assess the use of problem solving and decision making techniques when managing projects

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Problem Solving Techniques for Project Managers

Learn which problem solving techniques and strategies can help you effectively handle the challenges you face in your projects.

Problem Solving Techniques: A 5-Step Approach

Some problems are small and can be resolved quickly. Other problems are large and may require significant time and effort to solve. These larger problems are often tackled by turning them into formal projects.

"A project is a problem scheduled for solution."

- Joseph M. Juran

Problem Solving is one of the Tools & Techniques used for Managing Quality and Controlling Resources.

Modules 8 and 9 of the PM PrepCast cover Project Quality Management and Project Resource Management.

Consider this study program if you're preparing to take your CAPM or PMP Certification exam.

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Whether the problem you are focusing on is small or large, using a systematic approach for solving it will help you be a more effective project manager.

This approach defines five problem solving steps you can use for most problems...

Define the Problem

Determine the causes, generate ideas, select the best solution, take action.

The most important of the problem solving steps is to define the problem correctly. The way you define the problem will determine how you attempt to solve it.

For example, if you receive a complaint about one of your project team members from a client, the solutions you come up with will be different based on the way you define the problem.

If you define the problem as poor performance by the team member you will develop different solutions than if you define the problem as poor expectation setting with the client.

Once you have defined the problem, you are ready to dig deeper and start to determine what is causing it.  You can use a fishbone diagram to help you perform a cause and effect analysis.

If you consider the problem as a gap between where you are now and where you want to be, the causes of the problem are the obstacles that are preventing you from closing that gap immediately.

This level of analysis is important to make sure your solutions address the actual causes of the problem instead of the symptoms of the problem. If your solution fixes a symptom instead of an actual cause, the problem is likely to reoccur since it was never truly solved.

Once the hard work of defining the problem and determining its causes has been completed, it's time to get creative and develop possible solutions to the problem.

Two great problem solving methods you can use for coming up with solutions are brainstorming and mind mapping .

After you come up with several ideas that can solve the problem, one problem solving technique you can use to decide which one is the best solution to your problem is a simple trade-off analysis .

To perform the trade-off analysis, define the critical criteria for the problem that you can use to evaluate how each solution compares to each other. The evaluation can be done using a simple matrix. The highest ranking solution will be your best solution for this problem.

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Once you've determined which solution you will implement, it's time to take action. If the solution involves several actions or requires action from others, it is a good idea to create an action plan and treat it as a mini-project.

Using this simple five-step approach can increase the effectiveness of your problem solving skills .

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Related Articles About Problem Solving Techniques

Fishbone Diagram: Cause and Effect Analysis Using Ishikawa Diagrams

A fishbone diagram can help you perform a cause and effect analysis for a problem. Step-by-step instructions on how to create this type of diagram. Also known as Ishikara or Cause and Effect diagrams.

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How to assess problem-solving skills for project managers

Being able to accurately assess a team member’s mastery of problem solving when managing a project is something of a hot topic. Every organization wants to future proof its activities, and problem-solving is typically seen as a magic bullet in this regard.

But what do we actually mean by problem solving skills, and how can these skills be accurately assessed?

There’s been a lot of chatter about whether or not problem solving is a soft skill , and this is at the heart of where the difficulty in assessing them often lies. Usually, problem solving involves a variety of other soft skill sets, such as decision-making, analysis, leadership skills, communication and creativity . So, yes, alongside being a great personal strength, for the most part it is considered to be a soft skill rather than something that’s learned through education or training . That said, the particular methods and processes that project managers in particular use to problem solve – those would be considered a hard skill.

For project managers and project teams , problem solving is their bread and butter and it relies on a huge variety of different techniques and skills that successful problem solvers will all be proficient in, so it’s no wonder that organizations are keen to accurately assess these skills so they can work together even more efficiently .

Why is problem-solving an essential skill?

These skills are a must-have for managers and pretty much all senior roles. In fact, they could be seen as an asset in any team. It wouldn’t be entirely unrealistic to say that good problem solvers are also often the people who most frequently come up with better ways to do things, fresh ideas and their communication skills are often top notch. And as far as employability skills are concerned , problem solvers are right there at the top.

Solving the proficiency question

Picture the scene: you’ve got a great team, but you want to be even better and you may even bring someone new onboard. On paper, everyone has great problem-solving skills, but you want to deep dive a little more and identify ways to work even more efficiently as a team.

This is an important thing to know (especially if you want to bring new people onboard), because according to recent research , up to 85% of resumes contain misleading statements and interviews alone are not always great predictors of role suitability and performance . In an ideal world, you’d start assessing these skills at the point of the recruitment process. Can they be measured by figures, or is it more complex than that?

The traditional approach would be to assess for problem solving skills in one of two ways.  Firstly, you could ask for examples of when the candidate previously solved a problem successfully. There’s quite a lot of merit in this approach: you’d get a feel for how comfortable the candidate is with talking about problem solving , whether something immediately came to mind, and whether or not they had the knowledge to back up what they’d written on their resume.

Another way to test their problem-solving mettle would be to provide a hypothetical scenario and ask for their take on it . Much like the previous approach, this would allow you to assess their response and get a feel for their way of working.

Depending on the organization you work for and the role you undertake, you could be looking for very different things than say, your friend who works in a different industry. But overall, checking out someone’s problem solving skills can be a great way to find out how a person uses creativity, logic, and analytical skills to get to the bottom of really complex issues and situations.

In the case of teams already in situ, you could use these same techniques in a cross-functional workshop environment .

Why do we care so much about problem solving?

Because quite simply, it’s about overcoming obstacles . In fact, this is often what is described as the ‘ultimate goal’ of problem solving from a project management approach.  And while what’s best for one situation may not be for another, it's hard to refute the fact that finding the best solution to resolve an issue is an alluring, if not downright attractive proposition. Problem solving involves a complex way of thinking, that covers discovery, analysis and resolution .

Of course, not everybody is good at problem solving. It’s not an innate skill and not everybody has the skillset required to carve a career out of finding solutions to other people’s problems, which is why it’s so important to use an objective way of gathering information about your workforce and their skill sets. The data you gather can and should be used to help you make informed decisions about who does what within your team and any continuous improvement measures that may be necessary.

Is there a winning strategy for assessing problem solving skills?

The answer is yes and no! It’s often possible to quantify things such as a person’s success ratio when it comes to reaching solutions, or to create a numerical value-based approach to the skills required for effective problem solving. There are also a number of frameworks and methods that can help a team assess and improve their problem solving skills.

Personality tests are often used in this scenario. These kinds of tests can help you spot patterns and characteristics that will likely be relevant to your role as well as putting the spotlight on how candidates will react in certain situations. 

Other employers prefer to use cognitive ability tests . These are all about aptitude and can be used to assess skills in the areas of verbal reasoning, critical thinking and other abilities which all feed into problem solving. These kinds of tests will provide a score which you can use for comparison and rating purposes.

When using these tests and assessing problem solving skills, it’s helpful to keep how you work front of mind as well. Afterall, if you have a hybrid or even a remote working model in place, this may be a better fit for some personality types or those with a more specific skill set. 

A focus on figures

Data analytics and problem-solving often go hand in hand. According to the abovementioned HRForecast* article, there are three key reasons why data analytics is important when it comes to problem solving, and how it can be used to measure improvements across your organization.

• Firstly, because it can help uncover hidden details , including trends. 
• Secondly, you’re more likely to be able to create automated models if you have a wealth of data, and this data can be used to help predict relevant solutions. 
• Thirdly, with relevant data analysis, you can efficiently store it and use later for solving other problems in more or less similar contexts. 

A complex framework

By and large though, a high performing team member who has strong patience, communication and cognitive skills is more likely to approach problem solving in a way that will lead to a successful outcome than not. However, there are a great many factors that can affect a person’s proficiency in problem solving, which makes it a complex beast to analyse. To be truly proficient in problem solving you need to really understand the problem that you’re dealing with . Without this, you’re extremely unlikely to be able to find a solution to your problem – no matter how good your skills are!

To understand the problem you’re facing, it’s important to see the bigger picture that surrounds it , the problems that might hold things up, as well as any key stakeholders, and whatever you identify as the root causes of the problem.

As a manager, you’ll want to look for team members who exhibit skills which more readily lend themselves to problem solving. While personality will play a part in this, communication, group working skills and cognitive skills should all be on your radar as the attributes that can lead to good problem solving.

Additionally, it’s worth noting that resources are an often-forgotten dependency when it comes to problem solving. Afterall, you can have the capabilities to solve problems, but if you don’t have the right resources to hand, you could find the process of solving your problem is seriously slowed down.

Think outside your organization

Another key piece of the problem-solving puzzle relates to external factors . What do we mean by external factors ? Well, things like competitors, economic circumstances and wider geo-political or environmental concerns. These things may not directly impact the problem you’re trying to solve, but they will have a knock-on effect to the overarching process, which means they shouldn’t be discounted.

What can we be sure about when it comes to assessing problem solving skills?

Effective problem-solving really does require a skill set that is both broad and allows teams and organizations to move forward to achieve their strategic and operational aims. 

It may not be black and white but experienced problem solvers understand the need to drill down into a problem so that they can then approach it in ‘chunks’ and increase the likelihood of coming up with a workable solution .

We’ve long been fascinated with the idea of problem solving, and in particular, solving the question of how to assess problem solving skills. We could be forgiven for thinking that it should be straightforward, but the reality is that problem solving is a much more complex process.

But in what is perhaps one of the most startling examples of why problem-solving skills are so important, the recent pandemic has made organizations of all shapes and sizes problem-solve on an almost unprecedented scale . Being able to quickly change ways of working , learn to use new pieces of tech and generally find work arounds for systems and processes that had been unchanged for years has been a critical element in the success or failure of organizations around the world.  

Now that a hybrid approach is an accepted part of the ‘new normal’, we’ve watched with interest the emerging design thinking methods and problem-solving strategies in companies. Over the last few years, they have become well and truly embedded in the everyday routines of many organizations, who once swore that traditional meetings and in-person discussions were the only way to solve a problem.

We like to think of problem-solving skills as a kind of superpower . Not dissimilar to thinking skills, they allow people to develop strategies that will inform their questions and ultimately lead to answers.

Your next steps

If you’re thinking about assessing problem solving skills within your team, or are looking for ways to assess those skills in a recruitment setting , it’s important to have a plan. Think about the end of goal of your assessment and then choose an approach that will support that.

Make sure you have the tools in place to allow your teams to problem solve to the absolute best of their ability. This may mean using new ways of holding workshops or switching to a design thinking approach and collaborating across a wider remote team.  Or it could be as simple as finding a way for every contributor to feel involved from wherever they are in the world.

Whatever you do, remember that in an age where the workplace is constantly evolving and economic turbulence looks set for some time, having a workforce that is both able and armed with the tools and culture to let them problem solve to a high level can truly be the difference between sinking or swimming.

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What Is Problem Solving in Project Management? Here’s Everything You Need to Know

• Written by Contributing Writer
• Updated on August 4, 2023

In project management , problem-solving is a crucial and necessary skill. Whether you have failed to consider every possible factor impacting a project, a problem arises through no fault of your own, or conditions change that create issues, problems must be addressed promptly to keep projects on track.

In this article, we will define problem-solving and how it impacts projects, provide real-world examples of problem-solving, and give you a structured, step-by-step process to solve problems. We’ll also show you how earning a project management certification can help you gain practical experience in problem-solving methods.

What Is Problem-Solving?

Problem-solving is a process to identify roadblocks or defects that arise during a project. A structured system to define problems, identify root causes, brainstorm and test solutions, and monitor results can affect change to improve performance and overcome challenges.

Effective problem-solving enables teams to deal with uncertainties or gaps in planning to minimize the impact on outcomes.

The Importance of Problem-Solving in Project Management

During a project and operation, problems can arise at any time. You may find that your planning before launching a product, for example, did not consider all the factors that impact results. You may find that you were too optimistic about project timelines, performance, or workforce. Or, as many of us discovered over the past few years, supply chain disruption may make even the best project plans obsolete.

Regardless, your job is identifying, solving, and overcoming these problems. Project managers must be skilled in leading team members through a structured approach to resolving problems.

Proactive problem-solving requires careful consideration of all the variables in a project, including preparation to:

• Achieve project objectives
• Address obstacles before they arise
• Manage project risks and contingency plans
• Manage communication and collaboration
• Provide a framework for time and cost management
• Provide a pathway for continuous improvement

Also Read: 10 Tips on How to Increase Productivity in the Workplace

Problem-Solving Steps in Project Management

While the process you choose to solve problems may vary, here is a seven-step framework many project managers use. This problem-solving method combines primary and secondary problem-solving steps.

#1. Define the Problem

• Gather data and information from key stakeholders, team members, and project documentation. Include any relevant reporting or data analysis
• Itemized key details, such as a description of the problem, timelines, outcomes, and impact
• Frame the issue as a problem statement

A good example of a problem statement might be: An unexpected demand spike has exceeded our current production capacity. How can we still meet customer deadlines for delivery?

#2. Analyze Root Causes

• Break down issues into smaller components to diagnose bottlenecks or problems
• Identify the organizational, mechanical, environmental, or operational factors that contribute
• Distinguish between one-time issues vs. systematic, ongoing areas that need improvement

When analyzing root causes, it’s common to find multiple factors contributing to a problem. As such, it is essential to prioritize issues that have the most significant impact on outcomes.

#3. Brainstorm Potential Solutions

• Holding specific sessions focused on brainstorming ideas to resolve root causes
• Build on ideas or suggest combinations or iterations
• Categorize solutions by types, such as process or input changes, adding additional resources, outsourcing, etc.)

In brainstorming, you should refrain from immediately analyzing suggestions to keep ideas coming.

#4. Evaluate Potential Solutions

• Reframe the problem and concern for team members, providing a framework for evaluation such as cost, timing, and feasibility
• With ideas in hand, it is time to evaluate potential solutions. Project managers often employ strategies such as weighted scoring models to rank ideas.
• Consider the pros and cons in relation to project objectives

As you narrow the list, getting additional insight from subject matter experts to evaluate real-world viability is helpful. For example, if you are proposing a process change in operating a machine, get feedback from skilled operators before implementing changes.

#5. Decide on a Plan of Action

• Make a decision on which course of action you want to pursue and make sure the solution aligns with your organizational goals
• Create an action plan to implement the changes, including key milestones
• Assign project ownership, deadlines, resources, and budgets

Defining what outcomes you need to achieve to declare success is also essential. Are you looking for incremental change or significant improvements, and what timeline are you establishing for measurement?

#6. Implement the Action Plan

• Communicate the plan with key stakeholders
• Provide any training associated with the changes
• Allocate resources necessary for implementation

As part of the action plan, you will also want to detail the measures and monitoring you will put in place to assess process outcomes.

#7. Monitor and Track Results

• Track solution performance against the action plan and key milestones
• Solicit feedback from the project team on problem-solving effectiveness
• Ensure the solution resolves the root cause, creating the desired results without negatively impacting other areas of the operation

You should refine results or start the process over again to increase performance. For example, you may address the root cause but find a need for secondary problem-solving in project management, focusing on other factors.

These problem-solving steps are used repeatedly in lean management and Six Sigma strategies for continuous improvement.

Also Read: 5 Project Management Steps You Need to Know

How Project Management Tools Can Help You in Problem-Solving

Project management software can guide teams through problem-solving, acting as a central repository to provide visibility into the stages of a project.

The best project management software will include the following:

• Issue tracking to capture problems as they arise
• Chat and real-time collaboration for discussion and brainstorming
• Templates for analysis, such as fishbone diagrams
• Action plans, assigning tasks, ownership, and accountability
• Dashboards for updates to monitor solutions
• Reporting on open issues, mitigation, and resolution

Examples of Problem-Solving

Here are some examples of the problem-solving process demonstrating how team members can work through the process to achieve results.

Sign-ups for a New Software Solution Were Well Below First-Month Targets

After analyzing the data, a project team identifies the root cause as inefficient onboarding and account configurations. They then brainstorm solutions. Ideas include re-architecting the software, simplifying onboarding steps, improving the initial training and onboarding process, or applying additional resources to guide customers through the configuration process.

After weighing alternatives, the company invests in streamlining onboarding and developing software to automate configuration.

A Project Was at Risk of Missing a Hard Deadline Due to Supplier Delays

In this case, you already know the root cause: Your supplier cannot deliver the necessary components to complete the project on time. Brainstorming solutions include finding alternative sources for components, considering project redesigns to use different (available) components, negotiating price reductions with customers due to late delivery, or adjusting the scope to complete projects without this component.

After evaluating potential solutions, the project manager might negotiate rush delivery with the original vendor. While this might be more expensive, it enables the business to meet customer deadlines. At the same time, project schedules might be adjusted to account for later-than-expected part delivery.

A Construction Project Is Falling Behind Due to Inclement Weather

Despite months of planning, a major construction project has fallen behind schedule due to bad weather, preventing concrete and masonry work. The problem-solving team brainstorms the problem and evaluates solutions, such as constructing temporary protection from the elements, heating concrete to accelerate curing, and bringing on additional crews once the weather clears.

The project team might decide to focus on tasks not impacted by weather earlier in the process than expected to postpone exterior work until the weather clears.

Also Read: Understanding KPIs in Project Management

Improve Your Problem-Solving and Project Management Skills

This project management course delivered by Simpliearn, in collaboration wiht the University of Massachusetts, can boost your career journey as a project manager. This 24-week online bootcamp aligns with Project Management Institute (PMI) practices, the Project Management Professional (PMP®) certification, and IASSC-Lean Six Sigma.

This program teaches skills such as:

• Agile management
• Customer experience design
• Design thinking
• Digital transformation
• Lean Six Sigma Green Belt

You might also like to read:

5 Essential Project Management Steps You Need to Know

Project Management Frameworks and Methodologies Explained

13 Key Project Management Principles and How to Use Them

Project Management Phases: A Full Breakdown

How To Develop a Great Project Management Plan in 2023

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Introduction to Problem Solving in Project Management

Definition and importance of problem solving.

Problem solving is the process of identifying and resolving issues or obstacles that arise during a project. It is a critical skill for project managers as it allows them to overcome challenges and ensure the successful completion of a project. Effective problem solving enables project managers to make informed decisions, mitigate risks, and maintain project timelines and budgets.

Role of Problem Solving in Project Management

Problem solving plays a central role in project management. It helps project managers identify and address issues that may hinder project progress. By actively solving problems, project managers can minimize the impact of obstacles on project outcomes and ensure that the project stays on track.

Benefits of Effective Problem Solving

Effective problem solving in project management offers several benefits. It improves project efficiency by eliminating roadblocks and streamlining processes. It enhances team collaboration and communication as team members work together to find solutions. It also boosts stakeholder satisfaction by addressing their concerns and delivering successful project outcomes.

Understanding the Problem

Identifying and defining the problem.

In order to solve a problem, project managers must first identify and define it clearly. This involves gathering relevant information and data related to the problem. By understanding the problem statement, project managers can analyze its root causes and develop appropriate solutions.

1. Gathering Information and Data

Project managers should gather all available information and data related to the problem. This may include project documentation, stakeholder feedback, and historical data. By collecting comprehensive information, project managers can gain a holistic view of the problem and make informed decisions.

2. Analyzing the Problem Statement

Once the problem is identified, project managers need to analyze its statement. This involves breaking down the problem into its components and understanding its impact on the project. By analyzing the problem statement, project managers can prioritize their efforts and focus on the most critical aspects.

Determining the Root Cause of the Problem

Identifying the root cause of a problem is essential for effective problem solving. It allows project managers to address the underlying issues rather than just treating the symptoms. Various techniques can be used for root cause analysis, such as the fishbone diagram and the 5 Whys technique.

1. Techniques for Root Cause Analysis

The fishbone diagram, also known as the Ishikawa diagram, is a visual tool that helps identify the root causes of a problem. It categorizes potential causes into different branches, such as people, process, equipment, and environment. By analyzing these branches, project managers can pinpoint the root cause.

2. Importance of Identifying the Root Cause

Identifying the root cause is crucial because it allows project managers to implement targeted solutions. By addressing the underlying issue, project managers can prevent the problem from recurring in the future and ensure long-term project success.

Developing Problem Solving Strategies

Brainstorming techniques.

Brainstorming is a creative problem-solving technique that encourages the generation of ideas and solutions. There are various brainstorming techniques, including traditional brainstorming and mind mapping.

1. Traditional Brainstorming

Traditional brainstorming involves a group of individuals coming together to generate ideas. Participants freely share their thoughts and suggestions without any judgment or criticism. This technique encourages the exploration of diverse perspectives and fosters creativity.

2. Mind Mapping

Mind mapping is a visual brainstorming technique that helps organize ideas and connections. It involves creating a central idea or problem statement and branching out with related ideas. Mind mapping allows project managers to visualize the problem and its potential solutions.

Analytical Problem Solving Methods

Analytical problem-solving methods involve structured approaches to problem solving. Two commonly used methods are the fishbone diagram and the 5 Whys technique.

1. Fishbone Diagram

The fishbone diagram, as mentioned earlier, helps identify the root causes of a problem. By analyzing different branches, project managers can uncover the underlying factors contributing to the problem and develop appropriate solutions.

2. 5 Whys Technique

The 5 Whys technique involves asking “why” multiple times to uncover the root cause of a problem. By repeatedly asking why a problem occurred, project managers can dig deeper into the underlying causes and address them directly.

Decision-Making Approaches

Effective problem solving requires sound decision-making. Two decision-making approaches commonly used in project management are cost-benefit analysis and multi-criteria decision analysis.

1. Cost-Benefit Analysis

Cost-benefit analysis involves evaluating the costs and benefits associated with different solutions. Project managers weigh the potential advantages and disadvantages of each option to make an informed decision. This approach helps prioritize solutions based on their potential impact.

2. Multi-Criteria Decision Analysis

Multi-criteria decision analysis considers multiple factors or criteria when making a decision. Project managers assign weights to each criterion based on its importance and evaluate potential solutions accordingly. This approach ensures a comprehensive evaluation of available options.

Implementing the Solution

Creating an action plan.

Once a solution is determined, project managers need to create an action plan to implement it successfully. This involves setting clear objectives and goals and assigning tasks and responsibilities to team members.

1. Setting Clear Objectives and Goals

Clear objectives and goals provide a roadmap for implementing the solution. Project managers should define specific, measurable, achievable, relevant, and time-bound (SMART) objectives to ensure clarity and focus.

2. Assigning Tasks and Responsibilities

Assigning tasks and responsibilities ensures that each team member knows their role in implementing the solution. Project managers should clearly communicate expectations and deadlines to facilitate smooth execution.

Executing the Action Plan

During the implementation phase, project managers need to monitor progress and make necessary adjustments. Effective communication and collaboration among team members are crucial for successful execution.

1. Monitoring Progress and Making Adjustments

Project managers should regularly monitor the progress of the action plan and identify any deviations or roadblocks. By making timely adjustments, project managers can ensure that the solution stays on track and achieves the desired results.

2. Communication and Collaboration During Implementation

Open and transparent communication is essential during the implementation phase. Project managers should encourage team members to share updates, challenges, and suggestions. Collaboration fosters a supportive environment and enhances problem-solving capabilities.

Evaluating the Solution

Assessing the effectiveness of the solution.

After implementing the solution, project managers need to assess its effectiveness. This involves measuring outcomes and results and collecting feedback from stakeholders.

1. Measuring Outcomes and Results

Project managers should measure the outcomes and results achieved through the implemented solution. This may include evaluating key performance indicators (KPIs) and comparing them to the initial problem statement. Measuring outcomes provides insights into the solution’s effectiveness.

2. Collecting Feedback from Stakeholders

Feedback from stakeholders is invaluable for evaluating the solution. Project managers should actively seek feedback from team members, clients, and other relevant stakeholders. Their perspectives can highlight areas of improvement and inform future problem-solving strategies.

Identifying Lessons Learned

Documenting successes and failures is crucial for continuous improvement. Project managers should identify and document lessons learned from the problem-solving process.

1. Documenting Successes and Failures

Project managers should record both successful and unsuccessful problem-solving experiences. Documenting successes helps replicate effective strategies in future projects, while documenting failures allows project managers to learn from mistakes and avoid similar pitfalls.

2. Incorporating Lessons into Future Projects

Lessons learned should be incorporated into future projects to enhance problem-solving capabilities. Project managers can create knowledge repositories or conduct training sessions to share best practices and ensure continuous improvement.

Continuous Improvement

Encouraging a culture of continuous improvement.

To foster continuous improvement, project managers should encourage a culture that values learning and innovation. Team members should feel empowered to suggest improvements and experiment with new problem-solving techniques.

Implementing Feedback Loops and Learning Mechanisms

Feedback loops and learning mechanisms facilitate continuous improvement. Project managers should establish regular feedback sessions, retrospectives, or post-project reviews to gather insights and identify areas for growth.

Leveraging Problem-Solving Skills for Future Projects

Problem-solving skills developed during a project can be leveraged for future projects. Project managers should encourage team members to apply their problem-solving expertise and share their insights with colleagues.

Recap of Key Points Discussed

In this article, we explored the importance of problem solving in project management. We discussed the definition and benefits of effective problem solving, as well as the role it plays in project success. We also delved into understanding the problem, developing problem-solving strategies, implementing the solution, evaluating its effectiveness, and embracing continuous improvement.

Importance of Ongoing Problem-Solving Skills in Project Management

Ongoing problem-solving skills are essential for project managers to navigate challenges and ensure project success. By continuously improving their problem-solving capabilities, project managers can adapt to changing circumstances, mitigate risks, and deliver exceptional results.

Final Thoughts and Recommendations

To excel in problem solving, project managers should stay updated with industry best practices and leverage available tools and techniques. They should foster a collaborative and innovative environment that encourages creativity and critical thinking. By prioritizing problem solving, project managers can overcome obstacles and drive project success.

Related Terms

• General & Introductory Business & Management
• Production Operations Management
• Project Management

Project Based Problem Solving and Decision Making: A Guide for Project Managers

ISBN: 978-1-394-20785-5

October 2023

Harold Kerzner

A project manager’s guide to solving complex project issues and making strategic decisions

An everyday resource for project managers who are tasked with identifying and solving complex problems, Project Based Problem Solving and Decision Making offers valuable guidance on how to make informed decisions that move projects forward, provides project managers with expert advice for communicating clearly and effectively with team members and project stakeholders, and describes how to effectively lead project teams and empower team members to make strategic project decisions.

Written by Dr. Harold Kerzner, bestselling author and one of the leading minds in project management, Project Based Problem Solving and Decision Making includes information on:

• Developing effective problem-solving and decision-making???important skills for professional project managers
• Leading teams, setting and achieving goals, and making sure that projects are completed on time and within budget
• Identifying and solving problems that arise during complex projects, and making informed decisions that move projects forward
• Using a project-based approach: breaking the project down into smaller, manageable??chunks and tackling each one separately
• Focusing on specific problems or decisions and implementing solutions tailored to the??specific needs of the project

Project Based Problem Solving and Decision Making is an essential everyday resource for professional project managers, as well as students studying project management.

Dr. Kerzner is not only a world-renowned author in project management but also serves as the Senior Executive Director at the International Institute for Learning, Inc. (IIL). To explore more about IIL’s offerings, visit www.iil.com or get in touch via email at [email protected] .

Harold Kerzner, PhD (Boynton Beach, FL), is Senior Executive Director for Project Management at the International Institute for Learning, Inc. (IIL), USA.

International Institute for Learning, Inc. (IIL) is a global leader in professional training and comprehensive consulting services in the areas of project, program, and portfolio management, PRINCE2 ® , ITIL, Business Analysis, Microsoft ® Office Project and Project Server, and Lean Six Sigma.

Project decision making: a guide for doing it better

Let me tell you about a project decision that was awkward for me — then I’ll share some tips on how to do decision-making better.

We were due to go live with our pilot software launch but things didn’t feel right. We had the go/no go meeting and as I sat in the office, it just felt like we weren’t ready.

My project sponsor was on holiday in Canada. I emailed him, because I wanted to be told that we were making the right decision.

I got a message back: his hotel had burned down . He and his wife escaped with his phone and her jewelry. He sent a photo. It was bad.

That meant the decision was on me. Delaying was the right thing to do, but not an easy choice. We’d been working on this for a year. People were lined up to support the pilot.

Our executive sponsor was sitting in his office; one of those rooms with glass walls. I knocked on his door and explained why no one had heard anything from my boss and what I thought we should do about delaying the launch. He nodded.

Decision taken. We would delay the pilot.

And… breathe.

Taking the decision was the hard part. The easier part is always implementing that decision – after all, isn’t that what project managers do?

As a project manager, you will be used to making multiple decisions on a daily basis. People will rely on you, often several times a day, to provide guidance and to help make important decisions.

Some of those decisions are straightforward. You just decide a path and move on. Other decisions have broader impact and will likely require additional thought and even input from multiple team members and stakeholders.

All of them are part of the project governance framework .

Some of the most common decisions for project managers are related to cost, scope, resources, and schedule.

In the planning phase there are a lot of decisions to make before a project even starts. If I’m being honest, the decisions never really stop.

However, if we make enough good decisions, especially during planning, it can certainly make our lives easier. Who doesn’t want that?

It’s helpful to have a decision-making process or framework to guide you, especially when faced with complex problems that require additional info from others.

Using a framework is important to ensure consistency in how decisions are made, and to help minimize or remove any personal bias around certain solutions or options that might unfairly sway the outcome.

In this article, I will provide more detail on a framework for making better decisions in an effective, rational and ethical way.

Step-by-step decision-making process overview

There are 5 steps in the decision-making process in project management. They are:

• Identify decision – someone identifies the need for a decision (project manager, project team member, or another stakeholder).
• Gather information – determine what information is available to help make an effective decision.
• Evaluate and select option – review available information, potential path forward, and pros / cons of each to determine the preferred option based on agreed criteria.
• Take action and implement – implement the selected option.
• Monitor outcome – monitor the impact of the decision on the project.

Let’s look at each of those in more detail.

Step 1: Identify

The need for a decision occurs at any time during a project’s lifecycle. The first step is to identify that there is a choice that needs to be made – a problem that needs to be solved or something else you need to take a decision on.

The people who determine the need for a decision can also vary – from project leader, to project team member, to a request from key project stakeholders.

It is worth mentioning that the project manager has the option to delegate decisions to the project team (or specific team members) when appropriate. For example, the project manager may rely on a lead for a specific discipline or project area to help manage routine or day-to-day decisions.

The most common example would be what specific task(s) the project team members will work on each day. However, it is appropriate to set some boundaries for escalation so that the project manager can focus on other project responsibilities but still “step in” to help support as needed.

Once the need for a decision is identified, the project team should start to gather information.

Step 2: Gather Information

The next step is gathering information and that’s exactly what you think it is. The team looks at what information is available to help determine overall project status, give some context for the decision, and use that to help facilitate a good result. 

Some examples of useful information would be:

• the project’s overall financial status
• financial targets such as profit margin that are set by the business
• cost benefit analysis of various options
• planned versus actual progress for ongoing work
• root causes, if the choice relates to an issue
• resource availability on the project and within the available resource pool (if applicable)
• external factors that might make a difference
• any other relevant data.

If you don’t know what’s going to be useful think about it this way: what are our options? Silent brainstorming, a SIPOC diagram , or using digital tools like Google Jamboard to put down all the ideas could get the ball rolling.

Tip: Part of the decision-making process is to identify the decision-makers. Sometimes you need to know how to make a group decision ; sometimes you can make the call yourself.

The purpose of gathering the information is to ensure that the decision is based on the most current project state and information. The type of information that is needed may also vary depending on the decision.

For example, if the decision involves vendor selection to help deliver a specific part of the project, then it would be helpful to have a list of relevant vendors, their status on a preferred vendors list, any differences that may exist in pricing, contract terms, or other relevant factors to consider in the selection process.

Tip: You need all the info in order to make an informed decision. Don’t skimp on this step!

Step 3: Evaluate and Select

During this step, the project manager, the project team, or a combination of these discusses all available and relevant information. They may also pull in other subject matter experts and / or stakeholders as needed.

Here are some options to help evaluate the various options you have identified:

• Team voting. The team can discuss and vote on the various options. This can be done by a secret vote or open team vote. Open option for voting “openly” is to put various options on a flip chart and have team members put sticky notes, stars, or other indicators of the option(s) they believe would be best.
• Elimination. If there are options that will not work for some reason (example: extremely unfavorable contract terms) then those options might be eliminated.
• Multiple criteria. Sometimes it is helpful to identify multiple criteria and score the various options across those criteria (perhaps on a scale of 1 – 10) in terms of how much benefit or value they bring to the project. Then the option with the highest composite score would be the most likely choice
• Decision tree analysis. Some problems lend themselves to this kind of analysis. Create a tree structure with different paths. That can help you see the options available so the team can select the best possible solution.
• SWOT analysis. I would use this for portfolio or strategic-level decisions, but it’s not something I used regularly for project-level decisions.

Sometimes you’ll want to use a variety of techniques so you can look at a problem from all angles. However, that can extend the time period for actually getting on and doing the work. Ideally, you’ll have documented the decision-making process in the project management plan because it’s relevant to project governance and quality, so hopefully you can look back at that for some guidance on how to keep things moving.

Tip: Avoid dragging out this process over a long time. Failure to decide can block progress – sometimes the best approach is just to choose and move on.

Once the team has completed the discussion and evaluated the various options, one option is usually a clear winner. If that is the case, then that’s the best choice and that option can be implemented.

In some cases, if two or more options are considered equivalent (or close to it) then perhaps additional criteria might be considered. If that is not the case, then some options may be equivalent and other factors like ease of implementing and least impact on the project may also help narrow the selection.

Step 4: Take Action / Implement

Once there is a clear choice, that option can be integrated into the project plan. The team should take necessary action to carry out the decision as described.

In addition to the implementation, there are other steps to take for completeness and adherence to good project management practice.

In general, stakeholders should be kept informed of the different decisions even if they aren’t directly involved in the choice itself. For a more important decision, it is a good idea to send a general communication on the challenge, the outcome, and the rationale for the decision.

Using a Decision Log

To ensure that decisions and outcomes are also properly documented, add them to the Key Decision Log (which you might call the Project Decision Log ). This is the best place to record any critical project decisions that occur during a project’s lifecycle.

If someone, including a project stakeholder, questions a decision later, you can always revisit the decision log to explain what was decided, the relevant context at the time, and who agreed. This is particularly helpful in cases where stakeholders may tend to change their minds.

Keep in mind that the most influential stakeholders may have their own expectations in terms of updates and when they should be involved. It is always a good idea to discuss this at project kickoff to ensure that they are always appropriately informed.

Step 5: Monitor Outcome

Once the best solution is implemented, monitor the impact on the project. For example, if a decision is to add new team members during a project, it would be a good idea to monitor their efficiency and work quality to spot potential issues early (or validate that there is no impact).

Tip: Use this step to learn for next time. What can you take from this experience that will help you on future decisions?

What decisions can you use this process for?

There are several types of decisions you’ll be making on projects.

Programmed and non-programmed decisions

Programmed decisions are the kind you have a formula for: can we approve this request for leave? Do we organize the project board meeting for Tuesday or Friday? There’s a process or a set of norms to follow, even if you can’t predict when the decision will need to be made.

Non-programmed decisions don’t follow the program. They have more variables and are typically more complex. Shall we buy or build? Should we launch these new products or improve these processes first?

Operational and strategic decisions

Some decisions affect the operational running of the project: routine decisions about who gets assigned to which task, for example.

Strategic decisions relate more to the direction the project needs to take. They typically affect the budget, benefits, or key deliverables for the project – and sometimes the project manager doesn’t have the authority to make them. You’ll have to present recommendations for major decisions to the project sponsor or project board, and they will normally make the final decision.

Risk and decision making

Risk management is an exercise in decision-making. Once you’ve identified a risk, you need to come up with a plan to manage it. There’s normally a bunch of ways you can mitigate against a risk, so you need to apply all your analysis skills to make the right choice.

One of the factors in making a choice is risk. If you have online tools and the skills to do it, Monte Carlo simulation can give you a picture of what the impact of any particular course of action will be through risk modeling. I love the idea of it, but I’ve never worked anywhere that has taken a proactive approach to simulation.

Project management software also has decision-based modeling built in to help you see the impact of a choice on project tasks and timelines — if that feature is important to you, choose the a tool that will let you model the outcome of your decisions.

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An ethical model for decision-making

In some cases, a decision may have ethical considerations . You should always be mindful of conflicts of interest, working with other ethical companies, responsible use of company resources, adherence to established company policy, etc.

Some project decisions may even negatively impact others, create bad press for the company, or harm the environment. Although the specifics may vary by project, the ethics of a decision should always be considered.

Skills for decision-making

There are certain skills to help a team make effective decisions. Those skills vary by team member and role. Here’s what I mean:

• Stakeholder: demonstrate trust by letting teams make decisions independently as often as possible
• Project manager: provide meeting facilitation, emphatic listening, stakeholder engagement, asking probing questions, using the 5 Whys
• Team members: provide subject matter expertise.

Making decisions is a normal part of managing projects. Although some decisions may seem complex, you can also rely on input from team members, subject matter experts, and stakeholders.

As decisions get more complex, using a framework or step-by-step guide can make things much easier – and positively influence the project’s success. Once a decision is made, don’t forget to document, tell the relevant people, implement what was agreed, and monitor the outcome.

Your next steps

• Make sure there is a decision-making process documented in the project management plan (or at least some commentary around how and what to escalate)
• Download the project decision log template
• Check out a new technique and try using it on your next decision!

Good luck and happy decision-making!

Project manager, author, mentor

Elizabeth Harrin is a Fellow of the Association for Project Management in the UK. She holds degrees from the University of York and Roehampton University, and several project management certifications including APM PMQ. She first took her PRINCE2 Practitioner exam in 2004 and has worked extensively in project delivery for over 20 years. Elizabeth is also the founder of the Project Management Rebels community, a mentoring group for professionals. She's written several books for project managers including Managing Multiple Projects .

Project Management

Decision-Making Techniques In Project Management—With Examples!

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Productive project management can drive a company towards success, giving employees a clear, easy-to-follow path towards completing their work objectives in a highly efficient manner. If done strategically, project management can keep everyone on track, including upper management, and create much-needed transparency in business processes.

To be able to create realistic goals in line with the company’s vision and still retain flexibility for any unseen circumstances during the project’s life cycle, making effective decisions is crucial to adhere to a structure that keeps the team’s momentum moving forward.

The decision-making process in project management can heavily influence the success employees feel as individuals (and as a team) or, unfortunately, create a litany of workflow issues and interpersonal misunderstandings.

Importance Of Decision-Making In Project Management

There are many reasons why the decision-making process is important to project management:

• Lessens the risk of continued project delays or, in worst cases, delivery of an unfinished assignment
• Takes into account unexpected hurdles and seamlessly keeps the progress of the project going
• Sets up individuals on the team for success in the part of the project they own
• Reduces the amount of overwhelm employees feel by providing achievable deadlines and clarity on relevant processes
• Leverages the various talents on the team so they can operate within their zone of genius and produce high-quality work within the scheduled timeline
• Provides an organized structure that’s easy for everyone to understand and follow
• Helps clarify the goals of the project from start to finish
• Keeps the workflow focused so the team can achieve essential milestones
• Avoids costly mistakes due to repetitive project failures

Strategic decisions in project management are made with these four vital factors in mind:

• The goals of the project – What are the milestones that need to be achieved from the beginning of the project to the very end?
• The resources available – Who on the team will be responsible for particular tasks? What platforms, budget, services, and communication channels are available to the organization, ensuring collaboration and idea-sharing is an easy process?
• The intended outcome – With this project, what do we want to achieve? What does success look like? And what type of value does the organization want to provide?
• The value the result will have on the company overall – How does it impact the organization’s bottom line? Are the goals of the various projects in line with the company’s big-picture mission?

These are key elements of the decision-making process in project management. However, these types of decisions can create challenges for those involved with leading and managing various company initiatives.

Challenges of Decision-Making In Project Management

According to PMI’s “Pulse of the Profession: High Cost of Low Performance, ” only 42% of organizations report high alignment with or projects to organizational business strategy. As little as 32% of organizations report that their projects are better aligned than previous years. In other words, if the goals of the project don’t align with the company’s overall strategy, the less success there will be for that organization.

To help overcome some of the inevitable challenges with project management, it’s important to understand the barriers that block efficient decision-making in the workplace:

• Engagement with PM tools – Much of this comes down to how familiar and comfortable employees are with using the company’s chosen systems, allowing for more streamlined project management. Using new technology and adapting to its various updates is a familiar challenge in the workplace. To combat this, training and development should remain a top priority for new and more senior team members to keep their knowledge up-to-date. If a team cannot keep up with evolving technology, they’ll fall behind quickly, unable to properly use these resources to their (and the company’s) benefit. For example, when a new team member is not thoroughly trained in the platforms used to keep track of a project’s progress, this lack of understanding and engagement with the tool can cause disruptive delays. They may not know when to mark a task as complete or how to provide an update so the project manager can make appropriate adjustments to the timeline and notify all relevant parties. This creates an unnecessary, negative domino effect for the entire team.
• Scheduling – Conflicts in scheduling happen frequently, especially if an organization is working on multiple projects at a time. A successful project manager (PM) takes this into consideration when proposing and implementing a timeline that is manageable for everyone. Issues occur when there is a lack of communication about vacation or time-off requests, demands of other projects and how it impacts specific groups, and no organization when it comes time to sync all the relevant calendars together and pull in the necessary resources, enabling a smooth pipeline of simultaneous assignments.
• Rapid changes – Of course, changes occur all the time during the life cycle of any project. External customers or clients can have unique demands, which potentially stray from standard company procedures. Sometimes, the changes to procedures can come from internal management trying to discover new and improved ways of doing different tasks. The PM, in coordination with the project’s key players and leadership, must be able to have thorough conversations about the changes and discover workarounds that benefit everyone involved. It becomes a struggle for the team when project demands are constantly outside of normal practices. This slows down the workflow , causing a backlog of work until a solution can be found. If this happens across multiple projects at the same time, the team may not be able to produce high-quality results. For this type of barrier to be overcome, the team should collectively be upfront about their capacities and what they’re able to accommodate so that the appropriate decisions can be made.
• No existing practices – There are many occasions when a company is in the process of developing new methods and processes in order to find what works best for their team. Since this often takes time and consistent input from all the relevant parties about what’s working and what isn’t, more robust decision-making can be impacted as it can be a trial-and-error process. Those in managerial positions may have different approaches to problem-solving or the process needs to be tested multiple times before the team finds its rhythm.

• Team skills – One of the biggest roadblocks to effective decision-making in project management can be the resources available, including the team’s skill set. The success of a project depends on the people involved with its completion. The team must be able to rely on each other to do their respective parts, with firm checks and balances in place to guarantee a successful outcome and limit mistakes. Managers should be aware of their direct report’s strengths (and provide training for areas needing improvement), assign them tasks that encourage their growth as employees, and understand how the team as a whole works together in order to ensure effective collaboration . This is a crucial part of the decision-making process: making sure that the right people are in the right seats so the project moves forward successfully. Managers should also be able to identify when it’s time to recruit for positions requiring particular skill sets to address any gaps in the current team structure and provide further support.
• Budget constraints – Budgets act as a guide on how to best move forward and can make it clear what projects take priority and what may be consuming too much time without enough return. It can also determine what resources are currently available and what needs to be allocated to other areas of the company. Put simply, budgets can help give a company direction in what’s possible. In order to make good decisions for the short and long term, the leadership team needs to be clear on where it stands financially to ensure productive operations and continued growth and expansion. Another challenge is creating a realistic budget that takes into account all the individual costs that go into a project. A stricter, smaller budget may impede some teams’ ability to get their work done efficiently if not coordinated strategically.
• Communication – In a survey of 400 companies with 100,00 employees, it was revealed that companies lose an average of $62.4 million dollars per year due to poor communication to and between their employees. Companies with poor communication often host a workplace environment where employees find it difficult to stay focused and feel motivated. As project management largely depends on how well a team communicates with one another to get a project to the finish line and problem-solve along the way, any breakdown in communication between leadership and employees can have disastrous results that extend beyond project management.

While many challenges exist that can heavily impact decision-making in project management, there are ways to help facilitate this process that can set the team up for success.

The Decision-Making Process In Project Management

There are a few steps to consider when approaching decision-making in project management:

• Identify the purpose of your decision. This is the essential first step in decision-making. You must be able to clearly define the goal behind the decision needing to be made. For example, let’s say we have a PM who is working on putting together a structure for a writing project that will be read aloud on a podcast. Aside from creating a solid timeline of milestones, the PM will need to have a clear goal in mind in order to make effective decisions. The goal in this specific case would be to identify and choose the few individuals to comprise the team, whose expertise will deliver the final product in a faster manner than usual. Since this particular example is considered a high-priority project needing a finer eye, extra care and diligence must be top of mind when making choosing the appropriate team.
• Have all the information you need directly related to the problem. Before you make a decision, you need to collect all the relevant information, both internally and externally. Let’s take our example of the PM whose team was tasked with writing a project that will be read aloud on a podcast, expanding the company’s visibility. Internally, the PM needs to know the team’s availability to be able to make a decision on a feasible timeline while simultaneously understanding the needs of the external client and their own expectations. This ensures that the team is meeting important milestones.
• Consider the impact it will have on the rest of the team. When it comes to decision-making, you’ll need to keep in mind the proposed decision will have a ripple effect on the rest of the team. If the decision of a PM causes an imbalance of work – with one person getting more work than another – a new decision should be made in order to rectify the situation. Workplace initiatives often require regular feedback from the individuals on a team so that better, well-thought-out decisions can be made. In our example, the PM will need to review the workload of the team against the needs of the project. If there is considerable conflict in schedules or availability, a team discussion may be needed to identify a solution.
• Identify different methods as alternatives. Part of a PM’s job is to think about different workflow paths in the event the process doesn’t go as originally planned, or identify if there is a way to work more effectively given the circumstances of the situation. When considering different alternatives, it’s best to keep in mind that whichever secondary options exist still need to be in line with reaching the ultimate goal of the project. If the alternative option can help the team complete the project faster and more efficiently, this would be the time to evaluate all the information available and make a well-rounded decision.
• Execute your decision. Now that you have all the information you need and have considered the overall impact it will have on the relevant parties, it’s time to execute the decision. The team will carry it out as discussed with relevant check-ins during the process, especially if it is new to the organization. This ensures the workflow process is running smoothly and gives an opportunity to identify, solve, and discuss any issues that arise needing the team’s input.
• Evaluate continuously. As with any other decisions that impact the team and the work product, evaluation is necessary to help keep processes fresh and effective. You must consider the results of your decisions and whether or not it has met the needs of the project. If not, additional information may be needed in order to make better, more informed decisions when reviewing and improving the processes in the future.

Now that we understand the initial stages of decision-making, let’s talk about the different techniques you can apply in the workplace.

Examples Of Decision-Making In Project Management

Effective decision-making techniques are a healthy combination of intuition, experience, and analysis. Let’s take a look at examples of decision-making in project management.

• Heuristic Technique – This is a method of problem-solving when you want to make quick decisions given a limited time frame, accelerated deadline, or have complex data. This involves relying on past experience, recalling similar situations, intuitive guesswork, trial and error, and mental shortcuts to arrive at a fast solution. This method is intended to be flexible, leaving room for future adjustments. The one downside to this approach is that it can produce errors later in the project’s life cycle. If a particular project is similar in scope and circumstances to a previous assignment, the team can use estimations based on this prior data to make decisions.
• Multi-voting – Multi-voting is a group decision-making technique structured to reduce a large number of action items to a manageable amount based on a team discussion and subsequent vote. The result is a prioritized list that identifies what is most important to the team. Often used during brainstorming sessions, each team member selects from a large number of items what they feel is the most important in the bunch. Depending on the group, this can be done electronically, physically (via a ballot), or through raised hands in a meeting. Each person casts one vote. Then the votes are tallied and the process is repeated until there is a prioritized list of top items. In the case of project management, multi-voting can manifest when the PM works with leadership on an upcoming project. After some discussion about the assignment and the potential issues that may be relevant, the group can then come up with an organized list of the high-priority action items needing to be done.

• Pros/Cons – Quantifying the pros and cons of a decision is one of the most standard approaches. This simple method allows you to think about your decision from all perspectives before confidently making a choice. It’s a quick, easy method to implement that results in objective decisions. This is especially useful when you have doubts about the decision you’re about to make. Whether you decide to do this electronically or on a piece of paper, you can start by writing down your decision at the top. Then, using two columns, write down all the benefits your decision will have on the team. In the other column, you can then jot down your thoughts on any negative outcomes you potentially foresee. An effective way to fully utilize this approach is to get your initial thoughts down as quickly as you can. After you have something on paper, you can then consider the more thoughtful additions to either column. The limitation to this technique is that this is best used when offered up two concrete choices and doesn’t offer much flexibility when you’re faced with multiple issues. Project management often involves various amounts of problem-solving, so if a quick decision needs to be made that has been thoroughly vetted, then evaluating the pros and cons of a decision can prove useful.
• Decision-Tree Analysis – Decision-tree analysis is a visual representation of decisions, potential outcomes, consequences, and possible costs. Using a series of branches and nodes, this support tool can help the project management team identify solutions and evaluate their readiness for implementation. Conversely, branches holding alternative options can be cut entirely from the diagram based on their usefulness to the project. This method is most useful for complex problem-solving, operations, strategies, and cost management. Undeniably, the greatest advantage of the technique is that it is a visual tool, allowing you to see all the possible scenarios in combination with expected outcomes. To use this method in project management, you first need to define the problem in which a decision is needed. Then you can start drawing the decision tree with all the possible solutions and consequences. Anything relevant to the outcome goes into the tree. This includes the monetary value and potential payoffs.

• SWOT analysis – SWOT stands for Strengths, Weaknesses, Opportunities, and Threats. It can reveal areas that need improvement and what is likely to succeed. In project management, Strengths will be your internal factors such as the resources you have available like software, the expertise of the team members, customer relationship, etc. Weaknesses, on the other hand, are the factors that hinder the project’s completion such as budget constraints, an inexperienced team, or lack of transparency into established processes. Opportunities are the external factors that support the project such as another task finishing early, freeing up more resources for the team. Threats are what can impair the success of the project. When you understand how all these components work together, it’s easier to come up with a strategic decision so you can take appropriate action.

In Conclusion

Decision-making in project management can be a painstaking process. So much of the success of a project depends on the types of decisions made within the team.

It’s critical to understand the examples of decision-making in project management and how they can support you in making the best, most informed choices for your team and organization.

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Manage Project Team Decisions and Problem-Solving Techniques You Should Know for the PMP Certification Exam

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One of the more important roles of the project manager is making decisions and solving problems, so expect some PMP Certification Exam questions about your ability to do just that. The project manager’s inability to solve a problem or unwillingness to make a decision can have negative impacts on a project.

The Code of Ethics and Professional Conduct states that as project managers, you need to demonstrate transparency in our decision-making process.

Styles and influences

You will notice that decision-making and problem-solving styles are similar to conflict-resolution styles:

Command: Used when time is of the essence. This is similar to a forcing conflict-management style and used in the same types of situations.

Consultation: Used when you need input and information to make an informed decision. One person is still making the decision, but she seeks input prior to making the decision.

Consensus: Used when you need buy-in from the people involved. In some cases, the team will agree to a majority or plurality voting block to come to a decision.

Random: Like a coin toss. It is used when any solution is fine.

The style you use will depend upon the factors involved:

Time constraints: If time is of the essence, you might need to use a command or random method. Consultation and consensus take more time.

Trust: If you trust the people involved in making the decision, or if you need to build trust, you should use a consultation or consensus model.

Quality: Consensus decisions tend to lead to better decisions. Random decisions are least likely to lead to a good decision.

Acceptance: If you need to have acceptance, you are best served by using a consensus style. You might be able to use a consultative style and still gain acceptance.

Problem-solving model

You can use the following model for either solving a problem or making a decision.

Define the problem.

Clearly define the problem or decision. Many times, groups of people are unable to solve a problem because they aren’t clear what they are trying to solve, or they’re solving different problems from one another. You should be able to clearly articulate the problem or decision in a few concise sentences.

Define solution criteria.

Define the important factors in reaching a decision. Is time the driver? Is technical performance the more important element? You might want to set up a weighted scoring mechanism for procuring project scope.

Brainstorm options.

You and your team should consider various options as well as the implications and risk associated with each.

Choose an option.

Define the pros and cons of each option and apply the decision-making criteria to your alternatives. This should give you a decision.

Evaluate the result.

You can evaluate the effectiveness of your decision-making and problem-solving process at the end of the process. Several weeks later, you might want to reconvene and determine whether the decision or problem resolution was effective.

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The SPALTEN Problem-Solving Methodology as a Decision Making Tool in Project Management

Developed by Felix Dressel.

Problem solving and decision making are essential parts of project management. [1] With the model of Burke and Barron these two parts are put in context to each other and connections can be visualized. Throughout both processes in project management, key actions can be defined which enable the project manager to generate solutions and narrow them down before making a decision. [2] [3]

The SPALTEN problem-solving methodology provides a similar approach. Originally published to improve problem-solving in product development, SPALTEN is universally applicable to any sort of problem, also in other areas of expertise. [4] By gathering and analyzing the given situation as well as by creating, rating, and selecting possible solutions, the method provides the user a step-by-step approach for problem solving. [5]

This article describes the approach of the problem-solving methodology SPALTEN and puts it in the context of Burke and Barron's model of problem solving and decision making in project management. Here, the focus is on how the processes in project management look like, what the SPALTEN methodology and how it can be applied in the context of Burke and Barron’s framework. Finally, the article shows what steps the SPALTEN process contains, which methods can be used and where the limitations are.

Problem Solving and Decision Making in Project Management

In the process of project management, the successful realization of the projects often depends on the ability to make the right decision when problems are encountered. As Burke and Barron state: “A project is often just a big problem that needs to be solved.” [2] While such a problem might often be seen as an obstacle, it also provides an opportunity through which the current situation can be improved. To address a problem and to make a decision the project manager needs a system to identify the problem as concrete as possible and to come up with creative solutions. [1] [2]

The processes of the identification of problems and the decision making of different solution possibilities are often connected. On one side, the problem-solving process focuses on concretely defining the problem and coming up with different solutions (divergent). On the other side, the decision-making process has to consider all the different solution possibilities by taking into account the surrounding situation and ensuring that the selected solution solves the problem as comprehensive as possible (convergent). These two sides are visualized in Figure 1. [2]

During the whole process, actions have to be carried out which build upon each other. During the problem-solving process, the actions are: [2]

• 1. Define Objectives: The starting point of the problem-solving process: The goals and objectives of the project are defined, against which the problems and opportunities have to be evaluated.
• 2. Identify Problems and Opportunities: Identify and define the problems and opportunities encountered during the project.
• 3. Gather Information: Gather all relevant data and information to create an overview of the current situation.
• 4. Solve Problem: Create a list of possible solutions which have to be evaluated and weighted in further steps.

The decision making starts where the problem-solving ends which is often supported by decision-making techniques . [1] After identifying multiple solutions, the following actions are: [3]

• 5. Identify Need for a Decision: What decisions have to be made? Who has the authority to make them?
• 6. Gather Information: Gather all data and information which are relevant for the decision.
• 7. Make Decision: Decide on the best possible solution.
• 8. Implement Decision: This includes the presentation of the decision, its justification, and further steps for the implementation.

To ensure, that the solution was implemented successfully a feedback tool has to be installed. If the problem is not resolved, further measures and actions might be required by the project manager. [3]

The SPALTEN Problem-Solving Methodology

The SPALTEN problem-solving methodology was first published in 2002 by Albers et al. [4] The methodology is not limited to a certain topic or area of expertise but can be adapted in condition and complexity to any problem, which allows to approach a problem universally. The term SPALTEN (spalten (German) = to split) was designed and structured as an acronym representing its different steps. As presented in Figure 2, the steps are: [5]

• Situation Analysis ( S ituationsanalyse)
• Problem Containment ( P roblemeingrenzung)
• Alternative Solutions ( A lternative Lösungen)
• Selection of Solutions ( L ösungsauswahl)
• Consequences Analysis ( T ragweitenanalyse)
• Make Decision and Realization ( E ntscheiden und Umsetzen)
• Recapitulate and Learn ( N achbereiten und Lernen)

Each of the seven working steps can be conducted and supported by a set of suitable methods. This process helps the user to gather and analyze the given situation as well as to create, rate and select possible solutions. SPALTEN also enables to divide complex problems into smaller ones, which makes it easier to manage one big problem and work out a solution for this. For this, each of the working steps can be carried out as a separate SPALTEN process, which is also shown in Figure 2. [5]

Decision Making with the SPALTEN Methodology

By the definition of Burke and Barron, an optimal decision can be made only after considering the processes of problem solving and decision making first. [2] [3] When applying the SPALTEN methodology to this framework, most of its steps can be categorized to the two processes (Figure 3):

• Problem Solving: With the working steps of Situation Analysis, Problem Containment and Alternative Solutions, a high variety of possible solutions is generated (divergent). At the same time, the methodology ensures that the solutions fit to the previous defined problem(s).
• Decision Making: With the following steps, Selection of Solutions, Consequences Analysis and Making Decision and Implementation, SPALTEN narrows down the possibilities, supported by individually defined criteria (convergent). Before a final decision is made, also possible risks and opportunities are analyzed. To avoid the risks or support the opportunities and to ensure a successful implementation, a plan must be made which lists future tasks and responsibilities.

By carrying out these six steps, a core problem can be identified, and an optimal solution can be developed on the basis of which an optimal decision can be made. In addition to problem solving and decision making, SPALTEN also gives the user the possibility to ensure long lasting success. With its last step, Recapitulate and Learn, the results are documented in the right way and feedback is collected. This improves future executions of the methodology.

How to use SPALTEN

The SPALTEN problem-solving methodology is separated into seven working steps. Additionally, between every two steps, the problem-solving team can be adapted to the respective demands, and an information check has to be carried out. The problem-solving team can be adapted to align the skills of the team members with the demands of the tasks. One way to acquire new competences for a certain step is to consult additional experts for specific tasks. However, the team can also be reformed completely if necessary, to ensure that the required skills for the different steps are covered. Similar to the problem-solving team, also the present information has to be reconsidered continuously. Each step builds upon the one which came before, and therefore, all necessary information must be available before moving forward in the process. Throughout the whole problem-solving methodology, a continuous idea pool guarantees that no information is lost. This pool can be accessed any time by the team members to add new ideas or adapt and regroup existing ones. [5] [6]

Situation Analysis

The basis of SPALTEN is the Situation Analysis . The process starts with a detailed collection of all information regarding the current situation. This high amount of collected information must also be structured and documented in the same step. The goal is to completely assess the situation and decide on a problem-solving approach. [5]

To analyze the current situation and collect a high variety of problems, classical techniques such as Brainstorming or Brainwriting can be used. The benefit of Brainwriting in the case of SPALTEN is, that all the ideas are written down during the process already. This simplifies the documentation and also takes into account the opinion of others involved. However, in both techniques it is important, that no ideas are judged to get the widest possible range of problems. In that way, an optimal basis for the next step, the problem containment, can be provided.

Problem Containment

The Problem Containment aims to describe the problem based on the collected information of the previous step. The previous structure is narrowed down by e.g., grouping the relevant information by common attributes or connections. The problem containment aims to identify the cause(s) for the deviation between the targeted and the actual state. Both states are to be described as concrete and precise as possible. The result of this step is a prioritized list of root problems. Ideally, only the most important problem is addressed in the following steps. [6]

An example for a hands-on approach is the Affinity Diagram . To organize a high amount of information, the steps of the diagram gather and sort them into logical groups before headers for each of them are created. This process is repeated to create groups and subgroups including all the available information. Also Multi-Voting can be used to structure and prioritize the high amount of information. The project manager decides on the number of votes and iterations before the voting starts. This can be combined with the Affinity Diagram to first group and then prioritize all the available problem information. [1]

Alternative Solutions

After the core problem has been defined, possible solutions are generated in the step of Alternative Solutions . The result is a high variety of possible solutions. While the solutions aim to cover the problem as comprehensive as possible, they also have to be formulated as concrete as possible to fit to the defined problem. Again, the amount of information increases. Usually, a high creativity is required for this step, which can be supported by specific creativity methods. [5]

The Impulse Image Technique is a simple method to support creative thinking and the generation of creative ideas. With a randomly chosen image, the team has to combine the defined problem with what is shown on the picture. A direct relation between the image and the problem is not required. For example, a bridge can be applied to a solution which connects two areas of expertise. [7] A more unusual but creative approach is the Headstand Method. It is conducted by reformulating the goals of the project by turning them into the exact opposite. The team collects activities which would prevent the project from being successful and how not to achieve the goal. After sorting and grouping the negative ideas, they are turned back into positive ones which describe how to successfully complete the project. [8]

Selection of Solutions

The Selection of Solutions builds upon the high variety of solutions from the previous step. First of all, decision criteria have to be defined and weighted, on which the possible solutions can be compared. The definition of selection criteria must be based on the specific problem situation which was defined in the step of problem containment. The amount of information decreases by focusing on the most promising solution. [6]

With the Six Thinking Hats Method a team can objectively select from a high variety of possibilities. Thereby, the different solutions are evaluated from the point of view of six different roles which each inherit a different set of characteristics and values. During the discussion, the challenge is to only argue from the point of view of the role without including personal opinions. The characteristics and values of the roles can differ on the area of application. Different variations exist where e.g., the roles are defined by characters of the Star-Trek universe in the Star-Trek-Evaluation. [9]

Consequences Analysis

With the previous steps a root problem has been defined and the most promising solution has been selected. Now, the Consequences Analysis allows to evaluate the risks and chances of the solution before it is carried out. With the help of methods, predictions can be made which reveal critical consequences whose cause can be determined before they occur. Based on this, actions can be defined to prevent risks and guarantee opportunities. [5] [6]

The introduction to a Risk Analysis can be another iteration of Brainstorming . Especially uncertain future risks can be uncovered while at the same time, the whole team can relate to the ideas of the others. A more structured overview can be provided by a Cause-and-Effect Analysis in the form of a Fishbone Diagram . Here, causes can be sorted and grouped by the identified effect, especially if the outcome is very likely or even known beforehand.

Make Decision and Realization

After the optimal solution has been identified and possible risks have been taken into account, the step of Make Decision and Realization aims to realize the selected solution. For this, realistic tasks have to be formulated and assigned to the corresponding team members. The result is a well-structured plan which includes e.g., to-dos, due dates, responsibilities, etc., all based on minimizing the identified risks and increasing possible opportunities. [1] [5] [6]

As described in the overview of this article, the decision-making process directly links to the preceding problem solving. This is based on all the available information regarding the identified problem and the developed solution(s). When deciding, it is especially important, that the decision is supported by the necessary power in the organization and that a plan for the implementation is already defined.

Recapitulate and Learn

The final step is Recapitulate and Learn . Based on the continuous improvement process, the total knowledge is documented and stored for future reference (especially the identified problems and developed solution possibilities). This gives the team and other members of the organization the chance to keep track of the results. It also provides the possibility to reflect upon the performance throughout the whole problem-solving process. [6]

To ensure a lasting benefit of the whole process, the documentation has to include the results of the different steps, which are: All the identified problems, the core problem, all the developed solution possibilities, the most promising solution, and the implementation plan. An additional Feedback Capture Grid can be used to collect the feedback of everyone involved and organize it by the categories of positive feedback, improvement potential, open questions, and new / left-over ideas. [10]

The Limitations of Decision Making with SPALTEN

In summary, the SPALTEN problem-solving methodology is a proven tool. It enables a team to analyze the current situation, to identify and narrow down a range of problems and to develop and narrow down possible solutions. These results then support the decision making and implementation while also taking into account the documentation and feedback. With the possibility to adapt to nearly every situation, the methodology also works when only some of the steps are carried out. For example, an engineering team can conduct the first four steps while the consequences analysis and decision are made on a higher power level.

Originally, the methodology was developed for product development. In this area it has already been applied successfully multiple times. [11] However, it has not yet been used to a sufficient extent in project management. The implementation and success of SPALTEN as a decision support tool in project management still needs to be evaluated in a professional environment.

• ↑ 1.0 1.1 1.2 1.3 1.4 Project Management Institute. 2017. A guide to the project management body of knowledge (PMBOK guide). 6th Edition. Newtown Square.
• ↑ 2.0 2.1 2.2 2.3 2.4 2.5 2.6 2.7 Burke, Rory, and Steve Barron. 2014a. "Problem Solving" . In Project Management Leadership: Building Creative Teams, Second Edition, Eds. Rory Burke, and Steve Barron, 317–336Hoboken, NJ, USA: John Wiley & Sons, Ltd.
• ↑ 3.0 3.1 3.2 3.3 3.4 3.5 Burke, Rory, and Steve Barron. 2014b. "Decision Making" . In Project Management Leadership: Building Creative Teams, Second Edition, Eds. Rory Burke, and Steve Barron, 337-349Hoboken, NJ, USA: John Wiley & Sons, Ltd.
• ↑ 4.0 4.1 4.2 4.3 Albers, A., M. Saak, N. Burkhardt, and D. Schweinberger (Eds.). 2002. "Gezielte Problemlösung bei der Produktentwicklung mit Hilfe der SPALTEN-Methode."
• ↑ 5.0 5.1 5.2 5.3 5.4 5.5 5.6 5.7 5.8 5.9 Albers, Albert, Nicolas Reiß, Nicola Bursac, and Jan Breitschuh (Eds.). 2016. "15 Years of SPALTEN Problem Solving Methodology in Product Development."
• ↑ 6.0 6.1 6.2 6.3 6.4 6.5 Albers, A., M. Saak, N. Burkhardt, and M. Meboldt (Eds.). 2005. "SPALTEN PROBLEM SOLVING METHODOLOGY IN THE PRODUCT DEVELOPMENT."
• ↑ Aerssen, Benno van, and Christian Buchholz. 2021a. "Impulse Image Technique." https://www.ask-flip.com/method/10 . Accessed: 20 February 2020.
• ↑ Aerssen, Benno van, and Christian Buchholz. 2021b. "Headstand Method." https://www.ask-flip.com/method/9 . Accessed: 20 February 2020.
• ↑ Dirlewanger, Arno, Monika Heimann, Horst Geschka, Carsten Deckert, Klaus Stanke, Joachim H. Böttcher, Manfred Damsch, Eduard Hauser, and Hans-Rüdiger Munzke. 2016. "Jahrbuch der Kreativität 2014." Norderstedt: Books on Demand.
• ↑ Aerssen, Benno van, and Christian Buchholz. 2021c. "Feedback Capture Grid." https://www.ask-flip.com/method/351 . Accessed: 20 February 2020.
• ↑ Saak, Marcus. 2006. "Development of a concept and of a prototype for a computer-aided tool for the efficient employment of the problem solving methodology "SPALTEN"." Karlsruhe

Annotated bibliography

Project Management Institute. 2017. A guide to the project management body of knowledge. Newtown Square, PA: Project Management Institute.

This book represents the standard of the Project Management Institute (PMI). It is a key source for project management but also considers the context of portfolio management in some chapters. The book contains various principles and processes of project management but also provides a closer look on specific methods and techniques, e.g., for decision making.

Burke, Rory, and Steve Barron, eds. 2014. "Project Management Leadership: Building Creative Teams, Second Edition." Hoboken, NJ, USA: John Wiley & Sons, Ltd.

In the book "Project Management Leadership: Building Creative Teams", Rory Burke and Steve Barron take a closer look at the connection of project management and project leadership. For this article, chapters 23 (p.317-336) and 24 (p.337-350) are the focus. Here they analyze the processes of problem solving and decision making. Characteristics are evaluated as well as interconnections between the two topics.

Albers, Albert, Nicolas Reiß, Nicola Bursac, and Jan Breitschuh (Eds.). 2016. "15 Years of SPALTEN Problem Solving Methodology in Product Development."

Although the SPALTEN problem-solving methodology was first published in 2002 (in German), this article (in English) from 2016 provides the ideal overview. It sums up the environment, development, characteristics, and implementation. Additionally, it evaluates the use of the methodology over the first 15 years.

Aerssen, Benno van, and Christian Buchholz. 2021. "The Florence Innovation Project (FLIP)." Accessed February 20, 2020. https://www.ask-flip.com/ .

The Florence Innovation Project (FLIP) by Benno van Aerssen provides a large database for creativity and innovation methods. Through its website, it is possible to access a well-structured collection of methods and tools suitable for various purposes. In the framework of this article, such methods are especially interesting, when applying the SPALTEN steps in practice.

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

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

To truly understand a problem and develop appropriate solutions, you will want to follow a solid process, follow the necessary problem solving steps, and bring all of your problem solving skills to the table.   We’ll forst look at what problem solving strategies you can employ with your team when looking for a way to approach the process. We’ll then discuss the problem solving skills you need to be more effective at solving problems, complete with an activity from the SessionLab library you can use to develop that skill in your team.

Let’s get to it! 

Problem solving strategies

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

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

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

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

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

Use a workshop to lead a team through a group process

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

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

Problem solving workshop

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

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

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

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

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

Run a design sprint

Great for: 

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

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

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

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

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

Break problems down into smaller issues

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

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

Use guiding frameworks or try new methodologies

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

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

LEGO Serious Play

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

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

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

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

Card Decks and Method Kits

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

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

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

Source external advice

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

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

Mastermind Group

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

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

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

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

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

Coaching and mentoring

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

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

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

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

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

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

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

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

Active listening

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

Some active listening skills include:

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

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

Analytical skills

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

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

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

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

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

Collaboration

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

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

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

Communication  

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

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

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

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

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

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

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

Critical thinking

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

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

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

Data analysis 

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

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

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

Decision making

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

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

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

Dependability

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

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

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

Emotional intelligence

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

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

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

Facilitation

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

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

Flexibility 

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

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

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

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

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

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

Initiative 

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

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

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

Impartiality

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

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

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

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

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

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

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

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

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

Planning 

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

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

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

Prioritization

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

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

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

Project management

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

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

Record keeping

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

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

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

Research skills

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

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

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

Risk management

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

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

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

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

Team-building 

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

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

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

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

Time management 

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

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

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

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

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

Share best practices

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

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

Ask for help and attend training

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

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

Learn a process 

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

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

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

Create a feedback loop

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

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

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

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

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

Use expert exercises and methods

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

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

Try new ways of thinking and change your mindset

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

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

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

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

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

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

Want to design better group processes?

Over to you

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

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

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Making decisions and solving problems are two key areas in life, whether you are at home or at work. Whatever you’re doing, and wherever you are, you are faced with countless decisions and problems, both small and large, every day.

Many decisions and problems are so small that we may not even notice them. Even small decisions, however, can be overwhelming to some people. They may come to a halt as they consider their dilemma and try to decide what to do.

Small and Large Decisions

In your day-to-day life you're likely to encounter numerous 'small decisions', including, for example:

Tea or coffee?

What shall I have in my sandwich? Or should I have a salad instead today?

What shall I wear today?

Larger decisions may occur less frequently but may include:

Should we repaint the kitchen? If so, what colour?

Should we relocate?

Should I propose to my partner? Do I really want to spend the rest of my life with him/her?

These decisions, and others like them, may take considerable time and effort to make.

The relationship between decision-making and problem-solving is complex. Decision-making is perhaps best thought of as a key part of problem-solving: one part of the overall process.

Our approach at Skills You Need is to set out a framework to help guide you through the decision-making process. You won’t always need to use the whole framework, or even use it at all, but you may find it useful if you are a bit ‘stuck’ and need something to help you make a difficult decision.

Decision Making

Effective Decision-Making

This page provides information about ways of making a decision, including basing it on logic or emotion (‘gut feeling’). It also explains what can stop you making an effective decision, including too much or too little information, and not really caring about the outcome.

A Decision-Making Framework

This page sets out one possible framework for decision-making.

The framework described is quite extensive, and may seem quite formal. But it is also a helpful process to run through in a briefer form, for smaller problems, as it will help you to make sure that you really do have all the information that you need.

Problem Solving

Introduction to Problem-Solving

This page provides a general introduction to the idea of problem-solving. It explores the idea of goals (things that you want to achieve) and barriers (things that may prevent you from achieving your goals), and explains the problem-solving process at a broad level.

The first stage in solving any problem is to identify it, and then break it down into its component parts. Even the biggest, most intractable-seeming problems, can become much more manageable if they are broken down into smaller parts. This page provides some advice about techniques you can use to do so.

Sometimes, the possible options to address your problem are obvious. At other times, you may need to involve others, or think more laterally to find alternatives. This page explains some principles, and some tools and techniques to help you do so.

Having generated solutions, you need to decide which one to take, which is where decision-making meets problem-solving. But once decided, there is another step: to deliver on your decision, and then see if your chosen solution works. This page helps you through this process.

‘Social’ problems are those that we encounter in everyday life, including money trouble, problems with other people, health problems and crime. These problems, like any others, are best solved using a framework to identify the problem, work out the options for addressing it, and then deciding which option to use.

This page provides more information about the key skills needed for practical problem-solving in real life.

Further Reading from Skills You Need

The Skills You Need Guide to Interpersonal Skills eBooks.

Develop your interpersonal skills with our series of eBooks. Learn about and improve your communication skills, tackle conflict resolution, mediate in difficult situations, and develop your emotional intelligence.

Guiding you through the key skills needed in life

As always at Skills You Need, our approach to these key skills is to provide practical ways to manage the process, and to develop your skills.

Neither problem-solving nor decision-making is an intrinsically difficult process and we hope you will find our pages useful in developing your skills.

Start with: Decision Making Problem Solving

See also: Improving Communication Interpersonal Communication Skills Building Confidence

More From Forbes

Tips and techniques for problem-solving and decision-making.

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Divya Parekh , of The DP Group, covers business growth, storytelling, high-impact performance and authority building.

Are you struggling to find effective solutions to problems you face in your professional or entrepreneurial ventures? Are you often indecisive when faced with complex decisions?

The ability to solve problems and make decisions quickly and effectively can mean the difference between success and failure. There are two main approaches to problem-solving and decision-making: vertical thinking and horizontal thinking. Both approaches have strengths and weaknesses, so understanding the differences between them can help you apply the right method at the right time.

Let's look at a few case studies to understand the very different benefits of these two approaches.

Vertical Thinking For Decision-Making

First, let's take Jane, the CFO of a financial services company. She needs to decide whether to invest in a new company software system.

Jane gathers all the relevant data about the software system and analyzes it thoroughly. She compares the cost of the system to the potential benefits, evaluates the risks involved and consults with subject matter experts. After careful consideration, she decides the benefits outweigh the costs and risks, and the company should invest in the software system.

This is vertical thinking: making a well-informed decision based on a thorough analysis of the data. Vertical thinking is especially useful in situations where there is a clear goal and a need for a precise, data-driven approach. Experts often use it in fields like finance, where decisions depend heavily on facts and figures.

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Best covid-19 travel insurance plans, horizontal thinking for problem-solving.

Let's move on to Sophie, the head of marketing for a fashion company. The company has been struggling to attract new customers.

Sophie sets up a brainstorming meeting with different department heads. They come up with a variety of creative solutions based on their diverse perspectives. One idea that stands out is to partner with a popular social media influencer to promote the company's products. The team works together to develop a plan to reach out to the influencer and negotiate a partnership.

This is horizontal thinking: working with a team to generate a variety of ideas and consider different perspectives to find an innovative solution. Horizontal thinking is a great approach for problem-solving when the problem is complex and there may be multiple solutions or approaches. Creative professionals, especially in marketing, advertising and designing, highly value this approach.

How Emotions Affect These Approaches

Over several years of coaching, I've noticed that emotions can play a significant role in problem-solving and decision-making, regardless of the thinking style used.

For instance, when using vertical thinking, emotions such as frustration and impatience can arise when a person or team has been working on a problem for an extended period with no clear solution. Conversely, when a team lands on a solution, there can be a sense of relief and accomplishment.

Similarly, when using horizontal thinking, emotions such as excitement and optimism can arise during a brainstorming session when new and creative ideas are being generated. However, disappointment or frustration can also arise when an idea fails to work.

It's important to recognize and acknowledge these emotions as they can affect team dynamics and ultimately, the success of the problem-solving process. I encourage leaders to create a safe and supportive environment where team members feel comfortable expressing their emotions and concerns.

Make These Thinking Styles Work For You

In my experience, a personalized approach that balances both vertical and horizontal thinking can help manage emotions and any other issues that arise effectively. By using vertical thinking to identify specific problems and solutions, and horizontal thinking to generate creative ideas, you can create a problem-solving process that encourages collaboration, creativity and innovation while minimizing negative emotions.

Are you ready to take your problem-solving and decision-making skills to the next level?

Forbes Coaches Council is an invitation-only community for leading business and career coaches. Do I qualify?

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3 Decision-Making Techniques to Suit Any Purpose, Project, or Need

Recommended Reads | By Adele Sommers | Read time minutes

Is there a secret to making stellar decisions? I'm talking about a process that:

• Engages people in reaching satisfying, robust conclusions
• Guides thorny, complex problem-solving with relative ease
• Averts expensive project failures instead of causing them

Decisions made during problem-solving sessions are legacies businesses often have to live with for a long time! Not every decision requires special attention; many are simple and routine.

But the more risky, costly, or large-scale a problem or project is, the more attention it requires. In these instances, the after-effects can come back to haunt people who bypassed good decision-making procedures. This article explains three ways to get superior results from your decision-making processes.

Avoid "Mission Impossible…"

Remember the old saying: "If you fail to plan, you plan to fail?" The quality of the decisions people make in group settings determines the long-term benefits of those decisions. Unfortunately, potent tools and techniques for making complex decisions and solving tricky problems don't seem to be widely understood.

Decision-making techniques are critical for managing projects, for example, where they should be visible in every aspect of project planning. Imagine an aerospace company that designs and builds highly complicated satellite equipment. The potential exists for large-scale fiascos if every facet of every phase doesn't come together perfectly!

Yet, for various reasons, decision-makers often feel pressured to arrive at expedient outcomes when working on urgent issues under tight deadlines. Sidestepping sound decision-making techniques often occurs in the planning stages "for the sake of the schedule." But rushing through a project can easily backfire, and actually cause it to go over-budget and end much later than the original schedule would have required.

You've probably noticed that the consequences of poor decisions - where people hurried to make a decision without weighing all of the important issues - can range from annoying to catastrophic.

…And Turn It into "Mission Possible!"

If you'll recall in the "Mission Impossible" series, the characters invented ingenious manoeuvres and planned every aspect of the project down to the most minute detail. Even though it wasn't always obvious to us - the viewers - the mission planners and implementers had to weigh the risks, alternatives, and "what if" scenarios of every potential outcome. All of these actions contribute to great decision making.

The best decisions for difficult problems can withstand future challenges because they use structured techniques.

These techniques help the participants generate breakthrough ideas, jointly analyse risk, and weigh alternatives. Intricate decisions made without them can quickly fall apart and may even cause harm. So to arrive at great group decisions, I rely on proven, highly adaptable methods such as these:

1. A silent brainstorming process that leads to breakthrough thinking with exceptionally good results. It uses an affinity diagram.

Why is silent brainstorming useful? The process of generating brand, new ideas naturally excites our filtering mechanisms - the ones that protest that we've already "been there, done that," or that someone's new idea can't work "because…" Silent brainstorming, on the other hand, helps us get past those instinctive hurdles to expose new frontiers that we might not have explored.

2. A handy problem-solving tool that helps people identify underlying causes of challenging problems. It uses a root cause diagram.

Why is getting at root causes necessary? Because too often, we fail to look deeply enough at what's responsible for a particular problem. There may be a whole series of nested or interconnected reasons for orders not being filled correctly, for example. The answer could be far simpler than anyone thought, such as a faulty printer ribbon that doesn't print orders clearly, rather than, say, a training issue. We'd never know without asking "why" from several angles and points of view.

3. A tidy decision-making technique that enables a group to compare ideas and alternatives. It uses a prioritisation matrix.

Why is prioritising valuable? It's one of the ways we can best assess the relative merits of one idea over another, especially when each has several complex components. Using a tool with a built-in scoring system can coax the real winner to emerge, clearly separating it from the "runner ups."

In conclusion, structured decision-making produces sturdy, satisfying results, even for complex projects or problems, while boosting both morale and profit potential. For more information on these methods, you may want to explore the decision-making tools and guidebooks at GoalQPC.com

Adele Sommers, Ph.D. is the author of the award-winning "Straight Talk on Boosting Business Performance" programme. She helps people "discover and recover" the profits their businesses may be losing every day through overlooked performance potential. To sign up for more free tips, visit her site at LearnShareProsper.com

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Organization and Self-Management

22 Effective Problem Solving and Decision Making

Types of decision makers.

Problem solving and decision making belong together. You cannot solve a problem without making a decision. There are two main types of decision makers. Some people use a systematic, rational approach. Others are more intuitive. They go with their emotions or a gut feeling about the right approach. They may have highly creative ways to address the problem, but cannot explain why they have chosen this approach.

Six Problem-Solving Steps

The most effective method uses both rational and intuitive or creative approaches. There are six steps in the process:

Identify the problem

Search for alternatives, weigh the alternatives, make a choice.

• Implement the choice
• Evaluate the results and, if necessary, start the process again

To solve a problem, you must first determine what the problem actually is. You may think you know, but you need to check it out. Sometimes, it is easy to focus on symptoms, not causes. You use a rational approach to determine what the problem is. The questions you might ask include:

• What have I (or others) observed?
• What was I (or others) doing at the time the problem occurred?
• Is this a problem in itself or a symptom of a deeper, underlying problem?
• What information do I need?
• What have we already tried to address this problem?

For example, the apprentice you supervise comes to you saying that the electric warming oven is not working properly. Before you call a repair technician, you may want to ask a few questions. You may want to find out what the apprentice means by “not working properly.” Does he or she know how to operate the equipment? Did he or she check that the equipment was plugged in? Was the fuse or circuit breaker checked? When did it last work?

You may be able to avoid an expensive service call. At the very least, you will be able to provide valuable information to the repair technician that aids in the troubleshooting process.

Of course, many of the problems that you will face in the kitchen are much more complex than a malfunctioning oven. You may have to deal with problems such as:

• Discrepancies between actual and expected food costs
• Labour costs that have to be reduced
• Lack of budget to complete needed renovations in the kitchen
• Disputes between staff

However, the basic problem-solving process remains the same even if the problems identified differ. In fact, the more complex the problem is, the more important it is to be methodical in your problem-solving approach.

It may seem obvious what you have to do to address the problem. Occasionally, this is true, but most times, it is important to identify possible alternatives. This is where the creative side of problem solving really comes in.

Brainstorming with a group can be an excellent tool for identifying potential alternatives. Think of as many possibilities as possible. Write down these ideas, even if they seem somewhat zany or offbeat on first impression. Sometimes really silly ideas can contain the germ of a superb solution. Too often, people move too quickly into making a choice without really considering all of the options. Spending more time searching for alternatives and weighing their consequences can really pay off.

Once a number of ideas have been generated, you need to assess each of them to see how effective they might be in addressing the problem. Consider the following factors:

• Impact on the organization
• Effect on public relations
• Impact on employees and organizational climate
• Ethics of actions
• Whether this course is permitted under collective agreements
• Whether this idea can be used to build on another idea

Some individuals and groups avoid making decisions. Not making a decision is in itself a decision. By postponing a decision, you may eliminate a number of options and alternatives. You lose control over the situation. In some cases, a problem can escalate if it is not dealt with promptly. For example, if you do not handle customer complaints promptly, the customer is likely to become even more annoyed. You will have to work much harder to get a satisfactory solution.

Implement the decision

Once you have made a decision, it must be implemented. With major decisions, this may involve detailed planning to ensure that all parts of the operation are informed of their part in the change. The kitchen may need a redesign and new equipment. Employees may need additional training. You may have to plan for a short-term closure while the necessary changes are being made. You will have to inform your customers of the closure.

Evaluate the outcome

Whenever you have implemented a decision, you need to evaluate the results. The outcomes may give valuable advice about the decision-making process, the appropriateness of the choice, and the implementation process itself. This information will be useful in improving the company’s response the next time a similar decision has to be made.

Creative Thinking

Your creative side is most useful in identifying new or unusual alternatives. Too often, you can get stuck in a pattern of thinking that has been successful in the past. You think of ways that you have handled similar problems in the past. Sometimes this is successful, but when you are faced with a new problem or when your solutions have failed, you may find it difficult to generate new ideas.

If you have a problem that seems to have no solution, try these ideas to “unfreeze” your mind:

• Relax before trying to identify alternatives.
• Play “what if” games with the problem. For example, What if money was no object? What if we could organize a festival? What if we could change winter into summer?
• Borrow ideas from other places and companies. Trade magazines might be useful in identifying approaches used by other companies.
• Give yourself permission to think of ideas that seem foolish or that appear to break the rules. For example, new recipes may come about because someone thought of new ways to combine foods. Sometimes these new combinations appear to break rules about complementary tastes or break boundaries between cuisines from different parts of the world. The results of such thinking include the combined bar and laundromat and the coffee places with Internet access for customers.
• Use random inputs to generate new ideas. For example, walk through the local shopping mall trying to find ways to apply everything you see to the problem.
• Turn the problem upside down. Can the problem be seen as an opportunity? For example, the road outside your restaurant that is the only means of accessing your parking lot is being closed due to a bicycle race. Perhaps you could see the bicycle race as an opportunity for business rather than as a problem.

Working in the Food Service Industry Copyright © 2015 by The BC Cook Articulation Committee is licensed under a Creative Commons Attribution 4.0 International License , except where otherwise noted.

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