problem solv

35 problem-solving techniques and methods for solving complex problems

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How do you identify problems?

How do you identify the right solution.

Tips for more effective problem-solving

Complete problem-solving methods

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

Problem-solving warm-up activities

Closing activities for a problem-solving process.

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

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

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

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

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

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

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

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

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

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

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

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

Tips for more effective problem solving

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

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

Clearly define the problem

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

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

Don’t jump to conclusions

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

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

Try different approaches

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

Don’t take it personally

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

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

Get the right people in the room

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

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

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

Document everything

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

Bring a facilitator

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

Develop your problem-solving skills

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

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

Design a great agenda

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

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

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

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

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

Design Sprint 2.0

Open Space Technology

1. Six Thinking Hats

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

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

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

2. Lightning Decision Jam

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

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

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

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

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

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

3. Problem Definition Process

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

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

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

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

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

4. The 5 Whys

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

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

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

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

5. World Cafe

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

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

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

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

6. Discovery & Action Dialogue (DAD)

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

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

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

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

7. Design Sprint 2.0

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

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

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

8. Open space technology

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

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

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

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

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

Techniques to identify and analyze problems

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

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

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

Let’s take a look!

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

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

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

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

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

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

10. The Creativity Dice

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

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

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

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

11. Fishbone Analysis

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

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

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

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

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

12. Problem Tree

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

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

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

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

13. SWOT Analysis

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

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

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

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

14. Agreement-Certainty Matrix

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

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

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

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

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

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

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

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

16. Speed Boat

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

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

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

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

17. The Journalistic Six

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

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

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

18. LEGO Challenge

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

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

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

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

19. What, So What, Now What?

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

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

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

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

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

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

20. Journalists

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

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

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

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

Problem-solving techniques for developing solutions

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

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

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

21. Mindspin

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

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

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

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

22. Improved Solutions

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

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

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

23. Four Step Sketch

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

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

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

24. 15% Solutions

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

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

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

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

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

25. How-Now-Wow Matrix

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

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

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

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

26. Impact and Effort Matrix

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

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

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

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

27. Dotmocracy

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

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

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

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

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

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

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

28. Check-in / Check-out

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

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

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

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

29. Doodling Together

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

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

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

30. Show and Tell

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

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

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

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

31. Constellations

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

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

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

32. Draw a Tree

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

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

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

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

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

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

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

One Breath Feedback
Who What When Matrix
Response Cards

How do I conclude a problem-solving process?

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

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

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

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

33. One Breath Feedback

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

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

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

34. Who What When Matrix

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

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

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

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

35. Response cards

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

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

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

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

Save time and effort discovering the right solutions

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

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

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

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

Over to you

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

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

thank you very much for these excellent techniques

Certainly wonderful article, very detailed. Shared!

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

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Problem-Solving Strategies and Obstacles

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

Sean is a fact-checker and researcher with experience in sociology, field research, and data analytics.

JGI / Jamie Grill / Getty Images

Application
Improvement

From deciding what to eat for dinner to considering whether it's the right time to buy a house, problem-solving is a large part of our daily lives. Learn some of the problem-solving strategies that exist and how to use them in real life, along with ways to overcome obstacles that are making it harder to resolve the issues you face.

What Is Problem-Solving?

In cognitive psychology , the term 'problem-solving' refers to the mental process that people go through to discover, analyze, and solve problems.

A problem exists when there is a goal that we want to achieve but the process by which we will achieve it is not obvious to us. Put another way, there is something that we want to occur in our life, yet we are not immediately certain how to make it happen.

Maybe you want a better relationship with your spouse or another family member but you're not sure how to improve it. Or you want to start a business but are unsure what steps to take. Problem-solving helps you figure out how to achieve these desires.

The problem-solving process involves:

Discovery of the problem
Deciding to tackle the issue
Seeking to understand the problem more fully
Researching available options or solutions
Taking action to resolve the issue

Before problem-solving can occur, it is important to first understand the exact nature of the problem itself. If your understanding of the issue is faulty, your attempts to resolve it will also be incorrect or flawed.

Problem-Solving Mental Processes

Several mental processes are at work during problem-solving. Among them are:

Perceptually recognizing the problem
Representing the problem in memory
Considering relevant information that applies to the problem
Identifying different aspects of the problem
Labeling and describing the problem

Problem-Solving Strategies

There are many ways to go about solving a problem. Some of these strategies might be used on their own, or you may decide to employ multiple approaches when working to figure out and fix a problem.

An algorithm is a step-by-step procedure that, by following certain "rules" produces a solution. Algorithms are commonly used in mathematics to solve division or multiplication problems. But they can be used in other fields as well.

In psychology, algorithms can be used to help identify individuals with a greater risk of mental health issues. For instance, research suggests that certain algorithms might help us recognize children with an elevated risk of suicide or self-harm.

One benefit of algorithms is that they guarantee an accurate answer. However, they aren't always the best approach to problem-solving, in part because detecting patterns can be incredibly time-consuming.

There are also concerns when machine learning is involved—also known as artificial intelligence (AI)—such as whether they can accurately predict human behaviors.

Heuristics are shortcut strategies that people can use to solve a problem at hand. These "rule of thumb" approaches allow you to simplify complex problems, reducing the total number of possible solutions to a more manageable set.

If you find yourself sitting in a traffic jam, for example, you may quickly consider other routes, taking one to get moving once again. When shopping for a new car, you might think back to a prior experience when negotiating got you a lower price, then employ the same tactics.

While heuristics may be helpful when facing smaller issues, major decisions shouldn't necessarily be made using a shortcut approach. Heuristics also don't guarantee an effective solution, such as when trying to drive around a traffic jam only to find yourself on an equally crowded route.

Trial and Error

A trial-and-error approach to problem-solving involves trying a number of potential solutions to a particular issue, then ruling out those that do not work. If you're not sure whether to buy a shirt in blue or green, for instance, you may try on each before deciding which one to purchase.

This can be a good strategy to use if you have a limited number of solutions available. But if there are many different choices available, narrowing down the possible options using another problem-solving technique can be helpful before attempting trial and error.

In some cases, the solution to a problem can appear as a sudden insight. You are facing an issue in a relationship or your career when, out of nowhere, the solution appears in your mind and you know exactly what to do.

Insight can occur when the problem in front of you is similar to an issue that you've dealt with in the past. Although, you may not recognize what is occurring since the underlying mental processes that lead to insight often happen outside of conscious awareness .

Research indicates that insight is most likely to occur during times when you are alone—such as when going on a walk by yourself, when you're in the shower, or when lying in bed after waking up.

How to Apply Problem-Solving Strategies in Real Life

If you're facing a problem, you can implement one or more of these strategies to find a potential solution. Here's how to use them in real life:

Create a flow chart . If you have time, you can take advantage of the algorithm approach to problem-solving by sitting down and making a flow chart of each potential solution, its consequences, and what happens next.
Recall your past experiences . When a problem needs to be solved fairly quickly, heuristics may be a better approach. Think back to when you faced a similar issue, then use your knowledge and experience to choose the best option possible.
Start trying potential solutions . If your options are limited, start trying them one by one to see which solution is best for achieving your desired goal. If a particular solution doesn't work, move on to the next.
Take some time alone . Since insight is often achieved when you're alone, carve out time to be by yourself for a while. The answer to your problem may come to you, seemingly out of the blue, if you spend some time away from others.

Obstacles to Problem-Solving

Problem-solving is not a flawless process as there are a number of obstacles that can interfere with our ability to solve a problem quickly and efficiently. These obstacles include:

Assumptions: When dealing with a problem, people can make assumptions about the constraints and obstacles that prevent certain solutions. Thus, they may not even try some potential options.
Functional fixedness : This term refers to the tendency to view problems only in their customary manner. Functional fixedness prevents people from fully seeing all of the different options that might be available to find a solution.
Irrelevant or misleading information: When trying to solve a problem, it's important to distinguish between information that is relevant to the issue and irrelevant data that can lead to faulty solutions. The more complex the problem, the easier it is to focus on misleading or irrelevant information.
Mental set: A mental set is a tendency to only use solutions that have worked in the past rather than looking for alternative ideas. A mental set can work as a heuristic, making it a useful problem-solving tool. However, mental sets can also lead to inflexibility, making it more difficult to find effective solutions.

How to Improve Your Problem-Solving Skills

In the end, if your goal is to become a better problem-solver, it's helpful to remember that this is a process. Thus, if you want to improve your problem-solving skills, following these steps can help lead you to your solution:

Recognize that a problem exists . If you are facing a problem, there are generally signs. For instance, if you have a mental illness , you may experience excessive fear or sadness, mood changes, and changes in sleeping or eating habits. Recognizing these signs can help you realize that an issue exists.
Decide to solve the problem . Make a conscious decision to solve the issue at hand. Commit to yourself that you will go through the steps necessary to find a solution.
Seek to fully understand the issue . Analyze the problem you face, looking at it from all sides. If your problem is relationship-related, for instance, ask yourself how the other person may be interpreting the issue. You might also consider how your actions might be contributing to the situation.
Research potential options . Using the problem-solving strategies mentioned, research potential solutions. Make a list of options, then consider each one individually. What are some pros and cons of taking the available routes? What would you need to do to make them happen?
Take action . Select the best solution possible and take action. Action is one of the steps required for change . So, go through the motions needed to resolve the issue.
Try another option, if needed . If the solution you chose didn't work, don't give up. Either go through the problem-solving process again or simply try another option.

You can find a way to solve your problems as long as you keep working toward this goal—even if the best solution is simply to let go because no other good solution exists.

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

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

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

What Is Problem Solving?

Definition and importance.

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

Problem-Solving Steps

The problem-solving process typically includes the following steps:

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

Defining the Problem

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

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

Generating Solutions

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

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

Evaluating and Selecting Solutions

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

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

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

Implementing and Monitoring the Solution

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

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

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

Problem-Solving Techniques

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

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

Brainstorming

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

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

When brainstorming, remember to:

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

Root Cause Analysis

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

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

SWOT Analysis

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

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

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

Mind Mapping

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

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

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

Examples of Problem Solving in Various Contexts

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

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

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

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

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

Overcoming a personal obstacle, such as improving your fitness level, by establishing achievable goals, measuring progress, and adjusting your approach accordingly
Navigating a new environment or city by researching your surroundings, asking for directions, or using technology like GPS to guide you
Dealing with a sudden change, like a change in your work schedule, by assessing the situation, identifying potential impacts, and adapting your plans to accommodate the change.
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10 Problem-solving strategies to turn challenges on their head

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What is an example of problem-solving?

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

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

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

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

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

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

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

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

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

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

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

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

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

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

1. Identify the problem

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

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

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

2. Break the problem down

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

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

3. Generate potential solutions

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

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

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

4. Evaluate the possible solutions

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

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

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

woman-helping-her-colleague-problem-solving-strategies

5. Implement and monitor the solutions

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

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

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

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

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

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

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

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

Let’s break each of these down.

1. Use a solution that worked before

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

2. Brainstorming

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

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

3. Work backward

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

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

4. Use the Kipling method

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

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

Answering these questions can help you identify possible solutions.

5. Draw the problem

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

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

woman-drawing-mind-map-problem-solving-strategies

6. Use trial-and-error

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

7. Sleep on it

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

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

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

8. Get advice from your peers

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

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

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

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

9. Use the Pareto principle

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

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

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

10. Add successful solutions to your toolkit

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

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

three-colleagues-looking-at-computer-problem-solving-strategies

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

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

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

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

1. Build your problem-solving skills

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

2. Practice

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

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

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

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

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

two-colleagues-talking-at-corporate-event-problem-solving-strategies

4. Ask for feedback

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

5. Learn new approaches and methodologies

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

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

6. Experiment

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

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

7. Analyze the success of your competitors

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

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

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

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

Use problem-solving strategies to uplevel your business

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

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

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

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

Boost your productivity

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

Elizabeth Perry, ACC

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

8 creative solutions to your most challenging problems

5 problem-solving questions to prepare you for your next interview, what are metacognitive skills examples in everyday life, what is lateral thinking 7 techniques to encourage creative ideas, 31 examples of problem solving performance review phrases, learn what process mapping is and how to create one (+ examples), leadership activities that encourage employee engagement, can dreams help you solve problems 6 ways to try, how much do distractions cost 8 effects of lack of focus, similar articles, the pareto principle: how the 80/20 rule can help you do more with less, thinking outside the box: 8 ways to become a creative problem solver, 3 problem statement examples and steps to write your own, contingency planning: 4 steps to prepare for the unexpected, adaptability in the workplace: defining and improving this key skill, stay connected with betterup, get our newsletter, event invites, plus product insights and research..

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The problem-solving process, how to solve problems: 5 steps, train to solve problems with lean today, what is problem solving steps, techniques, & best practices explained.

Problem solving is the art of identifying problems and implementing the best possible solutions. Revisiting your problem-solving skills may be the missing piece to leveraging the performance of your business, achieving Lean success, or unlocking your professional potential.

Ask any colleague if they’re an effective problem-solver and their likely answer will be, “Of course! I solve problems every day.”

Problem solving is part of most job descriptions, sure. But not everyone can do it consistently.

Problem solving is the process of defining a problem, identifying its root cause, prioritizing and selecting potential solutions, and implementing the chosen solution.

There’s no one-size-fits-all problem-solving process. Often, it’s a unique methodology that aligns your short- and long-term objectives with the resources at your disposal. Nonetheless, many paradigms center problem solving as a pathway for achieving one’s goals faster and smarter.

One example is the Six Sigma framework , which emphasizes eliminating errors and refining the customer experience, thereby improving business outcomes. Developed originally by Motorola, the Six Sigma process identifies problems from the perspective of customer satisfaction and improving product delivery.

Lean management, a similar method, is about streamlining company processes over time so they become “leaner” while producing better outcomes.

Trendy business management lingo aside, both of these frameworks teach us that investing in your problem solving process for personal and professional arenas will bring better productivity.

1. Precisely Identify Problems

As obvious as it seems, identifying the problem is the first step in the problem-solving process. Pinpointing a problem at the beginning of the process will guide your research, collaboration, and solutions in the right direction.

At this stage, your task is to identify the scope and substance of the problem. Ask yourself a series of questions:

What’s the problem?
How many subsets of issues are underneath this problem?
What subject areas, departments of work, or functions of business can best define this problem?

Although some problems are naturally large in scope, precision is key. Write out the problems as statements in planning sheets . Should information or feedback during a later step alter the scope of your problem, revise the statements.

Framing the problem at this stage will help you stay focused if distractions come up in later stages. Furthermore, how you frame a problem will aid your search for a solution. A strategy of building Lean success, for instance, will emphasize identifying and improving upon inefficient systems.

2. Collect Information and Plan

The second step is to collect information and plan the brainstorming process. This is another foundational step to road mapping your problem-solving process. Data, after all, is useful in identifying the scope and substance of your problems.

Collecting information on the exact details of the problem, however, is done to narrow the brainstorming portion to help you evaluate the outcomes later. Don’t overwhelm yourself with unnecessary information — use the problem statements that you identified in step one as a north star in your research process.

This stage should also include some planning. Ask yourself:

What parties will ultimately decide a solution?
Whose voices and ideas should be heard in the brainstorming process?
What resources are at your disposal for implementing a solution?

Establish a plan and timeline for steps 3-5.

3. Brainstorm Solutions

Brainstorming solutions is the bread and butter of the problem-solving process. At this stage, focus on generating creative ideas. As long as the solution directly addresses the problem statements and achieves your goals, don’t immediately rule it out.

Moreover, solutions are rarely a one-step answer and are more like a roadmap with a set of actions. As you brainstorm ideas, map out these solutions visually and include any relevant factors such as costs involved, action steps, and involved parties.

With Lean success in mind, stay focused on solutions that minimize waste and improve the flow of business ecosystems.

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4. Decide and Implement

The most critical stage is selecting a solution. Easier said than done. Consider the criteria that has arisen in previous steps as you decide on a solution that meets your needs.

Once you select a course of action, implement it.

Practicing due diligence in earlier stages of the process will ensure that your chosen course of action has been evaluated from all angles. Often, efficient implementation requires us to act correctly and successfully the first time, rather than being hurried and sloppy. Further compilations will create more problems, bringing you back to step 1.

5. Evaluate

Exercise humility and evaluate your solution honestly. Did you achieve the results you hoped for? What would you do differently next time?

As some experts note, formulating feedback channels into your evaluation helps solidify future success. A framework like Lean success, for example, will use certain key performance indicators (KPIs) like quality, delivery success, reducing errors, and more. Establish metrics aligned with company goals to assess your solutions.

Master skills like measurement system analysis, lean principles, hypothesis testing, process analysis and DFSS tools with our Lean Six Sigma Green Belt Training Course . Sign-up today!

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A Better Framework for Solving Tough Problems

Start with trust and end with speed.

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When it comes to solving complicated problems, the default for many organizational leaders is to take their time to work through the issues at hand. Unfortunately, that often leads to patchwork solutions or problems not truly getting resolved.

But Anne Morriss offers a different framework. In this episode, she outlines a five-step process for solving any problem and explains why starting with trust and ending with speed is so important for effective change leadership. As she says, “Let’s get into dialogue with the people who are also impacted by the problem before we start running down the path of solving it.”

Morriss is an entrepreneur and leadership coach. She’s also the coauthor of the book, Move Fast and Fix Things: The Trusted Leader’s Guide to Solving Hard Problems .

Key episode topics include: strategy, decision making and problem solving, strategy execution, managing people, collaboration and teams, trustworthiness, organizational culture, change leadership, problem solving, leadership.

HBR On Strategy curates the best case studies and conversations with the world’s top business and management experts, to help you unlock new ways of doing business. New episodes every week.

Listen to the full HBR IdeaCast episode: How to Solve Tough Problems Better and Faster (2023)
Find more episodes of HBR IdeaCast
Discover 100 years of Harvard Business Review articles, case studies, podcasts, and more at HBR.org .

HANNAH BATES: Welcome to HBR On Strategy , case studies and conversations with the world’s top business and management experts, hand-selected to help you unlock new ways of doing business.

When it comes to solving complicated problems, many leaders only focus on the most apparent issues. Unfortunately that often leads to patchwork or partial solutions. But Anne Morriss offers a different framework that aims to truly tackle big problems by first leaning into trust and then focusing on speed.

Morriss is an entrepreneur and leadership coach. She’s also the co-author of the book, Move Fast and Fix Things: The Trusted Leader’s Guide to Solving Hard Problems . In this episode, she outlines a five-step process for solving any problem. Some, she says, can be solved in a week, while others take much longer. She also explains why starting with trust and ending with speed is so important for effective change leadership.

This episode originally aired on HBR IdeaCast in October 2023. Here it is.

CURT NICKISCH: Welcome to the HBR IdeaCast from Harvard Business Review. I’m Curt Nickisch.

Problems can be intimidating. Sure, some problems are fun to dig into. You roll up your sleeves, you just take care of them; but others, well, they’re complicated. Sometimes it’s hard to wrap your brain around a problem, much less fix it.

And that’s especially true for leaders in organizations where problems are often layered and complex. They sometimes demand technical, financial, or interpersonal knowledge to fix. And whether it’s avoidance on the leaders’ part or just the perception that a problem is systemic or even intractable, problems find a way to endure, to keep going, to keep being a problem that everyone tries to work around or just puts up with.

But today’s guest says that just compounds it and makes the problem harder to fix. Instead, she says, speed and momentum are key to overcoming a problem.

Anne Morriss is an entrepreneur, leadership coach and founder of the Leadership Consortium and with Harvard Business School Professor Francis Frei, she wrote the new book, Move Fast and Fix Things: The Trusted Leaders Guide to Solving Hard Problems . Anne, welcome back to the show.

ANNE MORRISS: Curt, thank you so much for having me.

CURT NICKISCH: So, to generate momentum at an organization, you say that you really need speed and trust. We’ll get into those essential ingredients some more, but why are those two essential?

ANNE MORRISS: Yeah. Well, the essential pattern that we observed was that the most effective change leaders out there were building trust and speed, and it didn’t seem to be a well-known observation. We all know the phrase, “Move fast and break things,” but the people who were really getting it right were moving fast and fixing things, and that was really our jumping off point. So when we dug into the pattern, what we observed was they were building trust first and then speed. This foundation of trust was what allowed them to fix more things and break fewer.

CURT NICKISCH: Trust sounds like a slow thing, right? If you talk about building trust, that is something that takes interactions, it takes communication, it takes experiences. Does that run counter to the speed idea?

ANNE MORRISS: Yeah. Well, this issue of trust is something we’ve been looking at for over a decade. One of the headlines in our research is it’s actually something we’re building and rebuilding and breaking all the time. And so instead of being this precious, almost farbege egg, it’s this thing that is constantly in motion and this thing that we can really impact when we’re deliberate about our choices and have some self-awareness around where it’s breaking down and how it’s breaking down.

CURT NICKISCH: You said break trust in there, which is intriguing, right? That you may have to break trust to build trust. Can you explain that a little?

ANNE MORRISS: Yeah, well, I’ll clarify. It’s not that you have to break it in order to build it. It’s just that we all do it some of the time. Most of us are trusted most of the time. Most of your listeners I imagine are trusted most of the time, but all of us have a pattern where we break trust or where we don’t build as much as could be possible.

CURT NICKISCH: I want to talk about speed, this other essential ingredient that’s so intriguing, right? Because you think about solving hard problems as something that just takes a lot of time and thinking and coordination and planning and designing. Explain what you mean by it? And also, just how we maybe approach problems wrong by taking them on too slowly?

ANNE MORRISS: Well, Curt, no one has ever said to us, “I wish I had taken longer and done less.” We hear the opposite all the time, by the way. So what we really set out to do was to create a playbook that anyone can use to take less time to do more of the things that are going to make your teams and organizations stronger.

And the way we set up the book is okay, it’s really a five step process. Speed is the last step. It’s the payoff for the hard work you’re going to do to figure out your problem, build or rebuild trust, expand the team in thoughtful and strategic ways, and then tell a real and compelling story about the change you’re leading.

Only then do you get to go fast, but that’s an essential part of the process, and we find that either people under emphasize it or speed has gotten a bad name in this world of moving fast and breaking things. And part of our mission for sure was to rehabilitate speed’s reputation because it is an essential part of the change leader’s equation. It can be the difference between good intentions and getting anything done at all.

CURT NICKISCH: You know, the fact that nobody ever tells you, “I wish we had done less and taken more time.” I think we all feel that, right? Sometimes we do something and then realize, “Oh, that wasn’t that hard and why did it take me so long to do it? And I wish I’d done this a long time ago.” Is it ever possible to solve a problem too quickly?

ANNE MORRISS: Absolutely. And we see that all the time too. What we push people to do in those scenarios is really take a look at the underlying issue because in most cases, the solution is not to take your foot off the accelerator per se and slow down. The solution is to get into the underlying problem. So if it’s burnout or a strategic disconnect between what you’re building and the marketplace you’re serving, what we find is the anxiety that people attach to speed or the frustration people attach to speed is often misplaced.

CURT NICKISCH: What is a good timeline to think about solving a problem then? Because if we by default take too long or else jump ahead and we don’t fix it right, what’s a good target time to have in your mind for how long solving a problem should take?

ANNE MORRISS: Yeah. Well, we’re playful in the book and talking about the idea that many problems can be solved in a week. We set the book up five chapters. They’re titled Monday, Tuesday, Wednesday, Thursday, Friday, and we’re definitely having fun with that. And yet, if you count the hours in a week, there are a lot of them. Many of our problems, if you were to spend a focused 40 hours of effort on a problem, you’re going to get pretty far.

But our main message is, listen, of course it’s going to depend on the nature of the problem, and you’re going to take weeks and maybe even some cases months to get to the other side. What we don’t want you to do is take years, which tends to be our default timeline for solving hard problems.

CURT NICKISCH: So you say to start with identifying the problem that’s holding you back, seems kind of obvious. But where do companies go right and wrong with this first step of just identifying the problem that’s holding you back?

ANNE MORRISS: And our goal is that all of these are going to feel obvious in retrospect. The problem is we skip over a lot of these steps and this is why we wanted to underline them. So this one is really rooted in our observation and I think the pattern of our species that we tend to be overconfident in the quality of our thoughts, particularly when it comes to diagnosing problems.

And so we want to invite you to start in a very humble and curious place, which tends not to be our default mode when we’re showing up for work. We convince ourselves that we’re being paid for our judgment. That’s exactly what gets reinforced everywhere. And so we tend to counterintuitively, given what we just talked about, we tend to move too quickly through the diagnostic phase.

CURT NICKISCH: “I know what to do, that’s why you hired me.”

ANNE MORRISS: Exactly. “I know what to do. That’s why you hired me. I’ve seen this before. I have a plan. Follow me.” We get rewarded for the expression of confidence and clarity. And so what we’re inviting people to do here is actually pause and really lean into what are the root causes of the problem you’re seeing? What are some alternative explanations? Let’s get into dialogue with the people who are also impacted by the problem before we start running down the path of solving it.

CURT NICKISCH: So what do you recommend for this step, for getting to the root of the problem? What are questions you should ask? What’s the right thought process? What do you do on Monday of the week?

ANNE MORRISS: In our experience of doing this work, people tend to undervalue the power of conversation, particularly with other people in the organization. So we will often advocate putting together a team of problem solvers, make it a temporary team, really pull in people who have a particular perspective on the problem and create the space, make it as psychologically safe as you can for people to really, as Chris Argyris so beautifully articulated, discuss the undiscussable.

And so the conditions for that are going to look different in every organization depending on the problem, but if you can get a space where smart people who have direct experience of a problem are in a room and talking honestly with each other, you can make an extraordinary amount of progress, certainly in a day.

CURT NICKISCH: Yeah, that gets back to the trust piece.

ANNE MORRISS: Definitely.

CURT NICKISCH: How do you like to start that meeting, or how do you like to talk about it? I’m just curious what somebody on that team might hear in that meeting, just to get the sense that it’s psychologically safe, you can discuss the undiscussable and you’re also focusing on the identification part. What’s key to communicate there?

ANNE MORRISS: Yeah. Well, we sometimes encourage people to do a little bit of data gathering before those conversations. So the power of a quick anonymous survey around whatever problem you’re solving, but also be really thoughtful about the questions you’re going to ask in the moment. So a little bit of preparation can go a long way and a little bit of thoughtfulness about the power dynamic. So who’s going to walk in there with license to speak and who’s going to hold back? So being thoughtful about the agenda, about the questions you’re asking about the room, about the facilitation, and then courage is a very infectious emotion.

So if you can early on create the conditions for people to show up bravely in that conversation, then the chance that you’re going to get good information and that you’re going to walk out of that room with new insight in the problem that you didn’t have when you walked in is extraordinarily high.

CURT NICKISCH: Now, in those discussions, you may have people who have different perspectives on what the problem really is. They also bear different costs of addressing the problem or solving it. You talked about the power dynamic, but there’s also an unfairness dynamic of who’s going to actually have to do the work to take care of it, and I wonder how you create a culture in that meeting where it’s the most productive?

ANNE MORRISS: For sure, the burden of work is not going to be equitably distributed around the room. But I would say, Curt, the dynamic that we see most often is that people are deeply relieved that hard problems are being addressed. So it really can create, and more often than not in our experience, it does create this beautiful flywheel of action, creativity, optimism. Often when problems haven’t been addressed, there is a fair amount of anxiety in the organization, frustration, stagnation. And so credible movement towards action and progress is often the best antidote. So even if the plan isn’t super clear yet, if it’s credible, given who’s in the room and their decision rights and mandate, if there’s real momentum coming out of that to make progress, then that tends to be deeply energizing to people.

CURT NICKISCH: I wonder if there’s an organization that you’ve worked with that you could talk about how this rolled out and how this took shape?

ANNE MORRISS: When we started working with Uber, that was wrestling with some very public issues of culture and trust with a range of stakeholders internally, the organization, also external, that work really started with a campaign of listening and really trying to understand where trust was breaking down from the perspective of these stakeholders?

So whether it was female employees or regulators or riders who had safety concerns getting into the car with a stranger. This work, it starts with an honest internal dialogue, but often the problem has threads that go external. And so bringing that same commitment to curiosity and humility and dialogue to anyone who’s impacted by the problem is the fastest way to surface what’s really going on.

CURT NICKISCH: There’s a step in this process that you lay out and that’s communicating powerfully as a leader. So we’ve heard about listening and trust building, but now you’re talking about powerful communication. How do you do this and why is it maybe this step in the process rather than the first thing you do or the last thing you do?

ANNE MORRISS: So in our process, again, it’s the days of the week. On Monday you figured out the problem. Tuesday you really got into the sandbox in figuring out what a good enough plan is for building trust. Wednesday, step three, you made it better. You created an even better plan, bringing in new perspectives. Thursday, this fourth step is the day we’re saying you got to go get buy-in. You got to bring other people along. And again, this is a step where we see people often underinvest in the power and payoff of really executing it well.

CURT NICKISCH: How does that go wrong?

ANNE MORRISS: Yeah, people don’t know the why. Human behavior and the change in human behavior really depends on a strong why. It’s not just a selfish, “What’s in it for me?” Although that’s helpful, but where are we going? I may be invested in a status quo and I need to understand, okay, if you’re going to ask me to change, if you’re going to invite me into this uncomfortable place of doing things differently, why am I here? Help me understand it and articulate the way forward and language that not only I can understand, but also that’s going to be motivating to me.

CURT NICKISCH: And who on my team was part of this process and all that kind of stuff?

ANNE MORRISS: Oh, yeah. I may have some really important questions that may be in the way of my buy-in and commitment to this plan. So certainly creating a space where those questions can be addressed is essential. But what we found is that there is an architecture of a great change story, and it starts with honoring the past, honoring the starting place. Sometimes we’re so excited about the change and animated about the change that what has happened before or what is even happening in the present tense is low on our list of priorities.

Or we want to label it bad, because that’s the way we’ve thought about the change, but really pausing and honoring what came before you and all the reasonable decisions that led up to it, I think can be really helpful to getting people emotionally where you want them to be willing to be guided by you. Going back to Uber, when Dara Khosrowshahi came in.

CURT NICKISCH: This is the new CEO.

ANNE MORRISS: The new CEO.

CURT NICKISCH: Replaced Travis Kalanick, the founder and first CEO, yeah.

ANNE MORRISS: Yeah, and had his first all-hands meeting. One of his key messages, and this is a quote, was that he was going to retain the edge that had made Uber, “A force of nature.” And in that meeting, the crowd went wild because this is also a company that had been beaten up publicly for months and months and months, and it was a really powerful choice. And his predecessor, Travis was in the room, and he also honored Travis’ incredible work and investment in bringing the company to the place where it was.

And I would use words like grace to also describe those choices, but there’s also an incredible strategic value to naming the starting place for everybody in the room because in most cases, most people in that room played a role in getting to that starting place, and you’re acknowledging that.

CURT NICKISCH: You can call it grace. Somebody else might call it diplomatic or strategic. But yeah, I guess like it or not, it’s helpful to call out and honor the complexity of the way things have been done and also the change that’s happening.

ANNE MORRISS: Yeah, and the value. Sometimes honoring the past is also owning what didn’t work or what wasn’t working for stakeholders or segments of the employee team, and we see that around culture change. Sometimes you’ve got to acknowledge that it was not an equitable environment, but whatever the worker, everyone in that room is bringing that pass with them. So again, making it discussable and using it as the jumping off place is where we advise people to start.

Then you’ve earned the right to talk about the change mandate, which we suggest using clear and compelling language about the why. “This is what happened, this is where we are, this is the good and the bad of it, and here’s the case for change.”

And then the last part, which is to describe a rigorous and optimistic way forward. It’s a simple past, present, future arc, which will be familiar to human beings. We love stories as human beings. It’s among the most powerful currency we have to make sense of the world.

CURT NICKISCH: Yeah. Chronological is a pretty powerful order.

ANNE MORRISS: Right. But again, the change leaders we see really get it right, are investing an incredible amount of time into the storytelling part of their job. Ursula Burns, the Head of Xerox is famous for the months and years she spent on the road just telling the story of Xerox’s change, its pivot into services to everyone who would listen, and that was a huge part of her success.

CURT NICKISCH: So Friday or your fifth step, you end with empowering teams and removing roadblocks. That seems obvious, but it’s critical. Can you dig into that a little bit?

ANNE MORRISS: Yeah. Friday is the fun day. Friday’s the release of energy into the system. Again, you’ve now earned the right to go fast. You have a plan, you’re pretty confident it’s going to work. You’ve told the story of change the organization, and now you get to sprint. So this is about really executing with urgency, and it’s about a lot of the tactics of speed is where we focus in the book. So the tactics of empowerment, making tough strategic trade-offs so that your priorities are clear and clearly communicated, creating mechanisms to fast-track progress. At Etsy, CEO Josh Silverman, he labeled these projects ambulances. It’s an unfortunate metaphor, but it’s super memorable. These are the products that get to speed out in front of the other ones because the stakes are high and the clock is sticking.

CURT NICKISCH: You pull over and let it go by.

ANNE MORRISS: Yeah, exactly. And so we have to agree as an organization on how to do something like that. And so we see lots of great examples both in young organizations and big complex biotech companies with lots of regulatory guardrails have still found ways to do this gracefully.

And I think we end with this idea of conflict debt, which is a term we really love. Leanne Davey, who’s a team scholar and researcher, and anyone in a tech company will recognize the idea of tech debt, which is this weight the organization drags around until they resolve it. Conflict debt is a beautiful metaphor because it is this weight that we drag around and slows us down until we decide to clean it up and fix it. The organizations that are really getting speed right have figured out either formally or informally, how to create an environment where conflict and disagreements can be gracefully resolved.

CURT NICKISCH: Well, let’s talk about this speed more, right? Because I think this is one of those places that maybe people go wrong or take too long, and then you lose the awareness of the problem, you lose that urgency. And then that also just makes it less effective, right? It’s not just about getting the problem solved as quickly as possible. It’s also just speed in some ways helps solve the problem.

ANNE MORRISS: Oh, yeah. It really is the difference between imagining the change you want to lead and really being able to bring it to life. Speed is the thing that unlocks your ability to lead change. It needs a foundation, and that’s what Monday through Thursday is all about, steps one through four, but the finish line is executing with urgency, and it’s that urgency that releases the system’s energy, that communicates your priorities, that creates the conditions for your team to make progress.

CURT NICKISCH: Moving fast is something that entrepreneurs and tech companies certainly understand, but there’s also this awareness that with big companies, the bigger the organization, the harder it is to turn the aircraft carrier around, right? Is speed relative when you get at those levels, or do you think this is something that any company should be able to apply equally?

ANNE MORRISS: We think this applies to any company. The culture really lives at the level of team. So we believe you can make a tremendous amount of progress even within your circle of control as a team leader. I want to bring some humility to this and careful of words like universal, but we do think there’s some universal truths here around the value of speed, and then some of the byproducts like keeping fantastic people. Your best people want to solve problems, they want to execute, they want to make progress and speed, and the ability to do that is going to be a variable in their own equation of whether they stay or they go somewhere else where they can have an impact.

CURT NICKISCH: Right. They want to accomplish something before they go or before they retire or finish something out. And if you’re able to just bring more things on the horizon and have it not feel like it’s going to be another two years to do something meaningful.

ANNE MORRISS: People – I mean, they want to make stuff happen and they want to be around the energy and the vitality of making things happen, which again, is also a super infectious phenomenon. One of the most important jobs of a leader, we believe, is to set the metabolic pace of their teams and organizations. And so what we really dig into on Friday is, well, what does that look like to speed something up? What are the tactics of that?

CURT NICKISCH: I wonder if that universal truth, that a body in motion stays in motion applies to organizations, right? If an organization in motion stays in motion, there is something to that.

ANNE MORRISS: Absolutely.

CURT NICKISCH: Do you have a favorite client story to share, just where you saw speed just become a bit of a flywheel or just a positive reinforcement loop for more positive change at the organization?

ANNE MORRISS: Yeah. We work with a fair number of organizations that are on fire. We do a fair amount of firefighting, but we also less dramatically do a lot of fire prevention. So we’re brought into organizations that are working well and want to get better, looking out on the horizon. That work is super gratifying, and there is always a component of, well, how do we speed this up?

What I love about that work is there’s often already a high foundation of trust, and so it’s, well, how do we maintain that foundation but move this flywheel, as you said, even faster? And it’s really energizing because often there’s a lot of pent-up energy that… There’s a lot of loyalty to the organization, but often it’s also frustration and pent-up energy. And so when that gets released, when good people get the opportunity to sprint for the first time in a little while, it’s incredibly energizing, not just for us, but for the whole organization.

CURT NICKISCH: Anne, this is great. I think finding a way to solve problems better but also faster is going to be really helpful. So thanks for coming on the show to talk about it.

ANNE MORRISS: Oh, Curt, it was such a pleasure. This is my favorite conversation. I’m delighted to have it anytime.

HANNAH BATES: That was entrepreneur, leadership coach, and author Anne Morriss – in conversation with Curt Nickisch on HBR IdeaCast.

We’ll be back next Wednesday with another hand-picked conversation about business strategy from Harvard Business Review. If you found this episode helpful, share it with your friends and colleagues, and follow our show on Apple Podcasts, Spotify, or wherever you get your podcasts. While you’re there, be sure to leave us a review.

When you’re ready for more podcasts, articles, case studies, books, and videos with the world’s top business and management experts, you’ll find it all at HBR.org.

This episode was produced by Mary Dooe, Anne Saini, and me, Hannah Bates. Ian Fox is our editor. Special thanks to Rob Eckhardt, Maureen Hoch, Erica Truxler, Ramsey Khabbaz, Nicole Smith, Anne Bartholomew, and you – our listener. See you next week.

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The Problem-Solving Process

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

By the Mind Tools Content Team

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

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

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

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

1. Define the Problem

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

2. Analyze the Problem

Ask yourself, and others, the following questions.

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

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

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

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

3. Generate Potential Solutions

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

4. Select Best Solution

When selecting the best solution, consider:

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

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

5. Take Action

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

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

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

6. Monitor and Review

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

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

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

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

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May 31, 2024

10 min read

Math Can Help Solve Social Justice Problems

Mathematicians are working on ways to use their field to tackle major social issues, such as social inequality and the need for gender equity

By Rachel Crowell & Nature magazine

Human Head and Equal Sign Formed by Human Crowd on White Background

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When Carrie Diaz Eaton trained as a mathematician, they didn’t expect their career to involve social-justice research. Growing up in Providence, Rhode Island, Diaz Eaton first saw social justice in action when their father, who’s from Peru, helped other Spanish-speaking immigrants to settle in the United States.

But it would be decades before Diaz Eaton would forge a professional path to use their mathematical expertise to study social-justice issues. Eventually, after years of moving around for education and training, that journey brought them back to Providence, where they collaborated with the Woonasquatucket River Watershed Council on projects focused on preserving the local environment of the river’s drainage basin, and bolstering resources for the surrounding, often underserved communities.

By “thinking like a mathematician” and leaning on data analysis, data science and visualization skills, they found that their expertise was needed in surprising ways, says Diaz Eaton, who is now executive director of the Institute for a Racially Just, Inclusive, and Open STEM Education at Bates College in Lewiston, Maine.

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For example, the council identified a need to help local people to better connect with community resources. “Even though health care and education don’t seem to fall under the purview of a watershed council, these are all interrelated issues,” Diaz Eaton says. Air pollution can contribute to asthma attacks, for example. In one project, Diaz Eaton and their collaborators built a quiz to help community members to choose the right health-care option, depending on the nature of their illness or injury, immigration status and health-insurance coverage.

“One of the things that makes us mathematicians, is our skills in logic and the questioning of assumptions”, and creating that quiz “was an example of logic at play”, requiring a logic map of cases and all of the possible branches of decision-making to make an effective quiz, they say.

Maths might seem an unlikely bedfellow for social-justice research. But applying the rigour of the field is turning out to be a promising approach for identifying, and sometimes even implementing, fruitful solutions for social problems.

Mathematicians can experience first-hand the messiness and complexity — and satisfaction — of applying maths to problems that affect people and their communities. Trying to work out how to help people access much-needed resources, reduce violence in communities or boost gender equity requires different technical skills, ways of thinking and professional collaborations compared with breaking new ground in pure maths. Even for an applied mathematician like Diaz Eaton, transitioning to working on social-justice applications brings fresh challenges.

Mathematicians say that social-justice research is difficult yet fulfilling — these projects are worth taking on because of their tremendous potential for creating real-world solutions for people and the planet.

Data-driven research

Mathematicians are digging into issues that range from social inequality and health-care access to racial profiling and predictive policing. However, the scope of their research is limited by their access to the data, says Omayra Ortega, an applied mathematician and mathematical epidemiologist at Sonoma State University in Rohnert Park, California. “There has to be that measured information,” Ortega says.

Fortunately, data for social issues abound. “Our society is collecting data at a ridiculous pace,” Ortega notes. Her mathematical epidemiology work has examined which factors affect vaccine uptake in different communities. Her work has found, for example, that, in five years, a national rotavirus-vaccine programme in Egypt would reduce disease burden enough that the cost saving would offset 76% of the costs of the vaccine. “Whenever we’re talking about the distribution of resources, there’s that question of social justice: who gets the resources?” she says.

Lily Khadjavi’s journey with social-justice research began with an intriguing data set.

About 15 years ago, Khadjavi, a mathematician at Loyola Marymount University in Los Angeles, California, was “on the hunt for real-world data” for an undergraduate statistics class she was teaching. She wanted data that the students could crunch to “look at new information and pose their own questions”. She realized that Los Angeles Police Department (LAPD) traffic-stop data fit that description.

At that time, every time that LAPD officers stopped pedestrians or pulled over drivers, they were required to report stop data. Those data included “the perceived race or ethnicity of the person they had stopped”, Khadjavi notes.

When the students analysed the data, the results were memorable. “That was the first time I heard students do a computation absolutely correctly and then audibly gasp at their results,” she says. The data showed that one in every 5 or 6 police stops of Black male drivers resulted in a vehicle search — a rate that was more than triple the national average, which was about one out of every 20 stops for drivers of any race or ethnicity, says Khadjavi.

Her decision to incorporate that policing data into her class was a pivotal moment in Khadjavi’s career — it led to a key publication and years of building expertise in using maths to study racial profiling and police practice. She sits on California’s Racial Identity and Profiling Advisory Board , which makes policy recommendations to state and local agencies on how to eliminate racial profiling in law enforcement.

In 2023, she was awarded the Association for Women in Mathematics’ inaugural Mary & Alfie Gray Award for Social Justice, named after a mathematician couple who championed human rights and equity in maths and government.

Sometimes, gaining access to data is a matter of networking. One of Khadjavi’s colleagues shared Khadjavi’s pivotal article with specialists at the American Civil Liberties Union. In turn, these specialists shared key data obtained through public-records requests with Khadjavi and her colleague. “Getting access to that data really changed what we could analyse,” Khadjavi says. “[It] allowed us to shine a light on the experiences of civilians and police in hundreds of thousands of stops made every year in Los Angeles.”

The data-intensive nature of this research can be an adjustment for some mathematicians, requiring them to develop new skills and approach problems differently. Such was the case for Tian An Wong, a mathematician at the University of Michigan-Dearborn who trained in number theory and representation theory.

In 2020, Wong wanted to know more about the controversial issue of mathematicians collaborating with the police, which involves, in many cases, using mathematical modelling and data analysis to support policing activities. Some mathematicians were protesting about the practice as part of a larger wave of protests around systemic racism , following the killing of George Floyd by police in Minneapolis, Minnesota. Wong’s research led them to a technique called predictive policing, which Wong describes as “the use of historical crime and other data to predict where future crime will occur, and [to] allocate policing resources based on those predictions”.

Wong wanted to know whether the tactics that mathematicians use to support police work could instead be used to critique it. But first, they needed to gain some additional statistics and data analysis skills. To do so, Wong took an online introductory statistics course, re-familiarized themself with the Python programming language, and connected with colleagues trained in statistical methods. They also got used to reading research papers across several disciplines.

Currently, Wong applies those skills to investigating the policing effectiveness of a technology that automatically locates gunshots by sound. That technology has been deployed in parts of Detroit, Michigan, where community members and organizations have raised concerns about its multimillion-dollar cost and about whether such police surveillance makes a difference to public safety.

Getting the lay of the land

For some mathematicians, social-justice work is a natural extension of their career trajectories. “My choice of mathematical epidemiology was also partially born out of out of my love for social justice,” Ortega says. Mathematical epidemiologists apply maths to study disease occurrence in specific populations and how to mitigate disease spread. When Ortega’s PhD adviser mentioned that she could study the uptake of a then-new rotovirus vaccine in the mid-2000s, she was hooked.

Mathematicians, who decide to jump into studying social-justice issues anew, must do their homework and dedicate time to consider how best to collaborate with colleagues of diverse backgrounds.

Jonathan Dawes, an applied mathematician at the University of Bath, UK, investigates links between the United Nations’ Sustainable Development Goals (SDGs) and their associated target actions. Adopted in 2015, the SDGs are “a universal call to action to end poverty, protect the planet, and ensure that by 2030 all people enjoy peace and prosperity,” according to the United Nations , and each one has a number of targets.

“As a global agenda, it’s an invitation to everybody to get involved,” says Dawes. From a mathematical perspective, analysing connections in the complex system of SDGs “is a nice level of problem,” Dawes says. “You’ve got 17 Sustainable Development Goals. Between them, they have 169 targets. [That’s] an amount of data that isn’t very large in big-data terms, but just big enough that it’s quite hard to hold all of it in your head.”

Dawes’ interest in the SDGs was piqued when he read a 2015 review that focused on how making progress on individual goals could affect progress on the entire set. For instance, if progress is made on the goal to end poverty how does that affect progress on the goal to achieve quality education for all, as well as the other 15 SDGs?

“If there’s a network and you can put some numbers on the strengths and signs of the edges, then you’ve got a mathematized version of the problem,” Dawes says. Some of his results describe how the properties of the network change if one or more of the links is perturbed, much like an ecological food web. His work aims to identify hierarchies in the SDG networks, pinpointing which SDGs should be prioritized for the health of the entire system.

As Dawes dug into the SDGs, he realized that he needed to expand what he was reading to include different journals, including publications that were “written in very different ways”. That involved “trying to learn a new language”, he explains. He also kept up to date with the output of researchers and organizations doing important SDG-related work, such as the International Institute for Applied Systems Analysis in Laxenburg, Austria, and the Stockholm Environment Institute.

Dawes’ research showed that interactions between the SDGs mean that “there are lots of positive reinforcing effects between poverty, hunger, health care, education, gender equity and so on.” So, “it’s possible to lift all of those up” when progress is made on even one of the goals. With one exception: managing and protecting the oceans. Making progress on some of the other SDGs could, in some cases, stall progress for, or even harm, life below water.

Collaboration care

Because social-justice projects are often inherently cross-disciplinary, mathematicians studying social justice say it’s key in those cases to work with community leaders, activists or community members affected by the issues.

Getting acquainted with these stakeholders might not always feel comfortable or natural. For instance, when Dawes started his SDG research, he realized that he was entering a field in which researchers already knew each other, followed each other’s work and had decades of experience. “There’s a sense of being like an uninvited guest at a party,” Dawes says. He became more comfortable after talking with other researchers, who showed a genuine interest in what he brought to the discussion, and when his work was accepted by the field’s journals. Over time, he realized “the interdisciplinary space was big enough for all of us to contribute to”.

Even when mathematicians have been invited to join a team of social-justice researchers, they still must take care, because first impressions can set the tone.

Michael Small is an applied mathematician and director of the Data Institute at the University of Western Australia in Perth. For much of his career, Small focused on the behaviour of complex systems, or those with many simple interacting parts, and dynamical systems theory, which addresses physical and mechanical problems.

But when a former vice-chancellor at the university asked him whether he would meet with a group of psychiatrists and psychologists to discuss their research on mental health and suicide in young people, it transformed his research. After considering the potential social impact of better understanding the causes and risks of suicide in teenagers and younger children, and thinking about how the problem meshed well with his research in complex systems and ‘non-linear dynamics’, Small agreed to collaborate with the group.

The project has required Small to see beyond the numbers. For the children’s families, the young people are much more than a single data point. “If I go into the room [of mental-health professionals] just talking about mathematics, mathematics, mathematics, and how this is good because we can prove this really cool theorem, then I’m sure I will get push back,” he says. Instead, he notes, it’s important to be open to insights and potential solutions from other fields. Listening before talking can go a long way.

Small’s collaborative mindset has led him to other mental-health projects, such as the Transforming Indigenous Mental Health and Wellbeing project to establish culturally sensitive mental-health support for Indigenous Australians.

Career considerations

Mathematicians who engage in social-justice projects say that helping to create real-world change can be tremendously gratifying. Small wants “to work on problems that I think can do good” in the world. Spending time pursuing them “makes sense both as a technical challenge [and] as a social choice”, he says.

However, pursuing this line of maths research is not without career hurdles. “It can be very difficult to get [these kinds of] results published,” Small says. Although his university supports, and encourages, his mental-health research, most of his publications are related to his standard mathematics research. As such, he sees “a need for balance” between the two lines of research, because a paucity of publications can be a career deal breaker.

Diaz Eaton says that mathematicians pursuing social-justice research could experience varying degrees of support from their universities. “I’ve seen places where the work is supported, but it doesn’t count for tenure [or] it won’t help you on the job market,” they say.

Finding out whether social-justice research will be supported “is about having some really open and transparent conversations. Are the people who are going to write your recommendation letters going to see that work as scholarship?” Diaz Eaton notes.

All things considered, mathematicians should not feel daunted by wading into solving the world’s messy problems, Khadjavi says: “I would like people to follow their passions. It’s okay to start small.”

This article is reproduced with permission and was first published on May 22, 2024 .

These science-based tips can help you manage conflicts in relationships

Direct communication as well as cooperative and constructive problem-solving are key.

Key takeaways

Summary is AI-generated, newsroom-reviewed.

Conflicts in relationships are not inherently bad and can foster growth.
Effective conflict management involves direct communication and mutual understanding.
How couples initiate these difficult conversations also matters.

Did our AI help? Share your thoughts.

Conflicts are inevitable even in the most loving of relationships.

Goals, needs and interests will differ on matters great and small — parenting styles, delegation of chores, whether the toilet seat should be up.

Contrary to popular belief, though, conflicts in and of themselves are not a sign that there’s something wrong with the relationship, experts say.

If managed well, conflicts provide “the opportunity to enhance and grow in our relationships,” said Nickola Overall , a professor of psychology at the University of Auckland specializing in the science of relationships.

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“It’s not about conflict resolution,” since many problems that couples fight about may never fully go away, but about “conflict management,” said Julie Gottman , who researches relationships along with her husband, John Gottman .

But if conflicts are not properly managed or are avoided, they can result in negative consequences for the health of both partners and their relationship. Research shows that while partners in satisfying relationships live longer and have fewer health problems than their single or dissatisfied counterparts, strain and conflict are common. Conflict is especially potent in romantic relationships and associated with worse mental health symptoms , unhealthier patterns of the stress hormone, cortisol, and diminished immune and cardiovascular health .

Avoiding or withdrawing from conflict deprives partners of the opportunity to improve the situation and potentially signals a lack of engagement in the relationship, leading to reduced satisfaction. “You can really use conflict to understand your partner at a much deeper level than you may already know your partner,” Julie Gottman said.

But both partners need the motivation to address the problem and the ability to take their partner’s perspective, Overall said.

And perhaps the most difficult thing: “I think we have to be brave enough to really communicate how we feel and what the underlying issues are,” she said.

Direct communication is key to conflict management

Relationship researchers and clinicians study how conflicts affect relationships by bringing couples into a laboratory, videotaping their interactions while they discuss an intractable problem and analyzing those interactions. They consistently find that unhappy couples are more likely to express greater disagreement, hostility and criticism while happy couples are more likely to express greater validation, affection and humor.

But surprisingly, relationship research has also shown that couples expressing anger and hostility toward one another during arguments could sometimes be predictive of positive relationship outcomes over time.

Conversely, more positive interactions during conflicts — such as agreement and use of humor — could help the relationship in the short term but fail to produce change for the underlying problem in the long run.

These counterintuitive findings suggest that whether interactions are more positive or negative is just one factor in how conflicts turn out. How direct we are in our communication of the issues also matters.

In one study of recorded interactions of 61 romantic couples, Overall and her colleagues found that more direct communication strategies — both negative and positive — were associated with greater success in addressing the problem 12 months later and predicted increased relationship satisfaction even if they were initially perceived as relatively unsuccessful.

By contrast, indirect strategies — positive or negative — did not predict later change in the underlying problem.

Emotions such as anger and hostility can be useful to a conflict and to the relationship, Overall said. They can help convey “that a problem is serious and that the problem needs to be changed, and that the partner needs to do something about helping to resolve this problem,” she said. It also indicates an investment in the relationship.

But these emotions need to match the context of the situation.

In a 2020 longitudinal study of 268 couples, Overall found that while an increase in average levels of hostility and criticism is associated with worsening problems and decreasing satisfaction, it was associated with better outcomes if this expression of hostility was more variable.

But if someone gets upset about everything, “then the information signal gets lost and instead you’re just informing the partner that you’re negative all the time,” Overall said. Then “the potential benefits of expressing negativity and anger and hostility lose its power because it becomes nondiagnostic of the problem,” she said

Cooperative, constructive problem-solving

Constructive problem-solving — through reasoning, negotiations and solution-oriented discussions — can convey the salient pieces of information needed to manage an ongoing conflict: that the issue is important, that the partners are committed to resolving it and that they care about the relationship.

Direct communication is “good for minor problems. It’s good for serious problems,” Overall said. And it doesn’t carry the negative side effects of the negative emotions.

In their recent book, “Fight Right: How Successful Couples Turn Conflict Into Connection,” the Gottmans recommend an intervention they call the “ Dreams Within Conflict ,” which postpones solving the problem and instead has each partner ask the other questions about their values about the issue, why it is important, their feelings about the issue and what their ideal dream is for it.

“The goal is mutual understanding,” John Gottman said. In their couples workshops, the Gottmans have found that this strategy helps 87 percent of couples “move from gridlock on an issue to dialogue,” he said.

How we initiate these difficult conversations also matters because it can predict not only how the conversation will go, but also indicate how the relationship will go, Julie Gottman said.

The Gottmans recommend what they call a softened start-up: First, describe yourself and the situation, not your partner, and then a positive need “that gives your partner a chance to shine for you,” Julie Gottman said. For example: “I’m really worried. There’s the feeling that the bills haven’t been paid on time. Would you please pay the bills tonight?”

Remaining flexible in how we respond to our partner’s specific needs is important since becoming overly strategic in solving problems can have some costs, Overall said. “When the emotions are completely taken out and you’re just trying to be very rational and reasoning, you’re actually taking away the emotional connection and what makes us human,” she said.

The emotion — be it anger, warmth or sadness — also conveys important information about how much we care about our partner and the relationship, she said.

Expressing gratitude or laughing about yourself or together can also be very powerful in a relationship and in a conflict, John Gottman said.

These strategies for more effective conflict management may help to clearly communicate what matters — our partner, our relationship and our facing challenges together.

“It’s about how can I express, how can I be brave enough to engage in constructive ways when it matters,” Overall said.

Do you have a question about human behavior or neuroscience? Email [email protected] and we may answer it in a future column.

Neuralink looks to the public to solve a seemingly impossible problem

The company is issuing a public challenge to find a new way to compress data.

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Elon Musk's quest to wirelessly connect human brains with machines has run into a seemingly impossible obstacle, experts say. The company is now asking the public for help finding a solution.

Musk's startup Neuralink, which is in the early stages of testing in human subjects, is pitched as a brain implant that will let people control computers and other devices using their thoughts. Some of Musk's predictions for the technology include letting paralyzed people "walk again and use their arms normally."

Turning brain signals into computer inputs means transmitting a lot of data very quickly. A problem for Neuralink is that the implant generates about 200 times more brain data per second than it can currently wirelessly transmit. Now, the company is seeking a new algorithm that can transmit this data in a smaller package — a process called compression — through a public challenge.

As a barebones web page announcing the Neuralink Compression Challenge posted on Thursday explains, "[greater than] 200x compression is needed." The winning solution must also run in real time, and at low power.

Crucially, it specifies that the compression must be "lossless." A "lossy" compression would be like a low-quality MP3 file, compared to pristine vinyl.

The reward for developing this miraculous leap forward in technology? A job interview , according to Neuralink employee Bliss Chapman. There is no mention of monetary compensation on the web page.

'Seeking a miracle'

To kickstart the challenge, Neuralink released one hour of raw brain recordings from a monkey playing a simple video game. Participants are asked to compress this data. Controlling a video game — dubbed MindPong — was one of the earliest demos of the implant, revealed in 2021 .

Observers on social media immediately branded the task "impossible," even speculating that Neuralink staff launched the challenge as a way of convincing the infamously incalcitrant Musk that it couldn't be done.

Neuralink did not respond to a request for comment.

The skepticism is well-founded, said Karl Martin, chief technology officer of data science company Integrate.ai. Martin's PhD thesis at the University of Toronto focused on data compression and security.

Neuralink's brainwave signals are compressible at ratios of around 2 to 1 and up to 7 to 1, he said in an email. But 200 to 1 "is far beyond what we expect to be the fundamental limit of possibility."

Key to Neuralink's pitch is wireless data transfer. Earlier versions of brain implants required bulky wires to protrude from the patient's head to communicate with an external device that read the neural signals and translated them into instructions.

That won't do in the real world, so companies working on wireless brain implants — there are several besides Neuralink — are seeking technology that can transfer large quantities of data very quickly. For Neuralink, that means compression.

Martin explained that, rather than a software engineering problem, the challenge primarily concerns information theory, constrained by the laws of physics. Succeeding would require a completely "atypical" advance in the field that redefines how we understand neural signals and their compression.

"It's essentially seeking a miracle."

Neuralink brain chip's first human patient. How does it work? | About That

The problem, said Roy van Rijn, director of software consultancy OpenValue Rotterdam, is that the files appear very noisy. In other words, they contain many unique data points without common patterns. "If there aren't enough 'patterns' in the data, it is mathematically impossible to compress something further," he said in an email.

Van Rijn wrote a simple algorithm that compressed the Neuralink files at a ratio of 3.37 to 1. He speculated that participants using a similar approach might be able to compress the neural signals further, but that the "general consensus is that [200 to 1] is just outlandish."

Neuralink controversies

Neuralink's technology has progressed slowly, especially since the idea behind the implant isn't new. In 2004, Massachusetts man Matthew Nagle became the first person with paralysis to be given a brain implant by a company called Cyberkinetics. The implant allowed him to control a computer and even play Pong .

That was 20 years ago. Cyberkinetics, along with several other companies, is still pursuing brain implant technology. In 2021 , it even succeeded in transmitting wireless instructions from a human brain to a computer.

Neuralink seeks to differentiate itself with an implant that is " cosmetically invisible ," and installed by a robot rather than a human surgeon.

Thirty-year-old Noland Arbaugh is the first and so far only person to receive a Neuralink N1 implant, which was installed in January. The implant primarily allows him to move a computer cursor and play video games such as the popular strategy game Civilization 6 .

Last week, the Wall Street Journal reported that Neuralink received clearance from the U.S. Food and Drug Administration (FDA) to implant a second person in June. The company plans to implant a total of 10 people this year, according to the report.

1st human has received Elon Musk's Neuralink brain implant, billionaire says
Elon Musk's Neuralink may have illegally transported pathogens, animal advocates say

Neuralink has been dogged by controversies. Employees told Reuters that pressure from Musk to speed up testing led to human error and botched experiments, causing more animals to be killed than necessary. Nearly 300 of those were monkeys, sheep and pigs. Reportedly, the internal panel overseeing Neuralink's experiments was stuffed with company employees who stood to benefit from the implant reaching the market.

The failed experiments have led to federal probes. Though a 2023 probe from the U.S. Department of Agriculture found no animal welfare violations, the FDA identified several quality control lapses later that year. Those included not calibrating equipment such as a "vital signs monitor" during experiments.

Neuralink's sole human trial to date hasn't seen smooth sailing, either. On May 8, Neuralink revealed in a blog post that weeks after Arbaugh's surgery, "a number of threads retracted from the brain," making the implant less effective. Arbaugh told Wired that he hadn't been informed that this was possible, and while the company reassured him that the threads had stabilized, and it's unlikely to happen again, he "[has] fears about that."

Despite the setback, Arbaugh is still excited about his Neuralink implant. "It's helped me reconnect with the world, and to become more independent," he previously told CBC News.

Far beyond reasonable

The compression challenge is worded vaguely enough that it's possible a winning entry might not exactly satisfy the stated requirements. Submissions will be "scored" based on how much the algorithms can compress the neural signals, with "bonus points" for speed and power efficiency.

How Neuralink might work for people with paralysis

It's worth noting that for other types of signals — such as videos on social media — "lossy" compression is often acceptable, making such significant compression ratios potentially possible. "If you are allowed to throw data away, large compression ratios are possible," Van Rijn said. A ratio of 200 to 1 would be "easy."

But Neuralink requires completely lossless compression.

"It's hard for me to speculate, but I think when any company encounters a fundamentally hard technical challenge, seeking input from a broader community of experts is a reasonable approach," said Martin.

"What was unique in this case is that the framing of the challenge and the goal is far beyond what the expert community would consider reasonable."

ABOUT THE AUTHOR

Jordan Pearson is a Toronto-based journalist and the former executive editor of Motherboard.

Ex-Kliff Kingsbury Starter Can Solve Commanders’ Problem Position

L eft tackle remains a problem position for the Washington Commanders, but one of Kliff Kingsbury’s former starters, veteran D.J. Humphries, can offer a solution. The first-round pick for the Arizona Cardinals in the 2015 NFL draft is still on the market and is somebody the Commanders should be interested in possibly acquiring.

That’s according to Bleacher Report’s Kristopher Knox. He thinks a lack of realistic starters on the blindside of rookie quarterback Jayden Daniels make Humphries an option: “The Washington Commanders could show interest, as they’re likely to start either Cornelius Lucas—who was largely a backup in 2023—or rookie third-round pick Brandon Coleman in Week 1.”

A lengthy recent injury history is cause for concern after “the 30-year-old suffered a torn ACL on New Year’s Eve and then had his surgery delayed by an MCL injury, which makes a return by Week 1 highly unlikely.”

Fortunately, Knox believes “there’s a chance that Humphries will be ready to contribute before the midpoint of the season, which makes him an intriguing insurance option.”

A healthy again Humphries would have starter potential in Washington. His experience, which includes a Pro Bowl berth in 2021, offers a more proven commodity than the Commanders’ other left tackle candidates.

D.J. Humphries Has Credentials Commanders Lack at LT

As Knox pointed out, the Commanders are lacking for credible choices to play left tackle. Humphries is somebody Kingsbury could trust to handle the left side.

It’s what the player once did for Kyler Murray in Arizona. Murray is a similarly slight-framed, dual-threat quarterback as Daniels, this year’s second-overall pick.

Both signal-callers are just as likely to take off and run or throw on the move as they are to hang in the pocket and uncork a pass from on platform under pressure. The unpredictability of where the quarterback might go increases the need for a savvy pass-protector.

Humphries fits the bill at his best. Like when he blanked edge-rusher Bud Dupree against the Tennessee Titans in 2021, taking him completely out of this play highlighted by USA Today’s Doug Farrar.

This was during the period when Humphries played the best football of his career on Kingsbury’s watch. The lineman didn’t miss a start for three seasons once Kingsbury took charge in 2019.

While Kingsbury relied on Humphries to give Murray time, the blocker also proved his worth in the run game, earning a league-best grade from PFF ARZ Cardinals during the 2020 campaign.

Kingsbury could count on Humphries to help make his schemes work in Washington. There’d be less risk than putting faith in the alternatives.

Commanders Lack Obvious Starter at LT

Those alternatives are veteran Cornelius Lucas and first-year pro Brandon Coleman. Lucas is an intriguing physical specimen at 6-foot-8 and 327 pounds, but he’s also rarely been a starter, despite playing on five different teams.

Lucas is more of a swing backup who can give the Commanders extra beef in short-yardage and goal-line situations. That makes Coleman a more viable candidate to replace Charles Leno Jr. at the premium position on the edge.

Some, including The 33rd Team’s Greg Cosell, believe Coleman projects best as a guard at the pro level. Coleman did work as a tackle at TCU, where he played “similarly to former Georgia Bulldog and Buffalo Bills tackle Cordy Glenn,” according to Knox’s colleague Brandon Thorn.

Going from third-round pick to protecting a potential franchise QB1 in the NFL would be quite the leap for Coleman. The burden on the 67th player taken in this year’s draft would be easier to handle if the Commanders had Humphries available to step in if necessary.

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The post Ex-Kliff Kingsbury Starter Can Solve Commanders’ Problem Position appeared first on Heavy.com .

A former starter for OC Kliff Kingsbury can solve a problem position for the Washington Commanders.

Android Police

7 most common smart home problems and how to solve them.

Glitches with your smart home products can result in inconvenience and frustration

We live in an era of digital transformation, and the concept of a "smart home" is becoming popular due to its convenience and efficiency. From security to lights and temperature, these technologically advanced homes are equipped with interconnected smart devices to make our lives comfortable and easier. Like other electronics, they can have issues.

Whether you have problems with a smart bulb, fan, security camera, robot vacuum, thermostat, or smart display from Amazon or Google, this guide goes over common smart home problems and practical solutions to overcome them. Then, you can navigate your smart home ecosystem without errors.

How to set up Alexa smart home automation

1 compatibility issues.

There's no shortage of smart home manufacturers and vendors. While Amazon, Google, Apple, Philips, and other leading companies have agreed upon the Matter protocol , hundreds of devices still use Z-wave, Zigbee, Wi-Fi, and other standards.

If your preferred devices use different communication protocols, they may not work with each other properly. When you add products to your shopping list, check their compatibility with your existing devices and platforms to avoid such scenarios. Most manufacturers mention compatibility on the packaging.

2 Broken connectivity

Smart home products rely on an active internet connection to function properly. If all your smart home products act up, your home's Wi-Fi connection is the main culprit. Restart the router and try again.

Weak internet connectivity can also result in inconveniences. Place the router near your devices for a stable connection. Physical barriers (like walls and large furniture) and Bluetooth devices (such as microwaves and ovens) also break Wi-Fi connectivity. Think twice before setting up a router at home so that it can communicate with all smart home devices properly.

3 Battery drain

Several smart home products rely on batteries to function correctly. When these batteries run low, the device doesn't function properly. Similarly, some devices, such as security cameras, smart displays, and more, must be connected to a power source all the time.

Connecting too many devices to the same power source may overload the source and cause insufficient voltage and power supply. Check the battery life on these devices occasionally and make sure they aren't placed in weak Wi-Fi zones. A spotty connection may force it to work harder, resulting in battery drain.

4 Automation and Routine failures

Most smart home devices are compatible with voice assistants like Alexa, Siri, and Google Assistant . You can use these assistants to set up automation and routines via a single voice command. However, the entire command execution isn't always smooth. Multiple factors can break your automation rules and routines.

Network outages, incorrect settings, a spotty internet connection, or a sync delay can break your set routines. You can fix the network connection, delete and create automation again, update your devices to the latest version, and wait for a specific company to fix the network outage. Also, avoid setting up too many devices in a single automation. It should bring down the routine failure rate.

5 Issues with the voice assistant

Support for voice assistants plays a crucial role in a smooth, smart home setup. Many owners have complained about their preferred voice assistants not understanding their commands accurately. It could be due to background noise, different accents, speech patterns, and context variations that can result in misinterpreted commands.

Give commands with clarity. For example, instead of saying, "Turn on the fans," say, "Turn on the fans in the drawing room." Avoid using slang, technical terms, and unusual vocabulary in your voice commands.

6 Hardware failures

Hardware failures are common in smart home products. Sometimes, you may run into a damaged circuit board, blown fuses, capacitors, or dead batteries on a smart home product. There isn't much you can do when dealing with physical defects.

If possible, replace the malfunctioning part. You can also hire a professional to take a closer look. If your device is broken beyond repair, purchase a new unit to continue your seamless smart home setup.

7 Security concerns

Smart home devices like security cameras, smart displays, and more constantly monitor movements. These companies also collect large amounts of data to improve their products. Unauthorized access to your smart devices can result in a nightmare. Avoid setting up weak passwords on your home Wi-Fi network.

Also, install the latest firmware updates to enjoy security patches. Avoid third-party apps and use official apps to manage your smart devices. When a manufacturer updates its privacy policy, read it before agreeing to it.

How to make your own theft-deterrent system with smart home products

Get your smart home up and running in seconds.

Constant errors with smart home products can spoil your ideal setup in no time. Before calling customer care, troubleshoot the problem using the suggestions above. If you live in the Android ecosystem and plan to invest in more smart home products, glance over our dedicated buying guide to learn the top recommendations.

COMMENTS

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In insight problem-solving, the cognitive processes that help you solve a problem happen outside your conscious awareness. 4. Working backward. Working backward is a problem-solving approach often ...
Problem-Solving Strategies and Obstacles
Problem-solving is a vital skill for coping with various challenges in life. This webpage explains the different strategies and obstacles that can affect how you solve problems, and offers tips on how to improve your problem-solving skills. Learn how to identify, analyze, and overcome problems with Verywell Mind.
What is Problem Solving? (Steps, Techniques, Examples)
The problem-solving process typically includes the following steps: Identify the issue: Recognize the problem that needs to be solved. Analyze the situation: Examine the issue in depth, gather all relevant information, and consider any limitations or constraints that may be present. Generate potential solutions: Brainstorm a list of possible ...
10 Problem-solving strategies to turn challenges on their head
One of the best ways to improve your problem-solving skills is to learn from experts. Consider enrolling in organizational training, shadowing a mentor, or working with a coach. 2. Practice. Practice using your new problem-solving skills by applying them to smaller problems you might encounter in your daily life.
How to Develop Problem Solving Skills: 4 Tips
Learning problem-solving techniques is a must for working professionals in any field. No matter your title or job description, the ability to find the root cause of a difficult problem and formulate viable solutions is a skill that employers value. Learning the soft skills and critical thinking techniques that good problem solvers use can help ...
7 Problem-Solving Skills That Can Help You Be a More ...
Although problem-solving is a skill in its own right, a subset of seven skills can help make the process of problem-solving easier. These include analysis, communication, emotional intelligence, resilience, creativity, adaptability, and teamwork. 1. Analysis. As a manager, you'll solve each problem by assessing the situation first.
5 Steps (And 4 Techniques) for Effective Problem Solving
4. Implement the Solution. At this stage of problem solving, be prepared for feedback, and plan for this. When you roll out the solution, request feedback on the success of the change made. 5. Review, Iterate, and Improve. Making a change shouldn't be a one time action.
How to Solve Problems
How to Solve Problems. To bring the best ideas forward, teams must build psychological safety. by. Laura Amico. October 29, 2021. HBR Staff/EschCollection/Getty Images. Teams today aren't just ...
Microsoft Math Solver
Online math solver with free step by step solutions to algebra, calculus, and other math problems. Get help on the web or with our math app.
Problem-solving Definition & Meaning
The meaning of PROBLEM-SOLVING is the process or act of finding a solution to a problem. How to use problem-solving in a sentence.
Mathway
Free math problem solver answers your algebra homework questions with step-by-step explanations. Mathway. Visit Mathway on the web. Start 7-day free trial on the app. Start 7-day free trial on the app. Download free on Amazon. Download free in Windows Store. get Go. Algebra. Basic Math. Pre-Algebra. Algebra. Trigonometry. Precalculus.
Microsoft Math Solver
Online math solver with free step by step solutions to algebra, calculus, and other math problems. Get help on the web or with our math app.
What Is Problem Solving? Steps, Techniques, and Best ...
How to Solve Problems: 5 Steps. 1. Precisely Identify Problems. As obvious as it seems, identifying the problem is the first step in the problem-solving process. Pinpointing a problem at the beginning of the process will guide your research, collaboration, and solutions in the right direction. At this stage, your task is to identify the scope ...
A Better Framework for Solving Tough Problems
Start with trust and end with speed. May 22, 2024. When it comes to solving complicated problems, the default for many organizational leaders is to take their time to work through the issues at hand.
How To Be a Better Problem Solver (With Steps and Tips)
When faced with a problem, follow these steps to assist you in finding a solution: 1. Identify what the issue really is. Oftentimes, it takes research and careful thought to identify what the underlying issue behind a problem is. A good problem solver takes the time to ask questions and identify what the problem actually is.
Step-by-Step Calculator
To solve math problems step-by-step start by reading the problem carefully and understand what you are being asked to find. Next, identify the relevant information, define the variables, and plan a strategy for solving the problem. Show more; en. Related Symbolab blog posts.
The Problem-Solving Process
Although problem-solving is something everyone does on a daily basis, many people lack confidence in their ability. Here we look at the basic problem-solving process to help keep you on the right track. Explore. input your search term How it works. Blog ...
Step-by-Step Math Problem Solver
QuickMath will automatically answer the most common problems in algebra, equations and calculus faced by high-school and college students. The algebra section allows you to expand, factor or simplify virtually any expression you choose. It also has commands for splitting fractions into partial fractions, combining several fractions into one and ...
What Are Problem-Solving Skills? Definitions and Examples
When employers talk about problem-solving skills, they are often referring to the ability to handle difficult or unexpected situations in the workplace as well as complex business challenges. Organizations rely on people who can assess both kinds of situations and calmly identify solutions. Problem-solving skills are traits that enable you to ...
Can We Solve Social Justice Problems with Math?
Math Can Help Solve Social Justice Problems. Mathematicians are working on ways to use their field to tackle major social issues, such as social inequality and the need for gender equity. When ...
Science-based tips to manage conflicts in relationships
These science-based tips can help you manage conflicts in relationships. Direct communication as well as cooperative and constructive problem-solving are key. By Richard Sima. May 30, 2024 at 7:00 ...
Solv Launches First Omnichain Yield-Bearing Token for BTC
Singapore, Singapore, March 26th, 2024, Chainwire Solv has announced the release of SolvBTC, the first yield-bearing BTC token for the omnichain landscape. Backed by a diverse delta-neutral ...
Neuralink looks to the public to solve a seemingly impossible problem
The problem, said Roy van Rijn, director of software consultancy OpenValue Rotterdam, is that the files appear very noisy. In other words, they contain many unique data points without common patterns.
Ex-Kliff Kingsbury Starter Can Solve Commanders' Problem Position
L eft tackle remains a problem position for the Washington Commanders, but one of Kliff Kingsbury's former starters, veteran D.J. Humphries, can offer a solution. The first-round pick for the ...
7 common smart home problems that are easy to fix
2 Broken connectivity. Smart home products rely on an active internet connection to function properly. If all your smart home products act up, your home's Wi-Fi connection is the main culprit ...