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Problem-Solving Strategies and Obstacles

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

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

JGI / Jamie Grill / Getty Images

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

What Is Problem-Solving?

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

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

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

The problem-solving process involves:

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

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

Problem-Solving Mental Processes

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

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

Problem-Solving Strategies

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

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

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

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

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

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

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

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

Trial and Error

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

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

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

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

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

How to Apply Problem-Solving Strategies in Real Life

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

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

Obstacles to Problem-Solving

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

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

How to Improve Your Problem-Solving Skills

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

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

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

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Stewart SL, Celebre A, Hirdes JP, Poss JW. Risk of suicide and self-harm in kids: The development of an algorithm to identify high-risk individuals within the children's mental health system . Child Psychiat Human Develop . 2020;51:913-924. doi:10.1007/s10578-020-00968-9

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

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Introduction to Problem Solving Skills

What is problem solving and why is it important.

The ability to solve problems is a basic life skill and is essential to our day-to-day lives, at home, at school, and at work. We solve problems every day without really thinking about how we solve them. For example: it’s raining and you need to go to the store. What do you do? There are lots of possible solutions. Take your umbrella and walk. If you don't want to get wet, you can drive, or take the bus. You might decide to call a friend for a ride, or you might decide to go to the store another day. There is no right way to solve this problem and different people will solve it differently.

Problem solving is the process of identifying a problem, developing possible solution paths, and taking the appropriate course of action.

Why is problem solving important? Good problem solving skills empower you not only in your personal life but are critical in your professional life. In the current fast-changing global economy, employers often identify everyday problem solving as crucial to the success of their organizations. For employees, problem solving can be used to develop practical and creative solutions, and to show independence and initiative to employers.

Throughout this case study you will be asked to jot down your thoughts in idea logs. These idea logs are used for reflection on concepts and for answering short questions. When you click on the "Next" button, your responses will be saved for that page. If you happen to close the webpage, you will lose your work on the page you were on, but previous pages will be saved. At the end of the case study, click on the "Finish and Export to PDF" button to acknowledge completion of the case study and receive a PDF document of your idea logs.

What Does Problem Solving Look Like?

The ability to solve problems is a skill, and just like any other skill, the more you practice, the better you get. So how exactly do you practice problem solving? Learning about different problem solving strategies and when to use them will give you a good start. Problem solving is a process. Most strategies provide steps that help you identify the problem and choose the best solution. There are two basic types of strategies: algorithmic and heuristic.

Algorithmic strategies are traditional step-by-step guides to solving problems. They are great for solving math problems (in algebra: multiply and divide, then add or subtract) or for helping us remember the correct order of things (a mnemonic such as “Spring Forward, Fall Back” to remember which way the clock changes for daylight saving time, or “Righty Tighty, Lefty Loosey” to remember what direction to turn bolts and screws). Algorithms are best when there is a single path to the correct solution.

But what do you do when there is no single solution for your problem? Heuristic methods are general guides used to identify possible solutions. A popular one that is easy to remember is IDEAL [ Bransford & Stein, 1993 ] :

• I dentify the problem
• D efine the context of the problem
• E xplore possible strategies
• A ct on best solution

IDEAL is just one problem solving strategy. Building a toolbox of problem solving strategies will improve your problem solving skills. With practice, you will be able to recognize and use multiple strategies to solve complex problems.

Watch the video

What is the best way to get a peanut out of a tube that cannot be moved? Watch a chimpanzee solve this problem in the video below [ Geert Stienissen, 2010 ].

[PDF transcript]

Describe the series of steps you think the chimpanzee used to solve this problem.

• [Page 2: What does Problem Solving Look Like?] Describe the series of steps you think the chimpanzee used to solve this problem.

Think of an everyday problem you've encountered recently and describe your steps for solving it.

• [Page 2: What does Problem Solving Look Like?] Think of an everyday problem you've encountered recently and describe your steps for solving it.

Developing Problem Solving Processes

Problem solving is a process that uses steps to solve problems. But what does that really mean? Let's break it down and start building our toolbox of problem solving strategies.

What is the first step of solving any problem? The first step is to recognize that there is a problem and identify the right cause of the problem. This may sound obvious, but similar problems can arise from different events, and the real issue may not always be apparent. To really solve the problem, it's important to find out what started it all. This is called identifying the root cause .

Example: You and your classmates have been working long hours on a project in the school's workshop. The next afternoon, you try to use your student ID card to access the workshop, but discover that your magnetic strip has been demagnetized. Since the card was a couple of years old, you chalk it up to wear and tear and get a new ID card. Later that same week you learn that several of your classmates had the same problem! After a little investigation, you discover that a strong magnet was stored underneath a workbench in the workshop. The magnet was the root cause of the demagnetized student ID cards.

The best way to identify the root cause of the problem is to ask questions and gather information. If you have a vague problem, investigating facts is more productive than guessing a solution. Ask yourself questions about the problem. What do you know about the problem? What do you not know? When was the last time it worked correctly? What has changed since then? Can you diagram the process into separate steps? Where in the process is the problem occurring? Be curious, ask questions, gather facts, and make logical deductions rather than assumptions.

Watch Adam Savage from Mythbusters, describe his problem solving process [ ForaTv, 2010 ]. As you watch this section of the video, try to identify the questions he asks and the different strategies he uses.

Adam Savage shared many of his problem solving processes. List the ones you think are the five most important. Your list may be different from other people in your class—that's ok!

• [Page 3: Developing Problem Solving Processes] Adam Savage shared many of his problem solving processes. List the ones you think are the five most important.

“The ability to ask the right question is more than half the battle of finding the answer.” — Thomas J. Watson , founder of IBM

Voices From the Field: Solving Problems

In manufacturing facilities and machine shops, everyone on the floor is expected to know how to identify problems and find solutions. Today's employers look for the following skills in new employees: to analyze a problem logically, formulate a solution, and effectively communicate with others.

In this video, industry professionals share their own problem solving processes, the problem solving expectations of their employees, and an example of how a problem was solved.

Meet the Partners:

• Taconic High School in Pittsfield, Massachusetts, is a comprehensive, fully accredited high school with special programs in Health Technology, Manufacturing Technology, and Work-Based Learning.
• Berkshire Community College in Pittsfield, Massachusetts, prepares its students with applied manufacturing technical skills, providing hands-on experience at industrial laboratories and manufacturing facilities, and instructing them in current technologies.
• H.C. Starck in Newton, Massachusetts, specializes in processing and manufacturing technology metals, such as tungsten, niobium, and tantalum. In almost 100 years of experience, they hold over 900 patents, and continue to innovate and develop new products.
• Nypro Healthcare in Devens, Massachusetts, specializes in precision injection-molded healthcare products. They are committed to good manufacturing processes including lean manufacturing and process validation.

Making Decisions

Now that you have a couple problem solving strategies in your toolbox, let's practice. In this exercise, you are given a scenario and you will be asked to decide what steps you would take to identify and solve the problem.

Scenario: You are a new employee and have just finished your training. As your first project, you have been assigned the milling of several additional components for a regular customer. Together, you and your trainer, Bill, set up for the first run. Checking your paperwork, you gather the tools and materials on the list. As you are mounting the materials on the table, you notice that you didn't grab everything and hurriedly grab a few more items from one of the bins. Once the material is secured on the CNC table, you load tools into the tool carousel in the order listed on the tool list and set the fixture offsets.

Bill tells you that since this is a rerun of a job several weeks ago, the CAD/CAM model has already been converted to CNC G-code. Bill helps you download the code to the CNC machine. He gives you the go-ahead and leaves to check on another employee. You decide to start your first run.

What problems did you observe in the video?

• [Page 5: Making Decisions] What problems did you observe in the video?
• What do you do next?
• Try to fix it yourself.
• Ask your trainer for help.

As you are cleaning up, you think about what happened and wonder why it happened. You try to create a mental picture of what happened. You are not exactly sure what the end mill hit, but it looked like it might have hit the dowel pin. You wonder if you grabbed the correct dowel pins from the bins earlier.

You can think of two possible next steps. You can recheck the dowel pin length to make sure it is the correct length, or do a dry run using the CNC single step or single block function with the spindle empty to determine what actually happened.

• Check the dowel pins.
• Use the single step/single block function to determine what happened.

You notice that your trainer, Bill, is still on the floor and decide to ask him for help. You describe the problem to him. Bill asks if you know what the end mill ran into. You explain that you are not sure but you think it was the dowel pin. Bill reminds you that it is important to understand what happened so you can fix the correct problem. He suggests that you start all over again and begin with a dry run using the single step/single block function, with the spindle empty, to determine what it hit. Or, since it happened at the end, he mentions that you can also check the G-code to make sure the Z-axis is raised before returning to the home position.

• Run the single step/single block function.
• Edit the G-code to raise the Z-axis.

You finish cleaning up and check the CNC for any damage. Luckily, everything looks good. You check your paperwork and gather the components and materials again. You look at the dowel pins you used earlier, and discover that they are not the right length. As you go to grab the correct dowel pins, you have to search though several bins. For the first time, you are aware of the mess - it looks like the dowel pins and other items have not been put into the correctly labeled bins. You spend 30 minutes straightening up the bins and looking for the correct dowel pins.

Finally finding them, you finish setting up. You load tools into the tool carousel in the order listed on the tool list and set the fixture offsets. Just to make sure, you use the CNC single step/single block function, to do a dry run of the part. Everything looks good! You are ready to create your first part. The first component is done, and, as you admire your success, you notice that the part feels hotter than it should.

You wonder why? You go over the steps of the process to mentally figure out what could be causing the residual heat. You wonder if there is a problem with the CNC's coolant system or if the problem is in the G-code.

• Look at the G-code.

After thinking about the problem, you decide that maybe there's something wrong with the setup. First, you clean up the damaged materials and remove the broken tool. You check the CNC machine carefully for any damage. Luckily, everything looks good. It is time to start over again from the beginning.

You again check your paperwork and gather the tools and materials on the setup sheet. After securing the new materials, you use the CNC single step/single block function with the spindle empty, to do a dry run of the part. You watch carefully to see if you can figure out what happened. It looks to you like the spindle barely misses hitting the dowel pin. You determine that the end mill was broken when it hit the dowel pin while returning to the start position.

After conducting a dry run using the single step/single block function, you determine that the end mill was damaged when it hit the dowel pin on its return to the home position. You discuss your options with Bill. Together, you decide the best thing to do would be to edit the G-code and raise the Z-axis before returning to home. You open the CNC control program and edit the G-code. Just to make sure, you use the CNC single step/single block function, to do another dry run of the part. You are ready to create your first part. It works. You first part is completed. Only four more to go.

As you are cleaning up, you notice that the components are hotter than you expect and the end mill looks more worn than it should be. It dawns on you that while you were milling the component, the coolant didn't turn on. You wonder if it is a software problem in the G-code or hardware problem with the CNC machine.

It's the end of the day and you decide to finish the rest of the components in the morning.

• You decide to look at the G-code in the morning.
• You leave a note on the machine, just in case.

You decide that the best thing to do would be to edit the G-code and raise the Z-axis of the spindle before it returns to home. You open the CNC control program and edit the G-code.

While editing the G-code to raise the Z-axis, you notice that the coolant is turned off at the beginning of the code and at the end of the code. The coolant command error caught your attention because your coworker, Mark, mentioned having a similar issue during lunch. You change the coolant command to turn the mist on.

• You decide to talk with your supervisor.
• You discuss what happened with a coworker over lunch.

As you reflect on the residual heat problem, you think about the machining process and the factors that could have caused the issue. You try to think of anything and everything that could be causing the issue. Are you using the correct tool for the specified material? Are you using the specified material? Is it running at the correct speed? Is there enough coolant? Are there chips getting in the way?

Wait, was the coolant turned on? As you replay what happened in your mind, you wonder why the coolant wasn't turned on. You decide to look at the G-code to find out what is going on.

From the milling machine computer, you open the CNC G-code. You notice that there are no coolant commands. You add them in and on the next run, the coolant mist turns on and the residual heat issues is gone. Now, its on to creating the rest of the parts.

Have you ever used brainstorming to solve a problem? Chances are, you've probably have, even if you didn't realize it.

You notice that your trainer, Bill, is on the floor and decide to ask him for help. You describe the problem with the end mill breaking, and how you discovered that items are not being returned to the correctly labeled bins. You think this caused you to grab the incorrect length dowel pins on your first run. You have sorted the bins and hope that the mess problem is fixed. You then go on to tell Bill about the residual heat issue with the completed part.

Together, you go to the milling machine. Bill shows you how to check the oil and coolant levels. Everything looks good at the machine level. Next, on the CNC computer, you open the CNC G-code. While looking at the code, Bill points out that there are no coolant commands. Bill adds them in and when you rerun the program, it works.

Bill is glad you mentioned the problem to him. You are the third worker to mention G-code issues over the last week. You noticed the coolant problems in your G-code, John noticed a Z-axis issue in his G-code, and Sam had issues with both the Z-axis and the coolant. Chances are, there is a bigger problem and Bill will need to investigate the root cause .

Talking with Bill, you discuss the best way to fix the problem. Bill suggests editing the G-code to raise the Z-axis of the spindle before it returns to its home position. You open the CNC control program and edit the G-code. Following the setup sheet, you re-setup the job and use the CNC single step/single block function, to do another dry run of the part. Everything looks good, so you run the job again and create the first part. It works. Since you need four of each component, you move on to creating the rest of them before cleaning up and leaving for the day.

It's a new day and you have new components to create. As you are setting up, you go in search of some short dowel pins. You discover that the bins are a mess and components have not been put away in the correctly labeled bins. You wonder if this was the cause of yesterday's problem. As you reorganize the bins and straighten up the mess, you decide to mention the mess issue to Bill in your afternoon meeting.

You describe the bin mess and using the incorrect length dowels to Bill. He is glad you mentioned the problem to him. You are not the first person to mention similar issues with tools and parts not being put away correctly. Chances are there is a bigger safety issue here that needs to be addressed in the next staff meeting.

In any workplace, following proper safety and cleanup procedures is always important. This is especially crucial in manufacturing where people are constantly working with heavy, costly and sometimes dangerous equipment. When issues and problems arise, it is important that they are addressed in an efficient and timely manner. Effective communication is an important tool because it can prevent problems from recurring, avoid injury to personnel, reduce rework and scrap, and ultimately, reduce cost, and save money.

You now know that the end mill was damaged when it hit the dowel pin. It seems to you that the easiest thing to do would be to edit the G-code and raise the Z-axis position of the spindle before it returns to the home position. You open the CNC control program and edit the G-code, raising the Z-axis. Starting over, you follow the setup sheet and re-setup the job. This time, you use the CNC single step/single block function, to do another dry run of the part. Everything looks good, so you run the job again and create the first part.

At the end of the day, you are reviewing your progress with your trainer, Bill. After you describe the day's events, he reminds you to always think about safety and the importance of following work procedures. He decides to bring the issue up in the next morning meeting as a reminder to everyone.

In any workplace, following proper procedures (especially those that involve safety) is always important. This is especially crucial in manufacturing where people are constantly working with heavy, costly, and sometimes dangerous equipment. When issues and problems arise, it is important that they are addressed in an efficient and timely manner. Effective communication is an important tool because it can prevent problems from recurring, avoid injury to personnel, reduce rework and scrap, and ultimately, reduce cost, and save money. One tool to improve communication is the morning meeting or huddle.

The next morning, you check the G-code to determine what is wrong with the coolant. You notice that the coolant is turned off at the beginning of the code and also at the end of the code. This is strange. You change the G-code to turn the coolant on at the beginning of the run and off at the end. This works and you create the rest of the parts.

Throughout the day, you keep wondering what caused the G-code error. At lunch, you mention the G-code error to your coworker, John. John is not surprised. He said that he encountered a similar problem earlier this week. You decide to talk with your supervisor the next time you see him.

You are in luck. You see your supervisor by the door getting ready to leave. You hurry over to talk with him. You start off by telling him about how you asked Bill for help. Then you tell him there was a problem and the end mill was damaged. You describe the coolant problem in the G-code. Oh, and by the way, John has seen a similar problem before.

Your supervisor doesn't seem overly concerned, errors happen. He tells you "Good job, I am glad you were able to fix the issue." You are not sure whether your supervisor understood your explanation of what happened or that it had happened before.

The challenge of communicating in the workplace is learning how to share your ideas and concerns. If you need to tell your supervisor that something is not going well, it is important to remember that timing, preparation, and attitude are extremely important.

It is the end of your shift, but you want to let the next shift know that the coolant didn't turn on. You do not see your trainer or supervisor around. You decide to leave a note for the next shift so they are aware of the possible coolant problem. You write a sticky note and leave it on the monitor of the CNC control system.

How effective do you think this solution was? Did it address the problem?

In this scenario, you discovered several problems with the G-code that need to be addressed. When issues and problems arise, it is important that they are addressed in an efficient and timely manner. Effective communication is an important tool because it can prevent problems from recurring and avoid injury to personnel. The challenge of communicating in the workplace is learning how and when to share your ideas and concerns. If you need to tell your co-workers or supervisor that there is a problem, it is important to remember that timing and the method of communication are extremely important.

You are able to fix the coolant problem in the G-code. While you are glad that the problem is fixed, you are worried about why it happened in the first place. It is important to remember that if a problem keeps reappearing, you may not be fixing the right problem. You may only be addressing the symptoms.

You decide to talk to your trainer. Bill is glad you mentioned the problem to him. You are the third worker to mention G-code issues over the last week. You noticed the coolant problems in your G-code, John noticed a Z-axis issue in his G-code, and Sam had issues with both the Z-axis and the coolant. Chances are, there is a bigger problem and Bill will need to investigate the root cause .

Over lunch, you ask your coworkers about the G-code problem and what may be causing the error. Several people mention having similar problems but do not know the cause.

You have now talked to three coworkers who have all experienced similar coolant G-code problems. You make a list of who had the problem, when they had the problem, and what each person told you.

When you see your supervisor later that afternoon, you are ready to talk with him. You describe the problem you had with your component and the damaged bit. You then go on to tell him about talking with Bill and discovering the G-code issue. You show him your notes on your coworkers' coolant issues, and explain that you think there might be a bigger problem.

You supervisor thanks you for your initiative in identifying this problem. It sounds like there is a bigger problem and he will need to investigate the root cause. He decides to call a team huddle to discuss the issue, gather more information, and talk with the team about the importance of communication.

Root Cause Analysis

Root cause analysis ( RCA ) is a method of problem solving that identifies the underlying causes of an issue. Root cause analysis helps people answer the question of why the problem occurred in the first place. RCA uses clear cut steps in its associated tools, like the "5 Whys Analysis" and the "Cause and Effect Diagram," to identify the origin of the problem, so that you can:

• Determine what happened.
• Determine why it happened.
• Fix the problem so it won’t happen again.

RCA works under the idea that systems and events are connected. An action in one area triggers an action in another, and another, and so on. By tracing back these actions, you can discover where the problem started and how it developed into the problem you're now facing. Root cause analysis can prevent problems from recurring, reduce injury to personnel, reduce rework and scrap, and ultimately, reduce cost and save money. There are many different RCA techniques available to determine the root cause of a problem. These are just a few:

• Root Cause Analysis Tools
• 5 Whys Analysis
• Fishbone or Cause and Effect Diagram
• Pareto Analysis

How Huddles Work

Communication is a vital part of any setting where people work together. Effective communication helps employees and managers form efficient teams. It builds trusts between employees and management, and reduces unnecessary competition because each employee knows how their part fits in the larger goal.

One tool that management can use to promote communication in the workplace is the huddle . Just like football players on the field, a huddle is a short meeting where everyone is standing in a circle. A daily team huddle ensures that team members are aware of changes to the schedule, reiterated problems and safety issues, and how their work impacts one another. When done right, huddles create collaboration, communication, and accountability to results. Impromptu huddles can be used to gather information on a specific issue and get each team member's input.

The most important thing to remember about huddles is that they are short, lasting no more than 10 minutes, and their purpose is to communicate and identify. In essence, a huddle’s purpose is to identify priorities, communicate essential information, and discover roadblocks to productivity.

Who uses huddles? Many industries and companies use daily huddles. At first thought, most people probably think of hospitals and their daily patient update meetings, but lots of managers use daily meetings to engage their employees. Here are a few examples:

• Brian Scudamore, CEO of 1-800-Got-Junk? , uses the daily huddle as an operational tool to take the pulse of his employees and as a motivational tool. Watch a morning huddle meeting .
• Fusion OEM, an outsourced manufacturing and production company. What do employees take away from the daily huddle meeting .
• Biz-Group, a performance consulting group. Tips for a successful huddle .

Brainstorming

One tool that can be useful in problem solving is brainstorming . Brainstorming is a creativity technique designed to generate a large number of ideas for the solution to a problem. The method was first popularized in 1953 by Alex Faickney Osborn in the book Applied Imagination . The goal is to come up with as many ideas as you can in a fixed amount of time. Although brainstorming is best done in a group, it can be done individually. Like most problem solving techniques, brainstorming is a process.

• Define a clear objective.
• Have an agreed a time limit.
• During the brainstorming session, write down everything that comes to mind, even if the idea sounds crazy.
• If one idea leads to another, write down that idea too.
• Combine and refine ideas into categories of solutions.
• Assess and analyze each idea as a potential solution.

When used during problem solving, brainstorming can offer companies new ways of encouraging staff to think creatively and improve production. Brainstorming relies on team members' diverse experiences, adding to the richness of ideas explored. This means that you often find better solutions to the problems. Team members often welcome the opportunity to contribute ideas and can provide buy-in for the solution chosen—after all, they are more likely to be committed to an approach if they were involved in its development. What's more, because brainstorming is fun, it helps team members bond.

• Watch Peggy Morgan Collins, a marketing executive at Power Curve Communications discuss How to Stimulate Effective Brainstorming .
• Watch Kim Obbink, CEO of Filter Digital, a digital content company, and her team share their top five rules for How to Effectively Generate Ideas .

Importance of Good Communication and Problem Description

Communication is one of the most frequent activities we engage in on a day-to-day basis. At some point, we have all felt that we did not effectively communicate an idea as we would have liked. The key to effective communication is preparation. Rather than attempting to haphazardly improvise something, take a few minutes and think about what you want say and how you will say it. If necessary, write yourself a note with the key points or ideas in the order you want to discuss them. The notes can act as a reminder or guide when you talk to your supervisor.

Tips for clear communication of an issue:

• Provide a clear summary of your problem. Start at the beginning, give relevant facts, timelines, and examples.
• Avoid including your opinion or personal attacks in your explanation.
• Avoid using words like "always" or "never," which can give the impression that you are exaggerating the problem.
• If this is an ongoing problem and you have collected documentation, give it to your supervisor once you have finished describing the problem.
• Remember to listen to what's said in return; communication is a two-way process.

Not all communication is spoken. Body language is nonverbal communication that includes your posture, your hands and whether you make eye contact. These gestures can be subtle or overt, but most importantly they communicate meaning beyond what is said. When having a conversation, pay attention to how you stand. A stiff position with arms crossed over your chest may imply that you are being defensive even if your words state otherwise. Shoving your hands in your pockets when speaking could imply that you have something to hide. Be wary of using too many hand gestures because this could distract listeners from your message.

The challenge of communicating in the workplace is learning how and when to share your ideas or concerns. If you need to tell your supervisor or co-worker about something that is not going well, keep in mind that good timing and good attitude will go a long way toward helping your case.

Like all skills, effective communication needs to be practiced. Toastmasters International is perhaps the best known public speaking organization in the world. Toastmasters is open to anyone who wish to improve their speaking skills and is willing to put in the time and effort to do so. To learn more, visit Toastmasters International .

Methods of Communication

Communication of problems and issues in any workplace is important, particularly when safety is involved. It is therefore crucial in manufacturing where people are constantly working with heavy, costly, and sometimes dangerous equipment. As issues and problems arise, they need to be addressed in an efficient and timely manner. Effective communication is an important skill because it can prevent problems from recurring, avoid injury to personnel, reduce rework and scrap, and ultimately, reduce cost and save money.

There are many different ways to communicate: in person, by phone, via email, or written. There is no single method that fits all communication needs, each one has its time and place.

In person: In the workplace, face-to-face meetings should be utilized whenever possible. Being able to see the person you need to speak to face-to-face gives you instant feedback and helps you gauge their response through their body language. Be careful of getting sidetracked in conversation when you need to communicate a problem.

Email: Email has become the communication standard for most businesses. It can be accessed from almost anywhere and is great for things that don’t require an immediate response. Email is a great way to communicate non-urgent items to large amounts of people or just your team members. One thing to remember is that most people's inboxes are flooded with emails every day and unless they are hyper vigilant about checking everything, important items could be missed. For issues that are urgent, especially those around safety, email is not always be the best solution.

Phone: Phone calls are more personal and direct than email. They allow us to communicate in real time with another person, no matter where they are. Not only can talking prevent miscommunication, it promotes a two-way dialogue. You don’t have to worry about your words being altered or the message arriving on time. However, mobile phone use and the workplace don't always mix. In particular, using mobile phones in a manufacturing setting can lead to a variety of problems, cause distractions, and lead to serious injury.

Written: Written communication is appropriate when detailed instructions are required, when something needs to be documented, or when the person is too far away to easily speak with over the phone or in person.

There is no "right" way to communicate, but you should be aware of how and when to use the appropriate form of communication for your situation. When deciding the best way to communicate with a co-worker or manager, put yourself in their shoes, and think about how you would want to learn about the issue. Also, consider what information you would need to know to better understand the issue. Use your good judgment of the situation and be considerate of your listener's viewpoint.

Did you notice any other potential problems in the previous exercise?

• [Page 6:] Did you notice any other potential problems in the previous exercise?

Summary of Strategies

In this exercise, you were given a scenario in which there was a problem with a component you were creating on a CNC machine. You were then asked how you wanted to proceed. Depending on your path through this exercise, you might have found an easy solution and fixed it yourself, asked for help and worked with your trainer, or discovered an ongoing G-code problem that was bigger than you initially thought.

When issues and problems arise, it is important that they are addressed in an efficient and timely manner. Communication is an important tool because it can prevent problems from recurring, avoid injury to personnel, reduce rework and scrap, and ultimately, reduce cost, and save money. Although, each path in this exercise ended with a description of a problem solving tool for your toolbox, the first step is always to identify the problem and define the context in which it happened.

There are several strategies that can be used to identify the root cause of a problem. Root cause analysis (RCA) is a method of problem solving that helps people answer the question of why the problem occurred. RCA uses a specific set of steps, with associated tools like the “5 Why Analysis" or the “Cause and Effect Diagram,” to identify the origin of the problem, so that you can:

Once the underlying cause is identified and the scope of the issue defined, the next step is to explore possible strategies to fix the problem.

If you are not sure how to fix the problem, it is okay to ask for help. Problem solving is a process and a skill that is learned with practice. It is important to remember that everyone makes mistakes and that no one knows everything. Life is about learning. It is okay to ask for help when you don’t have the answer. When you collaborate to solve problems you improve workplace communication and accelerates finding solutions as similar problems arise.

One tool that can be useful for generating possible solutions is brainstorming . Brainstorming is a technique designed to generate a large number of ideas for the solution to a problem. The method was first popularized in 1953 by Alex Faickney Osborn in the book Applied Imagination. The goal is to come up with as many ideas as you can, in a fixed amount of time. Although brainstorming is best done in a group, it can be done individually.

Depending on your path through the exercise, you may have discovered that a couple of your coworkers had experienced similar problems. This should have been an indicator that there was a larger problem that needed to be addressed.

In any workplace, communication of problems and issues (especially those that involve safety) is always important. This is especially crucial in manufacturing where people are constantly working with heavy, costly, and sometimes dangerous equipment. When issues and problems arise, it is important that they be addressed in an efficient and timely manner. Effective communication is an important tool because it can prevent problems from recurring, avoid injury to personnel, reduce rework and scrap, and ultimately, reduce cost and save money.

One strategy for improving communication is the huddle . Just like football players on the field, a huddle is a short meeting with everyone standing in a circle. A daily team huddle is a great way to ensure that team members are aware of changes to the schedule, any problems or safety issues are identified and that team members are aware of how their work impacts one another. When done right, huddles create collaboration, communication, and accountability to results. Impromptu huddles can be used to gather information on a specific issue and get each team member's input.

To learn more about different problem solving strategies, choose an option below. These strategies accompany the outcomes of different decision paths in the problem solving exercise.

• View Problem Solving Strategies Select a strategy below... Root Cause Analysis How Huddles Work Brainstorming Importance of Good Problem Description Methods of Communication

Communication is one of the most frequent activities we engage in on a day-to-day basis. At some point, we have all felt that we did not effectively communicate an idea as we would have liked. The key to effective communication is preparation. Rather than attempting to haphazardly improvise something, take a few minutes and think about what you want say and how you will say it. If necessary, write yourself a note with the key points or ideas in the order you want to discuss them. The notes can act as a reminder or guide during your meeting.

• Provide a clear summary of the problem. Start at the beginning, give relevant facts, timelines, and examples.

In person: In the workplace, face-to-face meetings should be utilized whenever possible. Being able to see the person you need to speak to face-to-face gives you instant feedback and helps you gauge their response in their body language. Be careful of getting sidetracked in conversation when you need to communicate a problem.

There is no "right" way to communicate, but you should be aware of how and when to use the appropriate form of communication for the situation. When deciding the best way to communicate with a co-worker or manager, put yourself in their shoes, and think about how you would want to learn about the issue. Also, consider what information you would need to know to better understand the issue. Use your good judgment of the situation and be considerate of your listener's viewpoint.

"Never try to solve all the problems at once — make them line up for you one-by-one.” — Richard Sloma

Problem Solving: An Important Job Skill

Problem solving improves efficiency and communication on the shop floor. It increases a company's efficiency and profitability, so it's one of the top skills employers look for when hiring new employees. Recent industry surveys show that employers consider soft skills, such as problem solving, as critical to their business’s success.

The 2011 survey, "Boiling Point? The skills gap in U.S. manufacturing ," polled over a thousand manufacturing executives who reported that the number one skill deficiency among their current employees is problem solving, which makes it difficult for their companies to adapt to the changing needs of the industry.

In this video, industry professionals discuss their expectations and present tips for new employees joining the manufacturing workforce.

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Everyday problem solving across the adult life span: solution diversity and efficacy

Everyday problem solving involves examining the solutions that individuals generate when faced with problems that take place in their everyday experiences. Problems can range from medication adherence and meal preparation to disagreeing with a physician over a recommended medical procedure or compromising with extended family members over where to host Thanksgiving dinner. Across the life span, research has demonstrated divergent patterns of change in performance based on the type of everyday problems used as well as based on the way that problem-solving efficacy is operationally defined. Advancing age is associated with worsening performance when tasks involve single-solution or fluency-based definitions of effectiveness. However, when efficacy is defined in terms of the diversity of strategies used, as well as by the social and emotional impact of solution choice on the individual, performance is remarkably stable and sometimes even improves in the latter half of life. This article discusses how both of these approaches to everyday problem solving inform research on the influence that aging has on everyday functioning.

Introduction

As mentioned in many chapters in this review volume, a common theme of the cognitive aging literature is a steady decline in functioning. As we get older, we experience changes in processing speed, 1 – 3 memory, 4 reasoning, 5 attention, 6 , 7 and executive functioning. 8 – 10 Underlying such decline is a series of structural changes in the brain 11 , 12 as well as shifts in what motivates us to think and act as we grow older. 13 – 15 Despite these declines, older adults are often autonomous, independent, and well adjusted. They live full lives and occupy as many roles in society as younger individuals, if not more roles, and they are relied upon as authority figures—leaders, advisors, employers, parents, and grandparents. This divergence between declines in lab-assessed cognitive functioning and maintained interpersonal influence is what fuels research on everyday problem solving across the adult half of the life span. 16 , 17 The need to assess everyday functioning independently of traditional measures of primary mental abilities led to the creation of everyday problem solving batteries that displayed higher levels of ecological validity, more closely resembling challenges that are part of our day-to-day existence. Research in this field focuses on defining the conditions under which older adults may have difficulties with these problems (e.g., physical limitations and comprehension of sophisticated instructions) so that interventions can be established to ameliorate such difficulties and promote a higher quality of life. In addition, research in this field also focuses on examining how those processes that we use to solve problems change across the adult life span and lead us to implement different types of strategies based upon the goals that we set at each stage of life. 18 , 19 Here, research is reviewed that discusses the challenges faced by older individuals when managing everyday problems as well as the differences that have been found in how young and older adults approach the process of solving everyday problems.

Everyday problems are the circumstances that we find ourselves in on a daily basis that involve using the skills, accumulated knowledge, and resources (e.g., time, money, and friends) that we have available to us to reach our goals and to side step obstacles to these goals. 17 Everyday problems vary in terms of their problem space, or the possible solutions that an individual can reach given the contextual features and demands of the situation. 16 Everyday problems sometimes have a clear outcome, or goal state, that all individuals will work toward. For instance, if you return to your automobile at the airport to find that you have a flat tire, the steps that are required to effectively resolve the problem so that you can be on your way are quite clear. Success depends upon your ability to implement these steps (e.g., use of physical strength to remove lug nuts). On the other hand, everyday problems sometimes create obstacles that cannot be directly removed and require a careful balance of knowing not just what to do but when to do it. For example, should you find yourself in a disagreement with your partner on what to give your child as a gift on a birthday, you can each give the child your respective preferred gifts. However, how will you resolve the negativity that emerged as a result of conflicting preferences? What if you have a limited number of resources to devote to a gift and a compromise is necessary to resolve the conflict? If you have to involve others in the problem-solving process, it is challenging to ensure that all parties have the same goals in mind. Moreover, you cannot proceed forward to acquire the gift until you have buy-in from others. When problems are ill-defined, the timing of your actions is important because you may have to refrain from acting until a negotiation can take place. In such a situation, it is important to recognize how to regulate your own emotions and how to influence the emotions and thought processes of others. 18

In this review, how everyday problem solving changes across the adult half of the life span will be discussed. Included is (a) a description of the methods used to assess everyday problem-solving performance and the diversity in findings that emerges when age's impact on everyday problem solving is gauged using well-defined versus ill-defined problems as well as different operational definitions of efficacy, (b) a description of the contextual factors that lead to age differences in everyday problem solving, and (c) a brief assessment of the future directions of the field.

Assessing age differences in everyday problem-solving performance

As mentioned earlier, decades of research on cognitive aging demonstrate gradual decline in functioning over time. This decline, however, runs counter to the notion that with age comes wisdom, or at least an accumulation of experiences that can help us determine how to continue to function when faced with problems. Baltes referred to these divergent trends as multidirectionality, and he believed that two distinct systems of cognition existed to capture these trends: pragmatic knowledge and structural mechanics. 20 Accumulated experience or pragmatic knowledge (sometimes called tacit knowledge or crystallized intelligence) continues to grow throughout the life span given the novel circumstances and ever-expanding culture to which we are exposed year by year. Conversely, the hard-wired, biologically determined mechanisms that support cognition (sometimes called fluid intelligence) slowly degrade as our cells and tissues wear out over time. Key to successful aging is how the change that takes place in these two systems balance against one another. 21 – 23 Ultimately, each person has a limited pool of resources to devote to all aspects of their life at any given moment. 20 Consequently, throughout the life span, we set goals for ourselves that shape our behavior by prioritizing some pursuits over others. This selection process limits the number of goals that we consider at any given stage of our life so as to make it possible to optimize the investment of our resources to maintain the greatest level of successful functioning as is possible. 20 With respect to everyday problem solving, this poses some interesting questions: (a) To what extent does decline in cognitive functioning (especially rooted in one's neural mechanics) affect the resources that are available to individuals in the latter half of life when faced with complex everyday problems that are vital to autonomous functioning, and (b) How does one's changing goals and accumulated experience across the life span influence the process by which we solve problems? These two questions have dominated research on everyday problem solving and aging over the past 25 years.

Consistent with the need to map cognitive decline onto everyday problem solving, many everyday problem-solving tasks consist of a pool of well-defined problems from multiple domains (e.g., nutrition, health, and finance) that reflect the activities that an autonomous individual will engage in when caring for themselves. 24 A well-defined problem is a problem that has a constrained problem space (i.e., number of possible responses limited by the features of the question asked) with a single correct solution. For instance, the Everyday Cognition Battery (ECB) includes items that ask participants to compare the nutritional value of two brands of chili. 25 Participants are asked to use nutrition labels to determine which brand has less fat and to compare the statistics provided on each label for each of the other listed categories of dietary information. They might also be asked specific questions about what the categories listed on the labels refer to as a way to assess the participants' general knowledge about food labels. Additional items in the battery focus on medication use and understanding financial information. Overall, the problems included in the ECB capture functioning that contributes to many of the domains found in the assessment of Instrumental Activities of Daily Living. 26 Studies using this battery or similar tasks with similar well-defined problems demonstrate decline in everyday functioning with advancing age. 27 Also, performance on the different components of the battery (e.g., everyday inductive reasoning or everyday knowledge) are significantly correlated with performance on corresponding psychometric tests of intelligence, 28 like lab-based assessments of inductive reasoning and verbal knowledge commonly used to track intelligence. 29 However, performance on the practical problems included in the ECB better predicts actual everyday functioning than does performance on the standard psychometric tests of intelligence. Overall, well-defined problems are used to trace how age-related cognitive decline affects the specific abilities that are vital to maintaining an individual's autonomy over and above those abilities measured by tests of primary mental abilities. 24 , 28 , 30 Often, researchers who use tasks that include well-defined everyday problems are trying to replicate specific activities from everyday life within the lab to systematically examine where functional deficits may occur. These tasks provide useful information as to which skills might be most affected in an individual, 31 opening up the possibility for future skills training geared toward forestalling further losses. 32 , 33

In addition to assessing individuals' ability to generate the single correct solution found in each well-defined everyday problem, other researchers assess everyday problem-solving performance by posing ill-defined hypothetical problems and counting the number of safe and effective solutions that can be generated by each participant. In an ill-defined problem, participants are asked to identify all of the ways that they might overcome an obstacle to a goal to reach an acceptable outcome. 34 , 35 The participants' solutions are then examined by coders to ensure that they are in fact safe and effective ways to resolve the problem before being tallied as an indicator of everyday problem-solving ability. A sample problem from such a test might ask the participants to consider ways in which a man with heart problems might still be able to complete summer maintenance and landscaping duties around his house even though his doctor has told him to refrain from strenuous physical activity and even though he does not have enough money to hire someone to do the work for him. 36 Researchers use everyday problem-solving assessments that consist of ill-defined problems in order to allow participant-specific experiences to inform the solutions that are generated. For instance, suppose that one is asked to balance a checkbook in a well-defined everyday problem-solving task, this activity requires that the individual demonstrate addition and subtraction skills. If an ill-defined problem involved balancing one's checkbook or managing finances, then recommending the addition of deposits and subtraction of expenditures would be an effective solution. However, recommending that one seek assistance from someone who has experience balancing a checkbook would also be an effective solution. Ultimately, tasks using ill-defined problems have the potential to capture other solutions that a person may find that go beyond the most common strategy for resolving the issue at hand.

From young adulthood until middle age, the fluency of solution generation increases, possibly reflecting the appropriate balance between gains stemming from pragmatic life experience and only minimal structural or neurological decline. However, performance declines slightly in one's 50s and throughout the remainder of one's years. 35 Similarly, when social problem solving was examined via ill-defined problems, again an inverted U-shaped function characterized performance, with solution fluency peaking in one's 40s and 50s, and declining thereafter. 37 This finding is important because perceived quality of life is closely linked to one's ability to function independently 38 – 40 and solve everyday problems that might emerge on occasion 41 , 42 that are both linked to mortality. 43 – 45 Despite there being numerous studies that link advancing age to declines in everyday problem-solving ability, 46 , 47 other studies have identified areas in which we improve in everyday problem solving with age. Studies that do not demonstrate the similar levels of age-related decline in problem-solving performance often rely on an operational definition of problem solving efficacy that differs from a focus on solution fluency (i.e., the number of safe and effective solutions generated). Table 1 includes some of the ways that researchers have defined everyday problem-solving effectiveness.

Operationalizing effective everyday problem solving

Everyday problem-solving performance dependent on manner of assessment

What defines success when solving everyday problems? In the aforementioned studies, when faced with a well-defined problem, success was based on whether the participant provided the single best solution. When faced with an ill-defined problem, success was based on the overall number of safe and effective solutions that the individual offered as potential ways of managing the problem. In general, with these definitions of success, advancing age is associated with a decline in everyday problem solving performance. 46 Although these definitions of effectiveness provide a useful metric for problem solving success, they are not without their limitations. The one-solution definition of success assumes that there may only be one way to solve a well-defined problem and that such problems are generally solved in isolation instead of with the assistance of others or with supplemental information. Additionally, the solution-fluency definition of success assumes that the solutions that are generated reflect the maximum number of solutions accessible to the participants when in actuality they may reflect those solutions that the participants believed to be most relevant to or efficacious for a given problem.

When you examine the actual strategies that young and older individuals use (or recommend) to solve problems, older adults may fare better than expected because the previously mentioned techniques for assessing everyday problem-solving performance underestimate the value of the behaviors evinced by older adults when they are coping with an everyday problem. 17 , 18 Specifically, the conventional ways of operationalizing everyday problem solving success fail to account for the quality of individual solutions that are generated. They also do not account for the evolving nature of the everyday problem solving process, including the temporal and environmental limitations on direct action that might be imposed on the problem solver by the problem space. Finally, they ignore the impact that nominated solutions have on the participants' well-being and on their ability to meet the goals that they have set for resolving the problem. Given these limitations, additional definitions of everyday problem-solving success have emerged in order to broaden the scope with which age differences in the everyday problem-solving process are examined.

For instance, Cornelius and Caspi defined everyday problem solving success in terms of the degree to which participants' recommended solutions matched those of an expert panel consisting of developmental psychologists as well as young, middle-aged, and older adult lay people. They asked participants ranging in age from 20 to 78 years to consider 48 hypothetical, ill-defined problems from six domains of everyday functioning (i.e., family, friend, work, home, consumer, and information gathering) included in their Everyday Problem Solving Inventory (EPSI). 48 Participants indicated the extent to which they might use each of four specific strategies, tailored to each problem, in an attempt to reach a resolution: purposeful action (self-initiated action to directly resolve the problem), cognitive analysis (planning action and thinking about the situation to better understand it), passive-dependent behavior (doing nothing to change the situation or relying on others to step in), and avoidant thinking and denial (distracting one's attention away from the problem, avoiding responsibility for the problem, or denying one's emotions). Other studies conducted at this point in time were also relying on similar coping-based techniques for operationalizing the diversity of problem-solving strategies that may be employed to manage stressors like those in the EPSI. 49 , 50 After the participants responded, their recommended strategies were compared to those selected by an expert panel as ideal, and an effectiveness correlation was calculated and examined by age group. Overall, older individuals chose strategies that more closely matched those recommended by the expert panel than did younger age groups. This finding runs counter to previous findings that have been discussed demonstrating that problem-solving ability peaks in mid-life and then declines.

This age-related enhancement in everyday problem solving was later replicated using the same set of problems from the EPSI, parsimoniously redistributing them into achievement-oriented and interpersonal domains. 51 Again, older adults were more effective than young adults in their overall choice of strategies for solving everyday problems. Moreover, older adults were more effective than young adults in choosing strategies to resolve hypothetical social conflicts (e.g., how to react when your peers gossip about one of your closest friends). The major reason for this outcome is that older adults were more likely to implement combinations of strategies that included both problem-focused solutions (e.g., purposeful action) and emotion-focused solutions (avoidance and passive dependence). As had been noted by Blanchard-Fields and her colleagues in prior research, older adults approach everyday problems involving interpersonal conflict in ways that are fundamentally different from young adults and in ways that possibly reflect age-appropriate differences in social motivation and experience that guide older adults to be more mindful of the emotions evoked by problems. 19 , 52

Although older adults are less accurate than young adults when solving well-defined instrumental everyday problems and less fluent when generating solutions for ill-defined everyday problems in tasks that do not recognize the value of emotion recognition in the problem-solving process, 46 older adults display a consistent advantage over young adults when problem solving success is defined in terms of one's ability to implement a diverse repertoire of strategies that meet the practical and emotional challenges created by problems. 18 This divergence in outcomes emerges because of the differences that exist in the two dominant approaches to research on everyday problem solving and aging. The method of investigation used, including the operational definition of problem-solving success, influences the conclusions that are drawn about how everyday problem solving performance changes across the adult half of the life span. This can make it quite challenging to compare outcomes across tasks. 53 Ultimately, though, each technique seeks to characterize the diversity of solutions offered by the population to manage everyday problems. Errors that individuals make while completing well-defined problems can help inform the research and development conducted by those who design consumer products, financial forms, and even home environments by specifying which parameters need to be changed to promote a more user friendly experience for people of all ages. Additionally, the breadth of emotion-focused coping strategies offered by individuals facing challenging interpersonal conflicts can be used to develop age-specific norms that can inform mental health professionals of those strategies that would be most relevant to patients at different points in their life. In their own ways, each technique strives to add more information to the existing literature on ways that people of all ages can elevate their sense of well-being while continuing to maintain their autonomy and social functioning.

Contextual factors that contribute to age differences in everyday problem solving

Over the past two decades, researchers have recognized that everyday problem solving can be influenced by many person-specific (e.g., sensory abilities and level of cognitive functioning) and age-typical (e.g., communion-oriented goals or time constraints imposed by thoughts about the end of life) contextual factors. Consequently, the literature is replete with examples of studies that attempt to measure the correlational impact of contextual factors on everyday functioning or that directly manipulate context to track how such interventions affect solution quality and strategy preference. These studies are valuable to the field because they inform practitioners (e.g., medical doctors, nurses, rehabilitation therapists, mental health professionals, and financial advisors) about the roles that cognitive ability and personal motivation play in driving adult decision making. Earlier, it was already noted that cognitive functioning predicts everyday problem-solving performance. 25 , 28 , 33 In fact, recent research suggests that individual differences in cognitive functioning mediate the relationship between poor health status and poor everyday problem-solving performance. 47 Some possible factors that underlie this mediation effect include wide variation (or inconsistency) in response time and age-associated decline in sensory abilities. 54 – 56 These findings tie back to Baltes' hypothesis that we become most susceptible to functional deficits in old age when our neurological architecture degrades to the point where we have difficulty implementing the knowledge that we have gained from our past experiences as we cope with current obstacles to our goals. 20 Consistent with the idea that our own personal goals and our appraisals of problems matter and shape our choices, other researchers have proceeded forward knowing that, although cognitive ability can factor into everyday problem-solving performance, personal relevance and social context also influence how we solve everyday problems. Figure 1 illustrates the mediating role that social context can have on everyday problem-solving performance.

Contextual factors that influence solution implementation in everyday problem-solving tasks.

When faced with a challenge that is not personally meaningful to us, it is reasonable to expect that our feelings of self-efficacy toward our solutions might be less than they would have otherwise been if we were faced with a problem that was more relevant to our own personal history. This prediction is supported by the work of Artistico et al ., who identified that age differences in everyday problem-solving performance map on to the divergent feelings of self-efficacy held by young and older adults when solving problems that either were age relevant or were not relevant to their own age group. 57 , 58 Problems that are more relevant to our current stage of life might be easier to resolve because (a) the problem's context may be more familiar to use, (b) solutions to past similar problems are still accessible, and (c) our peers may also be familiar with these problems and could offer instrumental and emotional support. Intuitively, how much personal experience we have with a given problem should predict how successful we are at solving it. However, Berg et al . have found that experience with the problem itself matters less in producing age differences in everyday problem solving than does the heuristic-oriented (or experiential-based) reasoning implemented by older adults and not younger adults when completing problem solving tasks. 59 Specifically, Berg et al . demonstrated that older adults may be less motivated than young adults to produce as exhaustive of a list of potential solutions to problems or to consider as much information when generating solutions. This behavioral tendency of older adults has appeared in decision making research over the past 20 years and is discussed throughout this review volume. Ultimately, future research will continue to examine whether this practice is being driven by cognitive decline or by a fundamental shift in the reward structure that motivates decisions in the latter half of life. 60 – 62

The impact that personal relevance has on everyday problem solving may stem from how it facilitates several other appraisal processes that force us to examine the contextual features of problems in more details. Specifically, we have to assess what may be the source of a problem (e.g., domain and cause), our goals for coping with the problem, and the types of solutions that may lead to the best outcomes for the problem. Blanchard-Fields and colleagues have identified that younger and older adults choose similar forms of purposeful action- and planning-oriented strategies (also known as problem-focused strategies) when faced with instrumental problems, or problems that merely present some obstacle to the individual who is trying to achieve some personal goal that does not involve other people or relationships, neither directly nor indirectly. 18 , 63 This finding is not surprising given that it is most adaptive to combat the source of the problem directly in these types of situations (e.g., a flat tire on a car or a broken iPod). 64 Interestingly, younger adults are more likely than older adults to use emotion-focused strategies when faced with instrumental problems. 63 This may occur because young people do not have the same personal freedom (e.g., time constraints) and monetary resources at their disposal as older individuals do to invest in clearing obstacles to achievement-oriented problems. If you cannot do something to resolve the problem yourself, you may have to depend on others for assistance. Consequently, passive dependence or attempts to avoid or deny the existence of the obstacle can be an effective way to reduce the disappointment or frustration that one experiences when a goal is thwarted. 18 Developmentally, we would expect young and older adults to offer different solutions to instrumental problems.

Likewise, when faced with interpersonal problems, we might predict that how one responds may depend upon where they currently fall along the developmental spectrum. Early in life, individuals are focused on gathering information, seeking novel experiences, and meeting new people. In the latter half of life, however, the focus shifts toward investing resources in our current relationships to maintain strong socioemotional bonds. 15 , 64 This means that young adults have more social capital to spare and can afford to engage in more argumentative or confrontational strategies for resolving interpersonal problems than can older adults. 65 Whereas young adults focus on balancing short-term negativity with long-term happiness, older adults are focused on being happy today. Simply put, older adults are more likely than young adults to focus on strategies that squelch those negative emotions that are toxic or threaten relationships because they do not have as much time left in life to enjoy these relationships. 15 , 18 For example, in a seminal paper in everyday problem solving and aging, Blanchard-Fields and colleagues found that older adults were more likely thanyoung adults to engage inavoidant-denial strategies when faced with interpersonal problems that were emotionally evocative. 66 Older adults appear to be more keenly aware of when it is important to step away from a conflict to cool off and when it is valuable to delay reacting so as to avoid from fanning the flames. 52 , 67 Consistent with this interpretation, older adults have been found to experience less anger during interpersonal conflicts. 68 , 69 More-over, from middle adulthood through old age, there is a greater emphasis placed on secondary control striving, or the need to internally regulate our reactivity to an environment that might fall outside of our control. 70 With respect to interpersonal everyday problems, the latter half of life is when we realize that attempting to change the behaviors of others might be counterproductive because doing so might exacerbate conflict. A substantial component of this is recognizing that interpersonal harmony requires working within the boundaries of relationships and considering the mutual goals that we have with our relationship partners.

Future directions

The research reviewed up to this point has highlighted how the methods used to assess everyday problem solving contribute to age differences in everyday problem solving performance. It has also presented some of the factors that are responsible for eliciting age differences in strategy selection when researchers focus on the dynamics of how young and older adults react to everyday problems. With the emergence of socioemotional selectivity theory in cognitive aging, there has been a renewed focus on the role that age differences in goals play in motivating everyday decisions. 15 Specifically, an increased emphasis has been placed on trying to gain a deeper understanding of the ways that emotion regulatory and relational communion goals drive older adults' behavioral tendencies when faced with stress or everyday problems. Strough, Berg, and Sansone were among the first to provide evidence that young and older adults approached interpersonal interactions with different goal sets in mind. 71 Their research suggested that older adults were more supportive of social others than were young adults when pursuing the resolution to everyday problems. They interpreted this to suggest that older adults were more focused on generativity, whereas young adults were focused on independence. What is most remarkable about this finding is that, in old age, when individuals face the greatest potential for cognitive and physical decline as well as thwarted instrumental goals, they realign their priorities in order to provide support to their friends and family. Future research in this field will examine how older adults capitalize on their interpersonal focus to live happy and healthy lives. 72 It will also characterize the relational contexts under which older adults are most at risk for stress or which predispose older adults to health problems.

Emerging from the discussion on how we should define successful everyday problem solving was the recognition that individuals would experience the greatest sense of well-being when they selected problem solving strategies that matched their personal goals for the situation in which they found themselves. 18 , 71 , 73 In other words, if your chosen course of action allowed you to meet your goal for the problem, then you will be successful at resolving that problem. Although shockingly simple in theory, in practice, this perspective creates some challenging methodological and statistical hurdles for the researcher to negotiate. For instance, if you want to assess the match between goals and strategies in real time, you have to collect information on the participant's current goals, carefully distinguishing between short-term interests and longer-term life philosophies. Next, you have to wait for a problem to arise and then track how the participant resolves it. If the problem involves someone else, then you have to determine if there is a match between the goals of both parties involved and then examine the strategies of each individual to see how they contribute to individual and collective goals. Time-sampling studies, which ask people to report their goals, the obstacles that they experience to their goals, their emotional reactions to such obstacles, as well as the strategies that they are using to manage these obstacles are currently in progress. 74 Using archival data from a study in which participants ranging in age from 15 to 84 years were asked to discuss a problem from their own lives, Hoppmann, Coats, and Blanchard-Fields found that younger individuals were most likely to match autonomy goals (e.g., independence of action) with self-focused strategies, whereas older adults matched generativity goals with other-focused strategies. 75 These findings highlight the importance of considering goals when trying to account for why young and older adults may arrive at different resolutions to their problems.

Although numerous studies have examined the types of problem- and emotion-focused coping strategies that young and older adults endorse when faced with everyday problems, few studies have examined the interpersonal interactions that occur between individuals as they collaboratively solve everyday problems. As mentioned earlier, older adults display passive dependent strategies at times during a conflict when action may worsen the negativity experienced by both interaction partners, whereas young adults are willing to be confrontational. For instance, when working with a friend to generate as many solutions as possible to hypothetical interpersonal problems, older adults were more likely than young adults to recommend help seeking and careful planning, whereas young adults were more likely to recommend verbally aggressive self-assertion. 76 In other words, when collaborating with a friend, older adults are more likely than young adults to agree that interpersonally destructive strategies are not the best way to resolve conflict. This may reflect a shared recognition in the importance of reducing the potential for making the problem worse. Aside from looking at the strategies nominated by collaborators, Berg et al . have also examined the ways that collaborators treat one another while working to solve problems. In a study examining how partners in older couples collaboratively coped with prostate cancer, husbands and wives both benefited emotionally from working with one another if they were satisfied with their marriage. 77 In a second study, middle-aged and older married couples were asked to discuss an ongoing conflict and to also collaborate with one another to complete an instrumental planning task. 78 Older couples experienced less negative affect during the conflict if they were satisfied with their marriage. However, contrary to the prediction that older couples may behave more passively toward one another during conflict, older couples did express negativity toward one another (especially wives) during the discussion of their conflict. Additionally, when working on the instrumental task, members of older adult couples were warm when attempting to exert control over their partner during the task. When taken together, these findings suggest that jointly reported marital satisfaction can be important for fostering collaborative efforts between partners when coping with health problems, resolving an interpersonal spat, and even when dealing with the daily chores and errands of everyday life. 79 Future research should continue to examine the dynamic role of partner involvement in everyday problem solving performance to identify which relationship factors are most valuable for predicting long-term health and well-being.

Conclusions

One of the central themes of research examining everyday problem solving across the life span has been to identify the trajectory of change in performance throughout the years as we gain experience and knowledge while simultaneously displaying cognitive and physical declines. The impact of cognitive decline on everyday problem solving is most evident when examining the outcomes of studies that use tasks consisting of well-defined problems. Studies using tasks consisting of ill-defined problems produce mixed evidence of both decline and maintenance, depending on the manner with which problem-solving success is operationally defined. Based on more recent findings, however, it is clear that those individuals in their latter half of life are motivated by interpersonal factors that are important to young people but just are not prioritized to the same degree. Future research needs to further clarify the role that interpersonal interaction plays in promoting successful everyday problem solving. Outside of the lab environment, older adults continue to make autonomous choices while also working interdependently with members of their social network. Although cognitive and physical decline are inevitable to some degree for all of us, it seems that a shared decision space between close partners may go a long way to promote sustained well-being, physical health, and everyday cognition.

Conflicts of interest The author declares no conflicts of interest.