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The Problem-Solving Process

Looking at the basic problem-solving process to help keep you on the right track.

By the Mind Tools Content Team

Problem-solving is an important part of planning and decision-making. The process has much in common with the decision-making process, and in the case of complex decisions, can form part of the process itself.

We face and solve problems every day, in a variety of guises and of differing complexity. Some, such as the resolution of a serious complaint, require a significant amount of time, thought and investigation. Others, such as a printer running out of paper, are so quickly resolved they barely register as a problem at all.

Despite the everyday occurrence of problems, many people lack confidence when it comes to solving them, and as a result may chose to stay with the status quo rather than tackle the issue. Broken down into steps, however, the problem-solving process is very simple. While there are many tools and techniques available to help us solve problems, the outline process remains the same.

The main stages of problem-solving are outlined below, though not all are required for every problem that needs to be solved.

1. Define the Problem

Clarify the problem before trying to solve it. A common mistake with problem-solving is to react to what the problem appears to be, rather than what it actually is. Write down a simple statement of the problem, and then underline the key words. Be certain there are no hidden assumptions in the key words you have underlined. One way of doing this is to use a synonym to replace the key words. For example, ‘We need to encourage higher productivity ’ might become ‘We need to promote superior output ’ which has a different meaning.

2. Analyze the Problem

Ask yourself, and others, the following questions.

• Where is the problem occurring?
• When is it occurring?
• Why is it happening?

Be careful not to jump to ‘who is causing the problem?’. When stressed and faced with a problem it is all too easy to assign blame. This, however, can cause negative feeling and does not help to solve the problem. As an example, if an employee is underperforming, the root of the problem might lie in a number of areas, such as lack of training, workplace bullying or management style. To assign immediate blame to the employee would not therefore resolve the underlying issue.

Once the answers to the where, when and why have been determined, the following questions should also be asked:

• Where can further information be found?
• Is this information correct, up-to-date and unbiased?
• What does this information mean in terms of the available options?

3. Generate Potential Solutions

When generating potential solutions it can be a good idea to have a mixture of ‘right brain’ and ‘left brain’ thinkers. In other words, some people who think laterally and some who think logically. This provides a balance in terms of generating the widest possible variety of solutions while also being realistic about what can be achieved. There are many tools and techniques which can help produce solutions, including thinking about the problem from a number of different perspectives, and brainstorming, where a team or individual write as many possibilities as they can think of to encourage lateral thinking and generate a broad range of potential solutions.

4. Select Best Solution

When selecting the best solution, consider:

• Is this a long-term solution, or a ‘quick fix’?
• Is the solution achievable in terms of available resources and time?
• Are there any risks associated with the chosen solution?
• Could the solution, in itself, lead to other problems?

This stage in particular demonstrates why problem-solving and decision-making are so closely related.

5. Take Action

In order to implement the chosen solution effectively, consider the following:

• What will the situation look like when the problem is resolved?
• What needs to be done to implement the solution? Are there systems or processes that need to be adjusted?
• What will be the success indicators?
• What are the timescales for the implementation? Does the scale of the problem/implementation require a project plan?
• Who is responsible?

Once the answers to all the above questions are written down, they can form the basis of an action plan.

6. Monitor and Review

One of the most important factors in successful problem-solving is continual observation and feedback. Use the success indicators in the action plan to monitor progress on a regular basis. Is everything as expected? Is everything on schedule? Keep an eye on priorities and timelines to prevent them from slipping.

If the indicators are not being met, or if timescales are slipping, consider what can be done. Was the plan realistic? If so, are sufficient resources being made available? Are these resources targeting the correct part of the plan? Or does the plan need to be amended? Regular review and discussion of the action plan is important so small adjustments can be made on a regular basis to help keep everything on track.

Once all the indicators have been met and the problem has been resolved, consider what steps can now be taken to prevent this type of problem recurring? It may be that the chosen solution already prevents a recurrence, however if an interim or partial solution has been chosen it is important not to lose momentum.

Problems, by their very nature, will not always fit neatly into a structured problem-solving process. This process, therefore, is designed as a framework which can be adapted to individual needs and nature.

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• Guide: Problem Solving

Daniel Croft

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

• Last Updated: January 7, 2024
• Learn Lean Sigma

Problem-solving stands as a fundamental skill, crucial in navigating the complexities of both everyday life and professional environments. Far from merely providing quick fixes, it entails a comprehensive process involving the identification, analysis, and resolution of issues.

This multifaceted approach requires an understanding of the problem’s nature, the exploration of its various components, and the development of effective solutions. At its core, problem-solving serves as a bridge from the current situation to a desired outcome, requiring not only the recognition of an existing gap but also the precise definition and thorough analysis of the problem to find viable solutions.

Table of Contents

What is problem solving.

At its core, problem-solving is about bridging the gap between the current situation and the desired outcome. It starts with recognizing that a discrepancy exists, which requires intervention to correct or improve. The ability to identify a problem is the first step, but it’s equally crucial to define it accurately. A well-defined problem is half-solved, as the saying goes.

Analyzing the problem is the next critical step. This analysis involves breaking down the problem into smaller parts to understand its intricacies. It requires looking at the problem from various angles and considering all relevant factors – be they environmental, social, technical, or economic. This comprehensive analysis aids in developing a deeper understanding of the problem’s root causes, rather than just its symptoms.

Finally, effective problem-solving involves the implementation of the chosen solution and its subsequent evaluation. This stage tests the practicality of the solution and its effectiveness in the real world. It’s a critical phase where theoretical solutions meet practical application.

The Nature of Problems

The nature of the problem significantly influences the approach to solving it. Problems vary greatly in their complexity and structure, and understanding this is crucial for effective problem-solving.

Simple vs. Complex Problems : Simple problems are straightforward, often with clear solutions. They usually have a limited number of variables and predictable outcomes. On the other hand, complex problems are multi-faceted. They involve multiple variables, stakeholders, and potential outcomes, often requiring a more sophisticated analysis and a multi-pronged approach to solving.

Structured vs. Unstructured Problems : Structured problems are well-defined. They follow a specific pattern or set of rules, making their outcomes more predictable. These problems often have established methodologies for solving. For example, mathematical problems usually fall into this category. Unstructured problems, in contrast, are more ambiguous. They lack a clear pattern or set of rules, making their outcomes uncertain. These problems require a more exploratory approach, often involving trial and error, to identify potential solutions.

Understanding the type of problem at hand is essential, as it dictates the approach. For instance, a simple problem might require a straightforward solution, while a complex problem might need a more comprehensive, step-by-step approach. Similarly, structured problems might benefit from established methodologies, whereas unstructured problems might need more innovative and creative problem-solving techniques.

The Problem-Solving Process

The process of problem-solving is a methodical approach that involves several distinct stages. Each stage plays a crucial role in navigating from the initial recognition of a problem to its final resolution. Let’s explore each of these stages in detail.

Step 1: Identifying the Problem

Step 2: defining the problem.

Once the problem is identified, the next step is to define it clearly and precisely. This is a critical phase because a well-defined problem often suggests its solution. Defining the problem involves breaking it down into smaller, more manageable parts. It also includes understanding the scope and impact of the problem. A clear definition helps in focusing efforts and resources efficiently and serves as a guide to stay on track during the problem-solving process.

Step 3: Analyzing the Problem

Step 4: generating solutions, step 5: evaluating and selecting solutions.

After generating a list of possible solutions, the next step is to evaluate each one critically. This evaluation includes considering the feasibility, costs, benefits, and potential impact of each solution. Techniques like cost-benefit analysis, risk assessment, and scenario planning can be useful here. The aim is to select the solution that best addresses the problem in the most efficient and effective way, considering the available resources and constraints.

Step 6: Implementing the Solution

Step 7: reviewing and reflecting.

The final stage in the problem-solving process is to review the implemented solution and reflect on its effectiveness and the process as a whole. This involves assessing whether the solution met its intended goals and what could have been done differently. Reflection is a critical part of learning and improvement. It helps in understanding what worked well and what didn’t, providing valuable insights for future problem-solving efforts.

Tools and Techniques for Effective Problem Solving

Problem-solving is a multifaceted endeavor that requires a variety of tools and techniques to navigate effectively. Different stages of the problem-solving process can benefit from specific strategies, enhancing the efficiency and effectiveness of the solutions developed. Here’s a detailed look at some key tools and techniques:

Brainstorming

Swot analysis (strengths, weaknesses, opportunities, threats), root cause analysis.

This is a method used to identify the underlying causes of a problem, rather than just addressing its symptoms. One popular technique within root cause analysis is the “ 5 Whys ” method. This involves asking “why” multiple times (traditionally five) until the fundamental cause of the problem is uncovered. This technique encourages deeper thinking and can reveal connections that aren’t immediately obvious. By addressing the root cause, solutions are more likely to be effective and long-lasting.

Mind Mapping

Each of these tools and techniques can be adapted to different types of problems and situations. Effective problem solvers often use a combination of these methods, depending on the nature of the problem and the context in which it exists. By leveraging these tools, one can enhance their ability to dissect complex problems, generate creative solutions, and implement effective strategies to address challenges.

Developing Problem-Solving Skills

Developing problem-solving skills is a dynamic process that hinges on both practice and introspection. Engaging with a diverse array of problems enhances one’s ability to adapt and apply different strategies. This exposure is crucial as it allows individuals to encounter various scenarios, ranging from straightforward to complex, each requiring a unique approach. Collaborating with others in teams is especially beneficial. It broadens one’s perspective, offering insights into different ways of thinking and approaching problems. Such collaboration fosters a deeper understanding of how diverse viewpoints can contribute to more robust solutions.

Reflection is equally important in the development of problem-solving skills. Reflecting on both successes and failures provides valuable lessons. Successes reinforce effective strategies and boost confidence, while failures are rich learning opportunities that highlight areas for improvement. This reflective practice enables one to understand what worked, what didn’t, and why.

Critical thinking is a foundational skill in problem-solving. It involves analyzing information, evaluating different perspectives, and making reasoned judgments. Creativity is another vital component. It pushes the boundaries of conventional thinking and leads to innovative solutions. Effective communication also plays a crucial role, as it ensures that ideas are clearly understood and collaboratively refined.

In conclusion, problem-solving is an indispensable skill set that blends analytical thinking, creativity, and practical implementation. It’s a journey from understanding the problem to applying a solution and learning from the outcome.

Whether dealing with simple or complex issues, or structured or unstructured challenges, the essence of problem-solving lies in a methodical approach and the effective use of various tools and techniques. It’s a skill that is honed over time, through experience, reflection, and the continuous development of critical thinking, creativity, and communication abilities. In mastering problem-solving, one not only addresses immediate issues but also builds a foundation for future challenges, leading to more innovative and effective outcomes.

• Mourtos, N.J., Okamoto, N.D. and Rhee, J., 2004, February. Defining, teaching, and assessing problem solving skills . In  7th UICEE Annual Conference on Engineering Education  (pp. 1-5).
• Foshay, R. and Kirkley, J., 2003. Principles for teaching problem solving.   Technical paper ,  4 (1), pp.1-16.

Q: What are the key steps in the problem-solving process?

A : The problem-solving process involves several key steps: identifying the problem, defining it clearly, analyzing it to understand its root causes, generating a range of potential solutions, evaluating and selecting the most viable solution, implementing the chosen solution, and finally, reviewing and reflecting on the effectiveness of the solution and the process used to arrive at it.

Q: How can brainstorming be effectively used in problem-solving?

A: Brainstorming is effective in the solution generation phase of problem-solving. It involves gathering a group and encouraging the free flow of ideas without immediate criticism. The goal is to produce a large quantity of ideas, fostering creative thinking. This technique helps in uncovering unique and innovative solutions that might not surface in a more structured setting.

Q: What is SWOT Analysis and how does it aid in problem-solving?

A : SWOT Analysis is a strategic planning tool used to evaluate the Strengths, Weaknesses, Opportunities, and Threats involved in a situation. In problem-solving, it aids by providing a clear understanding of the internal and external factors that could impact the problem and potential solutions. This analysis helps in formulating strategies that leverage strengths and opportunities while mitigating weaknesses and threats.

Q: Why is it important to understand the nature of a problem before solving it?

A : Understanding the nature of a problem is crucial as it dictates the approach for solving it. Problems can be simple or complex, structured or unstructured, and each type requires a different strategy. A clear understanding of the problem’s nature helps in applying the appropriate methods and tools for effective resolution.

Q: How does reflection contribute to developing problem-solving skills?

A : Reflection is a critical component in developing problem-solving skills. It involves looking back at the problem-solving process and the implemented solution to assess what worked well and what didn’t. Reflecting on both successes and failures provides valuable insights and lessons, helping to refine and improve problem-solving strategies for future challenges. This reflective practice enhances one’s ability to approach problems more effectively over time.

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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The Stages of the Problem Solving Cycle in Cognitive Psychology – Understanding, Planning, Execution, Evaluation, and Reflection

• Post author By bicycle-u
• Post date 08.12.2023

Problem solving is a fundamental aspect of human cognition. It involves the ability to identify and define a problem, generate potential solutions, evaluate those solutions, and select the most appropriate one. The problem solving cycle is a key concept in cognitive psychology that helps us understand how individuals approach and solve problems.

In the problem solving cycle , individuals first must recognize and define the problem they are facing. This involves identifying the specific issue or obstacle that needs to be overcome. Once the problem is clearly defined, individuals can then move on to the next stage of the cycle.

Next, individuals engage in the process of generating potential solutions . This may involve brainstorming ideas, seeking out information or advice, or experimenting with different approaches. The goal is to come up with as many possible solutions as possible, without judgment or evaluation.

Once a range of potential solutions has been generated, individuals then evaluate these solutions based on their feasibility and effectiveness . This involves assessing the advantages and disadvantages of each solution and considering the potential outcomes of implementing them. It may also involve consulting others or seeking additional information to inform the evaluation process.

Finally, individuals select the most appropriate solution from the evaluated options. This decision-making process takes into account various factors such as the individual’s goals, resources, and constraints. Once a solution has been selected, individuals can then implement and evaluate its effectiveness, closing the problem solving cycle.

The problem solving cycle is a dynamic and iterative process that can be applied to a wide range of problems and situations. It provides a framework for understanding how individuals approach and solve problems, and it can be useful in both personal and professional settings. By understanding the various stages of the problem solving cycle, individuals can become more effective problem solvers and make better decisions.

Understanding the Problem Solving Process

In cognitive psychology, the problem solving process is a key concept in understanding how individuals navigate and overcome challenges. Problem solving is a cyclical process that involves identifying a problem, developing a strategy to solve it, implementing the strategy, and then evaluating the results.

Identifying the problem: The first step in the problem solving cycle is identifying the problem at hand. This may involve defining the problem, gathering information and relevant data, and understanding the desired outcome.

Developing a strategy: Once the problem is identified, individuals must develop a strategy or plan of action to solve it. This may involve brainstorming ideas, evaluating potential solutions, and selecting the best approach.

Implementing the strategy: After a strategy is developed, it must be put into action. This may involve executing specific steps, utilizing resources, and adjusting the strategy as needed.

Evaluating the results: The final step in the problem solving cycle is evaluating the results of the implemented strategy. This may involve assessing the effectiveness of the solution, determining if the desired outcome was achieved, and making any necessary adjustments or improvements.

The Role of Cognitive Psychology

Cognitive psychology plays a crucial role in understanding the problem solving process. It focuses on how individuals perceive, think, and reason about problems, as well as the various strategies and mental processes involved in solving them.

Research in cognitive psychology has shown that problem solving is not purely a linear process, but rather a dynamic and iterative cycle. Individuals may iterate through the different stages of the problem solving cycle multiple times as they encounter new information or face unexpected challenges.

The study of problem solving in cognitive psychology has led to the development of various theories and models, such as the Gestalt theory, which emphasizes the importance of insight and reorganizing information, and the information processing model, which highlights the role of attention, memory, and decision-making in problem solving.

The Importance of Problem Solving Skills

Problem solving is a key concept in cognitive psychology. It is a process that involves identifying, analyzing, and coming up with solutions to problems. Problem solving skills are essential in various aspects of life, including personal and professional contexts.

Mastering problem solving skills enables individuals to tackle challenges and overcome obstacles effectively. It helps in critical thinking, decision making, and finding innovative solutions. Problem solving skills are also important in the field of psychology, as they are often used to understand and address complex psychological issues.

Enhancing Cognitive Abilities

Problem solving activities stimulate and enhance cognitive abilities. They require individuals to think critically, analyze information, and use logical reasoning. By engaging in problem solving, individuals improve their cognitive processes, such as memory, attention, and problem representation.

Building Resilience

Developing problem solving skills also helps in building resilience. It teaches individuals to approach challenges with a proactive mindset and seek solutions rather than giving up. This resilience can be applied in various aspects of life, including personal relationships, work, and education.

In conclusion, problem solving skills play a crucial role in cognitive psychology and various aspects of life. They enhance cognitive abilities, promote critical thinking, and build resilience. Developing and honing problem solving skills is essential for personal growth and success in today’s complex world.

The Four Stages of Problem Solving

Problem solving is a cognitive process that involves the use of mental processes to find a solution to a problem. It is a cycle that is often studied in cognitive psychology. The problem solving cycle consists of four stages, which are:

1. Understanding the Problem

In this stage, the individual must first understand and define the problem. This involves gathering information, analyzing the problem, and identifying the key elements that need to be addressed. It is important to have a clear understanding of the problem before moving on to the next stage.

2. Generating Potential Solutions

Once the problem is understood, the next stage involves generating potential solutions. This requires using both logical and creative thinking to come up with possible ways to solve the problem. It is important to consider different perspectives and explore a variety of options.

3. Evaluating and Selecting Solutions

After generating potential solutions, the individual must evaluate and select the most appropriate solution. This involves weighing the pros and cons of each potential solution and considering factors such as feasibility, effectiveness, and practicality. The goal is to select a solution that is likely to lead to the desired outcome.

4. Implementing and Evaluating the Solution

Once a solution has been selected, the final stage involves implementing the solution and evaluating its effectiveness. This may involve taking action, making changes, and monitoring the results. It is important to assess whether the solution has solved the problem and to make adjustments if needed.

In conclusion, problem solving is a cognitive process that involves four stages: understanding the problem, generating potential solutions, evaluating and selecting solutions, and implementing and evaluating the solution. By following this problem solving cycle, individuals can effectively approach and solve a wide range of problems.

Identifying the Problem

The first step in the problem solving cycle is identifying the problem. In cognitive psychology, this step involves recognizing that there is a problem to be solved and understanding what it entails.

When identifying a problem, it is important to clearly define and articulate what the issue is. This can involve breaking the problem down into smaller components or examining the factors that contribute to the problem.

Factors to consider when identifying a problem:

• What is the desired outcome or goal?
• What are the obstacles or challenges that need to be overcome?
• What are the potential causes or explanations for the problem?

Identifying the problem involves gathering information and analyzing it to gain a better understanding of the situation. This can include conducting research, gathering data, or seeking input from others who may have expertise or experience in the area.

Once the problem has been clearly identified, it can then be approached using the problem solving cycle. By breaking down the problem into smaller steps and systematically working through each one, individuals can increase their chances of finding an effective solution.

Defining the Problem

Defining the problem is a crucial step in the problem-solving cycle. In the context of cognitive psychology, a problem can be defined as a situation or task that requires a solution. This could be a complex mathematical equation, a riddle, or a real-life challenge. The process of defining the problem involves clarifying the specific requirements or constraints of the situation and understanding what needs to be solved. By clearly defining the problem, it becomes easier to identify potential strategies and solutions.

When defining a problem, it is important to consider both the immediate and underlying issues. Often, the surface-level problem may not be the root cause, and addressing only the symptoms may not lead to a satisfactory solution. Therefore, it is essential to dig deeper and identify the underlying factors that contribute to the problem.

Clarifying the requirements

One aspect of defining the problem is clarifying the specific requirements or constraints that need to be considered. These requirements can include the desired outcome, the available resources, the time frame, and any limitations or restrictions. By understanding these requirements, it becomes easier to focus on finding a solution that meets the given criteria.

Understanding the problem space

Another important aspect of defining the problem is understanding the problem space. The problem space refers to the set of all possible solutions and strategies that can be explored to solve the problem. By understanding the problem space, individuals can develop a clearer understanding of the scope of the problem and the potential avenues for finding a solution.

Generating Solution Options

In cognitive psychology, problem solving is a key concept that explores how individuals go about finding solutions to problems. One important aspect of the problem solving cycle is generating solution options.

When faced with a problem, individuals engage in cognitive processes to come up with potential solutions. This often involves brainstorming, where individuals generate a list of possible options.

There are various strategies that individuals can use to generate solution options. One common approach is divergent thinking, which involves thinking creatively and generating a large number of potential solutions. This can be done by considering different perspectives, exploring alternative possibilities, and challenging assumptions.

Another strategy is convergent thinking, which involves evaluating and narrowing down the potential solutions. This can be done by considering the feasibility and practicality of each option, as well as weighing the potential risks and benefits.

It is important for individuals to consider a wide range of solution options, as this increases the likelihood of finding an effective solution. This can be achieved by using techniques such as mind mapping, where individuals visually organize their thoughts and ideas to generate new connections and possibilities.

By generating a variety of solution options, individuals can increase their chances of finding the most suitable and effective solution to a problem. This stage of the problem solving cycle is crucial in the overall problem solving process.

Evaluating and Selecting the Best Solution

Once you have gone through the problem solving cycle and generated potential solutions, the next step is to evaluate and select the best solution. This is an essential part of the problem solving process, as it involves critically analyzing each potential solution and determining which one is the most effective and feasible.

When evaluating potential solutions, it is important to consider various factors. One key factor is the effectiveness of each solution in actually solving the problem at hand. Will the solution address the root cause of the problem, or just temporarily alleviate the symptoms?

In addition to effectiveness, it is also important to consider the feasibility of each solution. Is the solution realistic and practical to implement? Does it require significant resources or time that may not be available? These are all important considerations to take into account when evaluating potential solutions.

Furthermore, it is important to consider the potential consequences of each solution. Will the solution create any new problems or unintended side effects? Will it have any negative impacts on other areas or stakeholders? These potential consequences must be carefully considered before making a final decision.

Finally, it is important to approach the evaluation process with an open and flexible mindset. It is not uncommon for new information or perspectives to emerge during the evaluation process, which may alter the assessment of potential solutions. Remaining open to new information and being willing to adapt the evaluation criteria is crucial in selecting the best solution.

By carefully evaluating each potential solution and considering factors such as effectiveness, feasibility, and potential consequences, you can effectively select the best solution to the problem at hand. This is an essential step in the problem solving cycle, as it moves you closer to a successful resolution.

Implementing the Solution

Once the problem-solving cycle has been completed in cognitive psychology, the next step is to implement the solution. This phase involves taking the proposed solution and putting it into action.

Before implementation, it is crucial to evaluate the solution thoroughly. This evaluation helps ensure that the proposed solution is practical and feasible.

Evaluating the Solution

The evaluation process involves considering possible obstacles and risks that could hinder the successful implementation of the solution. By identifying these potential challenges, steps can be taken to mitigate them.

In addition, evaluating the solution also involves conducting a cost-benefit analysis. This analysis takes into account the potential costs and benefits associated with implementing the solution. It helps determine whether the solution is worth pursuing.

Putting the Solution into Action

Once the solution has been thoroughly evaluated, it is time to put it into action. This requires careful planning and coordination.

During the implementation phase, it is important to closely monitor the progress and make any necessary adjustments. This ensures that the solution is effectively addressing the problem at hand.

Furthermore, clear communication is vital during implementation. All relevant stakeholders should be informed and involved in the process to ensure everyone is working towards a common goal.

By implementing the solution effectively, the problem-solving cycle in cognitive psychology can come to a successful conclusion.

Monitoring and Evaluating the Outcome

Monitoring and evaluating the outcome is a crucial step in the problem-solving process in cognitive psychology. After identifying and implementing a solution, it is important to assess whether the problem has been effectively solved and whether the desired outcome has been achieved.

Evaluating the Effectiveness of the Solution

One way to monitor and evaluate the outcome is to assess the effectiveness of the solution. This involves determining whether the chosen solution has successfully addressed the problem and whether it has led to the desired result. Cognitive psychologists often use various measures and metrics to evaluate the effectiveness of problem-solving strategies. These may include objective measures such as test scores or subjective measures such as self-report questionnaires.

By evaluating the effectiveness of the solution, cognitive psychologists can determine whether further adjustments or modifications are necessary. If the outcome is not satisfactory, they can go back to the problem-solving cycle and repeat the steps to find a more suitable solution.

Reflecting on the Process

In addition to evaluating the effectiveness of the solution, it is also important to reflect on the problem-solving process itself. This involves considering the strategies and techniques used, as well as identifying any obstacles or challenges encountered. By reflecting on the process, cognitive psychologists can gain valuable insights into how they approached the problem and how they can improve their problem-solving skills in the future.

Reflection can be done through self-reflection or by seeking feedback from others, such as colleagues or experts in the field. This feedback can provide alternative perspectives and help identify areas for improvement.

In conclusion, monitoring and evaluating the outcome is a critical aspect of the problem-solving cycle in cognitive psychology. By assessing the effectiveness of the solution and reflecting on the process, cognitive psychologists can continually improve their problem-solving skills and contribute to the development of this field.

The Role of Cognitive Processes in Problem Solving

In the field of cognitive psychology, problem solving is a fundamental aspect of human thinking. It involves the use of various cognitive processes to analyze a problem, develop possible solutions, and determine the best course of action.

One key cognitive process involved in problem solving is perception. This process allows individuals to perceive and understand the problem at hand, by gathering information from the environment and organizing it into meaningful patterns. Perception helps identify the relevant aspects of a problem and guides the problem-solving process.

Another important cognitive process in problem solving is reasoning. Reasoning involves logical thinking and the ability to draw conclusions based on available information. It helps individuals make sense of the problem and generate possible solutions. Reasoning also helps evaluate the potential outcomes of each solution and select the most appropriate one.

Memory plays a crucial role in problem solving as well. It allows individuals to recall relevant information from past experiences and apply it to the current problem. Memory aids in recognizing patterns, generating hypotheses, and retrieving information necessary for problem solving. Without memory, it would be challenging to solve problems efficiently.

Moreover, attention and concentration are essential cognitive processes in problem solving. They help individuals focus on the relevant aspects of a problem and block out distractions. Attention allows individuals to allocate cognitive resources effectively and process information in a systematic manner. Concentration enables individuals to stay engaged in problem solving and persevere until a solution is found.

The role of cognitive processes in problem solving is vital as they provide the framework for effective problem-solving strategies. Understanding how perception, reasoning, memory, attention, and concentration contribute to problem solving helps researchers and practitioners develop interventions and techniques to improve problem-solving skills.

In conclusion, cognitive processes are crucial in problem solving. Perception, reasoning, memory, attention, and concentration work together to help individuals analyze problems, generate solutions, and make informed decisions. By studying and understanding these cognitive processes, researchers can enhance problem-solving abilities, ultimately leading to more effective problem-solving strategies in various fields of study and practice.

How Cognitive Biases can Impact Problem Solving

Cognitive biases are inherent tendencies in human thinking that can lead to errors or deviations from rationality. These biases can have a significant impact on problem solving, as they can influence the way individuals perceive, interpret, and evaluate information.

Confirmation Bias

One common cognitive bias that can affect problem solving is confirmation bias. This bias leads individuals to favor information that confirms their existing beliefs or hypotheses while disregarding or downplaying information that contradicts them. In problem-solving scenarios, confirmation bias can prevent individuals from considering alternative solutions or exploring different perspectives, potentially leading to a less effective problem-solving process.

Availability Heuristic

The availability heuristic is another cognitive bias that can impact problem solving. This bias involves relying on easily accessible information or examples when making judgments or decisions. In problem-solving situations, this bias can lead individuals to overlook less accessible information or fail to consider all relevant factors. This can limit the effectiveness of problem solving by restricting the range of potential solutions or failing to consider alternative approaches.

• Overcoming cognitive biases in problem solving

Recognizing and overcoming cognitive biases is crucial for effective problem solving. Strategies such as actively seeking out diverse perspectives, questioning assumptions, and considering alternative explanations can help mitigate the impact of cognitive biases. Additionally, fostering an environment that encourages open-mindedness, critical thinking, and intellectual humility can also support more effective problem-solving processes.

By understanding how cognitive biases can impact problem solving, psychologists and individuals alike can work towards improving their problem-solving skills and decision-making processes. By recognizing and addressing these biases, individuals can enhance their ability to approach problems with greater objectivity, flexibility, and creativity.

The Relationship Between Problem Solving and Decision Making

Problem solving and decision making are closely interconnected in cognitive psychology. When faced with a problem, individuals engage in a cognitive process known as problem solving, which involves identifying and evaluating possible solutions in order to reach a desired goal or outcome. Decision making, on the other hand, refers to the act of choosing one particular solution from the options generated during the problem-solving process.

The problem-solving cycle, a key concept in cognitive psychology, highlights the iterative nature of problem solving and decision making. This cycle consists of several steps, including problem identification, problem analysis, solution generation, solution evaluation, and solution implementation. During the problem identification phase, individuals recognize and define the problem they are facing. Problem analysis involves gathering information and analyzing the underlying causes and factors contributing to the problem. Once a thorough analysis is conducted, individuals can generate potential solutions through creative thinking and brainstorming.

After generating potential solutions, individuals must evaluate the effectiveness and feasibility of each option. This involves considering the potential consequences and weighing the pros and cons of each alternative. By carefully assessing each solution, individuals can make an informed decision and choose the most suitable course of action. Finally, the chosen solution is implemented, and individuals monitor the outcomes to determine whether the problem has been effectively resolved.

It is important to note that problem solving and decision making are not linear processes, but rather they involve feedback loops and revisions as new information becomes available or as the initial solution proves to be ineffective. Successful problem solving and decision making require flexibility, critical thinking, and adaptability to changing circumstances.

In summary, problem solving and decision making are intertwined cognitive processes within the problem-solving cycle. Problem solving involves identifying and evaluating possible solutions, while decision making involves choosing the most appropriate solution. By understanding the relationship between problem solving and decision making, individuals can enhance their problem-solving skills and make more effective decisions in various aspects of life and work.

The Effect of Expertise on Problem Solving

In the cognitive psychology field, the problem solving cycle is a key concept that involves several stages: understanding the problem, devising a plan, executing the plan, and evaluating the solution. An important factor that can influence problem solving abilities is expertise.

Experts, who have extensive knowledge and experience in a specific domain, often exhibit superior problem solving skills compared to novices. This is because experts have a large mental database of problem-solving strategies and a deep understanding of the underlying concepts. They can quickly recognize patterns and make accurate decisions based on their knowledge.

Research has shown that experts are able to solve problems more efficiently and effectively than novices. They are able to quickly identify the relevant information and ignore irrelevant details, which allows them to focus on the core of the problem. Experts also have a better ability to generate and evaluate multiple potential solutions, leading to more creative problem solving.

Furthermore, experts are more likely to use metacognitive strategies, such as self-monitoring and self-regulation, during the problem solving process. They are able to reflect on their own thinking and adjust their strategies as needed. This metacognitive awareness helps experts to overcome obstacles and adapt their problem solving approach as necessary.

However, it is important to note that expertise is domain-specific. An individual may be an expert in one area but not in another. For example, a chess grandmaster may struggle with solving complex math problems. Therefore, expertise does not guarantee proficiency in all problem-solving domains.

In conclusion, expertise plays a significant role in problem solving. Experts have a deeper understanding of the problem domain, possess a larger repertoire of strategies, and exhibit metacognitive awareness. These factors contribute to their more efficient and effective problem solving abilities compared to novices.

Developing Problem Solving Skills through Practice

In the field of psychology, problem solving is considered an essential cognitive skill that helps individuals navigate through various challenges and obstacles. The problem solving cycle, a key concept in cognitive psychology, emphasizes the importance of practice in developing and honing problem solving skills.

Practice plays a crucial role in problem solving as it helps individuals familiarize themselves with different problem-solving techniques and strategies. By engaging in regular practice, individuals can strengthen their analytical thinking, creative problem solving, and decision-making abilities.

Through practice, individuals learn to approach problems systematically, breaking down complex tasks into smaller, more manageable steps. This systematic approach allows individuals to identify the root causes of a problem, generate potential solutions, and evaluate the effectiveness of each solution.

In addition to improving analytical thinking, practice also helps individuals develop their creative problem solving skills. By repeatedly facing various problems, individuals become more comfortable with thinking outside the box and exploring unconventional solutions. This creative thinking enables individuals to come up with innovative and effective solutions to complex problems.

Moreover, practice enhances individuals’ decision-making abilities. As individuals engage in problem solving practice, they become more skilled at assessing different options, weighing the pros and cons, and making informed decisions. This ability to make sound decisions is crucial in both personal and professional contexts.

In conclusion, developing problem solving skills requires consistent practice. By engaging in regular problem solving practice, individuals can improve their analytical thinking, creative problem solving, and decision-making abilities. The problem solving cycle emphasizes the importance of practice in developing these skills, and individuals who actively engage in practice are more likely to become adept problem solvers.

Teaching Problem Solving Skills in Education

Problem solving skills are an essential component of education, as they enable students to analyze and tackle complex issues across various subject areas. By teaching problem solving skills, educators help students develop critical thinking abilities and cognitive strategies that can be applied in real-life situations.

The Problem Solving Cycle

One effective approach to teaching problem solving skills is through the use of the problem solving cycle. The problem solving cycle is a key concept in cognitive psychology, which involves a systematic approach to identifying, analyzing, and resolving problems.

First, students are introduced to a problem or a question that requires analysis and solution. They are encouraged to define the problem clearly and understand its scope. This initial step helps students develop problem awareness and identify potential barriers or constraints that may affect the problem-solving process.

Next, students engage in information gathering and analysis. They gather relevant data, facts, and evidence, and apply critical thinking skills to evaluate and interpret the information. This step helps students develop analytical skills and generate possible solutions.

Once students have gathered and analyzed the information, they move on to the generation of potential solutions. This involves brainstorming and exploring different approaches to the problem, encouraging creativity and flexibility in thinking. Students are encouraged to think outside the box and consider multiple perspectives.

After generating potential solutions, students evaluate each option based on effectiveness, feasibility, and potential consequences. They consider the advantages and disadvantages of each solution, weighing the pros and cons. This step helps students develop decision-making skills and enhances their ability to critically evaluate potential solutions.

Finally, students select the most appropriate solution and implement it. They develop an action plan, outlining the steps needed to solve the problem. This requires effective communication skills, as students may need to collaborate and communicate their ideas with others.

Benefits of Teaching Problem Solving Skills

Teaching problem solving skills in education offers numerous benefits to students. Firstly, it enhances their cognitive abilities, allowing them to think critically and logically. This helps students become more independent learners and problem solvers.

Additionally, teaching problem solving skills improves students’ creativity and innovation. By encouraging them to think outside the box and explore different solutions, educators foster a mindset of curiosity and exploration.

Moreover, problem solving skills are transferable to various contexts, both within and outside of the classroom. Students can apply these skills to academic subjects, as well as to real-life situations, such as social issues, personal challenges, and future career paths.

In conclusion, teaching problem solving skills in education is crucial for students’ cognitive development and future success. By implementing the problem solving cycle and fostering critical thinking abilities, educators empower students with the skills necessary to navigate complex challenges and become lifelong learners.

Real-World Applications of the Problem Solving Cycle

The problem solving cycle is a fundamental concept in cognitive psychology that has numerous applications in real-world situations. This cycle involves a series of steps that individuals go through in order to identify, analyze, and solve problems.

1. Business

In the business world, problem solving is essential for success. From identifying market trends and determining customer needs to finding solutions to production issues or administrative challenges, the problem solving cycle is used to tackle a variety of business-related problems.

2. Education

The problem solving cycle is also highly applicable in education. Teachers often use this approach to help students develop critical thinking skills and solve complex problems. By following this cycle, students learn to break down problems, gather relevant information, analyze various options, and come up with effective solutions.

3. Medicine

Medical professionals frequently employ the problem solving cycle when diagnosing and treating patients. By systematically gathering patient history, evaluating symptoms, conducting tests, and analyzing data, doctors are able to identify the underlying problem and develop appropriate treatment plans.

4. Engineering

In the field of engineering, the problem solving cycle is crucial for designing and implementing solutions. Engineers use this approach to identify and address technical challenges, improve existing systems, and develop innovative technologies. By following this cycle, engineers can efficiently solve complex problems and ensure the success of their projects.

5. Everyday Life

Lastly, the problem solving cycle is applicable to everyday life. Whether it’s figuring out the best route to work, resolving conflicts in relationships, or making important decisions, individuals use this cycle to identify issues, explore possible solutions, and make informed choices.

The problem solving cycle is a versatile concept that finds widespread applications in various domains. From business and education to medicine and engineering, this approach facilitates effective problem solving and decision making. By following the steps of the cycle, individuals and organizations can overcome challenges and achieve their goals.

The Future of Problem Solving Research

In the field of cognitive psychology, research on problem solving is an ongoing and dynamic area of study. As technology continues to advance and our understanding of the cognitive processes involved in problem solving deepens, the future of problem solving research looks promising.

Advancements in Technology

Advancements in technology have already had a significant impact on problem solving research. The use of computer simulations and virtual environments has allowed researchers to create realistic problem-solving scenarios and collect data in a controlled environment. This technology has also allowed for the development of intelligent tutoring systems that can provide personalized feedback and guidance to individuals as they work through various problem-solving tasks.

In the future, we can expect even more sophisticated technologies to be developed, which will enhance our ability to study problem solving. For example, virtual reality technology may allow researchers to create immersive problem-solving environments that closely mimic real-life situations. This could provide researchers with valuable insights into how individuals approach and solve complex problems in a realistic setting.

Integration of Cognitive Processes

As our understanding of cognitive processes continues to grow, future research on problem solving will likely focus on the integration of various cognitive processes. Problem solving is a complex task that involves numerous cognitive processes, such as attention, memory, decision-making, and reasoning. Understanding how these processes interact and influence problem-solving performance will be crucial in developing effective strategies for problem solving.

Researchers may also explore the role of emotions in problem solving. Emotions can have a significant impact on cognitive processes and decision-making. Understanding how emotions influence problem-solving performance may provide valuable insights into how individuals can improve their problem-solving abilities.

Collaborative Problem Solving

Collaborative problem solving, or problem solving in a group setting, is another area that holds great potential for future research. Many real-world problems require collaboration and teamwork to solve effectively. Research on collaborative problem solving can provide valuable insights into how individuals interact and communicate with each other during problem-solving tasks, and how team dynamics impact problem-solving performance.

Furthermore, advancements in communication technology have made it easier than ever for individuals to collaborate remotely. Studying how individuals solve problems in virtual teams or online communities can provide valuable insights into the dynamics of collaborative problem solving in today’s interconnected world.

Continued Development of the Problem Solving Cycle

The problem solving cycle, which involves the stages of problem identification, solution generation, solution implementation, and solution evaluation, will continue to be a key concept in problem solving research. Researchers will seek to understand how individuals move through these stages, the strategies they employ at each stage, and how their problem-solving performance can be optimized.

By understanding the cognitive processes involved in each stage of the problem solving cycle, researchers can develop interventions and strategies to help individuals become more effective problem solvers.

In conclusion, the future of problem solving research in cognitive psychology looks promising. Advancements in technology, a deeper understanding of cognitive processes, the study of collaborative problem solving, and the continued development of the problem solving cycle will all contribute to our understanding of problem solving and help individuals become more effective in solving complex problems.

Questions and answers:

What is the problem-solving cycle.

The problem-solving cycle is a key concept in cognitive psychology that refers to the sequence of steps or processes involved in solving a problem.

What are the stages of the problem-solving cycle?

The problem-solving cycle typically consists of four stages: problem identification, problem definition, strategy selection, and solution implementation.

How does problem identification occur in the problem-solving cycle?

Problem identification involves recognizing that there is a problem or a discrepancy between a desired state and the current state.

What is problem definition in the problem-solving cycle?

Problem definition involves clearly specifying or defining the problem in a way that allows for a focused approach to finding a solution.

What is strategy selection in the problem-solving cycle?

Strategy selection involves choosing an appropriate approach or method to solve the problem, such as using a specific algorithm or heuristic.

What is the problem-solving cycle in cognitive psychology?

The problem-solving cycle is a concept in cognitive psychology that outlines the steps individuals go through when tackling a problem. It involves identifying the problem, gathering information, generating possible solutions, evaluating the solutions, and implementing the best one.

How does the problem-solving cycle help in problem-solving?

The problem-solving cycle provides a structured approach to problem-solving by breaking it down into manageable steps. By following this cycle, individuals can better understand the problem, explore various solutions, evaluate their effectiveness, and ultimately make an informed decision on how to solve the problem.

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

By Status.net Editorial Team on May 7, 2023 — 5 minutes to read

What Is Problem Solving?

Definition and importance.

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

Problem-Solving Steps

The problem-solving process typically includes the following steps:

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

Defining the Problem

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

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

Generating Solutions

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

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

Evaluating and Selecting Solutions

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

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

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

Implementing and Monitoring the Solution

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

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

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

Problem-Solving Techniques

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

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

Brainstorming

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

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

When brainstorming, remember to:

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

Root Cause Analysis

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

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

SWOT Analysis

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

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

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

Mind Mapping

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

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

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

Examples of Problem Solving in Various Contexts

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

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

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

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

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

• Overcoming a personal obstacle, such as improving your fitness level, by establishing achievable goals, measuring progress, and adjusting your approach accordingly
• Navigating a new environment or city by researching your surroundings, asking for directions, or using technology like GPS to guide you
• Dealing with a sudden change, like a change in your work schedule, by assessing the situation, identifying potential impacts, and adapting your plans to accommodate the change.
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The Ultimate Problem-Solving Process Guide: 31 Steps and Resources

Updated: Jan 24, 2023

GOT CHALLENGES WITH YOUR PROBLEM-SOLVING PROCESS? ARE YOU FRUSTRATED?

prob·lem-solv·ing noun -the process of finding solutions to difficult or complex issues. It sounds so simple, doesn’t it? But in reality problem-solving is hard. It's almost always more complex than it seems. That's why problem-solving can be so frustrating sometimes. You can feel like you’re spinning your wheels, arguing in circles, or just failing to find answers that actually work. And when you've got a group working on a problem, it can get even muddier …differences of opinions, viewpoints colored by different backgrounds, history, life experiences, you name it. We’re all looking at life and work from different angles, and that often means disagreement. Sometimes sharp disagreement. That human element, figuring out how to take ourselves out of the equation and make solid, fact-based decisions , is precisely why there’s been so much written on problem-solving. Which creates its own set of problems. Whose method is best? How can you possibly sift through them all? Are we to have one person complete the entire problem-solving process by themselves or rely on a larger team to find answers to our most vexing challenges in the workplace ? Today, we’re going to make sense of it all. We’ll take a close look at nine top problem-solving methods. Then we’ll grab the best elements of all of them to give you a process that will have your team solving problems faster, with better results , and maybe with less sharp disagreement. Ready to dive in? Let’s go!

9 PROFITABLE PROBLEM-SOLVING TECHNIQUES AND METHODS

While there are loads of methods to choose from, we are going to focus on nine of the more common ones. You can use some of these problem-solving techniques reactively to solve a known issue or proactively to find more efficient or effective ways of performing tasks. If you want to explore other methods, check out this resource here . A helpful bit of advice here is to reassure people that you aren’t here to identify the person that caused the problem . You’re working to surface the issue, solve it and make sure it doesn’t happen again, regardless of the person working on the process. It can’t be understated how important it is to continually reassure people of this so that you get unfiltered access to information. Without this, people will often hide things to protect themselves . After all, nobody wants to look bad, do they? With that said, let’s get started...

1. CREATIVE PROBLEM SOLVING (CPS)

Alex Osborn coined the term “Creative Problem Solving” in the 1940s with this simple four-step process:

Clarify : Explore the vision, gather data, and formulate questions.

Ideate : This stage should use brainstorming to generate divergent thinking and ideas rather than the random ideas normally associated with brainstorming.

Develop : Formulate solutions as part of an overall plan.

Implement : Put the plan into practice and communicate it to all parties.

2. APPRECIATIVE INQUIRY

Source: http://www.davidcooperrider.com/ai-process/ This method seeks, first and foremost, to identify the strengths in people and organizations and play to that “positive core” rather than focus our energies on improving weaknesses . It starts with an “affirmative topic,” followed by the “positive core (strengths).” Then this method delves into the following stages:

Discovery (fact-finding)

Dream (visioning the future)

Design (strategic purpose)

Destiny (continuous improvement)

3. “FIVE WHYS” METHOD

This method simply suggests that we ask “Why” at least five times during our review of the problem and in search of a fix. This helps us dig deeper to find the the true reason for the problem, or the root cause. Now, this doesn’t mean we just keeping asking the same question five times. Once we get an answer to our first “why”, we ask why to that answer until we get to five “whys”.

Using the “five whys” is part of the “Analyze” phase of Six Sigma but can be used with or without the full Six Sigma process.

Review this simple Wikipedia example of the 5 Whys in action:

The vehicle will not start. (the problem)

Why? - The battery is dead. (First why)

Why? - The alternator is not functioning. (Second why)

Why? - The alternator belt has broken. (Third why)

Why? - The alternator belt was well beyond its useful service life and not replaced. (Fourth why)

Why? - The vehicle was not maintained according to the recommended service schedule. (Fifth why, a root cause)

4. LEAN SIX SIGMA (DMAIC METHOD)

While many people have at least heard of Lean or Six Sigma, do we know what it is? Like many problem-solving processes, it has five main steps to follow.

Define : Clearly laying out the problem and soliciting feedback from those who are customers of the process is necessary to starting off on the right foot.

Measure : Quantifying the current state of the problem is a key to measuring how well the fix performed once it was implemented.

Analyze : Finding out the root cause of the problem (see number 5 “Root Cause Analysis” below) is one of the hardest and least explored steps of Six Sigma.

Improve : Crafting, executing, and testing the solution for measureable improvement is key. What doesn’t get implemented and measured really won’t make a difference.

Control : Sustaining the fix through a monitoring plan will ensure things continue to stay on track rather than being a short-lived solution.

5. ROOT CAUSE ANALYSIS

Compared to other methods, you’ll more often find this technique in a reactive problem-solving mode, but it is helpful nonetheless. Put simply, it requires a persistent approach to finding the highest-level cause, since most reasons you’ll uncover for a problem don’t tell the whole story.

Most of the time, there are many factors that contributed to an issue. The main reason is often shrouded in either intentional or unintentional secrecy. Taking the time to drill down to the root of the issue is key to truly solving the problem.

6. DEMING-SHEWHART CYCLE: PLAN-DO-CHECK-ACT (PDCA)

Named for W. Edwards Deming and Walter A. Shewhart, this model follows a four-step process:

Plan: Establish goals and objectives at the outset to gain agreement. It’s best to start on a small scale in order to test results and get a quick win.

Do: This step is all about the implementation and execution of the solution.

Check: Study and compare actual to expected results. Chart this data to identify trends.

Act/Adjust: If the check phase showed different results, then adjust accordingly. If worse than expected, then try another fix. If the same or better than expected, then use that as the new baseline for future improvements.

7. 8D PROBLEM-SOLVING

While this is named “8D” for eight disciplines, there are actually nine , because the first is listed as step zero. Each of the disciplines represents a phase of this process. Its aim is to implement a quick fix in the short term while working on a more permanent solution with no recurring issues.

Prepare and Plan : Collecting initial information from the team and preparing your approach to the process is a necessary first step.

Form a Team : Select a cross-functional team of people, one leader to run meetings and the process, and one champion/sponsor who will be the final decision-maker.

Describe the Problem : Using inductive and deductive reasoning approaches, lay out the precise issue to be corrected.

Interim Containment Action : Determine if an interim solution needs to be implemented or if it can wait until the final fix is firmed up. If necessary, the interim action is usually removed once the permanent solution is ready for implementation.

Root Cause Analysis and Escape Point : Finding the root of the issue and where in the process it could’ve been found but was not will help identify where and why the issue happened.

Permanent Corrective Action : Incorporating key criteria into the solution, including requirements and wants, will help ensure buy-in from the team and your champion.

Implement and Validate the Permanent Corrective Action : Measuring results from the fix implemented validates it or sends the team back to the drawing board to identity a more robust solution.

Prevent Recurrence : Updating work procedure documents and regular communication about the changes are important to keep old habits in check.

Closure and Team Celebration : Taking time to praise the team for their efforts in resolving the problem acknowledges the part each person played and offers a way to move forward.

8. ARMY PROBLEM SOLVING PROCESS

The US Army has been solving problems for more than a couple of centuries , so why not take a look at the problem-solving process they’ve refined over many years? They recommend this five step process:

Identify the Problem : Take time to understand the situation and define a scope and limitations before moving forward.

Gather Information : Uncover facts, assumptions, and opinions about the problem, and challenge them to get to the truth.

Develop Screening and Evaluation Criteria :

Five screening items should be questioned. Is it feasible, acceptable, distinguishable, and complete?

Evaluation criteria should have these 5 elements: short title, definition, unit of measure, benchmark, and formula.

Generate, Analyze, and Compare Possible Solutions : Most fixes are analyzed, but do you compare yours to one another as a final vetting method?

Choose a Solution and Implement : Put the fix into practice and follow up to ensure it is being followed consistently and having the desired effect.

9. HURSON'S PRODUCTIVE THINKING MODEL

Tim Hurson introduced this model in 2007 with his book, Think Better. It consists of the following six actions.

Ask "What is going on?" : Define the impact of the problem and the aim of its solution.

Ask "What is success?" : Spell out the expected outcome, what should not be in fix, values to be considered, and how things will be evaluated.

Ask "What is the question?" : Tailor questions to the problem type. Valuable resources can be wasted asking questions that aren’t truly relevant to the issue.

Generate answers : Prioritize answers that are the most relevant to solutions, without excluding any suggestion to present to the decision-makers.

Forge the solution : Refine the raw list of prioritized fixes, looking for ways to combine them for a more powerful solution or eliminate fixes that don’t fit the evaluation criteria.

Align resources: Identify resources, team, and stakeholders needed to implement and maintain the solution.

STEAL THIS THOROUGH 8-STEP PROBLEM-SOLVING PROCESS

Now that we’ve reviewed a number of problem-solving methods, we’ve compiled the various steps into a straightforward, yet in-depth, s tep-by-step process to use the best of all methods.

1. DIG DEEP: IDENTIFY, DEFINE, AND CLARIFY THE ISSUE

“Elementary, my dear Watson,” you might say.

This is true, but we often forget the fundamentals before trying to solve a problem. So take some time to gain understanding of critical stakeholder’s viewpoints to clarify the problem and cement consensus behind what the issue really is.

Sometimes it feels like you’re on the same page, but minor misunderstandings mean you’re not really in full agreement.. It’s better to take the time to drill down on an issue before you get too far into solving a problem that may not be the exact problem . Which leads us to…

2. DIG DEEPER: ROOT CAUSE ANALYSIS

This part of the process involves identifying these three items :

What happened?

Why did it happen?

What process do we need to employ to significantly reduce the chances of it happening again ?

You’ll usually need to sort through a series of situations to find the primary cause. So be careful not to stop at the first cause you uncover . Dig further into the situation to expose the root of the issue. We don’t want to install a solution that only fixes a surface-level issue and not the root. T here are typically three types of causes :

Physical: Perhaps a part failed due to poor design or manufacturing.

Human error: A person either did something wrong or didn’t do what needed to be done.

Organizational: This one is mostly about a system, process, or policy that contributed to the error .

When searching for the root cause, it is important to ensure people that you aren’t there to assign blame to a person but rather identify the problem so a fix can prevent future issues.

3. PRODUCE A VARIETY OF SOLUTION OPTIONS

So far, you’ve approached the problem as a data scientist, searching for clues to the real issue. Now, it’s important to keep your eyes and ears open, in case you run across a fix suggested by one of those involved in the process failure. Because they are closest to the problem, they will often have an idea of how to fix things. In other cases, they may be too close, and unable to see how the process could change.

The bottom line is to solicit solution ideas from a variety of sources , both close to and far away from the process you’re trying to improve.

You just never know where the top fix might come from!

4. FULLY EVALUATE AND SELECT PLANNED FIX(ES)

Evaluating solutions to a defined problem can be tricky since each one will have cost, political, or other factors associated with it. Running each fix through a filter of cost and impact is a vital step toward identifying a solid solution and hopefully settling on the one with the highest impact and low or acceptable cost.

Categorizing each solution in one of these four categoriescan help teams sift through them:

High Cost/Low Impact: Implement these last, if at all, since t hey are expensive and won’t move the needle much .

Low Cost/Low Impact: These are cheap, but you won’t get much impact.

High Cost/High Impact: These can be used but should be second to the next category.

Low Cost/High Impact: Getting a solid “bang for your buck” is what these fixes are all about. Start with these first .

5. DOCUMENT THE FINAL SOLUTION AND WHAT SUCCESS LOOKS LIKE

Formalize a document that all interested parties (front-line staff, supervisors, leadership, etc.) agree to follow. This will go a long way towards making sure everyone fully understands what the new process looks like, as well as what success will look like .

While it might seem tedious, try to be overly descriptive in the explanation of the solution and how success will be achieved. This is usually necessary to gain full buy-in and commitment to continually following the solution. We often assume certain things that others may not know unless we are more explicit with our communications.

6. SUCCESSFULLY SELL AND EXECUTE THE FIX

Arriving at this stage in the process only to forget to consistently apply the solution would be a waste of time, yet many organizations fall down in the execution phase . Part of making sure that doesn’t happen is to communicate the fix and ask for questions multiple times until all parties have a solid grasp on what is now required of them.

One often-overlooked element of this is the politics involved in gaining approval for your solution. Knowing and anticipating objections of those in senior or key leadership positions is central to gaining buy-in before fix implementation.

7. RINSE AND REPEAT: EVALUATE, MONITOR, AND FOLLOW UP

Next, doing check-ins with the new process will ensure that the solution is working (or identity if further reforms are necessary) . You’ll also see if the measure of predefined success has been attained (or is making progress in that regard).

Without regularly monitoring the fix, you can only gauge the success or failure of the solution by speculation and hearsay. And without hard data to review, most people will tell their own version of the story.

8. COLLABORATIVE CONTINGENCIES, ITERATION, AND COURSE CORRECTION

Going into any problem-solving process, we should take note that we will not be done once the solution is implemented (or even if it seems to be working better at the moment). Any part of any process will always be subject to the need for future iterations and course corrections . To think otherwise would be either foolish or naive.

There might need to be slight, moderate, or wholesale changes to the solution previously implemented as new information is gained, new technologies are discovered, etc.

14 FRUITFUL RESOURCES AND EXERCISES FOR YOUR PROBLEM-SOLVING JOURNEY

Want to test your problem-solving skills?

Take a look at these twenty case study scenario exercises to see how well you can come up with solutions to these problems.

Still have a desire to discover more about solving problems?

Check out these 14 articles and books...

1. THE LEAN SIX SIGMA POCKET TOOLBOOK: A QUICK REFERENCE GUIDE TO NEARLY 100 TOOLS FOR IMPROVING QUALITY AND SPEED

This book is like a Bible for Lean Six Sigma , all in a pocket-sized package.

2. SOME SAGE PROBLEM SOLVING ADVICE

The American Society for Quality has a short article on how it’s important to focus on the problem before searching for a solution.

3. THE SECRET TO BETTER PROBLEM SOLVING: HARVARD BUSINESS REVIEW

Wondering if you are solving the right problems? Check out this Harvard Business Review article.

4. PROBLEM SOLVING 101 : A SIMPLE BOOK FOR SMART PEOPLE

Looking for a fun and easy problem-solving book that was written by a McKinsey consultant? Take a look!

5. THE BASICS OF CREATIVE PROBLEM SOLVING – CPS

If you want a deeper dive into the seven steps of Creative Problem Solving , see this article.

6. APPRECIATIVE INQUIRY : A POSITIVE REVOLUTION IN CHANGE

Appreciative Inquiry has been proven effective in organizations ranging from Roadway Express and British Airways to the United Nations and the United States Navy. Review this book to join the positive revolution.

7. PROBLEM SOLVING: NINE CASE STUDIES AND LESSONS LEARNED

The Seattle Police Department has put together nine case studies that you can practice solving . While they are about police work, they have practical application in the sleuthing of work-related problems.

8. ROOT CAUSE ANALYSIS : THE CORE OF PROBLEM SOLVING AND CORRECTIVE ACTION

Need a resource to delve further into Root Cause Analysis? Look no further than this book for answers to your most vexing questions .

9. SOLVING BUSINESS PROBLEMS : THE CASE OF POOR FRANK

This solid case study illustrates the complexities of solving problems in business.

10. THE 8-DISCIPLINES PROBLEM SOLVING METHODOLOGY

Learn all about the “8Ds” with this concise primer.

11. THE PROBLEM-SOLVING PROCESS THAT PREVENTS GROUPTHINK HBR

Need to reduce groupthink in your organization’s problem-solving process ? Check out this article from the Harvard Business Review.

12. THINK BETTER : AN INNOVATOR'S GUIDE TO PRODUCTIVE THINKING

Tim Hurson details his own Productive Thinking Model at great length in this book from the author.

13. 5 STEPS TO SOLVING THE PROBLEMS WITH YOUR PROBLEM SOLVING INC MAGAZINE

This simple five-step process will help you break down the problem, analyze it, prioritize solutions, and sell them internally.

14. CRITICAL THINKING : A BEGINNER'S GUIDE TO CRITICAL THINKING, BETTER DECISION MAKING, AND PROBLEM SOLVING!

LOOKING FOR ASSISTANCE WITH YOUR PROBLEM-SOLVING PROCESS?

There's a lot to take in here, but following some of these methods are sure to improve your problem-solving process. However, if you really want to take problem-solving to the next level, InitiativeOne can come alongside your team to help you solve problems much faster than you ever have before.

There are several parts to this leadership transformation process provided by InitiativeOne, including a personal profile assessment, cognitive learning, group sessions with real-world challenges, personal discovery, and a toolkit to empower leaders to perform at their best.

There are really only two things stopping good teams from being great. One is how they make decisions and two is how they solve problems. Contact us today to grow your team’s leadership performance by making decisions and solving problems more swiftly than ever before!

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The Process of Problem Solving

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• Problem Solving

In a 2013 article published in the Journal of Cognitive Psychology , Ngar Yin Louis Lee (Chinese University of Hong Kong) and APS William James Fellow Philip N. Johnson-Laird (Princeton University) examined the ways people develop strategies to solve related problems. In a series of three experiments, the researchers asked participants to solve series of matchstick problems.

In matchstick problems, participants are presented with an array of joined squares. Each square in the array is comprised of separate pieces. Participants are asked to remove a certain number of pieces from the array while still maintaining a specific number of intact squares. Matchstick problems are considered to be fairly sophisticated, as there is generally more than one solution, several different tactics can be used to complete the task, and the types of tactics that are appropriate can change depending on the configuration of the array.

Louis Lee and Johnson-Laird began by examining what influences the tactics people use when they are first confronted with the matchstick problem. They found that initial problem-solving tactics were constrained by perceptual features of the array, with participants solving symmetrical problems and problems with salient solutions faster. Participants frequently used tactics that involved symmetry and salience even when other solutions that did not involve these features existed.

To examine how problem solving develops over time, the researchers had participants solve a series of matchstick problems while verbalizing their problem-solving thought process. The findings from this second experiment showed that people tend to go through two different stages when solving a series of problems.

People begin their problem-solving process in a generative manner during which they explore various tactics — some successful and some not. Then they use their experience to narrow down their choices of tactics, focusing on those that are the most successful. The point at which people begin to rely on this newfound tactical knowledge to create their strategic moves indicates a shift into a more evaluative stage of problem solving.

In the third and last experiment, participants completed a set of matchstick problems that could be solved using similar tactics and then solved several problems that required the use of novel tactics.  The researchers found that participants often had trouble leaving their set of successful tactics behind and shifting to new strategies.

From the three studies, the researchers concluded that when people tackle a problem, their initial moves may be constrained by perceptual components of the problem. As they try out different tactics, they hone in and settle on the ones that are most efficient; however, this deduced knowledge can in turn come to constrain players’ generation of moves — something that can make it difficult to switch to new tactics when required.

These findings help expand our understanding of the role of reasoning and deduction in problem solving and of the processes involved in the shift from less to more effective problem-solving strategies.

Reference Louis Lee, N. Y., Johnson-Laird, P. N. (2013). Strategic changes in problem solving. Journal of Cognitive Psychology, 25 , 165–173. doi: 10.1080/20445911.2012.719021

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Careers Up Close: Joel Anderson on Gender and Sexual Prejudices, the Freedoms of Academic Research, and the Importance of Collaboration

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Privacy Overview

How to master the seven-step problem-solving process

In this episode of the McKinsey Podcast , Simon London speaks with Charles Conn, CEO of venture-capital firm Oxford Sciences Innovation, and McKinsey senior partner Hugo Sarrazin about the complexities of different problem-solving strategies.

Podcast transcript

Simon London: Hello, and welcome to this episode of the McKinsey Podcast , with me, Simon London. What’s the number-one skill you need to succeed professionally? Salesmanship, perhaps? Or a facility with statistics? Or maybe the ability to communicate crisply and clearly? Many would argue that at the very top of the list comes problem solving: that is, the ability to think through and come up with an optimal course of action to address any complex challenge—in business, in public policy, or indeed in life.

Looked at this way, it’s no surprise that McKinsey takes problem solving very seriously, testing for it during the recruiting process and then honing it, in McKinsey consultants, through immersion in a structured seven-step method. To discuss the art of problem solving, I sat down in California with McKinsey senior partner Hugo Sarrazin and also with Charles Conn. Charles is a former McKinsey partner, entrepreneur, executive, and coauthor of the book Bulletproof Problem Solving: The One Skill That Changes Everything [John Wiley & Sons, 2018].

Charles and Hugo, welcome to the podcast. Thank you for being here.

Hugo Sarrazin: Our pleasure.

Charles Conn: It’s terrific to be here.

Simon London: Problem solving is a really interesting piece of terminology. It could mean so many different things. I have a son who’s a teenage climber. They talk about solving problems. Climbing is problem solving. Charles, when you talk about problem solving, what are you talking about?

Charles Conn: For me, problem solving is the answer to the question “What should I do?” It’s interesting when there’s uncertainty and complexity, and when it’s meaningful because there are consequences. Your son’s climbing is a perfect example. There are consequences, and it’s complicated, and there’s uncertainty—can he make that grab? I think we can apply that same frame almost at any level. You can think about questions like “What town would I like to live in?” or “Should I put solar panels on my roof?”

You might think that’s a funny thing to apply problem solving to, but in my mind it’s not fundamentally different from business problem solving, which answers the question “What should my strategy be?” Or problem solving at the policy level: “How do we combat climate change?” “Should I support the local school bond?” I think these are all part and parcel of the same type of question, “What should I do?”

I’m a big fan of structured problem solving. By following steps, we can more clearly understand what problem it is we’re solving, what are the components of the problem that we’re solving, which components are the most important ones for us to pay attention to, which analytic techniques we should apply to those, and how we can synthesize what we’ve learned back into a compelling story. That’s all it is, at its heart.

I think sometimes when people think about seven steps, they assume that there’s a rigidity to this. That’s not it at all. It’s actually to give you the scope for creativity, which often doesn’t exist when your problem solving is muddled.

Simon London: You were just talking about the seven-step process. That’s what’s written down in the book, but it’s a very McKinsey process as well. Without getting too deep into the weeds, let’s go through the steps, one by one. You were just talking about problem definition as being a particularly important thing to get right first. That’s the first step. Hugo, tell us about that.

Hugo Sarrazin: It is surprising how often people jump past this step and make a bunch of assumptions. The most powerful thing is to step back and ask the basic questions—“What are we trying to solve? What are the constraints that exist? What are the dependencies?” Let’s make those explicit and really push the thinking and defining. At McKinsey, we spend an enormous amount of time in writing that little statement, and the statement, if you’re a logic purist, is great. You debate. “Is it an ‘or’? Is it an ‘and’? What’s the action verb?” Because all these specific words help you get to the heart of what matters.

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Simon London: So this is a concise problem statement.

Hugo Sarrazin: Yeah. It’s not like “Can we grow in Japan?” That’s interesting, but it is “What, specifically, are we trying to uncover in the growth of a product in Japan? Or a segment in Japan? Or a channel in Japan?” When you spend an enormous amount of time, in the first meeting of the different stakeholders, debating this and having different people put forward what they think the problem definition is, you realize that people have completely different views of why they’re here. That, to me, is the most important step.

Charles Conn: I would agree with that. For me, the problem context is critical. When we understand “What are the forces acting upon your decision maker? How quickly is the answer needed? With what precision is the answer needed? Are there areas that are off limits or areas where we would particularly like to find our solution? Is the decision maker open to exploring other areas?” then you not only become more efficient, and move toward what we call the critical path in problem solving, but you also make it so much more likely that you’re not going to waste your time or your decision maker’s time.

How often do especially bright young people run off with half of the idea about what the problem is and start collecting data and start building models—only to discover that they’ve really gone off half-cocked.

Hugo Sarrazin: Yeah.

Charles Conn: And in the wrong direction.

Simon London: OK. So step one—and there is a real art and a structure to it—is define the problem. Step two, Charles?

Charles Conn: My favorite step is step two, which is to use logic trees to disaggregate the problem. Every problem we’re solving has some complexity and some uncertainty in it. The only way that we can really get our team working on the problem is to take the problem apart into logical pieces.

What we find, of course, is that the way to disaggregate the problem often gives you an insight into the answer to the problem quite quickly. I love to do two or three different cuts at it, each one giving a bit of a different insight into what might be going wrong. By doing sensible disaggregations, using logic trees, we can figure out which parts of the problem we should be looking at, and we can assign those different parts to team members.

Simon London: What’s a good example of a logic tree on a sort of ratable problem?

Charles Conn: Maybe the easiest one is the classic profit tree. Almost in every business that I would take a look at, I would start with a profit or return-on-assets tree. In its simplest form, you have the components of revenue, which are price and quantity, and the components of cost, which are cost and quantity. Each of those can be broken out. Cost can be broken into variable cost and fixed cost. The components of price can be broken into what your pricing scheme is. That simple tree often provides insight into what’s going on in a business or what the difference is between that business and the competitors.

If we add the leg, which is “What’s the asset base or investment element?”—so profit divided by assets—then we can ask the question “Is the business using its investments sensibly?” whether that’s in stores or in manufacturing or in transportation assets. I hope we can see just how simple this is, even though we’re describing it in words.

When I went to work with Gordon Moore at the Moore Foundation, the problem that he asked us to look at was “How can we save Pacific salmon?” Now, that sounds like an impossible question, but it was amenable to precisely the same type of disaggregation and allowed us to organize what became a 15-year effort to improve the likelihood of good outcomes for Pacific salmon.

Simon London: Now, is there a danger that your logic tree can be impossibly large? This, I think, brings us onto the third step in the process, which is that you have to prioritize.

Charles Conn: Absolutely. The third step, which we also emphasize, along with good problem definition, is rigorous prioritization—we ask the questions “How important is this lever or this branch of the tree in the overall outcome that we seek to achieve? How much can I move that lever?” Obviously, we try and focus our efforts on ones that have a big impact on the problem and the ones that we have the ability to change. With salmon, ocean conditions turned out to be a big lever, but not one that we could adjust. We focused our attention on fish habitats and fish-harvesting practices, which were big levers that we could affect.

People spend a lot of time arguing about branches that are either not important or that none of us can change. We see it in the public square. When we deal with questions at the policy level—“Should you support the death penalty?” “How do we affect climate change?” “How can we uncover the causes and address homelessness?”—it’s even more important that we’re focusing on levers that are big and movable.

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Simon London: Let’s move swiftly on to step four. You’ve defined your problem, you disaggregate it, you prioritize where you want to analyze—what you want to really look at hard. Then you got to the work plan. Now, what does that mean in practice?

Hugo Sarrazin: Depending on what you’ve prioritized, there are many things you could do. It could be breaking the work among the team members so that people have a clear piece of the work to do. It could be defining the specific analyses that need to get done and executed, and being clear on time lines. There’s always a level-one answer, there’s a level-two answer, there’s a level-three answer. Without being too flippant, I can solve any problem during a good dinner with wine. It won’t have a whole lot of backing.

Simon London: Not going to have a lot of depth to it.

Hugo Sarrazin: No, but it may be useful as a starting point. If the stakes are not that high, that could be OK. If it’s really high stakes, you may need level three and have the whole model validated in three different ways. You need to find a work plan that reflects the level of precision, the time frame you have, and the stakeholders you need to bring along in the exercise.

Charles Conn: I love the way you’ve described that, because, again, some people think of problem solving as a linear thing, but of course what’s critical is that it’s iterative. As you say, you can solve the problem in one day or even one hour.

Charles Conn: We encourage our teams everywhere to do that. We call it the one-day answer or the one-hour answer. In work planning, we’re always iterating. Every time you see a 50-page work plan that stretches out to three months, you know it’s wrong. It will be outmoded very quickly by that learning process that you described. Iterative problem solving is a critical part of this. Sometimes, people think work planning sounds dull, but it isn’t. It’s how we know what’s expected of us and when we need to deliver it and how we’re progressing toward the answer. It’s also the place where we can deal with biases. Bias is a feature of every human decision-making process. If we design our team interactions intelligently, we can avoid the worst sort of biases.

Simon London: Here we’re talking about cognitive biases primarily, right? It’s not that I’m biased against you because of your accent or something. These are the cognitive biases that behavioral sciences have shown we all carry around, things like anchoring, overoptimism—these kinds of things.

Both: Yeah.

Charles Conn: Availability bias is the one that I’m always alert to. You think you’ve seen the problem before, and therefore what’s available is your previous conception of it—and we have to be most careful about that. In any human setting, we also have to be careful about biases that are based on hierarchies, sometimes called sunflower bias. I’m sure, Hugo, with your teams, you make sure that the youngest team members speak first. Not the oldest team members, because it’s easy for people to look at who’s senior and alter their own creative approaches.

Hugo Sarrazin: It’s helpful, at that moment—if someone is asserting a point of view—to ask the question “This was true in what context?” You’re trying to apply something that worked in one context to a different one. That can be deadly if the context has changed, and that’s why organizations struggle to change. You promote all these people because they did something that worked well in the past, and then there’s a disruption in the industry, and they keep doing what got them promoted even though the context has changed.

Simon London: Right. Right.

Hugo Sarrazin: So it’s the same thing in problem solving.

Charles Conn: And it’s why diversity in our teams is so important. It’s one of the best things about the world that we’re in now. We’re likely to have people from different socioeconomic, ethnic, and national backgrounds, each of whom sees problems from a slightly different perspective. It is therefore much more likely that the team will uncover a truly creative and clever approach to problem solving.

Simon London: Let’s move on to step five. You’ve done your work plan. Now you’ve actually got to do the analysis. The thing that strikes me here is that the range of tools that we have at our disposal now, of course, is just huge, particularly with advances in computation, advanced analytics. There’s so many things that you can apply here. Just talk about the analysis stage. How do you pick the right tools?

Charles Conn: For me, the most important thing is that we start with simple heuristics and explanatory statistics before we go off and use the big-gun tools. We need to understand the shape and scope of our problem before we start applying these massive and complex analytical approaches.

Simon London: Would you agree with that?

Hugo Sarrazin: I agree. I think there are so many wonderful heuristics. You need to start there before you go deep into the modeling exercise. There’s an interesting dynamic that’s happening, though. In some cases, for some types of problems, it is even better to set yourself up to maximize your learning. Your problem-solving methodology is test and learn, test and learn, test and learn, and iterate. That is a heuristic in itself, the A/B testing that is used in many parts of the world. So that’s a problem-solving methodology. It’s nothing different. It just uses technology and feedback loops in a fast way. The other one is exploratory data analysis. When you’re dealing with a large-scale problem, and there’s so much data, I can get to the heuristics that Charles was talking about through very clever visualization of data.

You test with your data. You need to set up an environment to do so, but don’t get caught up in neural-network modeling immediately. You’re testing, you’re checking—“Is the data right? Is it sound? Does it make sense?”—before you launch too far.

Simon London: You do hear these ideas—that if you have a big enough data set and enough algorithms, they’re going to find things that you just wouldn’t have spotted, find solutions that maybe you wouldn’t have thought of. Does machine learning sort of revolutionize the problem-solving process? Or are these actually just other tools in the toolbox for structured problem solving?

Charles Conn: It can be revolutionary. There are some areas in which the pattern recognition of large data sets and good algorithms can help us see things that we otherwise couldn’t see. But I do think it’s terribly important we don’t think that this particular technique is a substitute for superb problem solving, starting with good problem definition. Many people use machine learning without understanding algorithms that themselves can have biases built into them. Just as 20 years ago, when we were doing statistical analysis, we knew that we needed good model definition, we still need a good understanding of our algorithms and really good problem definition before we launch off into big data sets and unknown algorithms.

Simon London: Step six. You’ve done your analysis.

Charles Conn: I take six and seven together, and this is the place where young problem solvers often make a mistake. They’ve got their analysis, and they assume that’s the answer, and of course it isn’t the answer. The ability to synthesize the pieces that came out of the analysis and begin to weave those into a story that helps people answer the question “What should I do?” This is back to where we started. If we can’t synthesize, and we can’t tell a story, then our decision maker can’t find the answer to “What should I do?”

Simon London: But, again, these final steps are about motivating people to action, right?

Charles Conn: Yeah.

Simon London: I am slightly torn about the nomenclature of problem solving because it’s on paper, right? Until you motivate people to action, you actually haven’t solved anything.

Charles Conn: I love this question because I think decision-making theory, without a bias to action, is a waste of time. Everything in how I approach this is to help people take action that makes the world better.

Simon London: Hence, these are absolutely critical steps. If you don’t do this well, you’ve just got a bunch of analysis.

Charles Conn: We end up in exactly the same place where we started, which is people speaking across each other, past each other in the public square, rather than actually working together, shoulder to shoulder, to crack these important problems.

Simon London: In the real world, we have a lot of uncertainty—arguably, increasing uncertainty. How do good problem solvers deal with that?

Hugo Sarrazin: At every step of the process. In the problem definition, when you’re defining the context, you need to understand those sources of uncertainty and whether they’re important or not important. It becomes important in the definition of the tree.

You need to think carefully about the branches of the tree that are more certain and less certain as you define them. They don’t have equal weight just because they’ve got equal space on the page. Then, when you’re prioritizing, your prioritization approach may put more emphasis on things that have low probability but huge impact—or, vice versa, may put a lot of priority on things that are very likely and, hopefully, have a reasonable impact. You can introduce that along the way. When you come back to the synthesis, you just need to be nuanced about what you’re understanding, the likelihood.

Often, people lack humility in the way they make their recommendations: “This is the answer.” They’re very precise, and I think we would all be well-served to say, “This is a likely answer under the following sets of conditions” and then make the level of uncertainty clearer, if that is appropriate. It doesn’t mean you’re always in the gray zone; it doesn’t mean you don’t have a point of view. It just means that you can be explicit about the certainty of your answer when you make that recommendation.

Simon London: So it sounds like there is an underlying principle: “Acknowledge and embrace the uncertainty. Don’t pretend that it isn’t there. Be very clear about what the uncertainties are up front, and then build that into every step of the process.”

Hugo Sarrazin: Every step of the process.

Simon London: Yeah. We have just walked through a particular structured methodology for problem solving. But, of course, this is not the only structured methodology for problem solving. One that is also very well-known is design thinking, which comes at things very differently. So, Hugo, I know you have worked with a lot of designers. Just give us a very quick summary. Design thinking—what is it, and how does it relate?

Hugo Sarrazin: It starts with an incredible amount of empathy for the user and uses that to define the problem. It does pause and go out in the wild and spend an enormous amount of time seeing how people interact with objects, seeing the experience they’re getting, seeing the pain points or joy—and uses that to infer and define the problem.

Simon London: Problem definition, but out in the world.

Hugo Sarrazin: With an enormous amount of empathy. There’s a huge emphasis on empathy. Traditional, more classic problem solving is you define the problem based on an understanding of the situation. This one almost presupposes that we don’t know the problem until we go see it. The second thing is you need to come up with multiple scenarios or answers or ideas or concepts, and there’s a lot of divergent thinking initially. That’s slightly different, versus the prioritization, but not for long. Eventually, you need to kind of say, “OK, I’m going to converge again.” Then you go and you bring things back to the customer and get feedback and iterate. Then you rinse and repeat, rinse and repeat. There’s a lot of tactile building, along the way, of prototypes and things like that. It’s very iterative.

Simon London: So, Charles, are these complements or are these alternatives?

Charles Conn: I think they’re entirely complementary, and I think Hugo’s description is perfect. When we do problem definition well in classic problem solving, we are demonstrating the kind of empathy, at the very beginning of our problem, that design thinking asks us to approach. When we ideate—and that’s very similar to the disaggregation, prioritization, and work-planning steps—we do precisely the same thing, and often we use contrasting teams, so that we do have divergent thinking. The best teams allow divergent thinking to bump them off whatever their initial biases in problem solving are. For me, design thinking gives us a constant reminder of creativity, empathy, and the tactile nature of problem solving, but it’s absolutely complementary, not alternative.

Simon London: I think, in a world of cross-functional teams, an interesting question is do people with design-thinking backgrounds really work well together with classical problem solvers? How do you make that chemistry happen?

Hugo Sarrazin: Yeah, it is not easy when people have spent an enormous amount of time seeped in design thinking or user-centric design, whichever word you want to use. If the person who’s applying classic problem-solving methodology is very rigid and mechanical in the way they’re doing it, there could be an enormous amount of tension. If there’s not clarity in the role and not clarity in the process, I think having the two together can be, sometimes, problematic.

The second thing that happens often is that the artifacts the two methodologies try to gravitate toward can be different. Classic problem solving often gravitates toward a model; design thinking migrates toward a prototype. Rather than writing a big deck with all my supporting evidence, they’ll bring an example, a thing, and that feels different. Then you spend your time differently to achieve those two end products, so that’s another source of friction.

Now, I still think it can be an incredibly powerful thing to have the two—if there are the right people with the right mind-set, if there is a team that is explicit about the roles, if we’re clear about the kind of outcomes we are attempting to bring forward. There’s an enormous amount of collaborativeness and respect.

Simon London: But they have to respect each other’s methodology and be prepared to flex, maybe, a little bit, in how this process is going to work.

Hugo Sarrazin: Absolutely.

Simon London: The other area where, it strikes me, there could be a little bit of a different sort of friction is this whole concept of the day-one answer, which is what we were just talking about in classical problem solving. Now, you know that this is probably not going to be your final answer, but that’s how you begin to structure the problem. Whereas I would imagine your design thinkers—no, they’re going off to do their ethnographic research and get out into the field, potentially for a long time, before they come back with at least an initial hypothesis.

Want better strategies? Become a bulletproof problem solver

Hugo Sarrazin: That is a great callout, and that’s another difference. Designers typically will like to soak into the situation and avoid converging too quickly. There’s optionality and exploring different options. There’s a strong belief that keeps the solution space wide enough that you can come up with more radical ideas. If there’s a large design team or many designers on the team, and you come on Friday and say, “What’s our week-one answer?” they’re going to struggle. They’re not going to be comfortable, naturally, to give that answer. It doesn’t mean they don’t have an answer; it’s just not where they are in their thinking process.

Simon London: I think we are, sadly, out of time for today. But Charles and Hugo, thank you so much.

Charles Conn: It was a pleasure to be here, Simon.

Hugo Sarrazin: It was a pleasure. Thank you.

Simon London: And thanks, as always, to you, our listeners, for tuning into this episode of the McKinsey Podcast . If you want to learn more about problem solving, you can find the book, Bulletproof Problem Solving: The One Skill That Changes Everything , online or order it through your local bookstore. To learn more about McKinsey, you can of course find us at McKinsey.com.

Charles Conn is CEO of Oxford Sciences Innovation and an alumnus of McKinsey’s Sydney office. Hugo Sarrazin is a senior partner in the Silicon Valley office, where Simon London, a member of McKinsey Publishing, is also based.

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Psychology Spot

All About Psychology

The 5 phases of problem solving

Problem solving is a complex psychological process through which we try to find the best way to overcome an obstacle or face a challenge. Unfortunately, this process is not always linear, but can follow tortuous paths, plunging us into a situation of psychological anguish when we believe that there is no possible solution.

On the other hand, knowing the phases of problem solving will save us a lot of headaches. Providing a coherent structure to the situation that concerns us, and having a common thread that guides us along the way, will help us to put some order in the mental chaos that problems usually generate.

To Solve a Problem, Experience Does not Always Work in Our Favor

Experience can be a plus or, on the contrary, become an impediment to solving problems. Psychologists from the universities of Hong Kong and Princeton examined how we implement problem-solving strategies by asking a group of people to solve a series of problems with matches.

Participants were presented with a series of linked squares. Each square in the matrix was made up of separate pieces, and people had to remove a certain number of matches while keeping a specified number of squares intact. The interesting thing about these types of problems is that they generally have more than one solution, different strategies can be used and these must change according to the configuration of the matrix, just as it usually happens with life problems.

These researchers found that participants went through two major stages in problem solving. At first they let themselves be carried away by the perceptual characteristics of the problem and began to explore different strategies, some successful and others not.

In a second moment they used the accumulated experience to narrow their options of strategies, focusing on those that were more successful. The problem is that the more the participants trusted their strategic knowledge, the more difficulties they had in solving problems that demanded the application of novel strategies. In practice, they suffered from a kind of functional fixation.

These series of experiments show us that to solve a problem we must keep an open mind because along the way circumstances are likely to change and we need the mental flexibility necessary to change our problem-solving strategies.

The Stages of Problem Solving We Can All Apply

1. Identify the problem

It may seem like a truism, but the truth is that identifying the real problem is not as easy as it seems, especially when it comes to a situation that affects us emotionally. In fact, when the problem is too scary or we sense that we do not have the psychological tools to solve it, we usually put into practice defense mechanisms such as displacement that allow us to erase the problematic situation from our conscious mind.

Instead, being able to identify the problem is the first step in finding a solution. Many times that means stopping looking outside for the culprits and searching within, wondering why a situation is particularly bothering or hindering us.

2. Understand the problem

Many times the problem brings with it the seed of the solution. So one of the steps in solving a problem is making sure we understand it. It is not enough to identify the problem, we need to define it. For this we need to analyze it from different perspectives.

For example, if we are trying to carry out a professional project that does not finish taking off, we have to clarify the reasons. Do we need more training? Are we in an overly competitive sector? Do we have enough resources? We need to understand the source of the problem.

Organizing the information available is another crucial step in the problem-solving process. We have to ask ourselves both, what we know about the problem and everything we do not know. Ultimately, the accuracy of the solution will largely depend on the amount of information available.

3. Assume a psychological distance

Most of the major problems in life have the potential to generate an emotional tsunami. However, many times that affective involvement obfuscates and prevents us from thinking clearly. That is why on many occasions one of the most important but least known phases for solving problems consists of moving away from what concerns us. To assume a psychological distance , we can take a few days away from the problematic environment or try to stop thinking about what worries us for a while.

During that time the unconscious mind will continue to work and is likely to generate creative and perfectly valid insights that lead to the solution of the problem. That distance to allow us to overcome the functional fixations that prevent us from thinking outside the box, giving way to a mental restructuring that will allow us to see the problem from another perspective.

4. Find solutions and develop strategies

Each problem is different, so it will require a specific solution. A solution cannot always be reached by insight, so it will be necessary to think of possible alternatives to solve the problem. Synectics , for example, is a problem-solving method that uses creativity to find original solutions.

The next step is to develop a strategy, since solutions that do not materialize in concrete steps are very difficult to implement. Therefore, we must ask ourselves how we are going to implement our solution. In this phase of problem solving it is important to be honest with ourselves and “land” that strategy taking into account our resources and real availability. It is useless to develop a great strategy if we cannot apply it later.

5. Evaluation of progress

Very few problems are solved overnight. These are generally complex situations that we must patiently “unwind” over time. Therefore, another of the phases to solve a problem consists of monitoring the results that we are achieving. This way we make sure that we are on the right track and we are not wasting energy and time uselessly.

In this last stage of problem solving it is important to be able to adapt our expectations. It is difficult for a professional project to take off in the blink of an eye, so we must focus on the small steps that indicate that the solution is paying off. To do this, it is important to sit down and reflect on the impact of the solution from time to time.

We must also bear in mind that circumstances often change, so we may need to make adjustments to our initial solution. This requires great mental flexibility to change course when we realize that the strategy is not as effective as we would like.

Fedor, A. et. Al. (2015) Problem solving stages in the five square problem.  Front. Psychol ; 6: 1050.

Louis Lee, N. Y. & Johnson-Laird, P. N. (2013) Strategic changes in problem solving.  Journal of Cognitive Psychology ; 25: 165–173. 

Gillen, G. (2009) Managing Executive Function Impairments to Optimize Function.  Cognitive and Perceptual Rehabilitation ; 245-283.

Jennifer Delgado

I am a psychologist and I spent several years writing articles for scientific journals specialized in Health and Psychology. I want to help you create great experiences. Learn more about me .

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The 5 steps of the solving problem process

August 17, 2023 by MindManager Blog

Whether you run a business, manage a team, or work in an industry where change is the norm, it may feel like something is always going wrong. Thankfully, becoming proficient in the problem solving process can alleviate a great deal of the stress that business issues can create.

Understanding the right way to solve problems not only takes the guesswork out of how to deal with difficult, unexpected, or complex situations, it can lead to more effective long-term solutions.

In this article, we’ll walk you through the 5 steps of problem solving, and help you explore a few examples of problem solving scenarios where you can see the problem solving process in action before putting it to work.

Understanding the problem solving process

When something isn’t working, it’s important to understand what’s at the root of the problem so you can fix it and prevent it from happening again. That’s why resolving difficult or complex issues works best when you apply proven business problem solving tools and techniques – from soft skills, to software.

The problem solving process typically includes:

• Pinpointing what’s broken by gathering data and consulting with team members.
• Figuring out why it’s not working by mapping out and troubleshooting the problem.
• Deciding on the most effective way to fix it by brainstorming and then implementing a solution.

While skills like active listening, collaboration, and leadership play an important role in problem solving, tools like visual mapping software make it easier to define and share problem solving objectives, play out various solutions, and even put the best fit to work.

Before you can take your first step toward solving a problem, you need to have a clear idea of what the issue is and the outcome you want to achieve by resolving it.

For example, if your company currently manufactures 50 widgets a day, but you’ve started processing orders for 75 widgets a day, you could simply say you have a production deficit.

However, the problem solving process will prove far more valuable if you define the start and end point by clarifying that production is running short by 25 widgets a day, and you need to increase daily production by 50%.

Once you know where you’re at and where you need to end up, these five steps will take you from Point A to Point B:

• Figure out what’s causing the problem . You may need to gather knowledge and evaluate input from different documents, departments, and personnel to isolate the factors that are contributing to your problem. Knowledge visualization software like MindManager can help.
• Come up with a few viable solutions . Since hitting on exactly the right solution – right away – can be tough, brainstorming with your team and mapping out various scenarios is the best way to move forward. If your first strategy doesn’t pan out, you’ll have others on tap you can turn to.
• Choose the best option . Decision-making skills, and software that lets you lay out process relationships, priorities, and criteria, are invaluable for selecting the most promising solution. Whether it’s you or someone higher up making that choice, it should include weighing costs, time commitments, and any implementation hurdles.
• Put your chosen solution to work . Before implementing your fix of choice, you should make key personnel aware of changes that might affect their daily workflow, and set up benchmarks that will make it easy to see if your solution is working.
• Evaluate your outcome . Now comes the moment of truth: did the solution you implemented solve your problem? Do your benchmarks show you achieved the outcome you wanted? If so, congratulations! If not, you’ll need to tweak your solution to meet your problem solving goal.

In practice, you might not hit a home-run with every solution you execute. But the beauty of a repeatable process like problem solving is that you can carry out steps 4 and 5 again by drawing from the brainstorm options you documented during step 2.

Examples of problem solving scenarios

The best way to get a sense of how the problem solving process works before you try it for yourself is to work through some simple scenarios.

Here are three examples of how you can apply business problem solving techniques to common workplace challenges.

Scenario #1: Manufacturing

Building on our original manufacturing example, you determine that your company is consistently short producing 25 widgets a day and needs to increase daily production by 50%.

Since you’d like to gather data and input from both your manufacturing and sales order departments, you schedule a brainstorming session to discover the root cause of the shortage.

After examining four key production areas – machines, materials, methods, and management – you determine the cause of the problem: the material used to manufacture your widgets can only be fed into your equipment once the machinery warms up to a specific temperature for the day.

Your team comes up with three possible solutions.

• Leave your machinery running 24 hours so it’s always at temperature.
• Invest in equipment that heats up faster.
• Find an alternate material for your widgets.

After weighing the expense of the first two solutions, and conducting some online research, you decide that switching to a comparable but less expensive material that can be worked at a lower temperature is your best option.

You implement your plan, monitor your widget quality and output over the following week, and declare your solution a success when daily production increases by 100%.

Scenario #2: Service Delivery

Business training is booming and you’ve had to onboard new staff over the past month. Now you learn that several clients have expressed concern about the quality of your recent training sessions.

After speaking with both clients and staff, you discover there are actually two distinct factors contributing to your quality problem:

• The additional conference room you’ve leased to accommodate your expanding training sessions has terrible acoustics
• The AV equipment you’ve purchased to accommodate your expanding workforce is on back-order – and your new hires have been making do without

You could look for a new conference room or re-schedule upcoming training sessions until after your new equipment arrives. But your team collaboratively determines that the best way to mitigate both issues at once is by temporarily renting the high-quality sound and visual system they need.

Using benchmarks that include several weeks of feedback from session attendees, and random session spot-checks you conduct personally, you conclude the solution has worked.

Scenario #3: Marketing

You’ve invested heavily in product marketing, but still can’t meet your sales goals. Specifically, you missed your revenue target by 30% last year and would like to meet that same target this year.

After collecting and examining reams of information from your sales and accounting departments, you sit down with your marketing team to figure out what’s hindering your success in the marketplace.

Determining that your product isn’t competitively priced, you map out two viable solutions.

• Hire a third-party specialist to conduct a detailed market analysis.
• Drop the price of your product to undercut competitors.

Since you’re in a hurry for results, you decide to immediately reduce the price of your product and market it accordingly.

When revenue figures for the following quarter show sales have declined even further – and marketing surveys show potential customers are doubting the quality of your product – you revert back to your original pricing, revisit your problem solving process, and implement the market analysis solution instead.

With the valuable information you gain, you finally arrive at just the right product price for your target market and sales begin to pick up. Although you miss your revenue target again this year, you meet it by the second quarter of the following year.

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The Ultimate Problem-Solving Process Guide: 31 Steps and Resources

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16 Min Read

Got Challenges with Your Problem-Solving Process? Are You Frustrated?

prob·lem-solv·ing noun

-the process of finding solutions to difficult or complex issues.

It sounds so simple, doesn’t it?

But in reality problem-solving is hard. It’s almost always more complex than it seems. That’s why problem-solving can be so frustrating sometimes. You can feel like you’re spinning your wheels, arguing in circles, or just failing to find answers that actually work.

And when you’ve got a group working on a problem, it can get even muddier …differences of opinions, viewpoints colored by different backgrounds, history, life experiences, you name it. We’re all looking at life and work from different angles, and that often means disagreement. Sometimes sharp disagreement.

That human element, figuring out how to take ourselves out of the equation and make solid, fact-based decisions , is precisely why there’s been so much written on problem-solving. Which creates its own set of problems.

Whose method is best? How can you possibly sift through them all? Are we to have one person complete the entire problem-solving process by themselves or rely on a larger team to find answers to our most vexing challenges in the workplace ?

Today, we’re going to make sense of it all. We’ll take a close look at nine top problem-solving methods. Then we’ll grab the best elements of all of them to give you a process that will have your team solving problems faster, with better results , and maybe with less sharp disagreement.

Ready to dive in?

9 Profitable Problem-Solving Techniques and Methods

While there are loads of methods to choose from, we are going to focus on nine of the more common ones. You can use some of these problem-solving techniques reactively to solve a known issue or proactively to find more efficient or effective ways of performing tasks. If you want to explore other methods, check out this resource here .

A helpful bit of advice here is to reassure people that you aren’t here to identify the person that caused the problem . You’re working to surface the issue, solve it and make sure it doesn’t happen again, regardless of the person working on the process. It can’t be understated how important it is to continually reassure people of this so that you get unfiltered access to information.

Without this, people will often hide things to protect themselves . After all, nobody wants to look bad, do they?

With that said, let’s get started…

Alex Osborn coined the term “Creative Problem Solving” in the 1940s with this simple four-step process:

• Clarify : Explore the vision, gather data, and formulate questions.
• Ideate : This stage should use brainstorming to generate divergent thinking and ideas rather than the random ideas normally associated with brainstorming.
• Develop : Formulate solutions as part of an overall plan.
• Implement : Put the plan into practice and communicate it to all parties.

Source: http://www.davidcooperrider.com/ai-process/

This method seeks, first and foremost, to identify the strengths in people and organizations and play to that “positive core” rather than focus our energies on improving weaknesses . It starts with an “affirmative topic,” followed by the “positive core (strengths).” Then this method delves into the following stages:

• Discovery (fact-finding)
• Dream (visioning the future)
• Design (strategic purpose)
• Destiny (continuous improvement)

This method simply suggests that we ask “Why” at least five times during our review of the problem and in search of a fix. This helps us dig deeper to find the the true reason for the problem, or the root cause. Now, this doesn’t mean we just keeping asking the same question five times. Once we get an answer to our first “why”, we ask why to that answer until we get to five “whys”.

Using the “five whys” is part of the “Analyze” phase of Six Sigma but can be used with or without the full Six Sigma process.

Review this simple Wikipedia example of the 5 Whys in action:

The vehicle will not start. (the problem)

• Why? – The battery is dead. (First why)
• Why? – The alternator is not functioning. (Second why)
• Why? – The alternator belt has broken. (Third why)
• Why? – The alternator belt was well beyond its useful service life and not replaced. (Fourth why)
• Why? – The vehicle was not maintained according to the recommended service schedule. (Fifth why, a root cause)

While many people have at least heard of Lean or Six Sigma, do we know what it is? Like many problem-solving processes, it has five main steps to follow.

• Define : Clearly laying out the problem and soliciting feedback from those who are customers of the process is necessary to starting off on the right foot.
• Measure : Quantifying the current state of the problem is a key to measuring how well the fix performed once it was implemented.
• Analyze : Finding out the root cause of the problem (see number 5 “Root Cause Analysis” below) is one of the hardest and least explored steps of Six Sigma.
• Improve : Crafting, executing, and testing the solution for measureable improvement is key. What doesn’t get implemented and measured really won’t make a difference.
• Control : Sustaining the fix through a monitoring plan will ensure things continue to stay on track rather than being a short-lived solution.

Compared to other methods, you’ll more often find this technique in a reactive problem-solving mode, but it is helpful nonetheless. Put simply, it requires a persistent approach to finding the highest-level cause , since most reasons you’ll uncover for a problem don’t tell the whole story.

Most of the time, there are many factors that contributed to an issue. The main reason is often shrouded in either intentional or unintentional secrecy. T aking the time to drill down to the root of the issue is key to truly solving the problem.

Named for W. Edwards Deming and Walter A. Shewhart, this model follows a four-step process:

• Plan : Establish goals and objectives at the outset to gain agreement . It’s best to start on a small scale in order to test results and get a quick win.
• Do : This step is all about the implementation and execution of the solution .
• Check : Study and compare actual to expected results. Chart this data to identify trends.
• Act/Adjust : If the check phase showed different results, then adjust accordingly . If worse than expected, then try another fix. If the same or better than expected, then use that as the new baseline for future improvements.

While this is named “8D” for eight disciplines, there are actually nine , because the first is listed as step zero. Each of the disciplines represents a phase of this process. Its aim is to implement a quick fix in the short term while working on a more permanent solution with no recurring issues.

• Prepare and Plan : Collecting initial information from the team and preparing your approach to the process is a necessary first step.
• Form a Team : Select a cross-functional team of people, one leader to run meetings and the process, and one champion/sponsor who will be the final decision-maker.
• Describe the Problem : Using inductive and deductive reasoning approaches , lay out the precise issue to be corrected.
• Interim Containment Action : Determine if an interim solution needs to be implemented or if it can wait until the final fix is firmed up. If necessary, the interim action is usually removed once the permanent solution is ready for implementation.
• Root Cause Analysis and Escape Point : Finding the root of the issue and where in the process it could’ve been found but was not will help identify where and why the issue happened.
• Permanent Corrective Action : Incorporating key criteria into the solution, including requirements and wants, will help ensure buy-in from the team and your champion.
• Implement and Validate the Permanent Corrective Action : Measuring results from the fix implemented validates it or sends the team back to the drawing board to identity a more robust solution.
• Prevent Recurrence : Updating work procedure documents and regular communication about the changes are important to keep old habits in check.
• Closure and Team Celebration : Taking time to praise the team for their efforts in resolving the problem acknowledges the part each person played and offers a way to move forward.

The US Army has been solving problems for more than a couple of centuries , so why not take a look at the problem-solving process they’ve refined over many years? They recommend this five step process:

• Identify the Problem : Take time to understand the situation and define a scope and limitations before moving forward.
• Gather Information : Uncover facts, assumptions, and opinions about the problem, and challenge them to get to the truth.
• Five screening items should be questioned. Is it feasible, acceptable, distinguishable, and complete?
• Evaluation criteria should have these 5 elements: short title, definition, unit of measure, benchmark, and formula.
• Generate, Analyze, and Compare Possible Solutions : Most fixes are analyzed, but do you compare yours to one another as a final vetting method?
• Choose a Solution and Implement : Put the fix into practice and follow up to ensure it is being followed consistently and having the desired effect.

Tim Hurson introduced this model in 2007 with his book, Think Better. It consists of the following six actions.

• Ask “What is going on?” : Define the impact of the problem and the aim of its solution.
• Ask “What is success?” : Spell out the expected outcome, what should not be in fix, values to be considered, and how things will be evaluated.
• Ask “What is the question?” : Tailor questions to the problem type. Valuable resources can be wasted asking questions that aren’t truly relevant to the issue.
• Generate answers : Prioritize answers that are the most relevant to solutions, without excluding any suggestion to present to the decision-makers.
• Forge the solution : Refine the raw list of prioritized fixes, looking for ways to combine them for a more powerful solution or eliminate fixes that don’t fit the evaluation criteria.
• Align resources: Identify resources, team, and stakeholders needed to implement and maintain the solution.

Steal This Thorough 8-Step Problem-Solving Process

Now that we’ve reviewed a number of problem-solving methods, we’ve compiled the various steps into a straightforward, yet in-depth, s tep-by-step process to use the best of all methods.

Dig Deep: Identify, Define, and Clarify the Issue

“Elementary, my dear Watson,” you might say.

This is true, but we often forget the fundamentals before trying to solve a problem. So take some time to gain understanding of critical stakeholder’s viewpoints to clarify the problem and cement consensus behind what the issue really is.

Sometimes it feels like you’re on the same page, but minor misunderstandings mean you’re not really in full agreement.. It’s better to take the time to drill down on an issue before you get too far into solving a problem that may not be the exact problem . Which leads us to…

Dig Deeper: Root Cause Analysis

This part of the process involves identifying these three items :

• What happened?
• Why did it happen?
• What process do we need to employ to significantly reduce the chances of it happening again ?

You’ll usually need to sort through a series of situations to find the primary cause. So be careful not to stop at the first cause you uncover . Dig further into the situation to expose the root of the issue. We don’t want to install a solution that only fixes a surface-level issue and not the root. T here are typically three types of causes :

• Physical: Perhaps a part failed due to poor design or manufacturing.
• Human error: A person either did something wrong or didn’t do what needed to be done.
• Organizational: This one is mostly about a system, process, or policy that contributed to the error .

When searching for the root cause, it is important to ensure people that you aren’t there to assign blame to a person but rather identify the problem so a fix can prevent future issues.

Produce a Variety of Solution Options

So far, you’ve approached the problem as a data scientist, searching for clues to the real issue. Now, it’s important to keep your eyes and ears open, in case you run across a fix suggested by one of those involved in the process failure. Because they are closest to the problem, they will often have an idea of how to fix things. In other cases, they may be too close, and unable to see how the process could change.

The bottom line is to solicit solution ideas from a variety of sources , both close to and far away from the process you’re trying to improve.

You just never know where the top fix might come from!

Fully Evaluate and Select Planned Fix(es)

Evaluating solutions to a defined problem can be tricky since each one will have cost, political, or other factors associated with it. Running each fix through a filter of cost and impact is a vital step toward identifying a solid solution and hopefully settling on the one with the highest impact and low or acceptable cost.

Categorizing each solution in one of these four categories can help teams sift through them:

• High Cost/Low Impact: Implement these last, if at all, since t hey are expensive and won’t move the needle much .
• Low Cost/Low Impact: These are cheap, but you won’t get much impact.
• High Cost/High Impact: These can be used but should be second to the next category.
• Low Cost/High Impact: Getting a solid “bang for your buck” is what these fixes are all about. Start with these first .

Document the Final Solution and What Success Looks Like

Formalize a document that all interested parties (front-line staff, supervisors, leadership, etc.) agree to follow. This will go a long way towards making sure everyone fully understands what the new process looks like, as well as what success will look like .

While it might seem tedious, try to be overly descriptive in the explanation of the solution and how success will be achieved. This is usually necessary to gain full buy-in and commitment to continually following the solution. We often assume certain things that others may not know unless we are more explicit with our communications.

Successfully Sell and Execute the Fix

Arriving at this stage in the process only to forget to consistently apply the solution would be a waste of time, yet many organizations fall down in the execution phase . Part of making sure that doesn’t happen is to communicate the fix and ask for questions multiple times until all parties have a solid grasp on what is now required of them.

One often-overlooked element of this is the politics involved in gaining approval for your solution. Knowing and anticipating objections of those in senior or key leadership positions is central to gaining buy-in before fix implementation.

Rinse and Repeat: Evaluate, Monitor, and Follow Up

Next, doing check-ins with the new process will ensure that the solution is working (or identity if further reforms are necessary) . You’ll also see if the measure of predefined success has been attained (or is making progress in that regard).

Without regularly monitoring the fix, you can only gauge the success or failure of the solution by speculation and hearsay. And without hard data to review, most people will tell their own version of the story.

Collaborative Contingencies, Iteration, and Course Correction

Going into any problem-solving process, we should take note that we will not be done once the solution is implemented (or even if it seems to be working better at the moment). Any part of any process will always be subject to the need for future iterations and course corrections . To think otherwise would be either foolish or naive.

There might need to be slight, moderate, or wholesale changes to the solution previously implemented as new information is gained, new technologies are discovered, etc.

14 Fruitful Resources and Exercises for Your Problem-Solving Journey

Want to test your problem-solving skills?

Take a look at these twenty case study scenario exercises to see how well you can come up with solutions to these problems.

Still have a desire to discover more about solving problems? Check out these 14 articles and books…

The Lean Six Sigma Pocket Toolbook: A Quick Reference Guide to Nearly 100 Tools for Improving Quality and Speed

This book is like a Bible for Lean Six Sigma , all in a pocket-sized package.

The American Society for Quality has a short article on how it’s important to focus on the problem before searching for a solution. Wondering if you are solving the right problems? Check out this Harvard Business Review article. Looking for a fun and easy problem-solving book that was written by a McKinsey consultant? Take a look!

If you want a deeper dive into the seven steps of Creative Problem Solving , see this article. Appreciative Inquiry has been proven effective in organizations ranging from Roadway Express and British Airways to the United Nations and the United States Navy. Review this book to join the positive revolution. The Seattle Police Department has put together nine case studies that you can practice solving . While they are about police work, they have practical application in the sleuthing of work-related problems. Need a resource to delve further into Root Cause Analysis? Look no further than this book for answers to your most vexing questions .

This solid case study illustrates the complexities of solving problems in business. Learn all about the “8Ds” with this concise primer. Need to reduce groupthink in your organization’s problem-solving process ? Check out this article from the Harvard Business Review.

Tim Hurson details his own Productive Thinking Model at great length in this book from the author. This simple five-step process will help you break down the problem, analyze it, prioritize solutions, and sell them internally.

Critical Thinking : A Beginner’s Guide To Critical Thinking, Better Decision Making, And Problem Solving!

Looking for assistance with your problem-solving process.

There’s a lot to take in here, but following some of these methods are sure to improve your problem-solving process. However, if you really want to take problem-solving to the next level, InitiativeOne can come alongside your team to help you solve problems much faster than you ever have before.

There are several parts to this leadership transformation process provided by InitiativeOne, including a personal profile assessment, cognitive learning, group sessions with real-world challenges, personal discovery, and a toolkit to empower leaders to perform at their best.

There are really only two things stopping good teams from being great. One is how they make decisions and two is how they solve problems. Contact us today to grow your team’s leadership performance by making decisions and solving problems more swiftly than ever before!

Originally published at www.initiative-one.com

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 finding a solution is only accessible if the problem is clearly defined. The problem must be specific, measurable, and achievable.

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. Gathering data and information about the issue to assist in the definition process is also essential.

Another critical aspect of defining the problem is identifying the stakeholders. Who is affected by it? 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.

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 contributing factors, and analyzing the relationships between these factors. This step helps identify the most critical factors that must be addressed to solve the problem.

A tree or fishbone diagram is one effective way to disaggregate a problem. 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 situation and their corresponding impact on the issue.

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 their urgency. Problems that require immediate attention should be addressed first.
• Impact: Prioritize issues based on their impact on the organization or stakeholders. Problems with a high impact 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, considering 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 problem-solving. By focusing on the most pressing problems, organizations can allocate resources more effectively and make better decisions.

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. By using a combination of methods, organizations can gain a deeper understanding of the issue and make informed decisions.

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 and combining the analysis results for 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 for 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 and help prioritize the solutions.

During the synthesis phase, it is vital to remain open-minded and consider all potential solutions. Involving all stakeholders in the decision-making process is essential to ensure 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, a presentation explaining the findings is essential. 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 agrees with the recommended solution and addresses 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 for helping 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.

Through disaggregation, individuals can break down complex problems into smaller, more manageable parts. By prioritizing potential solutions, individuals can focus their efforts on the most impactful actions. 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 combines all the information 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 PPT Template

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

The 7-Step Problem-Solving Process is a robust 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, save time and resources, and improve outcomes in personal and professional contexts.

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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.