The decision making stage is a part of the problem solving process that can get missed or taken as for granted. Fail to properly allocate roles and plan out how a solution will actually be implemented and it less likely to be successful in solving the problem.

Have clear accountabilities, actions, timeframes, and follow-ups. Make these decisions and set clear next-steps in the problem solving workshop so that everyone is aligned and you can move forward effectively as a group. 

Ensuring that you plan for the roll-out of a solution is one of the most important problem solving steps. Without adequate planning or oversight, it can prove impossible to measure success or iterate further if the problem was not solved. 

6. Solution implementation 

This is what we were waiting for! All problem solving strategies have the end goal of implementing a solution and solving a problem in mind. 

Remember that in order for any solution to be successful, you need to help your group through all of the previous problem solving steps thoughtfully. Only then can you ensure that you are solving the right problem but also that you have developed the correct solution and can then successfully implement and measure the impact of that solution.

Project management and communication skills are key here – your solution may need to adjust when out in the wild or you might discover new challenges along the way.

7. Solution evaluation 

So you and your team developed a great solution to a problem and have a gut feeling its been solved. Work done, right? Wrong. All problem solving strategies benefit from evaluation, consideration, and feedback. You might find that the solution does not work for everyone, might create new problems, or is potentially so successful that you will want to roll it out to larger teams or as part of other initiatives. 

None of that is possible without taking the time to evaluate the success of the solution you developed in your problem solving model and adjust if necessary.

Remember that the problem solving process is often iterative and it can be common to not solve complex issues on the first try. Even when this is the case, you and your team will have generated learning that will be important for future problem solving workshops or in other parts of the organization. 

It’s worth underlining how important record keeping is throughout the problem solving process. If a solution didn’t work, you need to have the data and records to see why that was the case. If you go back to the drawing board, notes from the previous workshop can help save time. Data and insight is invaluable at every stage of the problem solving process and this one is no different.

Problem solving workshops made easy

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

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

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

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

Use a workshop to lead a team through a group process

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

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

Problem solving workshop

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

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

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

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

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

Run a design sprint

Great for: 

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

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

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

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

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

Break problems down into smaller issues

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

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

Use guiding frameworks or try new methodologies

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

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

LEGO Serious Play

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

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

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

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

Card Decks and Method Kits

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

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

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

Source external advice

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

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

Mastermind Group

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

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

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

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

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

Coaching and mentoring

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

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

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

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

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

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

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

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

Active listening

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

Some active listening skills include:

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

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

Analytical skills

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

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

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

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

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

Collaboration

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

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

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

Communication  

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

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

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

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

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

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

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

Critical thinking

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

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

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

Data analysis 

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

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

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

Decision making

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

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

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

Dependability

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

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

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

Emotional intelligence

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

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

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

Facilitation

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

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

Flexibility 

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

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

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

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

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

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

Initiative 

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

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

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

Impartiality

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

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

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

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

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

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

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

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

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

Planning 

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

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

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

Prioritization

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

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

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

Project management

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

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

Record keeping

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

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

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

Research skills

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

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

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

Risk management

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

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

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

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

Team-building 

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

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

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

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

Time management 

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

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

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

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

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

Share best practices

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

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

Ask for help and attend training

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

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

Learn a process 

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

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

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

Create a feedback loop

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

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

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

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

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

Use expert exercises and methods

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

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

Try new ways of thinking and change your mindset

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

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

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

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

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

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

Want to design better group processes?

Over to you

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

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

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

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

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

Table of Contents

Problem solving methodologies.

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

Methodology of 8D (Eight Discipline) Problem Solving:

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

The 8D process consists of the following steps:

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

Download the 8D Problem Solving Template

A3 Problem Solving Method:

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

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

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

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

Step 1 – Define the Problem

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

To begin, ask yourself some clarifying questions:

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

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

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

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

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

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

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

Step 2 – Gather Information and Brainstorm Ideas

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

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

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

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

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

Step 3 – Evaluate Options and Choose the Best Solution

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

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

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

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

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

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

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

Step 4 – Implement and Monitor the Solution

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

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

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

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

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

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

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

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

Daniel Croft

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

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Struggling to overcome challenges in your life? We all face problems, big and small, on a regular basis.

So how do you tackle them effectively? What are some key problem-solving strategies and skills that can guide you?

Effective problem-solving requires breaking issues down logically, generating solutions creatively, weighing choices critically, and adapting plans flexibly based on outcomes. Useful strategies range from leveraging past solutions that have worked to visualizing problems through diagrams. Core skills include analytical abilities, innovative thinking, and collaboration.

Want to improve your problem-solving skills? Keep reading to find out 17 effective problem-solving strategies, key skills, common obstacles to watch for, and tips on improving your overall problem-solving skills.

Key Takeaways:

• Effective problem-solving requires breaking down issues logically, generating multiple solutions creatively, weighing choices critically, and adapting plans based on outcomes.
• Useful problem-solving strategies range from leveraging past solutions to brainstorming with groups to visualizing problems through diagrams and models.
• Core skills include analytical abilities, innovative thinking, decision-making, and team collaboration to solve problems.
• Common obstacles include fear of failure, information gaps, fixed mindsets, confirmation bias, and groupthink.
• Boosting problem-solving skills involves learning from experts, actively practicing, soliciting feedback, and analyzing others’ success.
• Onethread’s project management capabilities align with effective problem-solving tenets – facilitating structured solutions, tracking progress, and capturing lessons learned.

What Is Problem-Solving?

Problem-solving is the process of understanding an issue, situation, or challenge that needs to be addressed and then systematically working through possible solutions to arrive at the best outcome.

It involves critical thinking, analysis, logic, creativity, research, planning, reflection, and patience in order to overcome obstacles and find effective answers to complex questions or problems.

The ultimate goal is to implement the chosen solution successfully.

What Are Problem-Solving Strategies?

Problem-solving strategies are like frameworks or methodologies that help us solve tricky puzzles or problems we face in the workplace, at home, or with friends.

Imagine you have a big jigsaw puzzle. One strategy might be to start with the corner pieces. Another could be looking for pieces with the same colors. 

Just like in puzzles, in real life, we use different plans or steps to find solutions to problems. These strategies help us think clearly, make good choices, and find the best answers without getting too stressed or giving up.

Why Is It Important To Know Different Problem-Solving Strategies?

Knowing different problem-solving strategies is important because different types of problems often require different approaches to solve them effectively. Having a variety of strategies to choose from allows you to select the best method for the specific problem you are trying to solve.

This improves your ability to analyze issues thoroughly, develop solutions creatively, and tackle problems from multiple angles. Knowing multiple strategies also aids in overcoming roadblocks if your initial approach is not working.

Here are some reasons why you need to know different problem-solving strategies:

• Different Problems Require Different Tools: Just like you can’t use a hammer to fix everything, some problems need specific strategies to solve them.
• Improves Creativity: Knowing various strategies helps you think outside the box and come up with creative solutions.
• Saves Time: With the right strategy, you can solve problems faster instead of trying things that don’t work.
• Reduces Stress: When you know how to tackle a problem, it feels less scary and you feel more confident.
• Better Outcomes: Using the right strategy can lead to better solutions, making things work out better in the end.
• Learning and Growth: Each time you solve a problem, you learn something new, which makes you smarter and better at solving future problems.

Knowing different ways to solve problems helps you tackle anything that comes your way, making life a bit easier and more fun!

17 Effective Problem-Solving Strategies

Effective problem-solving strategies include breaking the problem into smaller parts, brainstorming multiple solutions, evaluating the pros and cons of each, and choosing the most viable option. 

Critical thinking and creativity are essential in developing innovative solutions. Collaboration with others can also provide diverse perspectives and ideas. 

By applying these strategies, you can tackle complex issues more effectively.

Now, consider a challenge you’re dealing with. Which strategy could help you find a solution? Here we will discuss key problem strategies in detail.

1. Use a Past Solution That Worked

This strategy involves looking back at previous similar problems you have faced and the solutions that were effective in solving them.

It is useful when you are facing a problem that is very similar to something you have already solved. The main benefit is that you don’t have to come up with a brand new solution – you already know the method that worked before will likely work again.

However, the limitation is that the current problem may have some unique aspects or differences that mean your old solution is not fully applicable.

The ideal process is to thoroughly analyze the new challenge, identify the key similarities and differences versus the past case, adapt the old solution as needed to align with the current context, and then pilot it carefully before full implementation.

An example is using the same negotiation tactics from purchasing your previous home when putting in an offer on a new house. Key terms would be adjusted but overall it can save significant time versus developing a brand new strategy.

2. Brainstorm Solutions

This involves gathering a group of people together to generate as many potential solutions to a problem as possible.

It is effective when you need creative ideas to solve a complex or challenging issue. By getting input from multiple people with diverse perspectives, you increase the likelihood of finding an innovative solution.

The main limitation is that brainstorming sessions can sometimes turn into unproductive gripe sessions or discussions rather than focusing on productive ideation —so they need to be properly facilitated.

The key to an effective brainstorming session is setting some basic ground rules upfront and having an experienced facilitator guide the discussion. Rules often include encouraging wild ideas, avoiding criticism of ideas during the ideation phase, and building on others’ ideas.

For instance, a struggling startup might hold a session where ideas for turnaround plans are generated and then formalized with financials and metrics.

3. Work Backward from the Solution

This technique involves envisioning that the problem has already been solved and then working step-by-step backward toward the current state.

This strategy is particularly helpful for long-term, multi-step problems. By starting from the imagined solution and identifying all the steps required to reach it, you can systematically determine the actions needed. It lets you tackle a big hairy problem through smaller, reversible steps.

A limitation is that this approach may not be possible if you cannot accurately envision the solution state to start with.

The approach helps drive logical systematic thinking for complex problem-solving, but should still be combined with creative brainstorming of alternative scenarios and solutions.

An example is planning for an event – you would imagine the successful event occurring, then determine the tasks needed the week before, two weeks before, etc. all the way back to the present.

4. Use the Kipling Method

This method, named after author Rudyard Kipling, provides a framework for thoroughly analyzing a problem before jumping into solutions.

It consists of answering six fundamental questions: What, Where, When, How, Who, and Why about the challenge. Clearly defining these core elements of the problem sets the stage for generating targeted solutions.

The Kipling method enables a deep understanding of problem parameters and root causes before solution identification. By jumping to brainstorm solutions too early, critical information can be missed or the problem is loosely defined, reducing solution quality.

Answering the six fundamental questions illuminates all angles of the issue. This takes time but pays dividends in generating optimal solutions later tuned precisely to the true underlying problem.

The limitation is that meticulously working through numerous questions before addressing solutions can slow progress.

The best approach blends structured problem decomposition techniques like the Kipling method with spurring innovative solution ideation from a diverse team. 

An example is using this technique after a technical process failure – the team would systematically detail What failed, Where/When did it fail, How it failed (sequence of events), Who was involved, and Why it likely failed before exploring preventative solutions.

5. Try Different Solutions Until One Works (Trial and Error)

This technique involves attempting various potential solutions sequentially until finding one that successfully solves the problem.

Trial and error works best when facing a concrete, bounded challenge with clear solution criteria and a small number of discrete options to try. By methodically testing solutions, you can determine the faulty component.

A limitation is that it can be time-intensive if the working solution set is large.

The key is limiting the variable set first. For technical problems, this boundary is inherent and each element can be iteratively tested. But for business issues, artificial constraints may be required – setting decision rules upfront to reduce options before testing.

Furthermore, hypothesis-driven experimentation is far superior to blind trial and error – have logic for why Option A may outperform Option B.

Examples include fixing printer jams by testing different paper tray and cable configurations or resolving website errors by tweaking CSS/HTML line-by-line until the code functions properly.

6. Use Proven Formulas or Frameworks (Heuristics)

Heuristics refers to applying existing problem-solving formulas or frameworks rather than addressing issues completely from scratch.

This allows leveraging established best practices rather than reinventing the wheel each time.

It is effective when facing recurrent, common challenges where proven structured approaches exist.

However, heuristics may force-fit solutions to non-standard problems.

For example, a cost-benefit analysis can be used instead of custom weighting schemes to analyze potential process improvements.

Onethread allows teams to define, save, and replicate configurable project templates so proven workflows can be reliably applied across problems with some consistency rather than fully custom one-off approaches each time.

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7. Trust Your Instincts (Insight Problem-Solving)

Insight is a problem-solving technique that involves waiting patiently for an unexpected “aha moment” when the solution pops into your mind.

It works well for personal challenges that require intuitive realizations over calculated logic. The unconscious mind makes connections leading to flashes of insight when relaxing or doing mundane tasks unrelated to the actual problem.

Benefits include out-of-the-box creative solutions. However, the limitations are that insights can’t be forced and may never come at all if too complex. Critical analysis is still required after initial insights.

A real-life example would be a writer struggling with how to end a novel. Despite extensive brainstorming, they feel stuck. Eventually while gardening one day, a perfect unexpected plot twist sparks an ideal conclusion. However, once written they still carefully review if the ending flows logically from the rest of the story.

8. Reverse Engineer the Problem

This approach involves deconstructing a problem in reverse sequential order from the current undesirable outcome back to the initial root causes.

By mapping the chain of events backward, you can identify the origin of where things went wrong and establish the critical junctures for solving it moving ahead. Reverse engineering provides diagnostic clarity on multi-step problems.

However, the limitation is that it focuses heavily on autopsying the past versus innovating improved future solutions.

An example is tracing back from a server outage, through the cascade of infrastructure failures that led to it finally terminating at the initial script error that triggered the crisis. This root cause would then inform the preventative measure.

9. Break Down Obstacles Between Current and Goal State (Means-End Analysis)

This technique defines the current problem state and the desired end goal state, then systematically identifies obstacles in the way of getting from one to the other.

By mapping the barriers or gaps, you can then develop solutions to address each one. This methodically connects the problem to solutions.

A limitation is that some obstacles may be unknown upfront and only emerge later.

For example, you can list down all the steps required for a new product launch – current state through production, marketing, sales, distribution, etc. to full launch (goal state) – to highlight where resource constraints or other blocks exist so they can be addressed.

Onethread allows dividing big-picture projects into discrete, manageable phases, milestones, and tasks to simplify execution just as problems can be decomposed into more achievable components. Features like dependency mapping further reinforce interconnections.

Using Onethread’s issues and subtasks feature, messy problems can be decomposed into manageable chunks.

10. Ask “Why” Five Times to Identify the Root Cause (The 5 Whys)

This technique involves asking “Why did this problem occur?” and then responding with an answer that is again met with asking “Why?” This process repeats five times until the root cause is revealed.

Continually asking why digs deeper from surface symptoms to underlying systemic issues.

It is effective for getting to the source of problems originating from human error or process breakdowns.

However, some complex issues may have multiple tangled root causes not solvable through this approach alone.

An example is a retail store experiencing a sudden decline in customers. Successively asking why five times may trace an initial drop to parking challenges, stemming from a city construction project – the true starting point to address.

11. Evaluate Strengths, Weaknesses, Opportunities, and Threats (SWOT Analysis)

This involves analyzing a problem or proposed solution by categorizing internal and external factors into a 2×2 matrix: Strengths, Weaknesses as the internal rows; Opportunities and Threats as the external columns.

Systematically identifying these elements provides balanced insight to evaluate options and risks. It is impactful when evaluating alternative solutions or developing strategy amid complexity or uncertainty.

The key benefit of SWOT analysis is enabling multi-dimensional thinking when rationally evaluating options. Rather than getting anchored on just the upsides or the existing way of operating, it urges a systematic assessment through four different lenses:

• Internal Strengths: Our core competencies/advantages able to deliver success
• Internal Weaknesses: Gaps/vulnerabilities we need to manage
• External Opportunities: Ways we can differentiate/drive additional value
• External Threats: Risks we must navigate or mitigate

Multiperspective analysis provides the needed holistic view of the balanced risk vs. reward equation for strategic decision making amid uncertainty.

However, SWOT can feel restrictive if not tailored and evolved for different issue types.

Teams should view SWOT analysis as a starting point, augmenting it further for distinct scenarios.

An example is performing a SWOT analysis on whether a small business should expand into a new market – evaluating internal capabilities to execute vs. risks in the external competitive and demand environment to inform the growth decision with eyes wide open.

12. Compare Current vs Expected Performance (Gap Analysis)

This technique involves comparing the current state of performance, output, or results to the desired or expected levels to highlight shortfalls.

By quantifying the gaps, you can identify problem areas and prioritize address solutions.

Gap analysis is based on the simple principle – “you can’t improve what you don’t measure.” It enables facts-driven problem diagnosis by highlighting delta to goals, not just vague dissatisfaction that something seems wrong. And measurement immediately suggests improvement opportunities – address the biggest gaps first.

This data orientation also supports ROI analysis on fixing issues – the return from closing larger gaps outweighs narrowly targeting smaller performance deficiencies.

However, the approach is only effective if robust standards and metrics exist as the benchmark to evaluate against. Organizations should invest upfront in establishing performance frameworks.

Furthermore, while numbers are invaluable, the human context behind problems should not be ignored – quantitative versus qualitative gap assessment is optimally blended.

For example, if usage declines are noted during software gap analysis, this could be used as a signal to improve user experience through design.

13. Observe Processes from the Frontline (Gemba Walk)

A Gemba walk involves going to the actual place where work is done, directly observing the process, engaging with employees, and finding areas for improvement.

By experiencing firsthand rather than solely reviewing abstract reports, practical problems and ideas emerge.

The limitation is Gemba walks provide anecdotes not statistically significant data. It complements but does not replace comprehensive performance measurement.

An example is a factory manager inspecting the production line to spot jam areas based on direct reality rather than relying on throughput dashboards alone back in her office. Frontline insights prove invaluable.

14. Analyze Competitive Forces (Porter’s Five Forces)

This involves assessing the marketplace around a problem or business situation via five key factors: competitors, new entrants, substitute offerings, suppliers, and customer power.

Evaluating these forces illuminates risks and opportunities for strategy development and issue resolution. It is effective for understanding dynamic external threats and opportunities when operating in a contested space.

However, over-indexing on only external factors can overlook the internal capabilities needed to execute solutions.

A startup CEO, for example, may analyze market entry barriers, whitespace opportunities, and disruption risks across these five forces to shape new product rollout strategies and marketing approaches.

15. Think from Different Perspectives (Six Thinking Hats)

The Six Thinking Hats is a technique developed by Edward de Bono that encourages people to think about a problem from six different perspectives, each represented by a colored “thinking hat.”

The key benefit of this strategy is that it pushes team members to move outside their usual thinking style and consider new angles. This brings more diverse ideas and solutions to the table.

It works best for complex problems that require innovative solutions and when a team is stuck in an unproductive debate. The structured framework keeps the conversation flowing in a positive direction.

Limitations are that it requires training on the method itself and may feel unnatural at first. Team dynamics can also influence success – some members may dominate certain “hats” while others remain quiet.

A real-life example is a software company debating whether to build a new feature. The white hat focuses on facts, red on gut feelings, black on potential risks, yellow on benefits, green on new ideas, and blue on process. This exposes more balanced perspectives before deciding.

Onethread centralizes diverse stakeholder communication onto one platform, ensuring all voices are incorporated when evaluating project tradeoffs, just as problem-solving should consider multifaceted solutions.

16. Visualize the Problem (Draw it Out)

Drawing out a problem involves creating visual representations like diagrams, flowcharts, and maps to work through challenging issues.

This strategy is helpful when dealing with complex situations with lots of interconnected components. The visuals simplify the complexity so you can thoroughly understand the problem and all its nuances.

Key benefits are that it allows more stakeholders to get on the same page regarding root causes and it sparks new creative solutions as connections are made visually.

However, simple problems with few variables don’t require extensive diagrams. Additionally, some challenges are so multidimensional that fully capturing every aspect is difficult.

A real-life example would be mapping out all the possible causes leading to decreased client satisfaction at a law firm. An intricate fishbone diagram with branches for issues like service delivery, technology, facilities, culture, and vendor partnerships allows the team to trace problems back to their origins and brainstorm targeted fixes.

17. Follow a Step-by-Step Procedure (Algorithms)

An algorithm is a predefined step-by-step process that is guaranteed to produce the correct solution if implemented properly.

Using algorithms is effective when facing problems that have clear, binary right and wrong answers. Algorithms work for mathematical calculations, computer code, manufacturing assembly lines, and scientific experiments.

Key benefits are consistency, accuracy, and efficiency. However, they require extensive upfront development and only apply to scenarios with strict parameters. Additionally, human error can lead to mistakes.

For example, crew members of fast food chains like McDonald’s follow specific algorithms for food prep – from grill times to ingredient amounts in sandwiches, to order fulfillment procedures. This ensures uniform quality and service across all locations. However, if a step is missed, errors occur.

The Problem-Solving Process

The problem-solving process typically includes defining the issue, analyzing details, creating solutions, weighing choices, acting, and reviewing results.

In the above, we have discussed several problem-solving strategies. For every problem-solving strategy, you have to follow these processes. Here’s a detailed step-by-step process of effective problem-solving:

Step 1: Identify the Problem

The problem-solving process starts with identifying the problem. This step involves understanding the issue’s nature, its scope, and its impact. Once the problem is clearly defined, it sets the foundation for finding effective solutions.

Identifying the problem is crucial. It means figuring out exactly what needs fixing. This involves looking at the situation closely, understanding what’s wrong, and knowing how it affects things. It’s about asking the right questions to get a clear picture of the issue. 

This step is important because it guides the rest of the problem-solving process. Without a clear understanding of the problem, finding a solution is much harder. It’s like diagnosing an illness before treating it. Once the problem is identified accurately, you can move on to exploring possible solutions and deciding on the best course of action.

Step 2: Break Down the Problem

Breaking down the problem is a key step in the problem-solving process. It involves dividing the main issue into smaller, more manageable parts. This makes it easier to understand and tackle each component one by one.

After identifying the problem, the next step is to break it down. This means splitting the big issue into smaller pieces. It’s like solving a puzzle by handling one piece at a time. 

By doing this, you can focus on each part without feeling overwhelmed. It also helps in identifying the root causes of the problem. Breaking down the problem allows for a clearer analysis and makes finding solutions more straightforward. 

Each smaller problem can be addressed individually, leading to an effective resolution of the overall issue. This approach not only simplifies complex problems but also aids in developing a systematic plan to solve them.

Step 3: Come up with potential solutions

Coming up with potential solutions is the third step in the problem-solving process. It involves brainstorming various options to address the problem, considering creativity and feasibility to find the best approach.

After breaking down the problem, it’s time to think of ways to solve it. This stage is about brainstorming different solutions. You look at the smaller issues you’ve identified and start thinking of ways to fix them. This is where creativity comes in. 

You want to come up with as many ideas as possible, no matter how out-of-the-box they seem. It’s important to consider all options and evaluate their pros and cons. This process allows you to gather a range of possible solutions. 

Later, you can narrow these down to the most practical and effective ones. This step is crucial because it sets the stage for deciding on the best solution to implement. It’s about being open-minded and innovative to tackle the problem effectively.

Step 4: Analyze the possible solutions

Analyzing the possible solutions is the fourth step in the problem-solving process. It involves evaluating each proposed solution’s advantages and disadvantages to determine the most effective and feasible option.

After coming up with potential solutions, the next step is to analyze them. This means looking closely at each idea to see how well it solves the problem. You weigh the pros and cons of every solution.

Consider factors like cost, time, resources, and potential outcomes. This analysis helps in understanding the implications of each option. It’s about being critical and objective, ensuring that the chosen solution is not only effective but also practical.

This step is vital because it guides you towards making an informed decision. It involves comparing the solutions against each other and selecting the one that best addresses the problem.

By thoroughly analyzing the options, you can move forward with confidence, knowing you’ve chosen the best path to solve the issue.

Step 5: Implement and Monitor the Solutions

Implementing and monitoring the solutions is the final step in the problem-solving process. It involves putting the chosen solution into action and observing its effectiveness, making adjustments as necessary.

Once you’ve selected the best solution, it’s time to put it into practice. This step is about action. You implement the chosen solution and then keep an eye on how it works. Monitoring is crucial because it tells you if the solution is solving the problem as expected. 

If things don’t go as planned, you may need to make some changes. This could mean tweaking the current solution or trying a different one. The goal is to ensure the problem is fully resolved. 

This step is critical because it involves real-world application. It’s not just about planning; it’s about doing and adjusting based on results. By effectively implementing and monitoring the solutions, you can achieve the desired outcome and solve the problem successfully.

Why This Process is Important

Following a defined process to solve problems is important because it provides a systematic, structured approach instead of a haphazard one. Having clear steps guides logical thinking, analysis, and decision-making to increase effectiveness. Key reasons it helps are:

• Clear Direction: This process gives you a clear path to follow, which can make solving problems less overwhelming.
• Better Solutions: Thoughtful analysis of root causes, iterative testing of solutions, and learning orientation lead to addressing the heart of issues rather than just symptoms.
• Saves Time and Energy: Instead of guessing or trying random things, this process helps you find a solution more efficiently.
• Improves Skills: The more you use this process, the better you get at solving problems. It’s like practicing a sport. The more you practice, the better you play.
• Maximizes collaboration: Involving various stakeholders in the process enables broader inputs. Their communication and coordination are streamlined through organized brainstorming and evaluation.
• Provides consistency: Standard methodology across problems enables building institutional problem-solving capabilities over time. Patterns emerge on effective techniques to apply to different situations.

The problem-solving process is a powerful tool that can help us tackle any challenge we face. By following these steps, we can find solutions that work and learn important skills along the way.

Key Skills for Efficient Problem Solving

Efficient problem-solving requires breaking down issues logically, evaluating options, and implementing practical solutions.

Key skills include critical thinking to understand root causes, creativity to brainstorm innovative ideas, communication abilities to collaborate with others, and decision-making to select the best way forward. Staying adaptable, reflecting on outcomes, and applying lessons learned are also essential.

With practice, these capacities will lead to increased personal and team effectiveness in systematically addressing any problem.

 Let’s explore the powers you need to become a problem-solving hero!

Critical Thinking and Analytical Skills

Critical thinking and analytical skills are vital for efficient problem-solving as they enable individuals to objectively evaluate information, identify key issues, and generate effective solutions. 

These skills facilitate a deeper understanding of problems, leading to logical, well-reasoned decisions. By systematically breaking down complex issues and considering various perspectives, individuals can develop more innovative and practical solutions, enhancing their problem-solving effectiveness.

Communication Skills

Effective communication skills are essential for efficient problem-solving as they facilitate clear sharing of information, ensuring all team members understand the problem and proposed solutions. 

These skills enable individuals to articulate issues, listen actively, and collaborate effectively, fostering a productive environment where diverse ideas can be exchanged and refined. By enhancing mutual understanding, communication skills contribute significantly to identifying and implementing the most viable solutions.

Decision-Making

Strong decision-making skills are crucial for efficient problem-solving, as they enable individuals to choose the best course of action from multiple alternatives. 

These skills involve evaluating the potential outcomes of different solutions, considering the risks and benefits, and making informed choices. Effective decision-making leads to the implementation of solutions that are likely to resolve problems effectively, ensuring resources are used efficiently and goals are achieved.

Planning and Prioritization

Planning and prioritization are key for efficient problem-solving, ensuring resources are allocated effectively to address the most critical issues first. This approach helps in organizing tasks according to their urgency and impact, streamlining efforts towards achieving the desired outcome efficiently.

Emotional Intelligence

Emotional intelligence enhances problem-solving by allowing individuals to manage emotions, understand others, and navigate social complexities. It fosters a positive, collaborative environment, essential for generating creative solutions and making informed, empathetic decisions.

Leadership skills drive efficient problem-solving by inspiring and guiding teams toward common goals. Effective leaders motivate their teams, foster innovation, and navigate challenges, ensuring collective efforts are focused and productive in addressing problems.

Time Management

Time management is crucial in problem-solving, enabling individuals to allocate appropriate time to each task. By efficiently managing time, one can ensure that critical problems are addressed promptly without neglecting other responsibilities.

Data Analysis

Data analysis skills are essential for problem-solving, as they enable individuals to sift through data, identify trends, and extract actionable insights. This analytical approach supports evidence-based decision-making, leading to more accurate and effective solutions.

Research Skills

Research skills are vital for efficient problem-solving, allowing individuals to gather relevant information, explore various solutions, and understand the problem’s context. This thorough exploration aids in developing well-informed, innovative solutions.

Becoming a great problem solver takes practice, but with these skills, you’re on your way to becoming a problem-solving hero. 

How to Improve Your Problem-Solving Skills?

Improving your problem-solving skills can make you a master at overcoming challenges. Learn from experts, practice regularly, welcome feedback, try new methods, experiment, and study others’ success to become better.

Learning from Experts

Improving problem-solving skills by learning from experts involves seeking mentorship, attending workshops, and studying case studies. Experts provide insights and techniques that refine your approach, enhancing your ability to tackle complex problems effectively.

To enhance your problem-solving skills, learning from experts can be incredibly beneficial. Engaging with mentors, participating in specialized workshops, and analyzing case studies from seasoned professionals can offer valuable perspectives and strategies. 

Experts share their experiences, mistakes, and successes, providing practical knowledge that can be applied to your own problem-solving process. This exposure not only broadens your understanding but also introduces you to diverse methods and approaches, enabling you to tackle challenges more efficiently and creatively.

Improving problem-solving skills through practice involves tackling a variety of challenges regularly. This hands-on approach helps in refining techniques and strategies, making you more adept at identifying and solving problems efficiently.

One of the most effective ways to enhance your problem-solving skills is through consistent practice. By engaging with different types of problems on a regular basis, you develop a deeper understanding of various strategies and how they can be applied. 

This hands-on experience allows you to experiment with different approaches, learn from mistakes, and build confidence in your ability to tackle challenges.

Regular practice not only sharpens your analytical and critical thinking skills but also encourages adaptability and innovation, key components of effective problem-solving.

Openness to Feedback

Being open to feedback is like unlocking a secret level in a game. It helps you boost your problem-solving skills. Improving problem-solving skills through openness to feedback involves actively seeking and constructively responding to critiques. 

This receptivity enables you to refine your strategies and approaches based on insights from others, leading to more effective solutions. 

Learning New Approaches and Methodologies

Learning new approaches and methodologies is like adding new tools to your toolbox. It makes you a smarter problem-solver. Enhancing problem-solving skills by learning new approaches and methodologies involves staying updated with the latest trends and techniques in your field. 

This continuous learning expands your toolkit, enabling innovative solutions and a fresh perspective on challenges.

Experimentation

Experimentation is like being a scientist of your own problems. It’s a powerful way to improve your problem-solving skills. Boosting problem-solving skills through experimentation means trying out different solutions to see what works best. This trial-and-error approach fosters creativity and can lead to unique solutions that wouldn’t have been considered otherwise.

Analyzing Competitors’ Success

Analyzing competitors’ success is like being a detective. It’s a smart way to boost your problem-solving skills. Improving problem-solving skills by analyzing competitors’ success involves studying their strategies and outcomes. Understanding what worked for them can provide valuable insights and inspire effective solutions for your own challenges. 

Challenges in Problem-Solving

Facing obstacles when solving problems is common. Recognizing these barriers, like fear of failure or lack of information, helps us find ways around them for better solutions.

Fear of Failure

Fear of failure is like a big, scary monster that stops us from solving problems. It’s a challenge many face. Because being afraid of making mistakes can make us too scared to try new solutions. 

How can we overcome this? First, understand that it’s okay to fail. Failure is not the opposite of success; it’s part of learning. Every time we fail, we discover one more way not to solve a problem, getting us closer to the right solution. Treat each attempt like an experiment. It’s not about failing; it’s about testing and learning.

Lack of Information

Lack of information is like trying to solve a puzzle with missing pieces. It’s a big challenge in problem-solving. Because without all the necessary details, finding a solution is much harder. 

How can we fix this? Start by gathering as much information as you can. Ask questions, do research, or talk to experts. Think of yourself as a detective looking for clues. The more information you collect, the clearer the picture becomes. Then, use what you’ve learned to think of solutions. 

Fixed Mindset

A fixed mindset is like being stuck in quicksand; it makes solving problems harder. It means thinking you can’t improve or learn new ways to solve issues. 

How can we change this? First, believe that you can grow and learn from challenges. Think of your brain as a muscle that gets stronger every time you use it. When you face a problem, instead of saying “I can’t do this,” try thinking, “I can’t do this yet.” Look for lessons in every challenge and celebrate small wins. 

Everyone starts somewhere, and mistakes are just steps on the path to getting better. By shifting to a growth mindset, you’ll see problems as opportunities to grow. Keep trying, keep learning, and your problem-solving skills will soar!

Jumping to Conclusions

Jumping to conclusions is like trying to finish a race before it starts. It’s a challenge in problem-solving. That means making a decision too quickly without looking at all the facts. 

How can we avoid this? First, take a deep breath and slow down. Think about the problem like a puzzle. You need to see all the pieces before you know where they go. Ask questions, gather information, and consider different possibilities. Don’t choose the first solution that comes to mind. Instead, compare a few options. 

Feeling Overwhelmed

Feeling overwhelmed is like being buried under a mountain of puzzles. It’s a big challenge in problem-solving. When we’re overwhelmed, everything seems too hard to handle. 

How can we deal with this? Start by taking a step back. Breathe deeply and focus on one thing at a time. Break the big problem into smaller pieces, like sorting puzzle pieces by color. Tackle each small piece one by one. It’s also okay to ask for help. Sometimes, talking to someone else can give you a new perspective. 

Confirmation Bias

Confirmation bias is like wearing glasses that only let you see what you want to see. It’s a challenge in problem-solving. Because it makes us focus only on information that agrees with what we already believe, ignoring anything that doesn’t. 

How can we overcome this? First, be aware that you might be doing it. It’s like checking if your glasses are on right. Then, purposely look for information that challenges your views. It’s like trying on a different pair of glasses to see a new perspective. Ask questions and listen to answers, even if they don’t fit what you thought before.

Groupthink is like everyone in a group deciding to wear the same outfit without asking why. It’s a challenge in problem-solving. It means making decisions just because everyone else agrees, without really thinking it through. 

How can we avoid this? First, encourage everyone in the group to share their ideas, even if they’re different. It’s like inviting everyone to show their unique style of clothes. 

Listen to all opinions and discuss them. It’s okay to disagree; it helps us think of better solutions. Also, sometimes, ask someone outside the group for their thoughts. They might see something everyone in the group missed.

Overcoming obstacles in problem-solving requires patience, openness, and a willingness to learn from mistakes. By recognizing these barriers, we can develop strategies to navigate around them, leading to more effective and creative solutions.

What are the most common problem-solving techniques?

The most common techniques include brainstorming, the 5 Whys, mind mapping, SWOT analysis, and using algorithms or heuristics. Each approach has its strengths, suitable for different types of problems.

What’s the best problem-solving strategy for every situation?

There’s no one-size-fits-all strategy. The best approach depends on the problem’s complexity, available resources, and time constraints. Combining multiple techniques often yields the best results.

How can I improve my problem-solving skills?

Improve your problem-solving skills by practicing regularly, learning from experts, staying open to feedback, and continuously updating your knowledge on new approaches and methodologies.

Are there any tools or resources to help with problem-solving?

Yes, tools like mind mapping software, online courses on critical thinking, and books on problem-solving techniques can be very helpful. Joining forums or groups focused on problem-solving can also provide support and insights.

What are some common mistakes people make when solving problems?

Common mistakes include jumping to conclusions without fully understanding the problem, ignoring valuable feedback, sticking to familiar solutions without considering alternatives, and not breaking down complex problems into manageable parts.

Final Words

Mastering problem-solving strategies equips us with the tools to tackle challenges across all areas of life. By understanding and applying these techniques, embracing a growth mindset, and learning from both successes and obstacles, we can transform problems into opportunities for growth. Continuously improving these skills ensures we’re prepared to face and solve future challenges more effectively.

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The Lean Post / Articles / Standardize Your Problem-Solving Approach? Why One Size Does Not Fit All

Problem Solving

Standardize Your Problem-Solving Approach? Why One Size Does Not Fit All

By Art Smalley

January 30, 2019

Lean management practitioners know what a powerful tool standardization is for continuously improving processes. Without standards, there can be no improvement as the old saying goes. Yet as LEI faculty member and author Art Smalley points out this does not only mean one rigid way of doing things such as standardizing your problem-solving approach on only a single methodology like six sigma or 8D or a specific technique like 5 Why?

Lean management practitioners know what a powerful tool standardization is for continuously improving processes. Without standards, there can be no improvement as the old saying goes. Yet as LEI faculty member and author Art Smalley points out this does not only mean one rigid way of doing things such as standardizing your problem-solving approach on only a single methodology like six sigma or 8D or a specific technique like 5 Why

To that, author and long-time lean practitioner Art Smalley answers “Ok, then why not only use TRIZ?  Why not only use PDCA ? Why not use only Design Thinking? Why not only do FMEA? Why not only use kata ? Or similarly why not only use only one style of leadership? Why not play golf with only a 7 iron?”  The reality is that life and problem solving have various shades of gray and what may work great in certain situations may not work as well in others. Over the last century, a plethora of problem-solving tools and techniques have been developed because of this situational reality.

When attacking business problems, one approach won’t work optimally in all situations, explains Smalley, who learned problem solving at Toyota’s Kamigo engine plant from Tomoo Harada, who led various maintenance activities that created stability for Toyota Production System architect Taiichi Ohno’s innovations in flow production . For a comparative example, in Toyota we talk about three types of pull systems (replenishment, sequential, and mixed). There are also three types of standardized work and four types of automation levels when planning for equipment. The devil is in the details as the saying goes. The more advanced you get in a given subject area the more you are expected to learn the nuances and differences according to the situation.  

By way of comparison, there are similarities in other fields. Nobel Prize winning author and researcher Daniel Kahneman emphasizes the important difference in what he and Amos Tversky called System 1 and System 2 thinking patterns. Creative thinking expert Edward de Bono believed in six different hats or types of thought process in his books on creativity for example.  Each style applied best to different problem-solving situations. Paul Hersey and Ken Blanchard emphasized four types of leadership styles in their Situational Model for Leadership. 

Problem solving, Smalley points out, is very similar in this regard and has patterns in its development cycle. The first divergence is in the caused versus created distinction. Some problems in the former category require a quick reaction approach to “stop the bleeding” or “protect the customer” while others require a slower, analytical methodology to determine deeper problems and root causes. Still, other problems require higher levels of creativity utilizing existing resources and others which allow for fuller open-ended exploration in order to produce breakthrough results.

5 Whys , 6 Sigma, and 8Ds

But managers and teams normally tend to settle on a favorite problem-solving technique or two from among all available — whether it’s brainstorming, fishbone diagraming, failure mode effects analysis, value -stream mapping, kaizen events, design of experiments, A3s, 5 whys, 6 sigma, or the 8Ds – that is often mismatched for the problem at hand. Yes one can force all problems into one approach cautions Smalley, it is just not optimal. Toyota, for example, has multiple nuances in its internal approach. A recently published book in Japanese by retired Toyota executives entitled Problem Solving the Toyota Way makes similar points. Managers need a framework for thinking carefully about problem-solving situations and what approach to select. 

Based on his observation that most business problems tend to fall into four categories, Smalley provides the framework in his new book Four Types of Problems . He explained the framework during a recent LEI webinar that drew nearly 3,200 registrations then took questions from the audience. Listen to the webinar and Q&A here . What follows are Art’s answers to questions not addressed during the one-hour live session.

The Four 4 Types of Problems Webinar

Follow up Q&A with presenter Art Smalley, author of Four Types of Problems

Q: Is type one the same as firefighting?

Art: I don’t know what you might consider firefighting. You could be thinking of something really weak in the nature of the response. Then there are very good local fire fighters for example that respond to local emergencies with excellent response time and first responder techniques for life saving. And then there are expert “hot shot” style emergency wilderness firefighters who fly or drive into danger zones and execute special routines. We’d have to get the definition clear to avoid communication mistakes. In my case, type one troubleshooting is aimed at addressing both conditions and some basic level of causal analysis in a rapid fashion. Hence the 4C acronym I used — concern, cause, countermeasure, check results — within the framework in the section on that style.  Sometimes putting out the fire is an unfortunate but necessary condition to first address. Then, of course importantly, what caused it  — the 2 nd C. Sometimes this is done sequentially, sometimes in parallel. In serious cases, you might move right into type two mode of handling the problem.

Q: For many people, when we use the phrase “problem-solving” their minds go to types one or two problems only.  It is not natural for them to see types three and four as problem solving.  Do you have any advice on how to effectively spread this mindset through an organization?

Art: I agree it is a big issue … that was part of the thinking with the framework and getting people to think beyond their usual normal narrower definition and think from a broader perspective. We have to think in terms of both caused and creative based routines and each has its own sub categories. I could argue for more but I think this represents a reasonable solution space and does justice to what Toyota does in reality.

Q: What about the coaching element in problem solving?  That is, IMHO, a key part of capability building [in the] improvement kata and coaching kata.

Art: Entirely agree. Capability building (more than just coaching) is an entire element worthy of its own topic. It was just out of scope for the 45 minutes I had for this presentation. Just as there are different types of problem approaches in Toyota there are also different types of leadership and coaching styles. What Mike Rother refers to in his coaching kata that you referenced is one style, for example. There are more, at least at Toyota. This presentation grouped four types of problems under the first heading of the transformation model developed by the Lean Enterprise Institute (LEI). I could spend another webinar easily on the different actions to support capability build and the 4 types.  That is another structural pillar of the LEI transformation model I’d like to elaborate on some day.

Q: Do you have any recommendations for how to effectively educate an organization on these principles given the bell curve of different types, personalities, and willingness to change and apply different approaches?

Art: I think everyone can do type one problem solving and that is the entry point to engage people. That was all I experienced for my first several months in Toyota and time on the assembly line. Then I graduated types two, three, and four.

To what extent each type can be mastered is difficult and probably links to cognitive abilities.  However, I am no expert in this area and it can get controversial very quickly. Everyone deserves the chance to problem solve and impact their own work. I don’t believe we will achieve equality of results in terms of outcome. I freely admit I can’t hold a candle to my former boss on the topic of engineering, for example. He was one of those off-the-charts exceptional people even inside Toyota. 

Q: Any suggestions for how problem solvers should maintain a beginner’s mind?

Art: I like to work on hard and different problems that are far outside of my skill set. If possible I put myself in the room with some real experts on a given subject matter like material science for example. Humility usually follows pretty quickly. Or they can come to my morning Jiu Jitsu class and try to roll with a black belt or two. That works wonders for me as well. LOL. Some people are more secure facing uncertainly or difficulty than others. I’d learn about the person in question and what I could do to take them safely out of their comfort zone.

The 4 Types of Problems Framework

• Troubleshooting: A reactive process of rapidly fixing abnormal conditions by returning things to immediately known standards. While beneficial in the immediate term, this approach often fails to solve the problem’s root cause. Example: When a house is on fire protect the occupants, treat injuries, and put out the fire. With a flat tire on the freeway,first put on the spare tire.
• Gap-from-standard: A structured problem-solving process aimed more at the root cause through problem definition, goal setting, analysis, countermeasure implementation, checks, standards, and follow-up activities. Example: Extinguish the fire, then determine what caused it and how to prevent another. 
• Target-state: Continuous improvement (kaizen) that goes beyond existing levels of performance to achieve new and better standards or conditions. Example: Use superior layouts, building materials, and landscaping methods that are less likely to lead to fires in the first place.  Creativity is utilized over capital to optimize performance to a new level.
• Open-ended and Innovation: Unrestricted pursuit through creativity and synthesis of a vision or ideal condition that entail radical improvements and unexpected products, processes, systems, or value for the customer beyond current levels. Example: Develop systems that detect, prevent, or immediately stop fires from occurring right away?

Q: What’s your approach to problem solving when certain members don’t want to listen or aren’t willing to change or give you a chance?

Art: Sorry I’d need to know more details. Often personality conflicts arise and make it difficult to produce change. This could be as much or more about leadership influence than problem solving.

Q: How can we make time for team leaders to do more problem solving ?

Art: I tell all my clients we can’t “make” any more time. We can simply choose to use our existing time more wisely and effectively. Easier said than done of course.

Q: How does this relate to Heifitz’s three levels of technical, technical-adaptive, and adaptive problems/challenges?  

Art: I think he identifies two types of challenges in change: technical and adaptive (and an in-between step mix). Technical change can be solved by experts with known knowledge in his model. Adaptive requires new learning. So in comparison, an easy technical problem would be akin to type one and a complex technical problem type two. In his vernacular, adaptive would be in line with types three and four problems, which represent unknown solution spaces. I think his main area is “change” and he has several principles for leading adaptive change for example.  The topic is related but not the same angle I covered in this webinar.

Q: Any book or internet articles or training on how to develop good KPIs?

Art: I personally have no books on the topic. LEI might have some reference material at lean.org. Quite a few books on this topic come up with a Google search.  The old George Doran “SMART” acronym is a simple place to start — specific, measurable, attainable, relevant, time bound. His original one was different but various similar versions exist. There is even a KPI.org website.

Q: What is the survey you mentioned to find out what type of problem solver I am?

Art: The Kolb Learning Preference Survey is the one I referenced. However, keep in mind it is built for a different purpose than I use it. I merely noticed that the learning styles in the survey identified also line up with different types of problem-solving approaches.

Q: On the Kolb matrix, is one quadrant better than the others? My thinking was that we need all four working together to achieve success.

Art: I don’t think one quadrant is better per se. Much like situational leadership, it depends upon what situation you are facing. Similarly, in the situational leadership framework model, no one quadrant is best. You are to assess, diagnose the situation, flex to the right style and perform the right style to the situation, etc. Problem solving is similar in my opinion.

Q: Where is the site for the Kolb quiz?

Art: There is no quiz; just a Kolb learning preferences survey. Various types can be found on the internet floating around but the official ones come from the Kolb people. There is a site https://learningfromexperience.com  that probably has it for sale.

Q: How does type four problem solving link to any initiatives under industry 4.0?

Art:  Wikipedia defines Industry 4.0 as “a name given to the current trend of automation and data exchange in manufacturing technologies. It includes cyber-physical systems, the internet of things, cloud computing, and cognitive computing. Industry 4.0 is commonly referred to as the fourth industrial revolution.”

I’d call a lot of things happening under this term as open-ended innovation or type four. However, once any technology is developed and deployed it will suffer the same set of fairly predictable circumstances. People will have to troubleshoot certain issues, then solve harder gap-from-standard conditions, then sometimes incrementally raise the bar annually, etc. Then we’ll be talking about the next level of innovations and Industry 5.0 but probably after I am dead and gone.

Q: How is Toyota adjusting to the digital transformational techniques and technologies that deal with robotic process automation, machine learning, and AI?

Art: I have no recent information on this topic. There was a new special group formed last year in Toyota to start thinking about topics like this.

Q: Does the 3P methodology fit into the type four problem-solving method

Art: Most 3P stuff (not all of course) aims at some kind of type three or possibly type four situations. It just depends upon whether it is optimizing existing resources beyond standard (type three / kaizen) or emphasizing a radically new product or process (type four).

Q: Great presentation. Does the book contain more examples of each type of problem? 

Art: Thanks. I try to make the concepts clear with very general examples that people can relate to. Pleasing any one crowd or specific sector is often difficult. Also, it is not really practical for me to make an example for each industry segment per type. I just don’t have the bandwidth and the book would probably get bogged down. I hope to recruit people to supply good examples from different cases and share them. I have some volunteers from the construction industry, pulp and paper etc.   

Q: Do you think you need a standard approach for training or pursuing each type within an organization?

Art: It comes down to what is meant by standard. If it is an overly prescriptive way of enforcing compliance of one way, then it *can* do as much harm as it can good in my opinion. The other definition of standard is “basis for comparison.” I think this latter sense is needed but people can solve type two problems with different approaches such as 8D, Toyota eight step, six sigma, DMAIC , etc. What you tend to use in my experience is usually what you were first trained in and what learning preference you have.

Q: Six sigma is one of the most abused tools around. An incredible waste of resources and time when misapplied.

Art: I sadly agree but only when misapplied. Toyota is very good at what we called SQC (statistical quality control) back in the day. You just can’t solve certain problems without this approach. I worked on production lines that had six sigma levels of capability and quality and it was no accident. Toyota recognizes the need for this going back decades before the West became infatuated with the term “six sigma”. Some difficult problems can be best resolved by statistical OVAT / MVAT methods.

Q: Do you have any thoughts on type four problem solving for innovation in healthcare?

Art: I think it is sorely needed! I wish I had a great answer. I suspect the industry structure and method of payment, etc. have to get defined for more competition to emerge and drive better innovation. I do think that Edison was right to observe that necessity is the mother of invention. I think we are seeing innovation but with very high costs, unfortunately.

Q: Don’t you find that waste elimination and value creation for customers get lost in this model?

Art: Not really. Remember this is not a replacement for any existing overall lean framework. This is merely dealing with organizing the types of problems experienced during any transformation or daily management occurrence. Type three is where kaizen and waste elimination fit in the strongest. Many organizations rush to do this without an adequate base of ability or systems in types one and two and that is when results tend to regress back to the original state in my opinion.

Q: Have you seen any difference in applying these types when it comes to a physical environment compared to a virtual environment?

Art: Conceptually the model is the same. The difference in a physical environment is the ability to apply all five senses and a fuller experience set? Virtual tends to be more about visual and mental aspects. I’d have to learn more about the virtual environment in question to be more specific.

Q: How would you characterize the agile software development approach with respect to the four types of problems?

Art: If I recall they have their four values, 12 principles, and dozens of various concepts (iterative, short feedback loop, etc. ) I think it is fine as an overall approach for their situation. I am not trying to make a grand transformation model or overall approach for example. I am just framing problems in a way that tends to fit in a variety of situations whether it be sports, military, healthcare, service, manufacturing, etc.

From my experience with software development and deployment, all four types of problems exist no matter what the approach. Bugs exist and get fixed quickly or calls come into the help desk for support (type one), serious gaps and real problems exist and are closed as they are found (type two), improvements are made to existing products annually as upgrades (type three), and sometimes entirely new products, languages, or tools are developed (type four). Hope that makes sense.

Q: Type four or innovation … how do you see this integrated with agile teams?  Are they more types one and two?

Art: Unfortunately, people get a framework in their heads and “sometimes” it becomes a set of blinders. The Japanese have a specific phrase for this — “kata in hamaranai” — or don’t get stuck in any one method. I separate types three and four in the following fashion:  In type three you are primarily optimizing existing resources in the time frame of this week, month, or quarter, or at most, a year. Type four innovation (depends upon complexity and industry, of course) usually takes a bit longer and is entirely open-ended resulting in something better, not just incrementally optimized. However, all types overlap – one and two overlap, two and three can overlap, and three and four can overlap at the margins. But as my innovation friends like to say there is “innovation” and then just “everything else”.

Q: Do you have any experience teaching the four types of problem solving to non-manufacturing folks, such as a health insurer or government agency? I train on A3 and 8-step problem solving with these types of clients and find it challenging to help them gain mastery of gap-from-standard problem solving. You’re smarter, so just curious what you do.

Art: I doubt I am smarter. The trick is to find the right language, problems, and ways to work with them so they can gain ability. I have worked with government agencies such as the Department of Energy and specifically national laboratories. It worked very well there for the different parties I dealt with. However, I honestly don’t have a set answer on how to adapt to any given situation. Normally I just use my experience and diagnosis of the situation to figure out what works in light of their current state.

Q: Great work Art! I wonder how AI and big data impact problem-solving. What’s your opinion?

Art: Thanks. I don’t really know. More data can open a lot of doors and ways to analyze things. Sometimes that allows for new patterns and insights to occur. I hope this is true (safely) in healthcare for example. I think it will impact some industries and sectors (e.g. software and AI, etc.) more than others. But all will no doubt be affected.

Q: Do you recommend teaching one method of problem solving (like A3 thinking) throughout the company to set a standard and get everyone at a base level?

Art: I used to but not so much anymore. A3 or DMAIC or kata or 8D or PDCA preference is often driven by what you first learned and your own learning style preference.  I may be naïve, but I was hoping that with the framework the blinders might come off for some people and they could flex to the right approach depending upon the situation at hand. Again, I am probably naïve on this hope.

Q: Toyota uses front line resources to do types one and two problems. Is a dedicated skill set and set of resources required to address types three and four?

Art: Tough question to answer in reality and probably depends upon the company and where they are in the journey. For example, I had to do types one, two, and three in my career at Toyota. I think that is true of everyone in Toyota once you get to supervision in any area.  The closest thing to a type four problem for me would have been a new software system we developed in maintenance for overseas support. Or simply participating in new model launches. The company also encourages creative ideas and innovative thinking no matter how small. The counter argument would be that only certain teams get to work on new products like a Lexus or a Prius or the Mirai in the early stages.

Q: What is the 8 step problem solving process that is used by Toyota?

Art: Tracey Richardson teaches a lot of good classes on this for LEI and other places. The internet is awash with various versions.

Q: Regarding QC Circles at Toyota, do they work on four types of problems?

Art: QC circles were aimed at the shop-floor employees with facilitators to help. It would focus on type two problems within their realm of control – usually, quality problems like scrap, rework, customer defects, etc.

Q: Hello Art! What are your thoughts on the four types of problems and levels of managing increments of time (days-weeks-months-years) and hoshin thinking?

Art: I think it lines up well with Toyota’s notion of time management in leadership. For example:

• Win the minute (standardized work cycle)
• Win the hour (plan versus check board)
• Win the week
• Win the month
• Win the quarter
• Win the year

The tighter time frames often deal with good type one approaches. And I fear people don’t realize how good Toyota is at the type one stuff. A lot of the type one responses I see when I visit Toyota are better than the type two responses I see in other organizations.

Q: Hello! How can a state of mondai-nai (no problem) be achieved when we consider type 3 and 4 are about constant improvement and lifting the standard?

Art: I am not sure I follow the question? Mondai-nai (no problem) would be considered a problematic attitude in Toyota. Proper problem awareness is taught, not the state of “no problem”. Japanese coordinators back in the day threw a fit if/when people said “mondai-nai” even as a joke. Mr. Cho (Fujio Cho, honorary chairman of Toyota Motor Corporation) used to say “no problem” = “big problem” for example.

Q: Is it safe to say that the 8D problem solving methodology involves both types one and two thinking?

Art: That was an interesting one to research. There is some interesting history I won’t go into, but you are probably aware of its origins and development. Today it does seem to straddle both fences somewhat with the insistence of very specific steps or actions focusing on containment for example. I think that is likely due to its original roots in handling non-conforming material disposition, etc. Not all problems require containment (e.g. productivity, downtime , on-time delivery), but this was something they wanted to address and make people think about in the modern versions. I normally put containment emphasis in a type one approach and short-term measures as it gets to a better condition but not a cause. It tries to protect the customer. The rest of 8D goes for root cause and type two thinking.  Most other approaches have a corrective action or countermeasure step and part of that phase includes some consideration of short-term countermeasures such as containment and longer-term permanent recurrence prevention ones.

Q: What else can you improve in factory production when you already did SMED changeover reduction, flow, pull kanban , and TPM ?

Art: One mentor named Isao Kato chastised me on many occasions that improvement is endless. The only limit was my mind and will. Toyota is remarkably good at staying focused and finding new things to work on. Pick an area:  safety, quality, cost, productivity, delivery, human resources development. Plus, every new model launch every few years brings its own set of problems and opportunities.

Q: Do you have any books or material on the six thinking hats?

Art: Edward de Bono is the master! I am a huge fan.

Q: What’s your opinion about FMEA as a problem-solving tool?

Art: I think it is a great tool especially if it surfaces a problem before it occurs. I cover it in the history section of the book. Toyota has a newer version of this called Mizzen Boushi which is really aimed at pre-occurrence prevention; a kind of FMEA on steroids and focused on change points, interfaces, and critical regions. I touch on it a bit in the history section.

Q: Is the thinking for type two problem solving different if your standards are “fuzzy” or not well defined?

Art: When standards are fuzzy it can be difficult to define problems in a rigorous quantitative manner. The gap gets expressed in a qualitative fashion. Sometimes this is okay and somethings it does cause difficulties. I use the acronym AQD (analytical quantitative and detailed) a lot when working with people to define problems.

Q: Am I understanding the problem-solving techniques properly? Can I use one type on one issue while working on another problem using a different type?

Art: Some problems can be addressed by just one type of approach. Some might start as one and morph into another type. Some might require type one thinking (put out the fire) to buy time to get to the real issue.

Q: How do you convince an organization that one type of problem-solving methodology is not always appropriate?

Art: I use the framework, various examples, and assess their styles up front via survey. I also analyze how effectively they have solved problems in the past, which requires examples and homework, to show various strengths and weaknesses.

Q: I see some similarities between value-stream mapping and the jobs-to-be-done methodology in regard to how a process or job can be broken down into steps and optimized. Have you come across this comparison? Any thoughts?

Art: Value-stream mapping can frame a variety of problems. It was originally called material and information flow analysis in Japanese and aimed at flow — takt time and pull system problems, such as lead-time and inventory . It can frame others as well, but it is strongest at those. I put it for the most part in type three but it can frame others as noted.

The work to be done framework with its eight parts looks for innovation in each step. In that sense, it is considering type four situations. However, a lot of their basic language (simplify, sequencing, eliminating, etc.), harks back to work simplification and improvement concepts that are quite old and mid-20 th century. I cover some of those frameworks in the book. What is old is new again sometimes. But timeless.

Q: Why not use only six sigma?

Art: I can only suggest you re-watch the first half of the webinar for my comments on this topic. Why not only use TRIZ?  Why not only use PDCA? Why not only use kata? Why not only use only one style of leadership? Why not play golf with only a 7 iron?

Q: How do you sustain a problem-solving culture?

Art: My former colleagues at McKinsey wrote some material on this back in 2014 or so.  I think it was entitled “Building a Problem-Solving Culture That Lasts.” You can find it on the internet by  Randy Cook and Alison Jenkins. David Mann wrote a book on “Lean Culture.” You might try those for starters. I don’t think anyone has truly cracked the code. In that sense, it is amazing what Toyota has done for about 70 years now from 1950 onward .

Q: Interesting that there is no reference to Shainin in this discussion on different problem-solving methods — any thoughts on this?

Art: I left out quite a few people I’d like to include in the history section of the book. Taguchi in Japan for example. Phil Crosby in the U.S. There are a lot of deserving names in the innovation and design thinking arena as well.  Many unforgivable sins and omissions!  Unfortunately, as much as it interests me personally the editors and people who reviewed the book simply did not care for all the historical detail. This history section just kept getting shorter and shorter. Unfortunately, this meant leaving out some.

Q: What is the name of your LEI book?

Art: Same as the webinar; Four Types of Problems .

Q: One last one … what style of Jiu Jitsu do you practice?

Art: Brazilian Jiu Jitsu. I learn at Checkmat founded under former world champion Leo Viera and his group of instructors.  Most of the time I train specifically under black belts Robson Rodrigues and Joao Vianey at Checkmat Buena Park. Please drop on by some morning! I am in the old man’s class.

Related book

Four Types of Problems

by Art Smalley

Written by:

About Art Smalley

Art is the author of the LEI workbook Creating Level Pull: a lean production-system improvement guide for production control, operations, and engineering professionals, which received a 2005 Shingo Research Award. He was inducted into the Shingo Prize Academy in 2006. Art learned about lean manufacturing while living, studying, and working in Japan…

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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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What Is Problem-Solving? How to Use Problem-Solving Skills to Resolve Issues

What is problem-solving, what is the general process of problem-solving, the best problem-solving strategies and tools, what to do when a problem feels too big to solve.

Great businesses don’t exist to simply grow and make money. Instead, they solve the world’s problems , from tiny issues to giant dilemmas. Problem-solving is essentially the main function of organizations. An effective organization will have systems and processes in place to reach their goals and solve problems. If a company has team members and leaders who have poor problem-solving skills, that means they’re ineffective at one of the core functions of a business.

You need to be good at both external problem-solving (solving problems for others) and internal problem-solving (solving problems before or when they arise within the business). An organization that can solve problems will see its teams come closer together as they bond over providing solutions to serious issues. Companies that solve problems well will also be able to carry out their purpose more efficiently.

Learn the steps you can follow to solve problems both great and small. Additionally, discover some real-world methods and problem-solving skills successful business leaders use to solve problems of their own.

Problem-solving involves the search for solutions that follow an effective process of discovery, identification, ideation, and execution. Problem-solving usually requires overcoming numerous obstacles that stand in the way of reaching your goal. Often, the act of problem-solving includes coming up with solutions to many smaller problems before eventually solving the main issue that prompted the process in the first place.

The key to cultivating excellent problem-solving skills is having a distinct process designed to produce solutions. While it may seem like problem-solving involves a complex strategy, it features several steps that are easy to follow. The following steps represent a general problem-solving process you can use when you need to find a solution.

1. Define the Problem

The first step to take as part of the problem-solving process involves defining what that problem is. While this may seem like a simple idea to follow, the key is to get to the root of the problem . Only once you’re able to identify the root issue you’re tackling through a root cause analysis can you be sure you’re on the right path. Sometimes the surface issue isn’t what you need to address. Just like an earthquake, organizational issues have an epicenter—complete with shockwaves that negatively impact the business. If you don’t resolve the core problem, it can expand , and the damage becomes detrimental. All problem-solving jobs begin with this important first step.

If your organization has a problem with employee retention , you may think you’ll solve it by increasing pay or perks. However, that might not address the root of the issue. If you were to investigate further, you may discover that a manager is creating a toxic work environment, causing good employees to find work elsewhere. 

2. Brainstorm Possible Solutions

Once you have a solid idea of what the real problem is, you can proceed to create possible solutions you can pursue. Take the time to brainstorm different solutions. No two problems are the same, and each one will require a creative approach. Make sure you write down the alternative solutions so you can research them in depth. During the course of your brainstorming, you may stumble upon a solution you wouldn’t have thought of otherwise.

As you follow this step, you may need to find the best way to inspire your critical thinking skills. Think about when and where you generate ideas and get the creative juices flowing. Then, try to put yourself in that environment as often as possible.

Sara Blakely , the founder of SPANX®, says her most productive creative thinking happens when she’s driving in her car . Even though she doesn’t have a real commute, she gets in the car and makes one up. “I live really close to Spanx,” she said on the “Masters of Scale” podcast, “so I’ve created what my friends call my ‘fake commute,’ and I get up an hour early before I’m supposed to go to Spanx, and I drive around aimlessly in Atlanta with my commute so that I can have my thoughts come to me.” As a result, she sets time aside for developing her best problem-solving strategies every single day.

3. Research Several Options

After you’ve come up with several possible alternative solutions, pick two or three that seem the most promising using your analytical skills. Then you’ll need to buckle down and do some research to see which one to pursue. Conduct your research using primary and secondary resources.

Conduct primary research by:

• Having a discussion with a mentor
• Interviewing a person who’s successfully solved this problem before
• Strategizing with team members closest to the issue

Great secondary sources include:

• Trustworthy online articles and news sources from credible websites
• Leadership books from experts who have written about the problem
• Business podcast interviews on the issue
• YouTube videos featuring established leaders

4. Select a Solution

At the conclusion of your research, you’ll be better equipped to select the right solution. Evaluate the data you have gathered. To ensure you make a good pick, you’ll need to keep several considerations in mind. 

Here are some good questions to ask when picking a solution:

• Is this solution in line with the company’s core values?
• Is it a realistic option?
• Could it lead to additional problems?
• Will everyone involved accept the solution?
• Does it truly solve the problem, or does it only delay negative effects?

As you employ your creative thinking skills in answering these questions, you’ll eventually need to settle on a single solution. Adhering to a decision-making process helps you objectively choose the best solution out of many options. Don’t make a quick decision you may later regret. Be deliberate in your analysis, and try to remain as objective as possible.

In order to make the most objective decision:

• Get into a humble mindset and make sure you’re willing to listen and learn.
• Don’t let emotions influence the choice.
• Reverse-engineer the possible outcome of any given solution.
• Weigh the pros and cons of each choice.
• Seek wise counsel from trusted mentors, leaders, and team members.

5. Develop an Action Plan

Once you’ve settled on a solution, you’ll be ready to pursue it. Before moving too quickly, revisit step one and make sure your choice aligns with the main objective . If it doesn’t, although it may be a valid choice, it’s most likely not the best for your team. If this is the case, don’t get discouraged. Creative problem-solving takes time.

When the right choice is made, and the solution is placed into the overall strategy, start developing an action plan . Lay out the “who,” “what,” “when,” “why,” and “how.” Visualize exactly what success looks like with this new plan. When working through the problem-solving process, write all the details down. This helps leaders construct action items and delegate them accordingly. Never leave this part of the process empty-handed. Your team needs a clear picture of expectations so they can properly implement the solution. And if everything works, you can use this problem-solving model in the future.

You will undoubtedly encounter many problems that need to be solved in your life. There are a variety of ways to solve those problems. With all the problem-solving techniques out there, it can be helpful to learn some of them so you can employ the best one at the right moment. The following are just a few examples of what these strategies and problem-solving tools look like in the real world.

One of the best ways to discover the root cause of a problem is by utilizing the 5 Whys method. This strategy was developed by Sakichi Toyoda, founder of Toyota Industries. It’s as simple as it sounds. When a problem occurs, ask why it happened five times. In theory, the last answer should get to the heart of the issue.

Here’s an example of how the 5 Whys work in action:

When business leaders use the 5 Whys method , problems are given more context. Uncovering how, when, and why they happen helps company owners and executives identify the organization’s core issues.

First Principles Thinking

When one engages in first principles thinking , they end up questioning what everyone just assumes to be true. It effectively removes those assumptions , breaking things down into their most basic elements that are probably true. It’s all about getting to that core foundation of truth and building out from there. Problem-solving skills should always include first principles thinking.

Elon Musk most famously pursued this strategy when it comes to space travel. Instead of accepting that building a rocket was too expensive, he got to the fundamental truths of construction, all the way down to pricing each component. Musk once explained that he follows first principles thinking by following three simple steps .

• Identify the assumptions
• Break down the issue into its core, fundamental components
• Innovate by creating new solutions

Other business leaders have engaged in similar strategies, such as Jeff Bezos when he advised the need for finding out key truths for yourself. First principles thinking is an important part of innovating beyond what we assume can’t be changed. It’s a way to use analytical skills to discover potential solutions through constant learning and acquiring new information.

Steve Jobs’ Problem-Solving Method

Steve Jobs gained a reputation for solving problems through Apple. He was always on the lookout for simple solutions to complex problems. He followed his own three-step method that helped him tackle difficult issues.

• Zoom Out: When facing a problem, zoom out to get a larger view of the bigger picture. This is another way to help you define the problem and pinpoint the root cause.
• Focus In: After defining the problem, focus all your attention on solving it. Concentrate your efforts, and don’t stop until the problem is fixed. Give yourself a period of intense focus and dedication as you bring the solution to life.
• Disconnect: If things aren’t proceeding the way you thought they would, it may be time to disconnect. That means walking away and giving yourself a break so you can clear your mind. Sometimes, a break is all you need to approach the problem once more, this time from a fresh angle with your mind fully reenergized.

From increasing sales to engaging in conflict resolution , business leaders have a lot of problems to solve. However, some people may still feel overwhelmed, especially if the problem is large in scope and could even threaten to close the company. Fortunately, there are steps you can take to get in the right mindset as outlined by James Clear, author of Atomic Habits :

• Break the bigger problem down into a lot of smaller problems
• Focus on one small problem and solve it
• Use what you learned from solving that problem to increase your knowledge about the bigger problem
• Repeat these steps until the larger problem is solved

Tackling a problem that feels too big to solve requires a can-do, positive mindset. In order to improve your problem-solving, you’ll need to take remember these steps. Imagine what is possible instead of focusing on what seems impossible. As you do so, you’ll become skilled in solving all sorts of problems while also improving your decision-making.

For more help in growing your skillset, check out the following article:

Growth Mindset: Creating an Environment for Innovation

Leaders Media has established sourcing guidelines and relies on relevant, and credible sources for the data, facts, and expert insights and analysis we reference. You can learn more about our mission, ethics, and how we cite sources in our editorial policy .

• Abadi, Mark. “The CEO of Spanx Wakes up an Hour Early to Drive around ‘Aimlessly’ on a ‘Fake Commute’ Because She Does Her Best Thinking in the Car.”  Insider , 15 Nov. 2018, https://www.businessinsider.com/spanx-ceo-sara-blakely-fake-commute-2018-11.
• Oshin, Mayo. “Elon Musks’ ‘3-Step’ First Principles Thinking: How to Think and Solve Difficult Problems Like A….”  Mission.Org , 2 Nov. 2020, https://medium.com/the-mission/elon-musks-3-step-first-principles-thinking-how-to-think-and-solve-difficult-problems-like-a-ba1e73a9f6c0.
• Clear, James. “How to Solve Big Problems.”  James Clear , 25 July 2014, https://jamesclear.com/narrow-focus.
• Nast, C. (n.d.). WIRED. https://www.wired.com/2012/10/ff-elon-musk-qa/all/
• Just a moment. . . (n.d.). https://www.indeed.com/career-advice/career-development/5-whys-example
• inc.com . (n.d.). https://www.inc.com/kelly-main/apple-steve-jobs-problem-solving.html
• How to find your big idea . (2022, October 6). Masters of Scale. https://mastersofscale.com/sara-blakely-how-to-find-your-big-idea/
• EX-99.1 . (n.d.). https://www.sec.gov/Archives/edgar/data/1018724/000119312517120198/d373368dex991.htm

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What is the problem-solving process?

Reading time: about 6 min

Much of your day is spent subconsciously and consciously solving problems. It’s second nature to you. So much so that, when problems arise at work, you likely have your own methods of tackling them. But there will come a time when you encounter a problem and realize your methods for solving it don’t match the methods other people are using. Suddenly, your team or your business is facing a large challenge, and team members are pinballing in dozens of directions attempting to solve it, creating more chaos and prolonging the solution. 

This is what happens without having a problem-solving process. A cohesive problem-solving process needs to be defined and must include identifying the problem, gathering potential solutions, deciding on one of them, and implementing that solution. Without agreeing on a specific problem-solving process, your company will struggle to choose a solution, lack innovative solutions from which to choose, and ultimately create more problems than it solves. 

But a company that has standardized its problem-solving is able to be lean, rise to pivots in the market, and improve business value over time. We’ll teach you the components of problem-solving and give you techniques to implement a process in your own business.

6-step problem-solving process 

While your preferred method for solving problems may involve more or fewer steps, these six components comprise the backbone of any good process. 

1. Identify and define the problem 

This step seems like the most basic but can actually be the most surprising part of the process. Without agreeing on what the problem is, there’s no way to actually fix it. And sometimes, it may appear that you have one issue when the root of the problem is something else entirely.

• Write down the problem. It’s not enough to just state it aloud.
• Get granular. List everything known about the issue, from when it began to how broad it is.
• List the problem’s cascading effect to understand how broad of an issue you face.

2. Generate possible solutions

Get brainstorming. Start talking. Think big.

• Narrow down your solutions to the best few.

3. Evaluate alternatives

Before settling on the solution, make sure that you’ve examined all angles.

• Widen the response base. Consider soliciting solutions from beyond your own team to gather a different perspective.
• Carefully weigh the options against each other. What are the risks of each? What are the benefits? Is there a clear winner?

4. Decide on a solution

• Prepare to back up your choice with metrics. Data goes a long way in getting stakeholders on board.
• Detail what you expect the solution to achieve. Why are you taking this approach, and what will the perfect implementation look like?
• Determine what success will look like with this solution. How will you measure it?

Consider using a decision-making matrix template (like the one below) to help with this step. 

5. Implement the solution

This can often be the most difficult step. Implementing a solution involves change management and getting people on board with your solution. 

• Consider communications. How will you get the message out broadly about this solution, how you chose it, and why it’s important? Being completely transparent about the process can help convince your broader team you’ve put considerable thought into all aspects of the solution, which increases trust. 
• Figure out training around the solution, as well as any technical requirements. Will the solution need new software? Will it require a change in process? Outline all this in a single source of truth document that can be referred to often.

6. Evaluate the outcome 

There’s a good chance your solution won’t go perfectly. And you may need to reevaluate it in the future. Periodically evaluating your solution is a valuable tool for improving over time and learning from past mistakes.

Tips for effective problem-solving

As you move through the problem-solving process, you may feel tempted to figure things out as you go, but that can end up wasting valuable time. Consider these tips before you begin so you can avoid missing the best solution.

Don’t jump to conclusions

It’s likely you’ll start the problem-solving process with a clear favorite solution in mind. You may even subconsciously start trying to convince others on your team of the correctness of your solution instead of allowing them space to develop their own solutions. That’s when sticking to the process works the best—it eliminates bias and encourages free thinking. 

Get the right people in the room

This means doing some work ahead of time. Who has the right expertise, as well as the right authority to contribute solutions? Who’s particularly familiar with the problem? Gathering solution-minded people who have the correct understanding of the issue at hand will go far in problem-solving. 

Design a thoughtful agenda

Ever been in a meeting that’s been a waste of time? That could have been because there wasn’t an effective agenda . The agenda should walk the team through the entire process and should be divided into time segments to keep things moving.

Techniques for developing solutions 

In addition to all the above, here are three more problem-solving techniques beyond brainstorming.

Improved solutions

This technique involves improving upon the solutions of others. After presenting the problem, allow each team member to come up with one solid solution and write it down. Then rotate clockwise and encourage the next team member to improve upon the solution that was presented. Continue rotating until all solutions have been improved upon.

A brainwriting template can help with this. 

How-now-wow matrix

Infuse creativity into your process with this technique. The how-now-wow matrix progresses through obvious ideas that are easy to implement through original ideas that may need more effort to implement. This matrix frees up the mind and encourages creative thinking. 

Impact and effort matrix

An impact and effort matrix shows where solutions fall on a scale of their impact vs. how easy they are to complete. This makes it easy for the team to see where there are some quick wins and where there are some high-impact solutions worth putting resources into. 

Problem-solving isn’t going anywhere. The more comfortable you are with tackling problems, the more you’ll train your brain to think of creative solutions, but it all starts with understanding the process. Now that you’ve become more familiar with the problem-solving process, you can better lead your team through the steps, taking a systematic approach to finding solutions. The more you repeat this process, the easier it will be to develop solutions that make a real impact.

Try out this decision-making matrix template for the next problem you need to solve!   

About Lucidspark

Lucidspark, a cloud-based virtual whiteboard, is a core component of Lucid Software's Visual Collaboration Suite. This cutting-edge digital canvas brings teams together to brainstorm, collaborate, and consolidate collective thinking into actionable next steps—all in real time. Lucid is proud to serve top businesses around the world, including customers such as Google, GE, and NBC Universal, and 99% of the Fortune 500. Lucid partners with industry leaders, including Google, Atlassian, and Microsoft. Since its founding, Lucid has received numerous awards for its products, business, and workplace culture. For more information, visit lucidspark.com.

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Top 5 ways to practice problem-solving, practice problem-solving in your daily life. use our handy guide to improve this crucial workplace skill and boost your professional performance..

Problem-solving is something we do every day. From deciding what to make for dinner when we haven’t grocery shopped to figuring out how to increase our sales by 30% by the end of the month, we constantly run into obstacles in our personal and professional lives. 

No one is a master problem-solver right away — it takes patience and time to develop this skill. Practicing problem-solving in low-stakes situations prepares us for when it really counts: a high-pressure setting. Luckily, we know the best ways to practice problem-solving, how to develop your problem-solving skills, and strategies for solving problems quickly and practically.

What is problem-solving?

We can break down the problem-solving process into three main parts: identifying a problem, brainstorming solutions, and taking action. Like any other skill, this process becomes easier with practice. Learning actionable problem-solving techniques can also help us to respond to difficult situations quickly and effectively.

Problem-solving skills are a great help in the workplace — especially for business owners responsible for running all aspects of a business. These skills empower us in both our professional and personal lives and give us the independence to tackle roadblocks on our own — a great asset for solopreneurs.

How to develop problem-solving skills

Practicing problem-solving doesn’t have to be a chore. Here are five exciting ways to flex your creativity and problem-solving muscles:

1. Puzzles and brainteasers

These are fantastic ways to exercise our brains in a controlled and relaxed environment. When we have ample time and no deadlines to brainstorm potential solutions, we’re more likely to try new methods, experiment, and find the problem-solving strategy that works best for us.

Practicing this skill can be as simple as picking up a book of sudoku or sitting down for a crossword every week. Choose activities that you enjoy and make you excited to learn.

Board games and video games provide both entertainment and complex problems to tackle. While immersed in the world or storyline of the game, we’re often required to overcome challenges by discovering a step-by-step journey to the solutions.

Strategy games in particular can strengthen our ability to plan and adapt to sudden changes. Because these games are just for fun, we can break down the problem with patience and take as many attempts as we need.

Starting a new hobby, like a craft or sport, encourages us to embrace a beginner’s mind and find creative solutions while we learn. Whether it’s knitting or basketball, each new journey is going to have hiccups we must persevere through and overcome. 

4. Case studies

If games and puzzles seem a little too abstract to help with professional problem-solving, reading case studies is a powerful alternative. Many case studies published by companies and authors break down the minutiae of problem-solving in real-world settings, including the stress and deadlines of an office environment .

By working through these cases from the comfort of our homes, we learn to consider problems from new perspectives and build the know-how to replicate these strategies — even under stress.

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Mastering problem-solving 

Once we feel comfortable practicing our problem-solving, it’s time to put our skills into action to tackle real-world problems. Here are four ways you can work more quickly and efficiently in high-pressure situations:

• Make sure you understand the problem and can explain it to others. The first step to solving a problem is knowing it inside and out, and an excellent way to test this is by explaining it to peers or team members. 
• Lose the fear of making mistakes. The best solution is the one that works most quickly and effectively for you. There’s no “wrong” answer, and there are likely many viable strategies you could choose.
• Use visual techniques. Good problem solvers understand the methods that work best for them. If staring at words on a page isn’t working, try visualizing the problem through diagrams, mind maps, and other visual tools.
• Reframe the problem as a question you can answer. Thinking of problems as questions allows you to focus on their answers. For example, turn “My clients are upset we don’t communicate enough” into “How can I improve communication with my clients?”

Problem-solving strategies

If you’re looking to really level up your problem-solving, we have three strategies you can implement.

1. IDEAL problem solving

This 5-step process is easy to remember because it’s based on the acronym IDEAL:

• Identify the problem at hand. Ensure you understand the scope of the problem, the facts you already have, and what you need to find out.
• Define an outcome. What does a successful solution look like? Outline an objective that’s agreed upon by you and any other parties involved. 
• Explore strategies. This step is where diagrams, mind maps, and brainstorming can come into play. It doesn’t matter how far-fetched an idea seems — write it down anyway.
• Anticipate outcomes. Examine your best strategies and make your best guess at what the outcome of each will look like. Pick a solution from your list based on which you think will be most successful. You can never know for certain what will happen, but you must take a step forward to move the process along. If you fail, turn to your next best strategy.
• Look back and learn. Reflection is crucial to becoming better at problem-solving. After you make a decision and act on it, reflect on the journey and the outcome. Did you achieve what you wanted to? Would another strategy have been more efficient?

2. Practical problem-solving

This 8-step method centers around solving problems in a team setting, though it can be adapted to individual use:

• Clarify the problem . Ensure all your team members are on the same page by discussing the problem and landing on a definition.
• Break down the problem. If a problem is complex, break it down into more manageable sections. This way, you can employ strategies for each facet of the problem rather than getting stuck on the big picture. You and your team are less likely to become discouraged if you can celebrate successes along the way.
• Set a target. Agree on an end goal and deadline for solving the problem. This will keep everyone accountable to the same solution.
• Analyze the source of the problem. Determine the crux of the problem by tracing back to its root cause. Try using a mind map and beginning at the root of issue and tracing backward.
• Develop countermeasures to correct the problem. Brainstorm solutions with your peers and weigh what the most effective methods might be. Like the IDEAL strategy, this is the time to anticipate the outcomes of your solutions and choose the best step forward.
• Act on the countermeasures. Once you’ve chosen your measures, it’s time to implement them. Delegate tasks amongst your team and offer each other support. 
• Monitor your progress. Track your team’s progress with milestones or metrics so everyone’s on the same page about the problem’s status. 
• Set a standard and share. How often should team members check in? Set clear expectations and ensure the team conducts regular follow-ups to keep everyone updated on the project's progress — and, of course, when the problem is solved. 

3. Lightning Decision Jam

This 9-step process focuses on speed and aims to efficiently generate a variety of solutions to a group of problems. The steps are quick and snappy:

• Write down your problems. What issues are you looking to solve?
• Present each problem to the team (if you’re not working alone). Outline a concise overview of each problem.
• Vote on what problems are priorities (or rank them yourself). Number your problems based on urgency and importance.
• Rewrite priority problems as challenges. Translate your top problems into concrete challenges you or your team must overcome. What are the causes and who do they affect?
• Brainstorm solutions. Have a rapid-fire session and write everything down — there are no wrong answers.
• Vote for the best solutions (or rank them yourself). What solutions from your brainstorming are the most practical, efficient, and promising?
• Prioritize the most relevant solutions. Among the popular solutions, which are most relevant? Weigh effort versus impact and consider your individual or team strengths. 
• Decide what to act on first. Tackle the easiest tasks with the highest impact first, then work your way to the most difficult actions that will be the least impactful.
• Delegate actions and tasks (if you’re not working alone). You know what you have to do and how to get there, so assign work based on your team’s skillset. Who is the best fit for each task?

The best time to start is now

Unfortunately, there’s no recipe for solving every problem you come across. But practicing your problem-solving will unearth your strengths and weaknesses and teach you the necessary techniques to tackle whatever difficulties come your way head-on. So grab a puzzle, dust off a game, or turn your attention to that issue at work — it’s time to get problem-solving. 

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5 Strategies for Improving Mental Health at Work

• Morra Aarons-Mele

Benefits and conversations around mental health evolved during the pandemic. Workplace cultures are starting to catch up.

Companies are investing in — and talking about — mental health more often these days. But employees aren’t reporting a corresponding rise in well-being. Why? The author, who wrote a book on mental health and work last year, explores several key ways organizations haven’t gone far enough in implementing a culture of well-being. She also makes five key suggestions on what they can do to improve the mental health of their employees.

“I have never felt so seen.”

• Morra Aarons-Mele is a workplace mental health consultant and author of  The Anxious Achiever: Turn Your Biggest Fears Into Your Leadership Superpower (Harvard Business Review Press, 2023). She has written for The New York Times, The Wall Street Journal, O the Oprah Magazine, TED, among others, and is the host of the Anxious Achiever podcast from LinkedIn Presents. morraam

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