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22 Most Useful Creativity and Problem Solving Acronyms

• Study Again

1. SWOT Strengths, Weaknesses, Opportunities, Threats

Use it everyone – problem –solving, personal analysis, marketing planning, project planning, business planning…

2. IDEAL Identify, Define, Explore, Action, Lookback. 

Process for solving problems: Identify the problem, Define it, Explore possible solutions and effects, Action the chosen solution, and Look back at the solution you brought about. 

3. PEST Political, Economic, Social, Technological

Some use 'Environmental' used instead of 'Economic' depending on the context.  

PEST is sometimes extended to 'PESTELI' in which the headings: Ecological (or Environmental), Legislative (or Legal), and Industry Analysis are added. 

4. SLEPT Social, Legal, Economic, Political, Technological. 'SLEPT analysis' is a business review method similar to PEST or SWOT for assessing factors enabling or obstructing the business's performance, and typically its development potential. 

5. TOTB (thus TOTBoxer and TOTBoxing) Think Outside The Box/Thinking Outside The Box.  A TOTBoxer is a person who thinks outside the box - i.e., very creatively. TOTBoxing is thinking outside the box. Cleverer than a straightforward TOTB acronym, the expression elegantly describes a creative thinker, or the creative act.   

6. SOSTAC Situation analysis, Objectives, Strategy, Tactics, Action, Control. SOSTAC is a business marketing planning system developed by writer and speaker PR Smith in the 1990s.   

7. SCAMPER Creativity technique: Substitute Combine Adapt Modify, Magnify, Minify Put to other use Eliminate (Reverse, Rearrange).

8. PMI  A decision-making strategy created by Edward de Bono. For any problem or solution, list these: Plus Points Minus Points Interesting Points

9. FFOE A creativity technique: Fluency (many ideas) Flexibility (variety of ideas) Originality (unique ideas) Elaboration (fully developed ideas).

10. DO IT A simple process for creativity:

Define problem Open mind and apply creative techniques Identify best solution Transform

11. PCD Possibilities, Consequences, Decision

12. MECE At McKinsey - every analysis is decomposed such that the issues are: 

1. Mutually Exclusive:  Each idea is distinct and separate; overlap represents muddled thinking and  2. Collectively Exhaustive: You've covered all the possibilities; you've thought of everything. 

13. 5 C SITUATION ANALYSIS

Collaborators Customers Competitors Climate (or context)

14. PEST ANALYSIS Understanding 'big picture' forces of change

A PEST analysis is an analysis of the external macro-environment that affects all firms. 

P.E.S.T. is an acronym for the Political, Economic, Social, and Technological factors of the external macro-environment. 

15. GRASP Getting Results And Solving Problems

16. PACRA Purpose, Alternatives, Criteria, Resources, Action

17. ABCDEF Analyze - Brainstorm - Choose - Do -Evaluate - Finish

18. STAIR Steps S - State the problem T - Tools for the job A - Algorithm development I - Implementation of the algorithm R - Refinement

19. IDEAL identify the problem, D = define and represent the problem, E = explore possible strategies, A = act on the strategies, L = look back and evaluate the effects of your actions 

20. CAUSED Can they do it, do they have a positive Attitude, is it Useful to them, are they Skilled in it, do they have similar Experience, is it Different. 

21. S.O.D.A.S. S = Situation O = Options D = Disadvantages A = Advantages S = Solution

22. CAP  Cover All Possibilities. 

Thank you for reading. If you found this list useful, please share this with your friends and family. 

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Overview of the Problem-Solving Mental Process

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

Rachel Goldman, PhD FTOS, is a licensed psychologist, clinical assistant professor, speaker, wellness expert specializing in eating behaviors, stress management, and health behavior change.

• Identify the Problem
• Define the Problem
• Form a Strategy
• Organize Information
• Allocate Resources
• Monitor Progress
• Evaluate the Results

Frequently Asked Questions

Problem-solving is a mental process that involves discovering, analyzing, and solving problems. The ultimate goal of problem-solving is to overcome obstacles and find a solution that best resolves the issue.

The best strategy for solving a problem depends largely on the unique situation. In some cases, people are better off learning everything they can about the issue and then using factual knowledge to come up with a solution. In other instances, creativity and insight are the best options.

It is not necessary to follow problem-solving steps sequentially, It is common to skip steps or even go back through steps multiple times until the desired solution is reached.

In order to correctly solve a problem, it is often important to follow a series of steps. Researchers sometimes refer to this as the problem-solving cycle. While this cycle is portrayed sequentially, people rarely follow a rigid series of steps to find a solution.

The following steps include developing strategies and organizing knowledge.

1. Identifying the Problem

While it may seem like an obvious step, identifying the problem is not always as simple as it sounds. In some cases, people might mistakenly identify the wrong source of a problem, which will make attempts to solve it inefficient or even useless.

Some strategies that you might use to figure out the source of a problem include :

• Asking questions about the problem
• Breaking the problem down into smaller pieces
• Looking at the problem from different perspectives
• Conducting research to figure out what relationships exist between different variables

2. Defining the Problem

After the problem has been identified, it is important to fully define the problem so that it can be solved. You can define a problem by operationally defining each aspect of the problem and setting goals for what aspects of the problem you will address

At this point, you should focus on figuring out which aspects of the problems are facts and which are opinions. State the problem clearly and identify the scope of the solution.

3. Forming a Strategy

After the problem has been identified, it is time to start brainstorming potential solutions. This step usually involves generating as many ideas as possible without judging their quality. Once several possibilities have been generated, they can be evaluated and narrowed down.

The next step is to develop a strategy to solve the problem. The approach used will vary depending upon the situation and the individual's unique preferences. Common problem-solving strategies include heuristics and algorithms.

• Heuristics are mental shortcuts that are often based on solutions that have worked in the past. They can work well if the problem is similar to something you have encountered before and are often the best choice if you need a fast solution.
• Algorithms are step-by-step strategies that are guaranteed to produce a correct result. While this approach is great for accuracy, it can also consume time and resources.

Heuristics are often best used when time is of the essence, while algorithms are a better choice when a decision needs to be as accurate as possible.

4. Organizing Information

Before coming up with a solution, you need to first organize the available information. What do you know about the problem? What do you not know? The more information that is available the better prepared you will be to come up with an accurate solution.

When approaching a problem, it is important to make sure that you have all the data you need. Making a decision without adequate information can lead to biased or inaccurate results.

5. Allocating Resources

Of course, we don't always have unlimited money, time, and other resources to solve a problem. Before you begin to solve a problem, you need to determine how high priority it is.

If it is an important problem, it is probably worth allocating more resources to solving it. If, however, it is a fairly unimportant problem, then you do not want to spend too much of your available resources on coming up with a solution.

At this stage, it is important to consider all of the factors that might affect the problem at hand. This includes looking at the available resources, deadlines that need to be met, and any possible risks involved in each solution. After careful evaluation, a decision can be made about which solution to pursue.

6. Monitoring Progress

After selecting a problem-solving strategy, it is time to put the plan into action and see if it works. This step might involve trying out different solutions to see which one is the most effective.

It is also important to monitor the situation after implementing a solution to ensure that the problem has been solved and that no new problems have arisen as a result of the proposed solution.

Effective problem-solvers tend to monitor their progress as they work towards a solution. If they are not making good progress toward reaching their goal, they will reevaluate their approach or look for new strategies .

7. Evaluating the Results

After a solution has been reached, it is important to evaluate the results to determine if it is the best possible solution to the problem. This evaluation might be immediate, such as checking the results of a math problem to ensure the answer is correct, or it can be delayed, such as evaluating the success of a therapy program after several months of treatment.

Once a problem has been solved, it is important to take some time to reflect on the process that was used and evaluate the results. This will help you to improve your problem-solving skills and become more efficient at solving future problems.

A Word From Verywell​

It is important to remember that there are many different problem-solving processes with different steps, and this is just one example. Problem-solving in real-world situations requires a great deal of resourcefulness, flexibility, resilience, and continuous interaction with the environment.

Get Advice From The Verywell Mind Podcast

Hosted by therapist Amy Morin, LCSW, this episode of The Verywell Mind Podcast shares how you can stop dwelling in a negative mindset.

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You can become a better problem solving by:

• Practicing brainstorming and coming up with multiple potential solutions to problems
• Being open-minded and considering all possible options before making a decision
• Breaking down problems into smaller, more manageable pieces
• Asking for help when needed
• Researching different problem-solving techniques and trying out new ones
• Learning from mistakes and using them as opportunities to grow

It's important to communicate openly and honestly with your partner about what's going on. Try to see things from their perspective as well as your own. Work together to find a resolution that works for both of you. Be willing to compromise and accept that there may not be a perfect solution.

Take breaks if things are getting too heated, and come back to the problem when you feel calm and collected. Don't try to fix every problem on your own—consider asking a therapist or counselor for help and insight.

If you've tried everything and there doesn't seem to be a way to fix the problem, you may have to learn to accept it. This can be difficult, but try to focus on the positive aspects of your life and remember that every situation is temporary. Don't dwell on what's going wrong—instead, think about what's going right. Find support by talking to friends or family. Seek professional help if you're having trouble coping.

Davidson JE, Sternberg RJ, editors.  The Psychology of Problem Solving .  Cambridge University Press; 2003. doi:10.1017/CBO9780511615771

Sarathy V. Real world problem-solving .  Front Hum Neurosci . 2018;12:261. Published 2018 Jun 26. doi:10.3389/fnhum.2018.00261

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

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Article • 8 min read

The FOCUS Model

A simple, efficient problem-solving approach.

By the Mind Tools Content Team

Are your business processes perfect, or could you improve them?

In an ever-changing world, nothing stays perfect for long. To stay ahead of your competitors, you need to be able to refine your processes on an ongoing basis, so that your services remain efficient and your customers stay happy.

This article looks the FOCUS Model – a simple quality-improvement tool that helps you do this.

About the Model

The FOCUS Model, which was created by the Hospital Corporation of America (HCA), is a structured approach to Total Quality Management (TQM) , and it is widely used in the health care industry.

The model is helpful because it uses a team-based approach to problem solving and to business-process improvement, and this makes it particularly useful for solving cross-departmental process issues. Also, it encourages people to rely on objective data rather than on personal opinions, and this improves the quality of the outcome.

It has five steps:

• F ind the problem.
• O rganize a team.
• C larify the problem.
• U nderstand the problem.
• S elect a solution.

Applying the FOCUS Model

Follow the steps below to apply the FOCUS Model in your organization.

Step 1: Find the Problem

The first step is to identify a process that needs to be improved. Process improvements often follow the Pareto Principle , where 80 percent of issues come from 20 percent of problems. This is why identifying and solving one real problem can significantly improve your business, if you find the right problem to solve.

According to a popular analogy, identifying problems is like harvesting apples. At first, this is easy – you can pick apples up from the ground and from the lower branches of the tree. But the more fruit you collect, the harder it becomes. Eventually, the remaining fruit is all out of reach, and you need to use a ladder to reach the topmost branches.

Start with a simple problem to get the team up to speed with the FOCUS method. Then, when confidence is high, turn your attention to more complex processes.

If the problem isn't obvious, use these questions to identify possible issues:

• What would our customers want us to improve?
• How can we improve quality ?
• What processes don't work as efficiently as they could?
• Where do we experience bottlenecks in our processes?
• What do our competitors or comparators do that we could do?
• What frustrates and irritates our team?
• What might happen in the future that could become a problem for us?

If you have several problems that need attention, list them all and use Pareto Analysis , Decision Matrix Analysis , or Paired Comparison Analysis to decide which problem to address first. (If you try to address too much in one go, you'll overload team members and cause unnecessary stress.)

Step 2: Organize a Team

Your next step is to assemble a team to address the problem.

Where possible, bring together team members from a range of disciplines – this will give you a broad range of skills, perspectives, and experience to draw on.

Select team members who are familiar with the issue or process in hand, and who have a stake in its resolution. Enthusiasm for the project will be greatest if people volunteer for it, so emphasize how individuals will benefit from being involved.

If your first choice of team member isn't available, try to appoint someone close to them, or have another team member use tools like Perceptual Positioning and Rolestorming to see the issue from their point of view.

Keep in mind that a diverse team is more likely to find a creative solution than a group of people with the same outlook.

Step 3: Clarify the Problem

Before the team can begin to solve the problem, you need to define it clearly and concisely.

According to " Total Quality Management for Hospital Nutrition Services ," a key text on the FOCUS Model, an enthusiastic team may be keen to attack an "elephant-sized" problem, but the key to success is to break it down into "sushi-sized" pieces that can be analyzed and solved more easily.

Use the Drill Down technique to break big problems down into their component parts. You can also use the 5 Whys Technique , Cause and Effect Analysis , and Root Cause Analysis to get to the bottom of a problem.

Record the details in a problem statement, which will then serve as the focal point for the rest of the exercise ( CATWOE can help you do this effectively.) Focus on factual events and measurable conditions such as:

• Who does the problem affect?
• What has happened?
• Where is it occurring?
• When does it happen?

The problem statement must be objective, so avoid relying on personal opinions, gut feelings, and emotions. Also, be on guard against "factoids" – statements that appear to be facts, but that are really opinions that have come to be accepted as fact.

Step 4: Understand the Problem

Once the problem statement has been completed, members of the team gather data about the problem to understand it more fully.

Dedicate plenty of time to this stage, as this is where you will identify the fundamental steps in the process that, when changed, will bring about the biggest improvement.

Consider what you know about the problem. Has anyone else tried to fix a similar problem before? If so, what happened, and what can you learn from this?

Use a Flow Chart or Swim Lane Diagram to organize and visualize each step; this can help you discover the stage at which the problem is happening. And try to identify any bottlenecks or failures in the process that could be causing problems.

As you develop your understanding, potential solutions to the problem may become apparent. Beware of jumping to "obvious" conclusions – these could overlook important parts of the problem, and could create a whole new process that fails to solve the problem.

Generate as many possible solutions as you can through normal structured thinking, brainstorming , reverse brainstorming , and Provocation . Don't criticize ideas initially – just come up with lots of possible ideas to explore.

Step 5: Select a Solution

The final stage in the process is to select a solution.

Use appropriate decision-making techniques to select the most viable option. Decision Trees , Paired Comparison Analysis , and Decision Matrix Analysis are all useful tools for evaluating your options.

Once you've selected an idea, use tools such as Risk Analysis , "What If" Analysis , and the Futures Wheel to think about the possible consequences of moving ahead, and make a well-considered go/no-go decision to decide whether or not you should run the project.

People commonly use the FOCUS Model in conjunction with the Plan-Do-Check-Act cycle. Use this approach to implement your solutions in a controlled way.

The FOCUS Model is a simple quality-improvement tool commonly used in the health care industry. You can use it to improve any process, but it is particularly useful for processes that span different departments.

The five steps in FOCUS are as follows:

People often use the FOCUS Model in conjunction with the Plan-Do-Check-Act cycle, which allows teams to implement their solution in a controlled way.

Bataldan, P. (1992). 'Building Knowledge for Improvement: an Introductory Guide to the Use of FOCUS-PDCA,' Nashville: TN Quality Resource Group, Hospital Corporation of America.

Schiller, M., Miller-Kovach, M., and Miller-Kovach, K. (1994). 'Total Quality Management for Hospital Nutrition Services,' Aspen Publishers Inc. Available here .

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Master the 7-Step Problem-Solving Process for Better Decision-Making

Discover the powerful 7-Step Problem-Solving Process to make better decisions and achieve better outcomes. Master the art of problem-solving in this comprehensive guide. Download the Free PowerPoint and PDF Template.

StrategyPunk

Introduction

Mastering the art of problem-solving is crucial for making better decisions. Whether you're a student, a business owner, or an employee, problem-solving skills can help you tackle complex issues and find practical solutions. The 7-Step Problem-Solving Process is a proven method that can help you approach problems systematically and efficiently.

The 7-Step Problem-Solving Process involves steps that guide you through the problem-solving process. The first step is to define the problem, followed by disaggregating the problem into smaller, more manageable parts. Next, you prioritize the features and create a work plan to address each. Then, you analyze each piece, synthesize the information, and communicate your findings to others.

By following this process, you can avoid jumping to conclusions, overlooking important details, or making hasty decisions. Instead, you can approach problems with a clear and structured mindset, which can help you make better decisions and achieve better outcomes.

In this article, we'll explore each step of the 7-Step Problem-Solving Process in detail so you can start mastering this valuable skill. At the end of the blog post, you can download the process's free PowerPoint and PDF templates .

Step 1: Define the Problem

The first step in the problem-solving process is to define the problem. This step is crucial because if the problem is not clearly defined, finding a solution won't be easy. The problem must be defined in a specific, measurable, and achievable way.

One way to define the problem is to ask the right questions. Questions like "What is the problem?" and "What are the causes of the problem?" can help to define the problem. It is also essential to gather data and information about the problem to assist in the definition process.

Another critical aspect of defining the problem is to identify the stakeholders. Who is affected by the problem? Who has a stake in finding a solution? Identifying the stakeholders can help ensure that the problem is defined in a way that considers the needs and concerns of all those affected by the problem.

Once the problem is defined, it is essential to communicate the definition to all stakeholders. This helps to ensure that everyone is on the same page and that there is a shared understanding of the problem.

Step 2: Disaggregate

After defining the problem, the next step in the 7-step problem-solving process is to disaggregate the problem into smaller, more manageable parts. Disaggregation helps break down the problem into smaller pieces that can be analyzed individually. This step is crucial in understanding the root cause of the problem and identifying the most effective solutions.

Disaggregation can be achieved by breaking down the problem into sub-problems, identifying the factors contributing to the problem, and analyzing the relationships between these factors. This step helps identify the most critical factors that must be addressed to solve the problem.

One effective way to disaggregate a problem is using a tree or fishbone diagram. These diagrams help identify the different factors contributing to the problem and how they are related. Another way is to use a table to list the other factors contributing to the problem and their corresponding impact on the problem.

Disaggregation helps in breaking down complex problems into smaller, more manageable parts. It helps understand the relationships between different factors contributing to the problem and identify the most critical factors that must be addressed. By disaggregating the problem, decision-makers can focus on the most vital areas, leading to more effective solutions.

Step 3: Prioritize

After defining the problem and disaggregating it into smaller parts, the next step in the 7-step problem-solving process is prioritizing the issues that need addressing. Prioritizing helps to focus on the most pressing issues and allocate resources more effectively.

There are several ways to prioritize issues, including:

• Urgency: Prioritize issues based on how urgent they are. Problems that require immediate attention should be dealt with first.
• Impact: Prioritize issues based on their impact on the organization or stakeholders. Problems that have a high effect should be given priority.
• Resources: Prioritize issues based on the resources required to address them. Problems that require fewer resources should be dealt with first.

It is important to involve stakeholders in the prioritization process to consider their concerns and needs. This can be done through surveys, focus groups, or other forms of engagement.

Once the issues have been prioritized, developing a plan of action to address them is essential. This involves identifying the resources required, setting timelines, and assigning responsibilities.

Prioritizing issues is a critical step in the problem-solving process. Organizations can allocate resources more effectively and make better decisions by focusing on the most pressing issues.

Step 4: Workplan

After defining the problem, disaggregating, and prioritizing the issues, the next step in the 7-step problem-solving process is to develop a work plan. This step involves creating a roadmap that outlines the steps needed to solve the problem.

The work plan should include a list of tasks, deadlines, and responsibilities for each team member involved in the problem-solving process. Assigning tasks based on each team member's strengths and expertise ensures the work is completed efficiently and effectively.

Creating a work plan can help keep the team on track and ensure everyone is working towards the same goal. It can also help to identify potential roadblocks or challenges that may arise during the problem-solving process and develop contingency plans to address them.

Several tools and techniques can be used to develop a work plan, including Gantt charts, flowcharts, and mind maps. These tools can help to visualize the steps needed to solve the problem and identify dependencies between tasks.

Developing a work plan is a critical step in the problem-solving process. It provides a clear roadmap for solving the problem and ensures everyone involved is aligned and working towards the same goal.

Step 5: Analysis

Once the problem has been defined and disaggregated, the next step is to analyze the information gathered. This step involves examining the data, identifying patterns, and determining the root cause of the problem.

Several methods can be used during the analysis phase, including:

• Root cause analysis
• Pareto analysis
• SWOT analysis

Root cause analysis is a popular method used to identify the underlying cause of a problem. This method involves asking a series of "why" questions to get to the root cause of the issue.

Pareto analysis is another method that can be used during the analysis phase. This method involves identifying the 20% of causes responsible for 80% of the problems. By focusing on these critical causes, organizations can make significant improvements.

Finally, SWOT analysis is a valuable tool for analyzing the internal and external factors that may impact the problem. This method involves identifying the strengths, weaknesses, opportunities, and threats related to the issue.

Overall, the analysis phase is critical for identifying the root cause of the problem and developing practical solutions. Organizations can gain a deeper understanding of the issue and make informed decisions by using a combination of methods.

Step 6: Synthesize

Once the analysis phase is complete, it is time to synthesize the information gathered to arrive at a solution. During this step, the focus is on identifying the most viable solution that addresses the problem. This involves examining the analysis results and combining them to lead to a clear and concise conclusion.

One way to synthesize the information is to use a decision matrix. This involves creating a table that lists the potential solutions and the essential criteria in making a decision. Each answer is then rated against each standard, and the scores are tallied to arrive at a final decision.

Another approach to synthesizing the information is to use a mind map. This involves creating a visual representation of the problem and the potential solutions. The mind map can identify the relationships between the different pieces of information andhelp prioritize the solutions.

During the synthesis phase, remaining open-minded and considering all potential solutions is vital. It is also essential to involve all stakeholders in the decision-making process to ensure that everyone's perspectives are considered.

Step 7: Communicate

After synthesizing the information, the next step is communicating the findings to the relevant stakeholders. This is a crucial step because it helps to ensure that everyone is on the same page and that the decision-making process is transparent.

One effective way to communicate the findings is through a well-organized report. The report should include the problem statement, the analysis, the synthesis, and the recommended solution. It should be clear, concise, and easy to understand.

In addition to the report, it is also essential to have a presentation that explains the findings. The presentation should be tailored to the audience and highlight the report's key points. Visual aids such as tables, graphs, and charts can make the presentation more engaging.

During the presentation, it is essential to be open to feedback and questions from the audience. This helps ensure everyone is on board with the recommended solution and addresses any concerns or objections.

Effective communication is vital to ensuring the decision-making process is successful. Stakeholders can make informed decisions and work towards a common goal by communicating the findings clearly and concisely.

The 7-step problem-solving process is a powerful tool that can help individuals and organizations make better decisions. By following these steps, individuals can identify the root cause of a problem, prioritize potential solutions, and develop a clear plan of action. This process can be applied to various scenarios, from personal challenges to complex business problems.

Individuals can break down complex problems into smaller, more manageable parts through disaggregation. Individuals can focus their efforts on the most impactful actions by prioritizing potential solutions. The work step allows individuals to develop a clear action plan, while the analysis step provides a framework for evaluating possible solutions.

The synthesis step is where individuals combine all the information they have gathered to develop a comprehensive solution. Finally, the communication step allows individuals to share their answers with others and gather feedback.

By mastering the 7-step problem-solving process, individuals can become more effective decision-makers and problem-solvers. This process can help individuals and organizations save time and resources while improving outcomes. With practice, individuals can develop the skills to apply this process to a wide range of scenarios and make better decisions in all areas of life.

7-Step Problem-Solving Process 

Free powerpoint and pdf template, executive summary: the 7-step problem-solving process.

The 7-Step Problem-Solving Process is a powerful and systematic method to help individuals and organizations make better decisions by tackling complex issues and finding practical solutions. This process comprises defining the problem, disaggregating it into smaller parts, prioritizing the issues, creating a work plan, analyzing the data, synthesizing the information, and communicating the findings.

By following these steps, individuals can identify the root cause of a problem, break it down into manageable components, and prioritize the most impactful actions. The work plan, analysis, and synthesis steps provide a framework for developing comprehensive solutions, while the communication step ensures transparency and stakeholder engagement.

Mastering this process can improve decision-making and problem-solving capabilities, saving time and resources and better outcomes in both personal and professional contexts.

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• Guide: DMAIC
• June 2, 2023
• Learn Lean Sigma

The DMAIC methodology is a popular problem-solving framework that is used to drive process improvements and achieve measurable results. Businesses can improve efficiency, quality, and customer satisfaction by using a structured and data-driven approach to identify, analyze, and address issues.

Table of Contents

The dmaic steps, step 1: define.

In step one of the DMAIC process, you are focused on defining, which involves defining all of the elements of the improvement process and is one of the most important stages as it lays the foundation for stages that follow and ensures the project goes on the right track.

By the end of the define stage, the project should have the following defined:

• Define the problem
• Defined goal
• Defined the process
• Identify the customers and their needs ( VOC )
• Identify Stakeholders
• Define the project timeline

DMAIC Project Report Template- Page 1

Step 2: Measure

After successfully defining the problem you are looking to resolve or the process you want to improve, it is time to work on the measurement phase, which involves collecting data on the problem to verify what the problem is.

Within this you will work with a cross-functional team to initially create a data collection plan which will plan out what data is needed to verify the problem and also help with the analysis stage that comes next.

The data collection plan plans out what data will be collected, where it is collected from when it will be collected, the frequency, who will record it and the method. To get an in-depth understanding, take a look at the Data Collection Guide.

Once you have this data collected, you should be able to get a baseline measurement understanding of the process, which would be referred to as the current state. 

Another way the measure phase can be conducted is by creating a process map to define the process “as-is,” or the current state of how the process is being completed.

Detailed sub process map

By mapping out the process, you can analyse the current state and later create the future state process map that will look to improve the process and remove waste from the process in relation the 8 Process Wastes

Value add analysis example

Step 3: Analyze

Following the collection of the data needed to understand the problem, the next step is to conduct analysis, which in Lean Six Sigma is a huge topic as there are many ways analysis can be done depending on the problem and the type of data that you have.

In the analysis phase, some of the methods that can be used include Fishbone Diagram, 5 Whys and FMEA for non-numerical data. However, for numerical data, the list of tools includes the following:

• Hypothesis Testing
• Correlation Analysis
• Regression Analysis
• Pareto Chart
• Scatter Plot
• Time Series Plot

We could not cover all of these methods within this guide. However, if you are looking to use one or more of these methods, consult our guides section to learn more about them and how to conduct the analysis.

This analysis is done to verify the root causes of problems, understand what is causing them, and direct the improvement team to know what action needs to be taken to address them. 

DMAIC-Template-Example-Page-2

Step 4: Improve

After the analysis has been completed, and the root cause of the problem has been identified, the project team should conduct a brainstorming session to gather various potential solutions to the problem. 

Once the brainstorming has been done and the solutions have been identified, the team should then create a plan for implementation. This will likely be in the form of an action plan that sets out what the actions are when they need to be done, and who will do them.

The plan will likely involve pilot testing the improvements by conducting small tests or trials and analyzing the results before full implementation. It is also common practice to conduct a cost-benefit analysis to evaluate if it is feasible to take full advantage of the potential solutions.

Step 5: Control

Once the improvements are in place, they need to be controlled and sustained to ensure that they are long-term solutions and not short-term ones, following the improvement and then reverting back to pre-improvement levels. 

This is usually done using tools such as control charts that collect data at regular intervals to measure process performance, supported by updating documentation and standard operating procedures that confirm and formalize any changes to the process. It could also include updating any training to individuals involved with the process and regular audits of the process.

DMAIC-Template-Example-Page-3

DMAIC Template

If you are looking to use the DMAIC methodology you might find it useful to use the DMAIC project report template to structure and communicate your project to the business. Feel free to download it from the template section.

The DMAIC methodology is a proven, structured approach for process improvement that stands for Define, Measure, Analyze, Improve, and Control. As a backbone of Lean Six Sigma, it offers a comprehensive roadmap for problem-solving and optimizing business processes.

Starting with the ‘Define’ phase, the methodology emphasizes laying a strong foundation by setting objectives and assembling a team. The ‘Measure’ phase focuses on collecting relevant data to understand the current state. Then comes ‘Analyze,’ where the focus shifts to identifying root causes through a variety of analytical tools. ‘Improve’ involves brainstorming solutions and pilot testing, while the ‘Control’ phase ensures that improvements are sustainable over the long term. Altogether, DMAIC offers a complete, data-driven strategy for achieving measurable improvements in efficiency, quality, and customer satisfaction.

• Berardinelli, C.F., 2012. TO DMAIC or not to DMAIC? .  Quality Progress ,  45 (11), p.72.
• De Mast, J. and Lokkerbol, J., 2012. An analysis of the Six Sigma DMAIC method from the perspective of problem solving.  International Journal of Production Economics ,  139 (2), pp.604-614.

A: DMAIC stands for Define, Measure, Analyze, Improve, and Control. It is a structured problem-solving methodology used in Six Sigma to improve processes and reduce defects.

A: The purpose of DMAIC is to identify and address problems or inefficiencies in a process, leading to measurable and sustainable improvements. It provides a framework for problem-solving and continuous improvement.

A: The steps in DMAIC are as follows:

• Define: Clearly define the problem and project goals.
• Measure: Gather data and measure the current state of the process.
• Analyze: Analyze the data to identify the root causes of the problem.
• Improve: Develop and implement solutions to address the identified causes.
• Control: Establish control mechanisms to sustain the improvements made and prevent future issues.

A: No, DMAIC is a versatile problem-solving methodology that can be applied to various industries and processes, including manufacturing, service, healthcare, software development, and more. It is applicable wherever there is a need for process improvement and reducing defects.

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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Six problem-solving mindsets for very uncertain times

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

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

Here’s how they do it.

1. Be ever-curious

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

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

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

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

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

2. Tolerate ambiguity—and stay humble!

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

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

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

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

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

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3. take a dragonfly-eye view.

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

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

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

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

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

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4. pursue occurrent behavior.

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

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

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

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

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

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

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

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

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

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

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

6. Show and tell to drive action

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

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

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

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

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

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

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

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What Is Problem-Solving? Steps and Process

Problem-Solving is the process of identifying and resolving issues or challenges. It is a critical life skill necessary for various industries and everyday life. It includes identifying the problem, collecting information, producing potential solutions, assessing the alternatives, and selecting the best option.

Effective Problem-Solving demands analytical thinking, creative thinking, and innovations to identify the best answer to an issue.

This blog aims to make you understand the various steps and processes involved in Problem-Solving, which will help you to effectively define, analyze, and resolve problems or issues systematically.

Points to be Considered:

What is Problem Solving?

Importance of problem solving, steps involved in problem solving, the problem solving models.

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Problem-Solving is the process of finding solutions to challenges or difficulties. It helps determine the issue, examine the situation, come up with alternative solutions, and decide on the best way to proceed. Critical thinking, creativity, and good communication are all necessary for effective Problem-Solving to come up with a solution. Problem-Solving aims to identify a solution that addresses the issue and helps in its resolution.

Effective Problem-Solving is a valuable skill in both personal and professional life because it enables individuals and organizations to make smarter choices and come up with innovative solutions to challenges. It requires persistence, patience, and a willingness to learn from failures and successes.

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The ability to solve problems is an essential life skill that is necessary for both the personal and professional worlds. It improves decision-making, increases productivity, and reduces stress. Here are some of the reasons why improving Problem-Solving skills is important for every individual:

• Increases creativity- The process of Problem-Solving requires creativity, as it involves generating new ideas and approaches to challenges.
• Increases confidence- Successfully solving problems builds confidence and helps individuals feel more empowered to tackle challenges in the future.
• Improves critical thinking- Problem-Solving requires critical thinking, which helps individuals analyze and evaluate situations, making them more informed decision-makers.
• Enhances teamwork and collaboration- Problem-Solving often involves collaboration, which helps build teamwork skills and strengthens relationships.
• Reduces stress- Effective Problem-Solving can reduce stress by providing individuals and organizations with solutions to challenges and resolving conflicts.

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It is important to remember that Problem-Solving is frequently changing procedures and sometimes there may not be an instant solution. In these situations, it could be required to return to the earlier Problem-Solving process, collect additional data, and come up with new ideas.

Effective Problem-Solving requires patience and a willingness to learn from failures and successes. Therefore, the steps needed to solve a problem can vary based on its nature; however, we will give you a basic idea about the Problem-Solving steps.

• Identify the problem- The first step in Problem-Solving is to clearly describe the issue and understand its scope and consequences. To achieve this, it is necessary to clearly define the issue that needs to be solved as well as its signs and fundamental reasons.
• Gather information- Once the problem is defined, the next step is to collect data and information relevant to the problem. This can include research, interviews, surveys, and other methods to understand the problem better and gather relevant information.
• Create solutions- The next step is to think of various approaches to the issue and discuss potential solutions. This may involve working with others to develop fresh ideas and viewpoints as well as taking into consideration of various Problem-Solving strategies.
• Evaluate solutions- Once possible solutions are generated, the next step is to evaluate them and determine the best course of action. This involves analyzing the potential outcomes of each solution, considering the resources and limitations involved, and selecting the best option.
• Choose the best solution- Pick the best solution and carry it out based on the evaluation. This calls for a detailed implementation plan that specifies the tasks to be performed, the required resources, and the timeline for completion.
• Check the results- The final step is to check the results and make any necessary corrections. This involves monitoring the solution’s progress, evaluating its impacts, and making any appropriate changes to ensure the best result.

Problem-Solving models are frameworks that provide a structured approach to identifying, analyzing, and resolving problems. There are several models to choose from, and each has its unique strengths and weaknesses.

• Scientific Model- The Scientific Model is an organized and practical method of Problem-Solving that includes observation, inquiry, formation of theories, testing, and evaluation of results. To create new information and technologies, this model is frequently used in the engineering and scientific fields.
• Design Thinking Model- The Design Thinking Model is a user-centered method of Problem-Solving that includes understanding the needs of the user, describing the issue, coming up with solutions, prototyping, and testing them.

This model is widely used in industries where user-centered methods are significant, such as product design, software development, and others.

• Creative Problem-Solving Model- The Creative Problem-Solving Model (CPS) is a thorough method for solving problems, that entails describing the issue, generating ideas, creating solutions, and then putting those solutions into practice and assessing them.

This method is regularly used in industries including education, business, and other fields where creative Problem-Solving is important.

• Polya’s Problem-Solving Model- Polya’s Problem-Solving Model is a four-step method that involves analyzing the issue, coming up with a strategy, putting the plan into action, and assessing the outcome.

This model is popular in mathematics and science education and is seen as an easy-to-use but powerful method of Problem-Solving.

• Systematic Problem-Solving Model- This model is widely used in business and management to handle complex problems in a structured and systematic manner.

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The ability to solve problems is a crucial one that may be used in both personal and professional situations. There are various Problem-Solving models, which we discussed above in the blog each having its strengths. The models used will depend on the nature of the problem and the particular circumstances.

The goal of Problem-Solving is to find a solution that effectively resolves the issue successfully. It is our guidance to you that, always have an open mind, remain engaged, and be persistent in your efforts for the correct solution.

With time and practice, you will become a skilled problem-solver, who will be capable of tackling any type of complex challenge.

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Module 5: Thinking and Analysis

Problem-solving with critical thinking, learning outcomes.

• Describe how critical thinking skills can be used in problem-solving

Most of us face problems that we must solve every day. While some problems are more complex than others, we can apply critical thinking skills to every problem by asking questions like, what information am I missing? Why and how is it important? What are the contributing factors that lead to the problem? What resources are available to solve the problem? These questions are just the start of being able to think of innovative and effective solutions. Read through the following critical thinking, problem-solving process to identify steps you are already familiar with as well as opportunities to build a more critical approach to solving problems.

Problem-Solving Process

Step 1: define the problem.

Albert Einstein once said, “If I had an hour to solve a problem, I’d spend 55 minutes thinking about the problem and five minutes thinking about solutions.”

Often, when we first hear of or learn about a problem, we do not have all the information. If we immediately try to find a solution without having a thorough understanding of the problem, then we may only be solving a part of the problem.  This is called a “band-aid fix,” or when a symptom is addressed, but not the actual problem. While these band-aid fixes may provide temporary relief, if the actual problem is not addressed soon, then the problem will continue and likely get worse. Therefore, the first step when using critical thinking to solve problems is to identify the problem. The goal during this step is to gather enough research to determine how widespread the problem is, its nature, and its importance.

Step 2: Analyze the Causes

This step is used to uncover assumptions and underlying problems that are at the root of the problem. This step is important since you will need to ensure that whatever solution is chosen addresses the actual cause, or causes, of the problem.

Asking “why” questions to uncover root causes

A common way to uncover root causes is by asking why questions. When we are given an answer to a why question, we will often need to question that answer itself. Thus the process of asking “why” is an  iterative process —meaning that it is a process that we can repeatedly apply. When we stop asking why questions depends on what information we need and that can differ depending on what the goals are. For a better understanding, see the example below:

Problem: The lamp does not turn on.

• Why doesn’t the lamp turn on? The fuse is blown.
• Why is the fuse blown? There was overloaded circuit.
• Why was the circuit overloaded? The hair dryer was on.

If one is simply a homeowner or tenant, then it might be enough to simply know that if the hair dryer is on, the circuit will overload and turn off.  However, one can always ask further why questions, depending on what the goal is. For example, suppose someone wants to know if all hair dryers overload circuits or just this one. We might continue thus:

• Why did this hair dryer overload the circuit? Because hair dryers in general require a lot of electricity.

But now suppose we are an electrical engineer and are interested in designing a more environmentally friendly hair dryer. In that case, we might ask further:

• Why do hair dryers require so much energy?

As you can see from this example, what counts as a root cause depends on context and interests. The homeowner will not necessarily be interested in asking the further why questions whereas others might be.

Step 3: Generate Solutions

The goal of this step is to generate as many solutions as possible. In order to do so, brainstorm as many ideas as possible, no matter how outrageous or ineffective the idea might seem at the time. During your brainstorming session, it is important to generate solutions freely without editing or evaluating any of the ideas. The more solutions that you can generate, the more innovative and effective your ultimate solution might become upon later review.

You might find that setting a timer for fifteen to thirty minutes will help you to creatively push past the point when you think you are done. Another method might be to set a target for how many ideas you will generate. You might also consider using categories to trigger ideas. If you are brainstorming with a group, consider brainstorming individually for a while and then also brainstorming together as ideas can build from one idea to the next.

Step 4: Select a Solution

Once the brainstorming session is complete, then it is time to evaluate the solutions and select the more effective one.  Here you will consider how each solution will address the causes determined in step 2. It is also helpful to develop the criteria you will use when evaluating each solution, for instance, cost, time, difficulty level, resources needed, etc. Once your criteria for evaluation is established, then consider ranking each criterion by importance since some solutions might meet all criteria, but not to equally effective degrees.

In addition to evaluating by criteria, ensure that you consider possibilities and consequences of all serious contenders to address any drawbacks to a solution. Lastly, ensure that the solutions are actually feasible.

Step 6: Put Solution into Action

While many problem-solving models stop at simply selecting a solution, in order to actually solve a problem, the solution must be put into action. Here, you take responsibility to create, communicate, and execute the plan with detailed organizational logistics by addressing who will be responsible for what, when, and how.

Step 7: Evaluate progress

The final step when employing critical thinking to problem-solving is to evaluate the progress of the solution. Since critical thinking demands open-mindedness, analysis, and a willingness to change one’s mind, it is important to monitor how well the solution has actually solved the problem in order to determine if any course correction is needed.

While we solve problems every day, following the process to apply more critical thinking approaches in each step by considering what information might be missing; analyzing the problem and causes; remaining open-minded while brainstorming solutions; and providing criteria for, evaluating, and monitoring solutions can help you to become a better problem-solver and strengthen your critical thinking skills.

iterative process: one that can be repeatedly applied

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The Five-Step Problem-Solving Process

Sometimes when you’re faced with a complex problem, it’s best to pause and take a step back. A break from…

Sometimes when you’re faced with a complex problem, it’s best to pause and take a step back. A break from routine will help you think creatively and objectively. Doing too much at the same time increases the chances of burnout.

Solving problems is easier when you align your thoughts with your actions. If you’re in multiple places at once mentally, you’re more likely to get overwhelmed under pressure. So, a problem-solving process follows specific steps to make it approachable and straightforward. This includes breaking down complex problems, understanding what you want to achieve, and allocating responsibilities to different people to ease some of the pressure.

The problem-solving process will help you measure your progress against factors like budget, timelines and deliverables. The point is to get the key stakeholders on the same page about the ‘what’, ‘why’ and ‘how’ of the process. ( Xanax ) Let’s discuss the five-step problem-solving process that you can adopt.

Problems at a workplace need not necessarily be situations that have a negative impact, such as a product failure or a change in government policy. Making a decision to alter the way your team works may also be a problem. Launching new products, technological upgrades, customer feedback collection exercises—all of these are also “problems” that need to be “solved”.

Here are the steps of a problem-solving process:

1. Defining the Problem

The first step in the process is often overlooked. To define the problem is to understand what it is that you’re solving for. This is also where you outline and write down your purpose—what you want to achieve and why. Making sure you know what the problem is can make it easier to follow up with the remaining steps. This will also help you identify which part of the problem needs more attention than others.

2. Analyzing the Problem

Analyze why the problem occurred and go deeper to understand the existing situation.  If it’s a product that has malfunctioned, assess factors like raw material, assembly line, and people involved to identify the problem areas. This will help you figure out if the problem will persist or recur. You can measure the solution against existing factors to assess its future viability.

3. Weighing the Options

Once you’ve figured out what the problem is and why it occurred, you can move on to generating multiple options as solutions. You can combine your existing knowledge with research and data to come up with viable and effective solutions. Thinking objectively and getting inputs from those involved in the process will broaden your perspective of the problem. You’ll be able to come up with better options if you’re open to ideas other than your own.

4. Implementing The Best Solution

Implementation will depend on the type of data at hand and other variables. Consider the big picture when you’re selecting the best option. Look at factors like how the solution will impact your budget, how soon you can implement it, and whether it can withstand setbacks or failures. If you need to make any tweaks or upgrades, make them happen in this stage.

5. Monitoring Progress

The problem-solving process doesn’t end at implementation. It requires constant monitoring to watch out for recurrences and relapses. It’s possible that something doesn’t work out as expected on implementation. To ensure the process functions smoothly, you can make changes as soon as you catch a miscalculation. Always stay on top of things by monitoring how far you’ve come and how much farther you have to go.

You can learn to solve any problem—big or small—with experience and patience. Adopt an impartial and analytical approach that has room for multiple perspectives. In the workplace, you’re often faced with situations like an unexpected system failure or a key employee quitting in the middle of a crucial project.

Problem-solving skills will help you face these situations head-on. Harappa Education’s Structuring Problems course will show you how to classify and categorize problems to discover effective solutions. Equipping yourself with the right knowledge will help you navigate work-related problems in a calm and competent manner.

Explore topics such as  Problem Solving , the  PICK Chart ,  How to Solve Problems  & the  Barriers to Problem Solving  from our Harappa Diaries blog section and develop your skills.

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5 Levels Of Problem Solving: A Framework For (First-Time) Managers

Leading people can be tough. Taking the reins for the first time? It can feel like navigating a maze blindfolded. Many first-time managers feel that pit in their stomach. Without the right guidance or training, they often turn, unintentionally, into micromanagers. Nobody's dream scenario. But, good news - help's at hand!

A few weeks ago, I interviewed two workplace pioneers for one of our monthly live events (part of the Corporate Rebels Academy ). In this extremely insightful conversation, I had the pleasure of interviewing Edwin Jansen and Luz Iglesias. They both work at Raise (formerly known as Ian Martin Group).

The company employs over 450 people and has offices in the US, Canada, India, Ghana, and the Philippines. It is a certified B Corp and has been reinventing its management practices for about 8 years.

Its business? Recruitment.

Avoid becoming the all-mighty fixer

In 2017, Edwin and Luz took the lead on changing the company's way of working. They started in one of the company's subsidiaries and used it as a test ground for finding a better way to work.

When I asked Edwin, who was the leader of the subsidiary back then, what their biggest challenge was, his answer was clear:

"It was me. I had to change."

Edwin: "At the time, Luz pointed out a significant flaw in my approach: I had become a 'fixer'. To be clear, this wasn't a compliment.

"It highlighted a dangerous trajectory where I had become the go-to person for every problem, failing to empower my team members to think critically and solve issues independently.

"Doing so, I robbed people of the opportunity to learn and grow."

In a self-managing organization, leaders have to let go and give others the opportunity to step up. Edwin was very honest about his shortcomings:

"I simply didn't know how to do that. I had to let people find their own solutions, support them to take more ownership, and stop solving their problems for them."

Edwin and Luz decided to change.

5 levels of problem solving

Along the way, Edwin encountered a framework that helped him become a better leader.

The framework details 5 levels of problem solving - moving from highly dependent to highly independent. The clarity of the various 'levels' of problem solving helped him and his colleagues to create awareness on how they were operating, while also providing clear opportunities for growth (for all involved).

Here's how Edwin explained it:

To summarize, here are the 5 levels Edwin talked about:

• Level 1: The individual doesn't recognize the problem and doesn't know how to solve it.
• Level 2: The individual can identify the problem but doesn't know the solution.
• Level 3: The individual recognizes the problem and has considered multiple solutions, but is unsure which to choose.
• Level 4: The individual identifies the problem, has multiple solutions, and proposes one.
• Level 5: The individual has already encountered a problem, found a solution, and acted on it, and now reports the resolution post-action.

Wanna improve? Here's Edwin's advice:

"At any point, if you're a manager and someone comes to you, whatever level they come to you at, ask them to go one level up.

"And if you're not a manager and you're coming with problems, make sure you're at the highest level that you possibly can be."

Solid (and practical) advice.

Start decentralizing decision-making now

Decision-making is an art, but with the right framework, it becomes a systematic process that fosters growth and innovation.

The '5 levels of problem solving' is one of those frameworks that has the power to change the way you work immediately. Print it out, share it with your team, and follow Edwin's advice.

Eager for more tips, tools, and frameworks to improve your decision-making? We've got you covered.

With an in-depth course, lots of pioneering practices, and powerful tools, our Academy has everything you need to radically reinvent the way you work.

Start now. Click here .

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Here's what happens if Trump can't pay his $454 million bond

Andrea Bernstein

Rachel Treisman

Forty Wall Street, a Trump-owned building, stands in downtown Manhattan. Former President Trump says he can't secure a bond to appeal the $454 million penalty in his civil fraud case. But New York Attorney General Letitia James says she is prepared to seize the former president's assets, including the building at 40 Wall Street, if he is unable to pay. Spencer Platt/Getty Images hide caption

Forty Wall Street, a Trump-owned building, stands in downtown Manhattan. Former President Trump says he can't secure a bond to appeal the $454 million penalty in his civil fraud case. But New York Attorney General Letitia James says she is prepared to seize the former president's assets, including the building at 40 Wall Street, if he is unable to pay.

Former President Donald Trump needs to arrange a $454 million bond to comply with a New York court ruling in less than a week, but the presumptive Republican presidential nominee says he can't find a company to put up the bond.

Trump's lawyers are asking an appeals court to stay the judgment, but the clock is ticking.

How did Trump come to owe the state of New York some $454 million?

Trump ordered to pay over $355M for fraudulent business practices in New York

This is the ruling that Judge Arthur Engoron issued last month , after finding that Donald, Eric and Donald Trump Jr., along with Trump Organization employees, engaged in a decade-long conspiracy to lie about the value of their assets.

In New York, if you make money by persistently committing fraud, you owe the ill-gotten portion back to the state. In this case, Judge Engoron determined that Donald Trump made over $350 million more than he should have if he'd been honest and when you add in interest, you get to $454 million.

Why does Trump have to come up with the money now?

Trump doesn't have to actually pay that money now, but he has to get a company to make a guarantee to the court that they will pay the money if he loses his appeal. That's the bond part.

But to get a bond, you have to put up assets, and in a court filing Monday Trump lawyers said they'd approached 30 companies but that getting a bond was a "practical impossibility," because they'd need a billion dollars in cash, which they don't have.

Trump unable to post $450M bond in New York fraud case, his lawyers say

They submitted an affidavit from an insurance executive who had testified at trial, and whom the trial judge had already discredited.

Trump says he's a billionaire. Why can't he just come up with the money himself?

Trump said during a deposition for this case, taken about a year ago, that he had plenty of cash. He said, "I believe we have substantially in excess of $400 million in cash ." And, he added, it's "going up very substantially every month."

News organizations have estimated that Trump actually has about $300 million in liquid assets — but he already had to set aside $100 million or so to put up a bond to pay the verdict in the E. Jean Carroll civil case . The rest of his money is largely tied up in buildings and golf courses, and while he could sell a property, that can't happen right away. Trump said Tuesday that would be a "fire sale," though he said many times during the trial he could always find a buyer to pay top dollar.

Jury orders Trump to pay $83 million for defaming columnist E. Jean Carroll

While Trump's political action committees have spent millions of dollars on his legal fees, they're unlikely to be of help to him in this case because of campaign finance laws .

Trump has accused the judge in the case of trying to take away his rights, posting on social media that any assets he may be forced to sell would be gone even if he ultimately wins his appeal.

That's a concern that any defendant could raise, whether they're liable for $450 or $450 million, says Adam Pollock, a former assistant attorney general in New York.

"But if you want to bond the appeal — stop enforcement of the judgment — you have to put up the full amount," he told Morning Edition . "That's what the law says. And that's a policy decision that Albany has made."

The deadline is Monday. What does Trump do if the appeals court doesn't rule his way?

He can appeal to New York's highest court and ask that court to stay the judgment. If they don't, he can ask a benefactor or he could try and stall some more until he comes into money from the upcoming sale of his social media company, or he could — though it has many disadvantages — declare bankruptcy.

But New York Attorney General Letitia James has been clear: If Trump doesn't pay, she will move to seize his assets.

"If he does not have funds to pay off the judgment, then we will seek judgment enforcement mechanisms in court," she said. "And we will ask the judge to seize his assets."

Trump's noncash assets run to $3 billion, Forbes estimates, so there's plenty of value there. The law limits the AG to seizing properties that were a part of the case, but there's about two dozen of those, everything from the Doral Golf Club to 40 Wall Street to Trump Tower. She's not limited to New York properties, though there are extra steps if she chooses to go out of state.

She could, in theory, send a sheriff or a marshal to enforce the judgment, and that brings on another legal process with many more opportunities for delay.

Can Trump be forced to pay up?

James can begin enforcement of the judgment immediately after the 30-day grace period expires next week, says Pollock. And there are several devices she can use to try to get him to pay.

For one, he says, she could serve Trump a restraining notice that would restrict his spending in other areas until he pays his bond.

"The restraining notice would say: 'Don't spend money, don't fill up your jet at the pump, until you pay the state of New York, or you'll be held in contempt of court,' " Pollock says. "And my impression is that ... Engoran, the judge here in New York, would be quick to hold him in contempt of court."

He says it's theoretically possible that James' could consider settling, especially if Trump were to write a check for something like $250 million. But short of that, he doesn't see any reason for her to proactively lower his bond, especially since she has the tools to go into banks and drain his accounts.

"The entire trial was effectively a roadmap to his financial assets," Pollock adds. "She can now send out a sheriff or a marshal of the city of New York to go walk into a financial institution holding what's known as an execution and empty his bank account short of $3,000, which is the statutory floor."

Pollock acknowledges that Trump has said he doesn't have $450 million in cash. But if he wants to stave off enforcement, "he needs to find a way to raise it."

• Letitia James
• court ruling
• Donald Trump