problem solving styles test

Different Problem-Solving Styles: What Type of Problem Solver Are You?

• Post author: Valerie Soleil, B.A., LL.B.
• Post published: November 12, 2019
• Reading time: 10 mins read
• Post category: Self-Improvement / Self-Knowledge & Personality Tests / Success Skills

Problems. Problems. Problems. Life is full of little and big problems, and often it turns out that the big ones are in fact series of little ones. We all come across problems in our lives. It’s how we deal with them that’s interesting. Experts say there are different kinds of problem-solving styles .

Problem-solving is human

Problems seem like something to avoid. But in reality, they are unavoidable. Look a little closer and life is just one of those big problems full of little, unavoidable problems.

Most of us even go out of our way to find problems . Some add drama to their romantic lives to keep it spicy. Others buy crossword books or start a small business in the evenings outside of their regular work. Not for love, prizes, or riches – but the challenge.

Problem-solving is a survival tool . Perhaps we evolved it instead of claws or telepathy. Our ancestors figured how to survive the cold and eat practically – and later, healthily. Individuals learn how to use tools, achieving with our minds and environments. All of which we couldn’t achieve with just a dumb body. Communities, governments, the businesses that put food on our table. They all come together to solve problems.

Some even say that problem-solving is the primary design attribute of the human brain. As all this problem-solving got more sophisticated, that’s when we evolved to start creating problems to keep our brains fit. Just think of that crossword puzzle.

Solving problems regularly may even boost our chances of ‘survival’ by helping stave off dementia. Although science is still mixed on this. Certainly, problem-solving as part of a concerted effort towards more mental and physical exercise can extend brain function in old age. Even if can’t be shown to prevent Alzheimer’s.

But how about in our daily lives as professionals, parents, and carers? How can you boost your ability to navigate the obstacles that arise each day? Figuring out what type of problem-solver you are in the first place is a pretty good place to start.

Four Styles of Problem-Solving

Different researchers divide people into different categories of problem-solver depending on their approach. For example, one system divides us into four specific groups :

• Implementors

The Clarifier-type is cautious, methodical, and research-oriented . They ask a lot of questions . It can be a pain to have one in the room with you – but it’s probably safer if you do!

The Ideator is more instinctive . They throw potential solutions around, often without waiting to see where they land. This can be frustrating for colleagues who prefer a methodical approach. Lots of ideas may lack value or may disappear before they can be interrogated. But the ideator often has the spark of genius it requires to break a deadlock situation. To see something that no-one else saw.

The Developer is somewhere between the first two types . They value ideas but they also value the interrogation of those ideas. When they come up with a potential solution, they will quickly move to check it from every angle. Only then will they reject or accept it as the best way ahead.

The Implementor, as the name suggests, finds value a little further along in the process . They may egg the team on during ideation and development because they just want to try things out. They will – to use the common sporting analogy – take the ball and run with it.

Three Styles of Problem-Solving

Another method of looking at types like these reduces them to just three different problem-solvers :

• Inconsistent

Clearly, from the names alone, there is some overlap with the first type system. But this second way of looking at things is perhaps a bit more critical. It offers methods of improvement to each type.

For example, the Clarifier-Ideator-Developer-Implementor styles suggest the ideal configuration for a problem-solving team . However, none are considered a ‘better’ one to be than the others.

Therefore, the Intuitive-Inconsistent-Systematic system is more of a value judgement. A purely intuitive problem-solver, the system suggests, can eventually become a systematic type if they work hard enough at it.

What does that work involve? Well, first you have to figure out which type you are. (Hint: check the infographic at the foot of this article).

Intuitive Type of Problem-Solver

If you depend on your instincts, throw yourself straight into actioning a solution before doing your research or testing. Also, if you have a tendency to try to do it all yourself without consulting others – you’re the intuitive type .

Inconsistent Type of Problem-Solver

Do you take your time over a problem – sometimes too long – and tend to switch-up your approach very quickly when a solution is not forthcoming? If this is the case, you could be the inconsistent type.

This type borrows techniques from both the intuitive and systematic types, but not always effectively. You have some idea of the most effective way to solve a problem . However, you are easily discouraged from pursuing an approach to its conclusion.

Systematic Type of Problem-Solver

The systematic type is calm, methodical , but driven. Every stage of the decision-making process is given equal weight: research, analysis, ideation, deliberation, and execution. Including assessing how it all went and how to prevent similar problems arising in future.

Weaknesses of the Problem-Solving Styles

Once you’ve figured out your type, it is time to work on your weaknesses.

For the intuitive type, that means getting time-aware.

Also applying yourself more purposefully. The simplest way to get time-aware is to set yourself deadlines for coming up with solutions. How long depends on the problem, of course. Picking a deadline stops you from procrastinating too long. Or failing to get engaged with the issue.

But picking a lower-end deadline – a minimum period to spend on a problem – is also useful for the intuitive type. Refuse to decide until at least (for example) two minutes have passed. Then, hopefully, you will prevent yourself from plunging into a bad idea without giving it the required thought.

How should someone with the intuitive problem-solving style use this time? Methodically! Divide the solution-finding process into stages . Then, try to complete each stage by the given ‘sub-deadline.’ Don’t forget to pencil in time to talk with others about the problem, and your potential solution.

Ask yourself: what is the problem? What are the different factors and elements involved? What are the consequences? How do you feel about the problem? Finally, how does it affect other people?

And of course, once your solution is actioned, don’t just move on. Stop, analyze how effective your solution was and why. Then figure out what to do to prevent the problem arising again – and what to do differently if it does.

The inconsistent problem-solver has a different set of strengths and weaknesses.

They are easily distracted or filled with doubt. Doubt is an important feeling, but without a framework to assess the validity of that doubt, it will only undermine you. How can the inconsistent problem-solver type stay on the straight-and-narrow to an effective solution?

One method is to exclude others from part of the process. Too many conflicting voices can paralyze someone with the inconsistent style of problem-solving. It has been shown that the brainstorming process can be more effective if done alone than in a group. So try to do just that.

Use words or visual cues to prompt inspiration. Write or draw as you work in order. This will concretize your thought process, which is all too vulnerable to evaporating when doubt hits. You can run your ideas past the group once you’ve had a chance to think them through unencumbered.

Another method is to quantify the value of your ideas. For example, say you’ve cooked up three potential solutions to a problem. But, you have no idea which one is best. It is classic inconsistent-type behavior to lose time dithering between all three ideas, lost in indecision .

Instead, write them down in a chart. Then, give each one a score out of 5 according to its strength in whatever categories are relevant to the problem. For example, expense, time, elegance, effort. Add up the scores and see what the numbers tell you to do.

If you’re a systematic problem-solver type, congratulations: you’re the black belt of problem-solvers!

But do black belts stop learning new moves? Like heck they do! There are infinite problem-solving systems for systematic solvers to try. Each works best in different circumstances, and the true problem-solving guru knows how and when to combine elements of different styles.

The CATWOE Approach to Problem-Solving

The CATWOE approach, for example, is quite straightforward (apparently) series of questions with which to interrogate a problem. It is particularly useful in business scenarios.

• C stands for Clients – who does the problem affect?
• A stands for Actors – who will action the solution?
• T for Transformation indicates the change that is needed for the problem to dissolve.
• O is the owner – the person(s) responsible for the solution.
• W is the Worldview – the problem in its wider context
• E stands for Environmental constraints – the physical and social limits to which your solution must adhere).

Final Thoughts

As soon as you have graduated from being an intuitive or inconsistent problem-solver to becoming officially ‘systematic,’ you’ll find a ton of methods like this online and on the advice of your colleagues and mentors. But don’t run before you can walk.

Start by using the infographic below to analyze your problem-solver type . Then power-up your problem-solving style to not just survive but flourish along this long old problem-filled trek we call life.

References :

• https://professional.dce.harvard.edu
• kscddms.ksc.nasa.gov
• www.lifehack.org
• The infographic was brought to us by www.cashnetusa.com

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This Post Has One Comment

A very good insight into the problem-solving techniques and the types. Quite helpful.

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What Kind of Thinker Are You?

FourSight , based in Evanston, Ill., creates training tools to help individuals and teams solve problems. Below is an abridged version of its assessment to identify thinking styles. Complete each sentence by checking what best describes you.

1. I’m most motivated by . . .

a. a need for a clear understanding of the facts.

b. a great idea.

c. an opportunity to perfect an existing solution.

d. a job to do.

2. I learn best through . . .

a. facts, research, data.

b. stories, ideas, concepts.

c. evaluating options.

d. trying things out.

3. I like to spend time . . .

a. working with information.

b. thinking about new possibilities.

c. making things “just right.”

d. testing, prototyping, doing.

Score: How many times did your answer correspond to:

a. ___ b. ___ c. ___ d. ___

Profiles: A high number may suggest a preference for one of these thinking styles.

a. Clarifier: cautious, structured thinker who likes to gather data to understand the reality and to identify problems, gaps and opportunities.

b. Ideator: playful, original thinker who likes to see the “big picture” and make new connections that may break the paradigm.

c. Developer: detailed planner who likes to evaluate and perfect the best version of a solution and anticipate how it will move forward with the most success.

d. Implementer: confident, action-oriented risk taker who likes to learn by doing.

No preference? Many people are not limited to one thinking style. More than 20 percent of respondents select a different letter for each question. Their strength is in moving evenly through the process and harmonizing the group.

Creative Problem-Solving Test

Do you typically approach a problem from many perspectives or opt for the same old solution that worked in the past? In his work on human motivation, Robert E. Franken states that in order to be creative, you need to be able to view things from different perspectives.

Creativity is linked to fundamental qualities of thinking, such as flexibility and tolerance of ambiguity. This Creative Problem-solving Test was developed to evaluate whether your attitude towards problem-solving and the manner in which you approach a problem are conducive to creative thinking.

This test is made up of two types of questions: scenarios and self-assessment. For each scenario, answer according to how you would most likely behave in a similar situation. For the self-assessment questions, indicate the degree to which the given statements apply to you. In order to receive the most accurate results, please answer each question as honestly as possible.

After finishing this test you will receive a FREE snapshot report with a summary evaluation and graph. You will then have the option to purchase the full results for $6.95

This test is intended for informational and entertainment purposes only. It is not a substitute for professional diagnosis or for the treatment of any health condition. If you would like to seek the advice of a licensed mental health professional you can search Psychology Today's directory here .

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How Good Is Your Problem Solving?

© iStockphoto Entienou

Use a systematic approach.

Good problem solving skills are fundamentally important if you're going to be successful in your career.

But problems are something that we don't particularly like.

They're time-consuming.

They muscle their way into already packed schedules.

They force us to think about an uncertain future.

And they never seem to go away!

That's why, when faced with problems, most of us try to eliminate them as quickly as possible. But have you ever chosen the easiest or most obvious solution – and then realized that you have entirely missed a much better solution? Or have you found yourself fixing just the symptoms of a problem, only for the situation to get much worse?

To be an effective problem-solver, you need to be systematic and logical in your approach. This quiz helps you assess your current approach to problem solving. By improving this, you'll make better overall decisions. And as you increase your confidence with solving problems, you'll be less likely to rush to the first solution – which may not necessarily be the best one.

Once you've completed the quiz, we'll direct you to tools and resources that can help you make the most of your problem-solving skills.

How Good Are You at Solving Problems?

Instructions.

For each statement, click the button in the column that best describes you. Please answer questions as you actually are (rather than how you think you should be), and don't worry if some questions seem to score in the 'wrong direction'. When you are finished, please click the 'Calculate My Total' button at the bottom of the test.

Your last quiz results are shown.

You last completed this quiz on , at .

Score Interpretation

Answering these questions should have helped you recognize the key steps associated with effective problem solving.

This quiz is based on Dr Min Basadur's Simplexity Thinking    problem-solving model. This eight-step process follows the circular pattern shown below, within which current problems are solved and new problems are identified on an ongoing basis. This assessment has not been validated and is intended for illustrative purposes only. 

Figure 1 – The Simplexity Thinking Process

Reproduced with permission from Dr Min Basadur from "The Power of Innovation: How to Make Innovation a Part of Life & How to Put Creative Solutions to Work" Copyright ©1995

Below, we outline the tools and strategies you can use for each stage of the problem-solving process. Enjoy exploring these stages!

Step 1: Find the Problem

(Questions 7, 12)

Some problems are very obvious, however others are not so easily identified. As part of an effective problem-solving process, you need to look actively for problems – even when things seem to be running fine. Proactive problem solving helps you avoid emergencies and allows you to be calm and in control when issues arise.

These techniques can help you do this:

• PEST Analysis   helps you pick up changes to your environment that you should be paying attention to. Make sure too that you're watching changes in customer needs and market dynamics, and that you're monitoring trends that are relevant to your industry.
• Risk Analysis   helps you identify significant business risks.
• Failure Modes and Effects Analysis   helps you identify possible points of failure in your business process, so that you can fix these before problems arise.
• After Action Reviews   help you scan recent performance to identify things that can be done better in the future.
• Where you have several problems to solve, our articles on Prioritization   and Pareto Analysis   help you think about which ones you should focus on first.

Step 2: Find the Facts

(Questions 10, 14)

After identifying a potential problem, you need information. What factors contribute to the problem? Who is involved with it? What solutions have been tried before? What do others think about the problem?

If you move forward to find a solution too quickly, you risk relying on imperfect information that's based on assumptions and limited perspectives, so make sure that you research the problem thoroughly.

Step 3: Define the Problem

(Questions 3, 9)

Now that you understand the problem, define it clearly and completely. Writing a clear problem definition forces you to establish specific boundaries for the problem. This keeps the scope from growing too large, and it helps you stay focused on the main issues.

A great tool to use at this stage is CATWOE   . With this process, you analyze potential problems by looking at them from six perspectives, those of its Customers; Actors (people within the organization); the Transformation, or business process; the World-view, or top-down view of what's going on; the Owner; and the wider organizational Environment. By looking at a situation from these perspectives, you can open your mind and come to a much sharper and more comprehensive definition of the problem.

Cause and Effect Analysis   is another good tool to use here, as it helps you think about the many different factors that can contribute to a problem. This helps you separate the symptoms of a problem from its fundamental causes.

Step 4: Find Ideas

(Questions 4, 13)

With a clear problem definition, start generating ideas for a solution. The key here is to be flexible in the way you approach a problem. You want to be able to see it from as many perspectives as possible. Looking for patterns or common elements in different parts of the problem can sometimes help. You can also use metaphors   and analogies to help analyze the problem, discover similarities to other issues, and think of solutions based on those similarities.

Traditional brainstorming   and reverse brainstorming   are very useful here. By taking the time to generate a range of creative solutions to the problem, you'll significantly increase the likelihood that you'll find the best possible solution, not just a semi-adequate one. Where appropriate, involve people with different viewpoints to expand the volume of ideas generated.

Don't evaluate your ideas until step 5. If you do, this will limit your creativity at too early a stage.

Step 5: Select and Evaluate

(Questions 6, 15)

After finding ideas, you'll have many options that must be evaluated. It's tempting at this stage to charge in and start discarding ideas immediately. However, if you do this without first determining the criteria for a good solution, you risk rejecting an alternative that has real potential.

Decide what elements are needed for a realistic and practical solution, and think about the criteria you'll use to choose between potential solutions.

Paired Comparison Analysis   , Decision Matrix Analysis   and Risk Analysis   are useful techniques here, as are many of the specialist resources available within our Decision-Making section . Enjoy exploring these!

Step 6: Plan

(Questions 1, 16)

You might think that choosing a solution is the end of a problem-solving process. In fact, it's simply the start of the next phase in problem solving: implementation. This involves lots of planning and preparation. If you haven't already developed a full Risk Analysis   in the evaluation phase, do so now. It's important to know what to be prepared for as you begin to roll out your proposed solution.

The type of planning that you need to do depends on the size of the implementation project that you need to set up. For small projects, all you'll often need are Action Plans   that outline who will do what, when, and how. Larger projects need more sophisticated approaches – you'll find out more about these in the Mind Tools Project Management section. And for projects that affect many other people, you'll need to think about Change Management   as well.

Here, it can be useful to conduct an Impact Analysis   to help you identify potential resistance as well as alert you to problems you may not have anticipated. Force Field Analysis   will also help you uncover the various pressures for and against your proposed solution. Once you've done the detailed planning, it can also be useful at this stage to make a final Go/No-Go Decision   , making sure that it's actually worth going ahead with the selected option.

Step 7: Sell the Idea

(Questions 5, 8)

As part of the planning process, you must convince other stakeholders that your solution is the best one. You'll likely meet with resistance, so before you try to “sell” your idea, make sure you've considered all the consequences.

As you begin communicating your plan, listen to what people say, and make changes as necessary. The better the overall solution meets everyone's needs, the greater its positive impact will be! For more tips on selling your idea, read our article on Creating a Value Proposition   and use our Sell Your Idea   Bite-Sized Training session.

Step 8: Act

(Questions 2, 11)

Finally, once you've convinced your key stakeholders that your proposed solution is worth running with, you can move on to the implementation stage. This is the exciting and rewarding part of problem solving, which makes the whole process seem worthwhile.

This action stage is an end, but it's also a beginning: once you've completed your implementation, it's time to move into the next cycle of problem solving by returning to the scanning stage. By doing this, you'll continue improving your organization as you move into the future.

Problem solving is an exceptionally important workplace skill.

Being a competent and confident problem solver will create many opportunities for you. By using a well-developed model like Simplexity Thinking for solving problems, you can approach the process systematically, and be comfortable that the decisions you make are solid.

Given the unpredictable nature of problems, it's very reassuring to know that, by following a structured plan, you've done everything you can to resolve the problem to the best of your ability.

This site teaches you the skills you need for a happy and successful career; and this is just one of many tools and resources that you'll find here at Mind Tools. Subscribe to our free newsletter , or join the Mind Tools Club and really supercharge your career!

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Comments (220)

• Over a month ago Sonia_H wrote Hi PANGGA, This is great news! Thanks for sharing your experience. We hope these 8 steps outlined will help you in multiple ways. ~Sonia Mind Tools Coach
• Over a month ago PANGGA wrote Thank you for this mind tool. I got to know my skills in solving problem. It will serve as my guide on facing and solving problem that I might encounter.
• Over a month ago Sarah_H wrote Wow, thanks for your very detailed feedback HardipG. The Mind Tools team will take a look at your feedback and suggestions for improvement. Best wishes, Sarah Mind Tools Coach

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KAI measures style of problem solving and creativity. It is available both online and as a paper form, and is used:

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About problem solving styles.

Knowledge of style is important in education in a number of ways. It contributes to adults’ ability to work together effectively in teams and in large groups.  It provides information that helps educators understand their own personal strengths and how to put them to work as effectively as possible across many tasks and challenges. It helps educators communicate more effectively with each other, but also with parents, community members, and, of course, with students.  In addition to its importance for adults, style can also be important in designing and differentiating instruction.

The VIEW Model

Our approach to problem solving style (the VIEW model) represents and assesses three dimensions and six specific styles that are unique and important in understanding and guiding the efforts of individuals and groups to manage their creative problem solving and change management as effectively as possible.

Orientation to Change

The first VIEW dimension involves your preferences in two general styles for managing change and solving problems creatively. We identify this as “Orientation to Change;” its two contrasting styles are the “Explorer” and the “Developer.” Explorers thrive on and seek out novelty and original ideas (“thinking out of the box”), and they may find externally imposed procedures and structures confining and limiting to their imagination and energy. Developers are concerned with practical applications and the reality of the task, and they use their creative and critical thinking in ways that are clearly recognized by others as being helpful and valuable. They’re good at finding workable possibilities and guiding them to successful implementation. They are creative in “thinking better inside the box.”

Manner of Processing

The second dimension of VIEW, Manner of Processing describes the person’s preference for working externally (i.e., with other people throughout the process) or internally (i.e., thinking and working alone before sharing ideas with others) when managing change and solving problems.

Ways of Deciding

The third dimension of VIEW describes the major emphasis the person gives to people (i.e., maintaining harmony and interpersonal relationships) or to tasks (i.e., emphasizing logical, rational, and appropriate decisions) when making decisions during problem solving or when managing change.

Through our research and development efforts, our instrument, VIEW: An Assessment of Problem Solving Style, translates the VIEW model of style into measurable dimensions. The VIEW assessment is a practical and useful tool for anyone who wishes to understand his or her own approach to change or problem solving. Contact us for more information about the VIEW instrument.

Practical Applications of VIEW

Understanding problem solving styles can be helpful in many ways to individuals, teams, small groups, and organizations. VIEW: An Assessment of Problem Solving Style is a carefully researched, but simple and easy-to-use tool that can enable people to understand their style preferences and to use that knowledge in many powerful ways. 

These pages illustrate briefly a variety of practical applications of the VIEW assessment that cut across many settings or contexts (including, for example: large, global organizations; smaller business and professional settings; educational institutions, hospitals, religious organizations, arts organizations, or other non-profits). 

VIEW can be a valuable tool for individuals who are concerned with understanding their personal style preferences and improving their problem solving effectiveness, for teams or groups who need to work together successfully, and to organizations in their efforts to build a constructive work climate, to recognize and value diversity, and to manage change for long-term success. 

Click on any of the following ten applications of VIEW to see examples for that area. (You may also click here to Download a PDF file with all the applications examples in one file.)

• Improving Problem Solving
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Click here for advanced online resources in PDF format that deal with applications of the VIEW Problem Solving Style model. These resources are available at a reasonable cost for immediate download. The cost of each one includes permission to duplicate the file for up to three other individuals at no additional charge.

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Problem-Solving Style Questionnaire

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Here in this post, we are sharing the  “Problem-Solving Style Questionnaire”.  You can read psychometric and Author information.  We have thousands of Scales and questionnaires in our collection ( See Scales and Questionnaires ). You can demand us any scale and questionnaires related to psychology through our community , and we will provide you with a short time. Keep visiting  Psychology Roots .

About Problem-Solving Style Questionnaire

Author details.

Thomas Cassidy and Christopher Long Parker

(I still confuse between above two. Some Resources mention 1st one and some on second one. Hope as researcher you can help to verify this)

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Background/Description

The Problem-Solving Style Questionnaire (PSSQ) is a self -report questionnaire that measures four dimensions of problem-solving style: sensing, intuitive, feeling, and thinking. It was developed by Thomas Cassidy and Christopher Long in 1996, based on Carl Jung ’s theory of psychological types.

The PSSQ is a widely used instrument for assessing problem-solving style in a variety of settings, including educational institutions, workplaces, and counseling offices. It has been shown to be a reliable and valid measure of problem-solving style, and it has been used in numerous research studies to investigate the relationship between problem-solving style and other variables, such as academic achievement , job performance, and mental health.

The PSSQ is a relatively short instrument, consisting of 20 items with five items for each dimension. Respondents rate each item on a five-point Likert scale, from 1 (strongly disagree) to 5 (strongly agree). The scores for each dimension are then summed to create a total score for that dimension.

The following is a brief interpretation of the four PSSQ dimensions:

• Sensing: People with a high sensing problem-solving style prefer to learn through concrete experiences and focus on practical details. They may also be good at hands-on tasks and troubleshooting problems.
• Intuitive: People with a high intuitive problem-solving style prefer to learn through abstract concepts and theories and focus on the big picture. They may also be good at thinking creatively and coming up with new ideas.
• Feeling: People with a high feeling problem-solving style prefer to make decisions based on personal values and emotions. They may also be good at empathizing with others and considering their needs .
• Thinking: People with a high thinking problem-solving style prefer to make decisions based on logic and objective reasoning. They may also be good at analyzing information and identifying patterns and trends.

It is important to note that everyone has a unique combination of problem-solving styles. There is no one “best” problem-solving style. The best way to solve a problem is to use the style that is most effective for the specific situation.

The PSSQ can be used in a variety of ways. It can be used to help individuals understand their own problem-solving style and to develop strategies for improving their problem-solving skills. It can also be used to identify individuals who may need additional support in problem-solving.

For example, a student who has a high intuitive problem-solving style may benefit from learning how to break down complex problems into smaller steps. A student who has a high sensing problem-solving style may benefit from learning how to see the big picture and generate ideas.

The PSSQ can also be used in the workplace to help employees understand their own problem-solving style and to develop teams with a variety of problem-solving styles. This can lead to more effective problem-solving and better decision-making.

Administration, Scoring and Interpretation

The Problem-Solving Style Questionnaire (PSSQ) can be administered in a variety of settings, including educational institutions, workplaces, and counseling offices. It is a relatively short instrument, so it can be administered individually or in groups.

To administer the PSSQ, simply provide respondents with a copy of the questionnaire and instruct them to read each item carefully and rate it on a five-point Likert scale, from 1 (strongly disagree) to 5 (strongly agree). Once respondents have completed the questionnaire, collect the questionnaires and score them.

To score the PSSQ, simply sum the responses to the five items for each dimension. The total score for each dimension ranges from 5 to 25. Higher scores indicate a stronger preference for that problem-solving style.

Here are some additional tips for administering the PSSQ:

• Provide respondents with a quiet and comfortable place to complete the questionnaire.
• Allow respondents enough time to complete the questionnaire without feeling rushed.
• Be sure to answer any questions that respondents may have about the questionnaire.
• Once respondents have completed the questionnaire, thank them for their time.

Reliability and Validity

The Problem-Solving Style Questionnaire (PSSQ) has been shown to be a reliable and valid measure of problem-solving style.

Reliability refers to the consistency of a measure. A reliable measure is one that produces similar results when administered to the same people at different times.

Validity refers to the accuracy of a measure. A valid measure is one that measures what it is intended to measure.

The PSSQ has been shown to be reliable in a number of studies. For example, Cassidy and Long (1996) reported that the PSSQ had a Cronbach’s alpha of .77, which is considered to be a good level of reliability .

The PSSQ has also been shown to be valid in a number of studies. For example, Cassidy and Long (1996) found that the PSSQ scores were correlated with other measures of problem-solving style, such as the Myers-Briggs Type Indicator (MBTI).

In addition, the PSSQ has been used in a number of research studies to investigate the relationship between problem-solving style and other variables, such as academic achievement , job performance, and mental health. The results of these studies suggest that the PSSQ is a valid measure of problem-solving style.

Available Versions

Ghodrati, M., Bavandian, L., Moghaddam, M. M., & Attaran, A. (2014). On the relationship between problem-solving trait and the performance on C-test.  Theory and practice in language studies ,  4 (5), 1093-1100.

Khan, M. J., Younas, T., & Ashraf, S. (2016). Problem Solving Styles as Predictor of Life Satisfaction Among University Students.  Pakistan Journal of Psychological Research ,  31 (1).

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Frequently asked questions.

What is the Problem-Solving Style Questionnaire (PSSQ)? The PSSQ is a self -report questionnaire that measures four dimensions of problem-solving style: sensing, intuitive, feeling, and thinking.

What are the four dimensions of problem-solving style measured by the PSSQ? The four dimensions of problem-solving style measured by the PSSQ are: Sensing, Intuitive, Feeling, and Thinking.

How is the Problem-Solving Style Questionnaire scored? The PSSQ is scored by summing the responses to the five items for each dimension. The total score for each dimension ranges from 5 to 25. Higher scores indicate a stronger preference for that problem-solving style.

What are the benefits of using the Problem-Solving Style Questionnaire? The PSSQ can be used to help individuals and teams understand their problem-solving styles and develop strategies for improving their problem-solving skills. It can also be used to identify individuals who may need additional support in problem-solving.

Is the PSSQ a reliable and valid measure of problem-solving style? Yes, the PSSQ has been shown to be a reliable and valid measure of problem-solving style. It has been used in a number of research studies to investigate the relationship between problem-solving style and other variables, such as academic achievement , job performance, and mental health.

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What are the 5 thinking styles? Understanding different types of thinkers

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• There are five different types of thinkers with their own thinking styles: synthesists, idealists, pragmatists, analysts, and realists.
• Synthesists stand out with their creativity and curiosity; they like to consider different ideas, views, and possibilities.
• Idealists are always setting and working toward big goals—they set the bar high and expect others to do the same.
• Pragmatists take a logical approach to problem-solving; they focus on immediate results, as opposed to long-term effects.
• Analysts are interested in the facts and data points—they have a clear procedure for doing all things.
• Realists are the perfect problem-solvers; tackle problems head-on and don’t feel challenged by your everyday conundrum.

We employ different ways of thinking. Some of us take a creative approach, while others are more analytic; some are focused on the short-term, while others think about the long-term. While we all have unique minds, our tendencies have been summed up into five recognized thinking styles: synthesists, or the creative thinkers; idealists, or the goal-setters; pragmatists, or the logical thinkers; analysts, or the rational intellectuals; and finally, realists, or the perfect problem-solvers. Which type of thinker are you?

Synthesists: The Creative Type of Thinker

Synthesists are largely defined by their creative and curious nature. Instead of leading with logic, they love to explore more abstract ideas. They ask, “What if?” and consider a range of views and possibilities. Some perceive synthesists as being argumentative, as they’re quick to bring attention to opposing views—but these creative thinkers can prevent this perception by first acknowledging others’ ideas before presenting alternatives.

Idealists: The Goal-setting Type of Thinker

Idealists set high standards and are always working toward larger-than-life goals . While others might perceive them as perfectionists, in their minds, they’re simply putting their best foot forward. These individuals are future-oriented, they value teamwork, and they expect everyone to work hard. However, it’s important for idealists to realize that others have their own standards and expectations—which might not match up with the idealist’s standards and expectations.

Pragmatists: The Logical Type of Thinker

Pragmatists don’t waste any time—they take action. They tackle problems logically, step-by step. They’re focused on getting things done, but they aren’t interested in understanding the big picture like idealists are. Rather than considering what’s best in the long-term, they think short-term. While pragmatists get things done, they can benefit from taking a step back and reflecting on big ideas.

Analysts: The Rational/Intellectual Type of Thinker

Analysts work methodically. They gather all of the facts and data, measuring and categorizing along the way. Their personality is rooted in being thorough, accurate, and rational; analysts are always looking for a formula or outlined procedure for solving problems. These individuals tend to discount other ideas, but should open their minds, as other ideas offer unique value.

Realists: The Perfect Problem-solving Type of Thinker

Realists are quick on their feet, and they do whatever it takes to solve the problem at hand. That said, realists bore easily—they don’t feel challenged by everyday problems or stressors as most do. Yet, they want to be challenged. Realists can benefit, like pragmatists, from taking a step back and looking at a problem from different angles. They should take a little more time to gather all of the information that is available to them and find the best solution (which isn’t always the first solution) before acting.

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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.

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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.

Sarathy V. Real world problem-solving .  Front Hum Neurosci . 2018;12:261. doi:10.3389/fnhum.2018.00261

Dunbar K. Problem solving . A Companion to Cognitive Science . 2017. doi:10.1002/9781405164535.ch20

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

Rosenbusch H, Soldner F, Evans AM, Zeelenberg M. Supervised machine learning methods in psychology: A practical introduction with annotated R code . Soc Personal Psychol Compass . 2021;15(2):e12579. doi:10.1111/spc3.12579

Mishra S. Decision-making under risk: Integrating perspectives from biology, economics, and psychology . Personal Soc Psychol Rev . 2014;18(3):280-307. doi:10.1177/1088868314530517

Csikszentmihalyi M, Sawyer K. Creative insight: The social dimension of a solitary moment . In: The Systems Model of Creativity . 2015:73-98. doi:10.1007/978-94-017-9085-7_7

Chrysikou EG, Motyka K, Nigro C, Yang SI, Thompson-Schill SL. Functional fixedness in creative thinking tasks depends on stimulus modality .  Psychol Aesthet Creat Arts . 2016;10(4):425‐435. doi:10.1037/aca0000050

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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."

40 problem-solving techniques and processes

All teams and organizations encounter challenges. Approaching those challenges without a structured problem solving process can end up making things worse.

Proven problem solving techniques such as those outlined below can guide your group through a process of identifying problems and challenges , ideating on possible solutions , and then evaluating and implementing the most suitable .

In this post, you'll find problem-solving tools you can use to develop effective solutions. You'll also find some tips for facilitating the problem solving process and solving complex problems.

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What is problem solving?

Problem solving is a process of finding and implementing a solution to a challenge or obstacle. In most contexts, this means going through a problem solving process that begins with identifying the issue, exploring its root causes, ideating and refining possible solutions before implementing and measuring the impact of that solution.

For simple or small problems, it can be tempting to skip straight to implementing what you believe is the right solution. The danger with this approach is that without exploring the true causes of the issue, it might just occur again or your chosen solution may cause other issues.

Particularly in the world of work, good problem solving means using data to back up each step of the process, bringing in new perspectives and effectively measuring the impact of your solution.

Effective problem solving can help ensure that your team or organization is well positioned to overcome challenges, be resilient to change and create innovation. In my experience, problem solving is a combination of skillset, mindset and process, and it’s especially vital for leaders to cultivate this skill.

What is the seven step problem solving process?

A problem solving process is a step-by-step framework from going from discovering a problem all the way through to implementing a solution.

With practice, this framework can become intuitive, and innovative companies tend to have a consistent and ongoing ability to discover and tackle challenges when they come up.

You might see everything from a four step problem solving process through to seven steps. While all these processes cover roughly the same ground, I’ve found a seven step problem solving process is helpful for making all key steps legible.

We’ll outline that process here and then follow with techniques you can use to explore and work on that step of the problem solving process with a group.

The seven-step problem solving process is:

1. Problem identification 

The first stage of any problem solving process is to identify the problem(s) you need to solve. This often looks like using group discussions and activities to help a group surface and effectively articulate the challenges they’re facing and wish to resolve.

Be sure to align with your team on the exact definition and nature of the problem you’re solving. An effective process is one where everyone is pulling in the same direction – ensure clarity and alignment now to help avoid misunderstandings later.

2. Problem analysis and refinement

The process of problem analysis means ensuring that the problem you are seeking to solve is  the   right problem . Choosing the right problem to solve means you are on the right path to creating the right solution.

At this stage, you may look deeper at the problem you identified to try and discover the root cause at the level of people or process. You may also spend some time sourcing data, consulting relevant parties and creating and refining a problem statement.

Problem refinement means adjusting scope or focus of the problem you will be aiming to solve based on what comes up during your analysis. As you analyze data sources, you might discover that the root cause means you need to adjust your problem statement. Alternatively, you might find that your original problem statement is too big to be meaningful approached within your current project.

Remember that the goal of any problem refinement is to help set the stage for effective solution development and deployment. Set the right focus and get buy-in from your team here and you’ll be well positioned to move forward with confidence.

3. Solution generation

Once your group has nailed down the particulars of the problem you wish to solve, you want to encourage a free flow of ideas connecting to solving that problem. This can take the form of problem solving games that encourage creative thinking or techniquess designed to produce working prototypes of possible solutions. 

The key to ensuring the success of this stage of the problem solving process is to encourage quick, creative thinking and create an open space where all ideas are considered. The best solutions can often come from unlikely places and by using problem solving techniques that celebrate invention, you might come up with solution gold. 

4. Solution development

No solution is perfect right out of the gate. It’s important to discuss and develop the solutions your group has come up with over the course of following the previous problem solving steps in order to arrive at the best possible solution. Problem solving games used in this stage involve lots of critical thinking, measuring potential effort and impact, and looking at possible solutions analytically. 

During this stage, you will often ask your team to iterate and improve upon your front-running solutions and develop them further. Remember that problem solving strategies always benefit from a multitude of voices and opinions, and not to let ego get involved when it comes to choosing which solutions to develop and take further.

Finding the best solution is the goal of all problem solving workshops and here is the place to ensure that your solution is well thought out, sufficiently robust and fit for purpose. 

5. Decision making and planning

Nearly there! Once you’ve got a set of possible, you’ll need to make a decision on which to implement. This can be a consensus-based group decision or it might be for a leader or major stakeholder to decide. You’ll find a set of effective decision making methods below.

Once your group has reached consensus and selected a solution, there are some additional actions that also need to be decided upon. You’ll want to work on allocating ownership of the project, figure out who will do what, how the success of the solution will be measured and decide the next course of action.

Set clear accountabilities, actions, timeframes, and follow-ups for your chosen solution. Make these decisions and set clear next-steps in the problem solving workshop so that everyone is aligned and you can move forward effectively as a group. 

Ensuring that you plan for the roll-out of a solution is one of the most important problem solving steps. Without adequate planning or oversight, it can prove impossible to measure success or iterate further if the problem was not solved. 

6. Solution implementation 

This is what we were waiting for! All problem solving processes have the end goal of implementing an effective and impactful solution that your group has confidence in.

Project management and communication skills are key here – your solution may need to adjust when out in the wild or you might discover new challenges along the way. For some solutions, you might also implement a test with a small group and monitor results before rolling it out to an entire company.

You should have a clear owner for your solution who will oversee the plans you made together and help ensure they’re put into place. This person will often coordinate the implementation team and set-up processes to measure the efficacy of your solution too.

7. Solution evaluation 

So you and your team developed a great solution to a problem and have a gut feeling it’s been solved. Work done, right? Wrong. All problem solving strategies benefit from evaluation, consideration, and feedback.

You might find that the solution does not work for everyone, might create new problems, or is potentially so successful that you will want to roll it out to larger teams or as part of other initiatives. 

None of that is possible without taking the time to evaluate the success of the solution you developed in your problem solving model and adjust if necessary.

Remember that the problem solving process is often iterative and it can be common to not solve complex issues on the first try. Even when this is the case, you and your team will have generated learning that will be important for future problem solving workshops or in other parts of the organization. 

It’s also worth underlining how important record keeping is throughout the problem solving process. If a solution didn’t work, you need to have the data and records to see why that was the case. If you go back to the drawing board, notes from the previous workshop can help save time.

What does an effective problem solving process look like?

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

The format of a workshop ensures that you can get buy-in from your group, encourage free-thinking and solution exploration before making a decision on what to implement following the session.

This Design Sprint 2.0 template is an effective problem solving process from top agency AJ&Smart. It’s a great format for the entire problem solving process, with four-days of workshops designed to surface issues, explore solutions and even test a solution.

Check it for an example of how you might structure and run a problem solving process and feel free to copy and adjust it your needs!

For a shorter process you can run in a single afternoon, this remote problem solving agenda will guide you effectively in just a couple of hours.

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

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

Complete problem-solving methods

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

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

Six Thinking Hats

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

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

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

The Six Thinking Hats   #creative thinking   #meeting facilitation   #problem solving   #issue resolution   #idea generation   #conflict resolution   The Six Thinking Hats are used by individuals and groups to separate out conflicting styles of thinking. They enable and encourage a group of people to think constructively together in exploring and implementing change, rather than using argument to fight over who is right and who is wrong.

Lightning Decision Jam

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

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

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

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

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

Lightning Decision Jam (LDJ)   #action   #decision making   #problem solving   #issue analysis   #innovation   #design   #remote-friendly   It doesn’t matter where you work and what your job role is, if you work with other people together as a team, you will always encounter the same challenges: Unclear goals and miscommunication that cause busy work and overtime Unstructured meetings that leave attendants tired, confused and without clear outcomes. Frustration builds up because internal challenges to productivity are not addressed Sudden changes in priorities lead to a loss of focus and momentum Muddled compromise takes the place of clear decision- making, leaving everybody to come up with their own interpretation. In short, a lack of structure leads to a waste of time and effort, projects that drag on for too long and frustrated, burnt out teams. AJ&Smart has worked with some of the most innovative, productive companies in the world. What sets their teams apart from others is not better tools, bigger talent or more beautiful offices. The secret sauce to becoming a more productive, more creative and happier team is simple: Replace all open discussion or brainstorming with a structured process that leads to more ideas, clearer decisions and better outcomes. When a good process provides guardrails and a clear path to follow, it becomes easier to come up with ideas, make decisions and solve problems. This is why AJ&Smart created Lightning Decision Jam (LDJ). It’s a simple and short, but powerful group exercise that can be run either in-person, in the same room, or remotely with distributed teams.

Problem Definition Process

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

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

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

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

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

The 5 Whys 

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

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

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

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

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

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

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

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

Discovery & Action Dialogue (DAD)

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

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

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

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

Design Sprint 2.0

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

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

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

Open space technology

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

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

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

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

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

Techniques to identify and analyze problems

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

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

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

Let’s take a look!

Fishbone Analysis

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

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

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

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

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

Problem Tree 

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

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

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

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

SWOT Analysis

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

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

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

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

Agreement-Certainty Matrix

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

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

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

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

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

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

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

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

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

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

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

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

The Journalistic Six

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

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

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

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

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

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

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

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

LEGO Challenge

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

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

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

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

What, So What, Now What?

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

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

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

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

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

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

Journalists  

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

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

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

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

Problem-solving techniques for brainstorming solutions

Now you have the context and background of the problem you are trying to solving, now comes the time to start ideating and thinking about how you’ll solve the issue.

Here, you’ll want to encourage creative, free thinking and speed. Get as many ideas out as possible and explore different perspectives so you have the raw material for the next step.

Looking at a problem from a new angle can be one of the most effective ways of creating an effective solution. TRIZ is a problem-solving tool that asks the group to consider what they must not do in order to solve a challenge.

By reversing the discussion, new topics and taboo subjects often emerge, allowing the group to think more deeply and create ideas that confront the status quo in a safe and meaningful way. If you’re working on a problem that you’ve tried to solve before, TRIZ is a great problem-solving method to help your team get unblocked.

Making Space with TRIZ   #issue analysis   #liberating structures   #issue resolution   You can clear space for innovation by helping a group let go of what it knows (but rarely admits) limits its success and by inviting creative destruction. TRIZ makes it possible to challenge sacred cows safely and encourages heretical thinking. The question “What must we stop doing to make progress on our deepest purpose?” induces seriously fun yet very courageous conversations. Since laughter often erupts, issues that are otherwise taboo get a chance to be aired and confronted. With creative destruction come opportunities for renewal as local action and innovation rush in to fill the vacuum. Whoosh!

Mindspin  

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

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

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

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

The Creativity Dice

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

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

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

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

Idea and Concept Development

Brainstorming without structure can quickly become chaotic or frustrating. In a problem-solving context, having an ideation framework to follow can help ensure your team is both creative and disciplined.

In this method, you’ll find an idea generation process that encourages your group to brainstorm effectively before developing their ideas and begin clustering them together. By using concepts such as Yes and…, more is more and postponing judgement, you can create the ideal conditions for brainstorming with ease.

Idea & Concept Development   #hyperisland   #innovation   #idea generation   Ideation and Concept Development is a process for groups to work creatively and collaboratively to generate creative ideas. It’s a general approach that can be adapted and customized to suit many different scenarios. It includes basic principles for idea generation and several steps for groups to work with. It also includes steps for idea selection and development.

Problem-solving techniques for developing and refining solutions 

The success of any problem-solving process can be measured by the solutions it produces. After you’ve defined the issue, explored existing ideas, and ideated, it’s time to develop and refine your ideas in order to bring them closer to a solution that actually solves the problem.

Use these problem-solving techniques when you want to help your team think through their ideas and refine them as part of your problem solving process.

Improved Solutions

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

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

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

Four Step Sketch

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

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

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

Ensuring that everyone in a group is able to contribute to a discussion is vital during any problem solving process. Not only does this ensure all bases are covered, but its then easier to get buy-in and accountability when people have been able to contribute to the process.

1-2-4-All is a tried and tested facilitation technique where participants are asked to first brainstorm on a topic on their own. Next, they discuss and share ideas in a pair before moving into a small group. Those groups are then asked to present the best idea from their discussion to the rest of the team.

This method can be used in many different contexts effectively, though I find it particularly shines in the idea development stage of the process. Giving each participant time to concretize their ideas and develop them in progressively larger groups can create a great space for both innovation and psychological safety.

1-2-4-All   #idea generation   #liberating structures   #issue analysis   With this facilitation technique you can immediately include everyone regardless of how large the group is. You can generate better ideas and more of them faster than ever before. You can tap the know-how and imagination that is distributed widely in places not known in advance. Open, generative conversation unfolds. Ideas and solutions are sifted in rapid fashion. Most importantly, participants own the ideas, so follow-up and implementation is simplified. No buy-in strategies needed! Simple and elegant!

15% Solutions

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

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

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

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

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

Problem-solving techniques for making decisions and planning

After your group is happy with the possible solutions you’ve developed, now comes the time to choose which to implement. There’s more than one way to make a decision and the best option is often dependant on the needs and set-up of your group.

Sometimes, it’s the case that you’ll want to vote as a group on what is likely to be the most impactful solution. Other times, it might be down to a decision maker or major stakeholder to make the final decision. Whatever your process, here’s some techniques you can use to help you make a decision during your problem solving process.

How-Now-Wow Matrix

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

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

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

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

Impact and Effort Matrix

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

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

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

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

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

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

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

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

Straddling the gap between decision making and planning, MoSCoW is a simple and effective method that allows a group team to easily prioritize a set of possible options.

Use this method in a problem solving process by collecting and summarizing all your possible solutions and then categorize them into 4 sections: “Must have”, “Should have”, “Could have”, or “Would like but won‘t get”.

This method is particularly useful when its less about choosing one possible solution and more about prioritorizing which to do first and which may not fit in the scope of your project. In my experience, complex challenges often require multiple small fixes, and this method can be a great way to move from a pile of things you’d all like to do to a structured plan.

MoSCoW   #define intentions   #create   #design   #action   #remote-friendly   MoSCoW is a method that allows the team to prioritize the different features that they will work on. Features are then categorized into “Must have”, “Should have”, “Could have”, or “Would like but won‘t get”. To be used at the beginning of a timeslot (for example during Sprint planning) and when planning is needed.

When it comes to managing the rollout of a solution, clarity and accountability are key factors in ensuring the success of the project. The RAACI chart is a simple but effective model for setting roles and responsibilities as part of a planning session.

Start by listing each person involved in the project and put them into the following groups in order to make it clear who is responsible for what during the rollout of your solution.

• Responsibility  (Which person and/or team will be taking action?)
• Authority  (At what “point” must the responsible person check in before going further?)
• Accountability  (Who must the responsible person check in with?)
• Consultation  (Who must be consulted by the responsible person before decisions are made?)
• Information  (Who must be informed of decisions, once made?)

Ensure this information is easily accessible and use it to inform who does what and who is looped into discussions and kept up to date.

RAACI   #roles and responsibility   #teamwork   #project management   Clarifying roles and responsibilities, levels of autonomy/latitude in decision making, and levels of engagement among diverse stakeholders.

Problem-solving warm-up activities

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

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

Check-in / Check-out

Solid processes are planned from beginning to end, and the best facilitators know that setting the tone and establishing a safe, open environment can be integral to a successful problem-solving process. Check-in / Check-out is a great way to begin and/or bookend a problem-solving workshop. Checking in to a session emphasizes that everyone will be seen, heard, and expected to contribute. 

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

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

Doodling Together  

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

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

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

Show and Tell

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

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

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

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

Constellations

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

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

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

Draw a Tree

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

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

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

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

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

Closing activities for a problem-solving process

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

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

One Breath Feedback

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

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

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

Who What When Matrix 

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

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

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

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

Response cards

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

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

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

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

Tips for effective problem solving

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

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

Clearly define the problem

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

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

Don’t jump to conclusions

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

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

Try different approaches  

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

Don’t take it personally 

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

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

Get the right people in the room

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

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

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

Create psychologically safe spaces for discussion

Identifying a problem accurately also requires that all members of a group are able to contribute their views in an open and safe manner.

It can be tough for people to stand up and contribute if the problems or challenges are emotive or personal in nature. Try and create a psychologically safe space for these kinds of discussions and where possible, create regular opportunities for challenges to be brought up organically.

Document everything

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

Bring a facilitator 

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

Develop your problem-solving skills

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

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

Design a great agenda

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

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

Save time and effort creating an effective problem solving process

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

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

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

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

Over to you

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

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

thank you very much for these excellent techniques

Certainly wonderful article, very detailed. Shared!

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

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Cognitive style test

The cognitive styles assessment is a scientifically validated tool.

By taking the cognitive styles assessment, you will gain a better understanding of your cognitive strengths and weaknesses, allowing you to make informed decisions and improve your performance.

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How it works, what's inside get immediate feedback by measuring these traits in you, assessment insights, scientific and empirical foundations.

Development of the cognitive styles concept: Witkin, H. A., Oltman, P. K., Raskin, E., & Karp, S. A. (1971). A manual for the Group Embedded Figures Test. Palo Alto, CA: Consulting Psychologists Press. Cognitive styles and learning strategies: Pask, G. (1976). Styles and strategies of learning. British Journal of Educational Psychology, 46(2), 128-148. Cognitive styles and collaboration: Kozhevnikov, M. (2007). Cognitive styles in the context of modern psychology: Toward an integrated framework of cognitive style. Psychological Bulletin, 133(3), 464-481. Cognitive styles and communication: Zhang, L. F. (2003). Does the big five predict learning approaches? Personality and Individual Differences, 34(8), 1431-1446. Cognitive styles and team performance: Sternberg, R. J., & Zhang, L. F. (Eds.). (2001). Perspectives on thinking, learning, and cognitive styles. Mahwah, NJ: Lawrence Erlbaum Associates. Cognitive styles and personal growth: Messick, S. (1976). Individuality in learning: Implications of cognitive styles and creativity for human development. San Francisco, CA: Jossey-Bass.

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Group Styles Inventory

The Group Styles Inventory is the only research-based tool that provides a valid and reliable measure of how people in groups interact with each other and work as a team to solve problems.

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About this Test

The Group Styles Inventory is the only research-based tool that provides a valid and reliable measure of how people in groups interact with each other and work as a team to solve problems.   Before you invest the time and money to train a new employee, test your applicants for skills like:

• Communication Skills
• Interpersonal Skills
• Team Skills
• Problem Solving Skills

This test provides the answers you need to make informed hiring and promotion decisions.

Want more information about this test?   Get it now.  Please REQUEST MORE INFO and we’ll reply promptly.

Not the perfect fit?   No problem.  We have many similar tests to choose from.  See alternatives in the TEAMWORK category section of our site.

See the Survival Simulations Series of team building assessments too.  The GSI is highly recommended for us in conjunction with those assessments.

Develop consensus decision-making skills and promote constructive team environments with the Group Styles Inventory ™ .  The GSI provides team members with visual, experiential learning on how Constructive group styles lead to superior solutions.

The  Group Styles Inventory  (GSI) is the only research-based tool that provides a valid and reliable measure of how people in groups interact with each other and work as a team to solve problems.

WHAT IS THE GSI?

Developed by Drs. Robert A. Cooke and J. Clayton Lafferty, the Group Styles Inventory (GSI) is an assessment of the way in which team members interact with one another and approach problems when working together. Four of the styles measured by the GSI are Constructive and facilitate high-quality problem solving and decision making. Eight of the styles are Defensive (Passive and Aggressive) and detract from effective performance.  Thus, the GSI enables teams to analyze their styles and identify practical strategies for enhancing their overall effectiveness.

Extensively researched and internationally proven, this assessment provides group members with a ‘safe’ way to talk about their behavior and how it affects the group’s performance. Through highlighting styles of interactions that are helping or hindering their teamwork, it empowers them to change the way they approach problems and interact with each other — leading to better cooperation, communication and consensus, more innovative thinking, and higher quality solutions.

How it works

The Group Styles Inventory™ is designed for both temporary and permanent groups that are responsible for solving problems and making decisions. It can be completed by team members after they have solved a problem (to identify the behaviours that facilitated or inhibited their performance) or mid-way through solving a problem (to identify and practice more effective ways of interacting with one another and approaching the problem).   The GSI can be used with our survival simulations, our business simulations, or an organizational problem that the team is currently confronting.  Team members score their own surveys and profile their individual and combined results on the Circumplex provided. The GSI Participant Guide helps them to interpret their team’s results and identify strategies for improvement.

The GSI takes approximately 15 minutes to complete.  An additional 10 to 15 minutes is needed for participants to score and profile their results.

The use of the Group Styles Inventory™ involves four major steps:

• Individual group members respond to 72 statements describing the styles exhibited by the group while solving a problem plus a few questions focusing on team effectiveness, solution acceptance, solution quality, and team synergy. This takes about 15 minutes.
• The team members score their own surveys and profile their individual results on the included Circumplex to provide a picture of their own perceptions of the group and its styles. This takes 10 to 15 minutes.
• The descriptions of members are combined to generate an aggregated profile displaying the group’s styles and a bar chart summarizing their collective assessments of performance.
• Participants meet with their teams and, using their GSI Development, develop effective strategies to use going forward.

The data can also be collected and processed electronically. The Group Styles Inventory Leader’s Guide and Workshops provide information on developmental activities to help teams use its insights to Constructively change the way team members think, behave, and interact.

Complementary tools

We recommend that you use the GSI in conjunction with the   Life Styles Inventory™  and  Organizational Culture Inventory ® .  Together, they provide an integrated approach to developing Constructive personal styles, group interactions, and organizational cultural norms. You can also use the GSI for team development in combination with the Survival Simulation series .. Ask us about other exercises, such as Coach  and the  Observer’s Guide,  for providing groups with feedback on their interpersonal and rational processes.

The benefits for your organization

The Group Styles Inventory is an excellent tool for helping teams and groups solve problems more effectively. It’s particularly valuable for team development initiatives, such as:

• measuring and monitoring team performance
• creating a team environment that encourages innovation and idea-sharing
• sharpening team members’ analytical skills
• developing consensus-based decision making
• achieving synergy and higher quality and acceptance of group decisions

Make the Group Styles Inventory part of your drive for change

While not mandatory, the Group Styles Inventory is best applied by someone who as completed the General Certification Workshop. We offer two options:

• An experienced consultant can help you to use the GSI and implement the change you seek. Simply contact us to find a consultant who’s right for the teams and organization you’re working with.
• You can do-it-yourself. By attending our General Certification Workshop, participants learn how to apply the GSI and properly administer follow-up exercises. To get started, ask us how to register for the General Certification Workshop.

The Group Styles Inventory assessment is a registered trademark of Human Synergistics®, Inc.

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The Basadur Profile. Measure the cognitive diversity and different innovative thinking styles on your teams.

Do you want your teams to have more empathy for how they think differently, would you like to understand why some people on a team may be in conflict with each other, do your teams get stuck or fail to get things done.

The Basadur Profile is a proven assessment tool validated by research that provides insight to how people and teams prefer to think during the innovative process. By identifying these preferred styles, team members can develop a more open mind to their perception of others as well as the various mindsets required to be successful in innovation.  

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Discover the innovation styles & cognitive diversity of your team today!

How the profile works.

The first thing the Basadur Profile does is recognize that different people have different capabilities. Depending on the individual, one person’s approach to problem-solving and innovative thinking will be different to someone else’s. 

Some people’s strengths lie in initiating new projects and opportunities, and actively seeking out problems that need solving. Others are at their best when defining and understanding new initiatives. For some it’s about producing concrete solutions and turning ideas into workable reality, while others enjoy finishing things off and taking action to make things happen. 

The Profile identifies these different styles and creates four corresponding categories: Generators, Conceptualizers, Optimizers and Implementers.

Conceptualizers

Implementers, everyone is included and everyone is equally valued., people can be skilled in all four areas of the profile. but no matter what they’re good at, everyone is included and everyone is equally valued. by freeing people up to do what they do best, the profile allows maximum input from the maximum amount of people. in doing so it maximizes creative thinking and collaboration – the very sources of innovation., the 4 distinct preferred styles of thinking., get things started, get involved, gather information, ask questions., sense problems, imagine possibilities, see opportunities., view things from different perspectives., prefer generating more ideas rather than evaluating existing ones., see relevance in almost everything., comfortable with ambiguity., typical occupations include: academics artists marketers non-profit/university administrators teachers training and development  advertising creatives, like defining problems and coming up with ideas., like to see the big picture., form quick connections, see opportunities and benefits., distil seemingly unrelated observations into integrated explanations., don’t like proceeding until situations are fully understood and problems well defined., want theories to be sound and precise., typical occupations include: designers market researchers organization development product developers research & development strategic planning it senior consultants, turn abstract ideas into practical solutions., like single correct answers to problems., can sort through large amounts of data, and pinpoint faults., confidently make sound evaluations and select the best solutions., have little patience with ambiguity., interested in idea evaluation, selection and action planning., typical occupations include: engineering/engineering design manufacturing engineering finance it programmers/analysts it systems developers accounting technical customer support, enjoy getting things done and being involved in new experiences., excel at adapting to specific circumstances and making things work., like to try things out for real rather than mentally test them., risk takers: don’t need to completely understand something before taking action., willing to try as many approaches as necessary until they find one that works for everyone., enthusiastic and at ease with others, but can appear impatient or even pushy when moving to action., typical occupations include: it operations secretarial/administrative support project managers sales  customer relations manufacturing/production logistics purchasing, discover the thinking styles & cognitive diversity of your team today and be on your way to more collaborative, innovative teams., contact us today to drive collaboration, creativity, and growth..

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Student Question Bank: Math Questions

Because each question on the Math section deals with different numbers and mathematical scenarios, it's not as simple as the Reading and Writing section to identify exactly what each question stem will look like. You can still use the descriptions in this section to determine which math domains and skills you want to focus on in the Student Question Bank.

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The test for Problem Solving enables you to assess your analytical and decision-making perspective in a work environment.

Skills measured

Critical thinking, analytical or logical thinking, decision making, contrasting, evaluating and selecting, stakeholder management, problem solving, available in.

Cognitive Ability

Intermediate

Use of Problem Solving test

Problem solving demands a diverse skill set that enables individuals, teams, and businesses to achieve their goals. This involves the ability to define problems, develop creative and analytical solutions, and execute these solutions effectively.

The Testlify problem-solving test is designed to identify candidates who possess these talents. It presents a common problem-solving situation, such as scheduling according to various conditions, figuring out the optimal sequence of operations based on business rules, and making conclusions using textual and numerical data.

Successful candidates can quickly pinpoint the key elements of a problem and solve it efficiently without errors. This test is an excellent hiring tool for assessing candidates' overall analytical abilities.

Relevant for

• Budget Analyst
• Call Center Supervisor
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• Customer Experience Specialist
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Critical thinking is the ability to analyze and evaluate information, arguments, and situations in a logical and systematic way. In problem solving, critical thinking helps individuals identify and define problems, gather and evaluate relevant information, generate possible solutions, and make sound decisions. This skill is important because it enables individuals to think independently, make informed decisions, and solve complex problems effectively. By honing their critical thinking skills, individuals can become better problem solvers and decision-makers, leading to greater success in both their personal and professional lives.

Analytical or logical thinking skills are essential in problem solving as they enable individuals to break down complex issues into smaller, more manageable components. By analyzing information, identifying patterns, and drawing logical conclusions, individuals are able to develop effective solutions to problems. This skill also allows individuals to think critically, evaluate different perspectives, and make informed decisions based on evidence and reasoning. Overall, analytical and logical thinking skills are crucial in problem solving as they help individuals to approach challenges systematically, identify root causes, and devise innovative solutions.

Making appropriate situational decisions with the given resources is a vital problem-solving skill. A candidate should make suitable choices after identification and careful consideration of the problem, thinking about the possible solutions and repercussions of the issue.

Contrasting, evaluating, and selecting are important skills in problem solving as they help individuals analyze different solutions and determine the most effective one. Contrasting involves comparing and contrasting different options to understand their strengths and weaknesses. Evaluating requires critically assessing the potential outcomes and consequences of each option. Selecting involves choosing the best solution based on the evaluation process. These skills are crucial in problem solving as they help individuals make informed decisions that are likely to lead to successful outcomes. By mastering these skills, individuals can approach problems with a systematic and logical approach, resulting in more efficient and effective solutions.

Managing stakeholders requires knowledge about the interests of different parties involved and careful coordination to minimize damages to the overall business. Satisfied stakeholders are critical to the long-term sustainability of any project, and extensive problem-solving skills are required to handle them.

Problem solving is the ability to identify and analyze problems, develop effective solutions, and implement them efficiently. This skill is crucial in both personal and professional settings as it enables individuals to overcome challenges, make informed decisions, and achieve goals. By honing their problem-solving skills, individuals can enhance their critical thinking, creativity, and decision-making abilities, leading to increased productivity and success. Effective problem solvers are valued in the workplace for their ability to adapt to changing circumstances, think critically, and find innovative solutions to complex problems.

The Problem Solving test is created by a subject-matter expert

Testlify’s skill tests are designed by experienced SMEs (subject matter experts). We evaluate these experts based on specific metrics such as expertise, capability, and their market reputation. Prior to being published, each skill test is peer-reviewed by other experts and then calibrated based on insights derived from a significant number of test-takers who are well-versed in that skill area. Our inherent feedback systems and built-in algorithms enable our SMEs to refine our tests continually.

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Elevate your recruitment process with Testlify, the finest talent assessment tool. With a diverse test library boasting 1500+ tests, and features such as custom questions, typing test, live coding challenges, Google Suite questions, and psychometric tests, finding the perfect candidate is effortless. Enjoy seamless ATS integrations, white-label features, and multilingual support, all in one platform. Simplify candidate skill evaluation and make informed hiring decisions with Testlify.

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Top five hard skills interview questions for Problem Solving

Here are the top five hard-skill interview questions tailored specifically for Problem Solving. These questions are designed to assess candidates’ expertise and suitability for the role, along with skill assessments.

1. Can you walk me through your process for solving complex problems?

Why this matters.

Problem-solving is a critical skill in any business or technical role, and a skilled problem solver should have a well-defined process for approaching complex problems.

What to listen for?

Listen for the candidate to describe a structured approach to problem-solving, including how they define the problem, gather information, analyze data, generate potential solutions, evaluate those solutions, and implement the best one. Look for examples of how the candidate has used this process to solve complex problems in the past.

2. How do you handle situations where you don't have all the information you need to solve a problem?

Problem-solving often involves incomplete or ambiguous information, and a skilled problem solver should be able to handle those situations effectively.

Listen for the candidate to describe their approach to handling incomplete or ambiguous information, including how they identify gaps in their knowledge, how they gather additional information, and how they make assumptions and test those assumptions. Look for examples of how the candidate has successfully solved problems with incomplete information.

3. Can you describe a particularly challenging problem you solved and how you approached it?

This question allows the candidate to showcase their problem-solving abilities and provides insight into their problem-solving process.

Listen for the candidate to describe a particularly challenging problem they solved, and how they approached it. Look for examples of how the candidate defined the problem, identified potential solutions, evaluated those solutions, and implemented the best one. Also, listen for how the candidate communicated their solution to stakeholders and how they measured the success of their solution.

4. How do you prioritize and manage multiple competing problems or projects?

Effective problem solvers should be able to prioritize and manage multiple competing priorities to maximize productivity and efficiency.

Listen for the candidate to describe their process for prioritizing and managing multiple competing problems or projects. Look for examples of how they've managed complex projects and how they've dealt with competing demands for their time and attention. Also, listen for how the candidate balances short-term and long-term priorities.

5. Can you give an example of a problem you encountered that required you to think outside the box to find a solution?

Innovative thinking and creativity can be valuable assets in problem-solving, and this question helps assess those skills.

Listen for the candidate to describe a problem that required them to think outside the box to find a solution. Look for examples of how they generated unique and creative solutions, and how they tested and refined those solutions. Also, listen for how the candidate communicated their solution to stakeholders and how they evaluated the success of their solution.

Frequently asked questions (FAQs) for Problem Solving Test

1. what is problem solving assessment.

A problem-solving assessment is a process used to evaluate an individual's ability to identify and solve problems in a systematic and logical manner. It may be conducted as part of a job application process, in order to determine whether a candidate has the necessary skills and experience to perform a particular role.

2. How to use the Problem Solving assessment for hiring?

Implementing problem-solving tests in the hiring process helps identify candidates with the ability to address issues swiftly, creatively, and effectively. These tests include various questions designed to measure critical thinking, reasoning skills, reading comprehension, and a potential employee’s overall ability to perform workplace duties. This method offers a thorough evaluation of each candidate's abilities and potential.

3. What roles can I use the Problem Solving assessment for?

Management, Project leadership, Team leadership, Project management, and Operations Logistics.

4. What topics are covered in the Problem Solving assessment?

Critical Thinking, Analytical or Logical Thinking, Decision Making, Contrasting, Evaluating and Selecting, Stakeholder Management, Problem Solving.

5. Why is Problem Solving assessment important?

Problem solving test questions are designed to measure critical thinking, reasoning skills, reading comprehension, and offer a more comprehensive view of each candidate and their abilities.

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There's an oversupply of EVs versus gas cars at dealerships — solving 2 of the biggest problems with car shopping right now

• Auto dealers are sitting on way more electric cars than they are gas-powered ones.
• Cox Automotive said in June that new EV inventory is having a "field of dreams" moment.
• Having more inventory means more test drive opportunities and better deals. 

By one key measure, there are nearly double the amount of EVs compared to gas cars at dealerships right now — and that could help solve two of today's biggest problems with car shopping.

New car inventory on dealer lots is sitting at about a 54 days' supply , according to Cox Automotive. But for electric vehicles, that number is almost two times as much, with 92.2 days' supply at dealerships —  up 343% from a year ago.

That's good news for buyers hoping to test drive an EV before buying, something that hasn't always been easy amid supply shortages in recent years. It's also likely to help prices keep going even lower as inventory stacks up. 

"I called it the 'field of dreams' moment in terms of new EV inventory and supply," Jeremy Robb, senior director of economic and industry insights, said during a Cox mid-year review. EV sales are up this year, but "are not going up to the same extent that inventory is going up.

"The jury is out right now on what's going to happen with all this new inventory there," he added. But it could solve a few big hurdles.

One of the issues with EV adoption in recent years has been availability. Many automakers weren't producing EVs at scale yet, especially in the US , and thus the supply of the cars at dealerships had been limited . They also had reservation systems and long waitlists that meant it was unlikely a customer would be able to walk into a store and find an EV for purchase.

That was a turnoff for many consumers considering going electric, and led some to just buy a gas-powered vehicle that they could see and go home with that day.

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Now, car companies are ramping up EV production, bolstering their manufacturing and supply chains, and churning out more electric cars. In fact, some electric models have more availability than others now.

The sudden influx in EVs on lots could help reduce frustration with not being able to find an EV in-store. The fact that there are likely more to test drive or even just take a look at could make a huge difference in adoption, too. 

More EVs on the lots might mean more deals are yet to come

But Cox Automotive said the contrast between new EV inventory and new car inventory overall could also impact pricing later in the year. 

Consumers have already seen new EV prices creep down over the past several months. In the second quarter last year, a new EV cost $65,560 on average, according to Cox. Now, they're closer to $55,436 — a substantial drop though generally, still costly.

Part of the decrease is related to the ongoing pricing war and EVs getting less expensive as automakers build more and more.

Pricing could take a greater fall if inventory continues to stack up on dealer lots.

The industry got used to  charging high prices for little inventory throughout the pandemic supply-and-demand crunch. As that eases and more cars sit at dealerships (a result of production recovering from parts constraints, combined with high interest rates softening buying demand ), automakers and dealers are having to offer deals and incentives just to clear inventory .

The same could be especially true for EVs at some point, especially as consumers stay price-sensitive amid the broader economic environment.

After all, one of the least expensive EVs, the Bolt, has been canceled. Even with optimism over reinvented EV tax credits , automakers are having to get creative with cuts. Hyundai just dropped its Ioniq 6 (one of the lower-end EVs available) by $5,000. 

Correction: August 16, 2023 — An earlier version of this story imprecisely described June dealership figures. Auto dealerships in June had nearly double the supply of electric vehicles compared with gas vehicles as defined by days of supply, not by the total number of vehicles available.

Watch: How Volkswagen plans to outsell Tesla

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Zeruda no Densetsu

Problem to Solve

You’ve just been hired as a game historian for Nintendo , the Japanese multinational video game company. Your first job is to organize an old data file that details the history of Zeruda no Densetsu ( The Legend of Zelda ), one of the company’s most popular game series.

In a file called zelda.R , in a folder called zelda , tidy up some data on the history of The Legend of Zelda and use it to answer questions about the series.

Distribution Code

For this problem, you’ll need to download several .R files and zelda.csv .

Open RStudio per the linked steps and navigate to the R console:

Next execute

to print your working directory. Ensure your current working directory is where you’d like to download this problem’s distribution code. If using RStudio through cs50.dev the recommended directory is /workspaces/NUMBER where NUMBER is a number unique to your codespace.

If you do not see the right working directory, use setwd to change it! Try typing setwd("..") if in the working directory of another problem, which will move you one directory higher.

in order to download a ZIP called zelda.zip into your codespace.

Then execute

to create a folder called zelda . You no longer need the ZIP file, so you can execute

followed by Enter to move yourself into (i.e., open) that directory. Your working directory should now end with

If all was successful, you should execute

and see several .R files alongside zelda.csv . If not, retrace your steps and see if you can determine where you went wrong!

Before jumping in, it will be helpful to get a sense for the “schema” (i.e., organization!) of the data you’re given.

In zelda.csv , you are provided data on the history of The Legend of Zelda . In zelda.csv , there are 4 columns:

• title , which is the title of a game in The Legend of Zelda series
• release , which includes the year a game was released and the console for which it was released
• role , which describes a role in the development of a game
• names , which lists the names of those who held a given role in the development of a game

Needless to say, this data is not very tidy! It’s up to you to format it correctly and, once ready, answer questions about the history of the series.

Specification

In this problem, you’ll use each of the included .R files to take one step in your analysis of the given data.

In 1.R , organize the data in zelda.csv to get it ready for analysis. Save the cleaned data as a tibble named zelda in zelda.RData .

Make sure the tibble follows these tidy data rules:

• Keep in mind, a single game is often released multiple times on different systems.
• For example, releases can differ based on release year, system, or the people involved in making it.
• Each cell should be a single piece of information.

The first few rows of the tibble should look like the below. The tibble should include only the following columns. Capitalization of column names does matter!

Notice how the tibble follows the principles of tidy data:

• Each row is a release.
• Each column is information about a release.
• Each cell is a single piece of information.

A list of names can count as “a single piece of information” for this problem’s purposes.

Save the resulting zelda tibble, using save , in a file named zelda.RData . You’ll use this tibble in the remaining .R files.

To tidy your data, consider whether any of the functions available in the stringr library might be useful to you—even if it’s not one you saw in lecture!

Your first assignment is to summarize the number of Zelda releases in each year.

In 2.R , load the tidied zelda tibble from zelda.RData with load . Update the tibble by summarizing the number of releases in each year. Sort the rows by the number of releases in a given year, most to least.

The tibble should have two columns:

Save the resulting zelda tibble, using save , in a file named 2.RData .

Your next assignment is to identify the original (first) release for each Zelda title.

In 3.R , load the tidied zelda tibble from zelda.RData with load . Update the tibble so that it includes only the first release(s) for each Zelda title. If a title had two different releases in its first year (perhaps for two different systems), include both.

Sort the releases by year, from oldest to newest.

Save the resulting zelda tibble, using save , in a file named 3.RData .

Your next assignment is to help commemorate the work of Shigeru Miyamoto , one of the original creators of the Zelda series.

In 4.R , load the tidied zelda tibble from zelda.RData with load . Update the tibble so that that it includes only the original releases for all titles produced by Shigeru Miyamoto. If any title had two different releases in its first year (perhaps for two different systems), include both.

Save the resulting zelda tibble, using save , in a file named 4.RData .

As Nintendo expands its leadership team, your final assignment is to identify the original releases for all titles with more than 1 producer.

In 5.R , load the tidied zelda tibble from zelda.RData with load . Update the tibble to include only the first release(s) for each title with more than 1 producer. If such a title had two different releases in its first year (perhaps for two different systems), include both.

Save the resulting zelda tibble, using save , in a file named 5.RData .

Assuming your .R files are in your working directory, execute each file individually to test your work:

How to Test

Here’s how to test your code manually:

• Executing 1.R should create a tibble named zelda with 71 rows and 10 columns
• Executing 2.R should create a tibble named zelda with 27 rows and 2 columns
• Executing 3.R should create a tibble named zelda with 22 rows for 10 columns
• Executing 4.R should create a tibble named zelda with 10 rows and 10 columns
• Executing 5.R should create a tibble named zelda with 3 rows and 10 columns

You can also check your code using check50 , a program that CS50 will use to test your code when you submit. But be sure to test it yourself as well!

Run the following command in the RStudio console:

Green smilies mean your program has passed a test! Red frownies will indicate your program output something unexpected. Visit the URL that check50 outputs to see the input check50 handed to your program, what output it expected, and what output your program actually gave.

Be sure that you’ve created each .R file’s corresponding .RData file—it’s your .RData files that check50 will check!

How to Submit

You can submit your code using submit50 .

Keeping in mind the course’s policy on academic honesty , run the following command in the RStudio console:

Acknowledgements

Data compiled from Wikipedia. Cover image retrieved from cdn.famiwiki.net/5/58/The_Hyrule_Fantasy_Zelda_no_Densetsu_FDS_Box_Art.png .