problem solving mean what

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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What Is Problem Solving?

Find a solution to any problem you face..

By the Mind Tools Content Team

We all spend a lot of our time solving problems, both at work and in our personal lives.

Some problems are small, and we can quickly sort them out ourselves. But others are complex challenges that take collaboration, creativity, and a considerable amount of effort to solve.

At work, the types of problems we face depend largely on the organizations we're in and the jobs we do. A manager in a cleaning company, for example, might spend their day untangling staffing issues, resolving client complaints, and sorting out problems with equipment and supplies. An aircraft designer, on the other hand, might be grappling with a problem about aerodynamics, or trying to work out why a new safety feature isn't working. Meanwhile, a politician might be exploring solutions to racial injustice or climate change.

But whatever issues we face, there are some common ways to tackle them effectively. And we can all boost our confidence and ability to succeed by building a strong set of problem-solving skills.

Mind Tools offers a large collection of resources to help you do just that!

How Well Do You Solve Problems?

Start by taking an honest look at your existing skills. What's your current approach to solving problems, and how well is it working? Our quiz, How Good Is Your Problem Solving? lets you analyze your abilities, and signposts ways to address any areas of weakness.

Define Every Problem

The first step in solving a problem is understanding what that problem actually is. You need to be sure that you're dealing with the real problem – not its symptoms. For example, if performance in your department is substandard, you might think that the problem lies with the individuals submitting work. However, if you look a bit deeper, the real issue might be a general lack of training, or an unreasonable workload across the team.

Tools like 5 Whys , Appreciation and Root Cause Analysis get you asking the right questions, and help you to work through the layers of a problem to uncover what's really going on.

However, defining a problem doesn't mean deciding how to solve it straightaway. It's important to look at the issue from a variety of perspectives. If you commit yourself too early, you can end up with a short-sighted solution. The CATWOE checklist provides a powerful reminder to look at many elements that may contribute to the problem, keeping you open to a variety of possible solutions.

Understanding Complexity

As you define your problem, you'll often discover just how complicated it is. There are likely several interrelated issues involved. That's why it's important to have ways to visualize, simplify and make sense of this tangled mess!

Affinity Diagrams are great for organizing many different pieces of information into common themes, and for understanding the relationships between them.

Another popular tool is the Cause-and-Effect Diagram . To generate viable solutions, you need a solid understanding of what's causing the problem.

When your problem occurs within a business process, creating a Flow Chart , Swim Lane Diagram or a Systems Diagram will help you to see how various activities and inputs fit together. This may well highlight a missing element or bottleneck that's causing your problem.

Quite often, what seems to be a single problem turns out to be a whole series of problems. The Drill Down technique prompts you to split your problem into smaller, more manageable parts.

General Problem-Solving Tools

When you understand the problem in front of you, you’re ready to start solving it. With your definition to guide you, you can generate several possible solutions, choose the best one, then put it into action. That's the four-step approach at the heart of good problem solving.

There are various problem-solving styles to use. For example:

• Constructive Controversy is a way of widening perspectives and energizing discussions.
• Inductive Reasoning makes the most of people’s experiences and know-how, and can speed up solution finding.
• Means-End Analysis can bring extra clarity to your thinking, and kick-start the process of implementing solutions.

Specific Problem-Solving Systems

Some particularly complicated or important problems call for a more comprehensive process. Again, Mind Tools has a range of approaches to try, including:

• Simplex , which involves an eight-stage process: problem finding, fact finding, defining the problem, idea finding, selecting and evaluating, planning, selling the idea, and acting. These steps build upon the basic, four-step process described above, and they create a cycle of problem finding and solving that will continually improve your organization.
• Appreciative Inquiry , which is a uniquely positive way of solving problems by examining what's working well in the areas surrounding them.
• Soft Systems Methodology , which takes you through four stages to uncover more details about what's creating your problem, and then define actions that will improve the situation.

Further Problem-Solving Strategies

Good problem solving requires a number of other skills – all of which are covered by Mind Tools.

For example, we have a large section of resources to improve your Creativity , so that you come up with a range of possible solutions.

By strengthening your Decision Making , you'll be better at evaluating the options, selecting the best ones, then choosing how to implement them.

And our Project Management collection has valuable advice for strengthening the whole problem-solving process. The resources there will help you to make effective changes – and then keep them working long term.

Problems are an inescapable part of life, both in and out of work. So we can all benefit from having strong problem-solving skills.

It's important to understand your current approach to problem solving, and to know where and how to improve.

Define every problem you encounter – and understand its complexity, rather than trying to solve it too soon.

There's a range of general problem-solving approaches, helping you to generate possible answers, choose the best ones, and then implement your solution.

Some complicated or serious problems require more specific problem-solving systems, especially when they relate to business processes.

By boosting your creativity, decision-making and project-management skills, you’ll become even better at solving all the problems you face.

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problem-solving

Definition of problem-solving

Examples of problem-solving in a sentence.

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“Problem-solving.” Merriam-Webster.com Dictionary , Merriam-Webster, https://www.merriam-webster.com/dictionary/problem-solving. Accessed 26 May. 2024.

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Problem Solving Skills for the Digital Age

Lucid Content

Reading time: about 6 min

Let’s face it: Things don’t always go according to plan. Systems fail, wires get crossed, projects fall apart.

Problems are an inevitable part of life and work. They’re also an opportunity to think critically and find solutions. But knowing how to get to the root of unexpected situations or challenges can mean the difference between moving forward and spinning your wheels.

Here, we’ll break down the key elements of problem solving, some effective problem solving approaches, and a few effective tools to help you arrive at solutions more quickly.

So, what is problem solving?

Broadly defined, problem solving is the process of finding solutions to difficult or complex issues. But you already knew that. Understanding problem solving frameworks, however, requires a deeper dive.

Think about a recent problem you faced. Maybe it was an interpersonal issue. Or it could have been a major creative challenge you needed to solve for a client at work. How did you feel as you approached the issue? Stressed? Confused? Optimistic? Most importantly, which problem solving techniques did you use to tackle the situation head-on? How did you organize thoughts to arrive at the best possible solution?

Solve your problem-solving problem  

Here’s the good news: Good problem solving skills can be learned. By its nature, problem solving doesn’t adhere to a clear set of do’s and don’ts—it requires flexibility, communication, and adaptation. However, most problems you face, at work or in life, can be tackled using four basic steps.

First, you must define the problem . This step sounds obvious, but often, you can notice that something is amiss in a project or process without really knowing where the core problem lies. The most challenging part of the problem solving process is uncovering where the problem originated.

Second, you work to generate alternatives to address the problem directly. This should be a collaborative process to ensure you’re considering every angle of the issue.

Third, you evaluate and test potential solutions to your problem. This step helps you fully understand the complexity of the issue and arrive at the best possible solution.

Finally, fourth, you select and implement the solution that best addresses the problem.

Following this basic four-step process will help you approach every problem you encounter with the same rigorous critical and strategic thinking process, recognize commonalities in new problems, and avoid repeating past mistakes.

In addition to these basic problem solving skills, there are several best practices that you should incorporate. These problem solving approaches can help you think more critically and creatively about any problem:

You may not feel like you have the right expertise to resolve a specific problem. Don’t let that stop you from tackling it. The best problem solvers become students of the problem at hand. Even if you don’t have particular expertise on a topic, your unique experience and perspective can lend itself to creative solutions.

Challenge the status quo

Standard problem solving methodologies and problem solving frameworks are a good starting point. But don’t be afraid to challenge assumptions and push boundaries. Good problem solvers find ways to apply existing best practices into innovative problem solving approaches.

Think broadly about and visualize the issue

Sometimes it’s hard to see a problem, even if it’s right in front of you. Clear answers could be buried in rows of spreadsheet data or lost in miscommunication. Use visualization as a problem solving tool to break down problems to their core elements. Visuals can help you see bottlenecks in the context of the whole process and more clearly organize your thoughts as you define the problem.  

Hypothesize, test, and try again

It might be cliche, but there’s truth in the old adage that 99% of inspiration is perspiration. The best problem solvers ask why, test, fail, and ask why again. Whether it takes one or 1,000 iterations to solve a problem, the important part—and the part that everyone remembers—is the solution.

Consider other viewpoints

Today’s problems are more complex, more difficult to solve, and they often involve multiple disciplines. They require group expertise and knowledge. Being open to others’ expertise increases your ability to be a great problem solver. Great solutions come from integrating your ideas with those of others to find a better solution. Excellent problem solvers build networks and know how to collaborate with other people and teams. They are skilled in bringing people together and sharing knowledge and information.

4 effective problem solving tools

As you work through the problem solving steps, try these tools to better define the issue and find the appropriate solution.

Root cause analysis

Similar to pulling weeds from your garden, if you don’t get to the root of the problem, it’s bound to come back. A root cause analysis helps you figure out the root cause behind any disruption or problem, so you can take steps to correct the problem from recurring. The root cause analysis process involves defining the problem, collecting data, and identifying causal factors to pinpoint root causes and arrive at a solution.

Less structured than other more traditional problem solving methods, the 5 Whys is simply what it sounds like: asking why over and over to get to the root of an obstacle or setback. This technique encourages an open dialogue that can trigger new ideas about a problem, whether done individually or with a group. Each why piggybacks off the answer to the previous why. Get started with the template below—both flowcharts and fishbone diagrams can also help you track your answers to the 5 Whys.

Brainstorming

A meeting of the minds, a brain dump, a mind meld, a jam session. Whatever you call it, collaborative brainstorming can help surface previously unseen issues, root causes, and alternative solutions. Create and share a mind map with your team members to fuel your brainstorming session.

Gap analysis

Sometimes you don’t know where the problem is until you determine where it isn’t. Gap filling helps you analyze inadequacies that are preventing you from reaching an optimized state or end goal. For example, a content gap analysis can help a content marketer determine where holes exist in messaging or the customer experience. Gap analysis is especially helpful when it comes to problem solving because it requires you to find workable solutions. A SWOT analysis chart that looks at a problem through the lens of strengths, opportunities, opportunities, and threats can be a helpful problem solving framework as you start your analysis.

A better way to problem solve

Beyond these practical tips and tools, there are myriad methodical and creative approaches to move a project forward or resolve a conflict. The right approach will depend on the scope of the issue and your desired outcome.

Depending on the problem, Lucidchart offers several templates and diagrams that could help you identify the cause of the issue and map out a plan to resolve it.  Learn more about how Lucidchart can help you take control of your problem solving process .

About Lucidchart

Lucidchart, a cloud-based intelligent diagramming application, is a core component of Lucid Software's Visual Collaboration Suite. This intuitive, cloud-based solution empowers teams to collaborate in real-time to build flowcharts, mockups, UML diagrams, customer journey maps, and more. Lucidchart propels teams forward to build the future faster. Lucid is proud to serve top businesses around the world, including customers such as Google, GE, and NBC Universal, and 99% of the Fortune 500. Lucid partners with industry leaders, including Google, Atlassian, and Microsoft. Since its founding, Lucid has received numerous awards for its products, business, and workplace culture. For more information, visit lucidchart.com.

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Table of Contents

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.

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What Is Problem Solving?

You will often see beach clean-up drives being publicized in coastal cities. There are already dustbins available on the beaches,…

You will often see beach clean-up drives being publicized in coastal cities. There are already dustbins available on the beaches, so why do people need to organize these drives? It’s evident that despite advertising and posting anti-littering messages, some of us don’t follow the rules.

Temporary food stalls and shops make it even more difficult to keep the beaches clean. Since people can’t ask the shopkeepers to relocate or prevent every single person from littering, the clean-up drive is needed.  This is an ideal example of problem-solving psychology in humans. ( 230-fifth.com ) So, what is problem-solving? Let’s find out.

What Is Problem-Solving?

At its simplest, the meaning of problem-solving is the process of defining a problem, determining its cause, and implementing a solution. The definition of problem-solving is rooted in the fact that as humans, we exert control over our environment through solutions. We move forward in life when we solve problems and make decisions. 

We can better define the problem-solving process through a series of important steps.

Identify The Problem: 

This step isn’t as simple as it sounds. Most times, we mistakenly identify the consequences of a problem rather than the problem itself. It’s important that we’re careful to identify the actual problem and not just its symptoms. 

Define The Problem: 

Once the problem has been identified correctly, you should define it. This step can help clarify what needs to be addressed and for what purpose.

Form A Strategy: 

Develop a strategy to solve your problem. Defining an approach will provide direction and clarity on the next steps. 

Organize The Information:  

Organizing information systematically will help you determine whether something is missing. The more information you have, the easier it’ll become for you to arrive at a solution.  

Allocate Resources:  

We may not always be armed with the necessary resources to solve a problem. Before you commit to implementing a solution for a problem, you should determine the availability of different resources—money, time and other costs.

Track Progress: 

The true meaning of problem-solving is to work towards an objective. If you measure your progress, you can evaluate whether you’re on track. You could revise your strategies if you don’t notice the desired level of progress. 

Evaluate The Results:  

After you spot a solution, evaluate the results to determine whether it’s the best possible solution. For example, you can evaluate the success of a fitness routine after several weeks of exercise.

Meaning Of Problem-Solving Skill

Now that we’ve established the definition of problem-solving psychology in humans, let’s look at how we utilize our problem-solving skills.  These skills help you determine the source of a problem and how to effectively determine the solution. Problem-solving skills aren’t innate and can be mastered over time. Here are some important skills that are beneficial for finding solutions.

Communication

Communication is a critical skill when you have to work in teams.  If you and your colleagues have to work on a project together, you’ll have to collaborate with each other. In case of differences of opinion, you should be able to listen attentively and respond respectfully in order to successfully arrive at a solution.

As a problem-solver, you need to be able to research and identify underlying causes. You should never treat a problem lightly. In-depth study is imperative because often people identify only the symptoms and not the actual problem.

Once you have researched and identified the factors causing a problem, start working towards developing solutions. Your analytical skills can help you differentiate between effective and ineffective solutions.

Decision-Making

You’ll have to make a decision after you’ve identified the source and methods of solving a problem. If you’ve done your research and applied your analytical skills effectively, it’ll become easier for you to take a call or a decision.

Organizations really value decisive problem-solvers. Harappa Education’s   Defining Problems course will guide you on the path to developing a problem-solving mindset. Learn how to identify the different types of problems using the Types of Problems framework. Additionally, the SMART framework, which is a five-point tool, will teach you to create specific and actionable objectives to address problem statements and arrive at solutions. 

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What Is Problem Solving? How Software Engineers Approach Complex Challenges

From debugging an existing system to designing an entirely new software application, a day in the life of a software engineer is filled with various challenges and complexities. The one skill that glues these disparate tasks together and makes them manageable? Problem solving . 

Throughout this blog post, we’ll explore why problem-solving skills are so critical for software engineers, delve into the techniques they use to address complex challenges, and discuss how hiring managers can identify these skills during the hiring process. 

What Is Problem Solving?

But what exactly is problem solving in the context of software engineering? How does it work, and why is it so important?

Problem solving, in the simplest terms, is the process of identifying a problem, analyzing it, and finding the most effective solution to overcome it. For software engineers, this process is deeply embedded in their daily workflow. It could be something as simple as figuring out why a piece of code isn’t working as expected, or something as complex as designing the architecture for a new software system. 

In a world where technology is evolving at a blistering pace, the complexity and volume of problems that software engineers face are also growing. As such, the ability to tackle these issues head-on and find innovative solutions is not only a handy skill — it’s a necessity. 

The Importance of Problem-Solving Skills for Software Engineers

Problem-solving isn’t just another ability that software engineers pull out of their toolkits when they encounter a bug or a system failure. It’s a constant, ongoing process that’s intrinsic to every aspect of their work. Let’s break down why this skill is so critical.

Driving Development Forward

Without problem solving, software development would hit a standstill. Every new feature, every optimization, and every bug fix is a problem that needs solving. Whether it’s a performance issue that needs diagnosing or a user interface that needs improving, the capacity to tackle and solve these problems is what keeps the wheels of development turning.

It’s estimated that 60% of software development lifecycle costs are related to maintenance tasks, including debugging and problem solving. This highlights how pivotal this skill is to the everyday functioning and advancement of software systems.

Innovation and Optimization

The importance of problem solving isn’t confined to reactive scenarios; it also plays a major role in proactive, innovative initiatives . Software engineers often need to think outside the box to come up with creative solutions, whether it’s optimizing an algorithm to run faster or designing a new feature to meet customer needs. These are all forms of problem solving.

Consider the development of the modern smartphone. It wasn’t born out of a pre-existing issue but was a solution to a problem people didn’t realize they had — a device that combined communication, entertainment, and productivity into one handheld tool.

Increasing Efficiency and Productivity

Good problem-solving skills can save a lot of time and resources. Effective problem-solvers are adept at dissecting an issue to understand its root cause, thus reducing the time spent on trial and error. This efficiency means projects move faster, releases happen sooner, and businesses stay ahead of their competition.

Improving Software Quality

Problem solving also plays a significant role in enhancing the quality of the end product. By tackling the root causes of bugs and system failures, software engineers can deliver reliable, high-performing software. This is critical because, according to the Consortium for Information and Software Quality, poor quality software in the U.S. in 2022 cost at least $2.41 trillion in operational issues, wasted developer time, and other related problems.

Problem-Solving Techniques in Software Engineering

So how do software engineers go about tackling these complex challenges? Let’s explore some of the key problem-solving techniques, theories, and processes they commonly use.

Decomposition

Breaking down a problem into smaller, manageable parts is one of the first steps in the problem-solving process. It’s like dealing with a complicated puzzle. You don’t try to solve it all at once. Instead, you separate the pieces, group them based on similarities, and then start working on the smaller sets. This method allows software engineers to handle complex issues without being overwhelmed and makes it easier to identify where things might be going wrong.

Abstraction

In the realm of software engineering, abstraction means focusing on the necessary information only and ignoring irrelevant details. It is a way of simplifying complex systems to make them easier to understand and manage. For instance, a software engineer might ignore the details of how a database works to focus on the information it holds and how to retrieve or modify that information.

Algorithmic Thinking

At its core, software engineering is about creating algorithms — step-by-step procedures to solve a problem or accomplish a goal. Algorithmic thinking involves conceiving and expressing these procedures clearly and accurately and viewing every problem through an algorithmic lens. A well-designed algorithm not only solves the problem at hand but also does so efficiently, saving computational resources.

Parallel Thinking

Parallel thinking is a structured process where team members think in the same direction at the same time, allowing for more organized discussion and collaboration. It’s an approach popularized by Edward de Bono with the “ Six Thinking Hats ” technique, where each “hat” represents a different style of thinking.

In the context of software engineering, parallel thinking can be highly effective for problem solving. For instance, when dealing with a complex issue, the team can use the “White Hat” to focus solely on the data and facts about the problem, then the “Black Hat” to consider potential problems with a proposed solution, and so on. This structured approach can lead to more comprehensive analysis and more effective solutions, and it ensures that everyone’s perspectives are considered.

This is the process of identifying and fixing errors in code . Debugging involves carefully reviewing the code, reproducing and analyzing the error, and then making necessary modifications to rectify the problem. It’s a key part of maintaining and improving software quality.

Testing and Validation

Testing is an essential part of problem solving in software engineering. Engineers use a variety of tests to verify that their code works as expected and to uncover any potential issues. These range from unit tests that check individual components of the code to integration tests that ensure the pieces work well together. Validation, on the other hand, ensures that the solution not only works but also fulfills the intended requirements and objectives.

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Evaluating Problem-Solving Skills

We’ve examined the importance of problem-solving in the work of a software engineer and explored various techniques software engineers employ to approach complex challenges. Now, let’s delve into how hiring teams can identify and evaluate problem-solving skills during the hiring process.

Recognizing Problem-Solving Skills in Candidates

How can you tell if a candidate is a good problem solver? Look for these indicators:

• Previous Experience: A history of dealing with complex, challenging projects is often a good sign. Ask the candidate to discuss a difficult problem they faced in a previous role and how they solved it.
• Problem-Solving Questions: During interviews, pose hypothetical scenarios or present real problems your company has faced. Ask candidates to explain how they would tackle these issues. You’re not just looking for a correct solution but the thought process that led them there.
• Technical Tests: Coding challenges and other technical tests can provide insight into a candidate’s problem-solving abilities. Consider leveraging a platform for assessing these skills in a realistic, job-related context.

Assessing Problem-Solving Skills

Once you’ve identified potential problem solvers, here are a few ways you can assess their skills:

• Solution Effectiveness: Did the candidate solve the problem? How efficient and effective is their solution?
• Approach and Process: Go beyond whether or not they solved the problem and examine how they arrived at their solution. Did they break the problem down into manageable parts? Did they consider different perspectives and possibilities?
• Communication: A good problem solver can explain their thought process clearly. Can the candidate effectively communicate how they arrived at their solution and why they chose it?
• Adaptability: Problem-solving often involves a degree of trial and error. How does the candidate handle roadblocks? Do they adapt their approach based on new information or feedback?

Hiring managers play a crucial role in identifying and fostering problem-solving skills within their teams. By focusing on these abilities during the hiring process, companies can build teams that are more capable, innovative, and resilient.

Key Takeaways

As you can see, problem solving plays a pivotal role in software engineering. Far from being an occasional requirement, it is the lifeblood that drives development forward, catalyzes innovation, and delivers of quality software. 

By leveraging problem-solving techniques, software engineers employ a powerful suite of strategies to overcome complex challenges. But mastering these techniques isn’t simple feat. It requires a learning mindset, regular practice, collaboration, reflective thinking, resilience, and a commitment to staying updated with industry trends. 

For hiring managers and team leads, recognizing these skills and fostering a culture that values and nurtures problem solving is key. It’s this emphasis on problem solving that can differentiate an average team from a high-performing one and an ordinary product from an industry-leading one.

At the end of the day, software engineering is fundamentally about solving problems — problems that matter to businesses, to users, and to the wider society. And it’s the proficient problem solvers who stand at the forefront of this dynamic field, turning challenges into opportunities, and ideas into reality.

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How to master the seven-step problem-solving process

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

Podcast transcript

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

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

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

Hugo Sarrazin: Our pleasure.

Charles Conn: It’s terrific to be here.

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

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

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

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

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

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

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

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Simon London: So this is a concise problem statement.

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

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

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

Hugo Sarrazin: Yeah.

Charles Conn: And in the wrong direction.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Both: Yeah.

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

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

Simon London: Right. Right.

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

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

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

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

Simon London: Would you agree with that?

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

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

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

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

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

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

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

Charles Conn: Yeah.

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

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

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

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

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

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

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

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

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

Hugo Sarrazin: Every step of the process.

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

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

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

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

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

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

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

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

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

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

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

Hugo Sarrazin: Absolutely.

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

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

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

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

Hugo Sarrazin: It was a pleasure. Thank you.

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

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

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Five routes to more innovative problem solving

• Problem solving
• Skills & Tools

A problem is any unpleasant situation which prevents people from achieving what they want to achieve. Any activity to eliminate a problem is termed problem solving.

Problem solving skills refers to our ability to solve problems in an effective and timely manner without any impediments.

It involves being able to identify and define the problem, generating alternative solutions, evaluating and selecting the best alternative, and implementing the selected solution. Obtaining a feedback and responding to it appropriately is an essential aspect of problem solving skills too.

We face problems every time. However, some problems are more complex than others. But whether you face big problems or small ones, this skill helps solve it effectively.

Importance of problem solving skills

Obviously, every organization has problems and every individual has problems too. For this reason, the ability to solve problems is of great importance to individuals and organizations. Some of the benefits include:

• Make the impossible possible.  Knowledge alone is not the key to solving problems but rather, complimenting it with systematic problem solving approaches makesthe difference. This helps individuals and organizations overcome perilous challenges.
• Makes you a stand out.  People are trained to do the usual. They have acquired skills and knowledge in what they do. However, people can hardly solve problems when they are unexpected or unprecedented ones. If you become a regular problem solver at your workplace, you are easily noticed, recognized, and appreciated.
• Increased confidence.  No matter where you work or what your profession is, having the ability to solve problems will boost your confidence level. Because you are sure of your ability to solve problems, you don’t spend time worrying about what you will do if a problem should arise.

How to improve upon problem solving skills

Just like any of the other skills, the art of problem solving can be learnt and improved upon. Below are few tips to help you improve this skill.

• Detach yourself from the problem.  Don’t regard yourself as the problem itself and don’t presume you are incapacitated to solve the problem. See the problem as the enemy that has to be defeated by you.
• Analyze it in parts and not as a whole.  Don’t see the problem as a whole big unit that needs to be fixed – That may deter you from attempting to solve it. Rather, break it into parts and tackle them step by step, and portion by portion. The little pieces you solve will add up to become the solution for the whole unit. For instance; if there’s turmoil in your organization, analyze the various aspects or departments of the organization. Choose one problematic area, such as communication, to start from. When that is fixed, you may move on to the other problematic areas.
• Be inquisitive and investigative.  Being inquisitive and conducting thorough investigation and research helps you identify what the core of the problem is. In other words, it grants you access to the cause of the problem. Once the real cause of the problem is known, it becomes easier to solve it.
• Be open to suggestions.  Other people’s contributions can be very helpful. It saves you the time of having to search for every piece of information that is needed.

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What Is Creative Problem-Solving & Why Is It Important?

• 01 Feb 2022

One of the biggest hindrances to innovation is complacency—it can be more comfortable to do what you know than venture into the unknown. Business leaders can overcome this barrier by mobilizing creative team members and providing space to innovate.

There are several tools you can use to encourage creativity in the workplace. Creative problem-solving is one of them, which facilitates the development of innovative solutions to difficult problems.

Here’s an overview of creative problem-solving and why it’s important in business.

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What Is Creative Problem-Solving?

Research is necessary when solving a problem. But there are situations where a problem’s specific cause is difficult to pinpoint. This can occur when there’s not enough time to narrow down the problem’s source or there are differing opinions about its root cause.

In such cases, you can use creative problem-solving , which allows you to explore potential solutions regardless of whether a problem has been defined.

Creative problem-solving is less structured than other innovation processes and encourages exploring open-ended solutions. It also focuses on developing new perspectives and fostering creativity in the workplace . Its benefits include:

• Finding creative solutions to complex problems : User research can insufficiently illustrate a situation’s complexity. While other innovation processes rely on this information, creative problem-solving can yield solutions without it.
• Adapting to change : Business is constantly changing, and business leaders need to adapt. Creative problem-solving helps overcome unforeseen challenges and find solutions to unconventional problems.
• Fueling innovation and growth : In addition to solutions, creative problem-solving can spark innovative ideas that drive company growth. These ideas can lead to new product lines, services, or a modified operations structure that improves efficiency.

Creative problem-solving is traditionally based on the following key principles :

1. Balance Divergent and Convergent Thinking

Creative problem-solving uses two primary tools to find solutions: divergence and convergence. Divergence generates ideas in response to a problem, while convergence narrows them down to a shortlist. It balances these two practices and turns ideas into concrete solutions.

2. Reframe Problems as Questions

By framing problems as questions, you shift from focusing on obstacles to solutions. This provides the freedom to brainstorm potential ideas.

3. Defer Judgment of Ideas

When brainstorming, it can be natural to reject or accept ideas right away. Yet, immediate judgments interfere with the idea generation process. Even ideas that seem implausible can turn into outstanding innovations upon further exploration and development.

4. Focus on "Yes, And" Instead of "No, But"

Using negative words like "no" discourages creative thinking. Instead, use positive language to build and maintain an environment that fosters the development of creative and innovative ideas.

Creative Problem-Solving and Design Thinking

Whereas creative problem-solving facilitates developing innovative ideas through a less structured workflow, design thinking takes a far more organized approach.

Design thinking is a human-centered, solutions-based process that fosters the ideation and development of solutions. In the online course Design Thinking and Innovation , Harvard Business School Dean Srikant Datar leverages a four-phase framework to explain design thinking.

The four stages are:

• Clarify: The clarification stage allows you to empathize with the user and identify problems. Observations and insights are informed by thorough research. Findings are then reframed as problem statements or questions.
• Ideate: Ideation is the process of coming up with innovative ideas. The divergence of ideas involved with creative problem-solving is a major focus.
• Develop: In the development stage, ideas evolve into experiments and tests. Ideas converge and are explored through prototyping and open critique.
• Implement: Implementation involves continuing to test and experiment to refine the solution and encourage its adoption.

Creative problem-solving primarily operates in the ideate phase of design thinking but can be applied to others. This is because design thinking is an iterative process that moves between the stages as ideas are generated and pursued. This is normal and encouraged, as innovation requires exploring multiple ideas.

Creative Problem-Solving Tools

While there are many useful tools in the creative problem-solving process, here are three you should know:

Creating a Problem Story

One way to innovate is by creating a story about a problem to understand how it affects users and what solutions best fit their needs. Here are the steps you need to take to use this tool properly.

1. Identify a UDP

Create a problem story to identify the undesired phenomena (UDP). For example, consider a company that produces printers that overheat. In this case, the UDP is "our printers overheat."

2. Move Forward in Time

To move forward in time, ask: “Why is this a problem?” For example, minor damage could be one result of the machines overheating. In more extreme cases, printers may catch fire. Don't be afraid to create multiple problem stories if you think of more than one UDP.

3. Move Backward in Time

To move backward in time, ask: “What caused this UDP?” If you can't identify the root problem, think about what typically causes the UDP to occur. For the overheating printers, overuse could be a cause.

Following the three-step framework above helps illustrate a clear problem story:

• The printer is overused.
• The printer overheats.
• The printer breaks down.

You can extend the problem story in either direction if you think of additional cause-and-effect relationships.

4. Break the Chains

By this point, you’ll have multiple UDP storylines. Take two that are similar and focus on breaking the chains connecting them. This can be accomplished through inversion or neutralization.

• Inversion: Inversion changes the relationship between two UDPs so the cause is the same but the effect is the opposite. For example, if the UDP is "the more X happens, the more likely Y is to happen," inversion changes the equation to "the more X happens, the less likely Y is to happen." Using the printer example, inversion would consider: "What if the more a printer is used, the less likely it’s going to overheat?" Innovation requires an open mind. Just because a solution initially seems unlikely doesn't mean it can't be pursued further or spark additional ideas.
• Neutralization: Neutralization completely eliminates the cause-and-effect relationship between X and Y. This changes the above equation to "the more or less X happens has no effect on Y." In the case of the printers, neutralization would rephrase the relationship to "the more or less a printer is used has no effect on whether it overheats."

Even if creating a problem story doesn't provide a solution, it can offer useful context to users’ problems and additional ideas to be explored. Given that divergence is one of the fundamental practices of creative problem-solving, it’s a good idea to incorporate it into each tool you use.

Brainstorming

Brainstorming is a tool that can be highly effective when guided by the iterative qualities of the design thinking process. It involves openly discussing and debating ideas and topics in a group setting. This facilitates idea generation and exploration as different team members consider the same concept from multiple perspectives.

Hosting brainstorming sessions can result in problems, such as groupthink or social loafing. To combat this, leverage a three-step brainstorming method involving divergence and convergence :

• Have each group member come up with as many ideas as possible and write them down to ensure the brainstorming session is productive.
• Continue the divergence of ideas by collectively sharing and exploring each idea as a group. The goal is to create a setting where new ideas are inspired by open discussion.
• Begin the convergence of ideas by narrowing them down to a few explorable options. There’s no "right number of ideas." Don't be afraid to consider exploring all of them, as long as you have the resources to do so.

Alternate Worlds

The alternate worlds tool is an empathetic approach to creative problem-solving. It encourages you to consider how someone in another world would approach your situation.

For example, if you’re concerned that the printers you produce overheat and catch fire, consider how a different industry would approach the problem. How would an automotive expert solve it? How would a firefighter?

Be creative as you consider and research alternate worlds. The purpose is not to nail down a solution right away but to continue the ideation process through diverging and exploring ideas.

Continue Developing Your Skills

Whether you’re an entrepreneur, marketer, or business leader, learning the ropes of design thinking can be an effective way to build your skills and foster creativity and innovation in any setting.

If you're ready to develop your design thinking and creative problem-solving skills, explore Design Thinking and Innovation , one of our online entrepreneurship and innovation courses. If you aren't sure which course is the right fit, download our free course flowchart to determine which best aligns with your goals.

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What Is Problem-Solving Therapy?

Arlin Cuncic, MA, is the author of The Anxiety Workbook and founder of the website About Social Anxiety. She has a Master's degree in clinical psychology.

Daniel B. Block, MD, is an award-winning, board-certified psychiatrist who operates a private practice in Pennsylvania.

Verywell / Madelyn Goodnight

Problem-Solving Therapy Techniques

How effective is problem-solving therapy, things to consider, how to get started.

Problem-solving therapy is a brief intervention that provides people with the tools they need to identify and solve problems that arise from big and small life stressors. It aims to improve your overall quality of life and reduce the negative impact of psychological and physical illness.

Problem-solving therapy can be used to treat depression , among other conditions. It can be administered by a doctor or mental health professional and may be combined with other treatment approaches.

At a Glance

Problem-solving therapy is a short-term treatment used to help people who are experiencing depression, stress, PTSD, self-harm, suicidal ideation, and other mental health problems develop the tools they need to deal with challenges. This approach teaches people to identify problems, generate solutions, and implement those solutions. Let's take a closer look at how problem-solving therapy can help people be more resilient and adaptive in the face of stress.

Problem-solving therapy is based on a model that takes into account the importance of real-life problem-solving. In other words, the key to managing the impact of stressful life events is to know how to address issues as they arise. Problem-solving therapy is very practical in its approach and is only concerned with the present, rather than delving into your past.

This form of therapy can take place one-on-one or in a group format and may be offered in person or online via telehealth . Sessions can be anywhere from 30 minutes to two hours long. 

Key Components

There are two major components that make up the problem-solving therapy framework:

• Applying a positive problem-solving orientation to your life
• Using problem-solving skills

A positive problem-solving orientation means viewing things in an optimistic light, embracing self-efficacy , and accepting the idea that problems are a normal part of life. Problem-solving skills are behaviors that you can rely on to help you navigate conflict, even during times of stress. This includes skills like:

• Knowing how to identify a problem
• Defining the problem in a helpful way
• Trying to understand the problem more deeply
• Setting goals related to the problem
• Generating alternative, creative solutions to the problem
• Choosing the best course of action
• Implementing the choice you have made
• Evaluating the outcome to determine next steps

Problem-solving therapy is all about training you to become adaptive in your life so that you will start to see problems as challenges to be solved instead of insurmountable obstacles. It also means that you will recognize the action that is required to engage in effective problem-solving techniques.

Planful Problem-Solving

One problem-solving technique, called planful problem-solving, involves following a series of steps to fix issues in a healthy, constructive way:

• Problem definition and formulation : This step involves identifying the real-life problem that needs to be solved and formulating it in a way that allows you to generate potential solutions.
• Generation of alternative solutions : This stage involves coming up with various potential solutions to the problem at hand. The goal in this step is to brainstorm options to creatively address the life stressor in ways that you may not have previously considered.
• Decision-making strategies : This stage involves discussing different strategies for making decisions as well as identifying obstacles that may get in the way of solving the problem at hand.
• Solution implementation and verification : This stage involves implementing a chosen solution and then verifying whether it was effective in addressing the problem.

Other Techniques

Other techniques your therapist may go over include:

• Problem-solving multitasking , which helps you learn to think clearly and solve problems effectively even during times of stress
• Stop, slow down, think, and act (SSTA) , which is meant to encourage you to become more emotionally mindful when faced with conflict
• Healthy thinking and imagery , which teaches you how to embrace more positive self-talk while problem-solving

What Problem-Solving Therapy Can Help With

Problem-solving therapy addresses life stress issues and focuses on helping you find solutions to concrete issues. This approach can be applied to problems associated with various psychological and physiological symptoms.

Mental Health Issues

Problem-solving therapy may help address mental health issues, like:

• Chronic stress due to accumulating minor issues
• Complications associated with traumatic brain injury (TBI)
• Emotional distress
• Post-traumatic stress disorder (PTSD)
• Problems associated with a chronic disease like cancer, heart disease, or diabetes
• Self-harm and feelings of hopelessness
• Substance use
• Suicidal ideation

Specific Life Challenges

This form of therapy is also helpful for dealing with specific life problems, such as:

• Death of a loved one
• Dissatisfaction at work
• Everyday life stressors
• Family problems
• Financial difficulties
• Relationship conflicts

Your doctor or mental healthcare professional will be able to advise whether problem-solving therapy could be helpful for your particular issue. In general, if you are struggling with specific, concrete problems that you are having trouble finding solutions for, problem-solving therapy could be helpful for you.

Benefits of Problem-Solving Therapy

The skills learned in problem-solving therapy can be helpful for managing all areas of your life. These can include:

• Being able to identify which stressors trigger your negative emotions (e.g., sadness, anger)
• Confidence that you can handle problems that you face
• Having a systematic approach on how to deal with life's problems
• Having a toolbox of strategies to solve the issues you face
• Increased confidence to find creative solutions
• Knowing how to identify which barriers will impede your progress
• Knowing how to manage emotions when they arise
• Reduced avoidance and increased action-taking
• The ability to accept life problems that can't be solved
• The ability to make effective decisions
• The development of patience (realizing that not all problems have a "quick fix")

Problem-solving therapy can help people feel more empowered to deal with the problems they face in their lives. Rather than feeling overwhelmed when stressors begin to take a toll, this therapy introduces new coping skills that can boost self-efficacy and resilience .

Other Types of Therapy

Other similar types of therapy include cognitive-behavioral therapy (CBT) and solution-focused brief therapy (SFBT) . While these therapies work to change thinking and behaviors, they work a bit differently. Both CBT and SFBT are less structured than problem-solving therapy and may focus on broader issues. CBT focuses on identifying and changing maladaptive thoughts, and SFBT works to help people look for solutions and build self-efficacy based on strengths.

This form of therapy was initially developed to help people combat stress through effective problem-solving, and it was later adapted to address clinical depression specifically. Today, much of the research on problem-solving therapy deals with its effectiveness in treating depression.

Problem-solving therapy has been shown to help depression in: 

• Older adults
• People coping with serious illnesses like cancer

Problem-solving therapy also appears to be effective as a brief treatment for depression, offering benefits in as little as six to eight sessions with a therapist or another healthcare professional. This may make it a good option for someone unable to commit to a lengthier treatment for depression.

Problem-solving therapy is not a good fit for everyone. It may not be effective at addressing issues that don't have clear solutions, like seeking meaning or purpose in life. Problem-solving therapy is also intended to treat specific problems, not general habits or thought patterns .

In general, it's also important to remember that problem-solving therapy is not a primary treatment for mental disorders. If you are living with the symptoms of a serious mental illness such as bipolar disorder or schizophrenia , you may need additional treatment with evidence-based approaches for your particular concern.

Problem-solving therapy is best aimed at someone who has a mental or physical issue that is being treated separately, but who also has life issues that go along with that problem that has yet to be addressed.

For example, it could help if you can't clean your house or pay your bills because of your depression, or if a cancer diagnosis is interfering with your quality of life.

Your doctor may be able to recommend therapists in your area who utilize this approach, or they may offer it themselves as part of their practice. You can also search for a problem-solving therapist with help from the American Psychological Association’s (APA) Society of Clinical Psychology .

If receiving problem-solving therapy from a doctor or mental healthcare professional is not an option for you, you could also consider implementing it as a self-help strategy using a workbook designed to help you learn problem-solving skills on your own.

During your first session, your therapist may spend some time explaining their process and approach. They may ask you to identify the problem you’re currently facing, and they’ll likely discuss your goals for therapy .

Keep In Mind

Problem-solving therapy may be a short-term intervention that's focused on solving a specific issue in your life. If you need further help with something more pervasive, it can also become a longer-term treatment option.

Get Help Now

We've tried, tested, and written unbiased reviews of the best online therapy programs including Talkspace, BetterHelp, and ReGain. Find out which option is the best for you.

Shang P, Cao X, You S, Feng X, Li N, Jia Y. Problem-solving therapy for major depressive disorders in older adults: an updated systematic review and meta-analysis of randomized controlled trials .  Aging Clin Exp Res . 2021;33(6):1465-1475. doi:10.1007/s40520-020-01672-3

Cuijpers P, Wit L de, Kleiboer A, Karyotaki E, Ebert DD. Problem-solving therapy for adult depression: An updated meta-analysis . Eur Psychiatry . 2018;48(1):27-37. doi:10.1016/j.eurpsy.2017.11.006

Nezu AM, Nezu CM, D'Zurilla TJ. Problem-Solving Therapy: A Treatment Manual . New York; 2013. doi:10.1891/9780826109415.0001

Owens D, Wright-Hughes A, Graham L, et al. Problem-solving therapy rather than treatment as usual for adults after self-harm: a pragmatic, feasibility, randomised controlled trial (the MIDSHIPS trial) .  Pilot Feasibility Stud . 2020;6:119. doi:10.1186/s40814-020-00668-0

Sorsdahl K, Stein DJ, Corrigall J, et al. The efficacy of a blended motivational interviewing and problem solving therapy intervention to reduce substance use among patients presenting for emergency services in South Africa: A randomized controlled trial . Subst Abuse Treat Prev Policy . 2015;10(1):46. doi:doi.org/10.1186/s13011-015-0042-1

Margolis SA, Osborne P, Gonzalez JS. Problem solving . In: Gellman MD, ed. Encyclopedia of Behavioral Medicine . Springer International Publishing; 2020:1745-1747. doi:10.1007/978-3-030-39903-0_208

Kirkham JG, Choi N, Seitz DP. Meta-analysis of problem solving therapy for the treatment of major depressive disorder in older adults . Int J Geriatr Psychiatry . 2016;31(5):526-535. doi:10.1002/gps.4358

Garand L, Rinaldo DE, Alberth MM, et al. Effects of problem solving therapy on mental health outcomes in family caregivers of persons with a new diagnosis of mild cognitive impairment or early dementia: A randomized controlled trial . Am J Geriatr Psychiatry . 2014;22(8):771-781. doi:10.1016/j.jagp.2013.07.007

Noyes K, Zapf AL, Depner RM, et al. Problem-solving skills training in adult cancer survivors: Bright IDEAS-AC pilot study .  Cancer Treat Res Commun . 2022;31:100552. doi:10.1016/j.ctarc.2022.100552

Albert SM, King J, Anderson S, et al. Depression agency-based collaborative: effect of problem-solving therapy on risk of common mental disorders in older adults with home care needs . The American Journal of Geriatric Psychiatry . 2019;27(6):619-624. doi:10.1016/j.jagp.2019.01.002

By Arlin Cuncic, MA Arlin Cuncic, MA, is the author of The Anxiety Workbook and founder of the website About Social Anxiety. She has a Master's degree in clinical psychology.

Self-Esteem

It’s ok you can’t solve every problem, trying to “fix" everything can leave you feeling like a failure..

Updated May 10, 2024 | Reviewed by Ray Parker

• What Is Self-Esteem?
• Find a therapist near me
• Your intrinsic value is more than what you can do for other people.

You are still worthwhile and can be successful, even if you don’t have all the solutions.

• Consider which decision will make you feel you’ve stayed true to your values.

In coaching others, I often discuss problem-solving strategies to help individuals think creatively and consider many options when they are faced with challenging situations.

Problem solving 1-2 includes the following:

• Define the problem, identify obstacles, and set realistic goals .
• Generate a variety of alternative solutions to overcome obstacles identified.
• Choose which idea has the highest likelihood to achieve the goal.
• Try out the solution in real-life and see if it worked or not.

Problem-solving strategies can be helpful in many situations. Thinking creatively and testing out different potential solutions can help you come up with alternative ways of solving your problems.

While many problems can be solved, there are also situations in which there is no “perfect” solution or in which what seems to be the best solution still leaves you feeling unsatisfied or like you’re not doing enough.

I encourage you to increase your comfort around the following three truths:

1. You can’t always solve everyone else’s problems.

2. You can’t always solve all of your own problems.

3. You are not a failure if you can’t solve every problem.

You can’t always solve everyone else’s problems.

When someone around you needs help, do you feel compelled to find solutions to their problem?

Are you seen as the problem solver at your job or in your close relationships?

Does it feel uncomfortable for you to listen to someone tell you about a problem and not offer solutions?

There are times when others come to you because they know you can help them solve a problem. There are also times when the other person is coming to you not for a solution to their problem, but for support, empathy, and a listening ear.

Your relationships may be negatively impacted if others feel that you don’t fully listen and only try to “fix” everything for them. While this may feel like a noble act, it may lead the other person to feel like they have failed or that you think they are unable to solve their own problems.

Consider approaching such situations with curiosity by saying to the other person:

• As you share this information with me, tell me how I can best support you.
• What would be most helpful right now? Are you looking for an empathetic ear or want to brainstorm potential next steps?
• I want to be sure I am as helpful as I can be right now; what are you hoping to get out of our conversation?

You can’t always solve all of your own problems.

We are taught from a young age that problems have a solution. For example, while solving word problems in math class may not have been your favorite thing to do, you knew there was ultimately a “right” answer. Many times, the real world is much more complex, and many of the problems that you face do not have clear or “right” answers.

You may often be faced with finding solutions that do the most good for the most amount of people, but you know that others may still be left out or feel unsatisfied with the result.

Your beliefs about yourself, other people, and the world can sometimes help you make decisions in such circumstances. You may ask for help from others. Some may consider their faith or spirituality for guidance. While others may consider philosophical theories.

Knowing that there often isn’t a “perfect” solution, you may consider asking yourself some of the following questions:

• What’s the healthiest decision I can make? The healthiest decision for yourself and for those who will be impacted.
• Imagine yourself 10 years in the future, looking back on the situation: What do you think the future-you would encourage you to do?
• What would a wise person do?
• What decision will allow you to feel like you’ve stayed true to your values?

You are not a failure if you can’t solve all of the problems.

If you have internalized feeling like you need to be able to solve every problem that comes across your path, you may feel like a failure each time you don’t.

It’s impossible to solve every problem.

Your intrinsic value is more than what you can do for other people. You have value because you are you.

Consider creating more realistic and adaptive thoughts around your ability to help others and solve problems.

Some examples include:

• I am capable, even without solving all of the problems.
• I am worthwhile, even if I’m not perfect.
• What I do for others does not define my worth.
• In living my values, I know I’ve done my best.

I hope you utilize the information above to consider how you can coach yourself the next time you:

• Start to solve someone else’s problem without being asked.
• Feel stuck in deciding the best next steps.
• Judge yourself negatively.

1. D'zurilla, T. J., & Goldfried, M. R. (1971). Problem solving and behavior modification. Journal of abnormal psychology, 78(1), 107.

2. D’Zurilla, T. J., & Nezu, A. M. (2010). Problem-solving therapy. Handbook of cognitive-behavioral therapies, 3(1), 197-225.

Julie Radico, Psy.D. ABPP, is a board-certified clinical psychologist and coauthor of You Will Get Through This: A Mental Health First-Aid Kit.

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At any moment, someone’s aggravating behavior or our own bad luck can set us off on an emotional spiral that threatens to derail our entire day. Here’s how we can face our triggers with less reactivity so that we can get on with our lives.

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For everyone whose relationship with mathematics is distant or broken, Jo Boaler , a professor at Stanford Graduate School of Education (GSE), has ideas for repairing it. She particularly wants young people to feel comfortable with numbers from the start – to approach the subject with playfulness and curiosity, not anxiety or dread.

“Most people have only ever experienced what I call narrow mathematics – a set of procedures they need to follow, at speed,” Boaler says. “Mathematics should be flexible, conceptual, a place where we play with ideas and make connections. If we open it up and invite more creativity, more diverse thinking, we can completely transform the experience.”

Boaler, the Nomellini and Olivier Professor of Education at the GSE, is the co-founder and faculty director of Youcubed , a Stanford research center that provides resources for math learning that has reached more than 230 million students in over 140 countries. In 2013 Boaler, a former high school math teacher, produced How to Learn Math , the first massive open online course (MOOC) on mathematics education. She leads workshops and leadership summits for teachers and administrators, and her online courses have been taken by over a million users.

In her new book, Math-ish: Finding Creativity, Diversity, and Meaning in Mathematics , Boaler argues for a broad, inclusive approach to math education, offering strategies and activities for learners at any age. We spoke with her about why creativity is an important part of mathematics, the impact of representing numbers visually and physically, and how what she calls “ishing” a math problem can help students make better sense of the answer.

What do you mean by “math-ish” thinking?

It’s a way of thinking about numbers in the real world, which are usually imprecise estimates. If someone asks how old you are, how warm it is outside, how long it takes to drive to the airport – these are generally answered with what I call “ish” numbers, and that’s very different from the way we use and learn numbers in school.

In the book I share an example of a multiple-choice question from a nationwide exam where students are asked to estimate the sum of two fractions: 12/13 + 7/8. They’re given four choices for the closest answer: 1, 2, 19, or 21. Each of the fractions in the question is very close to 1, so the answer would be 2 – but the most common answer 13-year-olds gave was 19. The second most common was 21.

I’m not surprised, because when students learn fractions, they often don’t learn to think conceptually or to consider the relationship between the numerator or denominator. They learn rules about creating common denominators and adding or subtracting the numerators, without making sense of the fraction as a whole. But stepping back and judging whether a calculation is reasonable might be the most valuable mathematical skill a person can develop.

But don’t you also risk sending the message that mathematical precision isn’t important?

I’m not saying precision isn’t important. What I’m suggesting is that we ask students to estimate before they calculate, so when they come up with a precise answer, they’ll have a real sense for whether it makes sense. This also helps students learn how to move between big-picture and focused thinking, which are two different but equally important modes of reasoning.

Some people ask me, “Isn’t ‘ishing’ just estimating?” It is, but when we ask students to estimate, they often groan, thinking it’s yet another mathematical method. But when we ask them to “ish” a number, they're more willing to offer their thinking.

Ishing helps students develop a sense for numbers and shapes. It can help soften the sharp edges in mathematics, making it easier for kids to jump in and engage. It can buffer students against the dangers of perfectionism, which we know can be a damaging mindset. I think we all need a little more ish in our lives.

You also argue that mathematics should be taught in more visual ways. What do you mean by that?

For most people, mathematics is an almost entirely symbolic, numerical experience. Any visuals are usually sterile images in a textbook, showing bisecting angles, or circles divided into slices. But the way we function in life is by developing models of things in our minds. Take a stapler: Knowing what it looks like, what it feels and sounds like, how to interact with it, how it changes things – all of that contributes to our understanding of how it works.

There’s an activity we do with middle-school students where we show them an image of a 4 x 4 x 4 cm cube made up of smaller 1 cm cubes, like a Rubik’s Cube. The larger cube is dipped into a can of blue paint, and we ask the students, if they could take apart the little cubes, how many sides would be painted blue? Sometimes we give the students sugar cubes and have them physically build a larger 4 x 4 x 4 cube. This is an activity that leads into algebraic thinking.

Some years back we were interviewing students a year after they’d done that activity in our summer camp and asked what had stayed with them. One student said, “I’m in geometry class now, and I still remember that sugar cube, what it looked like and felt like.” His class had been asked to estimate the volume of their shoes, and he said he’d imagined his shoes filled with 1 cm sugar cubes in order to solve that question. He had built a mental model of a cube.

When we learn about cubes, most of us don’t get to see and manipulate them. When we learn about square roots, we don’t take squares and look at their diagonals. We just manipulate numbers.

I wonder if people consider the physical representations more appropriate for younger kids.

That’s the thing – elementary school teachers are amazing at giving kids those experiences, but it dies out in middle school, and by high school it’s all symbolic. There’s a myth that there’s a hierarchy of sophistication where you start out with visual and physical representations and then build up to the symbolic. But so much of high-level mathematical work now is visual. Here in Silicon Valley, if you look at Tesla engineers, they're drawing, they're sketching, they're building models, and nobody says that's elementary mathematics.

There’s an example in the book where you’ve asked students how they would calculate 38 x 5 in their heads, and they come up with several different ways of arriving at the same answer. The creativity is fascinating, but wouldn’t it be easier to teach students one standard method?

A depiction of various ways to calculate 38 x 5, numerically and visually. | Courtesy Jo Boaler

That narrow, rigid version of mathematics where there’s only one right approach is what most students experience, and it’s a big part of why people have such math trauma. It keeps them from realizing the full range and power of mathematics. When you only have students blindly memorizing math facts, they’re not developing number sense. They don’t learn how to use numbers flexibly in different situations. It also makes students who think differently believe there’s something wrong with them.

When we open mathematics to acknowledge the different ways a concept or problem can be viewed, we also open the subject to many more students. Mathematical diversity, to me, is a concept that includes both the value of diversity in people and the diverse ways we can see and learn mathematics. When we bring those forms of diversity together, it’s powerful. If we want to value different ways of thinking and problem-solving in the world, we need to embrace mathematical diversity.

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How to Talk to an Employee Who Isn’t Meeting Expectations

• Jenny Fernandez

It’s an opportunity to address the gap between the work they’re delivering and the company’s goals.

Approaching a conversation about improving an employee’s performance requires preparation, empathy, and a focus on collaboration. Even though hearing the truth about their current performance will be tough and potentially hurtful, it’s a teaching moment managers must embrace to help them become more resilient and adept at problem-solving and developing professional relationships. The author offers several strategies for treating difficult performance conversations not as fault-finding missions, but instead as opportunities to work collaboratively to define a shared commitment to growth and development.

As a leadership and team coach, I frequently encounter situations where managers feel ill-equipped to give their team members negative performance feedback. These conversations can be particularly challenging because the stakes are high for both sides. Unfavorable performance reviews and ratings come with tangible consequences for an employee’s compensation and career progression. Further, if the negative feedback is a surprise to them, it might prompt them to start looking for a new job.

• Jenny Fernandez , MBA, is an executive and team coach, Columbia and NYU faculty, and future of work and brand strategist. She works with senior leaders and their teams to become more collaborative, innovative, and resilient. Her work spans Fortune 500 companies, startups, and higher education. Jenny has been recognized by LinkedIn as a “Top Voice in Executive Coaching, Leadership Development, and Personal Branding” and was invited to join the prestigious Marshall Goldsmith’s 100 Coaches community. She is a Gen Z advocate. Connect with her on LinkedIn .

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The Best Sex Advice Might Also Be the Hardest to Follow

Some couples would rather get divorced than talk openly about their intimate lives.

By Catherine Pearson

As a reporter who covers sex and intimacy, I spend a lot of time listening to experts extol the virtues of open, honest communication. To have good sex — and to keep having good sex over time — couples must be willing to talk about it , they say.

But some people would rather leave their relationships than have those conversations, said Jeffrey Chernin, a marriage and family therapist and the author of “Achieving Intimacy: How to Have a Loving Relationship That Lasts” — especially if things in the bedroom aren’t going particularly well.

“One of the things I often say to couples who are having trouble is: ‘I wish there was another way through this,’” he said. “But the only way I know to have a better sex life, or to resume your sex life, is to discuss it.”

Dr. Chernin acknowledged how stressful those conversations can be, sometimes deteriorating into finger-pointing, belittling or stonewalling. That said, these suggestions may help.

Embrace the awkwardness.

It’s common for partners to have trouble talking about intimacy and desire. Research suggests that even in long-term relationships, people know only about 60 percent of what their partner likes sexually, and only about 25 percent of what they don’t like.

Cyndi Darnell, a sex and relationships therapist in New York City, said her patients frequently tell her that talking about sex is “awkward” — which is especially true “if you’ve spent months or years avoiding it,” she said.

“We’ve been tricked into believing sex is natural,” she added. “But, if it were easy and natural, people wouldn’t struggle with it as much as they do.”

She mentioned one couple she worked with, both in their 50s, who hadn’t had sex in years. Every time they talked about it, they fought. So they sought outside help to get past their embarrassment and anger.

In therapy, they realized that they had only been focused on penetration, but the husband was really longing for closeness and tenderness. And once the wife realized that her husband was not going to “pounce on her” whenever she cuddled with him, they were able to be more sensual with each other — and to talk about what they like to do and why, Ms. Darnell said. But it took a spirit of willingness, curiosity and acceptance.

Death to ‘We need to talk.’

It may be possible to temper the dread that often accompanies these conversations, if you approach them sensitively. “When a partner says, ‘We need to talk,’ Dr. Chernin said, “the other person feels like, ‘I’m going to the principal’s office.’”

Instead, try to:

Focus on problem-solving together

That means saying something like: “On the one hand, I know how difficult this is for us to talk about,” Dr. Chernin said. “On the other hand, I think it’s important for our marriage or for our relationship to be able to have some discussions about our sex life.”

Then ask: “What can we do about it?”

Prepare questions ahead of time

A script offers scaffolding, Ms. Darnell said. She suggested prompts like: “Our relationship is really important to me, and I’d like for sex to be part of it (again). I was curious if that is something you’d be into also?”

Bring in some positives

Maggie Bennett-Brown, a research fellow at the Kinsey Institute and an assistant professor at Texas Tech University, said “it doesn’t have to be explicit.” Maybe you tell your partner that you like it when he hugs you or plans a romantic night on the town.

If it has been a while since you were intimate, it can help to reminisce — and that can segue into a deeper question. “If people have never had a conversation about: ‘What do you enjoy?’ that’s a good first step,” Dr. Bennett-Brown said.

Be mindful of your timing

Be careful about initiating a discussion about sex while in bed, Dr. Chernin said, particularly if you are being critical. (Though some couples may find it easier to talk about sex when they are basking in the afterglow, he said.)

“Think about a conversation as a series of discussions,” Dr. Chernin said. “That way, you’re not putting too much pressure on yourself or your partner.”

Know when to talk to a professional.

If your partner is unwilling to talk — or if the conversation feels painful, not just uncomfortable, Ms. Darnell said — a sex therapist or couples counselor may be able to help mediate.

She did not downplay how high-stakes these conversations can be. But she added that sex may not always be a necessary component of a satisfying romantic relationship.

“One of the questions I often ask my couples for whom sex is a tenuous and difficult issue is: Does this relationship have to be sexual?” she said. She worked with one couple in their 30s and 40s who realized they liked engaging in flirty banter, but did not want to move beyond that. “Permission to not have sex at this phase of their relationship was huge — and a relief,” she said.

“Sex is about so much more than just what we do when our pants are off,” she said.

Catherine Pearson is a Times reporter who writes about families and relationships. More about Catherine Pearson

What to Know About Your Sexual Health

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Many women will deal with a yeast infection at least once in their lifetimes. Luckily, there are plenty of effective solutions .

The connection between the birth control pill and sexual desire is complex. The pill lowers testosterone, but what does that do to libido ?

We asked sex therapists and researchers to share a myth about sex they wished would go away. Here’s what they said .

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The latest on the massive solar storm

By Angela Fritz, Elise Hammond and Chris Lau, CNN

Incredible lighthouse picture from Maine

From CNN's Chris Lau

Among a flurry of surreal images capturing the dazzling auroras is one taken by Benjamin Williamson of a lighthouse in Portland, Maine.

"It's one of the most incredible things I've ever seen, the awe and wonder," Williamson told CNN.

He said he used a long-exposure technique to snap the shot, but did not edit it.

Watch the full interview with Williamson here .

Things could be about to ramp up

If you still haven't seen the aurora, hold on for another 30 minutes to an hour, according to CNN meteorologist Chad Myers.

The next wave of coronal mass ejections, or CMEs, which cause the aurora, is about to arrive, he said.

"Just wait a minute because things are going to start to ramp up here," he said, adding that the increase could arrive "anytime now." "When it comes, get outside, get ready, put your coat on."

For those who are too busy to witness the phenomenon tonight, Myers said the aurora is expected to last three nights.

Why does the aurora last for a weekend?

By CNN's Chris Lau

Generally, it takes just eight minutes for light to travel 93 million miles to the Earth from the sun, but astrophysicist Janna Levin said the energized particles causing the current wave of aurora travel a lot slower, causing the phenomenon to last for the weekend.

"Some of these mass ejections are trillions of kilograms," she said. "They're slower. So they're taking longer, but still hours, maybe tens of hours."

Here's how the solar storm looks in the South and on the East Coast

The aurora was visible across the East Coast and in the South Friday.

Here's how it looked in Chester, South Carolina.

Down in Florida, waves of color swam through the sky.

Up north in New Jersey, a purple-ish haze could be seen in the sky.

Will solar storms get more intense and risky in the future?

The answer is probably not in the short term, according to astrophysicist Hakeem Oluseyi.

He said scientists study what is constantly happening on the surface of the sun and have found a pattern.

“Geological data shows us that in the past the sun was way more active than it is today. It has cycles where it goes very quiet ... and you have events that show that the solar activity was much, much greater,” he told CNN. “So there's no evidence that we're going to see those big maxima this cycle." 

But the astrophysicist also spoke of a caveat - the limitations of modern science.

“Even though it's predictable in the short term, we still don't quite understand what creates the magnetic fields in the sun,” he said, adding: “That's why NASA has so many satellites looking at the sun.”

In Pictures: Auroras light the sky during rare solar storm

From CNN Digital's Photo Team

A series of solar flares and coronal mass ejections from the sun are creating dazzling auroras across the globe .

The rare solar storm may also disrupt communications. The last time a solar storm of this magnitude reached Earth was in October 2003, according to the National Oceanic and Atmospheric Administration's Space Weather Prediction Center.

See more photos of the aurora from tonight.

Behind dazzling aurora could lie “real danger,” Bill Nye the Science Guy says

The massive solar storm could present “a real danger,” especially with the modern world relying so much on electricity, according to Bill Nye the Science Guy , a science educator and engineer.

Scientists are warning an increase in solar flares and coronal mass ejections from the sun have the potential to disrupt communication on Earth into the weekend. Solar flares can affect communications and GPS almost immediately because they disrupt Earth’s ionosphere, or part of the upper atmosphere. Energetic particles released by the sun can also disrupt electronics on spacecraft and affect astronauts without proper protection within 20 minutes to several hours.

In comparison to tonight's event, Nye drew comparisons with another incident in 1859, known as the Carrington Event, when telegraph communications were severely affected.

“The other thing, everybody, that is a real danger to our technological society, different from 1859, is how much we depend on electricity and our electronics and so on,” Nye said. "None of us really in the developed world could go very long without electricity."

He noted that there are systems in place to minimize the impact, but “stuff might go wrong,” stressing that not all transformers are equipped to withstand such a solar event.

“It depends on the strength of the event and it depends on how much of our infrastructures are prepared for this the sort of thing,” he said.

Bill Nye breaks down significance of the solar storm | CNN

This post has been updated with more details on solar flares' impact on electronics.

Here's where clouds will block the view of the northern lights in the US

From CNN's Angela Fritz

After an incredibly stormy week, most of the Lower 48 has clear skies to see the northern lights. But there are some areas where clouds and rainy weather are spoiling the view.

A deck of clouds is blocking the sky in the Northeast, from parts of Virginia into Maine, as an area of low pressure spins off the East Coast.

In the Midwest, the aurora will be hard to see through thick clouds in parts of Wisconsin, Michigan — including the Upper Peninsula — and Illinois.

A stripe of clouds is tracking across Texas, including Dallas-Forth Worth, and into Louisiana.

And in the Southwest, patchy clouds across the the Four Corners region could make the northern lights difficult to spot.

Aurora seen at least as far south as Georgia

Barely visible to the naked eye, the aurora can be seen in Atlanta in the 10 p.m. ET hour. 

It is easier to see through photographs using a long exposure. The photos below, taken by CNN's Eric Zerkel and Emily Smith, used 3- and 10-second exposures.

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Best Games That Reward Creative Problem-Solving

• As video game technology advances, puzzles have become more open-ended, allowing for creative solutions and multiple outcomes.
• Games like Portal 2 and Baldur's Gate 3 reward players for thinking creatively and finding unique ways to solve problems.
• Undertale and Scribblenauts Unlimited offer players the freedom to approach puzzles in their own way, showcasing the importance of player choice.

In the early days of video games, puzzles and their solutions were pretty cut and dry. Get from Point A to Point B, and accomplish A, B, and C using a very specific method. There was only one way to beat the game; players just needed to find it. Part of this was due to hardware and scripting limitations. Consoles had such limited memory that there simply wasn't room for more creative solutions.

11 Best Puzzle Games On Steam That Deserve More Attention

But as video games and consoles become more advanced, puzzle-solving in games has become more open-ended. Developers are now usually more than happy to hand players the reins and let them run wild with their creativity. All the pieces are there; players just need to put them together. There are no right or wrong answers, just what works and what doesn't, and for those looking to flex their creative puzzle-solving muscles and get rewarded for doing so , there are plenty of gaming options available.

Peace is Always An Option

Platform(s) PS Vita, Switch, PS4, PC, Xbox One

Released September 15, 2015

Developer(s) Toby Fox

Genre(s) RPG

This 2015 smash hit revolutionized puzzle-solving and story progression in RPG adventure games, being one of the first where players could complete the entire game without killing a single enemy. Instead, they could choose the Pacifist route and befriend NPCs instead (or go from killing a single enemy to all of them in the notorious Genocide route ).

Beyond the multiple endings, Undertale is filled with puzzles to overcome, not all of which have a single solution. Is a dastardly skeleton placing a maze trap before the fallen human? They might be able to solve it, or they can opt to simply walk around it. New dialogue options and story branches open and close based on who the player chooses to spare and how. The reward for creative puzzle-solving is that players get to explore more of this colorful world and iconic characters.

Scribblenauts Unlimited

The noun's the limit.

Platform(s) Wii U, Switch, PS4, PC, iOS, Android, 3DS, Xbox One

Released November 13, 2012

Developer(s) 5th Cell

Genre(s) Puzzle, Sandbox

Scribblenauts proves that the pen is indeed mightier than the sword. No, seriously. The titular heroes in this popular puzzle RPG series use the power of words to solve all their problems. Players can write down a noun and watch it appear in the world. Giving it an adjective results in the object or creature transforming to match its new description. Giving a pig wings will allow it to fly, and manifesting some glue out of the ether will permit players to stick things together. The possibilities are literally endless.

Scribblenauts Unlimited builds on its predecessors with an expansive list of nouns, adjectives, and adverbs that players can use and provides multiple ways to solve each puzzle. The game doesn't care how players accomplish their goals, so long as they clear the level's main objective. The only real limit is the player's imagination (and their vocabulary).

Aperture Science Tests One's Creativity

Platform(s) PS3, Switch, Xbox 360, PC

Released April 18, 2011

Developer(s) Valve

Genre(s) Puzzle, Platformer

The Portal games make no secret that they want to test players' problem-solving abilities. The game's central antagonist, GLaDOS , makes that abundantly clear. In fact, the entire plot is to use those same skills to escape the testing facility once and for all. Each test follows the same simple premise: get to the end of the testing chamber in one piece. How the player does it is up to them - and the game's physics engine. Jump through portals, avoid deadly turrets and bottomless pits, propel through the air -- it doesn't matter. As the saying goes, "If it's stupid and it works, it isn't stupid."

Portal 2 takes this engaging premise and amps it up to eleven. Puzzles are bigger, deadlier, and more complicated than ever before. While some answers are laid out more obviously than others, players are free to ignore those options and think outside the box as much as they want. So long as they reach the final door, GLaDOS doesn't mind how they did it. After all, data is data.

The Legend of Zelda: Tears of the Kingdom

Zonai devices help players reinvent the wheel.

Platform(s) Switch

Released May 12, 2023

Developer(s) Nintendo

Genre(s) Adventure

The Legend of Zelda: Breath of the Wild was a massive breath of fresh air for the franchise. Linear adventures with clear-cut solutions were swapped out for a massive open world and a fun new physics engine that led to infinitely creative gameplay. Many fans of the series felt the game essentially reinvented the wheel of a franchise that had started to get a bit formulaic. However, its direct sequel, Tears of the Kingdom , didn't just reinvent the wheel; it allowed players to invent their own.

8 Hardest Zelda Games To 100% Complete

On top of the many new mechanics introduced in Breath of the Wild , Tears of the Kingdom introduced several new mechanics for players to tinker around with. The best by far is the introduction of Zonai devices, allowing players to use various moving mechanical parts in endless combinations to solve puzzles. Gamers can build siege engines that breathe fire, gliders powered by fans, or massive catapaults to launch enemies (or themselves) off into the horizon.

Baldur's Gate 3

Any solution is just a dice roll away.

Platform(s) Xbox Series X, PS5, PC, macOS, Stadia

Released August 3, 2023

Developer(s) Larian Studios

This award-winning RPG action-adventure game from 2023 famously adapted the core rules of Dungeons & Dragons 5th Edition into a video game format. But the game didn't just take the basic stats and mechanics; it went above and beyond to allow players to think just as creatively as they would while playing real D&D . Any D&D campaign can go off the rails at any moment. One bad dice roll or truly chaotic player choice, and there will be consequences. That's what makes the game so fun, and Baldur's Gate 3 understands this.

No two playthroughs of Baldur's Gate 3 are the same, thanks to the infinite array of choices , dice checks, and consequences. Players are rewarded for seeing just how many different ways they can solve the same problem. Do they exterminate the goblin camp or side with them? Can they pickpocket the vendor for powerful items to avoid paying? Can they talk their way out of being arrested, either through smooth-talking or saber-rattling? Every decision opens doors and closes others. Each interaction can forge new allies or enemies. Every quest has multiple endings, good or bad. Players can play the campaign however they want and will be rewarded for their creative thinking along the way.

Puzzle Games You Have To Be A Genius To Complete