is problem solving and troubleshooting the same

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Vote for your favorite troubleshooting professional, distinctions, problem solving principles, root cause analysis, theory of constraints, statistical process control, well defined system troubleshooting, generic problem solving, cars and tanks, specialized problem solving methodologies, some books for problem solving, i stand on their shoulders, linux log: linux troubleshooting distinctions, letters to the editor, how to submit an article, urls mentioned in this issue, by steve litt.

Basically, troubleshooting and problem solving are the same thing. They both relate to solving problems. The word "troubleshoot" tends to be used more for repair of well defined systems (as implied in the references to "mechanical" devices), or in human disputes. But really, according to the dictionary they're both the same thing, and can apply to well defined systems (systems with a known and documented "as designed" state and behavior), or fuzzily defined systems without a known or documented "as designed" state and behavior.

The generality in definition has led to some interesting choices and mischoices in the hiring of consultants and expert trainers, as well as the adoption of methodologies to "solve problems". The good choices have spawned success, while the mischoices have failed and been labeled "program of the month".

I'm not immune to making mischoices. Although I have, for years, steadfastly defined my brand of Troubleshooting as "The act of restoring a sub-performing system back to its as-designed state", and alternatively (as used with Bottleneck Analysis) "The act of improving the performance of a system beyond its as-designed state", several times early in my career I made the mistake of selling it to those needing to solve problems in "systems" lacking an "as designed state". You know, business problems, human relationships and organizational issues and the like.

And of course, I've seen folks sell generic problem solving courses to those who needed to "restore a sub-performing system back to its as-designed state" -- an equally bad mistake.

In both cases, desire for revenue partially accounted for such mistakes. But not entirely. The different types of problem solving, and the distinctions between them, are obvious only after considerable thought, even to experts.

This issue of Troubleshooting Professional Magazine discusses the various types of problem solving (and troubleshooting), the distinctions and the root differences between types of systems, and the problem solving methodologies optimized for those types of systems. Be sure to see the article titled Cars and Tanks , which asserts by analogy the point that although generic problem solving methods CAN be used to solve well defined problems, doing so is suboptimal.

If you're a Troubleshooter or Problem Solver of any type, this issue of TPM was made especially for you.

Steve Litt can be reached at Steve Litt's email address .

Also, we're having our first annual Troubleshooting Professional Magazine trivia contest. Simply name the issue (by year and month) and article names for the ten different articles containing the these ten phrases:  

Anyone answering all 10 correctly will be mentioned in the January 2001 issue, and if they'd like, will have an email link and an http link from the 1/2001 issue. If nobody gets all 10, the person with the most correct will get their name, and if desired email and/or http links.

Steve Litt is the author of "Rapid Learning: Secret Weapon of the Successful Technologist". He can be reached at Steve Litt's email address .

"Distinction" is more of an entity in and of itself, which is what we want for many of the explanations that follow. In many types of mental activity, the key to mastery is understanding the distinction, not just the two items being contrasted.

• Analyze the problem state.
• Analyze the solved state.

Analyzing the solved state is basically asking "how would you like things to be", followed by inductive reasoning to formulate a system that can deliver those results. Also included is design work in actually realizing the conceived solved state. Because design and inductive reasoning requires much more creativity, analyzing the solved state requires quite a bit of creativity (and therefore quite a bit of brainpower to supply that creativity). Remember this point.

Sometimes only one of these two steps is required. In fixing a machine, the solved state degenerates into "the as designed state and behavior". No analysis, induction or creativity needed. This point will be made time and again throughout this issue of Troubleshooting Professional.

Likewise, analyzing the problem state is sometimes not necessary, as pointed out by problem solving expert Fred Nickols (link in URL's section). Fred points out that sometimes it's impossible to return to the pre-problem state anyway, so analyzing the problem state is a needless exercise. As an example he points out the stock market crash of 1987, and the fact that though the crash caused many problems, the crash could not be undone.

Perhaps a more common example of irrelevant problem state occurs in problems created by progress. When the free Linux operating system acquired a power level comparable with UNIX, many UNIX vendors went out of business. The UNIX vendors were still operating as designed, but now they were in an environment hostile to that design. No amount of assigning cause would make the UNIX vendors profitable. Only a new solved state would do that.

Most advocates of general problem solving methodologies make additions to the two steps of analyzing the problem state and analyzing the solved state. Many include a step or substep that could be called "how do we get there from here?". In other words, how do we move from our present condition to the solved state? Oftentimes that requires co-worker support, management "buy in", a budget, and much, much more. It's not simple.

Another frequently added step is "how do we prevent future problems?". That can be either future occurrences of the same problem, problems caused by the solution, or even brand new problems. So a possible generic problem solving process could look like this:

• Find the root cause of the problem
• Determine the desired solution
• Decide how to implement that solution
• Head off future problems

Most experts have an extremely complex methodology for determining the desired solution. It's tough to jump-start creativity.

So we have an interesting distinction in problem solving. Some systems have a documented as-designed state and behavior -- typically machines, computerized systems and networks. The desired solution in such systems degenerates to the restoration of as-designed state and behavior. No inductive solution finding is necessary.  Several problem solving methodologies are optimized for systems with defined and documented state and behavior. Those methodologies produce ultra-fast solutions because the Troubleshooter doesn't waste his time doing steps whose purpose is to creatively determine the solved state, which in this case is already defined.

I choose to call systems with a defined and documented state and behavior "well defined systems". I choose to call systems without a defined and documented state and behavior "fuzzily defined systems". System definition is not a binary absolute, but rather a spectrum. On one end are machines designed by humans, with complete schematic diagrams. Everything about the system is known. Simple to moderately complex machines, and extremely well documented computer programs are great examples.

On the other end of the spectrum is the human mind, which is probably the most erratic, unpredictable and variable system imaginable. Any documentation of the human mind, or relationships between small number of people, is a matter statistics at best, or conjecture and anecdote at worst. When dealing with the human mind or relationships between a few people, solutions are almost completely creative in nature -- it's just too hard to deduce a "root cause". This is especially true in relationship disputes, where each party assigns causation to the other :-)

Human physiology is somewhere in the middle. It's absolutely documented and defined that a human without a liver or a heart will soon die. It's absolutely documented and defined that the organ used to see is the eyes. At the most general level, doctors and physiologists can draw a very accurate block diagram of a human. But when it gets down to details like the effect of hormones on various systems in the body, the definition goes way down, once again supported by statistics and anecdotal evidence. To the extent that human physiology is well defined, the "fix" is to restore the bad "part" to its as-designed (or in this case normal) state. At lower levels where physiology is fuzzily defined, much creativity is necessary to fix symptoms with a minimum of side effects.

Somewhere between human physiology and simple machines are complex mechanisms like computer operating systems. Although the point could be made that an operating system is completely documented by its body of source code, the fact is there's no human capable of knowing that whole body of source code. Therefore, its level of definition depends on block diagrams and other documentation. Some operating systems are more predictable and straightforward than others. UNIX and most of its workalikes (Linux included) are fairly modular, lending themselves well to rather complete documentation of state and behavior. The Windows operating system, on the other hand, is rather non-modular and unpredictable, so that at many levels it is not well defined in spite of the fact that it was built by humans and its entire body of source code exists.

Somewhere between human physiology and the human mind is the human organization. Humans are like gaseous material -- the more of them there are, the more predictable (deducible) they become. The existence of rules and policies make them even more predictable, in some cases to the point where they can be accurately modeled. Human organizations can be documented, defined and modeled when mixed with machines, technology and policies, such as in a factory. This is one of the reasons for the extraordinary success of the Theory of Constraints in the manufacturing sector.

So to solve problems, the level of definition defines whether it's necessary to analyze the problem state, the solved state.

Other Distinctions

Reproducibility/intermittence.

Within the reproducibility distinction, there's a sub-distinction consisting of whether intermittence is caused by fuzzily defined system (example: the Windows operating system), or a well defined component whose malfunction happens to vary with time, temperature, stress, distortion, etc. (a thermally intermittent transistor is an example). They are both very difficult to solve. The latter is usually soluble given sufficient time. The former often is not. They're both troubleshot approximately the same way, so this is the last we'll say about this sub distinction.

The most effective weapon against intermittence is maintenance, both preventative (proactive: before the fact) and repair-consequent (reactive: after the fact, called General Maintenance in the Universal Troubleshooting Process). Intermittence is often caused by worn, dirty or bent connections between components, rather than components themselves. Such non-component causes are harder to find by normal deductive reasoning, but they're a primary target of maintenance. Repair consequent maintenance is forbidden and extremely dangerous in safety critical situations, but preventative maintenance  is acceptable and necessary in safety critical situations.

Because maintenance is such an effective weapon against intermittence, those problem solving methodologies emphasizing maintenance are most effective against intermittence. The champion here is the Intelliworxx Era 4 troubleshooting tool, which raises repair-consequent maintenance to an artform. The Universal Troubleshooting Process also places emphasis on repair-consequent maintenance, having it as step 5 of the process (General Maintenance).

The Root Cause Analysis problem solving methodology contains a step called Barrier Analysis, which examines barriers to failure. Certainly preventative maintenance, and the policies and procedures that support it, is a major barrier. Though not specifically named in Root Cause Analysis, preventative maintenance is obviously a major part of that methodology.

As a matter of fact, intermittence seldom survives Root Cause Analysis. Besides its emphasis on preventative maintenance, Root Cause Analysis demands the finding of the true root cause. For instance, a power plant's reactor tripped because of a bad power supply board, but what was wrong with the board? The board had a bad solder joint, but why did that bad solder joint happen? The solder joint occurred from constantly elevated temperatures in the room, but why were the temperatures high? The temperatures were high because one of the room's air conditioners had conked out, but why wasn't that fact discovered before it caused damage. The fact wasn't discovered because there was no reporting procedure for temperature in the room. So ultimately, lack of a procedure to report the room's temperature tripped the reactor. Once the procedure is put in place, the air conditioner is repaired or replaced, the solder joint is resoldered, and the reactor is put back on line, it will never happen again. Well, except that my simplification forgot to follow the fault tree down the air conditioner to find why it failed, but assuming you follow that fault tree too, you can be pretty sure that failure mechanism will never occur again.

Contrast this with the repair of consumer equipment, where the solder joint itself is considered the root cause. If that stereo is returned to a hot room...

Safety Sensitivity

Most evident, the repair-consequent maintenance that speeds repair so much in non safety sensitive systems can kill in safety sensitive systems. I have no idea how nuclear defense systems work, but imagine an armed missile goes into launch sequence and fortunately is manually disarmed. Would you go in and clean all switches and controls?

Not likely. Let's say cleaning those switches and controls fixed the problem because the problem was a dirty switch. You don't know which switch. You don't know what caused it to get dirty. You never will. You just erased the evidence. Some day that switch or another one will get dirty, a missile will go into launch sequence again, and maybe, just maybe, nobody will shut it down in time. No repair-consequent maintenance is acceptable in extreme safety sensitive situations.

Another obvious difference in the treatment of safety sensitive systems is that you don't try to reproduce the problem. It would be just a little too gutsy to try, for instance,  to reproduce the missile's spontaneous launch sequence initiation, thus placing the world within a minute of nuclear war. Incidentally, this is sort of what happened at Chernobyl. The technicians wanted to investigate the system's behavior in the absence of various safety mechanisms, so they defeated those safety mechanisms.

And then there's the fact that in extreme safety sensitive systems, the term "root cause" has an entirely different meaning, as illustrated by the discussion of the power plant in the preceding section of this article. Also, in extreme safety sensitive systems, one never dismisses an apparently disappeared intermittent with "it's probably fixed". Consumer testing is wonderful for televisions, but not for jumbo jets.

Between the extremes of battery powered radios and nuclear defense systems are a wide spectrum of systems whose problem solving methodologies represent a tradeoff between the cost effectiveness and safety.

Bad car brakes can kill, but nobody would spend the thousands of dollars it would take to trace a lone event of brake failure. Instead, symptom reproduction is attempted, repair-consequent maintenance is done, and finally a non-rigorous analysis is done of likely causes, and all implicated parts are replaced. This is half way between what would be done with a battery operated radio (sorry, we can't reproduce the symptom), and a nuclear power plant (full Root Cause Analysis).

Total Failures vs. Inadequacies

• It's too slow
• There's not enough power
• The bandwidth is insufficient
• The water comes out too fast

Inadequacies don't just happen in machines and technology:

• We're over budget by 30%
• We took a loss (insufficient revenue to cover expenses)
• Our high employee turnover is a major cost
• All our shipments are late

These Distinctions Determine the Problem Solving Methodology

Using one problem solving methodology, for all categories of problems, would be like building houses using only a hammer. In this competitive world, for each type of problem solving you do, you need a problem solving methodology optimized for that category of problem.

The good news is once you've learned one, the rest are easier to learn. They all have commonalties.

Problem Solving Commonalties

• Every legitimate problem solving methodology demands that you define the problem very early. The reasons are pretty obvious.
• All methodologies demand that you work toward a goal, although in the case of methodologies optimized for well defined systems that goal degenerates into "return system to as-designed behavior and state".
• Most methodologies either explicitly or implicitly demand you prevent future occurrence of the problem.
• All methodologies demand that if it's necessary to find the root cause, it be found by deductive reasoning.
• Most methodologies demand testing of the "repair" in one form or another.
• All legitimate methodologies are based on cause and effect, especially when analyzing the problem state.
• Most methodologies incorporate ethics explicitly or implicitly.
• All methodologies demand that if it's necessary to define a solved state beyond "as designed", that creative processes be used. Many methodologies offer suggestions on creative processes. Most methodologies encourage considering solutions that deviate significantly (often radically) from "the way we've done it before".
• Well defined systems can grow into fuzzily defined systems when the environment in which they operate changes significantly. For instance, after thousands of transistor radios shorted out in the shower, somebody invented a shower radio. A well defined computer program becomes fuzzy when the humans forming the work, paper and data flow that the computer program models do fuzzily defined things.
• Degree of definition
• Degree of reproducibility
• Degree of safety sensitivity
• Is the problem a matter of degree?

In spite of the differences between systems and their associated methodologies, there are remarkable similarities between the methodologies. After learning one, it's likely that learning others will be significantly easier. That's a good thing, because it's likely the expert problem solver will need multiple methodologies because he solves multiple problem categories.

When safety concerns permit, we often ignore sparse intermittents. How many invoices come back "could not reproduce problem". But in an electric power station, to name one example, future occurrence must be prevented. And that means finding the root cause.

Root Cause Analysis is a troubleshooting process optimized specifically for sparse intermittents. Max Ammerman, formerly of Florida Power & Light, literally "wrote the book on the subject". His book is called "The Root Cause Analysis Handbook". This 135 page book is certainly not simple, but it's understandable by a person who solves problems for a living, especially if he's studied any other problem solving methodology.

In the introduction, the book describes Root Cause Analysis as using the following process:

• Significant event occurs
• Problem definition and initial data collection
• Task analysis
• Change analysis
• Control barrier analysis
• Begin the event causal factor chart
• Conduct interviews
• Determine root causes
• Recommend corrective actions
• Report conclusions

In fact, every chapter offers hints, tips, guidelines and pitfalls. He even tells you exactly how to interview a person, how to avoid "leading" him, and what to do if the person appears to be hiding something (a likelihood when interviewing someone about a serious messup). It's the little "how to" explanations that make this book so useful.

Task analysis it the act of analyzing the task related to the event. Task analysis reveals how the task should be done, as a baseline to evaluate what actually happened.

Change analysis is the comparison of the activities during or leading up to the event, contrasted with those same activities done successfully. The trick here is to ask questions leading to distinctions. These distinctions prove useful in later steps.

Control barrier analysis is the study of failed control barriers. A control barrier is anything, be it physical, policy, or anything else, that prevents problems. Either the existing control barriers are insufficient and need augmentation, or a control barrier failed to prevent the event. In the latter case, evaluate what caused the control barrier to fail. It's absolutely vital you identify all control barriers.

Event and causal factor charting is the creation of a flow chart detailing all the activities before, during, and after the event, as well as conditions, changes, control barriers. The idea is to trace the cause and effect back to the various causes, so that in a later step a root cause can be correctly identified. This step is complex, so read chapter 5 carefully.

We all think we know how to conduct interviews. Chapter 6 goes over the process with a fine tooth comb. Many times during the chapter, I thought to myself "that's a good point -- I didn't think of that". The final work product of the interview is an interview sheet and an observation sheet. These are used to reveal and to substantiate hypotheses necessary to finish the Root Cause Analysis.

Determining the root cause is where the rubber meets the road. A wrong root cause will doubtlessly create a flawed solution, at best a "coathanger" solution fixing a symptom but creating or allowing side effects. At worst it will simply not work, or make things worse. In this respect Root Cause Analysis is identical to the Universal Troubleshooting Process. Chapter 7 discusses how to put together all the info gleaned earlier to correctly deduce the root cause.

Developing corrective actions requires knowledge of the root cause, failed barriers, distinctions between functional and dysfunctional tasks, economics, company policies, government regulations, and a host of other information. In the terminology of generic problem solving, this step analyzes the solved state.

The final work product of the Root Cause Analysis is the report. It must give conclusions and recommendations, and must be presented correctly.

Root Cause Analysis is vital for sparse intermittents, and for safety critical situations where letting the problem recur or reproducing the problem is out of the question. It's an excellent tool for the diagnosis of failed processes, policies, even human interactions. When you read this book, be aware that it mentions PIC without ever defining it. PIC stands for Problem Identification & Correction, Florida Power & Light's internal name for the Root Cause Analysis process.

If you solve problems, you need to know Root Cause Analysis. Max Ammerman's book is called "The Root Cause Analysis Handbook", ISBN 0-527-76326-8. It's widely available. Get it.

Steve Litt is the content lead at Troubleshooters.Com. He can be reached at Steve Litt's email address .

Bottlenecks leave clues. Put a 40 watt, a 100 watt and a 150 watt lightbulb in series, and only the 40 watt bulb lights. The clue is that it's got most of the voltage, so it lights up. On the factory floor, the bottlenecked machine or process has a huge stack of inventory awaiting work by that machine or process. And on a long trail too narrow for people to pass, the slowest person has a huge space in front of him :-)

Sometimes the bottleneck's clues must be uncovered. In a computer, you need software to display the memory and CPU usage in order to see if either is bottlenecking your computer. Any suspected bottleneck can be tested by reducing its throughput and seeing if system throughput decreases commensurately. For instance, if you don't know whether your network is the bottleneck, slow it down either by adding traffic to it, or by decreasing its bits per second figure. If your computer programs slow commensurately, that's the bottleneck. Otherwise not. In computer programs for which you have source code, you can sometimes temporarily comment out a suspected bottleneck and see if the program speeds up significantly. Or you can add a delay to it and see if the program slows commensurately.

The theory of constraints doesn't stop with finding the bottleneck. It offers alternatives on how to "fix" the bottleneck. Of course the most straightforward way is to add capacity to the bottleneck. Buy a faster CPU. Add another drillpress and operator. Switch from 10mb to 100mb Ethernet. Get a faster modem. Hire more salesmen.

Adding capacity to the bottleneck can be a great solution. But it's often expensive, especially in cases like the microprocessor where you need to replace, rather than add to, the resource. Luckily there are other ways to "fix" a bottleneck. One of the easiest is to make sure the bottleneck is running full blast all the time. If it's a machine in a factory, make sure it runs three shifts, make sure its operator does nothing but run that machine, and make sure upstream machines supply it with parts as needed, with an adequate stockpile so it can continue through those inevitable variations that crop up. In an audio amplifier, make sure the power supply runs full blast all the time by putting huge capacitors across the DC so that when the music is soft, the power supply goes full blast charging that capacitor, which is then discharged when loud music sucks out more electricity than the power supply can produce.

OK, so it's running full blast and it's still not enough. Often you can offload some of the bottleneck's work to a non-bottleneck. If you read "The Goal" by Eliyahu M. Goldratt and Jeff Cox, you know you can get a fast guy to carry all of Herbie's (the slowest guy on the march) equipment.  You can get a less efficient machine to process the parts instead of the bottleneck, or even outsource the processing. Sure, it's expensive, but remember, the increased expense is only for that one process, but because it's the bottleneck, the one-process investment increases throughput for the entire system. Perhaps the coolest example of offloading is cache memory in a computer. Dynamic memory, the only kind cheap enough to use in quantity in computers, is unacceptably slow. It's the bottleneck. So computer designers long ago learned to offload most of the dynamic memory's work to the CPU, which must synchronize dynamic memory's contents with a small, fast and expensive static ram Cache memory. For each memory access, the CPU decides where to go for it, and if the accessed memory is not in cache, places it there, getting rid of what the CPU calculates is the most dormant data in the cache.

Whew, that CPU has to work. But because it's not the bottleneck, by definition it has excess capacity available. The result of memory caching is that up to 90% of the time, the CPU doesn't need to go through the slow process of requisitioning data from dynamic RAM. On Windows computers, you can have the CPU offload some work from the hard disk. Obviously disk cache does that, but in Windows there's a subtler way. If you have a fast processor (or a slow disk) you can speed system throughput by using disk compression. Sure, the CPU must work overtime compressing and uncompressing those files, but the resulting disk reads and writes are smaller. Given that disk access could be 100 times slower than memory access, those smaller reads and writes increase system throughputs. So unless your CPU is already close to overworked, disk compression speeds system performance.

Sometimes the bottleneck busies itself doing unnecessary work. In a factory, maybe some of the parts put in the oven don't really need the heat treatment. Or maybe, because there isn't an inspection station right before the bottleneck, bad parts are going into the bottleneck, displacing potential good parts. Or maybe downstream people and processes are ruining parts that came out of the bottleneck. All these sources of unnecessary work can be corrected.

The theory of constraints tells us there are many ways to "fix" a bottleneck. But so far what I've described is just bottleneck analysis on steroids. The theory of constraints goes much farther. As an introduction, let's discuss the difference between compressible and incompressible systems.

Compressible and Incompressible Systems

That's similar to a factory. Each machine has room for a stockpile in front of it. Each stockpile is like a capacitor. It can grow and shrink. And in a factory, you can always increase the stockpile potential by adding space, or even warehouse space. It's like adding capacitors while a circuit is running. Another difference between a factory and a circuit is that machines are not like resistors. A resistor conducts more as the pressure on it increases. Not so a machine. A machine either runs at its rated throughput, or if it runs out of incoming parts, less. But having a huge stockpile does not increase the throughput of the machine. So electronically, a factory machine would be modeled as a constant current source, not as a resistor.

The final difference between the factory and the circuit is one of degree. Stockpiles resemble 100 kilo farad capacitors in a 1 amp circuit -- they can take a month or more to "fill up".

And they exhibit little or no loss during the month. That's very hard for an electronics person to wrap his mind around. But that's what it would take to model a factory. From here on we'll discuss the factory in factory terms.

Released raw materials are "pushed" into the system, after which each machine "pushes" materials to the next. In a factory, order counts. Everything upstream of the bottleneck can be functioning at breakneck speed, while everything downstream of the bottleneck is starved. Order becomes more significant when combined with the deadly duo of dependent events (cascaded stages in a process) and statistical fluctuation (variation).

Take two machines, with the faster machine four times the throughput of the slower. If the slower machine feeds the faster machine and the faster machine goes down for an hour, there is no lost production. The slow machine simply builds a stockpile for the fast machine. When the fast machine comes back on line, it makes quick work of that stockpile because it's four times faster than the slow machine.

Now reverse the machines. The fast machine feeds the slow one, and the fast one once again breaks down for an hour. Let's say that after 1/4 hour the slow machine finishes its stockpile of incoming parts. Now it has to wait for more parts from the fast machine. Now there's lost production in the amount of 3/4 of the slow machine's hourly throughput. Remember, the slow machine can't "catch up" the way the fast one can. The only way to have prevented that was to keep a continuous stockpile in front of the slow machine equal to the worst case downtime throughput of the fast machine.

This isn't especially impressive with just two machines. But if a factory were unfortunate enough to be cascaded with machines sorted fastest to slowest from upstream to downstream, the requisite stockpiles in front of each machine would be enormous. Those stockpiles represent money spent but not recovered from customers. They represent potential obsolescence. They represent a mess making it harder to work in the factory. They represent storage costs. They can drive you to the poorhouse.

On the other hand, a factory fortunate enough to have the slowest machine at the beginning would require no stockpiles. Every other machine could "catch up" to the slowest machine's pace if something in front of it went down.

But the bottleneck is seldom at the front. So the theory of constraints presents methods of calculating material release so that the bottleneck always has a stockpile of incoming parts.

It gets even more complex. Typically the bottleneck machine will process several different types of parts. The different parts are destined to go into finished products in different customer orders, each of which must be delivered on time. How do machines upstream schedule delivery of appropriate parts to the bottleneck such that those parts contribute to ontime delivery. Remember, the bottleneck must run continuously at full speed. Among other things, that means minimal parts changes (each parts change requires a setup). In other words, for a given incoming part, process all of that part in the incoming stockpile. Or at least enough to satisfy all current orders.

In the name of (false) efficiency, some folks extend the "long run" philosophy to non-bottlenecks. The result is that the bottleneck is starved for certain needed parts, because the upstream processes are creating excessive numbers of a different part. So one order ships late, and excessive inventory in the long run part are developed.

The trick is to use shorter runs on the non-bottleneck machines. After all, by definition they have excess capacity, so they can afford to be idled by extra setups. Meanwhile, the shorter runs on non-bottlenecks means a more even parts distribution arrives at the incoming stockpile of the bottleneck, so it can fulfill orders.

But wait, there's more. As taught in the Universal Troubleshooting Course, bottleneck analysis is all about speeding up bottlenecks, which are considered bad. But in the Theory of Constraints, bottlenecks can be useful. Think of your car. It would continuously go 120mph if you didn't have a bottleneck called "the accelerator" to slow system throughput (via fuel delivery). The theory of constraints endeavors to minimize stockpiles by calculating the release of raw materials at a time such that they will arrive (as part of finished goods) at the shipping dock just in time for ontime delivery to the customer. They USE the bottleneck to calculate the time from parts release to shipping dock, and can even use it to calculate parts orders and promise dates to their customers. It's the bottleneck that allows them to accurately calculate these things.

Trickier still, there are situations in which throughput is significantly slower than the bottleneck. The classic example is the fixed speed streaming tape drive, which must be supplied with sufficient data to fill the tape passing the tape head. If the streamer moves faster than the data supply feeding it, many streaming tape drives cannot simply stop. There's a finite time until they've stopped, after which they must reverse and re-cue before recording more data. Depending on the mismatch between the tape and the data flow into it, this constant "shoe shining" could cut the theoretical capacity of the bottleneck by several fold. In fact, such inefficiencies happen in any system where a component has speed and inertia. An assembly line comes to mind. If the line is sped up beyond the capacity of a specific nut tightener to tighten his assigned nut, he must either skip certain units and put them aside, pass them on creating rework down the line, stop the line, or some equally counterproductive action. True assembly lines, as opposed to cascades of stations with stockpiles, react very badly to oversupply of incoming material.

So you've eliminated some bottlenecks, eliminated excessive supply to the existing bottlenecks, and exploited bottlenecks to schedule orders. Now you're running a phenomenally smooth factory. But as you continue to further enable the bottleneck, there comes a time when you seem to have many roving bottlenecks, even though calculations indicate that these roving bottlenecks have more than enough capacity to supply the bottleneck, and indeed the order flow.

Here's what's happening. As the bottleneck approaches the throughput of certain other machines, those machines are no longer able to "catch up" when inevitable upstream variations deplete their stockpiles. So they don't move needed parts to the bottleneck in time, and there's lost production. Basically, everything's running too close to "the edge". The solution is to release parts early enough to maintain non-bottleneck stockpiles big enough to cover any expected upstream downtime.

And of course, if the bottleneck's throughput continues to be improved, you reach a point where another machine becomes the bottleneck. It's very important to recognize that change, and continue your calculations using the new bottleneck. And remember, sales can be the bottleneck (meaning the factory as a whole has excess capacity). That's the time to acquire new customers and get more orders from the old by promising the delivery times that your excess capacity can provide.

Whew! Quite an explanation, and it barely scratched the surface. Luckily, Eliyahu Goldratt and Jeff Cox have written a book on the Theory of Constraints called "The Goal" (ISBN 0-88427-061-0). I've read it probably once a year for the past 5 years, and it's my favorite book. The Goal has a "can't put it down" plot, in which characters we can all recognize (some we can identify with, and some we recognize as enemies) blunder through life slowly learning the lessons of the Theory of Constraints. By the end of the book they're Ninjas, and the reader has learned right along with them. There are good guys, bad guys, good guys who are forced to be adversarial by circumstance, love and plenty of conflict. I'm a Stephen King fan, and I can tell you that "The Goal" is every bit as exciting as the best of King's books.

But by far the most memorable parts of the book are the ingenious analogies Goldratt and Cox use to demonstrate the complexities of factory logistics. One, a boy scout hike, uses a boy named "Herbie" as a metaphor for a bottleneck. Every time someone slows down in front of him, he has to stop, but when the faster boy in front of him sprints to close up his own gap, Herbie can't catch up, so he falls ever more behind, opening a huge gap in the line. Putting Herbie at the front eliminates all gaps, and allows the group to progress at Herbie's maximum speed. They then offload work from Herbie the bottleneck by carrying the heavy stuff in his backpack, and the whole line sped up. "Herbie" probably has more name recognition than many state governors.

The second well known analogy from the book is "the match game". It's a game invented by the hero to model the effects of the combination of dependent events (cascaded steps in a process) and statistical fluctuation (variation). By the time you're done with the book, you can do more than understand the principles. You can do more than recite the principles. You can FEEL the principles. And if your experience is like mine, every time you read the book you obtain a greater level of understanding and feeling.

I recommend that everyone who ever solves any kind of problem (and who isn't included in that definition) read this book. At $20.00 for the book and maybe 10 hours to read it, the learning to investment ratio is right off the charts.

Steve Litt is a Theory of Constraints true believer, as well as a bottleneck analysis expert. He can be reached at Steve Litt's email address .

It won't work, of course. And the main problem won't be the ensuing morale problems, or even turnover. The problem is that very few of the fired employees contributed to the root cause of the company's problems. Very few of them contributed to the company's bottleneck. Sadder, some of the fired employees might be among the company's best. How can that be?

Everything has variation. Some of the variation has a cause, and some is statistically insignificant "random noise". With extreme amounts of employee variation, all the variation could be random noise. In other words, the worst guy this year could be the best guy next year, in spite of the fact that nobody changed what they were doing.

The process of assigning causation through statistical analysis is called Statistical Process Control (SPC). This was W. Edwards Deming's starting point. It's an extremely powerful tool. SPC isn't used only to evaluated the performance of people. It can evaluate anything that can be expressed numerically. Basically, when any given "thing" falls outside of the UCL/LCL borders, it should be investigated and either fixed or propagated, as appropriate. Notice that this bestows the opportunity to answer the question "why was this month so good" (of course after determining that the months figures were above the UCL). That answer can then be used to make permanent improvements.

So SPC first alerts us to problems, and then gives us some tools to diagnose those problems. Note that at any point in the investigation we can move from SPC to a diagnostic process like the Universal Troubleshooting Process, Jim Roach's Diagnosis, the Six Step Loop, Root Cause Analysis, or Theory of Constraints, to finish getting down to the root cause.

SPC is deeply rooted in the quality movement. One hallmark of "quality" is the reduction of variation. As variation decreases, the UCL and LCL approach each other. In the case of the people in the preceding cartoon, the reduction of variation would come not from hiring new people, but from creating a system that allows them more consistent (and hopefully higher) production. This would be equally true if the preceding control chart were ball bearing diameters instead of human performance.

In the vernacular of SPC, anything outside the UCL/LCL limits warrants investigation and is called an "assignable cause", or sometimes a "special cause". Anything within those limits is termed a "chance cause", a variation born of random noise needing no investigation. If one wants to reduce the variation or raise the numbers en-masse, the system common to all the numbers must be investigated.

There are many books on the subject. The book I own is called "Understanding Statistical Process Control by Donald J. Wheeler and David S. Chambers. This book contains all the equations you need to calculate the UCL and LCL, as well as the math to diagnose numerous problems that can be evaluated statistically. As is obvious from this article, I haven't even scratched the surface of the information contained in this book.

Steve Litt has presented at several ASQC meetings, on the topic of Troubleshooting. He can be reached at Steve Litt's email address .

Universal troubleshooting process.

• Get the Attitude
• Get a complete and accurate symptom description
• Make damage control plan
• Reproduce the symptom
• Do the appropriate general maintenance
• Narrow it down to the root cause
• Repair or replace the defective component
• Take pride in your solution
• Prevent future occurrence of this problem

It's the only technology Troubleshooting process I know of that addresses the mental outlook of the Troubleshooter, instead of considering him or her a perfectly rational robot.

Jack Ganssle's Looping 6 Step Process

• Observe the behavior to find the apparent bug.
• Observe collateral behavior to gain as much information.
• Round up the usual suspects.
• Generate a hypothesis.
• Generate an experiment to test the hypothesis.
• Fix the bug.

To really understand the beauty of Jack's methodology, you need to visit his Troubleshooting web page (in the URL's section of this magazine). Throughout the explanation of his method runs a message of "be careful, trust nothing". Obviously, an in-process (and therefore incomplete) design is buggy, and may not behave as expected. There could be double and triple root causes, and the system may not be designed as you think it is.

If you're in the middle of creating an electronic design, use Jack's methodology. Although I personally use the UTP in troubleshooting software under design, it's very possible that Jack's would be better optimized for that. Basically, when designing anything, make sure you're familiar with Jack's 6 step loop.

Era 4 Troubleshooting Systems from Intelliworxx

I met Jim when he emailed me in 1996, wanting some advice on placing a Troubleshooting Process in an automated diagnostic system. At the time he was a highly placed training executive in GM. If it had been anyone else I would have chalked it up to "another expert system marketed to replace a human Troubleshooter". But Jim knew his stuff, and it was obvious he understood Troubleshooting Process through and through. So we talked frequently throughout 1996 and the first half of 1997.

But I really didn't understand the finished product. I'd heard so much about it, but didn't understand what the finished product would be like. Until 1999, when I tried it in at a conference. It was incredibly easy to use. Jim Roach gave several demos where people used it to find bugs (intentional malfunctions) placed in a Cadillac.

This Troubleshooting Process is highly optimized for situations in which the vendor has provided voluminous service documentation, including quickchecks, error code documentation, predefined diagnostics and the like. The process starts out with symptom acquisition and reproduction. Next what would be called General Maintenance in the UTP, including tech bulletins, diagnostic codes, and the like. This is followed possibly by a divide and conquer session, guided to the extent possible by existing predefined diagnostics. The final step is repair and testing.

So far it sounds like the Universal Troubleshooting Process. But if you look at the details, the Intelliworxx model assumes that most problems will be solved with the help of existing documentation, and that the Troubleshooter won't need to devise his own diagnostic tests. Given the volume of system information in the smart manual, for the first time this becomes a viable assumption. Indeed, combined with a smart manual on a voice actuated, ruggedized hands-free computer, the Troubleshooter has instant, just in time access to exactly the necessary information. At every stage of the game, the first priority is to look at existing documentation. That documentation is a smart manual (or as Intelliworxx would call it, a mentoring application). Only when all documentation has been delivered to the Troubleshooter, without a solution being found, does the Troubleshooter go "offroad", creating and testing his own hypotheses. At that point, the well equipped Troubleshooter would know the Universal Troubleshooting Process, which is optimized for those times when relevant system documentation is not available.

Authoring such a smart manual is costly, but so is a truly detailed paper manual. This Troubleshooting Process enhanced, voice actuated, hands free smart manual, is the first tool integrating effective, low cost information lookup with Troubleshooting Process. For the first time it's quicker to follow predefined diagnostics than to create your own. In industries providing detailed, accurate and timely system information (the automotive industry is a perfect example), it can multiply productivity.

Contrast this with an industry like proprietary computer equipment and software, where documentation is incomplete and scattered. In software diagnosis, if you haven't found the info in 10 minutes you're probably better off diagnosing it yourself. We software guys can only dream how fast Troubleshooting could be if we had instant, as needed access to all accumulated knowledge of the machine or system.

A link to the Intelliworxx website appears in the URL's section of this magazine.

Steve Litt is the author of "Troubleshooting: Tools, Tips and Techniques". He can be reached at Steve Litt's email address .

There was a time I answered that question affirmatively. Not that I ever successfully used it to solve an interpersonal relationship, but problems are problems, right?". I actually made the mistake of using relationship problems as examples in some courses. Sometimes it worked, and sometimes it bombed very badly.

Eventually I backed off my claim of being able to solve relationships, guaranteeing only to solve problems in "well defined systems". But I still didn't know why the Universal Troubleshooting Process didn't work on fuzzily defined systems.

To figure that out, I had to learn about the anatomy of a problem. You see, a well defined system problem is a subset of generic problems. A well defined system comes with two additional pieces of information for the Troubleshooter:

• Complete definition of system components and their relationships
• An as-designed state and behavior

But the as-designed state and behavior is a vital distinction. Here's why...

The most basic definition of problem solving is the following 2 step process:

• Analyze the problem state
• Analyze the solved state

They both work 75 hours a day, and have responsibilities for their son and his activities. This obviously leaves no time. Should they:

• One quits his or her job, and adjust their budget and living accommodations to the lesser income.
• Both demand their companies respect their time, cutting their workload to 50 hours/week, and take the chance of getting fired, laid off or passed over for a promotion.
• One or both get new jobs that take less time, and take the chance of an interruption of income.
• Surround Junior with tutors and sitters to give them more time.
• Take a second mortgage out on their house, and start a business together.

Generic problem solving methodologies are equipped to address both the problem state and the solved state. The Universal Troubleshooting Process is not a generic problem solving methodology, and therefore is sufficient only in the subset of problems in which the solved state is "restore to the as-designed state and behavior". So why would anyone use the Universal Troubleshooting Process, when generic processes handle all problems?

Simply stated, tools meant to design and to weigh alternatives are wasteful in problems where the solved state degenerates to "the as-designed state and behavior". This issue has an article called Cars and Tanks that discusses just how wasteful this can be.

So the purpose of this article so far has been to show that generic problem solving methodologies and problem solving methodologies optimized for well defined systems are neither interchangeable, nor viable substitutes for each other.

The previously listed two step representation of generic problem solving actually leaves out a couple things. A more realistic generic problem solving process would look like this:

• Determine how to transition to the solved state
• Prevent future problems

There are different kinds of future problems to prevent. One is a recurrence of this same problem. That's achieved primarily by the problem state analysis. Then there's the creation of different problems. This is an area for study in the solved state analysis.

Creativity Jump Starts

Many of us think most creatively when exercising. I've designed many a computer program while skateboarding, bike riding, or walking through the woods.

The Universal Troubleshooting Process's Troubleshooter's mantra, "How can I narrow this down just one more time?" can easily be adapted to creativity jump starting. There are other questions that can jump start creativity:

• How can I use this (perceived problem) to my advantage?
• Does the task or process even need to be done at all? Why? Can I eliminate part of it?
• How can I simplify?
• What are the priorities? Why?
• Whose help would be valuable in thinking this through?
• Can I think of similar problems or situations?
• Who has solved a problem like this before? What did they do?
• What are the ethical considerations?
• Who has a stake in the direction of the decision? Why? Have I talked to them?
• How can I reduce antagonism in the decision making process?
• Construct questions with words who, what, where, when, why, how and how much.
• Construct questions with phrases "what is" and "what isn't".

Methodology Availability

If you're lucky enough to be in a company whose budget allows you receive generic problem solving training from a vendor, do it. If not, I'd suggest a thorough reading the web material of Dr. Charles Camp and Fred Fred Nickols. Both are excellent, and the URLs are in the URL's section of this magazine.

And a word of warning. One day a generic problem solving vendor may try to sell you generic problem solving training for your technologists, even though the technologists primary troubleshooting is technical (restoring well defined systems back to their as designed state). These vendors may even offer to train you to be a trainer in their methodology, with the obvious resume benefits.

Sounds great, but be very careful. Because when it comes to fixing well defined systems, if your organization uses a generic problem solving methodology and your competitor uses something like the Universal Troubleshooting Process, they'll clean your clock.

Read the next article.

Imagine driving to work in a M1A1 Main Battle Tank, also called an Abrams tank. It has tracks instead of wheels, and it can go absolutely anywhere. It can roll over obstacles 42 inches high. It can cross trenches 9 feet wide. It can go up a 60 degree slope. And due to its almost impenetrable armor, its 120mm main gun, and three auxiliary machine guns, it can traverse the most hostile environments. An M1A1 main battle tank can go almost anywhere on land, including the freeway. So why use a car to go to work, when cars accommodate only a small subset of terrains?

One reason is that the M1A1 gets less than 1 mile per gallon of gas. Working only 10 miles from home, you'd pay $150/week in fuel alone. On those rare occasions when the freeway travels full speed, the M1A1's 45 mph maximum speed is a liability. At a length of 32 feet, one inch, a height of 9.5 feet, and a width of 9.5 feet, parking is a problem.

There's no doubt the M1A1 can get you to work. But your friends driving Chevy Luminas get there faster, cheaper and more conveniently. Yes, the M1A1 can go anywhere, but that ability is costly indeed.

Reminds me of companies selling general problem solving training to those requiring electronic, mechanical or computer Troubleshooting.

Mechanical, electronic and computer troubleshooting is a subset of problem solving. Machines and automated systems are well defined systems . By that I mean they have a documented and well defined state and behavior. Fixing them requires only returning them to their as-designed state and behavior . You needn't analyze the solved state, with its heavy design and creative thinking requirements. You needn't ask how you want the machine to perform after repair -- you already know that. It must perform as designed. You needn't ask if there's some better way you can do it. All that's necessary is to get it back to its as-designed state and behavior.

Some training vendors are all too happy to sell you a generic problem solving course for your technical people to use on machine/computer/software problems. Such generic problem solving methodologies contain several time consuming steps necessary only to design the solved state (which degenerates into the as designed state and behavior for machine, computer and software problems). The vendor might justify this by mentioning that the generic problem solving methodology can solve all problems, including those of machines, computers and software. They're telling the truth, and it's about as practical as trading in your car for an Abrams tank.

If you want to win, you go to war in a tank and the office in a car. If you want to win, you fix technical problems with a Troubleshooting Process optimized for technical problems, and fuzzily defined problems with a generic problem solving methodology. If a person solves both types of problems, train him in both methodologies.

So the question you need to ask is this: How would it affect my business if my competitors used more optimized Troubleshooting methodologies than my company?

Steve Litt presents and licenses courses on troubleshooting well defined systems, and well defined systems only. He can be reached at Steve Litt's email address .

Human-centric problem solving methodologies.

Except for the Universal Troubleshooting Process. The UTP's Step 1 (Get the Attitude) and Step 9 (Take Pride) are inward focused.

Outside of Star Trek and Isaac Asimov novels, I've never met a Troubleshooting robot. What I have met are technicians angered to the point of throwing equipment across the room, and computer managers panicked to the point of paralysis. Frequent failure results from methodologies that doesn't at least consider the person doing the fixing. None of us is a robot, and if we haven't learned to control our emotions, those emotions can wash away all logic.

But the Universal Troubleshooting Process isn't human-centric. Only two of the ten steps are. The majority is procedural. In machine/technology repair, all you need to achieve is the as-designed state and behavior. Contrastingly, many methodologies are almost entirely focused on the person doing the problem solving. I call them human-centric methodologies.

And that's exactly what's needed when the system under repair is the problem solver himself. In such cases, the problem solver is troubleshooting himself, surrounded by an environment for which he has limited control. Personal problems are typically triggered (I didn't say caused, I said triggered) by either changes in the environment around the person, or a "bad break".

Note: Such "self help" can be propagated by trainers training others in these methodologies. They can even be extrapolated to solution by consultants using human-centric principles to fix business problems, but this runs the risk of the "program of the month" label if not done in a way that respects employees' intelligence, time and motivation.

• It's incredibly difficult for a person to know what he or she wants (identify the solved state).
• By definition it's impossible to retain what the UTP calls "The Attitude", because without panic, fear, depression or anger there wouldn't be a personal problem in the first place.
• There is no clear documentation on how the human mind works, leaving the door open for numerous conflicting philosophies, religions and personalities to declare themselves "the one true way".
• A good methodology doesn't insult the intelligence of the reader.
• A good methodology doesn't insult the intentions of the reader.
• A good methodology is easy enough to follow that it will show some results even when tried by a skeptical reader.

When it comes to insulting the intentions of the reader (or in this case listener), certainly radio's pop-psychologists corner the market. The listener calls in with a serious and complex problem, and the first thing the radio guy does is paints the listener as weak, stupid and unethical. Yeah, that's real productive!

A problem solving methodology is effective only if followed. It is followed by a reader only if the investment is justified by the expected return. The average reader has been unsuccessful with some human-centric methodologies in the past, and is thus skeptical, meaning the expected return is uncertain. Therefore, the book expounding an overly complex or demanding methodology is read but not followed. The methodology offering a quick and easy route to small benefits, followed by a staircase of additional investments with additional gains, is followed.

There are effective methods of "putting across" complex and difficult methodologies. One method is charging a lot of money, so it makes it worth the student's while to devote a month to learning and practicing the methodology. This is accompanied by live lectures, one on one consultation, tapes and exercises. This will work with methods that, once fully learned, are truly beneficial. But it requires extraordinary faith in the program. And unfortunately, some are in it just for the money. As the old saying goes, once bitten twice shy.

Another component of benefiting even the skeptical reader is use of plain language. Methodologies defining their own terms, and especially those engaging in psychobabble, are much less credible to the intelligent person.

Purveyors of human-centric methodologies would be wise to study the merits of the Universal Troubleshooting Process, which itself is not human-centric. The UTP requires very little buy-in -- merely hanging the list of steps on your wall produces improvement. A single day of studying step 6 produces another vast improvement. And as the reader gains confidence, there's a continuing stepwise route to study and improvement. And the reader can pretty much determine the order and pace of the steps.

The documentation of the Universal Troubleshooting Process is devoid of jargon. Extra effort has been taken to use plain language to define and discuss its concepts.

Human-centric problem solving methodologies are optimized to solve personal problems, but they can be helpful solving other problems. Consider that many highly paid technical Troubleshooters are limited by their emotions, especially in the face of extremely difficult problems. All other things being equal, including training in technical Troubleshooting Process, the technical Troubleshooter who has mastered an effective human-centric problem solving methodology will be more effective solving technical problems.

There are many outstanding human-centric methodologies out there. Following are discussions of these human-centric methodologies:

The 7 Habits of Highly Effective People

Schuller's "tough times never last, but tough people do", affirmations, psycho cybernetics.

• Be Proactive
• Begin with the End in Mind
• Put First things First
• Think Win/Win
• Seek First to Understand... Then to be Understood
• Sharpen the Saw

#3 deals with use of time and prioritization. If you're a regular reader of Troubleshooting Professional, you know I believe in easiest-first prioritization. But that's WITHIN the prioritization methodology Covey discusses in #3:  

Blow off unimportant tasks. If a task doesn't help you reach your goal, and not doing it won't prevent you from reaching your goal, don't do it. Now of course, somebody else might consider it urgent that you do unimportant tasks. Try to work it out so you're not required to do them, because they're a waste of time. Or figure out a way to make them important in reaching your goal.

Note the similarity here to my admonition not to troubleshoot unprofitable work. This is discussed in the August 2000 issue of Troubleshooting Professional.

One might instinctively think important and urgent tasks are where we should spend our time. But in fact, that's not true. Tasks always take longer when they're urgent. Urgent tasks spawn the need for explanations, written reports and meetings. Many individuals you work with react to urgency with anger or panic, both of which lead to costly mistakes. And of course, if you go over the deadline and don't sell the product or get something to market, that's extremely costly.

So the object is to have all the important stuff done before it gets urgent, which is why once you've gotten your fires put out, spend all possible time on important tasks that are not yet urgent, and make every effort to prevent important tasks from becoming urgent.

Covey explains that the first three habits are done in isolation -- you don't need to collaborate to accomplish them. The next three are collaborative.

Thinking Win/Win usually promotes success, depending on the definition of success. We all have seen enough of the world to know it's not an absolute prerequisite for success. We all know of companies succeeding through playing dirty tricks on their competitors rather than making good product. But in the vast majority of cases, the win/lose crowd finally become losers themselves, either because the ethical emptiness of their lives leads to substance abuse or other problems, or because they run afoul of the law. Or both. The intelligent person knows that sometimes each of us must "go to war", but generally speaking, Win/Win is the best policy.

Most sales books I've read have a paraphrase of habit 5, "Seek First to Understand... Then to be Understood". Sales books typically mention you have 2 ears and one mouth, and to use them in proportion. In a technical Troubleshooting scenario, you'd never attempt a fix before knowing the root cause -- you need to understand first.  But understanding is not always so easy. Psychology 101 teaches us there's a principle that most people attribute their own actions to their situation, but they attribute the the actions of others to the others' personalities. I drive 80 mph on the freeway because I'm late to my wedding. The guy in the red car drives 80mph because he's reckless. One cannot really deal with others until one understands their situation. You need to walk a mile in the other guys shoes.

Covey's habit #6 is "Synergize". Work with a group in such a way that the whole becomes greater than the sum of the parts. I've found that if you put 10 people in a room they can accomplish just about anything, because there's almost no piece of knowledge not possessed by at least one. If the people practice the first 5 habits, #6 can be correctly accomplished. Once one can work synergistically with a group, he or she can accomplish amazing things. So what's left? Why is there a habit #7? For exactly the same reason there's a step 9 (Take Pride) in the Universal Troubleshooting Process.

Consider this: If you saw wood for a living, you'd surely sharpen your saw when it got dull. Otherwise, your productivity would plunge. Sharpening the saw is Covey's 7th habit.

People get dull after protracted periods of hard and effective work. They must be sharpened. Covey lists four categories of such sharpening -- physical (exercise, nutrition, sleep), mental, spiritual, and social/emotional. I'd like to add a fifth -- savoring triumph, which definitely encompasses mental and social/emotional. If done during a walk, skating, bike ride etc., it encompasses the physical. And you know what? I've had cases where savoring triumph approached a spiritual activity.

Covey's 7 habits are my favorite human-centric problem solving methodology. It's common sense, without inordinate amounts of early 90's mission statement pabulum. And it's so simple that an average individual can read the book and begin to put it into practice. One thing I really like about the 7 habits is they avoid the "believe in it, and it will come" trap, instead portraying faith as one necessity among many.

Schuller wrote this book to help the fearful and hopeless in that dreadful year. Above all, this book is exquisitely inspirational. Read just the first chapter to see how Schuller weaves the present (in 1982) economic disaster with his own hard and poor childhood, working back forward to the present, ending with what all but the most hardcore Atheist would call a gift from God. Even the Atheist would call it a 9.2 on the Richter scale of lucky breaks. Armed with the "anything is possible" feeling the first chapter bestows, Schuller lays down several sound principles, tips and techniques for snatching victory from the jaws of defeat.

Schuller gives some great marketing advice. His "how do you catch a marlin" discussion details the need for access to a market for your product. His "possibility thinking" discussion with its 10 alternative method is the self-help equivalent of "how can I narrow it down just one more time?" question in technology Troubleshooting.

In every chapter, Schuller has lists to be followed, and examples of people succeeding by following those lists.

This book is a must-read for anyone facing seemingly insoluble problems. After all, it was written for just such an audience.

The basic idea is that you're effective when you're in a good and creative mental state. Rather than waiting for external events to put you in that state, you can put yourself in that state and then reap the benefits. As Abraham Lincoln said, "a man is just about as happy as he decides to be". Of course, I understand Lincoln had a problem with depression :-)

I believe that the NLP techniques I've read in Anthony Robbins' books "Awaken the Giant Within" and "Unlimited Power" are excellent personal problem solving techniques that cannot be learned by skeptics, or even the unconvinced. They require a huge commitment, maybe a month or more, to practice and master the techniques. I see no "low hanging fruit" that can boost results in a day or two. Robbins includes many real-life exercises you need to do. If you don't do them, you'll get little from the books.

If you believe your problems can be helped by a better life outlook or a better use of your mental resources, and you're willing to invest a lot of time, I'd highly recommend getting these books, and taking the significant time it takes to work through and master their exercises. I cannot recommend these books, or the methods they espouse, to those unwilling to make a substantial commitment to mastering their techniques.  

Note: There's a Tony Robbins book called "Notes from a Friend: A Quick and Simple Guide to Taking Control of Your Life". It's based on "Awaken the Giant Within" and "Unlimited Power". It may be a way to ease yourself into these techniques without big time prior commitment.

To solve this type of problem, Keith Ellis recommends, in his article titled "Affirmations", saying something like this:

"I choose to joyfully become a great Troubleshooter."

Once again, this solves only problems whose root cause is attitude. But it's powerful, because a single destructive attitude leads to tunnel vision. If your goal requires $100,000 to start, and you've got only $859 in the bank, it's just possible that an affirmation like this could break the conflict:

I choose to joyfully find inexpensive ways to quickly reach my stated goal.

Sales Optmized Problem Solving Methodologies

Attention, interest, desire and action.

The attention and interest steps are done during prospecting, with desire split between prospecting and sales calls. Conviction and action are done during an actual face to face meeting (usually). This meshes very nicely with the sales funnel, described later in this article.

Steve Litt's Access to a Market for your Product

After reading many books, and observing the successes and failures of myself and others, I've reached the conclusion that sales and marketing boil down to having Access to a Market for your Product . It's the matchup of Access, Market and Product that IMHO is a prerequisite for good sales. You don't sell your acting skills in Wisconsin or your farming skills in Los Angeles. Because access is hardest to obtain, choice of new products should always favor the markets to whom you already have access . You can slowly grow the boundaries of your market access area, but don't make a product outside it.

Some people think they don't have access to any market. Not true. All one needs to do is look around at his friends. That's access. What kinds of people does one get along with well. Some of us get along with the upper crust, and some of us have friends in low places. We sell to the people we get along with.

Almost everyone gets requests for advice and help. Many of these requests are for favors that don't involve money, but make no mistake, if people are asking you for advice and help, you have something to offer. The trick is to expand your access outside your immediate group, because it's often hard to charge a fee to friends. Sometimes you can even sell your knowledge in the form of books.

Before you go out and base your entire sales strategy on my ideas, keep in mind that I'm just a middle class guy, and with my products, if I were a great salesman I'd be a multi-millionaire. But I think once I get the execution down correctly...

The Walter Litt Three Base Approach

Gain access, make it easy to buy, bury the cost in the big picture.

He also concentrated on getting more business from other departments in businesses he sold to. For instance, he was in the Sears Tower so much that he was able to expand from labels to tags, selling them to many different departments.

Nope, he just made sure his quality was as good as the Japanese, and then buried the extra cost in the cost of the entire item. A $40.00 dress has a single label. A Japanese one might cost a penny, the American one two cents. That penny difference is 0.025% of the sales price. It's negligible, and Dad approached it that way. It was much easier to buy from him, and the cost was 0.025% of the dress. It's a no brainer.

It could be said that burying the cost in the big picture is practical only with very cheap items. But in fact it's simply easier to explain and understand with cheap items. If you program computers and charge $20.00 more per hour than the competition, but you can better demonstrate that you're likely to do it right, you're easy to buy from. Now multiply the $20.00 differential by 2500 hours for a one year project making a cost differential of $50,000. Now total the hardware and software costs of the project, training, administration, as well as the coding cost that is not differential. In many cases, your differential comes out to be peanuts. And for the icing on the cake, find some way you can save them more than that small percentage, making you cheaper .

Summary of Walter Litt's Method

Ralph desanto's friendly method.

When Ralph complemented, he complemented the person. When he criticized, he criticized their action. I think he basically believed people are good.

Unfortunately, there's no way you can package Ralph's basic belief in the good of humanity. Few of us have that outlook. But to the extent possible, try to see your customers and prospects as cool people you might like to get friendly with some day. You'll be glad you did.

Mark Kassof's Marketing Tips

Not too shabby for a site with no IPO and no venture capitalists. But I had great marketing advice from Kassof.Com. Basically, Mark emphasizes seeking an audience you can realistically attract, and super-serving them. Being a technology and Open Source kind of guy, I super-served the technologist and Linux audience.

Kassof emphasizes that with so much noise in the media, you need to be a little outrageous to be heard. So I did. I told my true feelings about Microsoft. Many friends told me I was doing the wrong thing. They told me I'd be closing doors on myself. They told me I'd blow off 95% of my potential audience. And they were right.

But that remaining 5% loved Troubleshooters.Com, just as Mark predicts in his insights. One of his quotes is that "These days, the 'middle of the road' is a good place to get run over".

I've just scratched the surface here, but it would take 10,000 words to fully explain Kassof's marketing strategies, and I don't have the bandwidth. So go to Kassof.Com, and study both his "Research Insights" and his "Quotations of Chairman Mark". Links to both, as well as to his main page, are in the URL's section of this magazine.

You might also wonder what marketing has to do with sales. In a big company maybe very little. But in a small company, prospecting begins with marketing and transitions to sales as the prospects become more interested.

Don't let it throw you that Mr. Kassof's tips are targeted at the radio industry. They work on the web too. Believe me :-) And for any of you out there who are involved with radio, use him. My reading of his website tells me that if I needed radio research, I'd go to him, because he's independent and not affiliated with a radio chain or consultant, he's unbiased, and he knows radio.

Strategic Selling (Miller and Heiman)

• Above the funnel (uncontacted leads and research based hunches)
• In the funnel (a lead who has been contacted and is listening)
• The best few (an interested prospect who is probably a good fit)
• Below the funnel (got the order)

This book makes the point that too many salespeople and organizations hammer the best few until they've sucked it dry, and then discover their abandonment of the upper levels means they need to wait months to refill that level. So they hammer the upper levels and finally get an influx of best few. This explains certain extreme cyclical sales events.

In many other ways, this book takes a systemic and scientific view of sales. I recommend it.

Tom Hopkins

First, be aware that my copy of  "How to Master the Art of Selling" is the second edition, which appears to have been copyrighted in 1982. It's probable that Mr. Hopkins has changed the book a lot since then.

My second edition book gives many, many examples. That's a good thing. My wife's a Realtor (R) , and I just mentioned an example from this book that directly applied to a situation she was in. Especially refreshing is that Mr. Hopkins hasn't gone overboard on "consultative selling". Tom isn't afraid to admit that he likes to close, and likes to close hard. And he's not afraid to imply that not all prospective customers are peers of Einstein.

Which brings up the problem. Many of the techniques he espouses in my Second Edition book are insulting to an intelligent person. Anybody trying Hopkins' "Ben Franklin Balance Sheet Close" or the "Porcupine Test Close" on me would find themselves out the door (without an order) in a hurry.

"How to Master the Art of Selling" is a must-read for anyone in sales. The author has obviously been there and documented his strategies and tactics. Just carefully temper your adoption of those suggestions that seem to insult the buyer's intelligence. And if you're contemplating a sales career, or new to sales, be sure to pick up a copy of Selling for Dummies".

Non Manipulative Selling

How i raised myself from failure to success in selling.

There's a myth that consultative selling started in the 1980's. Check out this line from the 1949 edition:

"I resolved right then to dedicate the rest of my selling career to this principle: Finding out what people want, and helping them get it. "

Don't worry though, Bettger's not just a consulatively correct wet noodle -- he also suggests the "sign by the X assumptive close".

Unbelievably, this book is still in print, copyright 1992. It is 24 hours available at Amazon, where it's ranked #7,966 and has a five star review average. Frank Bettger looks about 35 years old on the 1949 copy cover, which would have made him 78 in 1992. To me, this book's staying power makes it not only a classic, but a tried and true resource.

The Greatest Sales Stories Ever Told

This book is obviously not a complete sales problem solving methodology, but serves beautifully in the function of example. I believe the seasoned salesperson would profit from this book, right along with the newbie.

In a world where even we salespeople start to believe in the plaid sportcoat car salesman and Arthur Miller's Willy Loman, Shook's deep love and admiration for his profession makes the reader stand a bit taller. If you EVER contemplate selling anything, get this book.

One Business Optimized Methodology: Reengineering

So from my understanding of Hammer and Champy's definition of reengineering, its optimized for those cases where the business is so out of touch with present day realities as to be "totalled", like a car hitting a bridge at 120mph or a house burned to the ground. If you'd like to "improve" your business while keeping its core advantages, my understanding is that reengineering is not the way to go.

Obviously, my understanding of the term is crude at best, so please don't take my word for it. Read the book for yourself, and see if I've been overly critical. I invite all more knowledgeable on reengineering to write letters to the editor (instructions near the bottom of this page) so that next month the truth about reengineering will surface.

I believe that one of these tools, Covey's "The 7 Habits of Highly Effective People", rises above the others to take its place among general problem solving methodologies. It's true you can't fix a car using his methodology, but you can sure use it to make yourself a better mechanic.

According to Fred Nickols' website, he's a writer, consultant, and executive. A further perusal of his site reveals his credentials to be, putting it mildly, outstanding. Be sure to read Fred's articles and his distance consulting page. His articles on problem solving are insightful, and all too rare on the web. His URL is in the URL's section of this magazine.

Charles V. Camp is a Professor of Civil Engineering at the University of Memphis. His web notes for the CIVL 1101 course he teaches,  Civil Engineering Measurements, contain some of the best problem solving content on the Internet. I'd suggest you read all the content related to problem solving. The URL is in the URL's section of this magazine.

For time reasons, I didn't detail Fred's and Charles' contributions to problem solving, but their content is outstanding and a must-see for any problem solver.

Linux Log is a regular column in Troubleshooting Professional Magazine, authored by Steve Litt. Each month we'll explore a facet of Linux as it relates to that month's theme.

• Reboot the computer
• Reapply the service pack(s)
• Reinstall the app or operating system

Linux Has Logs

Imagine how much easier diagnosis of intermittents would have been with a continuously running strip chart recorder. I could have looked for the onset of the symptom, and seen what else happened around that time. I could have observed which voltages changed.

These logs can be used for more than just after the fact detective work. Using the tail -f command, you can view messages in real time as you exercise the system. Better yet, most daemons have methods to increase or decrease the verbosity of what they write to logs, enabling you to "drill down" to execution details. When combined with access to the source code, this becomes a powerful Troubleshooting tool. To find how to change the log verbosity of a daemon, look at the man page of the daemon.

When troubleshooting Linux, always look at the relevant log files.

Available Source

Enter source available software. Now you can peer into the actual design of the software. This can be done at several levels.

The simplest way to use the source is to crank up log levels, search for the source statement issuing a suspicious log message, and work backwards through the source until you come upon an interesting question. This can be done with minimal knowledge of the software.

As you gain a little more expertise, you can use the source to form a Mental Model of the software, and make deductions and form new tests based on that Mental Model.

Finally, you can actually change and recompile the source to test hypotheses. Although this is extremely powerful, care must be taken not to cause harm. Original source files must be backed up, the original executable files must be backed up, and it's best to do this on a non-live system, if one exists and if the symptom can be reproduced on it.

Source code needn't be thoroughly digested to be helpful in Troubleshooting. Often you can start in the type source distribution directory, and search for a term or phrase like this:

Little General Maintenance

General Maintenance is especially powerful against non-component flaws -- dirty contacts, loose bolts and other things not appearing on the schematic diagram. It is also extremely powerful against intermittents. But neither of these situations pops up frequently in Linux. As a rule, software has few "non components". Especially software whose source code is available. And as far as intermittents, Linux is a stable and robust operating system that seldom exhibits intermittents.

General Maintenance has one huge downfall. It prevents positive ID of the root cause. If the symptom goes away after you clean all switches and controls, you don't know which switch, you don't know which contact within the switch, and you don't know why the contact got dirty or oxidized. This is obviously taboo in a safety sensitive situation, but even in a business computing environment, it's not desirable.

In fact, the system logs are often a more productive tool in diagnosing intermittents. And it's all too easy to conduct tests with the various software tools that come with Linux, in order to positively determine the root cause, and toggle it.

So except in cases of complete befuddlement, don't reboot a Linux box as a Troubleshooting step. It might not even be desirable to restart a service, although this is done often. Try to find the root cause without General Maintenance.

Most problems caused by human error or human cracking

Long upgrade history.

This isn't necessarily true of Linux. It's often better to upgrade, thereby keeping dns, dhcp, samba, apache and other configurations intact. Installing fresh means restoring each of those configurations (and many, many more) from documentation or (human) memory.

The downside is that on a Linux system that's gone through a long series of upgrades, the system state is not fully known. I recently heard of somebody who had continuously upgraded a mid-90's copy of yggdrasil and still has it running today. Almost all the yggdrasil code is gone, but over the continuum of time, it's the same system. Obviously, such a system could not be replicated from distribution.

When should you finally bite the bullet and install Linux fresh? I guess when the system becomes so unknown that you cannot troubleshoot it.

Text config files and vi

Remember to restart the appropriate daemons or services after changing a config file. My experience is that daemons recognize certain config file changes immediately, but need to restart in order to recognize them all. After changing a config file, you're in an undefined state until restarting the daemon or service.

If you do any Troubleshooting tests that compromise security, try to get the box off the network before doing them. Write them down so you can quickly undo them.

The bad news is that an owned Linux box is more dangerous than an owned Windows box. The good news is that a Linux box can be made much more secure than any Windows box.

A discussion of security is very much beyond the scope of this article, but there are many fine books and websites devoted to the subject. Unless you're running a single machine that does not log into the Internet or LAN, you need to understand security.

Steve Litt is a member of Linux Enthusiasts and Professionals of Central Florida (LEAP-CF). He can be reached at Steve Litt's email address .

All letters become the property of the publisher (steve litt), and may be edited for clarity or brevity. we especially welcome additions, clarifications, corrections or flames from vendors whose products have been reviewed in this magazine. we reserve the right to not publish letters we deem in bad taste (bad language, obscenity, hate, lewd, violence, etc.)., submit letters to the editor to steve litt's email address, and be sure the subject reads "letter to the editor". we regret that we cannot return your letter, so please make a copy of it for future reference..

By submitting content, you give Troubleshooters.Com the non-exclusive, perpetual right to publish it on Troubleshooters.Com or any A3B3 website. Other than that, you retain the copyright and sole right to sell or give it away elsewhere. Troubleshooters.Com will acknowledge you as the author and, if you request, will display your copyright notice and/or a "reprinted by permission of author" notice. Obviously, you must be the copyright holder and must be legally able to grant us this perpetual right. We do not currently pay for articles.

Troubleshooters.Com reserves the right to edit any submission for clarity or brevity. Any published article will include a two sentence description of the author, a hypertext link to his or her email, and a phone number if desired. Upon request, we will include a hypertext link, at the end of the magazine issue, to the author's website, providing that website meets the Troubleshooters.Com criteria for links and that the author's website first links to Troubleshooters.Com. Authors: please understand we can't place hyperlinks inside articles. If we did, only the first article would be read, and we can't place every article first.

Submissions should be emailed to Steve Litt's email address, with subject line Article Submission. The first paragraph of your message should read as follows (unless other arrangements are previously made in writing):

I (your name), am submitting this article for possible publication in Troubleshooters.Com. I understand that by submitting this article I am giving the publisher, Steve Litt, perpetual license to publish this article on Troubleshooters.Com or any other A3B3 website. Other than the preceding sentence, I understand that I retain the copyright and full, complete and exclusive right to sell or give away this article. I acknowledge that Steve Litt reserves the right to edit my submission for clarity or brevity. I certify that I wrote this submission and no part of it is owned by, written by or copyrighted by others.

• Troubleshooting Processes for well defined systems:
• http://www.ganssle.com/articles/atblsho.htm : Jack Ganssle's looping 6 step Troubleshooting Process. Also see his other Troubleshooting info at http://www.ganssle.com/articles/tblsht1.htm :, as well as his main page at http://www.ganssle.com .
• http://www.Intelliworxx.com/html/mentoring.html : This is the starting point to read about Intelliworxx's Era 4 Troubleshooting product, which they call MentorWorxx.
• http://www.troubleshooters.com/tuni.htm : The 10 step Universal Troubleshooting Process.
• Other problem solving processes
• http://www.concentric.net/~Maxainc/indexm.htm : Website of Max Ammerman, the Root Cause Analysis authority.
• http://www.goldratt.com : The website of the Avraham Y. Goldratt Institute (The Goal and Critical Chain). Information on all works of Eliyahu M. Goldratt. See also http://www.goldratt.com/library.htm :, the library page for Theory of Constraints.
• http://www.jeffcox.com : Website of Jeff Cox, the co-author of The Goal.
• http://www.deming.org : Website of the W. Edwards Deming Institute. Deming started with the SPC problem solving method, and elaborated from there. In my opinion, Deming told the truth, the whole truth, and nothing but the truth.
• http://home.att.net/~nickols/articles.htm : Fred Nickols' wonderful articles on generic (fuzzily defined problems) problem solving.
• http://www.ce.memphis.edu/faculty/camp/1101/notes/index.html : This page and its subpages contain some truly excellent information on problem solving. The site was authored by Charles Camp, Professor of Civil Engineering at the University of Memphis.
• Sales tools useful in problem solving
• http://www.kassof.com : Website of marketing researcher Mark Kassof. Especially valuable are his marketing tips at http://www.kassof.com/insights/index.htm . See also "The Quotations of Chairman Mark" at http://www.kassof.com/mark/quote.htm .
• http://www.millerheiman.com : Website of the authors of "Strategic Selling". Be sure to read their great "Tip of the Week Archive" at http://www.millerheiman.com/tip/archive/index.htm .
• http://www.tomhopkins.com : Website of sales author and consultant Tom Hopkins.
• http://www.shookbook.com : Home page of Robert L. Shook, author of "The Greatest Sales Stories Ever Told : From the World's Best Salespeople".
• Human-Centric tools useful in problem solving
• http://www.ozemail.com.au/~caveman/Creative/Resources/crquote2.htm : Not mentioned in this magazine, but this site contains numerous quotations about creativity and problem solving.
• http://www.crystalcathedral.org : This is the website of the Crystal Cathedral, whose founding pastor is Robert Schuller, author of "Tough Times Never Last, But Tough People Do!". Also see the Robert Schuller book list at http://store.crystalcathedral.org/acb/showprod.cfm?
• http://www.keithellis.com : Website of Keith Ellis, who wrote the "affirmations" article that can be seen at http://www.keithellis.com/bootstraps1.7.html .
• Other URL's
• http://www.troubleshooters.com : Author Steve Litt's website.
• http://www.hqmc.usmc.mil/factfile.nsf/
• http://call.army.mil/call/newsltrs/98-10/chap8.htm : More info on the M1A1 main battle tank. This site was my source of the tank's gas mileage.
• http://www.dictionary.com : The source of the definitions in this magazine.

Troubleshooting Steps: Your Friendly Guide to Problem Solving

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When it comes to problem-solving, troubleshooting is a crucial process that can help you identify and address issues efficiently. Troubleshooting is all about applying a systematic and logical approach to identify the root cause of a problem and implement effective solutions.

Whether you are dealing with technical issues, operational challenges, or any other type of problem, troubleshooting can help you resolve it quickly and efficiently. By following a structured troubleshooting process, you can save time, reduce costs, and improve your overall productivity.

Understanding the Troubleshooting Process

Before diving into the step-by-step troubleshooting process, it’s essential to understand what it entails. At its core, the troubleshooting process is a systematic approach to problem-solving that aims to identify and resolve issues efficiently.

The process typically involves several stages, including:

It’s important to note that the troubleshooting process is iterative, meaning that it may need to be repeated if the initial solution doesn’t work or if new issues arise. Additionally, successful troubleshooting requires both technical skills and the ability to communicate and collaborate effectively with other stakeholders.

Importance of Identifying the Problem

Accurately identifying the problem is the key to successful troubleshooting. Failing to identify the root cause of an issue can lead to ineffective solutions, wasted resources, and even exacerbate the problem.

When identifying the problem, it’s essential to look beyond the symptoms and understand the underlying cause. This requires a thorough understanding of the system or process, as well as an analytical mindset to determine the most likely cause of the problem.

Gathering Information

Gathering information is the next critical step in the troubleshooting process. Collecting data and information about the problem can help identify patterns, potential causes, and potential solutions. This step often involves reviewing system logs, documentation, and talking to other stakeholders who may have relevant information.

Formulating a Plan of Action

Once the problem has been identified, and relevant information has been gathered, the next step is to develop a plan of action. This involves considering potential solutions, the feasibility of each solution, and any potential contingencies in case the initial solution doesn’t work.

It’s important to document the plan of action to ensure that all parties involved understand the problem, the proposed solution, and their respective roles and responsibilities.

Step-by-step Troubleshooting

When faced with a problem, it’s important to approach it systematically and logically. Here are the key steps to follow when troubleshooting:

• Identify the problem: Begin by identifying the specific issue you’re dealing with. This may involve gathering information from various sources, such as system logs, error messages, or user reports.
• Understand the problem: Once you’ve identified the problem, take the time to understand it fully. This may involve researching similar issues or consulting with colleagues who have experience with similar problems.
• Formulate a plan of action: Based on your understanding of the problem, develop a plan for how you will address it. This may involve testing various solutions or strategies.
• Implement the plan: With a plan in place, begin implementing the various steps necessary to solve the problem. This may involve performing tests, making configuration changes, or replacing hardware components.
• Test and verify: Once you’ve implemented the plan, it’s important to test and verify that it has solved the problem. This may involve running diagnostic tests or speaking with users to ensure that the issue has been resolved.
• Document the solution: Finally, be sure to document the solution in detail, including any steps taken or changes made. This will help you and your colleagues troubleshoot similar issues in the future.

By following these steps, you can approach troubleshooting in a systematic and efficient manner, helping to save time and effort while ensuring that problems are addressed effectively.

Troubleshooting Techniques and Strategies

When it comes to troubleshooting, different techniques and strategies can help identify and address underlying issues effectively. Utilizing these techniques can help expedite the process and enable you to find solutions faster. Here are some of the most common troubleshooting techniques and strategies:

Root Cause Analysis

Root cause analysis involves identifying the underlying cause of a problem rather than just addressing the symptoms. This technique is especially useful when issues have multiple potential causes. Once the root cause is identified, a solution can be implemented to address it directly.

Process Mapping

Process mapping is a technique that involves creating a visual representation of the steps involved in a process. This technique can help identify inefficiencies and areas where improvements can be made.

Fishbone Diagrams

Fishbone diagrams are a visual representation of the potential causes of a problem. This technique is useful when a problem has multiple potential causes, and it can help identify the most likely cause and potential solutions.

Other common troubleshooting techniques and strategies include hypothesis testing, trial and error, and process improvement methods such as Lean Six Sigma.

Tips for Troubleshooting

Effective troubleshooting requires a systematic and logical approach. Whether you are dealing with a technical issue or a business process challenge, these tips can help you solve problems efficiently :

• Communicate: Ensure clear and open communication with all stakeholders. Listen actively and ask questions to gain a deeper understanding of the issue at hand.
• Document: Keep accurate and detailed records of all troubleshooting activities, including the steps taken and the outcomes achieved.
• Collaborate: Work collaboratively with others to brainstorm solutions and gather insights from different perspectives and areas of expertise.
• Stay Calm: Maintain a calm and focused mindset, even in high-pressure situations. Taking a deep breath and stepping back to assess the situation can help you approach the problem with more clarity and creativity.
• Be Patient: Troubleshooting can be a lengthy process, don’t rush through it. Take the time to thoroughly analyze and understand the issue before attempting to solve it.

By following these tips, you can improve your troubleshooting skills and achieve better outcomes when faced with complex challenges.

Troubleshooting Methods and Tools

Effective troubleshooting requires the use of various methods and tools to identify and resolve issues. These techniques can range from basic tests to complicated diagnostic software. Below are some methods and tools that can help you troubleshoot more efficiently.

Diagnostic Software

Diagnostic software is a tool that can help you identify problems with your hardware or software. This type of software can scan your system for errors and provide suggestions on how to fix them. Examples of diagnostic software include system optimizers, anti-virus software, and disk management tools.

Test Equipment

Test equipment is used to test the hardware and software of a device to ensure it is functioning properly. Examples of test equipment include multimeters, oscilloscopes, and network analyzers. These tools can help you identify problems with your hardware or software more efficiently.

Simulation Models

Simulation models are used to create a virtual representation of a system to identify potential issues. This type of tool can help you test a system before implementing it and can be useful in finding problems that may arise in the future.

Other Troubleshooting Methods

Other methods for troubleshooting include root cause analysis, process mapping, and fishbone diagrams. These techniques can help you identify underlying issues that may be the root causes of problems, allowing you to address them more effectively.

Remember, the key to effective troubleshooting is to identify the problem, gather information, and develop a plan of action before implementing any solutions. Using these methods and tools can make the process more efficient and help you solve problems more effectively.

Troubleshooting Guide for Common Issues

When it comes to troubleshooting common issues , it is important to take a systematic and logical approach. Here is a step-by-step guide to help you identify and resolve common problems in a timely and efficient manner.

Network Connectivity Issues

If you are having trouble connecting to the internet or your network, follow these steps:

• Check your cables and connections to ensure everything is securely plugged in.
• Restart your modem and router. Wait a few minutes before turning them back on.
• Check your network settings to ensure you are connected to the right network and have the correct login credentials.
• Disable your firewall temporarily to see if it is blocking your connection.
• If all else fails, contact your internet service provider for assistance.

Software Crashes

If your computer or software is crashing or freezing, follow these steps:

• Update your software and ensure you have the latest patches installed.
• Check your computer for malware or viruses that may be causing the problem.
• Clear your cache and browser history to free up space and ensure your browser is running smoothly.
• If the problem persists, try uninstalling and reinstalling the software.
• Contact the software manufacturer or IT support for further assistance.

Hardware Malfunctions

If your hardware is malfunctioning or not working properly, follow these steps:

• Restart your device to see if that solves the issue.
• Check your device’s settings and ensure it is configured correctly.
• Run a diagnostic test to identify any hardware problems.
• If the problem persists, contact the manufacturer or IT support for further assistance.

By following these troubleshooting steps, you will be able to identify and resolve common issues efficiently and effectively, saving both time and resources.

Troubleshooting Challenges and Solutions

Despite following a systematic troubleshooting process and utilizing various techniques and tools, challenges can still arise during problem-solving. Below are some common challenges that may occur during troubleshooting , and how to overcome them.

1. Vague Symptoms

When the symptoms of an issue are unclear or vague, it can be difficult to identify the root cause of the problem. In this case, it’s important to collect as much data as possible, through observation or asking the right questions to those experiencing the issue. Use this data to narrow down the potential causes and systematically address them one by one until the root cause is found.

2. Conflicting Information

When multiple sources provide conflicting information about the issue, it can be challenging to determine the truth. In this case, it’s important to gather unbiased information and verify it through multiple sources. This can involve testing the same hypothesis through different methods, or utilizing the expertise of various team members.

3. Uncooperative Stakeholders

When stakeholders are uncooperative or resistant to change, it can be challenging to implement solutions. In this case, it’s important to communicate effectively and build a case for the benefits of the proposed solution. Highlight any potential cost savings or efficiency gains, and emphasize the importance of collaboration and teamwork in achieving success.

4. Creativity and Adaptability

Sometimes, the issue at hand may be unique or require an out-of-the-box solution. In this case, creativity and adaptability are key. Encourage team members to think outside the box and pursue unconventional solutions. Be open to new ideas and approaches, and be willing to pivot if initial attempts at solving the issue are unsuccessful.

Troubleshooting for Continuous Improvement

The benefits of troubleshooting go beyond just solving immediate problems. Consistently applying troubleshooting techniques can lead to continuous process improvement, which in turn can enhance business productivity and competitiveness. The following are a few ways in which troubleshooting can be used for continuous improvement:

• Identifying recurring issues: Tracking and analyzing past troubleshooting efforts can help pinpoint recurring issues that may indicate deeper underlying problems. By addressing these root causes, an organization can prevent future occurrences of the same issue and improve overall efficiency.
• Optimizing processes: Troubleshooting helps identify inefficiencies or bottlenecks in processes. By understanding these issues, an organization can streamline processes, reducing costs and improving productivity.
• Encouraging continuous learning: Effective troubleshooting often requires cross-functional collaboration. By sharing knowledge and expertise, individuals and teams can learn from each other and continuously improve their own troubleshooting skills.

It’s important to note that troubleshooting is not a one-time process, but rather an ongoing effort to identify and address issues and improve processes. By prioritizing continuous improvement through effective troubleshooting, organizations can enhance their operations, increase productivity, and stay competitive in today’s fast-paced business environment.

How Does Troubleshooting Adalah Differ from Troubleshooting Steps?

When it comes to resolving technical issues, understanding the distinction between troubleshooting steps and troubleshooting adalah is crucial. Troubleshooting steps typically refer to a series of actions to identify and resolve a problem. In contrast, the essential guide to troubleshooting adalah pertains specifically to the troubleshooting process in the Indonesian language. Differentiating these terms helps pinpoint the approach needed to tackle issues effectively.

Troubleshooting FAQ

Here are the answers to some commonly asked questions related to troubleshooting:

What is the troubleshooting process?

The troubleshooting process is a systematic approach to problem-solving. It involves identifying the problem, gathering information, formulating a plan of action, implementing the solution, and evaluating the results.

What are the common troubleshooting techniques?

Common troubleshooting techniques include root cause analysis, process mapping, fishbone diagrams, and failure mode and effects analysis (FMEA).

How do I troubleshoot network connectivity issues?

Start by checking your network cables and connections. Make sure all devices are powered on and connected to the correct network. Try resetting your router and modem. If the issue persists, contact your internet service provider.

What should I do if I encounter conflicting information during troubleshooting?

If you encounter conflicting information during troubleshooting, gather more data and communicate with all stakeholders involved. Collaborate to form a consensus and develop a plan of action based on the best available information.

How can I continuously improve my troubleshooting skills?

Stay up-to-date with the latest technologies and industry trends. Continuously seek feedback and learn from your experiences. Consider taking training courses and attending workshops or conferences to enhance your troubleshooting skills.

About the author

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Diagnosing vs. Troubleshooting

What's the difference.

Diagnosing and troubleshooting are two essential processes in problem-solving, particularly in technical fields. Diagnosing involves identifying the root cause of a problem by analyzing symptoms, conducting tests, and gathering relevant information. It requires a systematic approach to narrow down the possibilities and reach a conclusive diagnosis. On the other hand, troubleshooting focuses on resolving the identified problem by implementing specific steps or procedures. It involves a hands-on approach, where the troubleshooter applies their knowledge and expertise to fix the issue. While diagnosing is more about understanding the problem, troubleshooting is about taking action to rectify it. Both processes are interconnected and often go hand in hand to effectively resolve issues.

Further Detail

Introduction.

Diagnosing and troubleshooting are two essential processes in various fields, including technology, medicine, and automotive industries. While both aim to identify and resolve issues, they differ in their approach and focus. In this article, we will explore the attributes of diagnosing and troubleshooting, highlighting their similarities and differences.

Diagnosing refers to the process of identifying the root cause of a problem or determining the nature of a disease or condition. It involves gathering information, analyzing symptoms, and making an informed judgment based on available evidence. Diagnosing is often performed by professionals with specialized knowledge and expertise in a particular field.

One of the key attributes of diagnosing is the systematic approach it follows. It typically involves a series of steps, such as gathering patient history, conducting physical examinations, ordering diagnostic tests, and interpreting the results. This structured process helps ensure accuracy and reliability in identifying the underlying issue.

Another important attribute of diagnosing is the reliance on evidence-based information. Professionals use their knowledge, experience, and available data to make an informed diagnosis. This evidence-based approach helps minimize errors and ensures that the diagnosis is based on objective findings rather than assumptions or guesswork.

Furthermore, diagnosing often requires critical thinking and problem-solving skills. Professionals need to analyze complex information, consider multiple possibilities, and make logical connections to arrive at an accurate diagnosis. This attribute highlights the importance of expertise and experience in the diagnostic process.

Lastly, diagnosing is an ongoing process that may involve reassessment and adjustment. If the initial diagnosis does not align with the patient's response to treatment or new information emerges, the professional may need to reevaluate the diagnosis and make necessary modifications. This attribute emphasizes the dynamic nature of diagnosing.

Troubleshooting

Troubleshooting, on the other hand, focuses on identifying and resolving issues or malfunctions in a system, device, or process. It is commonly associated with technical fields, such as IT support, electronics, and mechanical engineering. Troubleshooting aims to restore functionality and eliminate problems that hinder optimal performance.

One of the primary attributes of troubleshooting is its reactive nature. When a problem arises, troubleshooting comes into play to identify the cause and implement a solution. Unlike diagnosing, which involves a systematic approach, troubleshooting often requires quick thinking and the ability to adapt to unexpected situations.

Another important attribute of troubleshooting is the emphasis on practical solutions. Troubleshooters focus on finding immediate fixes or workarounds to restore functionality. While diagnosing may involve a more comprehensive understanding of the underlying issue, troubleshooting aims to address the problem swiftly, minimizing downtime or inconvenience.

Troubleshooting also requires a strong understanding of the system or device being addressed. Professionals need to have in-depth knowledge of the components, their interactions, and potential failure points. This attribute highlights the importance of technical expertise and familiarity with the specific system or device.

Furthermore, troubleshooting often involves a trial-and-error approach. Professionals may need to test different solutions or perform diagnostic tests to narrow down the cause of the problem. This attribute reflects the iterative nature of troubleshooting, where multiple attempts may be required before finding the most effective solution.

Lastly, troubleshooting is often a collaborative effort. In complex systems or processes, multiple individuals with different areas of expertise may work together to identify and resolve the issue. This attribute emphasizes the importance of effective communication and teamwork in troubleshooting scenarios.

Similarities and Differences

While diagnosing and troubleshooting have distinct attributes, they also share some similarities. Both processes aim to identify and resolve problems, albeit in different contexts. They require analytical thinking, problem-solving skills, and the ability to gather and interpret information.

However, the main difference lies in their approach and focus. Diagnosing is more comprehensive and systematic, aiming to identify the root cause or nature of a problem. It often involves a structured process, relies on evidence-based information, and may require ongoing reassessment.

Troubleshooting, on the other hand, is more reactive and practical. It focuses on finding immediate solutions to restore functionality and eliminate issues. Troubleshooters often rely on their technical expertise, adaptability, and a trial-and-error approach to identify and resolve problems swiftly.

Another difference is the level of expertise required. Diagnosing often involves professionals with specialized knowledge and experience in a specific field, such as doctors, engineers, or technicians. Troubleshooting, while also requiring expertise, may be performed by individuals with a broader understanding of systems or devices.

Furthermore, diagnosing is commonly associated with medical or healthcare fields, while troubleshooting is more prevalent in technical or mechanical domains. However, both processes can be applied in various industries and sectors, depending on the nature of the problem.

In conclusion, diagnosing and troubleshooting are two essential processes used to identify and resolve problems in different fields. Diagnosing focuses on identifying the root cause or nature of a problem, following a systematic and evidence-based approach. Troubleshooting, on the other hand, aims to restore functionality swiftly, relying on technical expertise and practical solutions.

While they have distinct attributes, both processes require analytical thinking, problem-solving skills, and the ability to gather and interpret information. Understanding the differences and similarities between diagnosing and troubleshooting can help professionals in various industries approach problem-solving more effectively and efficiently.

Comparisons may contain inaccurate information about people, places, or facts. Please report any issues.

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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."

Rachel Goldman, PhD FTOS, is a licensed psychologist, clinical assistant professor, speaker, wellness expert specializing in eating behaviors, stress management, and health behavior change.

• 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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What Is Problem Solving in Project Management? Here’s Everything You Need to Know

• Written by Contributing Writer
• Updated on August 4, 2023

In project management , problem-solving is a crucial and necessary skill. Whether you have failed to consider every possible factor impacting a project, a problem arises through no fault of your own, or conditions change that create issues, problems must be addressed promptly to keep projects on track.

In this article, we will define problem-solving and how it impacts projects, provide real-world examples of problem-solving, and give you a structured, step-by-step process to solve problems. We’ll also show you how earning a project management certification can help you gain practical experience in problem-solving methods.

What Is Problem-Solving?

Problem-solving is a process to identify roadblocks or defects that arise during a project. A structured system to define problems, identify root causes, brainstorm and test solutions, and monitor results can affect change to improve performance and overcome challenges.

Effective problem-solving enables teams to deal with uncertainties or gaps in planning to minimize the impact on outcomes.

The Importance of Problem-Solving in Project Management

During a project and operation, problems can arise at any time. You may find that your planning before launching a product, for example, did not consider all the factors that impact results. You may find that you were too optimistic about project timelines, performance, or workforce. Or, as many of us discovered over the past few years, supply chain disruption may make even the best project plans obsolete.

Regardless, your job is identifying, solving, and overcoming these problems. Project managers must be skilled in leading team members through a structured approach to resolving problems.

Proactive problem-solving requires careful consideration of all the variables in a project, including preparation to:

• Achieve project objectives
• Address obstacles before they arise
• Manage project risks and contingency plans
• Manage communication and collaboration
• Provide a framework for time and cost management
• Provide a pathway for continuous improvement

Also Read: 10 Tips on How to Increase Productivity in the Workplace

Problem-Solving Steps in Project Management

While the process you choose to solve problems may vary, here is a seven-step framework many project managers use. This problem-solving method combines primary and secondary problem-solving steps.

#1. Define the Problem

• Gather data and information from key stakeholders, team members, and project documentation. Include any relevant reporting or data analysis
• Itemized key details, such as a description of the problem, timelines, outcomes, and impact
• Frame the issue as a problem statement

A good example of a problem statement might be: An unexpected demand spike has exceeded our current production capacity. How can we still meet customer deadlines for delivery?

#2. Analyze Root Causes

• Break down issues into smaller components to diagnose bottlenecks or problems
• Identify the organizational, mechanical, environmental, or operational factors that contribute
• Distinguish between one-time issues vs. systematic, ongoing areas that need improvement

When analyzing root causes, it’s common to find multiple factors contributing to a problem. As such, it is essential to prioritize issues that have the most significant impact on outcomes.

#3. Brainstorm Potential Solutions

• Holding specific sessions focused on brainstorming ideas to resolve root causes
• Build on ideas or suggest combinations or iterations
• Categorize solutions by types, such as process or input changes, adding additional resources, outsourcing, etc.)

In brainstorming, you should refrain from immediately analyzing suggestions to keep ideas coming.

#4. Evaluate Potential Solutions

• Reframe the problem and concern for team members, providing a framework for evaluation such as cost, timing, and feasibility
• With ideas in hand, it is time to evaluate potential solutions. Project managers often employ strategies such as weighted scoring models to rank ideas.
• Consider the pros and cons in relation to project objectives

As you narrow the list, getting additional insight from subject matter experts to evaluate real-world viability is helpful. For example, if you are proposing a process change in operating a machine, get feedback from skilled operators before implementing changes.

#5. Decide on a Plan of Action

• Make a decision on which course of action you want to pursue and make sure the solution aligns with your organizational goals
• Create an action plan to implement the changes, including key milestones
• Assign project ownership, deadlines, resources, and budgets

Defining what outcomes you need to achieve to declare success is also essential. Are you looking for incremental change or significant improvements, and what timeline are you establishing for measurement?

#6. Implement the Action Plan

• Communicate the plan with key stakeholders
• Provide any training associated with the changes
• Allocate resources necessary for implementation

As part of the action plan, you will also want to detail the measures and monitoring you will put in place to assess process outcomes.

#7. Monitor and Track Results

• Track solution performance against the action plan and key milestones
• Solicit feedback from the project team on problem-solving effectiveness
• Ensure the solution resolves the root cause, creating the desired results without negatively impacting other areas of the operation

You should refine results or start the process over again to increase performance. For example, you may address the root cause but find a need for secondary problem-solving in project management, focusing on other factors.

These problem-solving steps are used repeatedly in lean management and Six Sigma strategies for continuous improvement.

Also Read: 5 Project Management Steps You Need to Know

How Project Management Tools Can Help You in Problem-Solving

Project management software can guide teams through problem-solving, acting as a central repository to provide visibility into the stages of a project.

The best project management software will include the following:

• Issue tracking to capture problems as they arise
• Chat and real-time collaboration for discussion and brainstorming
• Templates for analysis, such as fishbone diagrams
• Action plans, assigning tasks, ownership, and accountability
• Dashboards for updates to monitor solutions
• Reporting on open issues, mitigation, and resolution

Examples of Problem-Solving

Here are some examples of the problem-solving process demonstrating how team members can work through the process to achieve results.

Sign-ups for a New Software Solution Were Well Below First-Month Targets

After analyzing the data, a project team identifies the root cause as inefficient onboarding and account configurations. They then brainstorm solutions. Ideas include re-architecting the software, simplifying onboarding steps, improving the initial training and onboarding process, or applying additional resources to guide customers through the configuration process.

After weighing alternatives, the company invests in streamlining onboarding and developing software to automate configuration.

A Project Was at Risk of Missing a Hard Deadline Due to Supplier Delays

In this case, you already know the root cause: Your supplier cannot deliver the necessary components to complete the project on time. Brainstorming solutions include finding alternative sources for components, considering project redesigns to use different (available) components, negotiating price reductions with customers due to late delivery, or adjusting the scope to complete projects without this component.

After evaluating potential solutions, the project manager might negotiate rush delivery with the original vendor. While this might be more expensive, it enables the business to meet customer deadlines. At the same time, project schedules might be adjusted to account for later-than-expected part delivery.

A Construction Project Is Falling Behind Due to Inclement Weather

Despite months of planning, a major construction project has fallen behind schedule due to bad weather, preventing concrete and masonry work. The problem-solving team brainstorms the problem and evaluates solutions, such as constructing temporary protection from the elements, heating concrete to accelerate curing, and bringing on additional crews once the weather clears.

The project team might decide to focus on tasks not impacted by weather earlier in the process than expected to postpone exterior work until the weather clears.

Also Read: Understanding KPIs in Project Management

Improve Your Problem-Solving and Project Management Skills

This project management course delivered by Simpliearn, in collaboration wiht the University of Massachusetts, can boost your career journey as a project manager. This 24-week online bootcamp aligns with Project Management Institute (PMI) practices, the Project Management Professional (PMP®) certification, and IASSC-Lean Six Sigma.

This program teaches skills such as:

• Agile management
• Customer experience design
• Design thinking
• Digital transformation
• Lean Six Sigma Green Belt

You might also like to read:

5 Essential Project Management Steps You Need to Know

Project Management Frameworks and Methodologies Explained

13 Key Project Management Principles and How to Use Them

Project Management Phases: A Full Breakdown

How To Develop a Great Project Management Plan in 2023

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Project Management Bootcamp

Learning Format

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Program benefits.

• 25 in-demand tools covered
• Aligned with PMI-PMP® and IASSC-Lean Six Sigma
• Masterclasses from top faculty of UMass Amherst
• UMass Amherst Alumni Association membership

Problem Solving and Troubleshooting

Definition of problem solving and troubleshooting.

Problem Solving or troubleshooting is the ability to take an undesired state or issue, identify what is causing the issue, and then find the appropriate solution. The problem-solving competency is critical to the Systems Support community because most of the work done by this community is directly related to troubleshooting and solving undesired issues relating to technology.

Assistant: The Assistant is capable of following a logical thought possess that will help to identify the cause of a problem and possible solutions. This logical process will include the ability to gather data through various means, sort the data for relevancy, identify key information, hypothesize on the possible root causes of the problem, identify possible solutions, implement testing to find the correct solution and documentation of the complete process.

Associate: The Associate is comfortable with the problem-solving process and has experience solving problems in a technical working environment. The Associate is able to work through the steps of the problems solving process effortlessly and knows when and how to properly escalate problems.

Senior Associate: The Senior Associate consistently demonstrates problem-solving skills in work. Can independently identify problems, research, analyze, resolve, and verify solutions. Has appropriate logic and technical skills for the level of technical problems. Determines metrics, analyzes statistics, and applies good analytical/critical thinking. Contributes ideas that can further improve business processes.

Professional: The Professional possesses well-developed skills for resolving technology problems as well as business and customer relations problems. They can address foreseen and unforeseen obstacles successfully and apply proven analytical skills. They are capable of making decisions that impact the scope of a project in a timely manner, and take responsibility. The Professional researches and learns new techniques and then helps to mentor others.

Senior Professional: The Senior Professional has developed the business and technical acumen to foresee and resolve complex business and technology problems, and applies this knowledge to University-wide and systemic issues. They are trusted by others and help others to foresee challenges and strategize for long-term resolution. The Senior Professional exemplifies creativity by generating new solutions to client and University issues. They set standards of ingenuity for the organization through their ability to solve problems.

Principal: The Principal has developed the business and technical acumen to foresee and resolve complex business and technology problems often before they occur. They work to apply this insight to University-wide and systemic issues. The Principle is looked to and trusted by others to foresee challenges and strategize for long-term resolution. They exemplify creativity by generating new solutions and set the standard of ingenuity for the organization through their work. The Principle is comfortable making important product and business decisions utilizing appropriate data, collaboration, strategy, ethics, and risk management. The Principle is expected to contribute innovative ideas and solutions based on research and the ability to stay current on newest technological practices.

How to Develop Problem Solving - Troubleshooting

University courses:.

• CPSE 589R Gifted and Talented Creative Thinking Strategies
• TES 330 Creativity, Engineering, and Problem Solving

Training / Other Courses:

• LinkedIn Learning – Problem Solving Techniques
• EdX – Creative Problem Solving and Decision Making
• MIT Professional Education – Effective Problem Solving for Teams
• Learning Tree International – Critical Thinking and Creative Problem Solving
• Udemy – Problem Solving – Mastering Thinking Skills
• Critical Thinking and Creative Problem Solving Training – Learning Tree

Professional Associations / Certifications:

• Advanced Problem Solving Certification - Georgia Tech
• LeanMap PDCA Problem Solving Training and Certification

Books / Publications:

• Great Courses – The Creative Thinkers Toolkit, by Professor Gerard Puccio
• Bulletproof Problem Solving, by Charles Conn & Robert McLean
• Your Deceptive Mind: A Scientific Guide to Critical Thinking Skills by Steven Novella

Experiences that can assist the employee in his/her development:

• Document your current method for solving problems. Do you follow a framework or established pattern to solve problems?
• Work as part of a team to solve a complex problem. Document the steps the team went through to find a solution. What roles did each member play? How could the process be improved?
• Successful completion of a degree
• Successful completion of an advanced degree
• Study, develop, test and modify a personal problem-solving framework
• Work as part of a team to solve a complex problem. Document the steps the team went through to find a solution.
• Share in writing how the completion of a degree or advanced degree helped the development of your problem-solving skills.
• Share your personal framework for problem solving and how it has improved over time. Give specific examples.
• Describe the core skills need for successful problem solving.
• Share in writing a team problem solving experience you participated in. What was the problem? How was it resolved? What roles did each member play? How did the team process work and how could the process be improved?
• Document and share verbally to members of the CDC leadership team key takeaways learned while working to improve personal and team problem solving skills.
• Describe how previous problem-solving skills can interfere with current problem-solving efforts. Why is this important and how can it be avoided?

How to Demonstrate Problem Solving - Troubleshooting

DO: Describe what you did in completing / achieving your development plan

ASSESS: Share, if applicable, any assessments that were taken / provided related to your activities

LEARN: Explain what you felt that you were able to learn during your journey / experiences

APPLY: Give specifics examples where you have / plan to make direct application to your work

REFLECT: Review / consider things you would have done differently had you had this experience earlier

Troubleshooting: A Method For Solving Problems The Right Way

We’ve all experienced that magic moment when, after countless frustrating hours of experimentation and racking your brain, the object of our attention starts working. The 3D printer finally produces good output. The hacked up laptop finally boots. The car engine finally purrs. The question is, do we know why it started working?

This is more important than you might think. Knowing the answer lets you confirm that the core problem was solved, otherwise you may have just fixed a symptom. And lack of understanding means fixing one problem may just create another.

The solution is to adopt a methodical troubleshooting method. We’re talking about a structured problem solving technique that when used properly can help us solve a problem at its core without leaving any loose ends. Such methodology will also leave you knowing why any solution did or didn’t work in the end, and will give you reproducible results.

Understanding The Product or Process

It is not reasonable to expect that we can effectively repair anything we do not understand. For example, if a car isn’t running quite right, it’ll be pointless to attempt a fix if you don’t know the basics about ignition timing, fuel delivery, how the engine functions at least on a basic level.

If you’re trying to build something from scratch or do a significant modification on an existing product, then a solid understanding of what the end product should look like will be needed. If you’re not up to speed on these things, it might be time to do a deep dive, going down the rabbit hole as they say, on the subject at hand.

Wikipedia, technical articles, forums, social media communities (groups.io, facebook groups, reddit, etc), and of course Hackaday are all possible resources for learning. Once you understand how any system is supposed to work, then you can begin the next step of troubleshooting: The process of elimination.

Process Of Elimination

Now that you’re as expert as you’re going to be on your subject of choice, it’s time to dive in and see what’s wrong. Armed with our clear vision of what a successful process looks like and the process of elimination, we’re going to investigate. Yep, we’re going full Sherlock Holmes! If you grew up playing a certain trademarked and copyrighted board game, then you’ll have a clue how this works.

The goal is simple: Identify all the steps that make up a successful process, and then check them one by one, starting with the first step — even if (especially if!) you think you know where the problem already is. One step at a time. Not multiples, and definitely not all of them. No skipping ahead. Just one. And then, after you check on just one of the items at a time, you make a note: Did it solve the problem? Yes? No? Not sure? That’s fine.

At each stage, record your results and then move on to the next item on your list. Recording the results is vital to the process. And sometimes we don’t have all the facts until later in the investigation. So being able to review notes will help us spot trends we’d never have noticed otherwise.

Even if you think you solved the problem, keep going through your list. Go through the entire system to make sure that the whole thing works the way it should. Troubleshooting is incomplete if you only look at a portion of the process.

In more complex systems, a tiered approach will be very useful. Start with a high level overview of the system at hand. Step through the process until you find something broken. Once you isolate the problem area, restart the troubleshooting process in that problem area, making notes as you go. If you do fix a problem, then go back up to the first tier of troubleshooting and continue until the process is completed. This will help you answer the next question.

Is It Really Fixed?

If you’ve identified and solved what you believe to be the core problem, then it’s time to verify that the fix is effective. The best way to do this is to put your item or process under test in the same way that it’ll be used. Sometimes this is simple: The Thing works, and it’s fixed; there’s very little in between to be had. Other times, more extensive testing is needed. Imagine fixing a car that won’t start, handing the keys to its owner, and then finding out the hard way that it also had no brakes!

So it may be that you need to go for a ‘test drive’ so to speak. The goal should be to verify that you didn’t solve one problem but create two more and that the entire system works as designed.

When Good Troubleshooting Goes Bad

Just like any method or process, it’s quite possible to think we’ve got it right when we don’t. Troubleshooting is no different. If we skip ahead in the process at all or don’t take notes along the way, it’ll be pretty easy to miss the problem. Similarly, if we don’t fully understand the subject, we might not be able to identify when something doesn’t look quite right.

When I was young, I heard the woes of backyard mechanics who lamented that they’d replaced hundreds of dollars worth of parts, but the issue they were experiencing went unsolved. I distinctly recall them blaming the fancy new “electronic stuff” (fuel injection) for their problems.The reality is that they didn’t understand the system they were working with and therefore could not troubleshoot it effectively, and so they stopped analyzing the problem and just reacted to it by throwing parts at it until something hopefully worked. And this is another way to fail at the troubleshooting process.

Alternatives to Troubleshooting

There are some instances when the exact troubleshooting process can be overkill. To lean on the car analogy again, imagine that you have an older fuel injected vehicle that isn’t running right. It may be that due to the age of the overall system, no single thing will really solve the problem. Years of crud, poor connections, and worn out parts all contribute to a vague problem that is difficult to reproduce. Furthermore we don’t know when the system was last serviced. In such cases, taking the shotgun approach may be needed. And no, I’m not talking about taking it out back and shooting it!

The aforementioned troubleshooting method could be described like a high precision rifle: We aim carefully and apply a fix. The shotgun method is the exact opposite: We aim in the general direction of the problem and fire multiple projectiles, hoping that one of them hits their mark and solves the problem.

In our ailing EFI example, it might not be unreasonable to replace all of the sensors and any broken connectors. This would be followed by rebuilding the mechanical portion such as the throttle body. Even replacing fuel pumps, filters, and cleaning the fuel delivery system with a fuel additive can be helpful. And then once the system has been brought back to a known state, it can be tested and any remaining faults can be scrutinized using the proper troubleshooting technique.

Another use case for the shotgun approach is when we have a time sensitive issue that needs to be fixed. The root problem may have only a few known causes, so applying all of the fixes at once may be faster in some cases. For example we might not have time to properly troubleshoot a mission critical server with an unknown hardware problem. Swapping the storage system into a new computer will get it back online quickly, and then the previous hardware can be subjected to testing without such time constraints.

No matter the case though, having a solid understanding of the system you’re working on will help you to take the correct approach to solving the problem.

A Noteworthy Note

You might have noticed that the troubleshooting methods discussed are mighty similar to the scientific method that at the very least, most of us learned in school. And that’s why taking notes is so important.

Adam Savage famously quipped “Remember kids, the only difference between screwing around and science is writing it down!” (This was later attributed to Alex Jason .) And that’s really the point here: Writing things down, making notes about things whether they work or not is a vitally important part of this entire process. Otherwise, we’re just blindly stabbing into the darkness.

I hope that this foray into fixing fiddly things has been useful for you. Do you have your own troubleshooting story, method, or “Aha!” moment to share? Be sure to let us know in the comments below!

48 thoughts on “ Troubleshooting: A Method For Solving Problems The Right Way ”

Great Article – Thanks for the write up. I’m actually going to share this with a few colleagues.

Thanks I’m glad you enjoyed it!

This sounds like my logic. However I’ll add one last bit: know whether the troubleshoot is worth it, might be equally important. Time management is another vector that is easy to overlook. I usually try to weigh out the passion:expense ratio. It may be cheaper on time and money to simply replace with a new system or a working copy of the original, but if the passion is high enough there can be exceptions.

I use this approach with code in a large system (most api’s since that’s what I do for a living). It’s often easier/safer to violate the DRY principle than to try and fix a finicky system and worry about breaking something else.

Not to mention that sometimes DRY is not actually DRY. If process A shares 80% of the steps with process B, but they are only coincidentally so similar, it’s far better to duplicate the step definitions than try to shoehorn special cases in once they drift apart. There’s a balance to be struck, but over-DRY is not a good place to be.

Exactly. That storage server example means that I would swap to different hardware, and if the problem didn’t reoccur and it’s too risky to re-cycle the server back into production (because the cause might re-occur), or too expensive in man-power to do so, then it’s best to just dispose of it. Let a hobbyist troubleshoot what went wrong and play with the big boy gear for once.

In troubleshooting electronic systems I was taught a technique by the US Air Force. We called it sectionalization. The idea is you locate a midway point in the circuit and test for proper signal there. If the signal is good you just eliminated the entire first half, if the signal is bad you just determined which side of your test the problem is on. You continue to cut the half circuit where the fault is by half until you localize the problem. This test was particularly helpful in international communications circuits that went through many stations on the way to their destination but also applies well to complex circuit paths within equipment as well. It eliminates a lot of testing time because the traditional method would take you step by step from the input only to find the problem way at the output end of a circuit.

” if the signal is bad you just determined which side of your test the problem is on.”

Not really, because the load can distort the source, so you still don’t know which side of the circuit is causing it.

All in all it sounds like a bad advice that just happens to work in certain cases, so it is taught as a gospel.

I was thinking the same thing, though it will work often enough to be a very valid method to use, simple to try, unlikely to cause further harm, and if doesn’t work you do know it didn’t work.

Plus in the case of most user troubleshooting you are not dealing with the IC’s and on PCB errors to fix, just the runs between them (as a failed board would generally be considered a spare part job – repairable or not finding flaws in PCB is much more tricky, even more so now such multilayered boards are common), which is where this method should work pretty reliably.

If the method is supposed to save time, then it’s a hit and miss. You may isolate the error to a section of the circuit, or you may run yourself off to a wild goose chase because you keep looking for the problem in the wrong places thinking it must be there because the method says so.

The first part is correct – the method shows where the problem is not. The second part is incorrect – the method doesn’t show where the problem is.

If your test equipment is causing odd interactions and false positives it will be pretty obvious relatively quickly – as the whole point is to eliminate large sections quickly so if it leads to a place that the error isn’t it got you there fast, as long as you aware the test equipment can cause buggering up you then know you need a new method.

On the other hand, sometimes it doesn’t distort the signal, e.g. in digital electronics, mechanics, or in software. So it’s a very helpful tool in some situations, but knowing when it is affecting the process (some analogue systems, software race conditions) is also important.

Well it depends on the system and the test, doesn’t it? Sectionalizing is a useful technique in all cases when you understand the limits of your test and the behavior of the system. If you don’t, you were never going to be able to competently troubleshoot it in any case. Calling it bad advice is just wrong.

Also reminds me of the joke about a cable company maintenance engineer who went to a shooting range.

After ten rounds missing the target, he reached his finger over the end of the barrel and pulled the trigger. His conclusion: the transmitter is sending just fine, the problem must be at the receiving end.

Yes. Start in the middle of the chain. The one by one from the beginning is a terrible idea.

Still depends on the system and your experience with it – if you know that every failure of this system has been at these points historically that is the obvious step one through -n, even if they are the first/last bits in the chain. And if you know this is a system that will be hard to access near the middle eliminate the ends you can get at easily.

The important part is to either already understand how it works and common flaws so you know where is most likely to start, or approach it in whatever systematic elimination methods is most convenient – which in a built system of any sort is often dictated by accessibility.

Ref: Pirsig, _Zen_and_the_Art_of_Motorcycle_Maintainence

This is a concept I, and probably most people,need to be reminded of every so often. Especially when working outside of specialty.

“first define ‘quality'”

Ya. Even Pirsig admit that the philosophy was a bit sketchy. It was the 70’s, though.

It was the first pop book to really address the ways of looking at a system, though, and I still use it with engineering students, dated as it is, as it is an approachable story with solid points on several levels.

I’ve flagged the “gumption traps” section in my copy.

If you are working on troubleshooting a device or process with another individual, make sure both sides know the “entire thought process.” Being remote hands or working with another technician and assuming or blindly following directions is a good way to make more work for everyone.

Case in point: when I was younger I was troubleshooting an Air-to-Ground radio at an airport with a local communications company. The equipment was entirely supported by the remote technicians on the other side of the country, and I just needed to verify what module was broken was so a replacement could be sent out.

After working through the entire system and not isolating the fault, the technician wanted to reboot the shelf to try to see if the digital interface was just hung up or frozen, and right after he asked me to flip the power switch off he quickly said… “WAIT! Don’t turn the radio off yet!”

You see, when you have a power supply that has been idling for near two decades, sometimes the capacitors can degrade. This platform just happened to have a selftest, and when the very old power supplies were shut down and restarted, the degraded components would cause the selftest to fail, and the radio would never turn back on. It would just sit there sadly blinking a red “Fault” LED until you replaced the power supply.

And then two modules were mailed out for me to replace instead of just one.

If I had known what he was trying to scrutinize when troubleshooting, I could have unplugged just the digital module to reset it and not shut down the entire shelf, and being less experienced I had not thought to question whether restarting a complex system might have other consequences.

“.The reality is that they didn’t understand the system they were working with and therefore could not troubleshoot it effectively, and so they stopped analyzing the problem and just reacted to it by throwing parts at it until something hopefully worked.”

Thats the way most car dealerships service departments work –

Most automotive mechanics, actually. On YouTube, I follow South Main Auto and Watch Wes Work. These guys take the time to fully understand, test, and verify weird faults that would make the rest of us scratch our heads and just throw expensive parts at the car. (Or more likely, sell it and just buy a new one.)

Damned cat!

That sounds like the process by which 3D printers ended up with autoleveling…

hahahah you have a point but i actually disagree. i think i have a pretty good understanding of the flaws that force me to use mesh leveling, and i did make a pretty good effort directly at those flaws which dramatically reduced the amount of correction that was occurring in the leveling. but that last +/-0.3mm across the bed, it’s a lot of work. it’s not saving me from understanding the problem, it’s saving me from doing (and re-doing) the work!

Totally agree with this. I have chinese i3 clone that was constantly out of level, until i bolted it firmly onto piece of kitchen desk plate. It’s leveled since then and only need to adjust level when i do nozzle clean/change, and glass change. And it holds the leveling even when tossed into backseat of my car and transported. Upon arrival i just put it on the table and send it without worry about leveling.

of course as a software guy, for the good bugs i can almost never follow the whole route…it’s just too long, too many pieces. and even if i can, i don’t know if it always gives me full confidence in the diagnosis or the fix. when i’m getting close, i always go back to this crucial quetion:

why did it work fine until today?

i mean, obviously, to fix the bug i’ve had to spend a lot of time on “why is it broken?” but the “why did it work?” is where the real juice is. the last guy, the boneheaded fool who made this bug (aka me), he was thinking about something, the code correctly solved some problem and if it looks 100% wrong then i haven’t figured out the part that’s right and i still have work to do.

i’m never really confident about a fix until i have a clear narrative for why it worked so well and for so long and what changed that brought it to my attention today.

I use this site.

http://debuggingrules.com/

“When I was young, I heard the woes of backyard mechanics who lamented that they’d replaced hundreds of dollars worth of parts, but the issue they were experiencing went unsolved. I distinctly recall them blaming the fancy new “electronic stuff” (fuel injection) for their problems. The reality is that they didn’t understand the system they were working with and therefore could not troubleshoot it effectively, and so they stopped analyzing the problem and just reacted to it by throwing parts at it until something hopefully worked. And this is another way to fail at the troubleshooting process.”

It is not just “backyard mechanics”, sometimes a factory trained specialist has to resort to the “shotgun method” of repair. I don’t mean taking a shotgun to it. B^) But replacing parts one by one until the problem goes away. The interaction of numerous parts and sensors does not make a closed “decision tree”. Maybe, someday, someone will figure out a way to solve that particular problem, but by then 95% of that line of automobiles have already been scrapped.

This article has useful information, I’m making a hard copy of some paragraphs for handy reference.

Indeed it’s hard to cover every possible scenario. I think the difference is that a factory trained tech would know *when* to apply the shotgun method figuratively and perhaps even literally ;-)

Nice write-up but I feel that in most real-world troubleshooting the order of the steps you’ll take will be based on a combination of perceived effort and perceived likelyhood. In a car you’ll check the ignition system first because easy even if you think a fuel problem is more likely. And you’ll check the filter, and injectors before the fuel pump even though they come later in the system. In electronics, checking incoming voltage happens to be the first thing and usually the easiest!

Going for the low hanging fruit works some of the time though it can leave bigger problems unsolved. The biggest problem in this case is assuming that the new fuel filter fixed the problem when really it just made the slowly-dying-fuel-pump’s job a little less hard. Without taking a methodical approach it’s hard to know which if the underlying problems is solved or if the problem will return in a month with a dead fuel pump. It’s one of those cases where the quick fix only postpones the final solution. But sometimes the quick fix is enough for the moment. It’s a highly subjective, uh… subject.

As for your electronics example, it just so happens that the start of every process in the thing is also the easiest to check. Write down results as you go and you’re well on your way :-)

The classic repair site is http://www.repairfaq.org . Originally an adjunct to the sci.electronics.repair newsgroup, it just kept getting bigger. At one point in the nineties, Sam was writing the repair column in Radio Electronics (I guess it was Electronics Now at that point) simply based on his work on the faq.

I’ve been trouble shooting very complex systems for years, some of them with pieces that were completely inaccessible, or so remote they can’t be evaluated. (i.e., satellite and international subsea). One of the best tools I’ve found is the (attributed to) Hewlett Packard “half splitting” solution where you go to the middle point of a failed system for the first analysis point. If the problem is before there then go halfway between the midpoint and the start. Decide at this point either before or after. In theory it seems like you might be using additional steps but in practice it is really fast. Try it as a parlor game. “I’m guessing a number (integer) between 0 and 100” The question is, “is it greater than 50?” y/n y: ” is it greater than 75?” n: “is it greater than 62?”, etc. Arrive at the answer in 7 guesses or less, typically 5. Also works well as a software quick sort.

“Successive aproximation”

If you have trouble shooting, go to a shooting range. Could not resist.

Good old binary search. It’s fun how many fields, procedures, etc think they have invented it 😁 As the overly vigorous debate above highlighted, this can be very effective as long as you know the points where you can measure, evaluate, etc without changing the operation through observation. I think in my application of this for troubleshooting, the hardest part is keeping track of steps and progress. Recently started just writing things in an actual “lab notebook” of sorts, after watching Curious Marc with envy in his methodical, documented process of fixing even highly complex electronic contraptions.

Dave Agans wrote the book years ago: http://debuggingrules.com/

I’m missing step 1 of the (very good) book named “The Pragmatic programmer”.

Step 1: Reproduce the problem.

Until and unless you have a way to reliable reproduce the problem; you can not be sure that you’ve fixed it.

I’m actually a little bit mortified that I left that out. Yes, seeing the problem first hand is vital! Thanks for bringing up the omission.

This can be more difficult and informative than you might expect. For an example from my personal experience, many times in development of a VR/AR system, you may hear complaints of “bad tracking”. Starting at the tracking system is usually the wrong approach, not least because that’s often the hardest system to tune. Many, many things, from frame rate issues/inconsistencies, inaccurate distortion correction, bad projection parameters, bad motion prediction, artifacts from progressive scan (rather than global) displays, etc can cause visual artifacts that cause the virtual world to not match expectation. Even various things tracking related might be involved, from bad calibration/offset, bad calibration of cameras/sensors/markers, to more subtle and maddening problems. These may all be attributed by most (even those with experience) to bad tracking, so it’s really important to identify the exact conditions and observations behind a “bad tracking” claim to avoid chasing your tail or wasting time.

I’d say “ask me how I know” but there’s no need, I’ve had this experience many times.

I disagree with a lot of this article, and my job is constant troubleshooting. You should only fall back to extremely methodical check-everything, once you have eliminated the easy things to check and the “most likely”. Whenever you identify a problem, fix/replace only that thing, and thoroughly test again. Once you have done that, if the problem persists, then the solution is either unexpected or you made some false assumptions, so then is the time to methodically check and test everything, in order.

I am waiting for part two “how to test, measure and read results the right way”. Part three “how to make notes the right way” would be also cool.

I always thought the first step in troubleshooting was to make sure it was plugged in and turned on.

Used to troubleshoot online analytical instrumentation for a very large chemical plant as part of a team of techs. Some of our gospel:

1. Log EVERYTHING. Every calibration, every new part, every issue encountered, every change whatsoever to that particular device. I could review every solved fault and issue for the life of that device, sometimes over >20 years of service. It was not uncommon to encounter a weird problem that had cropped up every 5-7 years and had been solved before by multiple techs.

2. If it’s broken, what’s the last thing that was done to it? Consult that logbook and considering eliminating the last change. This often worked, even if we could not immediately explain why it should have worked.

3. As certain pieces of equipment being offline cost tens of thousands of dollars per HOUR in lost production, many times we didn’t have the luxury of troubleshooting in-situ. If we could isolate the fault to a board, we swapped it immediately and then did board-level troubleshooting back at the shop.

4. As time allowed, we reviewed logbooks and ensured we kept adequate spares for those repeated faults. Some items had ridiculously long leadtimes in the best of times and it was crucial to keep those items in inventory.

5. If other techs work on your stuff, inevitably someone will repair something and fail to order replacement parts. It’s human nature. So make sure to check spares inventory periodically so someone else doesn’t cost you your job. It’s not unknown for a good tech to squirrel away a few extra spare parts someplace. I would if I were you.

Had a boss who told me about how he once fought and fought with a small engine on a pump. Once he’d reached his ultimate level of frustration, he pulled out a .44 magnum and put a LARGE hole in it. I thought this was kind of funny, but it occurred to me to ask, “You’d tell me before I ever bothered you too much, right?”

My method After a problem is seen 1. Assumption what did I think it is 2. Action. What corse of action tied to time and expense should I try first 3. Observ results Go to step 1 Repeat until resolved add nuances such as simplicity, cost, time, likelihood This approach has never failed me

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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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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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A step-by-step guide to planning a workshop, how to create an unforgettable training session in 8 simple steps, 47 useful online tools for workshop planning and meeting facilitation.

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

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

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

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

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

Let’s get started! 

How do you identify problems?

How do you identify the right solution.

• Tips for more effective problem-solving

Complete problem-solving methods

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

Problem-solving warm-up activities

Closing activities for a problem-solving process.

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

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

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

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

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

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

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

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

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

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

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

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

Tips for more effective problem solving

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

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

Clearly define the problem

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

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

Don’t jump to conclusions

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

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

Try different approaches  

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

Don’t take it personally 

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

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

Get the right people in the room

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

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

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

Document everything

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

Bring a facilitator 

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

Develop your problem-solving skills

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

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

Design a great agenda

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

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

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

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

• Six Thinking Hats
• Lightning Decision Jam
• Problem Definition Process
• Discovery & Action Dialogue

Design Sprint 2.0

• Open Space Technology

1. Six Thinking Hats

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

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

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

2. Lightning Decision Jam

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

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

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

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

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

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

3. Problem Definition Process

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

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

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

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

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

4. The 5 Whys 

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

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

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

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

5. World Cafe

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

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

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

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

6. Discovery & Action Dialogue (DAD)

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

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

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

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

7. Design Sprint 2.0

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

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

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

8. Open space technology

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

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

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

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

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

Techniques to identify and analyze problems

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

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

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

Let’s take a look!

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

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

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

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

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

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

10. The Creativity Dice

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

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

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

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

11. Fishbone Analysis

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

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

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

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

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

12. Problem Tree 

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

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

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

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

13. SWOT Analysis

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

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

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

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

14. Agreement-Certainty Matrix

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

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

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

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

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

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

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

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

16. Speed Boat

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

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

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

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

17. The Journalistic Six

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

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

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

18. LEGO Challenge

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

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

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

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

19. What, So What, Now What?

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

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

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

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

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

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

20. Journalists  

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

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

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

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

Problem-solving techniques for developing solutions 

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

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

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

21. Mindspin  

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

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

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

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

22. Improved Solutions

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

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

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

23. Four Step Sketch

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

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

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

24. 15% Solutions

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

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

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

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

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

25. How-Now-Wow Matrix

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

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

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

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

26. Impact and Effort Matrix

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

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

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

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

27. Dotmocracy

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

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

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

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

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

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

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

28. Check-in / Check-out

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

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

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

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

29. Doodling Together  

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

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

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

30. Show and Tell

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

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

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

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

31. Constellations

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

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

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

32. Draw a Tree

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

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

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

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

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

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

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

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

How do I conclude a problem-solving process?

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

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

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

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

33. One Breath Feedback

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

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

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

34. Who What When Matrix 

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

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

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

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

35. Response cards

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

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

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

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

Save time and effort discovering the right solutions

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

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

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

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

Over to you

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

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

thank you very much for these excellent techniques

Certainly wonderful article, very detailed. Shared!

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An effective problem solving process for IT professionals

1. what is the actual problem.

This should be the first question an IT professional should ask when it comes to troubleshooting various IT related issues – even if only to verify the information that has already been provided. Typically this will mean having a conversation with the individual or group of individuals that reported the problem in the first place. It’s certainly not unheard of for the reported problem to get muddied or distorted when going through multiple people or channels before you first hear of it.

People often rephrase things when dictating what someone else previously said, so it’s quite possible for the original complaint to turn into something completely different as it passes through different people:

“The Amazon website tends to lock up my web browser whenever I add items into my Cart.” Mary, Sales Department.

“Helpdesk? Mary’s internet isn’t working when she’s online shopping.” CASE STUDY This Wisconsin manufacturer needed to modernize its IT infrastructure to support rapid business growth. Discover what they did Mary’s Boss

“Please help Mary so she can browse shopping sites. I think the internet filter is probably blocking that category.” John, creating Helpdesk ticket

We’ve all encountered these types of scenarios in the past and they can be really frustrating, even more so when the issues are much more important than whether a single employee is capable of adding items to their Amazon shopping cart.

The point here being,  don’t take what’s being told to you for granted . Spend the time necessary to verify that what is being reported to you is actually what’s occurring and the original reason the issue was raised in the first place. Furthermore, taking the time to speak with the source, in this case, Mary, allows you to ask important follow-up questions that can further aid in diagnosing the problem as its being reported.

2. Who is experiencing the problem?

Without knowledge of who is experiencing the problem, your ability to focus your troubleshooting efforts into a precise area will be diminished and you might wind up going off in a direction that’s not even necessary or even remotely related to the source of the problem. One of the questions that should be asked is, who exactly is experiencing the problem?

Is it (for example):

• A single user
• A group/department of users
• The entire remote branch office location
• The entire main office location –and- remote branch offices

Every organization is different as it relates to the “Who”, but there are stark differences in the following scenario and what could be the underlying issue relating to the company’s IP Phones when the IT professional called in to solve the problem has a clearer understanding of “Who” is actually affected:

Single User

• Jerry’s IP phone isn’t working
• This is likely an issue with Jerry’s phone specifically

A group/dept. of users

• The entire 2nd floor is having problems with IP phones
• This might be an issue specific to a network switch/VLAN on the 2nd floor

Remote/branch office

• All users in the remote/branch office are having problems with IP phones
• This might be an issue specific to the VPN connection between offices

Main and remote offices

• All users in the main and remote offices are having problems with IP phones
• This might be an issue specific to the core switch or IP Phone System itself

The point here is, when the IT professional starts to  understand “Who” is really affected , they can eliminate having to navigate down unnecessary paths while troubleshooting and can instead work towards narrowing down their troubleshooting efforts to a more specific and concise area. In the case of the single user above, why waste time troubleshooting the VPN tunnel when only Jerry is affected by the issue? This is why  knowing the “Who” is extremely important.

Here’s another example of something an IT Professional or Wireless Engineer hears from time to time.   “Help!  Wireless is completely down in the entire building.  Everyone is reporting problems” .   In these situations, do yourself a favor and pay special attention to words or phrases such as “entire”, “everyone”, and “completely down” when problems are reported.  These “all-inclusive” phraseologies tend to exaggerate what’s really happening and have the potential to lead you astray.

It’s not uncommon that while investigating the problem, the IT Professional or Wireless Engineers quickly learns that the “entire” building, or “everyone”, or that the wireless network being “completely down” (which, for example, in a school, might affect 3,000+ users) turns out to be a single wireless Access Point being down in one small office that is affecting 5 actual users (not, 3,000+ users as “everyone” seems to imply).

Bear in mind,  problems can sometimes be overblown and overstated , especially when a user, or group of users, is regularly frustrated with or intimated by technology (any IT professional has likely experienced those high-maintenance users that cry wolf over just about anything!).

3. When did the problem start?

Knowing when the problem actually started (with attention to finite details such as the exact day and exact time) can often provide a better understanding of the problem and help trigger more definitive ideas and potential solutions relating to the underlying root cause that a given IT professional is expected to solve. Imagine being brought into a new customer to resolve critical problems with their Internet Services and being told,

“The internet pipe is a problem. People are randomly seeing spotty performance and oddball issues whenever web surfing and we don’t know why.”

Now, a less-experienced IT professional might just start diving headfirst into firewall logs, bandwidth monitoring, opening up a trouble-ticket directly with the ISP and trying to figure out what is going on, but someone with more experience will first pause to ask additional questions , wanting more specifics as to “When” the problem started happening.

• Has this ALWAYS been a problem?
• WHEN were these random internet browsing issues first reported?

Certainly looking back into firewall logs and bandwidth utilization metrics over the last 2 week period makes sense knowing the issue presented itself within the last 10 days, but it hardly warrants spending much time at all looking back at logs and bandwidth utilization metrics from 3+ months ago. That being said, once again, try to VERIFY the information being told to you . Perhaps the person giving you the answer vaguely remembers that it was 10 days ago, but in truth, it’s only been 3 days!

In this particular situation where the internet is being reported as sporadic, it’s altogether possible that roughly 11 days ago, another on-site computer technician decided to enable the UTM (Unified Threat Management) functionality within their firewall to allow for additional Antivirus inspection, IDS (Intrusion Detection Services), Geo-IP Filtering, and a plethora of other goodies typically included in UTM feature-sets.

Unfortunately, as a direct result, the firewall’s processors/CPUs have become overloaded and cannot move traffic through it quickly enough to keep up with the additional processing demands required when the firewall’s UTM feature-set was enabled.

4. Is the problem intermittent or constant?

Another key element to an effective problem solving process is finding out if the reported issue is occurring constantly or whether it’s only occurring intermittently? Problems that are constant, or fixed , are generally (though not always) easier to troubleshoot . Whereas problems that are intermittent and seemingly random, are generally more difficult to troubleshoot.

How many times have we as IT professionals been called in to troubleshoot a problem, only to find that upon our arrival, the issue suddenly doesn’t seem to exist anymore yet no one did anything specific to actually resolve the problem!? Those situations can be really frustrating, not only for the IT professional but for the end-user as well because the likelihood of the issue reappearing is rather high (and most likely reappears just a few short moments after the IT professional has left!)

The best thing to do in these scenarios is document WHEN the issue occurred and how LONG it lasted before it miraculously “fixed itself”, so the next time that same problem is reported, you might be able to piece together some crude and basic assumptions or theories based on WHEN it happened previously and how LONG it lasted each time.

Wireless chaos only at lunchtime?!

5. What changed recently?

This is one question that is unfortunately not asked often enough, is just plain overlooked, or in other cases is just completely disregarded (shame on you if you fall into that category!). Technology is a very touchy and hypersensitive beast , and more often than not, it doesn’t take too kindly to introducing changes. Even the changes that are supposed to solve and prevent other known problems, often result in the introduction of new and unexpected problems.

It’s not unheard of that sometimes even routine maintenance on equipment can cause problems .

Take for example, updating firmware on a network switch . This should be a relatively trouble-free routine operation, but suddenly users are reporting that they’re occasionally having problems logging into their desktops. It’s happening to more than one user, in fact, it’s being reported sporadically throughout the building early in the morning hours when most employees arrive for the start of their shift.

“What Changed” recently? Over the weekend you decided to update the firmware on your edge switches and now the port security that was set up on the switches using AAA authentication with Radius, isn’t behaving as expected. Unfortunately, it looks like the new firmware update might have introduced a random bug! What’s the solution? Back rev your switches , or look for ever newer firmware code that might resolve the problem.

You haven’t changed anything with the VMWare software itself, still running on the same trusted vSphere 6.0 Update 1 release that has been rock solid and problem-free in your environment. So “What Changed” recently? Wait a minute, come to think of it, the host server that is regularly crashing recently had an additional 64GB of memory added to it one week ago! Might be worth removing that extra 64GB of memory and seeing if the problem goes away. Certainly wouldn’t be the first time new or additional hardware was the result of the underlying issue .

6. Can the problem be recreated?

Another helpful step for effective problem solving is trying to recreate the actual problem. As discussed before, reported problems can either be of a constant or intermittent nature. Taking the time to re-create the problem can be beneficial and especially helpful in cases where you might need to break out tools such as Wireshark to capture packets and network traffic for future analysis and evaluation. IT professionals have to make use of such tools in more complex technical support issues especially when the flow of network traffic is in question or when there’s a need to examine whether the traffic is making it from the source to destination devices.

If possible, take advantage of any sandbox or test environments that are available. Having these environments gives you the flexibility to recreate the issue and effectively “break” things on purpose, without putting your production network or systems at risk and without interrupting services that end-users are relying on during standard business hours.

Recreating the problem is also advantageous in situations where the IT professional may need to involve 3rd party technical support from a vendor as well. Often, these vendors will have the means to establish remote sessions to take control of your desktop (or the machine in which you’ve successfully recreated the problem on), which gives the vendor the ability to actually see the issue while it’s occurring to further help diagnose what is happening.

7. Are benchmarks and logs available?

Having some kind of benchmarking tool available to track and record network and server performance is beyond measure in terms of its overall value when helping an IT professional track down challenging technical issues. One of the key areas worth checking when problems are being reported is looking at the actual METRICS over a historical period of time. Metrics can prove to be invaluable when trying to figure out: Whether the problem reported actually exists or is a false positive

Maybe you’ve been in a situation where someone reports, “The file server is really slow today!” Without historical benchmarks available, taking a look at the current server performance may not yield any fruitful results because the CPU, disk, network, and memory counters all SEEM to be operating at a reasonable level, but based on and compared to what exactly?

With historical benchmarks available, there is a foundation to actually compare today’s performance on the server as it relates to the CPU, Disk, Network, and Memory (and any other metric/counter you want) VERSUS what the server has been utilizing for the past days, weeks, or months prior.

What historical benchmarks might help you discover is, that according to the historical data, perhaps there is absolutely NO difference in the server performance today versus previous days, weeks, or months? The complaint of “The file server is really slow today” turns out to be a false positive in that case, proven by the metrics an historical benchmarks. Finding the real cause and resolution to the user’s complaint is going to require you to start looking into other areas aside from the server itself. Perhaps it’s a client-side issue or networking issue.

Having benchmarks available is crucial in taking out illogical guess-work and assumptions, and replacing them with hard evidence and facts to back up your problem solving process. There are countless software options available that will give you the data you need for metrics, though we often recommend using PRTG from Paessler, which is a wonderful utility for acquiring benchmarks on your network and servers.

Logs are another important thing to consider during the troubleshooting process. Going back into log history can give a stumped IT Professional some additional clues as to what is going on, especially in cases where the question of “ When did the problem start?” remains unanswered.

Having network devices (switches, routers, firewalls, wireless, etc.) sending their log information to a dedicated syslog server (for example, Kiwi Syslog Server from SolarWinds) gives someone the opportunity to search for entries related to particular devices (by IP address) for specific warning messages or error messages.

Syslog messages and the historical information gathered here can sometimes help point the IT Professional in the right direction, not to mention, the logs themselves can be extremely valuable to the vendor of the product as well when they are involved in troubleshooting what is happening.

8. I’m officially stuck – now what?

Alright, so you find yourself in one of those rather unpleasant circumstances where you’ve asked all the right questions, dug into your resourceful bag of tricks, and find that you’ve exhausted all your technical knowledge and ability to track down the source of the problem. What do you do now? The first step is DON’T PANIC . Effective problem solving is, more often than not, substantially reduced when the IT professional is stressed out and under pressure (although in some rare cases, people tend to flourish under these “trial by fire” scenarios). Keeping panic at bay will help a person to remain calm, focused, and continue to allow them to logically walk through the problem solving process.

This is however, easier said than done, when there are countless emails and phone calls coming in demanding an update as to when the source of the problem will be fixed (and let’s not forget, potentially angry bosses that might be clueless as to why the problem is taking more than 10 minutes to resolve!).

The second step is just that, call in the cavalry! Let’s face it, there will always be instances where even the most seasoned IT professional needs assistance from peers, vendors or other resources . None of us are capable of knowing absolutely everything. When you find yourself struggling, don’t be afraid to reach out for help! What does that mean?

• Open a case with, for example, Cisco TAC support
• Open a case with, for example, Microsoft PSS support
• Involve a co-worker, professional colleague, or peer
• Partner with a local and trusted IT vendor
• Google can be your friend (be careful of “quick-fix” solutions you find)
• Look into vendor specific forums (most large-vendors have them)

The problem solving process in summary

Be sure to give yourself the absolute best chance to combat those dreaded technical support issues. The next time someone contacts you and yells in a panic, “Email is broken!” understand that you can more quickly deduct what is actually going on and help minimize the amount of time necessary to resolve the problem by simply asking the right questions :

• What is the Actual Problem?
• Who is Experiencing the Problem?
• When did the Problem Start?
• Is the Problem Intermittent or Constant?
• What Recently Changed?
• Can the Problem be Recreated?
• Are Benchmarks and Logs Available?
• I’m Officially Stuck – Now What?

Keep in mind, however, that not only do you need answers to those questions, but you need answers that are accurate .

As stated earlier, this means the IT professional may need to take the necessary time to validate the answers being provided to them. Inaccurate answers and misinformed facts will send you down the wrong troubleshooting path and unnecessarily prolong the amount of time necessary to resolve complex technical support issues. So get your facts straight!

Having the answers to these questions will allow you to immediately narrow down the scope of the problem and the potential areas at fault, conduct tests, formulate conclusions, and resolve problems even faster than you may have anticipated.

You should also read:

5 practical steps to avoid a cyber attack

Understanding the e-rate process [download primer].

Jesse is the owner of Source One Technology and has been providing IT consulting services to Enterprises , SMBs , schools , and nonprofits in Waukesha , Milwaukee , Dane , Washington , Jefferson , Ozaukee , Kenosha , Racine counties and across Wisconsin for over 18 years.

Is application virtualization now a necessity?

Microsoft deployment toolkit and windows deployment services, 2 thoughts on “an effective problem solving process for it professionals”.

Found your article very interesting. I can definitely identify with all of the points you made, especially troubleshooting. Either you can or cant troubleshoot and think logically through an issue or problem. You are right in mentioning that its something you really cannot teach. One other thing that helps with a logically stepping through the process is documentation. There should always be a repository where network diagrams, server builds, OS versions etc., are kept. I understand that a lot of times these documents cannot be relied upon due to being out of date and it seems most people scoff at the idea of keeping good documentation. But I believe it to be important to help with any troubleshooting. You also mentioned the question, Did anything change? or What changed? A big issue when attempting to troubleshoot. Every place I have worked at, always used a change management process that documented every single change, no matter how small. Of course these places had to by law (SOX audits) because they were publicly traded companies. Just wanted to say, good article!

That is a great article with some excellent questions. Working with students and teachers, I’d throw in a few extra suggestions.

1. What is a reasonable timeline for solving the problem? Often times a lack of communication to this question leads to frustration and long term mistrust regarding the reliability of technology. Asking what needs to be done from the end user’s perspective, and knowing their timeline for completion is helpful. Giving them a reasonable amount of time in which they can expect the issue to be resolved sets everybody up for success around reasonable expectations.

2. Suggest potential work-arounds when necessary — Standing in front of a group of adults and attempting to present when the technology is not working is overwhelming and frustrating. The same tech failure when you are working with a group of students and you start to lose their attention — it’s a nightmare! Knowing what tools your district provides for staff and their general purpose may allow you to offer some potential work-around ideas until the problem is resolved. There is not a fix for everything, but when you can suggest a reasonable alternative in the moment, you offer more than just tech support — you offer customer service.

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Struggling to overcome challenges in your life? We all face problems, big and small, on a regular basis.

So how do you tackle them effectively? What are some key problem-solving strategies and skills that can guide you?

Effective problem-solving requires breaking issues down logically, generating solutions creatively, weighing choices critically, and adapting plans flexibly based on outcomes. Useful strategies range from leveraging past solutions that have worked to visualizing problems through diagrams. Core skills include analytical abilities, innovative thinking, and collaboration.

Want to improve your problem-solving skills? Keep reading to find out 17 effective problem-solving strategies, key skills, common obstacles to watch for, and tips on improving your overall problem-solving skills.

Key Takeaways:

• Effective problem-solving requires breaking down issues logically, generating multiple solutions creatively, weighing choices critically, and adapting plans based on outcomes.
• Useful problem-solving strategies range from leveraging past solutions to brainstorming with groups to visualizing problems through diagrams and models.
• Core skills include analytical abilities, innovative thinking, decision-making, and team collaboration to solve problems.
• Common obstacles include fear of failure, information gaps, fixed mindsets, confirmation bias, and groupthink.
• Boosting problem-solving skills involves learning from experts, actively practicing, soliciting feedback, and analyzing others’ success.
• Onethread’s project management capabilities align with effective problem-solving tenets – facilitating structured solutions, tracking progress, and capturing lessons learned.

What Is Problem-Solving?

Problem-solving is the process of understanding an issue, situation, or challenge that needs to be addressed and then systematically working through possible solutions to arrive at the best outcome.

It involves critical thinking, analysis, logic, creativity, research, planning, reflection, and patience in order to overcome obstacles and find effective answers to complex questions or problems.

The ultimate goal is to implement the chosen solution successfully.

What Are Problem-Solving Strategies?

Problem-solving strategies are like frameworks or methodologies that help us solve tricky puzzles or problems we face in the workplace, at home, or with friends.

Imagine you have a big jigsaw puzzle. One strategy might be to start with the corner pieces. Another could be looking for pieces with the same colors. 

Just like in puzzles, in real life, we use different plans or steps to find solutions to problems. These strategies help us think clearly, make good choices, and find the best answers without getting too stressed or giving up.

Why Is It Important To Know Different Problem-Solving Strategies?

Knowing different problem-solving strategies is important because different types of problems often require different approaches to solve them effectively. Having a variety of strategies to choose from allows you to select the best method for the specific problem you are trying to solve.

This improves your ability to analyze issues thoroughly, develop solutions creatively, and tackle problems from multiple angles. Knowing multiple strategies also aids in overcoming roadblocks if your initial approach is not working.

Here are some reasons why you need to know different problem-solving strategies:

• Different Problems Require Different Tools: Just like you can’t use a hammer to fix everything, some problems need specific strategies to solve them.
• Improves Creativity: Knowing various strategies helps you think outside the box and come up with creative solutions.
• Saves Time: With the right strategy, you can solve problems faster instead of trying things that don’t work.
• Reduces Stress: When you know how to tackle a problem, it feels less scary and you feel more confident.
• Better Outcomes: Using the right strategy can lead to better solutions, making things work out better in the end.
• Learning and Growth: Each time you solve a problem, you learn something new, which makes you smarter and better at solving future problems.

Knowing different ways to solve problems helps you tackle anything that comes your way, making life a bit easier and more fun!

17 Effective Problem-Solving Strategies

Effective problem-solving strategies include breaking the problem into smaller parts, brainstorming multiple solutions, evaluating the pros and cons of each, and choosing the most viable option. 

Critical thinking and creativity are essential in developing innovative solutions. Collaboration with others can also provide diverse perspectives and ideas. 

By applying these strategies, you can tackle complex issues more effectively.

Now, consider a challenge you’re dealing with. Which strategy could help you find a solution? Here we will discuss key problem strategies in detail.

1. Use a Past Solution That Worked

This strategy involves looking back at previous similar problems you have faced and the solutions that were effective in solving them.

It is useful when you are facing a problem that is very similar to something you have already solved. The main benefit is that you don’t have to come up with a brand new solution – you already know the method that worked before will likely work again.

However, the limitation is that the current problem may have some unique aspects or differences that mean your old solution is not fully applicable.

The ideal process is to thoroughly analyze the new challenge, identify the key similarities and differences versus the past case, adapt the old solution as needed to align with the current context, and then pilot it carefully before full implementation.

An example is using the same negotiation tactics from purchasing your previous home when putting in an offer on a new house. Key terms would be adjusted but overall it can save significant time versus developing a brand new strategy.

2. Brainstorm Solutions

This involves gathering a group of people together to generate as many potential solutions to a problem as possible.

It is effective when you need creative ideas to solve a complex or challenging issue. By getting input from multiple people with diverse perspectives, you increase the likelihood of finding an innovative solution.

The main limitation is that brainstorming sessions can sometimes turn into unproductive gripe sessions or discussions rather than focusing on productive ideation —so they need to be properly facilitated.

The key to an effective brainstorming session is setting some basic ground rules upfront and having an experienced facilitator guide the discussion. Rules often include encouraging wild ideas, avoiding criticism of ideas during the ideation phase, and building on others’ ideas.

For instance, a struggling startup might hold a session where ideas for turnaround plans are generated and then formalized with financials and metrics.

3. Work Backward from the Solution

This technique involves envisioning that the problem has already been solved and then working step-by-step backward toward the current state.

This strategy is particularly helpful for long-term, multi-step problems. By starting from the imagined solution and identifying all the steps required to reach it, you can systematically determine the actions needed. It lets you tackle a big hairy problem through smaller, reversible steps.

A limitation is that this approach may not be possible if you cannot accurately envision the solution state to start with.

The approach helps drive logical systematic thinking for complex problem-solving, but should still be combined with creative brainstorming of alternative scenarios and solutions.

An example is planning for an event – you would imagine the successful event occurring, then determine the tasks needed the week before, two weeks before, etc. all the way back to the present.

4. Use the Kipling Method

This method, named after author Rudyard Kipling, provides a framework for thoroughly analyzing a problem before jumping into solutions.

It consists of answering six fundamental questions: What, Where, When, How, Who, and Why about the challenge. Clearly defining these core elements of the problem sets the stage for generating targeted solutions.

The Kipling method enables a deep understanding of problem parameters and root causes before solution identification. By jumping to brainstorm solutions too early, critical information can be missed or the problem is loosely defined, reducing solution quality.

Answering the six fundamental questions illuminates all angles of the issue. This takes time but pays dividends in generating optimal solutions later tuned precisely to the true underlying problem.

The limitation is that meticulously working through numerous questions before addressing solutions can slow progress.

The best approach blends structured problem decomposition techniques like the Kipling method with spurring innovative solution ideation from a diverse team. 

An example is using this technique after a technical process failure – the team would systematically detail What failed, Where/When did it fail, How it failed (sequence of events), Who was involved, and Why it likely failed before exploring preventative solutions.

5. Try Different Solutions Until One Works (Trial and Error)

This technique involves attempting various potential solutions sequentially until finding one that successfully solves the problem.

Trial and error works best when facing a concrete, bounded challenge with clear solution criteria and a small number of discrete options to try. By methodically testing solutions, you can determine the faulty component.

A limitation is that it can be time-intensive if the working solution set is large.

The key is limiting the variable set first. For technical problems, this boundary is inherent and each element can be iteratively tested. But for business issues, artificial constraints may be required – setting decision rules upfront to reduce options before testing.

Furthermore, hypothesis-driven experimentation is far superior to blind trial and error – have logic for why Option A may outperform Option B.

Examples include fixing printer jams by testing different paper tray and cable configurations or resolving website errors by tweaking CSS/HTML line-by-line until the code functions properly.

6. Use Proven Formulas or Frameworks (Heuristics)

Heuristics refers to applying existing problem-solving formulas or frameworks rather than addressing issues completely from scratch.

This allows leveraging established best practices rather than reinventing the wheel each time.

It is effective when facing recurrent, common challenges where proven structured approaches exist.

However, heuristics may force-fit solutions to non-standard problems.

For example, a cost-benefit analysis can be used instead of custom weighting schemes to analyze potential process improvements.

Onethread allows teams to define, save, and replicate configurable project templates so proven workflows can be reliably applied across problems with some consistency rather than fully custom one-off approaches each time.

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7. Trust Your Instincts (Insight Problem-Solving)

Insight is a problem-solving technique that involves waiting patiently for an unexpected “aha moment” when the solution pops into your mind.

It works well for personal challenges that require intuitive realizations over calculated logic. The unconscious mind makes connections leading to flashes of insight when relaxing or doing mundane tasks unrelated to the actual problem.

Benefits include out-of-the-box creative solutions. However, the limitations are that insights can’t be forced and may never come at all if too complex. Critical analysis is still required after initial insights.

A real-life example would be a writer struggling with how to end a novel. Despite extensive brainstorming, they feel stuck. Eventually while gardening one day, a perfect unexpected plot twist sparks an ideal conclusion. However, once written they still carefully review if the ending flows logically from the rest of the story.

8. Reverse Engineer the Problem

This approach involves deconstructing a problem in reverse sequential order from the current undesirable outcome back to the initial root causes.

By mapping the chain of events backward, you can identify the origin of where things went wrong and establish the critical junctures for solving it moving ahead. Reverse engineering provides diagnostic clarity on multi-step problems.

However, the limitation is that it focuses heavily on autopsying the past versus innovating improved future solutions.

An example is tracing back from a server outage, through the cascade of infrastructure failures that led to it finally terminating at the initial script error that triggered the crisis. This root cause would then inform the preventative measure.

9. Break Down Obstacles Between Current and Goal State (Means-End Analysis)

This technique defines the current problem state and the desired end goal state, then systematically identifies obstacles in the way of getting from one to the other.

By mapping the barriers or gaps, you can then develop solutions to address each one. This methodically connects the problem to solutions.

A limitation is that some obstacles may be unknown upfront and only emerge later.

For example, you can list down all the steps required for a new product launch – current state through production, marketing, sales, distribution, etc. to full launch (goal state) – to highlight where resource constraints or other blocks exist so they can be addressed.

Onethread allows dividing big-picture projects into discrete, manageable phases, milestones, and tasks to simplify execution just as problems can be decomposed into more achievable components. Features like dependency mapping further reinforce interconnections.

Using Onethread’s issues and subtasks feature, messy problems can be decomposed into manageable chunks.

10. Ask “Why” Five Times to Identify the Root Cause (The 5 Whys)

This technique involves asking “Why did this problem occur?” and then responding with an answer that is again met with asking “Why?” This process repeats five times until the root cause is revealed.

Continually asking why digs deeper from surface symptoms to underlying systemic issues.

It is effective for getting to the source of problems originating from human error or process breakdowns.

However, some complex issues may have multiple tangled root causes not solvable through this approach alone.

An example is a retail store experiencing a sudden decline in customers. Successively asking why five times may trace an initial drop to parking challenges, stemming from a city construction project – the true starting point to address.

11. Evaluate Strengths, Weaknesses, Opportunities, and Threats (SWOT Analysis)

This involves analyzing a problem or proposed solution by categorizing internal and external factors into a 2×2 matrix: Strengths, Weaknesses as the internal rows; Opportunities and Threats as the external columns.

Systematically identifying these elements provides balanced insight to evaluate options and risks. It is impactful when evaluating alternative solutions or developing strategy amid complexity or uncertainty.

The key benefit of SWOT analysis is enabling multi-dimensional thinking when rationally evaluating options. Rather than getting anchored on just the upsides or the existing way of operating, it urges a systematic assessment through four different lenses:

• Internal Strengths: Our core competencies/advantages able to deliver success
• Internal Weaknesses: Gaps/vulnerabilities we need to manage
• External Opportunities: Ways we can differentiate/drive additional value
• External Threats: Risks we must navigate or mitigate

Multiperspective analysis provides the needed holistic view of the balanced risk vs. reward equation for strategic decision making amid uncertainty.

However, SWOT can feel restrictive if not tailored and evolved for different issue types.

Teams should view SWOT analysis as a starting point, augmenting it further for distinct scenarios.

An example is performing a SWOT analysis on whether a small business should expand into a new market – evaluating internal capabilities to execute vs. risks in the external competitive and demand environment to inform the growth decision with eyes wide open.

12. Compare Current vs Expected Performance (Gap Analysis)

This technique involves comparing the current state of performance, output, or results to the desired or expected levels to highlight shortfalls.

By quantifying the gaps, you can identify problem areas and prioritize address solutions.

Gap analysis is based on the simple principle – “you can’t improve what you don’t measure.” It enables facts-driven problem diagnosis by highlighting delta to goals, not just vague dissatisfaction that something seems wrong. And measurement immediately suggests improvement opportunities – address the biggest gaps first.

This data orientation also supports ROI analysis on fixing issues – the return from closing larger gaps outweighs narrowly targeting smaller performance deficiencies.

However, the approach is only effective if robust standards and metrics exist as the benchmark to evaluate against. Organizations should invest upfront in establishing performance frameworks.

Furthermore, while numbers are invaluable, the human context behind problems should not be ignored – quantitative versus qualitative gap assessment is optimally blended.

For example, if usage declines are noted during software gap analysis, this could be used as a signal to improve user experience through design.

13. Observe Processes from the Frontline (Gemba Walk)

A Gemba walk involves going to the actual place where work is done, directly observing the process, engaging with employees, and finding areas for improvement.

By experiencing firsthand rather than solely reviewing abstract reports, practical problems and ideas emerge.

The limitation is Gemba walks provide anecdotes not statistically significant data. It complements but does not replace comprehensive performance measurement.

An example is a factory manager inspecting the production line to spot jam areas based on direct reality rather than relying on throughput dashboards alone back in her office. Frontline insights prove invaluable.

14. Analyze Competitive Forces (Porter’s Five Forces)

This involves assessing the marketplace around a problem or business situation via five key factors: competitors, new entrants, substitute offerings, suppliers, and customer power.

Evaluating these forces illuminates risks and opportunities for strategy development and issue resolution. It is effective for understanding dynamic external threats and opportunities when operating in a contested space.

However, over-indexing on only external factors can overlook the internal capabilities needed to execute solutions.

A startup CEO, for example, may analyze market entry barriers, whitespace opportunities, and disruption risks across these five forces to shape new product rollout strategies and marketing approaches.

15. Think from Different Perspectives (Six Thinking Hats)

The Six Thinking Hats is a technique developed by Edward de Bono that encourages people to think about a problem from six different perspectives, each represented by a colored “thinking hat.”

The key benefit of this strategy is that it pushes team members to move outside their usual thinking style and consider new angles. This brings more diverse ideas and solutions to the table.

It works best for complex problems that require innovative solutions and when a team is stuck in an unproductive debate. The structured framework keeps the conversation flowing in a positive direction.

Limitations are that it requires training on the method itself and may feel unnatural at first. Team dynamics can also influence success – some members may dominate certain “hats” while others remain quiet.

A real-life example is a software company debating whether to build a new feature. The white hat focuses on facts, red on gut feelings, black on potential risks, yellow on benefits, green on new ideas, and blue on process. This exposes more balanced perspectives before deciding.

Onethread centralizes diverse stakeholder communication onto one platform, ensuring all voices are incorporated when evaluating project tradeoffs, just as problem-solving should consider multifaceted solutions.

16. Visualize the Problem (Draw it Out)

Drawing out a problem involves creating visual representations like diagrams, flowcharts, and maps to work through challenging issues.

This strategy is helpful when dealing with complex situations with lots of interconnected components. The visuals simplify the complexity so you can thoroughly understand the problem and all its nuances.

Key benefits are that it allows more stakeholders to get on the same page regarding root causes and it sparks new creative solutions as connections are made visually.

However, simple problems with few variables don’t require extensive diagrams. Additionally, some challenges are so multidimensional that fully capturing every aspect is difficult.

A real-life example would be mapping out all the possible causes leading to decreased client satisfaction at a law firm. An intricate fishbone diagram with branches for issues like service delivery, technology, facilities, culture, and vendor partnerships allows the team to trace problems back to their origins and brainstorm targeted fixes.

17. Follow a Step-by-Step Procedure (Algorithms)

An algorithm is a predefined step-by-step process that is guaranteed to produce the correct solution if implemented properly.

Using algorithms is effective when facing problems that have clear, binary right and wrong answers. Algorithms work for mathematical calculations, computer code, manufacturing assembly lines, and scientific experiments.

Key benefits are consistency, accuracy, and efficiency. However, they require extensive upfront development and only apply to scenarios with strict parameters. Additionally, human error can lead to mistakes.

For example, crew members of fast food chains like McDonald’s follow specific algorithms for food prep – from grill times to ingredient amounts in sandwiches, to order fulfillment procedures. This ensures uniform quality and service across all locations. However, if a step is missed, errors occur.

The Problem-Solving Process

The problem-solving process typically includes defining the issue, analyzing details, creating solutions, weighing choices, acting, and reviewing results.

In the above, we have discussed several problem-solving strategies. For every problem-solving strategy, you have to follow these processes. Here’s a detailed step-by-step process of effective problem-solving:

Step 1: Identify the Problem

The problem-solving process starts with identifying the problem. This step involves understanding the issue’s nature, its scope, and its impact. Once the problem is clearly defined, it sets the foundation for finding effective solutions.

Identifying the problem is crucial. It means figuring out exactly what needs fixing. This involves looking at the situation closely, understanding what’s wrong, and knowing how it affects things. It’s about asking the right questions to get a clear picture of the issue. 

This step is important because it guides the rest of the problem-solving process. Without a clear understanding of the problem, finding a solution is much harder. It’s like diagnosing an illness before treating it. Once the problem is identified accurately, you can move on to exploring possible solutions and deciding on the best course of action.

Step 2: Break Down the Problem

Breaking down the problem is a key step in the problem-solving process. It involves dividing the main issue into smaller, more manageable parts. This makes it easier to understand and tackle each component one by one.

After identifying the problem, the next step is to break it down. This means splitting the big issue into smaller pieces. It’s like solving a puzzle by handling one piece at a time. 

By doing this, you can focus on each part without feeling overwhelmed. It also helps in identifying the root causes of the problem. Breaking down the problem allows for a clearer analysis and makes finding solutions more straightforward. 

Each smaller problem can be addressed individually, leading to an effective resolution of the overall issue. This approach not only simplifies complex problems but also aids in developing a systematic plan to solve them.

Step 3: Come up with potential solutions

Coming up with potential solutions is the third step in the problem-solving process. It involves brainstorming various options to address the problem, considering creativity and feasibility to find the best approach.

After breaking down the problem, it’s time to think of ways to solve it. This stage is about brainstorming different solutions. You look at the smaller issues you’ve identified and start thinking of ways to fix them. This is where creativity comes in. 

You want to come up with as many ideas as possible, no matter how out-of-the-box they seem. It’s important to consider all options and evaluate their pros and cons. This process allows you to gather a range of possible solutions. 

Later, you can narrow these down to the most practical and effective ones. This step is crucial because it sets the stage for deciding on the best solution to implement. It’s about being open-minded and innovative to tackle the problem effectively.

Step 4: Analyze the possible solutions

Analyzing the possible solutions is the fourth step in the problem-solving process. It involves evaluating each proposed solution’s advantages and disadvantages to determine the most effective and feasible option.

After coming up with potential solutions, the next step is to analyze them. This means looking closely at each idea to see how well it solves the problem. You weigh the pros and cons of every solution.

Consider factors like cost, time, resources, and potential outcomes. This analysis helps in understanding the implications of each option. It’s about being critical and objective, ensuring that the chosen solution is not only effective but also practical.

This step is vital because it guides you towards making an informed decision. It involves comparing the solutions against each other and selecting the one that best addresses the problem.

By thoroughly analyzing the options, you can move forward with confidence, knowing you’ve chosen the best path to solve the issue.

Step 5: Implement and Monitor the Solutions

Implementing and monitoring the solutions is the final step in the problem-solving process. It involves putting the chosen solution into action and observing its effectiveness, making adjustments as necessary.

Once you’ve selected the best solution, it’s time to put it into practice. This step is about action. You implement the chosen solution and then keep an eye on how it works. Monitoring is crucial because it tells you if the solution is solving the problem as expected. 

If things don’t go as planned, you may need to make some changes. This could mean tweaking the current solution or trying a different one. The goal is to ensure the problem is fully resolved. 

This step is critical because it involves real-world application. It’s not just about planning; it’s about doing and adjusting based on results. By effectively implementing and monitoring the solutions, you can achieve the desired outcome and solve the problem successfully.

Why This Process is Important

Following a defined process to solve problems is important because it provides a systematic, structured approach instead of a haphazard one. Having clear steps guides logical thinking, analysis, and decision-making to increase effectiveness. Key reasons it helps are:

• Clear Direction: This process gives you a clear path to follow, which can make solving problems less overwhelming.
• Better Solutions: Thoughtful analysis of root causes, iterative testing of solutions, and learning orientation lead to addressing the heart of issues rather than just symptoms.
• Saves Time and Energy: Instead of guessing or trying random things, this process helps you find a solution more efficiently.
• Improves Skills: The more you use this process, the better you get at solving problems. It’s like practicing a sport. The more you practice, the better you play.
• Maximizes collaboration: Involving various stakeholders in the process enables broader inputs. Their communication and coordination are streamlined through organized brainstorming and evaluation.
• Provides consistency: Standard methodology across problems enables building institutional problem-solving capabilities over time. Patterns emerge on effective techniques to apply to different situations.

The problem-solving process is a powerful tool that can help us tackle any challenge we face. By following these steps, we can find solutions that work and learn important skills along the way.

Key Skills for Efficient Problem Solving

Efficient problem-solving requires breaking down issues logically, evaluating options, and implementing practical solutions.

Key skills include critical thinking to understand root causes, creativity to brainstorm innovative ideas, communication abilities to collaborate with others, and decision-making to select the best way forward. Staying adaptable, reflecting on outcomes, and applying lessons learned are also essential.

With practice, these capacities will lead to increased personal and team effectiveness in systematically addressing any problem.

 Let’s explore the powers you need to become a problem-solving hero!

Critical Thinking and Analytical Skills

Critical thinking and analytical skills are vital for efficient problem-solving as they enable individuals to objectively evaluate information, identify key issues, and generate effective solutions. 

These skills facilitate a deeper understanding of problems, leading to logical, well-reasoned decisions. By systematically breaking down complex issues and considering various perspectives, individuals can develop more innovative and practical solutions, enhancing their problem-solving effectiveness.

Communication Skills

Effective communication skills are essential for efficient problem-solving as they facilitate clear sharing of information, ensuring all team members understand the problem and proposed solutions. 

These skills enable individuals to articulate issues, listen actively, and collaborate effectively, fostering a productive environment where diverse ideas can be exchanged and refined. By enhancing mutual understanding, communication skills contribute significantly to identifying and implementing the most viable solutions.

Decision-Making

Strong decision-making skills are crucial for efficient problem-solving, as they enable individuals to choose the best course of action from multiple alternatives. 

These skills involve evaluating the potential outcomes of different solutions, considering the risks and benefits, and making informed choices. Effective decision-making leads to the implementation of solutions that are likely to resolve problems effectively, ensuring resources are used efficiently and goals are achieved.

Planning and Prioritization

Planning and prioritization are key for efficient problem-solving, ensuring resources are allocated effectively to address the most critical issues first. This approach helps in organizing tasks according to their urgency and impact, streamlining efforts towards achieving the desired outcome efficiently.

Emotional Intelligence

Emotional intelligence enhances problem-solving by allowing individuals to manage emotions, understand others, and navigate social complexities. It fosters a positive, collaborative environment, essential for generating creative solutions and making informed, empathetic decisions.

Leadership skills drive efficient problem-solving by inspiring and guiding teams toward common goals. Effective leaders motivate their teams, foster innovation, and navigate challenges, ensuring collective efforts are focused and productive in addressing problems.

Time Management

Time management is crucial in problem-solving, enabling individuals to allocate appropriate time to each task. By efficiently managing time, one can ensure that critical problems are addressed promptly without neglecting other responsibilities.

Data Analysis

Data analysis skills are essential for problem-solving, as they enable individuals to sift through data, identify trends, and extract actionable insights. This analytical approach supports evidence-based decision-making, leading to more accurate and effective solutions.

Research Skills

Research skills are vital for efficient problem-solving, allowing individuals to gather relevant information, explore various solutions, and understand the problem’s context. This thorough exploration aids in developing well-informed, innovative solutions.

Becoming a great problem solver takes practice, but with these skills, you’re on your way to becoming a problem-solving hero. 

How to Improve Your Problem-Solving Skills?

Improving your problem-solving skills can make you a master at overcoming challenges. Learn from experts, practice regularly, welcome feedback, try new methods, experiment, and study others’ success to become better.

Learning from Experts

Improving problem-solving skills by learning from experts involves seeking mentorship, attending workshops, and studying case studies. Experts provide insights and techniques that refine your approach, enhancing your ability to tackle complex problems effectively.

To enhance your problem-solving skills, learning from experts can be incredibly beneficial. Engaging with mentors, participating in specialized workshops, and analyzing case studies from seasoned professionals can offer valuable perspectives and strategies. 

Experts share their experiences, mistakes, and successes, providing practical knowledge that can be applied to your own problem-solving process. This exposure not only broadens your understanding but also introduces you to diverse methods and approaches, enabling you to tackle challenges more efficiently and creatively.

Improving problem-solving skills through practice involves tackling a variety of challenges regularly. This hands-on approach helps in refining techniques and strategies, making you more adept at identifying and solving problems efficiently.

One of the most effective ways to enhance your problem-solving skills is through consistent practice. By engaging with different types of problems on a regular basis, you develop a deeper understanding of various strategies and how they can be applied. 

This hands-on experience allows you to experiment with different approaches, learn from mistakes, and build confidence in your ability to tackle challenges.

Regular practice not only sharpens your analytical and critical thinking skills but also encourages adaptability and innovation, key components of effective problem-solving.

Openness to Feedback

Being open to feedback is like unlocking a secret level in a game. It helps you boost your problem-solving skills. Improving problem-solving skills through openness to feedback involves actively seeking and constructively responding to critiques. 

This receptivity enables you to refine your strategies and approaches based on insights from others, leading to more effective solutions. 

Learning New Approaches and Methodologies

Learning new approaches and methodologies is like adding new tools to your toolbox. It makes you a smarter problem-solver. Enhancing problem-solving skills by learning new approaches and methodologies involves staying updated with the latest trends and techniques in your field. 

This continuous learning expands your toolkit, enabling innovative solutions and a fresh perspective on challenges.

Experimentation

Experimentation is like being a scientist of your own problems. It’s a powerful way to improve your problem-solving skills. Boosting problem-solving skills through experimentation means trying out different solutions to see what works best. This trial-and-error approach fosters creativity and can lead to unique solutions that wouldn’t have been considered otherwise.

Analyzing Competitors’ Success

Analyzing competitors’ success is like being a detective. It’s a smart way to boost your problem-solving skills. Improving problem-solving skills by analyzing competitors’ success involves studying their strategies and outcomes. Understanding what worked for them can provide valuable insights and inspire effective solutions for your own challenges. 

Challenges in Problem-Solving

Facing obstacles when solving problems is common. Recognizing these barriers, like fear of failure or lack of information, helps us find ways around them for better solutions.

Fear of Failure

Fear of failure is like a big, scary monster that stops us from solving problems. It’s a challenge many face. Because being afraid of making mistakes can make us too scared to try new solutions. 

How can we overcome this? First, understand that it’s okay to fail. Failure is not the opposite of success; it’s part of learning. Every time we fail, we discover one more way not to solve a problem, getting us closer to the right solution. Treat each attempt like an experiment. It’s not about failing; it’s about testing and learning.

Lack of Information

Lack of information is like trying to solve a puzzle with missing pieces. It’s a big challenge in problem-solving. Because without all the necessary details, finding a solution is much harder. 

How can we fix this? Start by gathering as much information as you can. Ask questions, do research, or talk to experts. Think of yourself as a detective looking for clues. The more information you collect, the clearer the picture becomes. Then, use what you’ve learned to think of solutions. 

Fixed Mindset

A fixed mindset is like being stuck in quicksand; it makes solving problems harder. It means thinking you can’t improve or learn new ways to solve issues. 

How can we change this? First, believe that you can grow and learn from challenges. Think of your brain as a muscle that gets stronger every time you use it. When you face a problem, instead of saying “I can’t do this,” try thinking, “I can’t do this yet.” Look for lessons in every challenge and celebrate small wins. 

Everyone starts somewhere, and mistakes are just steps on the path to getting better. By shifting to a growth mindset, you’ll see problems as opportunities to grow. Keep trying, keep learning, and your problem-solving skills will soar!

Jumping to Conclusions

Jumping to conclusions is like trying to finish a race before it starts. It’s a challenge in problem-solving. That means making a decision too quickly without looking at all the facts. 

How can we avoid this? First, take a deep breath and slow down. Think about the problem like a puzzle. You need to see all the pieces before you know where they go. Ask questions, gather information, and consider different possibilities. Don’t choose the first solution that comes to mind. Instead, compare a few options. 

Feeling Overwhelmed

Feeling overwhelmed is like being buried under a mountain of puzzles. It’s a big challenge in problem-solving. When we’re overwhelmed, everything seems too hard to handle. 

How can we deal with this? Start by taking a step back. Breathe deeply and focus on one thing at a time. Break the big problem into smaller pieces, like sorting puzzle pieces by color. Tackle each small piece one by one. It’s also okay to ask for help. Sometimes, talking to someone else can give you a new perspective. 

Confirmation Bias

Confirmation bias is like wearing glasses that only let you see what you want to see. It’s a challenge in problem-solving. Because it makes us focus only on information that agrees with what we already believe, ignoring anything that doesn’t. 

How can we overcome this? First, be aware that you might be doing it. It’s like checking if your glasses are on right. Then, purposely look for information that challenges your views. It’s like trying on a different pair of glasses to see a new perspective. Ask questions and listen to answers, even if they don’t fit what you thought before.

Groupthink is like everyone in a group deciding to wear the same outfit without asking why. It’s a challenge in problem-solving. It means making decisions just because everyone else agrees, without really thinking it through. 

How can we avoid this? First, encourage everyone in the group to share their ideas, even if they’re different. It’s like inviting everyone to show their unique style of clothes. 

Listen to all opinions and discuss them. It’s okay to disagree; it helps us think of better solutions. Also, sometimes, ask someone outside the group for their thoughts. They might see something everyone in the group missed.

Overcoming obstacles in problem-solving requires patience, openness, and a willingness to learn from mistakes. By recognizing these barriers, we can develop strategies to navigate around them, leading to more effective and creative solutions.

What are the most common problem-solving techniques?

The most common techniques include brainstorming, the 5 Whys, mind mapping, SWOT analysis, and using algorithms or heuristics. Each approach has its strengths, suitable for different types of problems.

What’s the best problem-solving strategy for every situation?

There’s no one-size-fits-all strategy. The best approach depends on the problem’s complexity, available resources, and time constraints. Combining multiple techniques often yields the best results.

How can I improve my problem-solving skills?

Improve your problem-solving skills by practicing regularly, learning from experts, staying open to feedback, and continuously updating your knowledge on new approaches and methodologies.

Are there any tools or resources to help with problem-solving?

Yes, tools like mind mapping software, online courses on critical thinking, and books on problem-solving techniques can be very helpful. Joining forums or groups focused on problem-solving can also provide support and insights.

What are some common mistakes people make when solving problems?

Common mistakes include jumping to conclusions without fully understanding the problem, ignoring valuable feedback, sticking to familiar solutions without considering alternatives, and not breaking down complex problems into manageable parts.

Final Words

Mastering problem-solving strategies equips us with the tools to tackle challenges across all areas of life. By understanding and applying these techniques, embracing a growth mindset, and learning from both successes and obstacles, we can transform problems into opportunities for growth. Continuously improving these skills ensures we’re prepared to face and solve future challenges more effectively.

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Educators Blog

Problem-Solving or Solving Problems?

By Carolyn Marchetti,

In both math and science, problem-solving is a critical skill.  It is a process that students will use throughout their schooling, work life, and beyond.  By developing problem-solving skills, our students not only learn how to tackle a math or science problem but also how to logically work their way through any types of problems that they face.  Our textbooks include word problems after every lesson – so this incorporates problem-solving skills, right?  Not necessarily.

I was at a conference over 10 years ago and heard a presenter say, “Problem-solving is what you do when you don’t know how to solve a problem”.  Solving problems, like the typical word problems found in our texts, on the other hand, is applying a known method to a problem that has already been solved before.

Here’s an example of how the majority of textbooks phrase a lesson — “Today we are going to learn how to multiply fractions.  Here are the steps to multiplying 2 fractions.   Here are some non-contextual examples to hone your skill”.  Then most follow with ‘real-life’ word problems which, more times than not, involve fractions that require multiplication. This is a routine of practicing skills.  I’m not saying that this isn’t important, just that problem solving is much more than this.

As teachers, we need to know the differences between the 21st-century skill of problem-solving and the traditional way of solving problems, and we especially need to learn how to recognize and even create true problem-solving experiences for our students.

I would like to give some tips on creating a problem-solving classroom by using an example of a task that I used when doing professional development with math teachers. The task is called The McDonald’s Claim Problem.  There are several versions of this task on the internet, but basically, it goes like this:

• Wikipedia reports that 8% of all Americans eat at McDonald’s every day.
• There are 310 million Americans and 12,800 McDonald’s in the United States.
• Do you believe the Wikipedia report to be true? Create a mathematical argument to justify your position.

Tips on creating a problem-solving classroom:

• Engage students in real-world problems that students can relate to and have a prior understanding of.  For McDonald’s, it was an interesting problem because it engaged students in prior learning – they’ve all been to McDonald’s and have all used Wikipedia.  For other tasks, videos can be used to spark interest.  For example, Dan Meyer’s 3 Act Tasks are one way to spark interest.  Another suggestion is to use a career video like the Defined STEM videos that are included with each performance task.  These videos grab students interest by answering the question of “When will I ever use this?”.
• Use group work for problem-solving. Students can frequently help each other, and talking about a problem helps them think more critically about the steps needed to solve the problem.  By discussing the problem, students will start to realize that problems have multiple solution strategies, and some may be more effective than others.  For the McDonald’s problem, I would have teachers work in groups of 4-5. There would be many discussions among the members before even starting the task. Discussions around what does “eat at” mean?  Does the drive-through count?  Does the question mean the same 8% eat there every day?  These questions and discussions had teachers brainstorming ideas before deciding on a course of action to solve the problem.
• There should not be a direct path to the solution.  Even better if there is not one right answer, like the McDonald’s problem, but these are harder to find.  Monitor student progress and solutions.  When they get stuck, answer their questions with other probing questions.  When the math teachers would ask me questions regarding the McDonald’s problem, I would always come back with “What does your group think?”, to encourage them to collaborate and come to a consensus.
• Have students share their solutions. When everyone is finished, have groups present their solution to the others, especially the ones that went about the problem in different or unique ways. Having the groups share their solutions and justifications is very important for others to see various ways of problem-solving. For the McDonald’s problem, even though groups often used calculations to solve the problem and would get the same numbers, many had a different answer of “yes or no” depending on their reasoning. Hearing the different reasons from other groups can be very enlightening.  I heard a lot of “I never thought of it that way”, which is a powerful aspect of problem-solving.

There are many other tips I can give, which I will continue in a later post.  For now, I would like to leave you with a quote from a colleague: “It is better to answer 1 problem 5 different ways than to answer 5 different problems”.  In one short sentence, that is the difference between problem-solving and solving problems.

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Strategy Execution

Blue ocean strategy, hoshin kanri, execution skills for leaders, customer experience management, customer retention & churn management, customer value, data analytics, lean transformation, change management, small business & start-ups, business growth, b2b account growth.

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Client Centricity

Quality & productivity, agile mindset, troubleshooter vs problem solver.

Arun was a Regional Head for Channel Expansion & Relationship for a white goods manufacturer. This year he received an award for outstanding performance for a record appointment of new channel partners (distributors and retailers) in a region that was considered as a weak territory for the company. The CEO said that this was a recognition of his problem solving skills. 

It all started last year with the company setting an ambitious target to expand its network. In the first 2 quarters, there wasn’t much break through in the channel appointment. Management decided to move Arun from another region to drive this goal. Arun is known as a messiah in the company. Whether it is revenue, market share growth, network expansion, new product penetration, he is known for miraculous improvements. He could turn deserts into oases. His patrons say he’s very systematic and focused. While his critics claim he micromanages things. Nonetheless, as predicted, within the remaining 2 quarters of the FY, Arun swiftly throttled the appointment of dealers and distributors, thereby exceeding the original annual target set, which at the end of 2nd quarter looked un-accomplishable. Management’s aspiration was nothing more than achieving half the annual target set in the beginning of the year, with only 2 quarters in hand. So messiah proved his metal again!

What did Arun do differently?

• He put a progress tracker in place
• He broke the partner appointment process into various milestones
• He ensured there is a daily review of all district appointment managers against the milestones.
• In the reviews, he will dig deeper and deeper into cases where there was doubt of closure.
• He personally spoke to prospective distributors and even visited a few in person
• He increased the local media advertisements calling for partners to join.

Though all this might sound very intrusive, the fact is he got it done!

All is not rosy about Arun. There is one minor problem in our Messiah. Whenever he is done and moves to another role or area, all the old problems crop up again. Arun used to take pride in this, that once he leaves things fall flat. He was sure this is a way to let the management realize his value. 

Was Arun really a good problem solver? Or is he a trouble-shooter?

I will allow you to decide where Arun fits better.

After all, he never examined why this territory had low network penetration? What is the perception of existing and prospective channel partners about the brand? Are existing channel partners profitable and satisfied? Is channel partner attrition a problem? What is it that the competitors are doing differently than us? What is the deficiency of channel management team in this region?

At best, he is a good  mercenary.

More importantly, not everyone who gets things done are problem solvers. Simply put, true  Problem Solvers leave everything a little better for others than they found it!

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4 steps to troubleshooting (almost) any IT issue

Troubleshooting IT can be… tedious (understatement of the year). End users submit seemingly endless problems ranging from complaints of their Internet being “slow” to forgotten passwords to constant printer pains. What’s your plan of action for the next vague phone call, email request about tech issues, or help desk ticket from a big wig who needs his computer fixed… RIGHT NOW?

Worry not! We’ve got several problem-solving steps to follow that’ll help ease the stress of solving nearly any IT issue:

Step 1: What exactly is the problem?

Getting to the bottom of a computer issue can sometimes feel like playing 20 questions, so it’s crucial to ask the right questions first if you want to discover the root problem quickly.

• If you’re talking to someone or emailing with them, listen or read carefully and take notes (mental or otherwise). When they’re done, proceed with questions that either have a yes/no answer or can be answered quantifiably (e.g., “How many times did this happen?”). This approach can move things along and cut down on ambiguous responses.
• What should you ask? The key is to find out the “who, what, and when” of the problem. Does the issue affect just one person or many people? Did it occur right after a significant event on the computer or the network? There are specific questions you can ask to drill down beneath general statements like “I can’t send email.” Are they using a PC or mobile device? Is the PC power on? Are they able to open their e-mail client? Can they send or receive email, or both?
• Once you’ve got a grasp on the issue, try repeating your understanding of the problem so that you’re both on the same page as to what’s wrong. It’s a good idea to use some the same language they used and avoid using complex tech terminolgy. Ideally, this will help remove potential confusion related to the issue.

Now that you have a basic understanding of what the issue is all about, you can look into technical details that could point you toward to a solution.

2) Gather more details, eliminate variables

In many instances, what was reported as a general issue (e.g., the Internet is down) is actually something very particular, such as a specific website being offline. Best way to find out? Ask those pertinent questions and then dig up more info from various sources such as:

• Error messages: If the user reports one or you’re present to check for one, they can point you in the right direction as to why a failure occurred. For example, Windows blue screens of death provide a relevant error code that’ll give you a good sense of what caused a failure.
• Events logs: Do they exist, and if so, what exactly do they say? In addition to error messages, logs often provide a timestamp so you can answer the question of when exactly events happened. Checking the Windows event viewer can be a first step in pointing you towards any relevant logs.
• Can the user provide screenshots, video, or other supporting information that can help assist in the troubleshooting process?
• Diagnostics results: Have you run system utilities to get even more information? For example: ping can help you remotely check if a server or website in question is reachable. Additionally, the Windows memory diagnostic can check for faulty memory, the resource monitor or performance monitor can check for unusually high CPU or memory usage, and a disk check can examine your hard drives for errors.
• Monitoring: Do you have any 3rd party tools that can offer more clues or predict issues before they occur? A  network monitoring solution  like Spiceworks provides preemptive alerts and warnings about servers at risk of going down. And a network inventory application can provide vital statistics on dozens or hundreds of systems such as disk space, available memory, OS installed, and software running on the devies in question.

Step 3: Reproduce the problem, develop hypothesis of root cause

Now that you’ve gathered basic background info, it’s time to get hands-on with the problem. Reproducing an issue simply means verifying you can recreate the same error the user reported. You can do this at the physical site of the problem, or through a remote desktop / remote control application. Neither of those options available? You might be able to approximate the same conditions on a similar computer.

Once you encounter the same error(s), you can more easily develop theories as to the root cause based on what you observe, then start taking steps to fix the issue. Sometimes you’ll find the culprit (and come up with the solution) pretty quickly. Other times, it’ll take longer and you may have to dig into knowledge bases, comb through old help desk tickets , or Google the problem for others who have faced the same issue.

At this phase, a deep understanding of how computers work will prove… useful. For example, in computer networking, if you understand 7 layer OSI model for networks (a problem can exist in any one of them), you have a framework for systematically working your way through the potential causes of a networking problem. For a connectivity issue, an Ethernet cable could be damaged or unplugged (Layer 1 issue), network requests might not be going through (Layer 3), or an application might not be properly coded (Layer 6).

Step 4: Attempt a fix based on findings

The evidence you’ve already gathered should have narrowed down possible root causes and positioned you to fix the issue. At this point, focused experimentation is the name of the game. You can try tweaking changing settings related to the problem, swapping out faulty parts, repairing corrupted files, updating drivers and software, etc. until you solve the problem (or at least get closer).

Still stumped? You can always restore the machine back to a point when everything was working fine. That is, if someone took the all-important step of backing up data or system state before the problem happened so you can go back to a simpler time… before problems plagued their PC.

While every issue is like a unique snowflake, a significant number of issues can be resolved through common troubleshooting steps like rebooting the problematic machine, checking for DNS and DHCP issues, checking the device manager for driver issues, cleaning up a machine, or checking firewall or proxy settings, etc. For issues that are tougher, if your own experimentation and Google searches don’t result in a satisfactory result, browsing discussions on  IT forums such as Spiceworks can be extremely helpful for fixing PC issues. If nothing turns up there, you can always ask the community of millions of IT pros in Spiceworks.

Problem Solved? Prepare for future issues

No matter what the underlying tech problems are (networks issues, driver conflicts, disk problems, etc), the process outlined above works well for gathering info, identifying possible causes of the issue, and getting to a solution no matter what issue you’re dealing with. But you’ll still have to make judgment calls depending on each unique case.

With this sort of system in place, and knowledge learned working through previous computer problems, you’ll be able to knock out computer problems more efficiently as you gain more experience. And to be proactive in avoiding future crises, perhaps you can document issues so they can be referred to by anyone who encounters similar challenges down the line.

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Eggcellent Work

Critical thinking vs problem solving: what’s the difference.

In our blog “Importance of  Problem Solving Skills in Leadership ,” we highlighted problem solving skills as a distinct skill set. We outlined a 7-step approach in how the best leaders solve problems.

Table of Contents

Critical thinking vs. problem solving

But are critical thinking and problem solving the same? Also, if there are differences, what are they? Although many educators and business leaders lump critical thinking and problem solving together, there are differences:

Problem solving  uses many of the same skills required for critical thinking; e.g., observation, analysis, evaluation, interpretation, and reflection.  Critical thinking  is an important ingredient of problem solving.

Critical thinking vs. problem solving: Not all problems require critical thinking skills

Not every problem-solving skill is a critical thinking skill. That is because not every problem requires thinking. A problem like opening a stubborn pickle jar could simply require brute strength. On the other hand, it becomes a thinking skill when you remember to tap the edge of the pickle jar lid to loosen the seal.

Also, some problem-solving skills are the exact opposite of critical thinking. When you follow directions or use muscle memory or rote (memorization) thinking, there is no critical thinking required. Likewise, skills of persuasion or public oratory are thinking skills, but aren’t necessarily critical thinking skills.

Critical thinking vs. problem solving: The role of emotional intelligence

In our blog “ What is the role of communication in critical thinking ?” we highlighted one author’s argument that critical thinking and problem solving is not always a purely rational process. While critical thinkers are in great demand in the hiring marketplace, employees who are emotionally intelligent bring even greater value to an organization.

Writing for  Business News Daily ,  editor Chad Brooks describes emotional intelligence as “the ability to understand your emotions and recognize the emotions and motivations of those around you.”

So, when looking for star performers, research shows “that emotional intelligence counts for twice as much as IQ and technical skills combined in determining who will be a star performer.”

Further, in today’s collaborative workplace environment, “hiring employees who can understand and control their emotions – while also identifying what makes those around them tick—is of the utmost importance.”

Finally, one expert notes that dealing with emotions is an important part of critical thinking. Emotions can be at the root of a problem. They are frequently symptomatic of problems below the surface. Problem solving when dealing with emotions requires openness to authentic emotional expressions. It requires the understanding that when someone is in pain, it is a problem that is real.

• The Ultimate Guide To Critical Thinking
• Is Critical Thinking A Soft Skill Or Hard Skill?
• How To Improve Critical Thinking Skills At Work And Make Better Decisions
• 5 Creative and Critical Thinking Examples In Workplace
• 25 In-Demand Jobs That Require Critical Thinking and Problem-Solving Skills
• Brainstorming: Techniques Used To Boost Critical Thinking and Creativity

Critical thinking and problem solving: A deeper dive

A recap of the distinct differences between critical thinking and problem solving.

Critical thinking,  according to an article on Drexel  University’s Graduate College webpage  “utilizes analysis, reflection, evaluation, interpretation, and inference to synthesize information that is obtained through reading, observing, communicating, or experience.”

The goal of critical thinking is to evaluate the credibility of both the information and its source. It questions the central issue and how the information will inform intelligent decisions. Finally, it asks the question, “Where does this information lead me?”

Problem solving , as previously mentioned, uses many of those skills, but “it takes the process a step further to identify obstacles and then to strategically map out a set of solutions to solve the problem. That extra step in problem solving is  identifying obstacles  as well as mapping out a strategic set of solutions to resolve the problem.

How to develop critical thinking skills to become a better problem solver

1. develop your analytical skills..

Pay attention and be more observant. Ask the questions “who, what, where, and why” and learn as much as possible about the topic or problem.  Map everything out  to imprint or gain a visual understanding and focus on the differences between fact, opinion, and your own bias.

2. Learn the skill of evaluating

As a subset of analysis, you can become skilled in evaluation by:

• comparing similar and related topics, programs, and issues. How are they different, and where are the similarities?
• looking for trends that support (or refute) what you intuitively feel is the solution
• recognizing barriers or conflicts to successful problem resolution
• asking questions and gathering information—assuming nothing, ever.

3. Interpretation with the help of a mentor or someone more experienced

Interpreting a problem accurately employs both analytical and evaluating skills. With practice, you can develop this skill, but to hone your interpretation skills, it is advisable to seek the help of an experienced mentor.

You’ll need to do the following:

• know how your own biases or opinions can be a roadblock to the best decision making
• recognize that cultural differences can be a barrier to communication
• look at the problem from the point of view of others
• learn as much as you can about the problem, topic, or experience
• synthesize everything you have learned in order to make the connections and put the elements of a problem together to form its solution

4. Acquire the skill and habit of reflection.

Being reflective is applicable to almost every aspect of your personal and professional life. To open your mind to reflection, think back to your educational experience. Your instructor may have asked you to keep a  reflective journal  of your learning-related experiences. A reflective journal requires expressive writing, which, in turn, relieves stress.

Perhaps you have just had a disagreement with a coworker, who became abusive and personal. Not everyone can come up with those instant snappy comebacks on the spot, and it is usually best to disengage before the situation gets worse.

Here’s where reflective journaling helps. When you’re in a calmer state of mind, you can journal the incident to:

• gain deeper insights into your thought processes and actions—How do you feel about not defending yourself from the colleague’s accusations or personal abuse? What was the perfect response that eluded you in the stress of the moment?
• build a different approach to problems—It could be that your co-worker perceives you as unapproachable or unreceptive to suggestions and criticism. Maybe it’s time to have a frank discussion to help you see yourself through the eyes of the coworker.
• get closer to making significant changes in your life—Your journal entries may have displayed a pattern of your behavior on the job, which elicits consistent negative reactions from more than one co-worker.

Your takeaways:

• When evaluating critical thinking vs. problem solving, the elements of both appear to blend into a distinction without a difference.
• Good problem solvers employ the steps of critical thinking, but not all problem solving involves critical thinking.
• Emotional intelligence is an attribute that is a hybrid skill of problem solving and critical thinking.
• You can hone your critical thinking skills to become a better problem solver through application of analysis, evaluation, interpretation, and reflection.

10 Best Books On Critical Thinking And Problem Solving

12 common barriers to critical thinking (and how to overcome them).

• How To Promote Critical Thinking In The Workplace

Is Critical Thinking Overrated?  Disadvantages Of Critical Thinking

• 11 Principles Of Critical Thinking  

Jenny Palmer

Founder of Eggcellentwork.com. With over 20 years of experience in HR and various roles in corporate world, Jenny shares tips and advice to help professionals advance in their careers. Her blog is a go-to resource for anyone looking to improve their skills, land their dream job, or make a career change.

Further Reading...

Top 12 Soft Skills Consulting Firms Look For  

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What Is The Role Of Communication In Critical Thinking?  

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Is Your AI-First Strategy Causing More Problems Than It’s Solving?

• Oguz A. Acar

Consider a more balanced and thoughtful approach to AI transformation.

The problem with an AI-first strategy lies not within the “AI” but with the notion that it should come “first” aspect. An AI-first approach can be myopic, potentially leading us to overlook the true purpose of technology: to serve and enhance human endeavors. Instead, the author recommends following 3Ps during an AI transformation: problem-centric, people-first, and principle-driven.

From technology giants like Google to major management consultants like McKinsey , a rapidly growing number of companies preach an “AI-first” strategy. In essence, this means considering AI as the ultimate strategic priority , one that precedes other alternative directions. At first glance, this strategy seems logical, perhaps even inevitable. The figures speak for themselves: the sheer volume of investment flowing into AI technologies shows the confidence levels in an increasingly AI-driven future.

• Oguz A. Acar is a Chair in Marketing at King’s Business School, King’s College London.

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Can you solve NASA's Pi Day 2024 challenge?

Hungry for Pi? Check out NASA's Pi Day challenge and put your wits to the test solving problems just like NASA scientists and engineers.

Happy Pi Day 2024!

Have you ever wondered what it would be like to solve problems for NASA to help with the exploration of other planets in the solar system ? 

In celebration of Pi Day 2024 , you can do just that and take the annual NASA Pi Day Challenge . This is a fun way to put on your scientist and engineer thinking cap and try your best at a series of questions all surrounding the mathematical constant, pi. 

Related: What is the smallest known planet?

What is pi? If you recall from mathematics class back in grade school, it's approximately 3.14159 and can be used to figure out the circumference of a circle of the volume of a square. 

While there are many uses for it in different STEM jobs and fields, it's also very important for engineers and scientists at NASA to help study not just our planet but others across the solar system and even other galaxies .

This challenge is a tradition that has been on-going for the last decade put on by NASA's Jet Propulsion Laboratory's Education Office and features numerous math problems you have to solve using pi. 

Get the Space.com Newsletter

Breaking space news, the latest updates on rocket launches, skywatching events and more!

Some of the questions you can answer this year pertain to missions including the Deep Space Optical Communications technology on NASA's Psyche spacecraft , the Double Asteroid Redirection Test (DART) spacecraft, Earth-orbiting satellites, rovers on the Moon, and even the Hubble Space Telescope and James Webb Space Telescope .

—  As scientists find real exoplanets, sci-fi writers change their vision of alien worlds

 — 10 surprising facts about pi

— Pi Day turns 35: The circle of mathematics needs more diversity, advocates say

So, let's get solving! You can find each of the problems with an accompanying worksheet you can do all your work online and the answers will be posted by NASA so you can check your work! 

There are nearly four dozen different questions you can figure out, so try a few or do them all to "cook up" a unique way to get space-y and celebrate Pi Day 2024! 

Join our Space Forums to keep talking space on the latest missions, night sky and more! And if you have a news tip, correction or comment, let us know at: [email protected].

Meredith is a regional Murrow award-winning Certified Broadcast Meteorologist and science/space correspondent. She most recently was a Freelance Meteorologist for NY 1 in New York City & the 19 First Alert Weather Team in Cleveland. A self-described "Rocket Girl," Meredith's personal and professional work has drawn recognition over the last decade, including the inaugural Valparaiso University Alumni Association First Decade Achievement Award, two special reports in News 12's Climate Special "Saving Our Shores" that won a Regional Edward R. Murrow Award, multiple Fair Media Council Folio & Press Club of Long Island awards for meteorology & reporting, and a Long Island Business News & NYC TV Week "40 Under 40" Award.

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How bad is Boeing's 2024 so far? Here's a timeline

Bill Chappell

Boeing CEO Dave Calhoun speaks to reporters on Capitol Hill on Jan. 24. "We have confidence in the safety of our airplanes," Calhoun says. "And that's what all of this is about. We fully understand the gravity." Anna Moneymaker/Getty Images hide caption

Boeing CEO Dave Calhoun speaks to reporters on Capitol Hill on Jan. 24. "We have confidence in the safety of our airplanes," Calhoun says. "And that's what all of this is about. We fully understand the gravity."

In the first week of 2024, a Boeing 737 Max 9 passenger jet lost a rear door plug in midflight, terrifying people on board. The large door plug plummeted into the backyard of a high school science teacher in Portland, Ore. The Federal Aviation Administration ordered the grounding of similarly configured Boeing 737 Max 9 aircraft for weeks.

"This incident should have never happened and it cannot happen again," the FAA said at the time.

The news hasn't gotten much better for Boeing, whose reputation was already tarnished by deadly crashes of its 737 Max 8 jets in 2018 and 2019, and a host of problems with its 787 Dreamliner a decade ago.

Ripple effects of the door plug incident quickly hit airlines that bought dozens of new 737 Max 9 airliners only to see them idled — and then face skepticism from passengers once the aircraft were cleared.

The FAA gives Boeing 90 days to fix quality control issues. Critics say they run deep

Though commercial air travel is still very safe overall , Boeing now faces renewed questions over its ability to meet quality and safety standards. Many of the same questions also center on the FAA's oversight of Boeing and the corporation's cozy relationship with the U.S. government , from the U.S. role in helping Boeing sell planes on the international market to its status as a major employer and military contractor.

Here's a recap of Boeing's troubled year so far:

Jan. 5: Door plug failure cuts Alaska Airlines flight short

An image from the NTSB investigation shows the interior of Alaska Airlines Flight 1282 on a Boeing 737 Max 9, which suffered a violent explosion when the aircraft lost a door plug during a commercial flight. NTSB hide caption

An image from the NTSB investigation shows the interior of Alaska Airlines Flight 1282 on a Boeing 737 Max 9, which suffered a violent explosion when the aircraft lost a door plug during a commercial flight.

Alaska Airlines Flight 1282, a Boeing 737 Max 9, climbs to 16,000 feet after taking off in Portland, Ore. — but its rear door plug is violently expelled from the plane , with 171 passengers and six crew members aboard.

Rapid decompression sucks phones and other items out of the person-sized hole. No serious injuries are reported. The flight lasts almost exactly 20 minutes.

"We are very, very fortunate here that this didn't end up in something more tragic," National Transportation Safety Board Chair Jennifer Homendy says the next day, adding, "no one was seated in 26A and 26B, where that door plug is."

Alaska Airlines grounds its 65 Boeing 737 Max 9 aircraft; the FAA then orders a wider shutdown, affecting 171 planes overall.

Jan. 8: Airlines find more loose parts, while a lawsuit alleges "excessive amount of defects" at key Boeing supplier

Alaska Airlines and United Airlines, both of which fly Boeing jets with the door-plug configuration, say they found loose parts on their grounded 737 Max 9 jets.

Preliminary inspections "found instances that appear to relate to installation issues in the door plug — for example, bolts that needed additional tightening," United says. Alaska's maintenance crews report hardware that was visibly loose.

As the door-plug failure makes headlines, new scrutiny also comes to Spirit AeroSystems , which manufactured the fuselage and door plug on the Alaska Airlines plane.

In court filings for a shareholder lawsuit, a former Spirit quality-control inspector alleged finding an "excessive amount of defects" at its plant in Kansas. The suit also alleges that an employee was asked to obscure quality problems — and was retaliated against when he raised a red flag about defects.

Spirit was spun off from Boeing in 2005 and is led by former Boeing executive Pat Shanahan, who was tapped to right the ship last fall after its former CEO was fired.

Jan. 12: FAA says it will audit Boeing production, hints at a major shift

One day after sending the company formal notice of an investigation into whether it broke regulations, the FAA says it will audit the Boeing 737 Max 9 production line and its suppliers as the agency boosts oversight.

And in what could promise a sea change for the industry, the FAA says it's looking at clawing back some of the safety analysis work it has outsourced to plane makers — a controversial practice that has allowed Boeing and other companies to self-certify the quality of their work.

"It's something that's long overdue," David Soucie, a former FAA safety inspector, tells NPR .

Jan. 16: Apparent Boeing insider blames company for door plug

Workers and an unpainted Boeing 737 aircraft are pictured as Boeing's 737 factory teams hold the first day of a "Quality Stand Down" for the 737 program at Boeing's factory in Renton, Wash., on Jan. 25. Jason Redmond/AFP via Getty Images hide caption

Workers and an unpainted Boeing 737 aircraft are pictured as Boeing's 737 factory teams hold the first day of a "Quality Stand Down" for the 737 program at Boeing's factory in Renton, Wash., on Jan. 25.

A self-described Boeing employee says the aircraft company, not Spirit, was the last to install the door plug on the 737 Max 9.

"The reason the door blew off is stated in black and white in Boeings own records," the person writes on an aviation website . "It is also very, very stupid and speaks volumes about the quality culture at certain portions of the business."

Specifically, the apparent whistleblower says, Boeing's manufacturing records show that workers failed to properly reinstall bolts meant to hold the large panel in place.

The claim was first reported by The Seattle Times , after a separate source tells the newspaper that when the plane was flagged to have some more work done on its fuselage, Boeing mechanics in Renton, Wash., reinstalled the door plug improperly.

Jan. 24: FAA clears path for 737 Max 9 to resume flying

The FAA says the grounded Boeing 737 Max 9 jets can be put back into service once they've undergone "a thorough inspection and maintenance process."

But in a new setback for Boeing, the agency also says it won't allow the company to ramp up production for any of its Max family of aircraft.

"This won't be back to business as usual for Boeing," FAA Administrator Mike Whitaker says , adding that the regulator won't let Boeing expand production until it's satisfied the company has resolved quality control issues.

Meanwhile, Boeing CEO Dave Calhoun meets with lawmakers in Washington, D.C.

"We believe in our airplanes," Calhoun tells reporters on Capitol Hill. "We have confidence in the safety of our airplanes. And that's what all of this is about. We fully understand the gravity."

Jan. 26: The 737 Max 9 flies again, but some customers balk

A Boeing 737 Max 9 for Alaska Airlines is pictured along with other 737 aircraft at Renton Municipal Airport adjacent to Boeing's factory in Renton, Wash., on Jan. 25. Jason Redmond/AFP via Getty Images hide caption

A Boeing 737 Max 9 for Alaska Airlines is pictured along with other 737 aircraft at Renton Municipal Airport adjacent to Boeing's factory in Renton, Wash., on Jan. 25.

After three weeks, Alaska Airlines puts the first of its Boeing 737 Max 9 jets back into service. But some customers say they're reluctant to fly on the aircraft, their confidence shaken by the nightmarish incident earlier that month.

"I never paid any attention until this happened as to what I was flying in," Corrie Savio tells NPR .

As potential passengers look for ways to know what plane they'll likely be on , airlines and booking sites offer ways for customers to change planes, including omitting the Max 9 from flight search results.

Feb. 6: In preliminary report, NTSB says bolts were missing

Four critical bolts were missing from the plane whose door plug explosively blew off the Alaska Airlines flight, the NTSB says in its preliminary report . The bolts are meant to prevent the door plug from sliding upward, the agency says.

When the plane arrived at Boeing's plant near Seattle, the NTSB says, workers needed to correct a problem with its fuselage rivets — a process that requires its door plug to be opened and then closed. The NTSB says that after Spirit AeroSystems workers at the plant replaced those rivets last September, the door plug was put back on the plane without four bolts.

The NTSB does not say who was responsible for the failure to ensure the bolts were reinstalled.

NTSB says key bolts were missing from the door plug that blew off a Boeing 737 Max 9

"Boeing is taking immediate action to strengthen quality," the company says in response , noting it has begun new inspections for structural items such as the door plug, and adding a protocol to ensure door plugs are reinstalled properly and inspected before delivery to customers.

Feb. 21: Head of 737 Max program departs in shakeup

Boeing executive Ed Clark, who oversaw Boeing's 737 Max program and Renton, Wash., plant, leaves the company , replaced by Katie Ringgold.

Boeing also creates a new role of senior vice president of quality, naming Elizabeth Lund to the post.

Feb. 28: FAA gives Boeing 90 days to come up with a plan

The FAA tells top Boeing officials that they have 90 days to develop a comprehensive plan to address "systemic quality-control issues to meet FAA's non-negotiable safety standards."

The changes should be foundational and far-reaching — and Boeing also needs to apply a high level of rigor and oversight to its suppliers, FAA Administrator Mike Whitaker says.

"Boeing must commit to real and profound improvements," Whitaker says in a statement, adding later, "Boeing must take a fresh look at every aspect of their quality-control process and ensure that safety is the company's guiding principle."

Federal Aviation Administration Administrator Michael Whitaker testifies before the House Transportation and Infrastructure Committee in the Rayburn House Office Building on Feb. 6. Kevin Dietsch/Getty Images hide caption

Federal Aviation Administration Administrator Michael Whitaker testifies before the House Transportation and Infrastructure Committee in the Rayburn House Office Building on Feb. 6.

March 4: FAA audit slams Boeing and Spirit

After a six-week audit of Boeing and Spirit, the FAA says it "found multiple instances where the companies allegedly failed to comply with manufacturing quality control requirements."

The FAA cites problems in numerous areas, including "manufacturing process control, parts handling and storage, and product control."

The agency also cites an expert review panel's report on Boeing, which found "a disconnect between Boeing's senior management and other members of the organization on safety culture." The experts, who had been working on the federally mandated review before the door-plug incident, reported speaking with Boeing employees who doubted the company's systems could ensure open communication and non-retaliation; several also said that before their interview, they were briefed by Boeing's legal department.

March 6: NTSB says Boeing isn't sharing basic details

Jennifer Homendy, chair of the U.S. National Transportation Safety Board (NTSB), testifies before the Senate Commerce, Science and Transportation Committee on Capitol Hill on March 6. Homendy said Boeing has not fully cooperated with the NTSB investigation. Kevin Dietsch/Getty Images hide caption

Jennifer Homendy, chair of the U.S. National Transportation Safety Board (NTSB), testifies before the Senate Commerce, Science and Transportation Committee on Capitol Hill on March 6. Homendy said Boeing has not fully cooperated with the NTSB investigation.

Boeing hasn't shared key information — such as which workers were responsible for not reinstalling the door plug properly at its factory in Washington state, NTSB chair Jennifer Homendy tells the Senate Commerce Committee.

"It's absurd that two months later, we don't have that," Homendy says .

The NTSB wants details about who did the work on the door plug, and when.

"Boeing has not provided us with documents and information we have requested numerous times," Homendy tells lawmakers.

Boeing spokesman Connor Greenwood pushes back on that version of events.

"Early in the investigation, we provided the NTSB with names of Boeing employees, including door specialists, who we believed would have relevant information. We have now provided the full list of individuals on the 737 door team, in response to a recent request," Greenwood says in a message to NPR.

March 8: Boeing says it can't locate documents related to door plug

In a letter to Washington Sen. Maria Cantwell, Ziad Ojakli, Boeing's executive vice president of government operations, says employees looked "extensively" but could not find any documents on the "opening and closing of the door plug."

Ojakli also says Boeing has been transparent with the government's investigation, denying allegations that the company hasn't been fully cooperative.

March 9: A Boeing whistleblower is found dead

John Barnett, a former Boeing quality control manager who became a whistleblower, is found dead in Charleston, S.C. , where he once worked at Boeing's large 787 plant.

Police are investigating after finding Barnett dead in a vehicle. The coroner's office says he died "from what appears to be a self-inflicted gunshot wound."

Barnett was locked in a yearslong legal battle with Boeing. In a whistleblower complaint filed in early 2017, he accused his former employer of retaliating against him for raising safety concerns in the company's commercial airplanes.

"He was looking forward to having his day in court and hoped that it would force Boeing to change its culture," his family says in a statement.

March 12: NTSB sets date for investigative hearing; Boeing replies to FAA audit findings

An employee checks a Boeing 737 Max 9 airplane from a lift outside the company's factory, on March 14, 2019 in Renton, Wash. Stephen Brashear/Getty Images hide caption

An employee checks a Boeing 737 Max 9 airplane from a lift outside the company's factory, on March 14, 2019 in Renton, Wash.

The NTSB announces plans to hold an investigative hearing on Aug. 6 and 7 about its investigation "into how and why a door plug departed" from the passenger jet during flight.

The hearing will be livestreamed, featuring investigators, witnesses and others, the agency says .

On the same day, Boeing responds to the FAA audit's conclusions announced the previous week.

"FAA inspectors went deep into our Renton factories in January and February to audit our production and quality control," says Stan Deal, the CEO of Boeing's commercial airplanes division.

The "vast majority" of problems, he adds, pertained to situations where Boeing employees didn't follow the company's processes and procedures. Deal promises to focus on improving compliance by working with employees and conducting more internal audits. Of the expert review, he says Boeing's procedures were too complicated.

"If you spot an issue, you are fully empowered to report it through your manager or the Speak Up portal," Deal says.

Four of the biggest problems facing education—and four trends that could make a difference

Eduardo velez bustillo, harry a. patrinos.

In 2022, we published, Lessons for the education sector from the COVID-19 pandemic , which was a follow up to,  Four Education Trends that Countries Everywhere Should Know About , which summarized views of education experts around the world on how to handle the most pressing issues facing the education sector then. We focused on neuroscience, the role of the private sector, education technology, inequality, and pedagogy.

Unfortunately, we think the four biggest problems facing education today in developing countries are the same ones we have identified in the last decades .

1. The learning crisis was made worse by COVID-19 school closures

Low quality instruction is a major constraint and prior to COVID-19, the learning poverty rate in low- and middle-income countries was 57% (6 out of 10 children could not read and understand basic texts by age 10). More dramatic is the case of Sub-Saharan Africa with a rate even higher at 86%. Several analyses show that the impact of the pandemic on student learning was significant, leaving students in low- and middle-income countries way behind in mathematics, reading and other subjects.  Some argue that learning poverty may be close to 70% after the pandemic , with a substantial long-term negative effect in future earnings. This generation could lose around $21 trillion in future salaries, with the vulnerable students affected the most.

2. Countries are not paying enough attention to early childhood care and education (ECCE)

At the pre-school level about two-thirds of countries do not have a proper legal framework to provide free and compulsory pre-primary education. According to UNESCO, only a minority of countries, mostly high-income, were making timely progress towards SDG4 benchmarks on early childhood indicators prior to the onset of COVID-19. And remember that ECCE is not only preparation for primary school. It can be the foundation for emotional wellbeing and learning throughout life; one of the best investments a country can make.

3. There is an inadequate supply of high-quality teachers

Low quality teaching is a huge problem and getting worse in many low- and middle-income countries.  In Sub-Saharan Africa, for example, the percentage of trained teachers fell from 84% in 2000 to 69% in 2019 . In addition, in many countries teachers are formally trained and as such qualified, but do not have the minimum pedagogical training. Globally, teachers for science, technology, engineering, and mathematics (STEM) subjects are the biggest shortfalls.

4. Decision-makers are not implementing evidence-based or pro-equity policies that guarantee solid foundations

It is difficult to understand the continued focus on non-evidence-based policies when there is so much that we know now about what works. Two factors contribute to this problem. One is the short tenure that top officials have when leading education systems. Examples of countries where ministers last less than one year on average are plentiful. The second and more worrisome deals with the fact that there is little attention given to empirical evidence when designing education policies.

To help improve on these four fronts, we see four supporting trends:

1. Neuroscience should be integrated into education policies

Policies considering neuroscience can help ensure that students get proper attention early to support brain development in the first 2-3 years of life. It can also help ensure that children learn to read at the proper age so that they will be able to acquire foundational skills to learn during the primary education cycle and from there on. Inputs like micronutrients, early child stimulation for gross and fine motor skills, speech and language and playing with other children before the age of three are cost-effective ways to get proper development. Early grade reading, using the pedagogical suggestion by the Early Grade Reading Assessment model, has improved learning outcomes in many low- and middle-income countries. We now have the tools to incorporate these advances into the teaching and learning system with AI , ChatGPT , MOOCs and online tutoring.

2. Reversing learning losses at home and at school

There is a real need to address the remaining and lingering losses due to school closures because of COVID-19.  Most students living in households with incomes under the poverty line in the developing world, roughly the bottom 80% in low-income countries and the bottom 50% in middle-income countries, do not have the minimum conditions to learn at home . These students do not have access to the internet, and, often, their parents or guardians do not have the necessary schooling level or the time to help them in their learning process. Connectivity for poor households is a priority. But learning continuity also requires the presence of an adult as a facilitator—a parent, guardian, instructor, or community worker assisting the student during the learning process while schools are closed or e-learning is used.

To recover from the negative impact of the pandemic, the school system will need to develop at the student level: (i) active and reflective learning; (ii) analytical and applied skills; (iii) strong self-esteem; (iv) attitudes supportive of cooperation and solidarity; and (v) a good knowledge of the curriculum areas. At the teacher (instructor, facilitator, parent) level, the system should aim to develop a new disposition toward the role of teacher as a guide and facilitator. And finally, the system also needs to increase parental involvement in the education of their children and be active part in the solution of the children’s problems. The Escuela Nueva Learning Circles or the Pratham Teaching at the Right Level (TaRL) are models that can be used.

3. Use of evidence to improve teaching and learning

We now know more about what works at scale to address the learning crisis. To help countries improve teaching and learning and make teaching an attractive profession, based on available empirical world-wide evidence , we need to improve its status, compensation policies and career progression structures; ensure pre-service education includes a strong practicum component so teachers are well equipped to transition and perform effectively in the classroom; and provide high-quality in-service professional development to ensure they keep teaching in an effective way. We also have the tools to address learning issues cost-effectively. The returns to schooling are high and increasing post-pandemic. But we also have the cost-benefit tools to make good decisions, and these suggest that structured pedagogy, teaching according to learning levels (with and without technology use) are proven effective and cost-effective .

4. The role of the private sector

When properly regulated the private sector can be an effective education provider, and it can help address the specific needs of countries. Most of the pedagogical models that have received international recognition come from the private sector. For example, the recipients of the Yidan Prize on education development are from the non-state sector experiences (Escuela Nueva, BRAC, edX, Pratham, CAMFED and New Education Initiative). In the context of the Artificial Intelligence movement, most of the tools that will revolutionize teaching and learning come from the private sector (i.e., big data, machine learning, electronic pedagogies like OER-Open Educational Resources, MOOCs, etc.). Around the world education technology start-ups are developing AI tools that may have a good potential to help improve quality of education .

After decades asking the same questions on how to improve the education systems of countries, we, finally, are finding answers that are very promising.  Governments need to be aware of this fact.

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Consultant, Education Sector, World Bank

Senior Adviser, Education

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'3 Body Problem': What to Know About the Netflix Series

You can watch the first season of the sci-fi drama now.

Netflix's new sci-fi series,  3 Body Problem , debuted on Thursday and, yes, dedicated binge-watchers, the entire first season is available now.

Based on a trilogy by Chinese novelist Liu Cixin, the Netflix show in part sets the story in 1960s China, where a young woman's fateful decision "reverberates across space and time into the present day." Mystery is a layer of the eight-episode series, which comes from Game of Thrones co-creators David Benioff and D.B. Weiss, and True Blood producer Alexander Woo.

Netflix's sci-fi offering is complex, spanning multiple genres and transporting viewers to various periods and locations, from China during the  Cultural Revolution to the present-day UK and into a strange virtual reality game. A plot synopsis teases danger to mankind: "When the laws of nature inexplicably unravel before their eyes, a close-knit group of brilliant scientists join forces with an unorthodox detective to confront the greatest threat in humanity's history." 

With big stakes, recognizable cast members from Thrones and plenty of intrigue, here are some more details on the thought-provoking show that may soon hold your attention.

When will the series come out? 

You can stream the full first season of 3 Body Problem now. All eight episodes dropped at midnight PT on Thursday.

Carries 3 Body Problem

Netflix's plans currently range from $7 to $23 a month. If you opt for the $7 a month plan, note that it'll include ads and some titles on the platform will be locked due to licensing restrictions. No Hard Feelings, starring Jennifer Lawrence, and Spider-Man: Across the Spider-Verse are examples of movies you can't currently access with ad-based Netflix. Read more about the streaming service in  our review .

Meanwhile, another Three-Body Problem adaptation -- the Tencent-produced, 30-episode offering Three-Body -- is available now on Peacock .

What's the series about?

Netflix's adaptation will explore how humanity responds to an existential threat. Though you don't have to be up to date with Liu Cixin's book trilogy, season 1 of the show adapts the first novel -- The Three-Body Problem -- bringing in elements from the second and third books in The Remembrance of Earth's Past series. Slight spoiler (seriously, skip this next line if you don't want to know more about what threat humanity is in for): In the books, an alien civilization wants to invade Earth, and some humans decide to fight and others decide to welcome the extraterrestrial beings. 

3 Body Problem shares cast members with Thrones, including John Bradley, Liam Cunningham and Jonathan Pryce. In an interview with ABC News , Bradley, who plays a member of a tight-knit circle known as the "Oxford Five" in 3 Body Problem, said with the show's virtual reality device, "You can plant your characters in any point in history or the future and any place in the world." So expect to be kept on your (hopefully cozy and blanket-covered) toes. 

Fans of the book will note various differences between the show and the source material. While the original novels are written in Chinese and contain mostly Chinese characters, this TV version has been broadened to appeal to a wider international audience. Additionally, viewers should know the creative team received Cixin's approval to move forward with -- and alter -- the new Netflix story.

In an interview with SXSW , Benioff said, "The first scene of the show is very similar to the first scene of the novel and the last scene is very similar to the last scene. In between, there's all sorts of deviations … we brought in some stuff from book two, we brought in stuff from book three, there's some stuff we invented." Benioff said they aimed to be true to what the books made them feel: "Wow, the universe is a lot bigger than we thought about before, we're almost certainly not alone in the universe and that might not be a good thing," Benioff said.

Who's in the cast

Here's the rest of the large cast: Jovan Adepo, Rosalind Chao, Eiza González, Jess Hong, Marlo Kelly, Alex Sharp, Sea Shimooka, Zine Tseng, Saamer Usmani and Marvel actor Benedict Wong.

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