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What is Problem Solving? (Steps, Techniques, Examples)
By Status.net Editorial Team on May 7, 2023 — 5 minutes to read
What Is Problem Solving?
Definition and importance.
Problem solving is the process of finding solutions to obstacles or challenges you encounter in your life or work. It is a crucial skill that allows you to tackle complex situations, adapt to changes, and overcome difficulties with ease. Mastering this ability will contribute to both your personal and professional growth, leading to more successful outcomes and better decision-making.
Problem-Solving Steps
The problem-solving process typically includes the following steps:
- Identify the issue : Recognize the problem that needs to be solved.
- Analyze the situation : Examine the issue in depth, gather all relevant information, and consider any limitations or constraints that may be present.
- Generate potential solutions : Brainstorm a list of possible solutions to the issue, without immediately judging or evaluating them.
- Evaluate options : Weigh the pros and cons of each potential solution, considering factors such as feasibility, effectiveness, and potential risks.
- Select the best solution : Choose the option that best addresses the problem and aligns with your objectives.
- Implement the solution : Put the selected solution into action and monitor the results to ensure it resolves the issue.
- Review and learn : Reflect on the problem-solving process, identify any improvements or adjustments that can be made, and apply these learnings to future situations.
Defining the Problem
To start tackling a problem, first, identify and understand it. Analyzing the issue thoroughly helps to clarify its scope and nature. Ask questions to gather information and consider the problem from various angles. Some strategies to define the problem include:
- Brainstorming with others
- Asking the 5 Ws and 1 H (Who, What, When, Where, Why, and How)
- Analyzing cause and effect
- Creating a problem statement
Generating Solutions
Once the problem is clearly understood, brainstorm possible solutions. Think creatively and keep an open mind, as well as considering lessons from past experiences. Consider:
- Creating a list of potential ideas to solve the problem
- Grouping and categorizing similar solutions
- Prioritizing potential solutions based on feasibility, cost, and resources required
- Involving others to share diverse opinions and inputs
Evaluating and Selecting Solutions
Evaluate each potential solution, weighing its pros and cons. To facilitate decision-making, use techniques such as:
- SWOT analysis (Strengths, Weaknesses, Opportunities, Threats)
- Decision-making matrices
- Pros and cons lists
- Risk assessments
After evaluating, choose the most suitable solution based on effectiveness, cost, and time constraints.
Implementing and Monitoring the Solution
Implement the chosen solution and monitor its progress. Key actions include:
- Communicating the solution to relevant parties
- Setting timelines and milestones
- Assigning tasks and responsibilities
- Monitoring the solution and making adjustments as necessary
- Evaluating the effectiveness of the solution after implementation
Utilize feedback from stakeholders and consider potential improvements. Remember that problem-solving is an ongoing process that can always be refined and enhanced.
Problem-Solving Techniques
During each step, you may find it helpful to utilize various problem-solving techniques, such as:
- Brainstorming : A free-flowing, open-minded session where ideas are generated and listed without judgment, to encourage creativity and innovative thinking.
- Root cause analysis : A method that explores the underlying causes of a problem to find the most effective solution rather than addressing superficial symptoms.
- SWOT analysis : A tool used to evaluate the strengths, weaknesses, opportunities, and threats related to a problem or decision, providing a comprehensive view of the situation.
- Mind mapping : A visual technique that uses diagrams to organize and connect ideas, helping to identify patterns, relationships, and possible solutions.
Brainstorming
When facing a problem, start by conducting a brainstorming session. Gather your team and encourage an open discussion where everyone contributes ideas, no matter how outlandish they may seem. This helps you:
- Generate a diverse range of solutions
- Encourage all team members to participate
- Foster creative thinking
When brainstorming, remember to:
- Reserve judgment until the session is over
- Encourage wild ideas
- Combine and improve upon ideas
Root Cause Analysis
For effective problem-solving, identifying the root cause of the issue at hand is crucial. Try these methods:
- 5 Whys : Ask “why” five times to get to the underlying cause.
- Fishbone Diagram : Create a diagram representing the problem and break it down into categories of potential causes.
- Pareto Analysis : Determine the few most significant causes underlying the majority of problems.
SWOT Analysis
SWOT analysis helps you examine the Strengths, Weaknesses, Opportunities, and Threats related to your problem. To perform a SWOT analysis:
- List your problem’s strengths, such as relevant resources or strong partnerships.
- Identify its weaknesses, such as knowledge gaps or limited resources.
- Explore opportunities, like trends or new technologies, that could help solve the problem.
- Recognize potential threats, like competition or regulatory barriers.
SWOT analysis aids in understanding the internal and external factors affecting the problem, which can help guide your solution.
Mind Mapping
A mind map is a visual representation of your problem and potential solutions. It enables you to organize information in a structured and intuitive manner. To create a mind map:
- Write the problem in the center of a blank page.
- Draw branches from the central problem to related sub-problems or contributing factors.
- Add more branches to represent potential solutions or further ideas.
Mind mapping allows you to visually see connections between ideas and promotes creativity in problem-solving.
Examples of Problem Solving in Various Contexts
In the business world, you might encounter problems related to finances, operations, or communication. Applying problem-solving skills in these situations could look like:
- Identifying areas of improvement in your company’s financial performance and implementing cost-saving measures
- Resolving internal conflicts among team members by listening and understanding different perspectives, then proposing and negotiating solutions
- Streamlining a process for better productivity by removing redundancies, automating tasks, or re-allocating resources
In educational contexts, problem-solving can be seen in various aspects, such as:
- Addressing a gap in students’ understanding by employing diverse teaching methods to cater to different learning styles
- Developing a strategy for successful time management to balance academic responsibilities and extracurricular activities
- Seeking resources and support to provide equal opportunities for learners with special needs or disabilities
Everyday life is full of challenges that require problem-solving skills. Some examples include:
- Overcoming a personal obstacle, such as improving your fitness level, by establishing achievable goals, measuring progress, and adjusting your approach accordingly
- Navigating a new environment or city by researching your surroundings, asking for directions, or using technology like GPS to guide you
- Dealing with a sudden change, like a change in your work schedule, by assessing the situation, identifying potential impacts, and adapting your plans to accommodate the change.
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Overview of the Problem-Solving Mental Process
Kendra Cherry, MS, is a psychosocial rehabilitation specialist, psychology educator, and author of the "Everything Psychology Book."
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Rachel Goldman, PhD FTOS, is a licensed psychologist, clinical assistant professor, speaker, wellness expert specializing in eating behaviors, stress management, and health behavior change.
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- Identify the Problem
- Define the Problem
- Form a Strategy
- Organize Information
- Allocate Resources
- Monitor Progress
- Evaluate the Results
Frequently Asked Questions
Problem-solving is a mental process that involves discovering, analyzing, and solving problems. The ultimate goal of problem-solving is to overcome obstacles and find a solution that best resolves the issue.
The best strategy for solving a problem depends largely on the unique situation. In some cases, people are better off learning everything they can about the issue and then using factual knowledge to come up with a solution. In other instances, creativity and insight are the best options.
It is not necessary to follow problem-solving steps sequentially, It is common to skip steps or even go back through steps multiple times until the desired solution is reached.
In order to correctly solve a problem, it is often important to follow a series of steps. Researchers sometimes refer to this as the problem-solving cycle. While this cycle is portrayed sequentially, people rarely follow a rigid series of steps to find a solution.
The following steps include developing strategies and organizing knowledge.
1. Identifying the Problem
While it may seem like an obvious step, identifying the problem is not always as simple as it sounds. In some cases, people might mistakenly identify the wrong source of a problem, which will make attempts to solve it inefficient or even useless.
Some strategies that you might use to figure out the source of a problem include :
- Asking questions about the problem
- Breaking the problem down into smaller pieces
- Looking at the problem from different perspectives
- Conducting research to figure out what relationships exist between different variables
2. Defining the Problem
After the problem has been identified, it is important to fully define the problem so that it can be solved. You can define a problem by operationally defining each aspect of the problem and setting goals for what aspects of the problem you will address
At this point, you should focus on figuring out which aspects of the problems are facts and which are opinions. State the problem clearly and identify the scope of the solution.
3. Forming a Strategy
After the problem has been identified, it is time to start brainstorming potential solutions. This step usually involves generating as many ideas as possible without judging their quality. Once several possibilities have been generated, they can be evaluated and narrowed down.
The next step is to develop a strategy to solve the problem. The approach used will vary depending upon the situation and the individual's unique preferences. Common problem-solving strategies include heuristics and algorithms.
- Heuristics are mental shortcuts that are often based on solutions that have worked in the past. They can work well if the problem is similar to something you have encountered before and are often the best choice if you need a fast solution.
- Algorithms are step-by-step strategies that are guaranteed to produce a correct result. While this approach is great for accuracy, it can also consume time and resources.
Heuristics are often best used when time is of the essence, while algorithms are a better choice when a decision needs to be as accurate as possible.
4. Organizing Information
Before coming up with a solution, you need to first organize the available information. What do you know about the problem? What do you not know? The more information that is available the better prepared you will be to come up with an accurate solution.
When approaching a problem, it is important to make sure that you have all the data you need. Making a decision without adequate information can lead to biased or inaccurate results.
5. Allocating Resources
Of course, we don't always have unlimited money, time, and other resources to solve a problem. Before you begin to solve a problem, you need to determine how high priority it is.
If it is an important problem, it is probably worth allocating more resources to solving it. If, however, it is a fairly unimportant problem, then you do not want to spend too much of your available resources on coming up with a solution.
At this stage, it is important to consider all of the factors that might affect the problem at hand. This includes looking at the available resources, deadlines that need to be met, and any possible risks involved in each solution. After careful evaluation, a decision can be made about which solution to pursue.
6. Monitoring Progress
After selecting a problem-solving strategy, it is time to put the plan into action and see if it works. This step might involve trying out different solutions to see which one is the most effective.
It is also important to monitor the situation after implementing a solution to ensure that the problem has been solved and that no new problems have arisen as a result of the proposed solution.
Effective problem-solvers tend to monitor their progress as they work towards a solution. If they are not making good progress toward reaching their goal, they will reevaluate their approach or look for new strategies .
7. Evaluating the Results
After a solution has been reached, it is important to evaluate the results to determine if it is the best possible solution to the problem. This evaluation might be immediate, such as checking the results of a math problem to ensure the answer is correct, or it can be delayed, such as evaluating the success of a therapy program after several months of treatment.
Once a problem has been solved, it is important to take some time to reflect on the process that was used and evaluate the results. This will help you to improve your problem-solving skills and become more efficient at solving future problems.
A Word From Verywell
It is important to remember that there are many different problem-solving processes with different steps, and this is just one example. Problem-solving in real-world situations requires a great deal of resourcefulness, flexibility, resilience, and continuous interaction with the environment.
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You can become a better problem solving by:
- Practicing brainstorming and coming up with multiple potential solutions to problems
- Being open-minded and considering all possible options before making a decision
- Breaking down problems into smaller, more manageable pieces
- Asking for help when needed
- Researching different problem-solving techniques and trying out new ones
- Learning from mistakes and using them as opportunities to grow
It's important to communicate openly and honestly with your partner about what's going on. Try to see things from their perspective as well as your own. Work together to find a resolution that works for both of you. Be willing to compromise and accept that there may not be a perfect solution.
Take breaks if things are getting too heated, and come back to the problem when you feel calm and collected. Don't try to fix every problem on your own—consider asking a therapist or counselor for help and insight.
If you've tried everything and there doesn't seem to be a way to fix the problem, you may have to learn to accept it. This can be difficult, but try to focus on the positive aspects of your life and remember that every situation is temporary. Don't dwell on what's going wrong—instead, think about what's going right. Find support by talking to friends or family. Seek professional help if you're having trouble coping.
Davidson JE, Sternberg RJ, editors. The Psychology of Problem Solving . Cambridge University Press; 2003. doi:10.1017/CBO9780511615771
Sarathy V. Real world problem-solving . Front Hum Neurosci . 2018;12:261. Published 2018 Jun 26. doi:10.3389/fnhum.2018.00261
By Kendra Cherry, MSEd Kendra Cherry, MS, is a psychosocial rehabilitation specialist, psychology educator, and author of the "Everything Psychology Book."
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The 5 steps of the solving problem process
August 17, 2023 by MindManager Blog
Whether you run a business, manage a team, or work in an industry where change is the norm, it may feel like something is always going wrong. Thankfully, becoming proficient in the problem solving process can alleviate a great deal of the stress that business issues can create.
Understanding the right way to solve problems not only takes the guesswork out of how to deal with difficult, unexpected, or complex situations, it can lead to more effective long-term solutions.
In this article, we’ll walk you through the 5 steps of problem solving, and help you explore a few examples of problem solving scenarios where you can see the problem solving process in action before putting it to work.
Understanding the problem solving process
When something isn’t working, it’s important to understand what’s at the root of the problem so you can fix it and prevent it from happening again. That’s why resolving difficult or complex issues works best when you apply proven business problem solving tools and techniques – from soft skills, to software.
The problem solving process typically includes:
- Pinpointing what’s broken by gathering data and consulting with team members.
- Figuring out why it’s not working by mapping out and troubleshooting the problem.
- Deciding on the most effective way to fix it by brainstorming and then implementing a solution.
While skills like active listening, collaboration, and leadership play an important role in problem solving, tools like visual mapping software make it easier to define and share problem solving objectives, play out various solutions, and even put the best fit to work.
Before you can take your first step toward solving a problem, you need to have a clear idea of what the issue is and the outcome you want to achieve by resolving it.
For example, if your company currently manufactures 50 widgets a day, but you’ve started processing orders for 75 widgets a day, you could simply say you have a production deficit.
However, the problem solving process will prove far more valuable if you define the start and end point by clarifying that production is running short by 25 widgets a day, and you need to increase daily production by 50%.
Once you know where you’re at and where you need to end up, these five steps will take you from Point A to Point B:
- Figure out what’s causing the problem . You may need to gather knowledge and evaluate input from different documents, departments, and personnel to isolate the factors that are contributing to your problem. Knowledge visualization software like MindManager can help.
- Come up with a few viable solutions . Since hitting on exactly the right solution – right away – can be tough, brainstorming with your team and mapping out various scenarios is the best way to move forward. If your first strategy doesn’t pan out, you’ll have others on tap you can turn to.
- Choose the best option . Decision-making skills, and software that lets you lay out process relationships, priorities, and criteria, are invaluable for selecting the most promising solution. Whether it’s you or someone higher up making that choice, it should include weighing costs, time commitments, and any implementation hurdles.
- Put your chosen solution to work . Before implementing your fix of choice, you should make key personnel aware of changes that might affect their daily workflow, and set up benchmarks that will make it easy to see if your solution is working.
- Evaluate your outcome . Now comes the moment of truth: did the solution you implemented solve your problem? Do your benchmarks show you achieved the outcome you wanted? If so, congratulations! If not, you’ll need to tweak your solution to meet your problem solving goal.
In practice, you might not hit a home-run with every solution you execute. But the beauty of a repeatable process like problem solving is that you can carry out steps 4 and 5 again by drawing from the brainstorm options you documented during step 2.
Examples of problem solving scenarios
The best way to get a sense of how the problem solving process works before you try it for yourself is to work through some simple scenarios.
Here are three examples of how you can apply business problem solving techniques to common workplace challenges.
Scenario #1: Manufacturing
Building on our original manufacturing example, you determine that your company is consistently short producing 25 widgets a day and needs to increase daily production by 50%.
Since you’d like to gather data and input from both your manufacturing and sales order departments, you schedule a brainstorming session to discover the root cause of the shortage.
After examining four key production areas – machines, materials, methods, and management – you determine the cause of the problem: the material used to manufacture your widgets can only be fed into your equipment once the machinery warms up to a specific temperature for the day.
Your team comes up with three possible solutions.
- Leave your machinery running 24 hours so it’s always at temperature.
- Invest in equipment that heats up faster.
- Find an alternate material for your widgets.
After weighing the expense of the first two solutions, and conducting some online research, you decide that switching to a comparable but less expensive material that can be worked at a lower temperature is your best option.
You implement your plan, monitor your widget quality and output over the following week, and declare your solution a success when daily production increases by 100%.
Scenario #2: Service Delivery
Business training is booming and you’ve had to onboard new staff over the past month. Now you learn that several clients have expressed concern about the quality of your recent training sessions.
After speaking with both clients and staff, you discover there are actually two distinct factors contributing to your quality problem:
- The additional conference room you’ve leased to accommodate your expanding training sessions has terrible acoustics
- The AV equipment you’ve purchased to accommodate your expanding workforce is on back-order – and your new hires have been making do without
You could look for a new conference room or re-schedule upcoming training sessions until after your new equipment arrives. But your team collaboratively determines that the best way to mitigate both issues at once is by temporarily renting the high-quality sound and visual system they need.
Using benchmarks that include several weeks of feedback from session attendees, and random session spot-checks you conduct personally, you conclude the solution has worked.
Scenario #3: Marketing
You’ve invested heavily in product marketing, but still can’t meet your sales goals. Specifically, you missed your revenue target by 30% last year and would like to meet that same target this year.
After collecting and examining reams of information from your sales and accounting departments, you sit down with your marketing team to figure out what’s hindering your success in the marketplace.
Determining that your product isn’t competitively priced, you map out two viable solutions.
- Hire a third-party specialist to conduct a detailed market analysis.
- Drop the price of your product to undercut competitors.
Since you’re in a hurry for results, you decide to immediately reduce the price of your product and market it accordingly.
When revenue figures for the following quarter show sales have declined even further – and marketing surveys show potential customers are doubting the quality of your product – you revert back to your original pricing, revisit your problem solving process, and implement the market analysis solution instead.
With the valuable information you gain, you finally arrive at just the right product price for your target market and sales begin to pick up. Although you miss your revenue target again this year, you meet it by the second quarter of the following year.
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The Art of Effective Problem Solving: A Step-by-Step Guide
Author: Daniel Croft
Daniel Croft is an experienced continuous improvement manager with a Lean Six Sigma Black Belt and a Bachelor's degree in Business Management. With more than ten years of experience applying his skills across various industries, Daniel specializes in optimizing processes and improving efficiency. His approach combines practical experience with a deep understanding of business fundamentals to drive meaningful change.
Whether we realise it or not, problem solving skills are an important part of our daily lives. From resolving a minor annoyance at home to tackling complex business challenges at work, our ability to solve problems has a significant impact on our success and happiness. However, not everyone is naturally gifted at problem-solving, and even those who are can always improve their skills. In this blog post, we will go over the art of effective problem-solving step by step.
You will learn how to define a problem, gather information, assess alternatives, and implement a solution, all while honing your critical thinking and creative problem-solving skills. Whether you’re a seasoned problem solver or just getting started, this guide will arm you with the knowledge and tools you need to face any challenge with confidence. So let’s get started!
Problem Solving Methodologies
Individuals and organisations can use a variety of problem-solving methodologies to address complex challenges. 8D and A3 problem solving techniques are two popular methodologies in the Lean Six Sigma framework.
Methodology of 8D (Eight Discipline) Problem Solving:
The 8D problem solving methodology is a systematic, team-based approach to problem solving. It is a method that guides a team through eight distinct steps to solve a problem in a systematic and comprehensive manner.
The 8D process consists of the following steps:
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- Form a team: Assemble a group of people who have the necessary expertise to work on the problem.
- Define the issue: Clearly identify and define the problem, including the root cause and the customer impact.
- Create a temporary containment plan: Put in place a plan to lessen the impact of the problem until a permanent solution can be found.
- Identify the root cause: To identify the underlying causes of the problem, use root cause analysis techniques such as Fishbone diagrams and Pareto charts.
- Create and test long-term corrective actions: Create and test a long-term solution to eliminate the root cause of the problem.
- Implement and validate the permanent solution: Implement and validate the permanent solution’s effectiveness.
- Prevent recurrence: Put in place measures to keep the problem from recurring.
- Recognize and reward the team: Recognize and reward the team for its efforts.
Download the 8D Problem Solving Template
A3 Problem Solving Method:
The A3 problem solving technique is a visual, team-based problem-solving approach that is frequently used in Lean Six Sigma projects. The A3 report is a one-page document that clearly and concisely outlines the problem, root cause analysis, and proposed solution.
The A3 problem-solving procedure consists of the following steps:
- Determine the issue: Define the issue clearly, including its impact on the customer.
- Perform root cause analysis: Identify the underlying causes of the problem using root cause analysis techniques.
- Create and implement a solution: Create and implement a solution that addresses the problem’s root cause.
- Monitor and improve the solution: Keep an eye on the solution’s effectiveness and make any necessary changes.
Subsequently, in the Lean Six Sigma framework, the 8D and A3 problem solving methodologies are two popular approaches to problem solving. Both methodologies provide a structured, team-based problem-solving approach that guides individuals through a comprehensive and systematic process of identifying, analysing, and resolving problems in an effective and efficient manner.
Step 1 – Define the Problem
The definition of the problem is the first step in effective problem solving. This may appear to be a simple task, but it is actually quite difficult. This is because problems are frequently complex and multi-layered, making it easy to confuse symptoms with the underlying cause. To avoid this pitfall, it is critical to thoroughly understand the problem.
To begin, ask yourself some clarifying questions:
- What exactly is the issue?
- What are the problem’s symptoms or consequences?
- Who or what is impacted by the issue?
- When and where does the issue arise?
Answering these questions will assist you in determining the scope of the problem. However, simply describing the problem is not always sufficient; you must also identify the root cause. The root cause is the underlying cause of the problem and is usually the key to resolving it permanently.
Try asking “why” questions to find the root cause:
- What causes the problem?
- Why does it continue?
- Why does it have the effects that it does?
By repeatedly asking “ why ,” you’ll eventually get to the bottom of the problem. This is an important step in the problem-solving process because it ensures that you’re dealing with the root cause rather than just the symptoms.
Once you have a firm grasp on the issue, it is time to divide it into smaller, more manageable chunks. This makes tackling the problem easier and reduces the risk of becoming overwhelmed. For example, if you’re attempting to solve a complex business problem, you might divide it into smaller components like market research, product development, and sales strategies.
To summarise step 1, defining the problem is an important first step in effective problem-solving. You will be able to identify the root cause and break it down into manageable parts if you take the time to thoroughly understand the problem. This will prepare you for the next step in the problem-solving process, which is gathering information and brainstorming ideas.
Step 2 – Gather Information and Brainstorm Ideas
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Gathering information and brainstorming ideas is the next step in effective problem solving. This entails researching the problem and relevant information, collaborating with others, and coming up with a variety of potential solutions. This increases your chances of finding the best solution to the problem.
Begin by researching the problem and relevant information. This could include reading articles, conducting surveys, or consulting with experts. The goal is to collect as much information as possible in order to better understand the problem and possible solutions.
Next, work with others to gather a variety of perspectives. Brainstorming with others can be an excellent way to come up with new and creative ideas. Encourage everyone to share their thoughts and ideas when working in a group, and make an effort to actively listen to what others have to say. Be open to new and unconventional ideas and resist the urge to dismiss them too quickly.
Finally, use brainstorming to generate a wide range of potential solutions. This is the place where you can let your imagination run wild. At this stage, don’t worry about the feasibility or practicality of the solutions; instead, focus on generating as many ideas as possible. Write down everything that comes to mind, no matter how ridiculous or unusual it may appear. This can be done individually or in groups.
Once you’ve compiled a list of potential solutions, it’s time to assess them and select the best one. This is the next step in the problem-solving process, which we’ll go over in greater detail in the following section.
Step 3 – Evaluate Options and Choose the Best Solution
Once you’ve compiled a list of potential solutions, it’s time to assess them and select the best one. This is the third step in effective problem solving, and it entails weighing the advantages and disadvantages of each solution, considering their feasibility and practicability, and selecting the solution that is most likely to solve the problem effectively.
To begin, weigh the advantages and disadvantages of each solution. This will assist you in determining the potential outcomes of each solution and deciding which is the best option. For example, a quick and easy solution may not be the most effective in the long run, whereas a more complex and time-consuming solution may be more effective in solving the problem in the long run.
Consider each solution’s feasibility and practicability. Consider the following:
- Can the solution be implemented within the available resources, time, and budget?
- What are the possible barriers to implementing the solution?
- Is the solution feasible in today’s political, economic, and social environment?
You’ll be able to tell which solutions are likely to succeed and which aren’t by assessing their feasibility and practicability.
Finally, choose the solution that is most likely to effectively solve the problem. This solution should be based on the criteria you’ve established, such as the advantages and disadvantages of each solution, their feasibility and practicability, and your overall goals.
It is critical to remember that there is no one-size-fits-all solution to problems. What is effective for one person or situation may not be effective for another. This is why it is critical to consider a wide range of solutions and evaluate each one based on its ability to effectively solve the problem.
Step 4 – Implement and Monitor the Solution
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When you’ve decided on the best solution, it’s time to put it into action. The fourth and final step in effective problem solving is to put the solution into action, monitor its progress, and make any necessary adjustments.
To begin, implement the solution. This may entail delegating tasks, developing a strategy, and allocating resources. Ascertain that everyone involved understands their role and responsibilities in the solution’s implementation.
Next, keep an eye on the solution’s progress. This may entail scheduling regular check-ins, tracking metrics, and soliciting feedback from others. You will be able to identify any potential roadblocks and make any necessary adjustments in a timely manner if you monitor the progress of the solution.
Finally, make any necessary modifications to the solution. This could entail changing the solution, altering the plan of action, or delegating different tasks. Be willing to make changes if they will improve the solution or help it solve the problem more effectively.
It’s important to remember that problem solving is an iterative process, and there may be times when you need to start from scratch. This is especially true if the initial solution does not effectively solve the problem. In these situations, it’s critical to be adaptable and flexible and to keep trying new solutions until you find the one that works best.
To summarise, effective problem solving is a critical skill that can assist individuals and organisations in overcoming challenges and achieving their objectives. Effective problem solving consists of four key steps: defining the problem, generating potential solutions, evaluating alternatives and selecting the best solution, and implementing the solution.
You can increase your chances of success in problem solving by following these steps and considering factors such as the pros and cons of each solution, their feasibility and practicability, and making any necessary adjustments. Furthermore, keep in mind that problem solving is an iterative process, and there may be times when you need to go back to the beginning and restart. Maintain your adaptability and try new solutions until you find the one that works best for you.
- Novick, L.R. and Bassok, M., 2005. Problem Solving . Cambridge University Press.
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How to master the seven-step problem-solving process
In this episode of the McKinsey Podcast , Simon London speaks with Charles Conn, CEO of venture-capital firm Oxford Sciences Innovation, and McKinsey senior partner Hugo Sarrazin about the complexities of different problem-solving strategies.
Podcast transcript
Simon London: Hello, and welcome to this episode of the McKinsey Podcast , with me, Simon London. What’s the number-one skill you need to succeed professionally? Salesmanship, perhaps? Or a facility with statistics? Or maybe the ability to communicate crisply and clearly? Many would argue that at the very top of the list comes problem solving: that is, the ability to think through and come up with an optimal course of action to address any complex challenge—in business, in public policy, or indeed in life.
Looked at this way, it’s no surprise that McKinsey takes problem solving very seriously, testing for it during the recruiting process and then honing it, in McKinsey consultants, through immersion in a structured seven-step method. To discuss the art of problem solving, I sat down in California with McKinsey senior partner Hugo Sarrazin and also with Charles Conn. Charles is a former McKinsey partner, entrepreneur, executive, and coauthor of the book Bulletproof Problem Solving: The One Skill That Changes Everything [John Wiley & Sons, 2018].
Charles and Hugo, welcome to the podcast. Thank you for being here.
Hugo Sarrazin: Our pleasure.
Charles Conn: It’s terrific to be here.
Simon London: Problem solving is a really interesting piece of terminology. It could mean so many different things. I have a son who’s a teenage climber. They talk about solving problems. Climbing is problem solving. Charles, when you talk about problem solving, what are you talking about?
Charles Conn: For me, problem solving is the answer to the question “What should I do?” It’s interesting when there’s uncertainty and complexity, and when it’s meaningful because there are consequences. Your son’s climbing is a perfect example. There are consequences, and it’s complicated, and there’s uncertainty—can he make that grab? I think we can apply that same frame almost at any level. You can think about questions like “What town would I like to live in?” or “Should I put solar panels on my roof?”
You might think that’s a funny thing to apply problem solving to, but in my mind it’s not fundamentally different from business problem solving, which answers the question “What should my strategy be?” Or problem solving at the policy level: “How do we combat climate change?” “Should I support the local school bond?” I think these are all part and parcel of the same type of question, “What should I do?”
I’m a big fan of structured problem solving. By following steps, we can more clearly understand what problem it is we’re solving, what are the components of the problem that we’re solving, which components are the most important ones for us to pay attention to, which analytic techniques we should apply to those, and how we can synthesize what we’ve learned back into a compelling story. That’s all it is, at its heart.
I think sometimes when people think about seven steps, they assume that there’s a rigidity to this. That’s not it at all. It’s actually to give you the scope for creativity, which often doesn’t exist when your problem solving is muddled.
Simon London: You were just talking about the seven-step process. That’s what’s written down in the book, but it’s a very McKinsey process as well. Without getting too deep into the weeds, let’s go through the steps, one by one. You were just talking about problem definition as being a particularly important thing to get right first. That’s the first step. Hugo, tell us about that.
Hugo Sarrazin: It is surprising how often people jump past this step and make a bunch of assumptions. The most powerful thing is to step back and ask the basic questions—“What are we trying to solve? What are the constraints that exist? What are the dependencies?” Let’s make those explicit and really push the thinking and defining. At McKinsey, we spend an enormous amount of time in writing that little statement, and the statement, if you’re a logic purist, is great. You debate. “Is it an ‘or’? Is it an ‘and’? What’s the action verb?” Because all these specific words help you get to the heart of what matters.
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Simon London: So this is a concise problem statement.
Hugo Sarrazin: Yeah. It’s not like “Can we grow in Japan?” That’s interesting, but it is “What, specifically, are we trying to uncover in the growth of a product in Japan? Or a segment in Japan? Or a channel in Japan?” When you spend an enormous amount of time, in the first meeting of the different stakeholders, debating this and having different people put forward what they think the problem definition is, you realize that people have completely different views of why they’re here. That, to me, is the most important step.
Charles Conn: I would agree with that. For me, the problem context is critical. When we understand “What are the forces acting upon your decision maker? How quickly is the answer needed? With what precision is the answer needed? Are there areas that are off limits or areas where we would particularly like to find our solution? Is the decision maker open to exploring other areas?” then you not only become more efficient, and move toward what we call the critical path in problem solving, but you also make it so much more likely that you’re not going to waste your time or your decision maker’s time.
How often do especially bright young people run off with half of the idea about what the problem is and start collecting data and start building models—only to discover that they’ve really gone off half-cocked.
Hugo Sarrazin: Yeah.
Charles Conn: And in the wrong direction.
Simon London: OK. So step one—and there is a real art and a structure to it—is define the problem. Step two, Charles?
Charles Conn: My favorite step is step two, which is to use logic trees to disaggregate the problem. Every problem we’re solving has some complexity and some uncertainty in it. The only way that we can really get our team working on the problem is to take the problem apart into logical pieces.
What we find, of course, is that the way to disaggregate the problem often gives you an insight into the answer to the problem quite quickly. I love to do two or three different cuts at it, each one giving a bit of a different insight into what might be going wrong. By doing sensible disaggregations, using logic trees, we can figure out which parts of the problem we should be looking at, and we can assign those different parts to team members.
Simon London: What’s a good example of a logic tree on a sort of ratable problem?
Charles Conn: Maybe the easiest one is the classic profit tree. Almost in every business that I would take a look at, I would start with a profit or return-on-assets tree. In its simplest form, you have the components of revenue, which are price and quantity, and the components of cost, which are cost and quantity. Each of those can be broken out. Cost can be broken into variable cost and fixed cost. The components of price can be broken into what your pricing scheme is. That simple tree often provides insight into what’s going on in a business or what the difference is between that business and the competitors.
If we add the leg, which is “What’s the asset base or investment element?”—so profit divided by assets—then we can ask the question “Is the business using its investments sensibly?” whether that’s in stores or in manufacturing or in transportation assets. I hope we can see just how simple this is, even though we’re describing it in words.
When I went to work with Gordon Moore at the Moore Foundation, the problem that he asked us to look at was “How can we save Pacific salmon?” Now, that sounds like an impossible question, but it was amenable to precisely the same type of disaggregation and allowed us to organize what became a 15-year effort to improve the likelihood of good outcomes for Pacific salmon.
Simon London: Now, is there a danger that your logic tree can be impossibly large? This, I think, brings us onto the third step in the process, which is that you have to prioritize.
Charles Conn: Absolutely. The third step, which we also emphasize, along with good problem definition, is rigorous prioritization—we ask the questions “How important is this lever or this branch of the tree in the overall outcome that we seek to achieve? How much can I move that lever?” Obviously, we try and focus our efforts on ones that have a big impact on the problem and the ones that we have the ability to change. With salmon, ocean conditions turned out to be a big lever, but not one that we could adjust. We focused our attention on fish habitats and fish-harvesting practices, which were big levers that we could affect.
People spend a lot of time arguing about branches that are either not important or that none of us can change. We see it in the public square. When we deal with questions at the policy level—“Should you support the death penalty?” “How do we affect climate change?” “How can we uncover the causes and address homelessness?”—it’s even more important that we’re focusing on levers that are big and movable.
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Simon London: Let’s move swiftly on to step four. You’ve defined your problem, you disaggregate it, you prioritize where you want to analyze—what you want to really look at hard. Then you got to the work plan. Now, what does that mean in practice?
Hugo Sarrazin: Depending on what you’ve prioritized, there are many things you could do. It could be breaking the work among the team members so that people have a clear piece of the work to do. It could be defining the specific analyses that need to get done and executed, and being clear on time lines. There’s always a level-one answer, there’s a level-two answer, there’s a level-three answer. Without being too flippant, I can solve any problem during a good dinner with wine. It won’t have a whole lot of backing.
Simon London: Not going to have a lot of depth to it.
Hugo Sarrazin: No, but it may be useful as a starting point. If the stakes are not that high, that could be OK. If it’s really high stakes, you may need level three and have the whole model validated in three different ways. You need to find a work plan that reflects the level of precision, the time frame you have, and the stakeholders you need to bring along in the exercise.
Charles Conn: I love the way you’ve described that, because, again, some people think of problem solving as a linear thing, but of course what’s critical is that it’s iterative. As you say, you can solve the problem in one day or even one hour.
Charles Conn: We encourage our teams everywhere to do that. We call it the one-day answer or the one-hour answer. In work planning, we’re always iterating. Every time you see a 50-page work plan that stretches out to three months, you know it’s wrong. It will be outmoded very quickly by that learning process that you described. Iterative problem solving is a critical part of this. Sometimes, people think work planning sounds dull, but it isn’t. It’s how we know what’s expected of us and when we need to deliver it and how we’re progressing toward the answer. It’s also the place where we can deal with biases. Bias is a feature of every human decision-making process. If we design our team interactions intelligently, we can avoid the worst sort of biases.
Simon London: Here we’re talking about cognitive biases primarily, right? It’s not that I’m biased against you because of your accent or something. These are the cognitive biases that behavioral sciences have shown we all carry around, things like anchoring, overoptimism—these kinds of things.
Both: Yeah.
Charles Conn: Availability bias is the one that I’m always alert to. You think you’ve seen the problem before, and therefore what’s available is your previous conception of it—and we have to be most careful about that. In any human setting, we also have to be careful about biases that are based on hierarchies, sometimes called sunflower bias. I’m sure, Hugo, with your teams, you make sure that the youngest team members speak first. Not the oldest team members, because it’s easy for people to look at who’s senior and alter their own creative approaches.
Hugo Sarrazin: It’s helpful, at that moment—if someone is asserting a point of view—to ask the question “This was true in what context?” You’re trying to apply something that worked in one context to a different one. That can be deadly if the context has changed, and that’s why organizations struggle to change. You promote all these people because they did something that worked well in the past, and then there’s a disruption in the industry, and they keep doing what got them promoted even though the context has changed.
Simon London: Right. Right.
Hugo Sarrazin: So it’s the same thing in problem solving.
Charles Conn: And it’s why diversity in our teams is so important. It’s one of the best things about the world that we’re in now. We’re likely to have people from different socioeconomic, ethnic, and national backgrounds, each of whom sees problems from a slightly different perspective. It is therefore much more likely that the team will uncover a truly creative and clever approach to problem solving.
Simon London: Let’s move on to step five. You’ve done your work plan. Now you’ve actually got to do the analysis. The thing that strikes me here is that the range of tools that we have at our disposal now, of course, is just huge, particularly with advances in computation, advanced analytics. There’s so many things that you can apply here. Just talk about the analysis stage. How do you pick the right tools?
Charles Conn: For me, the most important thing is that we start with simple heuristics and explanatory statistics before we go off and use the big-gun tools. We need to understand the shape and scope of our problem before we start applying these massive and complex analytical approaches.
Simon London: Would you agree with that?
Hugo Sarrazin: I agree. I think there are so many wonderful heuristics. You need to start there before you go deep into the modeling exercise. There’s an interesting dynamic that’s happening, though. In some cases, for some types of problems, it is even better to set yourself up to maximize your learning. Your problem-solving methodology is test and learn, test and learn, test and learn, and iterate. That is a heuristic in itself, the A/B testing that is used in many parts of the world. So that’s a problem-solving methodology. It’s nothing different. It just uses technology and feedback loops in a fast way. The other one is exploratory data analysis. When you’re dealing with a large-scale problem, and there’s so much data, I can get to the heuristics that Charles was talking about through very clever visualization of data.
You test with your data. You need to set up an environment to do so, but don’t get caught up in neural-network modeling immediately. You’re testing, you’re checking—“Is the data right? Is it sound? Does it make sense?”—before you launch too far.
Simon London: You do hear these ideas—that if you have a big enough data set and enough algorithms, they’re going to find things that you just wouldn’t have spotted, find solutions that maybe you wouldn’t have thought of. Does machine learning sort of revolutionize the problem-solving process? Or are these actually just other tools in the toolbox for structured problem solving?
Charles Conn: It can be revolutionary. There are some areas in which the pattern recognition of large data sets and good algorithms can help us see things that we otherwise couldn’t see. But I do think it’s terribly important we don’t think that this particular technique is a substitute for superb problem solving, starting with good problem definition. Many people use machine learning without understanding algorithms that themselves can have biases built into them. Just as 20 years ago, when we were doing statistical analysis, we knew that we needed good model definition, we still need a good understanding of our algorithms and really good problem definition before we launch off into big data sets and unknown algorithms.
Simon London: Step six. You’ve done your analysis.
Charles Conn: I take six and seven together, and this is the place where young problem solvers often make a mistake. They’ve got their analysis, and they assume that’s the answer, and of course it isn’t the answer. The ability to synthesize the pieces that came out of the analysis and begin to weave those into a story that helps people answer the question “What should I do?” This is back to where we started. If we can’t synthesize, and we can’t tell a story, then our decision maker can’t find the answer to “What should I do?”
Simon London: But, again, these final steps are about motivating people to action, right?
Charles Conn: Yeah.
Simon London: I am slightly torn about the nomenclature of problem solving because it’s on paper, right? Until you motivate people to action, you actually haven’t solved anything.
Charles Conn: I love this question because I think decision-making theory, without a bias to action, is a waste of time. Everything in how I approach this is to help people take action that makes the world better.
Simon London: Hence, these are absolutely critical steps. If you don’t do this well, you’ve just got a bunch of analysis.
Charles Conn: We end up in exactly the same place where we started, which is people speaking across each other, past each other in the public square, rather than actually working together, shoulder to shoulder, to crack these important problems.
Simon London: In the real world, we have a lot of uncertainty—arguably, increasing uncertainty. How do good problem solvers deal with that?
Hugo Sarrazin: At every step of the process. In the problem definition, when you’re defining the context, you need to understand those sources of uncertainty and whether they’re important or not important. It becomes important in the definition of the tree.
You need to think carefully about the branches of the tree that are more certain and less certain as you define them. They don’t have equal weight just because they’ve got equal space on the page. Then, when you’re prioritizing, your prioritization approach may put more emphasis on things that have low probability but huge impact—or, vice versa, may put a lot of priority on things that are very likely and, hopefully, have a reasonable impact. You can introduce that along the way. When you come back to the synthesis, you just need to be nuanced about what you’re understanding, the likelihood.
Often, people lack humility in the way they make their recommendations: “This is the answer.” They’re very precise, and I think we would all be well-served to say, “This is a likely answer under the following sets of conditions” and then make the level of uncertainty clearer, if that is appropriate. It doesn’t mean you’re always in the gray zone; it doesn’t mean you don’t have a point of view. It just means that you can be explicit about the certainty of your answer when you make that recommendation.
Simon London: So it sounds like there is an underlying principle: “Acknowledge and embrace the uncertainty. Don’t pretend that it isn’t there. Be very clear about what the uncertainties are up front, and then build that into every step of the process.”
Hugo Sarrazin: Every step of the process.
Simon London: Yeah. We have just walked through a particular structured methodology for problem solving. But, of course, this is not the only structured methodology for problem solving. One that is also very well-known is design thinking, which comes at things very differently. So, Hugo, I know you have worked with a lot of designers. Just give us a very quick summary. Design thinking—what is it, and how does it relate?
Hugo Sarrazin: It starts with an incredible amount of empathy for the user and uses that to define the problem. It does pause and go out in the wild and spend an enormous amount of time seeing how people interact with objects, seeing the experience they’re getting, seeing the pain points or joy—and uses that to infer and define the problem.
Simon London: Problem definition, but out in the world.
Hugo Sarrazin: With an enormous amount of empathy. There’s a huge emphasis on empathy. Traditional, more classic problem solving is you define the problem based on an understanding of the situation. This one almost presupposes that we don’t know the problem until we go see it. The second thing is you need to come up with multiple scenarios or answers or ideas or concepts, and there’s a lot of divergent thinking initially. That’s slightly different, versus the prioritization, but not for long. Eventually, you need to kind of say, “OK, I’m going to converge again.” Then you go and you bring things back to the customer and get feedback and iterate. Then you rinse and repeat, rinse and repeat. There’s a lot of tactile building, along the way, of prototypes and things like that. It’s very iterative.
Simon London: So, Charles, are these complements or are these alternatives?
Charles Conn: I think they’re entirely complementary, and I think Hugo’s description is perfect. When we do problem definition well in classic problem solving, we are demonstrating the kind of empathy, at the very beginning of our problem, that design thinking asks us to approach. When we ideate—and that’s very similar to the disaggregation, prioritization, and work-planning steps—we do precisely the same thing, and often we use contrasting teams, so that we do have divergent thinking. The best teams allow divergent thinking to bump them off whatever their initial biases in problem solving are. For me, design thinking gives us a constant reminder of creativity, empathy, and the tactile nature of problem solving, but it’s absolutely complementary, not alternative.
Simon London: I think, in a world of cross-functional teams, an interesting question is do people with design-thinking backgrounds really work well together with classical problem solvers? How do you make that chemistry happen?
Hugo Sarrazin: Yeah, it is not easy when people have spent an enormous amount of time seeped in design thinking or user-centric design, whichever word you want to use. If the person who’s applying classic problem-solving methodology is very rigid and mechanical in the way they’re doing it, there could be an enormous amount of tension. If there’s not clarity in the role and not clarity in the process, I think having the two together can be, sometimes, problematic.
The second thing that happens often is that the artifacts the two methodologies try to gravitate toward can be different. Classic problem solving often gravitates toward a model; design thinking migrates toward a prototype. Rather than writing a big deck with all my supporting evidence, they’ll bring an example, a thing, and that feels different. Then you spend your time differently to achieve those two end products, so that’s another source of friction.
Now, I still think it can be an incredibly powerful thing to have the two—if there are the right people with the right mind-set, if there is a team that is explicit about the roles, if we’re clear about the kind of outcomes we are attempting to bring forward. There’s an enormous amount of collaborativeness and respect.
Simon London: But they have to respect each other’s methodology and be prepared to flex, maybe, a little bit, in how this process is going to work.
Hugo Sarrazin: Absolutely.
Simon London: The other area where, it strikes me, there could be a little bit of a different sort of friction is this whole concept of the day-one answer, which is what we were just talking about in classical problem solving. Now, you know that this is probably not going to be your final answer, but that’s how you begin to structure the problem. Whereas I would imagine your design thinkers—no, they’re going off to do their ethnographic research and get out into the field, potentially for a long time, before they come back with at least an initial hypothesis.
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Want better strategies? Become a bulletproof problem solver
Hugo Sarrazin: That is a great callout, and that’s another difference. Designers typically will like to soak into the situation and avoid converging too quickly. There’s optionality and exploring different options. There’s a strong belief that keeps the solution space wide enough that you can come up with more radical ideas. If there’s a large design team or many designers on the team, and you come on Friday and say, “What’s our week-one answer?” they’re going to struggle. They’re not going to be comfortable, naturally, to give that answer. It doesn’t mean they don’t have an answer; it’s just not where they are in their thinking process.
Simon London: I think we are, sadly, out of time for today. But Charles and Hugo, thank you so much.
Charles Conn: It was a pleasure to be here, Simon.
Hugo Sarrazin: It was a pleasure. Thank you.
Simon London: And thanks, as always, to you, our listeners, for tuning into this episode of the McKinsey Podcast . If you want to learn more about problem solving, you can find the book, Bulletproof Problem Solving: The One Skill That Changes Everything , online or order it through your local bookstore. To learn more about McKinsey, you can of course find us at McKinsey.com.
Charles Conn is CEO of Oxford Sciences Innovation and an alumnus of McKinsey’s Sydney office. Hugo Sarrazin is a senior partner in the Silicon Valley office, where Simon London, a member of McKinsey Publishing, is also based.
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Problem Solving Steps
Generally there are five widely accepted steps in the problem solving process:
- Define the problem
- Gather facts
- Generate alternate options
- Evaluate and implement most appropriate option
- Monitor solution and evaluate result
The first step is the most difficult of all and is covered in the next section. After the problem has been sufficiently defined, you gather factual information, who, what, when, and where. Then you generate alternative options bringing in other people who might have a different problem solving style. Next you evaluate the types of solutions presented, weighing the advantages and and disadvantages against the goals you have for what you have defined as the problem. Then you implement. Finally and equally important, monitor the implementation and evaluate your results.
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7 Steps To Problem-Solving
The 7 steps to problem-solving is a disciplined and methodical approach to identifying and then addressing the root cause of problems. Instead, a more robust approach involves working through a problem using the hypothesis-driven framework of the scientific method. Each viable hypothesis is tested using a range of specific diagnostics and then recommendations are made.
– is a systematic approach to addressing complex challenges and making informed decisions. It provides a structured framework for , , and problems in various contexts, including , , , and everyday life. | |
– The primary purpose of the 7 Steps is to in a logical and organized manner, increasing the likelihood of finding . It helps individuals and teams tackle problems , making the process more efficient and reducing the risk of overlooking critical factors. | |
– : Begin by the problem or challenge. Understand its , its impact on stakeholders, and the . – : and relevant information to and causes. Use various sources and to obtain insights. – : Explore potential solutions and . Encourage and to produce a wide range of options. – : Evaluate the pros and cons of each solution. Consider factors such as feasibility, cost, impact, and potential risks. – : Choose the solution that aligns best with your problem definition and analysis. solutions based on their potential to address the problem effectively. – : Develop an for implementing the chosen solution. Assign responsibilities, allocate resources, and establish a timeline. – : After implementation, assess the results. against predefined criteria and make adjustments if necessary. Document the lessons learned for future reference. | |
– While the 7 Steps provide a structured approach, they are not strictly linear. and can be incorporated, allowing for at any stage based on new insights or changing circumstances. The framework is adaptable to various problem types and complexities. | |
– The 7 Steps to Problem-Solving can be applied to a wide range of challenges, including , , , , and . Its versatility makes it a valuable tool in both professional and personal contexts. | |
– Challenges in problem-solving may include that affect decision-making, , and about outcomes. Being aware of these challenges and applying critical thinking skills can help avoid pitfalls and improve the quality of problem-solving efforts. | |
– Effective problem-solving often involves and with others. , such as , , and , play a crucial role in the success of the 7 Steps, especially when problems involve multiple stakeholders. | |
– Documenting each step of the problem-solving process is valuable for and . It allows organizations and individuals to learn from past experiences and apply insights to future challenges. | |
– The integration of and can enhance problem-solving by providing and of certain tasks. These tools can assist in , , and , improving the efficiency of the 7 Steps. | |
– Considerations related to , , and should be part of the problem-solving process. ensures that solutions align with values, respect diverse perspectives, and consider the broader impact on society and stakeholders. |
Table of Contents
Understanding the 7 steps to problem-solving
The core argument of this approach is that the most obvious solutions to a problem are often not the best solutions.
Good problem-solving in business is a skill that must be learned. Businesses that are adept at problem-solving take responsibility for their own decisions and have courage and confidence in their convictions. Ultimately, this removes doubt which can impede the growth of businesses and indeed employees alike.
Moving through the 7 steps to problem-solving
Although many versions of the 7-step approach exist, the McKinsey approach is the most widely used in business settings. Here is how decision makers can move through each of the steps systematically.
Step 1 – Define the problem
First, the scope and extent of the problem must be identified. Actions and behaviors of individuals must be the focus – instead of a focus on the individuals themselves. Whatever the case, the problem must be clearly defined and be universally accepted by all relevant parties.
Step 2 – Disaggregate the problem
In the second step, break down the problem (challenge) into smaller parts using logic trees and develop an early hypothesis. Here, economic and scientific principles can be useful in brainstorming potential solutions. Avoid cognitive biases, such as deciding that a previous solution should be used again because it worked last time.
Step 3 – Prioritize issues
Which constituent parts could be key driving factors of the problem? Prioritize each according to those which have the biggest impact on the problem. Eliminate parts that have negligible impact. This step helps businesses use their resources wisely.
Step 4 – Plan the analyses
Before testing each hypothesis, develop a work and process plan for each. Staff should be assigned to analytical tasks with unique output and completion dates. Hypothesis testing should also be reviewed at regular intervals to measure viability and adjust strategies accordingly.
Step 5 – Conduct the analyses
In step five, gather the critical data required to accept or reject each hypothesis. Data analysis methods will vary according to the nature of the project, but each business must understand the reasons for implementing specific methods. In question-based problem solving, the Five Whys or Fishbone method may be used. More complicated problems may require the use of statistical analysis . In any case, this is often the longest and most complex step of the process.
Step 6 – Synthesise the results
Once the results have been determined, they must be synthesized in such a way that they can be tested for validity and logic. In a business context, assess the implications of the findings for a business moving forward. Does it solve the problem?
Step 7 – Communicate
In the final step, the business must present the solutions in such a way that they link back to the original problem statement. When presenting to clients, this is vital. It shows that the business understands the problem and has a solution supported by facts or hard data. Above all, the data should be woven into a convincing story that ends with recommendations for future action.
Key takeaways
- 7 steps to problem-solving is a methodical approach to problem-solving based on the scientific method.
- Although a somewhat rigorous approach, the strategy can be learned by any business willing to devote the time and resources.
- Fundamentally, the 7 steps to problem-solving method involves formulating and then testing hypotheses. Through the process of elimination, a business can narrow its focus to the likely root cause of a problem.
Key Highlights
- Definition : The 7 Steps to Problem-Solving is a structured methodology rooted in the scientific method. It emphasizes systematic hypothesis testing and data analysis to identify and address the root cause of problems, avoiding surface-level solutions.
- Problem-Solving Skill : Effective problem-solving is a learned skill that fosters responsible decision-making, boosts confidence, and supports business growth .
- Define the Problem : Clearly outline the problem’s scope and impact, focusing on actions and behaviors rather than individuals.
- Disaggregate the Problem : Break down the problem into smaller parts using logic trees and form early hypotheses. Avoid biases from past solutions.
- Prioritize Issues : Identify key driving factors of the problem and prioritize them by impact. Eliminate parts with minimal impact to allocate resources efficiently.
- Plan the Analyses : Develop work and process plans for hypothesis testing, assigning staff and setting completion dates. Regularly review and adjust strategies.
- Conduct the Analyses : Gather critical data to accept or reject hypotheses. Use methods like Five Whys, Fishbone diagrams, or statistical analysis .
- Synthesize the Results : Combine and analyze results to determine their validity and implications for the business . Assess if the problem is solved.
- Communicate : Present solutions that link back to the original problem statement, supported by facts. Create a compelling story ending with recommendations.
- The 7 Steps to Problem-Solving is based on the scientific method.
- It requires a structured approach to formulating and testing hypotheses.
- Businesses willing to invest time and resources can learn and apply this method effectively.
Related Concepts | Description | When to Apply |
---|---|---|
The is a systematic approach used to address complex issues, make informed decisions, and find effective solutions to problems. These steps typically include: 1. : Clearly define the issue or challenge that needs to be resolved. 2. : Collect relevant data, facts, and insights to understand the problem’s underlying causes and implications. 3. : Brainstorm potential solutions or approaches to address the problem, considering various perspectives and creative alternatives. 4. : Evaluate the strengths and weaknesses of each solution based on feasibility, effectiveness, and alignment with goals and constraints. 5. : Choose the most promising solution or combination of solutions that best address the problem and achieve the desired outcomes. 6. : Develop a plan of action and execute the chosen solution, allocating resources, assigning responsibilities, and monitoring progress. 7. : Assess the effectiveness of the implemented solution by measuring outcomes, gathering feedback, and identifying lessons learned for future problem-solving endeavors. provide a structured framework for systematic thinking, collaboration, and decision-making, facilitating the resolution of complex problems and the achievement of desired objectives. | – When faced with complex challenges, issues, or decisions that require a structured approach to problem-solving and decision-making. | |
encompass a variety of approaches and techniques used to analyze problems, devise solutions, and overcome obstacles effectively. These strategies may include: 1. : Break down complex problems into smaller, more manageable tasks or components to facilitate analysis and problem-solving. 2. : Generate ideas, solutions, and alternatives through open-ended discussion, creativity, and collaboration with others. 3. : Identify the underlying causes or contributing factors of a problem to address its fundamental source rather than just treating symptoms. 4. : Construct visual diagrams or flowcharts to map out decision-making processes, options, and potential outcomes to guide informed choices. 5. : Experiment with different approaches, solutions, or strategies through iterative testing and learning from failures to refine problem-solving efforts. 6. : Apply logical reasoning, analysis, and evaluation skills to assess information, identify patterns, and draw well-founded conclusions to solve problems effectively. 7. : Engage with diverse perspectives, expertise, and stakeholders to leverage collective knowledge, insights, and resources in addressing complex problems collaboratively. enable individuals and teams to approach problems systematically, creatively, and efficiently, leading to innovative solutions and improved decision-making outcomes. | – When encountering challenges, obstacles, or issues that require analytical thinking, creativity, and strategic problem-solving to develop effective solutions and achieve desired outcomes. | |
The is a systematic approach used to evaluate options, make choices, and take action in various personal, professional, and organizational contexts. It typically involves the following steps: 1. : Clarify the decision to be made and its significance in achieving objectives or addressing concerns. 2. : Collect relevant data, facts, and insights to understand the decision context, alternatives, and potential consequences. 3. : Assess the strengths, weaknesses, risks, and implications of available options or courses of action using criteria and decision-making tools. 4. : Evaluate the information and analysis to make a choice or commitment based on informed judgment, intuition, or consensus among decision-makers. 5. : Develop a plan of action and execute the chosen decision, allocating resources, setting timelines, and monitoring progress towards desired outcomes. 6. : Review the decision’s outcomes, impacts, and effectiveness, gathering feedback, and adjusting course if needed to improve future decision-making processes. The provides a structured framework for thoughtful analysis, evaluation, and action to make sound decisions and achieve desired objectives effectively. | – When confronted with choices, dilemmas, or opportunities that require careful consideration, analysis, and evaluation to make informed decisions and take appropriate actions. | |
is a problem-solving technique used to identify the underlying causes or factors contributing to a problem or issue, rather than just addressing its symptoms. It involves the following steps: 1. : Clearly articulate the problem or issue that needs to be investigated and resolved. 2. : Gather relevant information, data, and evidence to understand the problem’s context, history, and impacts. 3. : Brainstorm and list possible causes or factors that may contribute to the problem’s occurrence or persistence. 4. : Analyze and prioritize the potential causes based on their likelihood, impact, and relevance to the problem at hand. 5. : Investigate each potential cause in depth, using techniques such as interviews, observations, or data analysis to determine its validity and significance. 6. : Determine the primary or underlying cause(s) that directly lead to the problem’s occurrence or recurrence, considering systemic, human, and organizational factors. 7. : Generate corrective actions or interventions to address the root cause(s) and prevent the problem from reoccurring in the future. helps organizations and individuals address problems systematically, improve processes, and enhance performance by addressing underlying issues rather than treating symptoms. | – When encountering recurring problems, issues, or failures that require deeper investigation and understanding to identify their underlying causes and develop effective solutions. | |
is a holistic approach to problem-solving and decision-making that considers the interrelationships, dynamics, and feedback loops within complex systems. It involves the following principles: 1. : Recognize and explore the connections and interactions among components, elements, or variables within a system. 2. : Analyze the feedback mechanisms and loops that influence system behavior and outcomes over time. 3. : Evaluate the dynamic behavior, patterns, and emergent properties that arise from interactions within the system. 4. : Define the boundaries and scope of the system under study, including its inputs, outputs, and external influences. 5. : Identify key leverage points or intervention opportunities within the system where small changes can lead to significant impacts or outcomes. 6. : Foster a systemic mindset and awareness among stakeholders to recognize the interconnectedness of issues, anticipate unintended consequences, and collaborate effectively in addressing complex challenges. enables individuals and organizations to understand complex systems, anticipate their behavior, and leverage leverage points for effective problem-solving and decision-making. | – When dealing with complex, interconnected problems or challenges that involve multiple stakeholders, variables, and feedback loops, requiring a holistic understanding and approach to address effectively. | |
is a cognitive process of analyzing, evaluating, and synthesizing information to form reasoned judgments, make informed decisions, and solve problems effectively. It involves the following components: 1. : Challenge assumptions, biases, and preconceptions to gain a deeper understanding of issues and perspectives. 2. : Collect relevant evidence, data, and arguments to support logical reasoning and informed decision-making. 3. : Evaluate diverse viewpoints, opinions, and interpretations to gain insights and consider alternative solutions. 4. : Identify patterns, trends, and connections within information or data to discern underlying relationships and implications. 5. : Make reasoned inferences and draw logical conclusions based on available evidence, analysis, and critical thinking. 6. : Reflect on personal biases, assumptions, and cognitive limitations that may influence thinking and decision-making processes. skills are essential for analyzing complex issues, evaluating evidence, and making informed decisions in various personal, academic, and professional contexts. | – When facing complex problems, ambiguous situations, or conflicting information that require rigorous analysis, logical reasoning, and informed judgment to arrive at well-founded conclusions and effective solutions. | |
is an approach that emphasizes generating innovative solutions to challenges by thinking outside the box, exploring unconventional ideas, and embracing experimentation. It involves the following elements: 1. : Clearly articulate the problem or opportunity that requires creative solutions and identify desired outcomes. 2. : Encourage brainstorming and creative thinking techniques to generate a wide range of ideas, alternatives, and possibilities. 3. : Evaluate and explore unconventional or unexpected solutions that may diverge from traditional approaches or assumptions. 4. : Test and refine potential solutions through experimentation, prototyping, or pilot projects to assess feasibility and effectiveness. 5. : Embrace failure as part of the creative process and iterate on ideas based on feedback, insights, and lessons learned. 6. : Collaborate with diverse stakeholders, perspectives, and disciplines to stimulate creativity, innovation, and synergy in problem-solving efforts. fosters a culture of innovation, experimentation, and continuous improvement, enabling individuals and teams to address complex challenges with fresh perspectives and imaginative solutions. | – When seeking to break through conventional thinking, explore new possibilities, and develop innovative solutions to complex problems or opportunities that require creativity, imagination, and out-of-the-box thinking. | |
is an approach derived from Lean principles and methodologies, focusing on identifying and eliminating waste, inefficiencies, and non-value-added activities in processes or systems. It involves the following principles: 1. : Identify the value desired by customers or stakeholders and prioritize efforts to deliver value-added outcomes. 2. : Visualize and map out the current state of processes or workflows to identify bottlenecks, redundancies, and areas for improvement. 3. : Analyze problems systematically to identify underlying causes and factors contributing to inefficiencies or defects. 4. : Develop and implement targeted solutions or countermeasures to address root causes and streamline processes. 5. : Establish standardized work practices, procedures, or guidelines to sustain improvements and prevent recurrence of problems. 6. : Foster a culture of continuous learning, experimentation, and adaptation to drive ongoing improvements and optimize performance over time. emphasizes efficiency, effectiveness, and customer value, enabling organizations to enhance productivity, quality, and competitiveness in their operations. | – When aiming to improve operational performance, streamline processes, and eliminate waste or inefficiencies in workflows or systems by applying Lean principles and problem-solving methodologies to identify and address root causes effectively. | |
is a human-centered approach to innovation and problem-solving that emphasizes empathy, creativity, and iterative prototyping to develop solutions that meet users’ needs and preferences. It involves the following stages: 1. : Understand users’ needs, motivations, and pain points through observation, interviews, and immersion in their experiences. 2. : Define the problem or opportunity based on insights gathered from empathizing with users and identifying their challenges or aspirations. 3. : Generate a wide range of creative ideas, concepts, and solutions to address the defined problem or opportunity, leveraging divergent thinking techniques. 4. : Develop rapid prototypes or representations of potential solutions to test and refine ideas, gathering feedback from users and stakeholders. 5. : Evaluate prototypes with users to validate assumptions, gather insights, and iteratively refine solutions based on feedback and observations. 6. : Implement and scale solutions that have been iteratively developed and validated through the design thinking process, ensuring they address users’ needs effectively. fosters innovation, collaboration, and user-centricity, enabling organizations to develop products, services, and experiences that resonate with users and create meaningful impact. | – When seeking to develop innovative solutions, products, or services that are user-centric, intuitive, and impactful by applying a human-centered approach to problem-solving and design. | |
is an iterative, collaborative approach to addressing complex problems and adapting to changing circumstances in dynamic environments. It aligns with Agile principles and methodologies used in software development and project management. Key aspects include: 1. : Break down problems into smaller, manageable tasks or iterations that can be tackled incrementally and adaptively. 2. : Form cross-functional teams that collaborate closely, share knowledge, and work iteratively to solve problems and deliver value. 3. : Embrace feedback, experimentation, and reflection to learn from experiences, iterate on solutions, and improve outcomes over time. 4. : Respond quickly and flexibly to changes, uncertainties, and emerging insights by adjusting plans, priorities, and approaches as needed. 5. : Maintain transparency and visibility into progress, challenges, and decision-making processes to foster trust and alignment among team members and stakeholders. promotes flexibility, responsiveness, and resilience, enabling teams to navigate complexity and deliver value effectively in dynamic environments. | – When confronting complex, rapidly evolving problems or projects that require adaptive, collaborative approaches to problem-solving, decision-making, and value delivery in uncertain or changing conditions. |
Connected Decision-Making Frameworks
Cynefin Framework
![second step in problem solving process is to cynefin-framework](https://i0.wp.com/fourweekmba.com/wp-content/uploads/2020/11/cynefin-framework.png?resize=1024%2C772&ssl=1)
SWOT Analysis
![second step in problem solving process is to swot-analysis](https://i0.wp.com/fourweekmba.com/wp-content/uploads/2019/11/swot-analysis.png?resize=1024%2C768&ssl=1)
Personal SWOT Analysis
![second step in problem solving process is to personal-swot-analysis](https://i0.wp.com/fourweekmba.com/wp-content/uploads/2020/12/personal-swot-analysis-1.png?resize=1024%2C772&ssl=1)
Pareto Analysis
![second step in problem solving process is to pareto-principle-pareto-analysis](https://i0.wp.com/fourweekmba.com/wp-content/uploads/2020/08/pareto-principle-pareto-analysis.png?resize=1024%2C772&ssl=1)
Failure Mode And Effects Analysis
![second step in problem solving process is to failure-mode-and-effects-analysis](https://i0.wp.com/fourweekmba.com/wp-content/uploads/2021/02/failure-mode-and-effects-analysis.png?resize=1024%2C772&ssl=1)
Blindspot Analysis
![second step in problem solving process is to blindspot-analysis](https://i0.wp.com/fourweekmba.com/wp-content/uploads/2021/02/blindspot-analysis.png?resize=1024%2C772&ssl=1)
Comparable Company Analysis
![second step in problem solving process is to comparable-company-analysis](https://i0.wp.com/fourweekmba.com/wp-content/uploads/2019/05/comparable-company-analysis.png?resize=1024%2C753&ssl=1)
Cost-Benefit Analysis
![second step in problem solving process is to cost-benefit-analysis](https://i0.wp.com/fourweekmba.com/wp-content/uploads/2020/11/cost-benefit-analysis.png?resize=1024%2C772&ssl=1)
Agile Business Analysis
![second step in problem solving process is to agile-business-analysis](https://i0.wp.com/fourweekmba.com/wp-content/uploads/2021/01/agile-business-analysis-1.png?resize=1024%2C772&ssl=1)
SOAR Analysis
![second step in problem solving process is to soar-analysis](https://i0.wp.com/fourweekmba.com/wp-content/uploads/2020/08/soar-analysis.png?resize=1024%2C772&ssl=1)
STEEPLE Analysis
![second step in problem solving process is to steeple-analysis](https://i0.wp.com/fourweekmba.com/wp-content/uploads/2021/03/steeple-analysis.png?resize=1024%2C772&ssl=1)
Pestel Analysis
![second step in problem solving process is to pestel-analysis](https://i0.wp.com/fourweekmba.com/wp-content/uploads/2019/03/pestel-analysis.png?resize=1024%2C753&ssl=1)
DESTEP Analysis
![second step in problem solving process is to destep-analysis](https://i0.wp.com/fourweekmba.com/wp-content/uploads/2021/08/destep-analysis.png?resize=1024%2C772&ssl=1)
Paired Comparison Analysis
![second step in problem solving process is to paired-comparison-analysis](https://i0.wp.com/fourweekmba.com/wp-content/uploads/2020/12/paired-comparison-analysis.png?resize=1024%2C772&ssl=1)
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The easy 4 step problem-solving process (+ examples)
This is the 4 step problem-solving process that I taught to my students for math problems, but it works for academic and social problems as well.
![second step in problem solving process is to Ed Latimore](https://edlatimore.com/assets/images/ed/ed-small.jpg?_cchid=50bcfe73c42686f561e64b82d4d7bac5)
Every problem may be different, but effective problem solving asks the same four questions and follows the same method.
- What’s the problem? If you don’t know exactly what the problem is, you can’t come up with possible solutions. Something is wrong. What are we going to do about this? This is the foundation and the motivation.
- What do you need to know? This is the most important part of the problem. If you don’t know exactly what the problem is, you can’t come up with possible solutions.
- What do you already know? You already know something related to the problem that will help you solve the problem. It’s not always obvious (especially in the real world), but you know (or can research) something that will help.
- What’s the relationship between the two? Here is where the heavy brainstorming happens. This is where your skills and abilities come into play. The previous steps set you up to find many potential solutions to your problem, regardless of its type.
When I used to tutor kids in math and physics , I would drill this problem-solving process into their heads. This methodology works for any problem, regardless of its complexity or difficulty. In fact, if you look at the various advances in society, you’ll see they all follow some variation of this problem-solving technique.
“The gap between understanding and misunderstanding can best be bridged by thought!” ― Ernest Agyemang Yeboah
Generally speaking, if you can’t solve the problem then your issue is step 3 or step 4; you either don’t know enough or you’re missing the connection.
Good problem solvers always believe step 3 is the issue. In this case, it’s a simple matter of learning more. Less skilled problem solvers believe step 4 is the root cause of their difficulties. In this instance, they simply believe they have limited problem-solving skills.
This is a fixed versus growth mindset and it makes a huge difference in the effort you put forth and the belief you have in yourself to make use of this step-by-step process. These two mindsets make a big difference in your learning because, at its core, learning is problem-solving.
Let’s dig deeper into the 4 steps. In this way, you can better see how to apply them to your learning journey.
Step 1: What’s the problem?
The ability to recognize a specific problem is extremely valuable.
Most people only focus on finding solutions. While a “solutions-oriented” mindset is a good thing, sometimes it pays to focus on the problem. When you focus on the problem, you often make it easier to find a viable solution to it.
When you know the exact nature of the problem, you shorten the time frame needed to find a solution. This reminds me of a story I was once told.
When does the problem-solving process start?
The process starts after you’ve identified the exact nature of the problem.
Homeowners love a well-kept lawn but hate mowing the grass.
Many companies and inventors raced to figure out a more time-efficient way to mow the lawn. Some even tried to design robots that would do the mowing. They all were chasing the solution, but only one inventor took the time to understand the root cause of the problem.
Most people figured that the problem was the labor required to maintain a lawn. The actual problem was just the opposite: maintaining a lawn was labor-intensive. The rearrangement seems trivial, but it reveals the true desire: a well-maintained lawn.
The best solution? Remove maintenance from the equation. A lawn made of artificial grass solved the problem . Hence, an application of Astroturf was discovered.
This way, the law always looked its best. Taking a few moments to apply critical thinking identified the true nature of the problem and yielded a powerful solution.
An example of choosing the right problem to work the problem-solving process on
One thing I’ve learned from tutoring high school students in math : they hate word problems.
This is because they make the student figure out the problem. Finding the solution to a math problem is already stressful. Forcing the student to also figure out what problem needs solving is another level of hell.
Word problems are not always clear about what needs to be solved. They also have the annoying habit of adding extraneous information. An ordinary math problem does not do this. For example, compare the following two problems:
What’s the height of h?
![second step in problem solving process is to solving simple trig problem](https://edlatimore.com/assets/images/posts/2021/solvingsimpletrigproblem-1.png?_cchid=6d1b81c004c10301181462c3ed8297e8)
A radio station tower was built in two sections. From a point 87 feet from the base of the tower, the angle of elevation of the top of the first section is 25º, and the angle of elevation of the top of the second section is 40º. To the nearest foot, what is the height of the top section of the tower?
![second step in problem solving process is to solving complex trig problem](https://edlatimore.com/assets/images/posts/2021/solvingcomplextrigproblem-1.jpg?_cchid=867e2c984a9d9754b2a6697301b98c61)
The first is a simple problem. The second is a complex problem. The end goal in both is the same.
The questions require the same knowledge (trigonometric functions), but the second is more difficult for students. Why? The second problem does not make it clear what the exact problem is. Before mathematics can even begin, you must know the problem, or else you risk solving the wrong one.
If you understand the problem, finding the solution is much easier. Understanding this, ironically, is the biggest problem for people.
Problem-solving is a universal language
Speaking of people, this method also helps settle disagreements.
When we disagree, we rarely take the time to figure out the exact issue. This happens for many reasons, but it always results in a misunderstanding. When each party is clear with their intentions, they can generate the best response.
Education systems fail when they don’t consider the problem they’re supposed to solve. Foreign language education in America is one of the best examples.
The problem is that students can’t speak the target language. It seems obvious that the solution is to have students spend most of their time speaking. Unfortunately, language classes spend a ridiculous amount of time learning grammar rules and memorizing vocabulary.
The problem is not that the students don’t know the imperfect past tense verb conjugations in Spanish. The problem is that they can’t use the language to accomplish anything. Every year, kids graduate from American high schools without the ability to speak another language, despite studying one for 4 years.
Well begun is half done
Before you begin to learn something, be sure that you understand the exact nature of the problem. This will make clear what you need to know and what you can discard. When you know the exact problem you’re tasked with solving, you save precious time and energy. Doing this increases the likelihood that you’ll succeed.
Step 2: What do you need to know?
All problems are the result of insufficient knowledge. To solve the problem, you must identify what you need to know. You must understand the cause of the problem. If you get this wrong, you won’t arrive at the correct solution.
Either you’ll solve what you thought was the problem, only to find out this wasn’t the real issue and now you’ve still got trouble or you won’t and you still have trouble. Either way, the problem persists.
If you solve a different problem than the correct one, you’ll get a solution that you can’t use. The only thing that wastes more time than an unsolved problem is solving the wrong one.
Imagine that your car won’t start. You replace the alternator, the starter, and the ignition switch. The car still doesn’t start. You’ve explored all the main solutions, so now you consider some different solutions.
Now you replace the engine, but you still can’t get it to start. Your replacements and repairs solved other problems, but not the main one: the car won’t start.
Then it turns out that all you needed was gas.
This example is a little extreme, but I hope it makes the point. For something more relatable, let’s return to the problem with language learning.
You need basic communication to navigate a foreign country you’re visiting; let’s say Mexico. When you enroll in a Spanish course, they teach you a bunch of unimportant words and phrases. You stick with it, believing it will eventually click.
When you land, you can tell everyone your name and ask for the location of the bathroom. This does not help when you need to ask for directions or tell the driver which airport terminal to drop you off at.
Finding the solution to chess problems works the same way
The book “The Amateur Mind” by IM Jeremy Silman improved my chess by teaching me how to analyze the board.
It’s only with a proper analysis of imbalances that you can make the best move. Though you may not always choose the correct line of play, the book teaches you how to recognize what you need to know . It teaches you how to identify the problem—before you create an action plan to solve it.
![second step in problem solving process is to Chess book to help learn problem solving](https://edlatimore.com/assets/images/posts/2021/amateurmindchess-3.jpg?_cchid=451eec19302f69e70e2f53a97fd524d2)
The problem-solving method always starts with identifying the problem or asking “What do you need to know?”. It’s only after you brainstorm this that you can move on to the next step.
Learn the method I used to earn a physics degree, learn Spanish, and win a national boxing title
- I was a terrible math student in high school who wrote off mathematics. I eventually overcame my difficulties and went on to earn a B.A. Physics with a minor in math
- I pieced together the best works on the internet to teach myself Spanish as an adult
- *I didn’t start boxing until the very old age of 22, yet I went on to win a national championship, get a high-paying amateur sponsorship, and get signed by Roc Nation Sports as a profession.
I’ve used this method to progress in mentally and physically demanding domains.
While the specifics may differ, I believe that the general methods for learning are the same in all domains.
This free e-book breaks down the most important techniques I’ve used for learning.
![second step in problem solving process is to](https://edlatimore.com/assets/images/fivepillars-cover-1.png?_cchid=0a9156ab7194df76bdffa5b6ba0073cd)
Step 3: What do you already know?
The only way to know if you lack knowledge is by gaining some in the first place. All advances and solutions arise from the accumulation and implementation of prior information. You must first consider what it is that you already know in the context of the problem at hand.
Isaac Newton once said, “If I have seen further, it is by standing on the shoulders of giants.” This is Newton’s way of explaining that his advancements in physics and mathematics would be impossible if it were not for previous discoveries.
Mathematics is a great place to see this idea at work. Consider the following problem:
What is the domain and range of y=(x^2)+6?
This simple algebra problem relies on you knowing a few things already. You must know:
- The definition of “domain” and “range”
- That you can never square any real number and get a negative
Once you know those things, this becomes easy to solve. This is also how we learn languages.
An example of the problem-solving process with a foreign language
Anyone interested in serious foreign language study (as opposed to a “crash course” or “survival course”) should learn the infinitive form of verbs in their target language. You can’t make progress without them because they’re the root of all conjugations. It’s only once you have a grasp of the infinitives that you can completely express yourself. Consider the problem-solving steps applied in the following example.
I know that I want to say “I don’t eat eggs” to my Mexican waiter. That’s the problem.
I don’t know how to say that, but last night I told my date “No bebo alcohol” (“I don’t drink alcohol”). I also know the infinitive for “eat” in Spanish (comer). This is what I already know.
Now I can execute the final step of problem-solving.
Step 4: What’s the relationship between the two?
I see the connection. I can use all of my problem-solving strategies and methods to solve my particular problem.
I know the infinitive for the Spanish word “drink” is “beber” . Last night, I changed it to “bebo” to express a similar idea. I should be able to do the same thing to the word for “eat”.
“No como huevos” is a pretty accurate guess.
In the math example, the same process occurs. You don’t know the answer to “What is the domain and range of y=(x^2)+6?” You only know what “domain” and “range” mean and that negatives aren’t possible when you square a real number.
A domain of all real numbers and a range of all numbers equal to and greater than six is the answer.
This is relating what you don’t know to what you already do know. The solutions appear simple, but walking through them is an excellent demonstration of the process of problem-solving.
In most cases, the solution won’t be this simple, but the process or finding it is the same. This may seem trivial, but this is a model for thinking that has served the greatest minds in history.
A recap of the 4 steps of the simple problem-solving process
- What’s the problem? There’s something wrong. There’s something amiss.
- What do you need to know? This is how to fix what’s wrong.
- What do you already know? You already know something useful that will help you find an effective solution.
- What’s the relationship between the previous two? When you use what you know to help figure out what you don’t know, there is no problem that won’t yield.
Learning is simply problem-solving. You’ll learn faster if you view it this way.
What was once complicated will become simple.
What was once convoluted will become clear.
![second step in problem solving process is to Ed Latimore](https://edlatimore.com/assets/images/ed/ed-medium.jpg?_cchid=61105f85da1b076f5c9dfa770e9d1900)
Ed Latimore
I’m a writer, competitive chess player, Army veteran, physicist, and former professional heavyweight boxer. My work focuses on self-development, realizing your potential, and sobriety—speaking from personal experience, having overcome both poverty and addiction.
Follow me on Twitter.
![second step in problem solving process is to Pimsleur language system review—old but still good](https://edlatimore.com/assets/images/posts/pimsleur-1.jpg?_cchid=546e4bf5b7504a4d00e205d0b3f11adb)
Pimsleur language system review—old but still good
The Pimsleur language program offers a framework you can use to learn a language. I’ve used the program. Here are my experiences.
![second step in problem solving process is to Pimsleur vs Duolingo— Choosing the best language learning app](https://edlatimore.com/assets/images/thumbnails/pimsleur-vs-duolingo-logo.jpg?_cchid=b9f85f1054b520cfd31fd2acabf1fbbe)
Pimsleur vs Duolingo: Choosing the best language learning app
Pimsleur and Duolingo are two popular language-learning apps to help you learn a new language. This guide will help you decide which app will work best for you.
![second step in problem solving process is to My Chess.com Chess Improvement Plan](https://edlatimore.com/assets/images/posts/ed-latimore-chess-improvement-plan.png?_cchid=f21dc5d4ebdfe90fab5a4a89d163d0f6)
My Chess.com Chess Improvement Plan
This is a plan that I’ll be implementing to improve my rating on Chess.com in the rapid and daily games. Not for OTB but could work.
![second step in problem solving process is to 25 Year Anniversary_logo.png](https://static.wixstatic.com/media/3f7b06_cb10e7c4be4d476fb83c3867968f5931~mv2.png/v1/crop/x_0,y_127,w_1200,h_983/fill/w_199,h_163,al_c,q_85,usm_0.66_1.00_0.01,enc_auto/25%20Year%20Anniversary_logo.png)
- Miles Anthony Smith
- Sep 12, 2022
- 12 min read
The Ultimate Problem-Solving Process Guide: 31 Steps and Resources
Updated: Jan 24, 2023
GOT CHALLENGES WITH YOUR PROBLEM-SOLVING PROCESS? ARE YOU FRUSTRATED?
prob·lem-solv·ing noun -the process of finding solutions to difficult or complex issues. It sounds so simple, doesn’t it? But in reality problem-solving is hard. It's almost always more complex than it seems. That's why problem-solving can be so frustrating sometimes. You can feel like you’re spinning your wheels, arguing in circles, or just failing to find answers that actually work. And when you've got a group working on a problem, it can get even muddier …differences of opinions, viewpoints colored by different backgrounds, history, life experiences, you name it. We’re all looking at life and work from different angles, and that often means disagreement. Sometimes sharp disagreement. That human element, figuring out how to take ourselves out of the equation and make solid, fact-based decisions , is precisely why there’s been so much written on problem-solving. Which creates its own set of problems. Whose method is best? How can you possibly sift through them all? Are we to have one person complete the entire problem-solving process by themselves or rely on a larger team to find answers to our most vexing challenges in the workplace ? Today, we’re going to make sense of it all. We’ll take a close look at nine top problem-solving methods. Then we’ll grab the best elements of all of them to give you a process that will have your team solving problems faster, with better results , and maybe with less sharp disagreement. Ready to dive in? Let’s go!
9 PROFITABLE PROBLEM-SOLVING TECHNIQUES AND METHODS
While there are loads of methods to choose from, we are going to focus on nine of the more common ones. You can use some of these problem-solving techniques reactively to solve a known issue or proactively to find more efficient or effective ways of performing tasks. If you want to explore other methods, check out this resource here . A helpful bit of advice here is to reassure people that you aren’t here to identify the person that caused the problem . You’re working to surface the issue, solve it and make sure it doesn’t happen again, regardless of the person working on the process. It can’t be understated how important it is to continually reassure people of this so that you get unfiltered access to information. Without this, people will often hide things to protect themselves . After all, nobody wants to look bad, do they? With that said, let’s get started...
1. CREATIVE PROBLEM SOLVING (CPS)
Alex Osborn coined the term “Creative Problem Solving” in the 1940s with this simple four-step process:
Clarify : Explore the vision, gather data, and formulate questions.
Ideate : This stage should use brainstorming to generate divergent thinking and ideas rather than the random ideas normally associated with brainstorming.
Develop : Formulate solutions as part of an overall plan.
Implement : Put the plan into practice and communicate it to all parties.
2. APPRECIATIVE INQUIRY
![second step in problem solving process is to Appreciative Inquiry 4D Cycle](https://static.wixstatic.com/media/1e9d5f_607a5dae12b14a2187616a63ed432f91~mv2.png/v1/fill/w_78,h_41,al_c,q_85,usm_0.66_1.00_0.01,blur_2,enc_auto/1e9d5f_607a5dae12b14a2187616a63ed432f91~mv2.png)
Source: http://www.davidcooperrider.com/ai-process/ This method seeks, first and foremost, to identify the strengths in people and organizations and play to that “positive core” rather than focus our energies on improving weaknesses . It starts with an “affirmative topic,” followed by the “positive core (strengths).” Then this method delves into the following stages:
Discovery (fact-finding)
Dream (visioning the future)
Design (strategic purpose)
Destiny (continuous improvement)
3. “FIVE WHYS” METHOD
This method simply suggests that we ask “Why” at least five times during our review of the problem and in search of a fix. This helps us dig deeper to find the the true reason for the problem, or the root cause. Now, this doesn’t mean we just keeping asking the same question five times. Once we get an answer to our first “why”, we ask why to that answer until we get to five “whys”.
Using the “five whys” is part of the “Analyze” phase of Six Sigma but can be used with or without the full Six Sigma process.
Review this simple Wikipedia example of the 5 Whys in action:
The vehicle will not start. (the problem)
Why? - The battery is dead. (First why)
Why? - The alternator is not functioning. (Second why)
Why? - The alternator belt has broken. (Third why)
Why? - The alternator belt was well beyond its useful service life and not replaced. (Fourth why)
Why? - The vehicle was not maintained according to the recommended service schedule. (Fifth why, a root cause)
4. LEAN SIX SIGMA (DMAIC METHOD)
![second step in problem solving process is to Define, Measure, Analyze, Design, Verify](https://static.wixstatic.com/media/1e9d5f_547ca12f1ea6478b928a8ab8d4479bb6~mv2.jpg/v1/fill/w_108,h_72,al_c,q_80,usm_0.66_1.00_0.01,blur_2,enc_auto/1e9d5f_547ca12f1ea6478b928a8ab8d4479bb6~mv2.jpg)
While many people have at least heard of Lean or Six Sigma, do we know what it is? Like many problem-solving processes, it has five main steps to follow.
Define : Clearly laying out the problem and soliciting feedback from those who are customers of the process is necessary to starting off on the right foot.
Measure : Quantifying the current state of the problem is a key to measuring how well the fix performed once it was implemented.
Analyze : Finding out the root cause of the problem (see number 5 “Root Cause Analysis” below) is one of the hardest and least explored steps of Six Sigma.
Improve : Crafting, executing, and testing the solution for measureable improvement is key. What doesn’t get implemented and measured really won’t make a difference.
Control : Sustaining the fix through a monitoring plan will ensure things continue to stay on track rather than being a short-lived solution.
5. ROOT CAUSE ANALYSIS
Compared to other methods, you’ll more often find this technique in a reactive problem-solving mode, but it is helpful nonetheless. Put simply, it requires a persistent approach to finding the highest-level cause, since most reasons you’ll uncover for a problem don’t tell the whole story.
Most of the time, there are many factors that contributed to an issue. The main reason is often shrouded in either intentional or unintentional secrecy. Taking the time to drill down to the root of the issue is key to truly solving the problem.
6. DEMING-SHEWHART CYCLE: PLAN-DO-CHECK-ACT (PDCA)
Named for W. Edwards Deming and Walter A. Shewhart, this model follows a four-step process:
Plan: Establish goals and objectives at the outset to gain agreement. It’s best to start on a small scale in order to test results and get a quick win.
Do: This step is all about the implementation and execution of the solution.
Check: Study and compare actual to expected results. Chart this data to identify trends.
Act/Adjust: If the check phase showed different results, then adjust accordingly. If worse than expected, then try another fix. If the same or better than expected, then use that as the new baseline for future improvements.
7. 8D PROBLEM-SOLVING
![second step in problem solving process is to Man Drawing 8 Circles in a Circle](https://static.wixstatic.com/media/1e9d5f_ff70a36409444363bc0db6015266502e~mv2.jpg/v1/fill/w_108,h_100,al_c,q_80,usm_0.66_1.00_0.01,blur_2,enc_auto/1e9d5f_ff70a36409444363bc0db6015266502e~mv2.jpg)
While this is named “8D” for eight disciplines, there are actually nine , because the first is listed as step zero. Each of the disciplines represents a phase of this process. Its aim is to implement a quick fix in the short term while working on a more permanent solution with no recurring issues.
Prepare and Plan : Collecting initial information from the team and preparing your approach to the process is a necessary first step.
Form a Team : Select a cross-functional team of people, one leader to run meetings and the process, and one champion/sponsor who will be the final decision-maker.
Describe the Problem : Using inductive and deductive reasoning approaches, lay out the precise issue to be corrected.
Interim Containment Action : Determine if an interim solution needs to be implemented or if it can wait until the final fix is firmed up. If necessary, the interim action is usually removed once the permanent solution is ready for implementation.
Root Cause Analysis and Escape Point : Finding the root of the issue and where in the process it could’ve been found but was not will help identify where and why the issue happened.
Permanent Corrective Action : Incorporating key criteria into the solution, including requirements and wants, will help ensure buy-in from the team and your champion.
Implement and Validate the Permanent Corrective Action : Measuring results from the fix implemented validates it or sends the team back to the drawing board to identity a more robust solution.
Prevent Recurrence : Updating work procedure documents and regular communication about the changes are important to keep old habits in check.
Closure and Team Celebration : Taking time to praise the team for their efforts in resolving the problem acknowledges the part each person played and offers a way to move forward.
8. ARMY PROBLEM SOLVING PROCESS
The US Army has been solving problems for more than a couple of centuries , so why not take a look at the problem-solving process they’ve refined over many years? They recommend this five step process:
Identify the Problem : Take time to understand the situation and define a scope and limitations before moving forward.
Gather Information : Uncover facts, assumptions, and opinions about the problem, and challenge them to get to the truth.
Develop Screening and Evaluation Criteria :
Five screening items should be questioned. Is it feasible, acceptable, distinguishable, and complete?
Evaluation criteria should have these 5 elements: short title, definition, unit of measure, benchmark, and formula.
Generate, Analyze, and Compare Possible Solutions : Most fixes are analyzed, but do you compare yours to one another as a final vetting method?
Choose a Solution and Implement : Put the fix into practice and follow up to ensure it is being followed consistently and having the desired effect.
9. HURSON'S PRODUCTIVE THINKING MODEL
![second step in problem solving process is to Thinking Man](https://static.wixstatic.com/media/1e9d5f_2ee4b92035de4b6bb7fe639801761cb9~mv2.jpg/v1/fill/w_108,h_69,al_c,q_80,usm_0.66_1.00_0.01,blur_2,enc_auto/1e9d5f_2ee4b92035de4b6bb7fe639801761cb9~mv2.jpg)
Tim Hurson introduced this model in 2007 with his book, Think Better. It consists of the following six actions.
Ask "What is going on?" : Define the impact of the problem and the aim of its solution.
Ask "What is success?" : Spell out the expected outcome, what should not be in fix, values to be considered, and how things will be evaluated.
Ask "What is the question?" : Tailor questions to the problem type. Valuable resources can be wasted asking questions that aren’t truly relevant to the issue.
Generate answers : Prioritize answers that are the most relevant to solutions, without excluding any suggestion to present to the decision-makers.
Forge the solution : Refine the raw list of prioritized fixes, looking for ways to combine them for a more powerful solution or eliminate fixes that don’t fit the evaluation criteria.
Align resources: Identify resources, team, and stakeholders needed to implement and maintain the solution.
STEAL THIS THOROUGH 8-STEP PROBLEM-SOLVING PROCESS
![second step in problem solving process is to Little Girl Reaching For Strawberries On The Counter](https://static.wixstatic.com/media/1e9d5f_b847dc2cd27647a39e140372f5356892~mv2.jpg/v1/fill/w_108,h_72,al_c,q_80,usm_0.66_1.00_0.01,blur_2,enc_auto/1e9d5f_b847dc2cd27647a39e140372f5356892~mv2.jpg)
Now that we’ve reviewed a number of problem-solving methods, we’ve compiled the various steps into a straightforward, yet in-depth, s tep-by-step process to use the best of all methods.
1. DIG DEEP: IDENTIFY, DEFINE, AND CLARIFY THE ISSUE
“Elementary, my dear Watson,” you might say.
This is true, but we often forget the fundamentals before trying to solve a problem. So take some time to gain understanding of critical stakeholder’s viewpoints to clarify the problem and cement consensus behind what the issue really is.
Sometimes it feels like you’re on the same page, but minor misunderstandings mean you’re not really in full agreement.. It’s better to take the time to drill down on an issue before you get too far into solving a problem that may not be the exact problem . Which leads us to…
2. DIG DEEPER: ROOT CAUSE ANALYSIS
![second step in problem solving process is to Root Cause Analysis](https://static.wixstatic.com/media/1e9d5f_a3936603431e4d15a5abca97d1a10001~mv2.jpg/v1/fill/w_108,h_72,al_c,q_80,usm_0.66_1.00_0.01,blur_2,enc_auto/1e9d5f_a3936603431e4d15a5abca97d1a10001~mv2.jpg)
This part of the process involves identifying these three items :
What happened?
Why did it happen?
What process do we need to employ to significantly reduce the chances of it happening again ?
You’ll usually need to sort through a series of situations to find the primary cause. So be careful not to stop at the first cause you uncover . Dig further into the situation to expose the root of the issue. We don’t want to install a solution that only fixes a surface-level issue and not the root. T here are typically three types of causes :
Physical: Perhaps a part failed due to poor design or manufacturing.
Human error: A person either did something wrong or didn’t do what needed to be done.
Organizational: This one is mostly about a system, process, or policy that contributed to the error .
When searching for the root cause, it is important to ensure people that you aren’t there to assign blame to a person but rather identify the problem so a fix can prevent future issues.
3. PRODUCE A VARIETY OF SOLUTION OPTIONS
So far, you’ve approached the problem as a data scientist, searching for clues to the real issue. Now, it’s important to keep your eyes and ears open, in case you run across a fix suggested by one of those involved in the process failure. Because they are closest to the problem, they will often have an idea of how to fix things. In other cases, they may be too close, and unable to see how the process could change.
The bottom line is to solicit solution ideas from a variety of sources , both close to and far away from the process you’re trying to improve.
You just never know where the top fix might come from!
4. FULLY EVALUATE AND SELECT PLANNED FIX(ES)
![second step in problem solving process is to "Time To Evaluate" Written on a Notepad with Pink Glasses & Pen](https://static.wixstatic.com/media/1e9d5f_55c070fe136344c1b2bf359da4c7a601~mv2.jpg/v1/fill/w_108,h_72,al_c,q_80,usm_0.66_1.00_0.01,blur_2,enc_auto/1e9d5f_55c070fe136344c1b2bf359da4c7a601~mv2.jpg)
Evaluating solutions to a defined problem can be tricky since each one will have cost, political, or other factors associated with it. Running each fix through a filter of cost and impact is a vital step toward identifying a solid solution and hopefully settling on the one with the highest impact and low or acceptable cost.
Categorizing each solution in one of these four categoriescan help teams sift through them:
High Cost/Low Impact: Implement these last, if at all, since t hey are expensive and won’t move the needle much .
Low Cost/Low Impact: These are cheap, but you won’t get much impact.
High Cost/High Impact: These can be used but should be second to the next category.
Low Cost/High Impact: Getting a solid “bang for your buck” is what these fixes are all about. Start with these first .
5. DOCUMENT THE FINAL SOLUTION AND WHAT SUCCESS LOOKS LIKE
Formalize a document that all interested parties (front-line staff, supervisors, leadership, etc.) agree to follow. This will go a long way towards making sure everyone fully understands what the new process looks like, as well as what success will look like .
While it might seem tedious, try to be overly descriptive in the explanation of the solution and how success will be achieved. This is usually necessary to gain full buy-in and commitment to continually following the solution. We often assume certain things that others may not know unless we are more explicit with our communications.
6. SUCCESSFULLY SELL AND EXECUTE THE FIX
![second step in problem solving process is to Execution Etched In to a Gear](https://static.wixstatic.com/media/1e9d5f_70f929b1b8b242378d0f8c030b2cccc9~mv2.jpg/v1/fill/w_108,h_72,al_c,q_80,usm_0.66_1.00_0.01,blur_2,enc_auto/1e9d5f_70f929b1b8b242378d0f8c030b2cccc9~mv2.jpg)
Arriving at this stage in the process only to forget to consistently apply the solution would be a waste of time, yet many organizations fall down in the execution phase . Part of making sure that doesn’t happen is to communicate the fix and ask for questions multiple times until all parties have a solid grasp on what is now required of them.
One often-overlooked element of this is the politics involved in gaining approval for your solution. Knowing and anticipating objections of those in senior or key leadership positions is central to gaining buy-in before fix implementation.
7. RINSE AND REPEAT: EVALUATE, MONITOR, AND FOLLOW UP
Next, doing check-ins with the new process will ensure that the solution is working (or identity if further reforms are necessary) . You’ll also see if the measure of predefined success has been attained (or is making progress in that regard).
Without regularly monitoring the fix, you can only gauge the success or failure of the solution by speculation and hearsay. And without hard data to review, most people will tell their own version of the story.
8. COLLABORATIVE CONTINGENCIES, ITERATION, AND COURSE CORRECTION
![second step in problem solving process is to Man Looking Up at a Success Roadmap](https://static.wixstatic.com/media/1e9d5f_ce2afec9471c42faa23fbbb6157a9d7f~mv2.jpg/v1/fill/w_108,h_71,al_c,q_80,usm_0.66_1.00_0.01,blur_2,enc_auto/1e9d5f_ce2afec9471c42faa23fbbb6157a9d7f~mv2.jpg)
Going into any problem-solving process, we should take note that we will not be done once the solution is implemented (or even if it seems to be working better at the moment). Any part of any process will always be subject to the need for future iterations and course corrections . To think otherwise would be either foolish or naive.
There might need to be slight, moderate, or wholesale changes to the solution previously implemented as new information is gained, new technologies are discovered, etc.
14 FRUITFUL RESOURCES AND EXERCISES FOR YOUR PROBLEM-SOLVING JOURNEY
![second step in problem solving process is to Resources | People Working Together At A Large Table With Laptops, Tablets & Paperwork Everywhere](https://static.wixstatic.com/media/1e9d5f_e0ec4d4affa6491dbc6b0b7e5b233b06~mv2.jpg/v1/fill/w_108,h_80,al_c,q_80,usm_0.66_1.00_0.01,blur_2,enc_auto/1e9d5f_e0ec4d4affa6491dbc6b0b7e5b233b06~mv2.jpg)
Want to test your problem-solving skills?
Take a look at these twenty case study scenario exercises to see how well you can come up with solutions to these problems.
Still have a desire to discover more about solving problems?
Check out these 14 articles and books...
1. THE LEAN SIX SIGMA POCKET TOOLBOOK: A QUICK REFERENCE GUIDE TO NEARLY 100 TOOLS FOR IMPROVING QUALITY AND SPEED
This book is like a Bible for Lean Six Sigma , all in a pocket-sized package.
2. SOME SAGE PROBLEM SOLVING ADVICE
![second step in problem solving process is to Hands Holding Up a Comment Bubble That Says "Advice"](https://static.wixstatic.com/media/1e9d5f_a5f1f78469a94b9293f06863aee165b0~mv2.jpg/v1/fill/w_147,h_105,al_c,q_80,usm_0.66_1.00_0.01,blur_2,enc_auto/1e9d5f_a5f1f78469a94b9293f06863aee165b0~mv2.jpg)
The American Society for Quality has a short article on how it’s important to focus on the problem before searching for a solution.
3. THE SECRET TO BETTER PROBLEM SOLVING: HARVARD BUSINESS REVIEW
Wondering if you are solving the right problems? Check out this Harvard Business Review article.
4. PROBLEM SOLVING 101 : A SIMPLE BOOK FOR SMART PEOPLE
Looking for a fun and easy problem-solving book that was written by a McKinsey consultant? Take a look!
5. THE BASICS OF CREATIVE PROBLEM SOLVING – CPS
![second step in problem solving process is to A Drawn Lightbulb Where The Lightbulb is a Crumbled Piece Of Yellow Paper](https://static.wixstatic.com/media/1e9d5f_dbdeb90b6f974963b1f5d91205d178d1~mv2.jpg/v1/fill/w_108,h_72,al_c,q_80,usm_0.66_1.00_0.01,blur_2,enc_auto/1e9d5f_dbdeb90b6f974963b1f5d91205d178d1~mv2.jpg)
If you want a deeper dive into the seven steps of Creative Problem Solving , see this article.
6. APPRECIATIVE INQUIRY : A POSITIVE REVOLUTION IN CHANGE
Appreciative Inquiry has been proven effective in organizations ranging from Roadway Express and British Airways to the United Nations and the United States Navy. Review this book to join the positive revolution.
7. PROBLEM SOLVING: NINE CASE STUDIES AND LESSONS LEARNED
The Seattle Police Department has put together nine case studies that you can practice solving . While they are about police work, they have practical application in the sleuthing of work-related problems.
8. ROOT CAUSE ANALYSIS : THE CORE OF PROBLEM SOLVING AND CORRECTIVE ACTION
Need a resource to delve further into Root Cause Analysis? Look no further than this book for answers to your most vexing questions .
9. SOLVING BUSINESS PROBLEMS : THE CASE OF POOR FRANK
![second step in problem solving process is to Business Team Looking At Multi-Colored Sticky Notes On A Wall](https://static.wixstatic.com/media/1e9d5f_c6be0df9715f4ebb85825a8f23729995~mv2.jpg/v1/fill/w_108,h_72,al_c,q_80,usm_0.66_1.00_0.01,blur_2,enc_auto/1e9d5f_c6be0df9715f4ebb85825a8f23729995~mv2.jpg)
This solid case study illustrates the complexities of solving problems in business.
10. THE 8-DISCIPLINES PROBLEM SOLVING METHODOLOGY
Learn all about the “8Ds” with this concise primer.
11. THE PROBLEM-SOLVING PROCESS THAT PREVENTS GROUPTHINK HBR
Need to reduce groupthink in your organization’s problem-solving process ? Check out this article from the Harvard Business Review.
12. THINK BETTER : AN INNOVATOR'S GUIDE TO PRODUCTIVE THINKING
![second step in problem solving process is to Woman Thinking Against A Yellow Wall](https://static.wixstatic.com/media/1e9d5f_22cb960a3e494ebb8b2167d1d39523b3~mv2.jpg/v1/fill/w_108,h_73,al_c,q_80,usm_0.66_1.00_0.01,blur_2,enc_auto/1e9d5f_22cb960a3e494ebb8b2167d1d39523b3~mv2.jpg)
Tim Hurson details his own Productive Thinking Model at great length in this book from the author.
13. 5 STEPS TO SOLVING THE PROBLEMS WITH YOUR PROBLEM SOLVING INC MAGAZINE
This simple five-step process will help you break down the problem, analyze it, prioritize solutions, and sell them internally.
14. CRITICAL THINKING : A BEGINNER'S GUIDE TO CRITICAL THINKING, BETTER DECISION MAKING, AND PROBLEM SOLVING!
LOOKING FOR ASSISTANCE WITH YOUR PROBLEM-SOLVING PROCESS?
There's a lot to take in here, but following some of these methods are sure to improve your problem-solving process. However, if you really want to take problem-solving to the next level, InitiativeOne can come alongside your team to help you solve problems much faster than you ever have before.
There are several parts to this leadership transformation process provided by InitiativeOne, including a personal profile assessment, cognitive learning, group sessions with real-world challenges, personal discovery, and a toolkit to empower leaders to perform at their best.
There are really only two things stopping good teams from being great. One is how they make decisions and two is how they solve problems. Contact us today to grow your team’s leadership performance by making decisions and solving problems more swiftly than ever before!
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The Five-Step Problem-Solving Process
Sometimes when you’re faced with a complex problem, it’s best to pause and take a step back. A break from…
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Sometimes when you’re faced with a complex problem, it’s best to pause and take a step back. A break from routine will help you think creatively and objectively. Doing too much at the same time increases the chances of burnout.
Solving problems is easier when you align your thoughts with your actions. If you’re in multiple places at once mentally, you’re more likely to get overwhelmed under pressure. So, a problem-solving process follows specific steps to make it approachable and straightforward. This includes breaking down complex problems, understanding what you want to achieve, and allocating responsibilities to different people to ease some of the pressure.
The problem-solving process will help you measure your progress against factors like budget, timelines and deliverables. The point is to get the key stakeholders on the same page about the ‘what’, ‘why’ and ‘how’ of the process. ( Xanax ) Let’s discuss the five-step problem-solving process that you can adopt.
Problems at a workplace need not necessarily be situations that have a negative impact, such as a product failure or a change in government policy. Making a decision to alter the way your team works may also be a problem. Launching new products, technological upgrades, customer feedback collection exercises—all of these are also “problems” that need to be “solved”.
Here are the steps of a problem-solving process:
1. Defining the Problem
The first step in the process is often overlooked. To define the problem is to understand what it is that you’re solving for. This is also where you outline and write down your purpose—what you want to achieve and why. Making sure you know what the problem is can make it easier to follow up with the remaining steps. This will also help you identify which part of the problem needs more attention than others.
2. Analyzing the Problem
Analyze why the problem occurred and go deeper to understand the existing situation. If it’s a product that has malfunctioned, assess factors like raw material, assembly line, and people involved to identify the problem areas. This will help you figure out if the problem will persist or recur. You can measure the solution against existing factors to assess its future viability.
3. Weighing the Options
Once you’ve figured out what the problem is and why it occurred, you can move on to generating multiple options as solutions. You can combine your existing knowledge with research and data to come up with viable and effective solutions. Thinking objectively and getting inputs from those involved in the process will broaden your perspective of the problem. You’ll be able to come up with better options if you’re open to ideas other than your own.
4. Implementing The Best Solution
Implementation will depend on the type of data at hand and other variables. Consider the big picture when you’re selecting the best option. Look at factors like how the solution will impact your budget, how soon you can implement it, and whether it can withstand setbacks or failures. If you need to make any tweaks or upgrades, make them happen in this stage.
5. Monitoring Progress
The problem-solving process doesn’t end at implementation. It requires constant monitoring to watch out for recurrences and relapses. It’s possible that something doesn’t work out as expected on implementation. To ensure the process functions smoothly, you can make changes as soon as you catch a miscalculation. Always stay on top of things by monitoring how far you’ve come and how much farther you have to go.
You can learn to solve any problem—big or small—with experience and patience. Adopt an impartial and analytical approach that has room for multiple perspectives. In the workplace, you’re often faced with situations like an unexpected system failure or a key employee quitting in the middle of a crucial project.
Problem-solving skills will help you face these situations head-on. Harappa Education’s Structuring Problems course will show you how to classify and categorize problems to discover effective solutions. Equipping yourself with the right knowledge will help you navigate work-related problems in a calm and competent manner.
Explore topics such as Problem Solving , the PICK Chart , How to Solve Problems & the Barriers to Problem Solving from our Harappa Diaries blog section and develop your skills.
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Walking through the algorithm step by step. What is documentation? anything that provides info on the program. ie comments in teh code, data tables that describe the data used in the code and external docs. (flow charts, user manual, design, etc. Study with Quizlet and memorize flashcards containing terms like Why do we need to problem solve ...
The problem-solving process typically includes the following steps: Identify the issue: Recognize the problem that needs to be solved. Analyze the situation: Examine the issue in depth, gather all relevant information, and consider any limitations or constraints that may be present. Generate potential solutions: Brainstorm a list of possible ...
1. Define the problem. Diagnose the situation so that your focus is on the problem, not just its symptoms. Helpful problem-solving techniques include using flowcharts to identify the expected steps of a process and cause-and-effect diagrams to define and analyze root causes.. The sections below help explain key problem-solving steps.
Problem-solving is a mental process that involves discovering, analyzing, and solving problems. The ultimate goal of problem-solving is to overcome obstacles and find a solution that best resolves the issue. The best strategy for solving a problem depends largely on the unique situation. In some cases, people are better off learning everything ...
The Problem-Solving Process. The process of problem-solving is a methodical approach that involves several distinct stages. Each stage plays a crucial role in navigating from the initial recognition of a problem to its final resolution. Let's explore each of these stages in detail. Step 1: Identifying the Problem. This is the foundational ...
The problem solving process typically includes: Pinpointing what's broken by gathering data and consulting with team members. Figuring out why it's not working by mapping out and troubleshooting the problem. Deciding on the most effective way to fix it by brainstorming and then implementing a solution. While skills like active listening ...
Step 1 - Define the Problem. The definition of the problem is the first step in effective problem solving. This may appear to be a simple task, but it is actually quite difficult. This is because problems are frequently complex and multi-layered, making it easy to confuse symptoms with the underlying cause.
How to master the seven-step problem-solving process. ... The second thing that happens often is that the artifacts the two methodologies try to gravitate toward can be different. Classic problem solving often gravitates toward a model; design thinking migrates toward a prototype. Rather than writing a big deck with all my supporting evidence ...
Polya's four step method for problem solving is. 1) Understand the Problem-Make sure you understand what the question is asking and what information will be used to solve the problem. 2) Devise a ...
Five Steps to Problem Solving. Generally there are five widely accepted steps in the problem solving process: Define the problem. Gather facts. Generate alternate options. Evaluate and implement most appropriate option. Monitor solution and evaluate result. The first step is the most difficult of all and is covered in the next section.
The 7 Steps to Problem-Solving is a systematic approach used to address complex issues, make informed decisions, and find effective solutions to problems. These steps typically include: 1. Identifying the Problem: Clearly define the issue or challenge that needs to be resolved. 2.
Consider the problem-solving steps applied in the following example. I know that I want to say "I don't eat eggs" to my Mexican waiter. That's the problem. I don't know how to say that, but last night I told my date "No bebo alcohol" ("I don't drink alcohol"). I also know the infinitive for "eat" in Spanish (comer).
It starts with an "affirmative topic," followed by the "positive core (strengths).". Then this method delves into the following stages: Discovery (fact-finding) Dream (visioning the future) Design (strategic purpose) Destiny (continuous improvement) 3. "FIVE WHYS" METHOD. The 5 Whys of Problem-Solving Method.
Clarifying the issues of a problem is the _____ step in the problem-solving process. first sixth seventh second. second. After you have considered alternatives in the problem-solving process, the next step is to _____. clarify the issues implement the plan select the best solution evaluate the alternatives.
Is this problem similar to another problem you have solved? Step 2: Devise a Plan: Below are some strategies one might use to solve a problem. Can one (or more) of the following strategies be used? (A strategy is defined as an artful means to an end.) 1.
Making a decision to alter the way your team works may also be a problem. Launching new products, technological upgrades, customer feedback collection exercises—all of these are also "problems" that need to be "solved". Here are the steps of a problem-solving process: 1. Defining the Problem. The first step in the process is often ...
The Problem Solving process consists of a sequence of sections that fit together depending on the type of problem to be solved. These are: Problem Definition. Problem Analysis. Generating possible Solutions. Analyzing the Solutions. Selecting the best Solution (s). Planning the next course of action (Next Steps)
1. Define the Problem: The first step in problem-solving is to clearly define the problem at hand. Take the time to understand the root cause, identify the desired outcome, and gather relevant ...
There's a 5-step process that you can follow that will allow you to solve your challenges more efficiently and effectively. In short, you need to move through these 5 steps: Defining a problem. Ideating on a solution. Committing to a course of action. Implementing your solution. And finally - analyzing the results.
7. Solution evaluation. 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.
Get unlimited access to all our career-boosting content and member benefits with our 7-day free trial. Although problem-solving is something everyone does on a daily basis, many people lack confidence in their ability. Here we look at the basic problem-solving process to help keep you on the right track.
Problem-solving involves thought and understanding. Although it may appear simple, identifying a problem may be a challenging process. "Problems are only opportunities in work clothes", says American industrialist Henry Kaiser.According to Concise Oxford Dictionary (1995), a problem is " doubtful or difficult matter requiring a solution" and "something hard to understand or ...
Problem solving is an increasingly important soft skill for those in business. The Future of Jobs Survey by the World Economic Forum drives this point home. According to this report, complex problem solving is identified as one of the top 15 skills that will be sought by employers in 2025, along with other soft skills such as analytical thinking, creativity and leadership.
7 Steps to Problem-Solving. 7 Steps to Problem-Solving is a systematic process that involves analyzing a situation, generating possible solutions, and implementing the best course of action.While different problem-solving models exist, a common approach often involves the following seven steps:
Designed to guide you through the process of solving complex problems while building capability. We call it a Do-it-Yourself (DIY) kit, where the 'you' is a committed team of 4-6 people mobilized to solve a complex problem. Problem Driven Iterative Adaptation (PDIA), is a step-by-step approach which helps you break down your problems into its...Continue Reading PDIA Toolkit
There is a process, but it would be messy. He will not be nominated officially until later this summer, so there is still time to make a change and a handful of scenarios to enact one: Biden could ...
Cook County's Department of Environment and Sustainability (DES) invites residents to participate in its 2024 environmental justice survey, which will aid in the creation of a countywide environmental justice policy. Once adopted by the County, the environmental justice policy can help inform and guide programming and policy decision-making across the Offices Under the President.