six step problem solving model

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Six-Step Problem-Solving Model

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weblink:  http://www.yale.edu/bestpractices/resources/docs/problemsolvingmodel.pdf

This six-step model is designed for the workplace, but is easily adaptable to other settings such as schools and families.  It emphasizes the cyclical , continuous nature of the problem-solving process .  The model describes in detail the following steps:

Step One:   Define the Problem

Step Two:   Determine the Root Cause(s) of the Problem

Step Three:   Develop Alternative Solutions

Step Four:   Select a Solution

Step Five:   Implement the Solution

Step Six:   Evaluate the Outcome

Tuesday, May 15, 2012

• The Six-Step Problem-Solving Process

• Select the problem to be analyzed
• Clearly define the problem and establish aprecise problem statement
• Set a measurable goal for the problem solving effort
• Establish a process for coordinating with and gaining approval of leadership
• Identify the processes that impact the problem and select one
• List the steps in the process as it currently exists
• Map the Process
• Validate the map of the process
• Identify potential cause of the problem
• Collect and analyze data related to the problem
• Verify or revise the original problem statement
• Identify root causes of the problem
• Collect additional data if needed to verify root causes
• Establish criteria for selecting a solution
• Generate potential solutions that will address the root causes of the problem
• Select a solution
• Gain approval and supporter the chosen solution
• Plan the solution
• Implement the chosen solution on a trial or pilot basis
• If the Problem Solving Process is being used in conjunction with the Continuous Improvement Process, return to Step 6 of the Continuous Improvement Process
• If the Problem Solving Process is being used as a standalone, continue to Step 5
• Gather data on the solution
• Analyze the data on the solution
• Achive the desired results?
• If YES, go to Step 6. 
• If NO, go back to Step 1.
• Identify systemic changes and training needs for full implementation
• Adopt the solution
• Plan ongoing monitoring of the solution
• Continue to look for incremental improvements to refine the solution
• Look for another improvement opportunity

4 comments:

Tim, This is a good guideline for any practitioner to follow. I wish I had this a few weeks ago. A client liked a training deck I prepared but didn't want to confuse anyone with terms like Deming Cycle and such. The final version of PDCA was a 6 step process improvement method that's very similar to yours. Thanks for sharing. Cheers, Chris

Thank you for you brief and easy to understand on each step problem solving above.

Wonderful. Well Explained. Thank you for sharing

I mapped this to PDCA and observed that the first 3 steps correspond to P, the next 3 to D, C and A respectively. This Show that indeed planning is the most important step in PDCA.

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Six steps to effective problem solving within organizations.

• Dr. Nancy Zentis
• March 20, 2015

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  Managers and their subordinates sometimes lack the problem-solving skills necessary to move things forward within their organizations. Luckily, OD process consulting focused towards problem solving training can be an effective antidote to this, as it helps in building critical skills to handle a possible deadlock.

Problem solving training is an intervention tool that helps managers and employees develop critical thinking skills to sharpen their logic, reasoning, and problem-defining capability. Problem solving training also helps develop abilities to evaluate causation, analyze alternatives, and select and execute solutions. This training is an integral part of organizational efforts to introducing quality management programs as it helps define a process to manage problems.

In this article, we will introduce the six-step problem solving process defined by Edgar Schein, so that teams trained in this can find the best solution to a problem and create an action plan.

Why Use a Problem Solving Process?

Since problems can be many and root causes hidden, it may take an extended period of time to come to a solution. Developing a team to help search for answers and formulating a decision is advantageous to improving organizational quality and efficiency.

OD Problem Solving Process based on Edgar H. Schein’s Approach

OD expert, Edgar Schein along with other OD experts suggested that a process that helps in problem-solving, steers groups to successful outcomes. Schein’s approach is presented in a model that investigates problem definition, brainstorming, group decision-making, idea development, action planning, and assessment.

As an OD consultant, you can use this process to improve communication,  strengthen group cohesion, and make effective decisions.

• Problem Definition .  Identify problems through  problem formulation and questioning. The key is asking the  right questions to discover root causes.
• Brainstorming .  During this process,  assumptions are uncovered  and underlying problems are further revealed. Also, this is an opportunity to collect and analyze data.
• Selection . Decisions are made within the group to  determine the appropriate solution and process  through creative selection .
• Development .  Once the group has formed solutions and alternatives to the problem(s), they need to explore the pros and cons of each option through  forecasting consequences .
• Action Planning . Develop an  action plan to implement and execute the solution process.
• Assessment . This final stage requires an  evaluation of the outcomes and results of the solution process. Ask questions such as: Did the option answer the questions we were working on? Did this process address the findings that came out of the assumptions?

​ This process makes group problem solving in projects and meetings agreeable, action-oriented, and productive. Without a process, it can become challenging for teams or groups to create the best solutions and establish a plan of action.

Do tell us about the problem solving methods you use within your organization. We would love to hear from you.

Reference: Schein, E.H. (2010). Organizational culture and leadership, (Vol 2). John Wiley & Sons.

About the Author:  Valamere S. Mikler is the founder and principal consultant of V.S.M. Professional Services and Consulting, a consulting firm providing organizational efficiency and administrative office management services. She can be reached at  [email protected] .

Additional Information: The Institute of Organization Development offers certification in OD Process Consulting. You can become certified as an OD Process Consultant and play an important role as a partner to make the organization more effective and help to align organizational changes with the strategy, culture, structure, systems, skills, and people. To learn more or register, please check out our website: www. instituteod.com or email us at [email protected].

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Mastering the Six Step Problem Solving Model – A Step-by-Step Guide for Effective Solutions

Introduction.

Problem-solving skills are essential in both personal and professional settings. The ability to identify and resolve issues efficiently can lead to improved productivity, increased innovation, and overall success. One popular model commonly used for problem-solving is the Six Step Problem Solving Model. This model provides a structured approach to analyzing and addressing challenges, ensuring that comprehensive solutions are found. In this blog post, we will delve into each of the steps involved in the Six Step Problem Solving Model, along with some useful tips for mastering this process.

Understanding the Six Step Problem Solving Model

Step 1: identify the problem.

The first step in the Six Step Problem Solving Model is to identify the problem at hand. This involves clearly defining the issue and gathering relevant information. By clearly understanding the problem, you set the foundation for finding an effective solution. Take the time to analyze the situation and collect as much data as possible to gain insights into the problem’s nature and scope.

Defining the problem

It is crucial to clearly define the problem to ensure all stakeholders have a clear understanding of what needs to be solved. A well-defined problem statement includes specific details such as who is affected, when it occurs, and its impact on the overall operation or goal.

Gathering information

Once the problem is defined, it’s time to gather relevant information related to the issue. This may involve conducting research, collecting data, or consulting subject matter experts. The more information you have, the better you can understand the problem and make informed decisions.

Step 2: Analyze the problem

After identifying the problem, the next step is to analyze it thoroughly. This involves breaking down the problem into smaller components, identifying patterns or trends, and getting to the root causes. By dissecting the problem, you can better understand its complexities and identify potential solutions.

Breaking down the problem into smaller components

Complex problems are often composed of smaller components. Break down the main problem into manageable parts to tackle them individually. This approach allows for a more systematic and focused problem-solving process.

Identifying patterns or trends

In some cases, there may be trends or patterns that contribute to the problem. Identifying these recurring factors can help in understanding how and why the problem occurs. Look for commonalities and trends to gain insights into potential solutions.

Identifying root causes

At the heart of every problem are root causes that need to be addressed. By identifying the underlying factors contributing to the problem, you can develop more targeted and effective solutions. Dig deep to uncover the root causes and work towards resolving them.

Step 3: Generate potential solutions

Once the problem is thoroughly understood, it’s time to brainstorm and generate potential solutions. This step requires creativity, open-mindedness, and a willingness to explore various options.

Brainstorming techniques

Brainstorming is a powerful technique to generate a wide range of potential solutions. Encourage team collaboration and create a safe environment for sharing ideas. Write down all suggestions without judgment and explore each one thoroughly.

Considering different perspectives

When generating potential solutions, it’s important to consider different perspectives. Each person brings a unique viewpoint, and incorporating diverse ideas can lead to more well-rounded and innovative solutions. Encourage team members to share their thoughts and actively listen to their input.

Evaluating pros and cons

After generating a list of potential solutions, it’s time to evaluate the pros and cons of each option. Consider factors such as feasibility, cost, time, and potential risks. Assess each solution objectively to determine which ones are most viable.

Step 4: Evaluate and select the best solution

With potential solutions in hand, it’s important to evaluate each one to determine the best course of action. This step involves assessing the feasibility, potential outcomes, and resource availability of each solution.

Assessing the feasibility of each solution

Various solutions may be feasible, but it’s essential to evaluate whether they are practical and realistic. Consider factors such as available resources, time constraints, and potential obstacles. Eliminate options that are not feasible given the current circumstances.

Weighing the potential outcomes

Consider the potential outcomes that each solution can achieve. Look at both short-term and long-term impacts on stakeholders, productivity, and overall success. Choose solutions that offer the most significant positive impact.

Considering resource availability

Resource availability is a critical factor when selecting the best solution. Assess the resources required for each solution and compare them with the resources available. Opt for solutions that utilize resources optimally and effectively.

Step 5: Implement the chosen solution

After selecting the best solution, it’s time to put it into action. This involves formulating an action plan, assigning responsibilities, and setting timelines and milestones.

Formulating an action plan

Create a detailed action plan that outlines the steps required to implement the solution. Break down the plan into manageable tasks, assign responsibilities, and establish deadlines. A well-crafted plan ensures a smooth and organized implementation process.

Assigning responsibilities

All stakeholders need to know their roles and responsibilities in implementing the solution. Clearly define and communicate these assignments to ensure everyone is aware of their contribution. Collaboration and coordination are vital for successful implementation.

Setting timelines and milestones

Establish clear timelines and milestones to track progress throughout the implementation process. Define specific dates or deadlines for achieving key milestones. Regularly review and adjust these timelines as needed to accommodate changes or unforeseen circumstances.

Step 6: Evaluate the effectiveness of the solution

Implementing the chosen solution is not the end of the problem-solving process. It’s important to continuously monitor the effectiveness of the solution, collect feedback, and make necessary adjustments.

Monitoring progress

Closely monitor the progress of the solution implementation. Regularly review and evaluate whether the solution is achieving the desired outcomes. Use key performance indicators (KPIs) to gauge progress and make data-driven decisions.

Collecting feedback

Seek feedback from stakeholders involved in the problem-solving process. Gather their insights, opinions, and suggestions for improvement. This feedback can provide valuable information to refine the solution and enhance its effectiveness.

Making necessary adjustments

Based on the feedback and data collected, make any necessary adjustments to the solution. Identify areas that require improvement or modification and implement changes accordingly. Continuous improvement is a key aspect of effective problem-solving.

Tips for Mastering the Six Step Problem Solving Model

Mastering the Six Step Problem Solving Model requires practice and the development of certain skills. Here are some useful tips to help you become proficient in this problem-solving approach:

Practice critical thinking and analytical skills

Critical thinking and analytical skills are fundamental for effective problem-solving. Continuously develop these skills through practice and by seeking opportunities to analyze and evaluate various situations. This will enhance your ability to identify problems and find optimal solutions.

Foster a collaborative problem-solving environment

Encourage collaboration and teamwork when solving problems. Foster an environment where individuals feel comfortable brainstorming ideas and sharing their perspectives. Collaboration often leads to more creative solutions and promotes a sense of ownership among team members.

Develop effective communication skills

Effective communication is crucial throughout the problem-solving process. Practice active listening, asking clarifying questions, and conveying your ideas clearly. Strong communication skills facilitate effective collaboration and alignment with stakeholders.

Learn from past experiences and mistakes

Past experiences and mistakes can be valuable learning opportunities. Reflect on previous problem-solving efforts, analyze what worked well and what didn’t, and apply those learnings to future challenges. Embrace a growth mindset and view mistakes as opportunities for growth.

Seek feedback and continuous improvement

Regularly seek feedback from stakeholders and those affected by the problem and its solution. Actively listen to their suggestions and criticisms, and use them to refine and improve your problem-solving skills. Continuous improvement is essential to becoming a master problem solver.

Mastering the Six Step Problem Solving Model is a valuable skill that can be applied to various aspects of life and work. By following a structured problem-solving process, you can ensure comprehensive and effective solutions. Remember to diligently identify the problem, analyze it thoroughly, generate potential solutions, evaluate and select the best one, implement it with careful planning, and continuously evaluate its effectiveness. With practice and the adoption of the tips provided, you can become a proficient problem solver capable of overcoming any challenge that comes your way.

So, start applying the Six Step Problem Solving Model today and unlock your problem-solving potential!

Related articles:

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• Exploring the Top Product Management Models – A Comprehensive Guide
• Decoding the Rice Score Model – Unraveling Its Impact on Risk Assessment and decision-making
• Diving Into the David Rest Model – Understanding its Benefits and Features

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The Six Step Problem Solving Model

What is The Six Step Problem Solving Model?

The Six Step Problem Solving Model is a widely recognized and effective approach to addressing and resolving complex problems in personal and professional settings. This model provides a structured and systematic process for analyzing, identifying, and resolving issues, making it an indispensable tool for individuals, teams, and organizations.

Problem-solving is the process of identifying and resolving issues or obstacles that hinder the attainment of a goal. It is a critical skill that is highly valued in both personal and professional settings.

Whether you are a business owner, an employee, or an individual, the ability to solve problems effectively is essential for success.

According to a report by the World Economic Forum, problem-solving, critical thinking, and creativity are among the top skills that will be in demand in the job market by 2025.

This highlights the importance of problem-solving as a skill in the professional world. However, problem-solving is not limited to the workplace, it is also crucial in everyday life.

For instance, when faced with a personal challenge or a difficult situation, the ability to identify and solve the problem is key to achieving a desirable outcome.

The Six Step Problem Solving Model was first introduced by Kepner and Tregoe in the 1960s, who were management consultants known for their work in the field of decision-making and problem-solving. They proposed a rational and logical approach that was based on a rigorous analysis of the problem and its underlying causes, followed by a deliberate and careful selection of solutions that would address the root cause of the problem.

Since then, the Six Step Problem Solving Model has been widely adopted and modified by many organizations and industries, and it continues to be a useful and effective tool for addressing complex issues in a structured and systematic manner.

In this article, we will explore each step of the model in detail and provide examples of how it can be applied in real-world situations.

I have listed below all Six Steps in detail:

Step 1: Identify The Problem

Identifying the problem is the first step in the Six-Step Problem Solving Model. This step is critical because it sets the foundation for the rest of the problem-solving process.

The four sub-steps of this stage include:

Selection of the problem to be analyzed

The first sub-step in this stage is to select the problem that needs to be analyzed. This could be any issue that is causing problems for your personal or professional life. It could be a product or service that is not meeting customer expectations, a process that is causing delays, or any other problem that needs to be addressed.

Clear definition of the problem and establishment of a precise problem statement

Once you have identified the problem to be analyzed, the next step is to define it clearly and establish a precise problem statement. This step involves defining the problem in clear and concise terms so that everyone involved in the problem-solving process understands the issue at hand.

For example, if the problem is related to product quality, the problem statement could be: “Our product is not meeting the quality standards expected by our customers, which is resulting in negative feedback and decreased sales.”

Setting a measurable goal for the problem-solving effort

After defining the problem, the next step is to set a measurable goal for the problem-solving effort. This goal should be specific, measurable, achievable, relevant, and time-bound ( SMART ). The goal should be aligned with the overall objectives of the organization and should focus on addressing the root cause of the problem.

For example, if the problem is related to product quality, the goal could be: “To improve product quality by reducing defects by 50% within the next three months.”

Establishing a process for coordinating with and gaining approval of leadership

The final sub-step in this stage is to establish a process for coordinating with and gaining approval of leadership. This involves identifying the stakeholders who will be involved in the problem-solving process and obtaining their buy-in and support for the process.

For example, if the problem is related to product quality, the stakeholders could include the quality control team, production team, and senior management. It is important to involve all stakeholders in the process to ensure that everyone is aligned and committed to finding a solution to the problem.

Step 2: Analyze The Problem

Identification of the processes that impact the problem and selection of one.

To analyze the problem effectively, you need to identify the processes that impact the problem and select one. The selected process should be relevant to the problem and the one that can be analyzed to identify the root cause.

For example, if a company is experiencing a high employee turnover rate, the process that needs to be analyzed could be the hiring process, employee training process, or employee feedback process.

Listing the steps in the process as it currently exists

Once you have identified the process, you need to list all the steps in the process as it currently exists. This will help you identify where the problem is occurring and what steps need to be changed to solve the problem.

For instance, in the case of employee turnover rate, the steps in the hiring process could be job posting, resume screening, initial interview, background check, reference check, and final interview.

Mapping the process

After listing the steps, you need to map the process. This involves creating a visual representation of the process flow. Mapping the process helps in identifying the bottlenecks, redundancies, and inefficiencies in the process.

Validation of the map of the process

The next step is to validate the map of the process. This involves reviewing the map with the stakeholders involved in the process and confirming that it accurately represents the process flow.

Identification of potential causes of the problem

With the process map validated, the next step is to identify potential causes of the problem. This can be done by brainstorming with the stakeholders and identifying the areas where the process is not functioning effectively.

For instance, in the hiring process, potential causes of employee turnover rate could be a lack of a comprehensive background check, inadequate employee training, or poor job fit.

Collection and analysis of data related to the problem

After identifying potential causes, you need to collect and analyze data related to the problem. This can include employee feedback surveys, turnover data, job satisfaction data, and any other relevant data.

Verification or revision of the original problem statement

Based on the analysis, you may need to verify or revise the original problem statement. This ensures that the problem statement accurately reflects the problem being solved.

Identification of root causes of the problem

With the data analyzed, you can identify the root causes of the problem. Root causes are the underlying reasons why the problem is occurring.

For example, in the hiring process, the root cause of employee turnover could be the inadequate employee training, which leads to employees feeling unprepared for the job.

Collection of additional data if needed to verify root causes

To verify the root causes identified, you may need to collect additional data. This ensures that the solutions developed address the actual root cause of the problem, leading to long-term and sustainable solutions.

The second step of the Six Step Problem Solving Model is critical in identifying the root cause of the problem. By analyzing the process and identifying potential causes and root causes, you can develop effective solutions to solve the problem.

Step 3: Develop The Solutions

After identifying the root causes of the problem, it’s time to develop solutions. This step involves the following:

Establishment of criteria for selecting a solution

When selecting a solution, it’s important to establish criteria that will help in evaluating and selecting the best solution. The criteria should be measurable, objective, and specific to the problem. Some criteria that can be used include:

• Feasibility: Can the solution be implemented with the available resources?
• Effectiveness: Will the solution solve the problem?
• Cost: Is the cost of the solution within the budget?
• Time: Will the solution be implemented within the required time frame?

Generation of potential solutions that will address the root causes of the problem

Brainstorming is a great way to generate potential solutions. Gather a team of individuals who are knowledgeable about the problem and its root causes. Encourage them to think creatively and come up with as many potential solutions as possible. It’s important to involve stakeholders who will be affected by the solution in the brainstorming process to ensure that their concerns are considered.

Use any of the 12 techniques of brainstorming from our brainstorming toolbox .

Selection of a solution

Once potential solutions have been generated, it’s time to select the best one. Use the established criteria to evaluate each solution and determine which one is the best fit. It’s important to involve stakeholders in the selection process to ensure buy-in and support for the chosen solution.

Gaining approval and support for the chosen solution

Before implementing the solution, it’s important to gain approval and support from leadership and other stakeholders. Present the chosen solution and its benefits to the decision-makers, and address any concerns they may have. Get their approval and support before moving forward with implementation.

Planning the solution

After gaining approval, it’s time to plan the solution. This involves creating an action plan that outlines the steps needed to implement the solution, who will be responsible for each step, and when each step will be completed. It’s important to have a realistic timeline and to involve all stakeholders in the planning process. Ensure that resources are available for implementation, and that all necessary training and communication plans are in place.

Step 4: Implement A Solution

Once the solution has been selected and approved, it’s time to put the plan into action. This step involves implementing the chosen solution on a trial or pilot basis to see how it performs. Here are the key components of this step:

Implementation of the chosen solution on a trial or pilot basis

Before implementing the solution fully, it’s important to test it out on a smaller scale to see how it works. This allows you to identify any potential problems or issues and make adjustments as needed. By implementing the solution on a trial or pilot basis, you can ensure that it will work effectively when it’s rolled out more broadly.

If the Problem Solving Process is being used as a standalone, continue to Step 5

If the Six Step Problem Solving Model is being used as a standalone process, it’s time to move on to Step 5, which involves evaluating the results of the solution. This step is critical to ensure that the solution is working as intended and achieving the desired results.

Step 5: Evaluate The Results

Gathering of data on the solution.

Once the chosen solution has been implemented, it is important to gather data on its effectiveness. This data can come in various forms, such as customer feedback, sales figures, or productivity metrics. The key is to gather enough data to make an informed decision about the success or failure of the solution.

Analysis of the data on the solution

After collecting the necessary data, it is important to analyze it thoroughly to determine whether or not the solution has achieved the desired results. This analysis can involve statistical methods, surveys, or other evaluation techniques. The goal is to determine whether or not the solution has been successful and to identify any areas where improvements can be made.

Achievement of the desired results?

Based on the analysis of the data, it is necessary to determine whether or not the solution has achieved the desired results. This can involve comparing the actual results to the goals established in Step 1, or it can involve evaluating the overall impact of the solution on the organization or individual.

If YES, go to Step 6.

If the solution has achieved the desired results, it is time to move on to Step 6. This step involves standardizing the solution and capitalizing on any new opportunities that may have arisen as a result of the problem-solving process.

If NO, go back to Step 1.

If the solution has not achieved the desired results, it is necessary to go back to Step 1 and repeat the problem-solving process. This may involve refining the problem statement, identifying new potential causes, or generating new potential solutions. The key is to remain flexible and open to new ideas throughout the problem-solving process.

Step 6: Standardize The Solution (and Capitalize on New Opportunities)

Once the solution has been implemented and evaluated, it’s time to standardize the solution and capitalize on new opportunities. This step involves making sure that the solution is integrated into the organization’s standard operating procedures and that everyone involved knows how to use it effectively.

Identification of Systemic Changes and Training Needs for Full Implementation

When identifying systemic changes, it’s important to look at how the solution fits into the larger context of the organization. This includes looking at processes, policies, and procedures to see where changes need to be made to fully implement the solution.

Training is also crucial in the standardization process. Employees need to know how to use the solution properly and effectively. This can include training on new processes, tools, and technologies.

Adoption of the Solution

Once the solution has been standardized, it’s time to adopt it fully. This means integrating it into the organization’s operations and ensuring that everyone is using it consistently. This can involve making changes to job descriptions, updating policies and procedures, and making sure that everyone has the necessary tools and resources to use the solution effectively.

Planning Ongoing Monitoring of the Solution

Even after the solution has been adopted, it’s important to continue monitoring its effectiveness. This can involve setting up monitoring and reporting systems to track progress and identify areas for improvement. Regular review meetings can also help to keep the solution on track and ensure that it is meeting the organization’s goals and objectives.

Continuing to Look for Incremental Improvements to Refine the Solution

While the solution may have solved the initial problem, there is always room for improvement. This can involve looking for ways to make the solution more efficient, effective, or user-friendly. This can include gathering feedback from employees and customers, analyzing data to identify areas for improvement, and looking for ways to optimize processes and procedures.

Looking for Another Improvement Opportunity

Finally, it’s important to keep looking for new improvement opportunities. The Six Step Problem Solving Model is an iterative process, and there is always room for improvement. This can involve looking at other areas of the organization that could benefit from problem-solving and using the same process to identify and implement solutions.

In conclusion, the six-step problem-solving model is an effective approach for addressing problems and making improvements in personal and professional settings. The model involves identifying the problem, analyzing it, developing solutions, implementing the solution, evaluating the results, and standardizing the solution.

To summarize, the six steps of problem-solving include:

• Identify the problem
• Analyze the problem
• Develop the solutions
• Implement the solution
• Evaluate the results
• Standardize the solution (and capitalize on new opportunities)

Problem-solving and continuous improvement are critical skills for personal and professional growth.

By utilizing this model, individuals and organizations can become more efficient, productive, and effective in addressing challenges and achieving their goals.

• American Society for Quality. (2019). Root Cause Analysis .
• Hames, S. (2017). The 5 Whys Method
• Fass, M. (2020). The Six-Step Problem-Solving Process. Harvard Business Review .
• The Six-Step Problem-Solving Process by the University of California, San Francisco
• The Importance of Problem-Solving Skills in the Workplace by The Balance Careers.

Marty Hoffman

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BUS101: Introduction to Business

Managerial Skills

To help answer the question about pay differences between managers and other employees, read this section. Managers have to have many skills that put them at the top of the pay scale, including problem-solving skills the average worker doesn't need.

A Six-Step Approach to Problem Solving

Assuming that your top priority is salvaging your GPA, let's tackle your problem by using a six-step approach to solving problems that don't have simple solutions. We've summarized this model in Figure 6.12 "How to Solve a Problem".

Figure 6.12 How to Solve a Problem

• Identify the problem you want to work on . Step one is getting to know your problem, which you can formulate by asking yourself a basic question: How can I improve my grades?
• Gather relevant data . Step two is gathering information that will shed light on the problem. Let's rehash some of the relevant information that you've already identified: (a) you did poorly on your finals because you didn't spend enough time studying; (b) you didn't study because you went to see your girlfriend (who lives about three hours from campus) over the weekend before your exams (and on most other weekends, as a matter of fact); (c) what little studying you got in came at the expense of your team project and lacrosse practice; and (d) while you were away for the weekend, you forgot to tell members of the mountain-biking club that you had to cancel the planned meeting.
• Clarify the problem . Once you review all the given facts, you should see that your problem is bigger than simply getting your grades up; your life is pretty much out of control. You can't handle everything to which you've committed yourself. Something has to give. You clarify the problem by summing it up with another basic question: What can I do to get my life back in order?
• Generate possible solutions . If you thought defining the problem was tough, wait until you've moved on to this stage. Let's say that you've come up with the following possible solutions to your problem: (a) quit the lacrosse team, (b) step down as president of the mountain-biking club, (c) let team members do your share of work on the business project, and (d) stop visiting your girlfriend so frequently. The solution to your main problem – how to get your life back in order – will probably require multiple actions.
• Select the best option . This is clearly the toughest part of the process. Working your way through your various options, you arrive at the following conclusions: (a) you can't quit the lacrosse team because you'd lose your scholarship; (b) you can resign your post in the mountain-biking club, but that won't free up much time; (c) you can't let your business-project team down (and besides, you'd just get a low grade); and (d) she wouldn't like the idea, but you could visit your girlfriend, say, once a month rather than once a week. So what's the most feasible (if not necessarily perfect) solution? Probably visiting your girlfriend once a month and giving up the presidency of the mountain-biking club.
• Implement your decision and monitor your choice . When you call your girlfriend, you're pleasantly surprised to find that she understands. The vice president is happy to take over the mountain-biking club. After the first week, you're able to attend lacrosse practice, get caught up on your team business project, and catch up in all your other classes. The real test of your solution will be the results of the semester's finals.

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The Six-Step Crisis Intervention Model Explained

When an individual experiences a crisis, the proper response can make a life-saving difference. Mental health professionals must understand these nuanced situations and enact steps to bring the patient back to a healthy place. One model that can guide these responses is Gilliland's six-step crisis intervention strategy. By moving through the steps with care and concern for the individual, mental health professionals can help guide the person in crisis away from dangerous actions and toward their pre-crisis state.

We'll take a closer look at this crisis intervention model and how crisis workers can use it to assist their clients.

Table of Contents

Step 1: Define the Problem

Step 2: ensure the individual's safety, step 3: provide support, step 4: explore alternatives, step 5: make plans, step 6: obtain commitment, the benefits of the six-step crisis intervention model, tips for using the six-step crisis intervention model, when to use the six-step crisis intervention model, implementing the six-step crisis intervention model, download our comprehensive crisis intervention toolkit.

What is the Six-Step Crisis Intervention Model?

According to the creators of the six-step model , a crisis occurs when someone perceives or experiences an event or situation as intolerable, with demands that exceed their current resources and coping mechanisms. When this happens, they need assistance to regain control and stabilize. The six-step model enlists a systematic process of listening and responding to empower the individual and help them return to their pre-crisis psychological state. Assessments occur at every step, and the crisis worker listens attentively to make their evaluations.

The six steps involved in this method include three listening-oriented steps and three action-oriented steps. The first three focus on listening.

Step number one asks the crisis worker to define the problem. This first stage establishes a connection between the crisis worker and the client as they begin discussing the issue. To fully understand the situation and form a bond with the client, the crisis worker implements:

• Active listening:  Active listening requires placing your full attention on the client, demonstrating acceptance and removing biases. The crisis worker must understand the client's perspective without allowing their feelings to get in the way. This type of listening also helps improve the relationship between the two parties.
• Empathy:  Practicing empathy is about taking someone else's point of view and showing them that you understand them. It asks you to remove any judgment or biases and accept the patient as a whole person, not define them by their current situation. It also requires being in the present and putting the other person and their feelings first. Empathy is essential throughout the six-step process, especially when establishing the relationship.
• Genuineness: People can often tell when you aren't being genuine. In a crisis, this can quickly paint you as untrustworthy and break down the relationship between crisis worker and client. Speak genuinely but carefully and solidify your position as a trustworthy partner in their mental health.
• Understanding: You also need to show the client that you understand their situation. You may use language that confirms you understand the problem or relate to their issue somehow.

The crisis worker should look at the problem from the client's point of view. They should try to understand where the client is coming from and their available resources, such as coping skills or caring friends and family.

A vital part of any crisis intervention plan is ensuring the individual cannot harm themselves or others. At this stage, the crisis worker conducts suicide risk assessments and homicide risk assessments. You may evaluate factors like agitation or the client's potential for causing harm.

Another important step here is controlling the individual's access to dangerous items. These can be as clear-cut as firearms or as subtle as office supplies, like staplers and paper cutters. The client's location and the resources of the mental health crisis system will make a big difference in this step.

For example, an inpatient psychiatric client likely has far less access to harmful items than a client being treated through a mobile care unit. That client might be able to use a variety of dangerous instruments and lack supervision when the crisis worker leaves.

The crisis worker must help transition the client into a safe environment before they can work on the next steps.

In the third step, the crisis worker shows the client that they accept and care for them. They'll discuss the problem and offer support for meeting basic needs. These might come in the form of:

• Emotional support: The crisis worker must express emotional support through statements that illustrate empathy, trust, and care. Emotional support can also come from trusted friends and family.
• Instrumental support: Instrumental support refers to services and aid, like shelter and food. Fulfilling basic needs is a necessary prerequisite for the problem-solving that occurs in the next three action steps.
• Informational support: By providing informational support, the crisis worker offers advice and suggestions. You might teach the individual about healthy coping strategies or reassure them that many resources are available.

The goal of these supports is to set the person up so they can understand the options available for dealing with the situation.

As we switch gears into the action steps, step four is about finding new solutions and navigating possibilities. The crisis worker collaborates with the person in crisis to explore these options. If their coping skills are weaker, the crisis worker may need to offer more assistance at this step, but it's important to draw on assessments first to understand the client's capabilities.

Other elements that the crisis workers might draw on during this step include situational supports, like people in the individual's life who care about them or coping mechanisms that can help them through the situation so they can move into the problem-solving stage.

During this step, it's necessary to use and cultivate positive, constructive thinking patterns. The crisis worker may need to spend some time helping the client reframe their thoughts in more positive ways.

With trust established and options explored, it's time to make a plan. During step five, the individual and the crisis worker continue to collaborate, building a plan with clear, concrete steps that will help the client regain control. These plans must be realistic and achievable.

They should empower the client, making them feel like they can accomplish the tasks and take ownership of the recovery process. This step relies heavily on collaboration with the client because it helps them take control, using their existing resources and capabilities.

The individual's plan should be detailed and straightforward. It might involve referrals and resources like people or groups that can help the client, such as support groups, medical providers, or food banks.

The last step is to obtain commitment. Getting commitment might be as simple as asking the client to verbalize the plan or as complex as writing up a document and having both parties sign it. In either case, the crisis worker needs to confirm that the client fully understands the plan and feels capable of following through.

The crisis worker should also make plans to follow up with the client. You can create a sense of accountability and, of course, help ensure the client's well-being. If the client needs further care, the crisis worker can also make referrals.

Crisis intervention is a powerful tool. An unmanaged crisis can lead to significant psychological stress, which can link to major depressive disorder or other mental health conditions. Crisis intervention has proven efficacy in preventing mental illness from developing and helping to treat patients currently suffering from one.

Studies have even shown that emergency departments with crisis intervention teams saw reduced return visits and shorter durations of stay. They reduced the number of repeat admissions and found that the interventions were more effective than standard care in improving the patient's mental health.

We know that crisis intervention can be a critical part of improving psychiatric case outcomes. The six-step model emphasizes two distinct components of helping someone with a problem — listening and taking action. It covers vital steps of crisis intervention, like creating a bond with the client, identifying resources, and guiding them toward a healthy solution. It also offers a clear, systematic approach that helps ensure the crisis worker accomplishes the tasks that can help the client.

Although the six-step crisis model is fairly straightforward, it still requires the nuance demanded of crisis intervention. Some things to keep in mind when using the six-step crisis model include:

• Accurate assessments: This strategy is based on the results of your assessments. They must be accurate. Crisis workers must remember that every person and situation is unique. Generalizations can lead to dangerous errors that divert the treatment plan. Robust assessment tools can be particularly useful in the six-step strategy.
• Empowerment: Crises occur when a person loses control and feels unsafe. The six-step model focuses on restoring that power through collaboration. The crisis worker should maintain an open mind when problem-solving and look for routes that help the person regain control. A heavy-handed approach might be necessary for some patients, but they should contribute to the best of their ability.
• Action-oriented strategizing: Crisis intervention is focused on action and the situation at hand. Crisis workers should recognize the impacts of the situation, anticipate its effects and help the client create a plan. Each step in the process should be geared toward that end goal.
• Focus on the present: Similarly, crisis intervention offers immediate support. Unlike long-term solutions like psychotherapy, the crisis worker must provide immediate support, like coping skills that the patient can use right away or access to resources that they can use to quickly return to the pre-crisis state.
• A holistic view of the client: The crisis worker needs to maintain their holistic view of the client, considering the whole person instead of separating them from their cognitive and emotional function.

Crisis intervention is an immediate, short-term response to mental, physical, emotional and behavioral distress. It is not a long-term option like psychotherapy or similar treatments. The goal is to restore the person's functioning to before the crisis and reduce the opportunity for long-term trauma. It aims to help the client get access to assistance, support and resources that help them become stable.

The six-step model can be used in many situations, but some common triggers for crises include:

• Family situations: Some family situations — like child or spousal abuse, unplanned pregnancy or serious or chronic illness — can cause stress and lead to a crisis.
• Economic situations: Financial strain from the loss of a job, eviction, theft, medical expenses, gambling or poverty can trigger many crises based on the sudden or chronic financial strain they create.
• Community situations: An individual's community can also contribute to their mental state. For example, someone facing violence in their neighborhood, poor housing or inadequate community resources might experience a crisis.
• Significant life events: Some events often viewed as happy situations can paradoxically trigger crises. These might include marriage, the birth of a child or a promotion at work. Other significant events, like raising a rebellious adolescent, losing a loved one or seeing a grown child leave the nest can also cause a crisis.
• Natural elements: Plenty of natural disasters can trigger crises, such as floods, hurricanes and fires. They might involve harm to a loved one or the destruction of possessions, creating states of distress. Even seemingly minor events, like a bout of gloomy or hot weather, can put someone into a crisis state.

Some signs that someone is in crisis and may need the help of an intervention strategy include:

• Feelings of hopelessness.
• Difficulty eating or sleeping.
• Depression.
• Neglected personal hygiene.

Symptoms can vary widely, but remember that a crisis intervention plan is generally warranted when the situation exceeds the patient's resources and coping skills.

Implementing the six-step crisis intervention model will look different for various providers, such as inpatient crisis teams or mobile crisis response units. Still, completing the six steps typically requires robust documentation to ensure appropriate billing procedures , patient assessment, and follow-up care. Without the proper documentation solution, you might be spending too much time on paperwork and not enough time on the client. Or you might completely neglect your notes. To make the process easier, use a documentation platform that allows for quick, intuitive note-taking.

ICANotes is that platform, offering a cloud-based solution for mobile, inpatient, or outpatient crisis intervention. It eliminates the busy work, allowing you to focus on your patient and their acute problems without ignoring necessary documentation procedures. ICANotes mental health EHR software also supports a range of other tasks, like billing, reporting, referrals, e-prescribing and scheduling . From initial suicide risk assessments to referrals to other mental health professionals, ICANotes simplifies the entire process.

If the six-step crisis intervention model is part of your practice, ICANotes can help. With intuitive note-taking features and an array of assessment tools, you can successfully follow the patient-centered approach of this model. Collect all the information you need to make an accurate evaluation and help the patient move forward. To learn more about ICANotes and how it can help you with the 6-step model, explore its features or reach out to us today for more information!

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• https://www.counseling.org/resources/library/Selected%20Topics/Disaster/vistas06.03.pdf
• https://positivepsychology.com/active-listening/
• https://www.mentalhealthfirstaid.org/2021/08/practicing-empathy-as-a-mental-health-first-aider/
• https://www.med.upenn.edu/hbhe4/part3-ch9-key-constructs-social-support.shtml
• https://www.ncbi.nlm.nih.gov/books/NBK559081/
• https://www.dshs.wa.gov/esa/social-services-manual/crisis-intervention
• https://www.samhsa.gov/find-help/disaster-distress-helpline/warning-signs-risk-factors
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The Problem-Solving Process

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

By the Mind Tools Content Team

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

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

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

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

1. Define the Problem

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

2. Analyze the Problem

Ask yourself, and others, the following questions.

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

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

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

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

3. Generate Potential Solutions

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

4. Select Best Solution

When selecting the best solution, consider:

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

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

5. Take Action

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

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

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

6. Monitor and Review

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

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

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

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

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