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## Sudoku for Beginners: How to Improve Your Problem-Solving Skills

Are you a beginner when it comes to solving Sudoku puzzles? Do you find yourself frustrated and unsure of where to start? Fear not, as we have compiled a comprehensive guide on how to improve your problem-solving skills through Sudoku.

## Understanding the Basics of Sudoku

Before we dive into the strategies and techniques, let’s first understand the basics of Sudoku. A Sudoku puzzle is a 9×9 grid that is divided into nine smaller 3×3 grids. The objective is to fill in each row, column, and smaller grid with numbers 1-9 without repeating any numbers.

## Starting Strategies for Beginners

As a beginner, it can be overwhelming to look at an empty Sudoku grid. But don’t worry. There are simple starting strategies that can help you get started. First, look for any rows or columns that only have one missing number. Fill in that number and move on to the next row or column with only one missing number. Another strategy is looking for any smaller grids with only one missing number and filling in that number.

## Advanced Strategies for Beginner/Intermediate Level

Once you’ve mastered the starting strategies, it’s time to move on to more advanced techniques. One technique is called “pencil marking.” This involves writing down all possible numbers in each empty square before making any moves. Then use logic and elimination techniques to cross off impossible numbers until you are left with the correct answer.

Another advanced technique is “hidden pairs.” Look for two squares within a row or column that only have two possible numbers left. If those two possible numbers exist in both squares, then those two squares must contain those specific numbers.

## Benefits of Solving Sudoku Puzzles

Not only is solving Sudoku puzzles fun and challenging, but it also has many benefits for your brain health. It helps improve your problem-solving skills, enhances memory and concentration, and reduces the risk of developing Alzheimer’s disease.

In conclusion, Sudoku is a great way to improve your problem-solving skills while also providing entertainment. With these starting and advanced strategies, you’ll be able to solve even the toughest Sudoku puzzles. So grab a pencil and paper and start sharpening those brain muscles.

This text was generated using a large language model, and select text has been reviewed and moderated for purposes such as readability.

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## Purpose of the Model

Philosophy of problem solving, fun: the bookworm, quick links.

This newsletter introduces the Problem Solving Model. This is a ten-step model to guide you (and your team) through a structured problem solving process. All too often, people jump from a problem to a solution. And it is often a solution that is short-lived or creates numerous other problems within the organization. The Problem Solving Model provides you a road map to continuous improvement.

As its name implies, this model is the road map to follow to solve problems. What makes something a problem?

a) When the process isn’t doing what it is supposed to and people don’t know why. b) When things keep going wrong no matter how hard everyone tries. c) When everyone believes that there is a problem to solve.

The first step in the model is to define the problem; it does not matter if it is late shipments, stock outs, computer downtime, typos, lost messages, or an agreed upon “red bead” that everyone keeps running into. Before you can solve the problem, you must truly understand what it is. This means brainstorming about the process, using a Pareto Diagram to prioritize potential obstacles and creating a process flow diagram of what is currently going on. After you have the problem defined, the model leads you through analyzing data you gather about the process, determining the root cause of the problem, and identifying possible solutions to the problem. Solutions to the problem will either be changes to the process which eliminate special causes of variation or changes which reduce common cause variation. After the best solution is implemented, the model leads the team to monitor the impact of its revisions to make sure that the problem is truly solved.

The problem-solving model, introduced below, incorporates an effective set of skills into a step-by-step process. The model combines the use of statistical tools, such as control charts and process flow diagrams, with group problem-solving skills, such as brainstorming and consensus decision-making. The statistical tools help us make data-based decisions at various points throughout the model. The group problem-solving skills help us draw on the benefits of working as a team.

Before we begin a discussion about the steps of the problem-solving model, we should talk a little about the philosophy that good problem solvers have about problems. Here are a number of ideas that are part of the philosophy.

Problem solving should occur at all levels of the organization. At every level, from top to bottom, problems occur. Everyone is an expert in the problems that occur in his or her own area and should address these problems. Problem solving is a part of everyone’s job.

All problems should not be addressed with the same approach. There are some problems that are easily and suitably tackled alone. Not all decisions need to be made by teams nor do all problems need to be solved by groups. However, groups of people help to break mental sets (i.e., figuring out new ways of doing things). In addition, people are more committed to figuring out and implementing a solution to a problem if they are involved in the problem solving.

Problems are normal. Problems occur in every organization. In excellent companies people constantly work on solving problems as they occur. Problems are opportunities to make things better and should be viewed as such.

Be hard on the problem and soft on the people involved. When working on a problem, we should focus on solving the problem, not on whose fault the problem is. We should avoid personalizing the problem and blaming others.

People should address the problems in their own areas. Everyone has problems associated with their work area, and they should take ownership for trying to solve these problems instead of waiting for their supervisors or another team to tell them what to do.

## Problem Solving Model

Step 1: define the problem..

Step 1 is a critical step; it determines the overall focus of the project. In this step, the team defines the problem as concretely and specifically as possible. Five SPC tools are helpful in defining the problem: brainstorming the problem’s characteristics, creating an affinity diagram, using a Pareto chart, creating an initial Process Flow Diagram of the present process, and Control Chart data. The process flow diagram (PFD) will help the team identify “start to finish” how the present process normally works. Often the PFD can dramatically help define the problem. After the problem is well defined, Step 2 helps the team measure the extent of the problem.

End Product = A clear definition of the problem to be studied, including measurable evidence that the problem exists.

## Step 2: Measure the Problem.

Baseline data are collected on the present process if they do not already exist. This permits measurement of the current level of performance so future gains can be subsequently measured. The team needs to make a decision on how to collect the present baseline data. In general, if data are collected daily, the time period should be a month. This way a standard control chart can be used. If data are collected weekly or once a month, baseline data will have only three or four points. Data collected less than once a month are of limited use; in such cases, historical data, if available, should be used. At this stage, the team must have measurable evidence that the problem exists. Opinions and anecdotes are a sound place to start, but eventually there needs to be concrete proof that there really is a problem.

End Product = A graph or chart with present baseline or historical data on how the process works; a collection of the present job instructions, job descriptions, and SOPs/JWIs (standard operating procedures and job work instructions).

## Step 3: Set the Goal.

Goals provide vision and direction and help the team make choices and know which path to take. Be sure to state your goal(s) in terms that are measurable. This way, the team can evaluate its progress toward the goal. As the team imagines the goal, it will identify benefits of achieving the solution to the problem. This inspires a higher commitment and support from all.

End Product = A goal statement that includes the what, when, where, why, who and how of the ideal solved problem situation.

## Step 4: Determine Root Causes.

In Step 4 the team studies why the process is working the way it is. If a control chart was developed in Step 2, determine whether the process is “in control” or “out of control.” If the process is “out of control,” the team should pinpoint the special causes and move to Step 5. If the process is “in control,” the team will need to use tools such as cause and effect analysis (fishbones), scatter plots and experimental design formats to identify root causes currently in the system producing common cause variation.

End Product = A list of most probable root causes of the problem (common and special cause variation); selection by team of the primary root cause of the problem to be eliminated.

## Step 5: Select Best Strategy.

The purpose of Step 5 is to select the strategy that best solves the problem. From the list of causes generated in Step 4, the team should brainstorm and strategically plan solution strategies. Fishbone diagrams and benchmarking can be helpful for this step. Then the team must reach consensus on the best possible strategy to solve the problem. This strategy should have the highest likelihood of success.

End Product = A well defined strategy to solve the problem is selected.

## Step 6: Implement Strategy.

An Action Plan is developed by team. This includes who will do what by when to implement the solution. The team sees to it that the Action Plan developed is carried out and documented.

End Product = The Action Plan is implemented.

## Step 7: Evaluate Results.

In Step 7 the team evaluates how effective the solution has been. Data must be collected to determine if the implemented strategy did, in fact, improve the process being studied. Performance must be clearly measured and evaluated. The team needs to monitor control chart data where appropriate and assess improvement; the process flow diagram should be checked for appropriate SOPs and JWIs. Additional feedback strategies such as histograms, process FMEAs, customer surveys and informal polls may also prove useful. What are the “customer” reactions (internal customer feedback)? What has produced measurable results? What hard data are available? Do people perceive an improvement? How have results matched customer needs? If the process did not improve, the team needs to discover if the wrong root cause(s) was identified or if the wrong solution was utilized. In either case, return to the steps above, beginning with Step 4. If the process improves, but the results are disappointing, there may be other root causes affecting the process. Again, return to Step 4 to further examine additional root causes. When the problem is solved (i.e. the “loop closed”), the team proceeds to Step 8.

End Product = The problem is solved; results of the improvement are measured.

## Step 8: Implement Appropriate Changes in the Process.

Step 8 develops an ongoing process to assure that the gains stay in place for the long term. Sometimes a problem is solved and then later resurfaces. This happens when a solution is determined, but a system or process to keep the problem solved has not been successfully adopted. Permanent changes need to be implemented. This means revising the existing procedures. The new improved process will need to be tracked over time; the process must be checked frequently to maintain improvement. This also helps everyone to stay aware of opportunities to continuously improve the process where the problem occurred.

End Product = A permanent change in the process, Quality Improvement, and people “closest to the job” monitoring the change.

## Step 9: Continuous Improvement.

This step is staying committed to continuous improvement in terms of this model – to remain actively alert to the ways the improved process can be made even better. This step is a conscious decision to allow others to innovate and to point out “red beads” in the process which the team has worked hard to improve. All involved, particularly those closest to the job, need to be encouraged to give constructive feedback and adjustments. Internal audits will monitor some processes to ensure effectiveness.

End Product = Commitment to continuous improvement.

## Step 10: Celebrate.

This last step includes a recognition celebration and the disbanding of the team. Always take time for this maintenance function; people have achieved an important goal. They have earned this moment of recognition and closure.

End Product = Closure for the team members; disbanding of the team.

Each of the four volumes in the picture has the same number of pages and the width from the first to the last page of each volume is two inches. Each volume has two covers and each cover is one-sixth of an inch thick.

Our microscopic bookworm was hatched on page one of volume one. During his life he ate a straight hole across the bottom of the volumes. He ate all the way to the last page of volume four. The bookworm ate in a straight line, without zigzagging. The volumes are in English and are right-side up on a bookcase shelf.

Challenge: how many inches did the bookworm travel during his lifetime? ____________

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Thanks so much for reading our publication. We hope you find it informative and useful. Happy charting and may the data always support your position.

Dr. Bill McNeese BPI Consulting, LLC

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## Problem Solving Model

The problem solving model is a simple cycle used to solve problems and challenges.  The aim of the problem solving model is to provide a simple clear strategy for tackling problem solving situations. Introducing this model, will provide participants with an easy to use and transferable method of solving problems in any situation.

The problem solving model uses a 5-step process:

• Identify : What is the problem and your end goal?
• Plan : Discuss ideas and generate possible solutions to the problem?
• Do : Select the best possible solution and try to solve the problem.
• Review : Did the solution solve the problem? If not, why not? Discuss and rethink your plan.
• Adapt : Either make changes or introduce a new plan. Try again and then review and adapt (if needed).

Stage 1 – Identifying the problem

Ensure the team understand the problem and have identified any blind spots that may prevent them from seeing the whole problem. Problems can be both simple and extremely complex. Sometimes we have more than one problem we are dealing with and any action the team takes make result in further problems arising.

The key is to identify the principle problem and understand the end goal or result.

Stage 2 – Plan

Having correctly identified the problem, participants should now be taught the importance of taking ‘time out’ in order to  think  about the whole problem and the consequences of the different possible solutions.

Once, you have done this allow time for them to  listen  and  discuss  ideas and work as part of a team. Teamwork is vital to success and participants soon learn that success is built on cooperation not confrontation.

“By failing to prepare, you are preparing to fail.” Benjamin Franklin

Planning prevents poor performance and team members learn the necessity of setting realistic achievable goals.  Participants will need to manage their time effectively and recognise the value of the time spent thinking and planning to the success of the whole operation.

This is the decision making step of the problem solving process. It’s important that the team formulate a plan or solution to the problem before taking action.

Stage 3 – DO

Actions speak louder than words.

When it is time to put the plan into operation the whole team needs to pool their skills to ensure a successful outcome.  Added pressure is created by time restrictions and participants are made aware of the effect of positive and negative peer influence. No team will experience 100% success, so learning how to cope with setbacks and failure is an important part of the process.

Stage 4 – Review

As well learning how to evaluate their own performance as part of a team, participants also need to appreciate the contribution of others. If their chosen plan is not successful can the team re-evaluate the situation?  Once the task is complete, participants should take time to reflect on the results of their actions.  How would they use this knowledge if they had to repeat the task again?

## Team Building For People Who Hate Team Building

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## The Ultimate Problem Solving Model Guide For Crafting Perfect Solutions

Anthony Metivier | November 11, 2022 | Thinking

Ideally, that model should be easy to remember and quick to implement.

The problem is this:

Not all problems are the same. There’s no such thing as a problem solving chart or diagram that is going to apply to all situations.

So instead of forcing every issue you’re facing into some bogus Six Steps of Problem Solving Formula, let’s get real.

Let’s look at a number of multi-step problem solving formulas. Once you have this list, you can pick the models most likely to work and enjoy much better results thanks to variety.

## The 9 Best Problem Solving Models And Formulas

As you go through this list, consider taking notes. As you do, jot down different times when these different approaches might help you.

Remember: not all problems are created the same, so the exact problem solving steps you follow need to be suited to the task at hand. Flexibility based on knowledge of what’s available is a key part of objective reasoning .

This point is important because there are some steps to follow before we even look at any models.

• Recognize that a problem exists and give it a name
• Represent the problem in the best possible medium (writing, graphics, video)
• List your goals for solving the problem states
• Generate and evaluate possible solutions
• Select the best possible solution
• Execution the best possible solution
• Analyze and determine if the solution you’ve chosen solves the problem

This process is sometimes confused with the standard problem solving model. But in actuality it is the meta-level understanding you need before using any particular model.

## One: The Standard Problem Solving Model

As mentioned, many people consider the steps I just listed the standard model for solving problems. They may even simplify it into a problem solving chart like this:

I would suggest making your initial approach much more robust.

## Two: The Dynamic Problem Solving Model

The Dynamic Problem solving model breaks the process into much more distinct phases.

In phase one, we want to spend as much time as possible going deep into the problem. Look at it in as many ways as possible and from as many perspectives and contexts as you can.

• Name and describe the problem, ideally in multiple media
• Explore its contexts
• Study similar examples
• Research opportunities for interviewing people who have solved the problem before

Next, you want to bring in as many idea generation steps as you can.

• Brainstorming
• Mind mapping
• Gamification
• Rating the solutions

Once you have visualized and gathered your ideas by brainstorming them onto paper or using a mind map, there are many ways you can gamify.

For example, you can:

• Ask what Isaksen et al . call “wouldn’t it be nice if” or “wouldn’t it be terrible if” questions
• Hold a contest for the best solution (internally and externally to your organization)
• Go for a walk and try not to think about the problem and solutions and then write about your experience in withholding

Rating can be performed in various ways. You can divide the solutions you can up with into grades such as A+, A, B, etc. Or you can give the solutions you’ve gathered ratings from 1-10 and have as many people participate in the process as possible.

For the final stage:

• First choose and accept the path and ensure all team members are on the same page
• Design the actions you’re going to take
• Schedule the time for implementation and review design
• Schedule the time for review

This 3-stage problem solving model is far more robust than the standard solution.

Three: The Brief Problem Solving Model

Isaac Newton reportedly said that in order to solve a problem, you just need to think about it constantly. But sometimes you don’t have all the time in the world.

Famous scientist Richard Feynman reflected on the scarcity of time when he described the following model:

1 Write down the problem.

2 Think really hard.

Sometimes finding the best possible solution really is just this simple.

To expand a little on how this model might work in practice, you can:

• Describe the problem broadly and without granular details
• Briefly describe the best possible outcome and ideas for achieving it that come to mind
• List the benefits of having it solved to create inspiration and momentum

If you’re in a hurry, this problem solving example will often work very well.

Four: The W.R.A.P. Problem Solving Model

Of all the faster problem solving model examples I’ve seen, the W.R.A.P. formula presented by Chip and Dan Heath in their book Decisive is my favorite. Although not immediate, it’s quite fast.

W.R.A.P. stands for:

• Reality test
• Attain distance
• Prepare to fail

The final point is especially important because we often don’t take time to consider what we’ll do if the solutions we choose do not perform to expectation.

Sometimes you just want to find the most advantageous outcome.

To do so, follow this model:

• List the advantages you want as a result of solving the problem
• List the existing assets, resources and advantages you have right now
• List your current limitations, including any fears
• List how you can refine your existing assets to combat those fears

## Six: Examine Pros and Cons

Although simplistic, a great model to follow in a hurry is to simply list the pros and cons.

All you need to do is write pros and cons at the top of a piece of paper and draw a line down the center.

As you list the pros and cons, your mind will probably start branching out and coming up with solutions so that the cons cannot take over.

## Seven: Find the Forces

Often when we try to solve problems, we’re not looking deeply enough to find the one root cause. Even if we are, we can fail to find solutions because we’re so focused on finding just one source of the problem.

Often, there are multiple forces or factors at work in causing a problem. To get started finding them, you can follow this model:

• List all the people involved
• List all the technologies involved
• List all the situations involved
• Describe the ways in which these different “forces” act upon creating the problem
• Write out various scenarios in which changes are made to the different elements
• Try to predict and previsualize various outcomes based on changes you could make

## Eight: Peer into the Unconscious

Synectics appeared in the 1950s and assumed that many people struggle to solve problems because the solutions remain outside their conscious awareness. However, their unconscious mind might know the solution and be “hiding” it from the mind for various reasons.

Robert Langs proposed a similar thesis, and wondered if the unconscious mind wasn’t something like an antivirus system of the mind.

This idea is not so far-fetched, even though it can be strange to think that the mind would hide the perfect solution from you if it truly knows it.

In Mindshift , Barbara Oakley discusses research showing how the insular cortex can cause a pain response when a person is faced with certain tasks.

This suggests literally what her book title proposes: a shift of mind.

There are many ways you can do this, and books by her, Langs, and the people behind Synectics are a great place to start for examples of various problem solving models that deal with this level of your mind.

Nine: The Problem Solving Situations Model

Discover Projects offers a great way to ensure that you find the right model for solving your problems. It involves identifying the problem correctly in the first place.

They suggest there are at least 6 types of problems:

• Type I problems: Known by the person with the problem, but only one solution is known.
• Type II problems: A problem that is known by the person presenting the problem and the person hired to solve it, but the method of solution and solution are known only by the presenter.
• Type III problems: the problem is known by the presenter and the solver; more than one method may be used to arrive at the solution, which the presenter knows.
• Type IV problems: the problem is known by the presenter and the solver; the problem may be solved in more than one way; the presenter knows the range of solutions.
• Type V problems: these problems are clearly defined and the problem is known by the presenter and the solver; the method and solution are unknown by the presenter and the solver.
• Type VI problems: these problems are not clearly defined or are undefined, have little if any structure, and are complex; the problem is unknown by both the presenter and the solver; the method and solution are unknown by both the presenter and the solver.

When you do this kind of problem identification analysis (where relevant), many more solutions will arise than you would otherwise perceive.

The greatest aspect of this model is that it helps you find out who might have the solution.

Another way of thinking about this approach is basically what Dan Sullivan is getting at in his Who Not How problem solving model. If you’re able to figure out who can solve the problem, chances are that person also knows how to solve it.

## The Best Problem Solving Model Of Them All

Please don’t feel that what I’m about to say is a trick.

It isn’t. It’s the ultimate solution.

The best problem solving model of them all is the one you practice.

And practice means committing the model to memory, using it consistently and optimizing your approach along the way.

For an easy and fun way to commit any model to mind quickly, I invite you to get my FREE Memory Improvement Kit:

It’s a model of a different kind that helps you remove the issue of forgetting from your life.

Once you’ve done that, you can follow multiple paths to solving the vexations of everyday life quickly.

## Related Posts

Procedural memory is easy to understand when you have clear examples. Read this post now…

Kevin Richardson gave up on the Magnetic Memory Method at first. But when he came…

## About the Author / Anthony Metivier

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All teams and organizations encounter challenges as they grow. There are problems that might occur for teams when it comes to miscommunication or resolving business-critical issues . You may face challenges around growth , design , user engagement, and even team culture and happiness. In short, problem-solving techniques should be part of every team’s skillset.

Problem-solving methods are primarily designed to help a group or team through a process of first identifying problems and challenges , ideating possible solutions , and then evaluating the most suitable .

Finding effective solutions to complex problems isn’t easy, but by using the right process and techniques, you can help your team be more efficient in the process.

So how do you develop strategies that are engaging, and empower your team to solve problems effectively?

In this blog post, we share a series of problem-solving tools you can use in your next workshop or team meeting. You’ll also find some tips for facilitating the process and how to enable others to solve complex problems.

Let’s get started!

## How do you identify problems?

How do you identify the right solution.

• Tips for more effective problem-solving

## Complete problem-solving methods

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

## Problem-solving warm-up activities

Closing activities for a problem-solving process.

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

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

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

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

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

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

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

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

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

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

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

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

## Tips for more effective problem solving

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

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

## Clearly define the problem

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

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

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

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

## Try different approaches

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

## Don’t take it personally

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

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

## Get the right people in the room

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

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

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

## Document everything

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

## Bring a facilitator

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

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

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

## Design a great agenda

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

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

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

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

• Six Thinking Hats
• Lightning Decision Jam
• Problem Definition Process
• Discovery & Action Dialogue
Design Sprint 2.0
• Open Space Technology

## 1. Six Thinking Hats

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

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

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

## 2. Lightning Decision Jam

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

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

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

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

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

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

## 3. Problem Definition Process

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

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

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

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

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

## 4. The 5 Whys

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

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

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

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

## 5. World Cafe

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

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

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

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

## 6. Discovery & Action Dialogue (DAD)

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

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

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

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

## 7. Design Sprint 2.0

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

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

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

## 8. Open space technology

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

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

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

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

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

## Techniques to identify and analyze problems

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

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

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

Let’s take a look!

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

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

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

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

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

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

## 10. The Creativity Dice

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

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

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

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

## 11. Fishbone Analysis

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

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

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

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

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

## 12. Problem Tree

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

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

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

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

## 13. SWOT Analysis

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

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

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

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

## 14. Agreement-Certainty Matrix

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

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

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

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

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

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

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

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

## 16. Speed Boat

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

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

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

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

## 17. The Journalistic Six

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

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

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

## 18. LEGO Challenge

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

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

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

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

## 19. What, So What, Now What?

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

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

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

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

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

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

## 20. Journalists

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

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

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

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

## Problem-solving techniques for developing solutions

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

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

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

## 21. Mindspin

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

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

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

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

## 22. Improved Solutions

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

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

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

## 23. Four Step Sketch

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

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

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

## 24. 15% Solutions

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

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

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

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

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

## 25. How-Now-Wow Matrix

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

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

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

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

## 26. Impact and Effort Matrix

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

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

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

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

## 27. Dotmocracy

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

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

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

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

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

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

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

## 28. Check-in / Check-out

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

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

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

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

## 29. Doodling Together

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

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

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

## 30. Show and Tell

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

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

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

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

## 31. Constellations

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

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

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

## 32. Draw a Tree

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

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

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

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

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

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

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

• One Breath Feedback
• Who What When Matrix
• Response Cards

## How do I conclude a problem-solving process?

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

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

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

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

## 33. One Breath Feedback

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

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

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

## 34. Who What When Matrix

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

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

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

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

## 35. Response cards

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

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

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

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

## Save time and effort discovering the right solutions

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

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

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

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

## Over to you

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

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

thank you very much for these excellent techniques

Certainly wonderful article, very detailed. Shared!

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