problem solving techniques names

35 problem-solving techniques and methods for solving complex problems

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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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What is Problem Solving? (Steps, Techniques, Examples)

By Status.net Editorial Team on May 7, 2023 — 5 minutes to read

What Is Problem Solving?

Definition and importance.

Problem solving is the process of finding solutions to obstacles or challenges you encounter in your life or work. It is a crucial skill that allows you to tackle complex situations, adapt to changes, and overcome difficulties with ease. Mastering this ability will contribute to both your personal and professional growth, leading to more successful outcomes and better decision-making.

Problem-Solving Steps

The problem-solving process typically includes the following steps:

Identify the issue : Recognize the problem that needs to be solved.
Analyze the situation : Examine the issue in depth, gather all relevant information, and consider any limitations or constraints that may be present.
Generate potential solutions : Brainstorm a list of possible solutions to the issue, without immediately judging or evaluating them.
Evaluate options : Weigh the pros and cons of each potential solution, considering factors such as feasibility, effectiveness, and potential risks.
Select the best solution : Choose the option that best addresses the problem and aligns with your objectives.
Implement the solution : Put the selected solution into action and monitor the results to ensure it resolves the issue.
Review and learn : Reflect on the problem-solving process, identify any improvements or adjustments that can be made, and apply these learnings to future situations.

Defining the Problem

To start tackling a problem, first, identify and understand it. Analyzing the issue thoroughly helps to clarify its scope and nature. Ask questions to gather information and consider the problem from various angles. Some strategies to define the problem include:

Brainstorming with others
Asking the 5 Ws and 1 H (Who, What, When, Where, Why, and How)
Analyzing cause and effect
Creating a problem statement

Generating Solutions

Once the problem is clearly understood, brainstorm possible solutions. Think creatively and keep an open mind, as well as considering lessons from past experiences. Consider:

Creating a list of potential ideas to solve the problem
Grouping and categorizing similar solutions
Prioritizing potential solutions based on feasibility, cost, and resources required
Involving others to share diverse opinions and inputs

Evaluating and Selecting Solutions

Evaluate each potential solution, weighing its pros and cons. To facilitate decision-making, use techniques such as:

SWOT analysis (Strengths, Weaknesses, Opportunities, Threats)
Decision-making matrices
Pros and cons lists
Risk assessments

After evaluating, choose the most suitable solution based on effectiveness, cost, and time constraints.

Implementing and Monitoring the Solution

Implement the chosen solution and monitor its progress. Key actions include:

Communicating the solution to relevant parties
Setting timelines and milestones
Assigning tasks and responsibilities
Monitoring the solution and making adjustments as necessary
Evaluating the effectiveness of the solution after implementation

Utilize feedback from stakeholders and consider potential improvements. Remember that problem-solving is an ongoing process that can always be refined and enhanced.

Problem-Solving Techniques

During each step, you may find it helpful to utilize various problem-solving techniques, such as:

Brainstorming : A free-flowing, open-minded session where ideas are generated and listed without judgment, to encourage creativity and innovative thinking.
Root cause analysis : A method that explores the underlying causes of a problem to find the most effective solution rather than addressing superficial symptoms.
SWOT analysis : A tool used to evaluate the strengths, weaknesses, opportunities, and threats related to a problem or decision, providing a comprehensive view of the situation.
Mind mapping : A visual technique that uses diagrams to organize and connect ideas, helping to identify patterns, relationships, and possible solutions.

Brainstorming

When facing a problem, start by conducting a brainstorming session. Gather your team and encourage an open discussion where everyone contributes ideas, no matter how outlandish they may seem. This helps you:

Generate a diverse range of solutions
Encourage all team members to participate
Foster creative thinking

When brainstorming, remember to:

Reserve judgment until the session is over
Encourage wild ideas
Combine and improve upon ideas

Root Cause Analysis

For effective problem-solving, identifying the root cause of the issue at hand is crucial. Try these methods:

5 Whys : Ask “why” five times to get to the underlying cause.
Fishbone Diagram : Create a diagram representing the problem and break it down into categories of potential causes.
Pareto Analysis : Determine the few most significant causes underlying the majority of problems.

SWOT Analysis

SWOT analysis helps you examine the Strengths, Weaknesses, Opportunities, and Threats related to your problem. To perform a SWOT analysis:

List your problem’s strengths, such as relevant resources or strong partnerships.
Identify its weaknesses, such as knowledge gaps or limited resources.
Explore opportunities, like trends or new technologies, that could help solve the problem.
Recognize potential threats, like competition or regulatory barriers.

SWOT analysis aids in understanding the internal and external factors affecting the problem, which can help guide your solution.

Mind Mapping

A mind map is a visual representation of your problem and potential solutions. It enables you to organize information in a structured and intuitive manner. To create a mind map:

Write the problem in the center of a blank page.
Draw branches from the central problem to related sub-problems or contributing factors.
Add more branches to represent potential solutions or further ideas.

Mind mapping allows you to visually see connections between ideas and promotes creativity in problem-solving.

Examples of Problem Solving in Various Contexts

In the business world, you might encounter problems related to finances, operations, or communication. Applying problem-solving skills in these situations could look like:

Identifying areas of improvement in your company’s financial performance and implementing cost-saving measures
Resolving internal conflicts among team members by listening and understanding different perspectives, then proposing and negotiating solutions
Streamlining a process for better productivity by removing redundancies, automating tasks, or re-allocating resources

In educational contexts, problem-solving can be seen in various aspects, such as:

Addressing a gap in students’ understanding by employing diverse teaching methods to cater to different learning styles
Developing a strategy for successful time management to balance academic responsibilities and extracurricular activities
Seeking resources and support to provide equal opportunities for learners with special needs or disabilities

Everyday life is full of challenges that require problem-solving skills. Some examples include:

Overcoming a personal obstacle, such as improving your fitness level, by establishing achievable goals, measuring progress, and adjusting your approach accordingly
Navigating a new environment or city by researching your surroundings, asking for directions, or using technology like GPS to guide you
Dealing with a sudden change, like a change in your work schedule, by assessing the situation, identifying potential impacts, and adapting your plans to accommodate the change.
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36 Problem-solving techniques, methods and tools

When it comes to solving problems, getting ideas is the easy part.

But businesses often forget the other four stages of the problem-solving process that will allow them to find the best solution.

Instead of jumping straight to idea generation, your problem-solving framework should look like this:

Identify the problem
Reveal why it has occurred
Brainstorm ideas
Select the best solution

See how idea generation doesn’t appear until stage 3?!

In this extensive resource, we provide techniques, methodologies and tools to guide you through every stage of the problem-solving process.

Once you’ve finished reading, you’ll possess an extensive problem-solving arsenal that will enable you to overcome your biggest workplace challenges.

11 Problem-solving techniques for clarity and confidence

Before we dive into more comprehensive methodologies for solving problems, there are a few basic techniques you should know.

The following techniques will set you up for a successful problem-solving session with your team, allowing you to take on your biggest challenges with clarity and confidence. ‍

1. Take a moment, take a breath

When a problem or challenge arises, it’s normal to act too quickly or rely on solutions that have worked well in the past. This is known as entrenched thinking.

But acting impulsively, without prior consideration or planning, can cause you to misunderstand the issue and overlook possible solutions to the problem.

Therefore, the first thing you should always do when you encounter a problem is: breathe in and out.

Take a step back and make a clear plan of action before you act. This will help you to take rational steps towards solving a problem. ‍

2. Ask questions to understand the full extent of the issue

Another common mistake people make when attempting to solve a problem is taking action before fully understanding the problem.

Before committing to a theory, ask enough questions to unearth the true root of the issue.

Later in this article, we cover The 5 Why’s problem-solving methodology which you can use to easily identify the root of your problem. Give this a go at your next meeting and see how your initial understanding of a problem can often be wrong. ‍

3. Consider alternative perspectives

A common problem-solving issue is that of myopia—a narrow-minded view or perception of the problem. Myopia can occur when you’re too involved with the problem or your team isn’t diverse enough.

To give yourself the best chance of resolving a problem, gain insight from a wide range of sources. Collaborate with key stakeholders, customers and on-the-ground employees to learn how the problem affects them and whether they have found workarounds or solutions.

To paint the broadest picture, don’t limit your problem-solving team to a specific archetype. Try to include everyone, from the chief executive to the office janitor.

If you’re working with a small team, try the Flip It! problem-solving methodology to view the issue from a fresh angle. ‍

4. Make your office space conducive to problem-solving

The environment in which your host your brainstorming sessions should maximise creativity . When your team members trust each other and feel relaxed, they’re more likely to come up with innovative ideas and solutions to a problem.

Here are a few ways to get your employees’ creative juices flowing:

Play team-building games that maximise trust and build interpersonal relationships
Improve your team’s problem-solving skills with games that encourage critical thinking
Redesign the office with comfortable furniture and collaborative spaces
Boost job satisfaction by creating a positive work-life balance
Improve collaborative skills and learn to resolve conflicts

World Café is a problem-solving method that creates a casual environment conducive to creative thinking.

Keep reading to learn more about how World Café can help your team solve complex organisational problems. ‍

5. Use problem-solving methodologies to guide the process

Because problem-solving is a creative process, it can be hard to keep it on track. As more ideas get banded around, conflicts can arise that derail the session.

That’s why problem-solving methodologies are so helpful. They offer you proven problem-solving frameworks to guide your group sessions and keep them on track.

The Six Thinking Hats problem-solving method is a popular technique that guides the process and helps your team analyse a problem from all angles.

We’re going to take a look at our favourite problem-solving methodologies in the next section of this article, XY Tried and tested problem-solving methodologies. ‍

6. Use analogies to solve complex problems

Sometimes, solving a different problem can help you uncover solutions to another problem!

By stripping back a complex issue and framing it as a simplified analogy , you approach a problem from a different angle, enabling you to come up with alternative ideas.

After solving practice problems, your team might be more aptly equipped to solve real-world issues.

However, coming up with an analogy that reflects your issue can be difficult, so don’t worry if this technique doesn’t work for you.

The Speed Boat diagram is a visual tool that helps your employees view existing challenges as anchors holding back a boat which represents your end goals. By assigning a “weight” to each anchor, your team can prioritise which issues to tackle first. ‍

7. Establish clear constraints

Constraints make a big problem more approachable.

Before you tackle a problem, establish clear boundaries and codes of conduct for the session. This allows your team to focus on the current issue without becoming distracted or veering off on a tangent.

In an article published in the Harvard Business Review, authors Oguz A. Acar, Murat Tarakci, and Daan van Knippenberg wrote, “Constraints … provide focus and a creative challenge that motivates people to search for and connect information from different sources to generate novel ideas for new products, services, or business processes.” (Why Constraints Are Good for Innovation, 2019)

Lightning Decision Jam is a prime example of how constraints can assist the creative process. Here, your team are given strict time constraints and isn’t permitted to discuss ideas until the end. ‍

8. Dislodge preconceived ideas

Humans are creatures of habit.

We defer to strategies that have produced positive results in the past. This is typically beneficial because recalling our previous successes means we don’t need to constantly re-learn similar tasks.

But when it comes to problem-solving, this way of thinking can trip us up. We become fixated on a solution that worked in the past, but when this fails we’re dismayed and left wondering what to do next.

To resolve problems effectively, your employees need to escape the precincts of their imaginations. This helps to eliminate functional fixedness—the belief that an item serves only its predefined function.

Alternative Application is an icebreaker game that encourages employees to think outside the box by coming up with different uses for everyday objects. Try this at your next meeting or team-building event and watch your team tap into their creativity. ‍

9. Level the playing field

Having a diverse group of employees at your brainstorming sessions is a good idea, but there’s one problem: the extroverted members of your team will be more vocal than the introverts.

To ensure you’re gaining insight from every member of your team, you need to give your quieter employees equal opportunities to contribute by eliminating personality biases.

Read more: What icebreaker games and questions work best for introverts?

The obvious solution, then, is to “silence” the louder participants (it’s not as sinister as it sounds, promise)—all you have to do is ban your team from debating suggestions during the ideation process.

The Lightning Decision Jam methodology gives your employees equal opportunities to contribute because much of the problem-solving process is carried out in silence. ‍

10. Take a break from the problem

Have you ever noticed how the best ideas seem to come when you’re not actively working on a problem? You may have spent hours slumped over your desk hashing out a solution, only for the “eureka!” moment to come when you’re walking your dog or taking a shower.

In James Webb Young’s book, A Technique for Producing Ideas , phase three of the process is “stepping away from the problem.” Young proclaims that after putting in the hard work, the information needs to ferment in the mind before any plausible ideas come to you.

So next time you’re in a meeting with your team trying to solve a problem, don’t panic if you don’t uncover groundbreaking ideas there and then. Allow everybody to mull over what they’ve learned, then reconvene at a later date.

The Creativity Dice methodology is a quick-fire brainstorming game that allows your team to incubate ideas while concentrating on another. ‍

11. Limit feedback sessions

The way your team delivers feedback at the end of a successful brainstorming session is critical. Left unsupervised, excessive feedback can undo all of your hard work.

Therefore, it’s wise to put a cap on the amount of feedback your team can provide. One great way of doing this is by using the One Breath Feedback technique.

By limiting your employees to one breath, they’re taught to be concise with their final comments.

16 Tried and tested problem-solving methodologies

Problem-solving methodologies keep your brainstorming session on track and encourage your team to consider all angles of the issue.

Countless methods have wiggled their way into the world of business, each one with a unique strategy and end goal.

Here are 12 of our favourite problem-solving methodologies that will help you find the best-fit solution to your troubles. ‍

12. Six Thinking Hats

Six Thinking Hats is a methodical problem-solving framework that helps your group consider all possible problems, causes, solutions and repercussions by assigning a different coloured hat to each stage of the problem-solving process.

The roles of each hat are as follows:

Blue Hat (Control): This hat controls the session and dictates the order in which the hats will be worn. When wearing the Blue Hat, your group will observe possible solutions, draw conclusions and define a plan of action.
Green Hat (Idea Generation): The Green Hat signifies creativity. At this stage of the methodology, your team will focus their efforts on generating ideas, imagining solutions and considering alternatives.
Red Hat (Intuition and Feelings): It’s time for your employees to communicate their feelings. Here, your team listen to their guts and convey their emotional impulses without justification.
Yellow Hat (Benefits and Values): What are the merits of each idea that has been put forward thus far? What positive impacts could they have?
Black or Grey Hat (Caution): What are the potential risks or shortcomings of each idea? What negative impacts could result from implicating each idea?
White Hat (Information and Data): While wearing The White Hat, your team must determine what information is needed and from where it can be obtained.

For Six Thinking Hats to work effectively, ensure your team acts within the confines of each role.

While wearing The Yellow Hat, for example, your team should only discuss the positives . Any negative implications should be left for the Black or Grey hat.

Note: Feel free to alter the hat colours to align with your cultural context. ‍

13. Lightning Decision Jam (LDJ)

Lightning Decision Jam is a nine-stage problem-solving process designed to uncover a variety of perspectives while keeping the session on track.

The process starts by defining a general topic like the internal design process, interdepartmental communication, the sales funnel, etc.

Then, armed with pens and post-it notes, your team will work through the nine stages in the following order:

Write problems (7 minutes)
Present problems (4 minutes/person)
Select problems (6 minutes)
Reframe the problems (6 minutes)
Offer solutions (7 minutes)
Vote on solutions (10 minutes)
Prioritise solutions (30 seconds)
Decide what to execute (10 minutes)
Create task lists (5 minutes)

The philosophy behind LDJ is that of constraint. By limiting discussion, employees can focus on compiling ideas and coming to democratic decisions that benefit the company without being distracted or going off on a tangent. ‍

14. The 5 Why’s

Root Cause Analysis (RCA) is the process of unearthing a problem and finding the underlying cause. To help you through this process, you can use The 5 Why’s methodology.

The idea is to ask why you’re experiencing a problem, reframe the problem based on the answer, and then ask “ why?” again. If you do this five times , you should come pretty close to the root of your original challenge.

While this might not be a comprehensive end-to-end methodology, it certainly helps you to pin down your core challenges. ‍

15. World Café

If you’ve had enough of uninspiring corporate boardrooms, World Café is the solution.

This problem-solving strategy facilitates casual conversations around given topics, enabling players to speak more openly about their grievances without the pressure of a large group.

Here’s how to do it:

Create a cosy cafe-style setting (try to have at least five or six chairs per table).
As a group, decide on a core problem and mark this as the session topic.
Divide your group into smaller teams by arranging five or six players at a table.
Assign each group a question that pertains to the session topic, or decide on one question for all groups to discuss at once.
Give the groups about 20 minutes to casually talk over each question.
Repeat this with about three or four different questions, making sure to write down key insights from each group.
Share the insights with the whole group.

World Café is a useful way of uncovering hidden causes and pitfalls by having multiple simultaneous conversations about a given topic. ‍

16. Discovery and Action Dialogue (DAD)

Discovery and Actions Dialogues are a collaborative method for employees to share and adopt personal behaviours in response to a problem.

This crowdsourcing approach provides insight into how a problem affects individuals throughout your company and whether some are better equipped than others.

A DAD session is guided by a facilitator who asks seven open-ended questions in succession. Each person is given equal time to participate while a recorder takes down notes and valuable insights.

This is a particularly effective method for uncovering preexisting ideas, behaviours and solutions from the people who face problems daily. ‍

17. Design Sprint 2.0

The Design Sprint 2.0 model by Jake Knapp helps your team to focus on finding, developing measuring a solution within four days . Because theorising is all well and good, but sometimes you can learn more by getting an idea off the ground and observing how it plays out in the real world.

Here’s the basic problem-solving framework:

Day 1: Map out or sketch possible solutions
Day 2: Choose the best solutions and storyboard your strategy going forward
Day 3: Create a living, breathing prototype
Day 4: Test and record how it performs in the real world

This technique is great for testing the viability of new products or expanding and fixing the features of an existing product. ‍

18. Open Space Technology

Open Space Technology is a method for large groups to create a problem-solving agenda around a central theme. It works best when your group is comprised of subject-matter experts and experienced individuals with a sufficient stake in the problem.

Open Space Technology works like this:

Establish a core theme for your team to centralise their efforts.
Ask the participants to consider their approach and write it on a post-it note.
Everybody writes a time and place for discussion on their note and sticks it to the wall.
The group is then invited to join the sessions that most interest them.
Everybody joins and contributes to their chosen sessions
Any significant insights and outcomes are recorded and presented to the group.

This methodology grants autonomy to your team and encourages them to take ownership of the problem-solving process. ‍

19. Round-Robin Brainstorming Technique

While not an end-to-end problem-solving methodology, the Round-Robin Brainstorming Technique is an effective way of squeezing every last ounce of creativity from your ideation sessions.

Here’s how it works:

Decide on a problem that needs to be solved
Sitting in a circle, give each employee a chance to offer an idea
Have somebody write down each idea as they come up
Participants can pass if they don’t have anything to contribute
The brainstorming session ends once everybody has passed

Once you’ve compiled a long list of ideas, it’s up to you how you move forward. You could, for example, borrow techniques from other methodologies, such as the “vote on solutions” phase of the Lightning Decision Jam. ‍

20. Failure Modes and Effects Analysis (FMEA)

Failure Modes and Effects Analysis is a method for preventing and mitigating problems within your business processes.

This technique starts by examining the process in question and asking, “What could go wrong?” From here, your team starts to brainstorm a list of potential failures.

Then, going through the list one by one, ask your participants, “Why would this failure happen?”

Once you’ve answered this question for each list item, ask yourselves, “What would the consequences be of this failure?”

This proactive method focuses on prevention rather than treatment. Instead of waiting for a problem to occur and reacting, you’re actively searching for future shortcomings. ‍

21. Flip It!

The Flip It! Methodology teaches your team to view their concerns in a different light and frame them instead as catalysts for positive change.

The game works like this:

Select a topic your employees are likely to be concerned about, like market demand for your product or friction between departments.
Give each participant a pile of sticky notes and ask them to write down all their fears about the topic.
Take the fears and stick them to an area of the wall marked “fears.”
Then, encourage your team to look at these fears and ask them to reframe them as “hope” by writing new statements on different sticky notes.
Take these “hope” statements and stick them to an area of the wall marked “hope.”
Discuss the statements, then ask them to vote on the areas they feel they can start to take action on. They can do this by drawing a dot on the corner of the sticky note.
Move the notes with the most votes to a new area of the wall marked “traction.”
Discuss the most popular statements as a group and brainstorm actionable items related to each.
Write down the actions that need to be made and discuss them again as a group.

This brainstorming approach teaches your employees the danger of engrained thinking and helps them to reframe their fears as opportunities. ‍

22. The Creativity Dice

The Creativity Dice teaches your team to incubate ideas as they focus on different aspects of a problem. As we mentioned earlier in the article, giving ideas time to mature can be a highly effective problem-solving strategy. Here’s how the game works:

Choose a topic to focus on, It can be as specific or open-ended as you like. Write this down as a word or sentence. Roll the die, start a timer of three minutes and start writing down ideas within the confines of what that number resembles. The roles of each number are as follows:

Specification: Write down goals you want to achieve.
Investigation: Write down existing factual information you know about the topic.
Ideation: Write down creative or practical ideas related to the topic.
Incubation: Do something else unrelated to the problem.
Iteration: Look at what you’ve already written and come up with related ideas (roll again if you didn’t write anything yet). ‍
Integration: Look at everything you have written and try to create something cohesive from your ideas like a potential new product or actionable next step.

Once you’ve finished the activity, review your findings and decide what you want to take with you. ‍

23. SWOT Analysis

The SWOT Analysis is a long-standing method for analysing the current state of your business and considering how this affects the desired end state.

The basic idea is this:

Before the meeting, come up with a “Desired end state” and draw a picture that represents this on a flipchart or whiteboard.
Divide a large piece of paper into quadrants marked “Strengths”, “Weaknesses”, “Opportunities” and “Threats.”
Starting with “Strengths”, work through the quadrants, coming up with ideas that relate to the desired end state.
Ask your team to vote for the statements or ideas of each category that they feel are most relevant to the desired end state.
As a group, discuss the implications that these statements have on the desired end state. Spark debate by asking thought-provoking and open-ended questions.

The SWOT Analysis is an intuitive method for understanding which parts of your business could be affecting your long-term goals. ‍

24. The Journalistic Six

When learning to cover every aspect of a story, journalists are taught to ask themselves six essential questions:

Now, this approach has been adopted by organisations to help understand every angle of a problem. All you need is a clear focus question, then you can start working through the six questions with your team until you have a 360-degree view of what has, can and needs to be done. ‍

25. Gamestorming

Gamestorming is a one-stop creative-thinking framework that uses various games to help your team come up with innovative ideas.

Originally published as a book 10 years ago, Gamestorming contained a selection of creative games used by Silicon Valley’s top-performing businesses to develop groundbreaking products and services.

This collection of resources, plucked from the minds of founders and CEOs like Jeff Bezos and Steve Jobs, allows you to tap into the potentially genius ideas lying dormant in the minds of your employees. ‍

26. Four-Step Sketch

The Four-Step Sketch is a visual brainstorming that provides an alternative to traditional discussion-based ideation techniques .

This methodology requires prior discussion to clarify the purpose of the activity. Imagine you’re on a startup retreat , for example, and your team is taking part in a design sprint or hackathon.

Once you’ve brainstormed a list of ideas with your team, participants can look at the suggestions and take down any relevant notes. They then take these notes and turn them into rough sketches that resemble the idea.

Then, as a warm-up, give each participant eight minutes to produce eight alternative sketches (eight minutes per sketch) of the idea. These ideas are not to be shared with the group.

Finally, participants create new sketches based on their favourite ideas and share them with the group. The group can then vote on the ideas they think offer the best solution. ‍

27. 15% Solutions

15% Solutions is a problem-solving strategy for motivating and inspiring your employees. By encouraging your team to gain small victories, you pave the way for bigger changes.

First, ask your participants to think about things they can personally do within the confines of their role.

Then, arrange your team into small groups of three to four and give them time to share their ideas and consult with each other.

This simple problem-solving process removes negativity and powerlessness and teaches your team to take responsibility for change.

9 Problem-solving tools for gathering and selecting ideas

Problem-solving tools support your meeting with easy-to-use graphs, visualisations and techniques.

By implementing a problem-solving tool, you break the cycle of mundane verbal discussion, enabling you to maintain engagement throughout the session. ‍

28. Fishbone Diagram

The Fishbone Diagram (otherwise known as the Ishikawa Diagram or Cause and Effect Diagram), is a tool for identifying the leading causes of a problem. You can then consolidate these causes into a comprehensive “Problem Statement.”

The term “Fishbone Diagram” is derived from the diagram’s structure. The problem itself forms the tail, possible causes radiate from the sides to form the fish skeleton while the final “Problem Statement” appears as the “head” of the fish.

Example: A fast-food chain is investigating the declining quality of their food. As the team brainstorms potential causes, they come up with reasons like “poorly trained personnel”, “lack of quality control”, and “incorrect quantity of spices.” Together with other causes, the group summarises that these problems lead to “bad burgers.” They write this as the Problem Statement and set about eliminating the main contributing factors. ‍

29. The Problem Tree

A Problem Tree is a useful tool for assessing the importance or relevance of challenges concerning the core topic. If you’re launching a new product, for example, gather your team and brainstorm the current issues, roadblocks and bottlenecks that are hindering the process.

Then, work together to decide which of these are most pressing. Place the most relevant issues closer to the core topic and less relevant issues farther away. ‍

30. SQUID Diagram

The Squid Diagram is an easy-to-use tool that charts the progress of ideas and business developments as they unfold. Your SQUID Diagram can remain on a wall for your team to add to over time.

Write down a core theme on a sticky note such as “customer service” or “Innovation”—this will be the “head” of your SQUID.
Hand two sets of different coloured sticky notes to your participants and choose one colour to represent “questions” and the other to represent “answers.”
Ask your team to write down questions pertaining to the success of the main topic. In the case of “Innovation,” your team might write things like “How can we improve collaboration between key stakeholders?”
Then, using the other coloured sticky notes, ask your team to write down possible answers to these questions. In the example above, this might be “Invest in open innovation software.”
Over time, you’ll develop a spawling SQUID Diagram that reflects the creative problem-solving process. ‍

31. The Speed Boat

The Speed Boat Diagram is a visual metaphor used to help your team identify and solve problems in the way of your goals.

Here’s how it works:

Draw a picture of a boat and name it after the core objective.
With your team, brainstorm things that are slowing progress and draw each one as an anchor beneath the boat.
Discuss possible solutions to each problem on the diagram.

This is an easy-to-use tool that sparks creative solutions. If you like, your team can assign a “weight” to each anchor which determines the impact each problem has on the end goal. ‍

32. The LEGO Challenge

LEGO is an excellent creative-thinking and problem-solving tool used regularly by event facilitators to help teams overcome challenges.

In our article 5 and 10-minute Team-Building Activities , we introduce Sneak a Peek —a collaborative team-building game that develops communication and leadership skills. ‍

33. The Three W’s: What? So What? Now What?

Teams aren’t always aligned when it comes to their understanding of a problem. While the problem remains the same for everyone, they might have differing opinions as to how it occurred at the implications it had.

Asking “ What? So What? Now What?” Helps you to understand different perspectives around a problem.

It goes like this:

Alone or in small groups, ask your employees to consider and write What happened. This should take between five and 10 minutes.
Then ask So What? What occurred because of this? Why was what happened important? What might happen if this issue is left unresolved?
Finally, ask your team Now What? What might be a solution to the problem? What actions do you need to take to avoid this happening again?

This approach helps your team understand how problems affect individuals in different ways and uncovers a variety of ways to overcome them. ‍

34. Now-How-Wow Matrix

Gathering ideas is easy—but selecting the best ones? That’s a different story.

If you’ve got a bunch of ideas, try the Now-How-Wow Matrix to help you identify which ones you should implement now and which ones should wait until later.

Simply draw a two-axis graph with “implementation difficulty” on the Y axis and “idea originality” on the X axis. Divide this graph into quadrants and write “Now!” in the bottom left panel, “Wow!” in the bottom right panel, and “How?” in the top right panel. You can leave the top left panel blank.

Then, take your ideas and plot them on the graph depending on their implementation difficulty and level of originality.

By the end, you’ll have a clearer picture of which ideas to ignore, which ones to implement now, and which ones to add to the pipeline for the future. ‍

35. Impact-Effort Matrix

The Impact-Effort Matrix is a variation of the Now-How-Wow Matrix where the Y axis is marked “Impact” and the X axis is marked “Effort.”

Then, divide the graph into quadrants and plot your ideas.

Top left section = Excellent, implement immediately
Top right section = Risky, but worth a try
Bottom left section = Low risk, but potentially ineffective
Bottom right section = Bad idea, ignore

The Impact-Effort Matrix is a simple way for your team to weigh the benefits of an idea against the amount of investment required. ‍

36. Dot Voting

Once you’ve gathered a substantial list of ideas from your employees, you need to sort the good from the bad.

Dot voting is a simple tool used by problem-solving facilitators as a fast and effective way for large groups to vote on their favourite ideas . You’ll have seen this method used in problem-solving methods like Flip It! and Lightning Decision Jam .

Participants write their ideas on sticky notes and stick them to the wall or a flipchart.
When asked, participants draw a small dot on the corner of the idea they like the most.
Participants can be given as many votes as necessary.
When voting ends, arrange the notes from “most popular” to “least popular.”

This provides an easy-to-use visual representation of the best and worst ideas put forward by your team.

Give your problems the attention they deserve at an offsite retreat

While working from home or at the office, your team is often too caught up in daily tasks to take on complex problems.

By escaping the office and uniting at an offsite location, you can craft a purposeful agenda of team-building activities and problem-solving sessions. This special time away from the office can prove invaluable when it comes to keeping your business on track.

If you have problems that need fixing (who doesn’t?), reach out to Surf Office and let us put together a fully-customised offsite retreat for you.

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Art of Problem Solving: 11 Brilliant Problem Solving Methods and Techniques Nobody Taught You

No one likes problems, especially at work. However, they’re part of our everyday work routine. If you take a look at job ads online, many of them will list “problem solvin g techniques” as a necessity for the job role. The truth is that every job in the world requires the art of problem solving.

From managing tasks to managing people, we don’t like feeling stuck, at work or outside of it. The good news is, that there are lots of tried and tested problem solving techniques that you can use to easily solve difficult situations at work or in your personal life.

11 Problem solving techniques and methods

Here are some of those problem solving methods and how you can use them in practice.

Let’s start with the basics. No matter how bad the problem or how serious the situation is, you can do one simple thing: breathe in, breathe out, and let’s begin with the art of problem solving.

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Art of problem solving

Most people get stressed out at the mere mention of a problem. They feel like they need to come up with an answer immediately; they look for someone to blame, and they want a quick and easy exit. All of a sudden, facing a problem becomes a problem of its own.

For this very reason, it’s important to slow down and take a breather. When we are stressed out, we make one critical mistake—we resort to something called binary problem-solving . In other words, we limit our options by trying out proven problem solving techniques instead of something new and more efficient.

For this reason alone, slow down and breathe; you will come up with more ways to tackle a problem.

11 Brilliant problem-solving techniques nobody taught you Click To Tweet

Ask great questions

Asking questions is part of the pre-problem-solving stage. When you ask questions, your brain can come up with different scenarios and ways to make a decision. For example, a child will usually ask questions like “What if,” “Why not,” “Can we?,” “How about?” and many others. What rules should you break? Are there any beliefs we should drop? The more questions you ask, the easier it will be to find a solution to your problem.

Don’t just trust yourself

One of the many reasons why problems come up and stay unsolved is because we are too lazy or busy to distance ourselves from them. In other words, we just think from our own perspective instead of zooming out and looking at the bigger picture , where we can utilize our problem solving techniques.

For example, if you’re in our industry (SaaS), you may have a situation where people sign up for your app and disappear after the trial period. Sure, you could try generating more traffic to your website , but there are other things you can do. Here are some questions you can ask yourself:

Has my business industry changed?
Does my app really meet my customers’ needs?
Does my sales strategy need improvement?

In another scenario, your employee shows up late for work, despite several of your warnings. Before taking any actions, try to understand their perspective and ask yourself the following questions:

Do they have any non-work-related problems in their life?
What is (literally) stopping them from getting to work?
How can I help them with problems solving?

Both situations have one thing in common – they look at the big picture before trying to tackle a specific problem.

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Do some heavy brainstorming to help the problem solving process.

A brainstorming session is one of the most effective ways to learn the art of problem solving. The gist of it is to generate as many ideas as you can and in the problem solving process, come up with a way to solve a problem. Of course, the prerequisite for any brainstorming session is a nonjudgmental, friendly environment.

If you want to brainstorm like a pro, you need to take the following steps:

HMW or How Might We

Start the session with a question such as “How might we…?” to inspire creativity among your team. The question should be open enough to inspire and foster creativity. However, it should also be focused and narrow enough to keep your session participants focused on the problem at hand.

Write down everything

Every member of your brainstorming session should write down all of their ideas, either on a board or on sticky notes. Once you have all of your ideas, put them down on a common board. If you are unable to generate sufficient ideas, repeat the session with the same question to master the art of problem solving.

Discuss your ideas

To discuss each of the ideas you and your team came up with, use phrases like “I like…”, “I wish…”, “What if…”, and others.

Select the best ideas

Now that you have all of your ideas in one place, it’s time to find the best one. For example, you could let the participants vote using sticky notes. You can also create buckets for ideas, such as “Rational choice”, “The best solution for everyone”, and others.

Using this approach, you’ll be able to save some ideas that at first seem crazy but actually make a lot of sense in the long run.

Figure out the problem-solving process

At this stage, you have your best brainstorming ideas. This is the time to choose the best ones and come up with a plan on how to bring them to life .

The Round-Robin technique for brainstorming

If traditional brainstorming just doesn’t work for you, there are other things you can try. If your team members sit and listen and hope that someone else will fix things for them, you need to try out the Round-Robin problem-solving method. In simple terms, this technique will require every participant to be actively involved in the brainstorming session. There is a lot of different brainstorming tools and apps .

There are just two rules:

– Participants take turns to contribute ideas, using the option to “pass” if they have nothing to contribute in that round.

– The brainstorming session is over once everyone makes a pass.

There is an ocean of creative problem-solving techniques for tackling any workplace issue Click To Tweet

The silent brainstorming technique

The problem with most brainstorming sessions is that the loudest people are the most likely to have their idea chosen as a solution. The quiet ones may have an excellent idea but they just sit around and never have a chance to be heard. You get the feeling that it’s more important to be active and loud than have a great idea.

If you see that happening a lot, maybe it’s time for a silent brainstorming session. You can make it happen online or in the office, the process is the same. The entire team develops ideas on their own and shares them without sitting at the same table. The main idea is that everyone’s opinion has the same weight. If you choose to do it online, it’s actually even easier to come up with a decision.

Six thinking hats

If you’re a fan of Harry Potter, you know the Sorting Hat very well. It’s a hat that students wear and it appoints them to a house in Hogwarts that best matches their personality. Along those lines, there is a technique that Edward de Bono came up with, called The six thinking hats . Using this problem solving technique, you can wear six different hats with six different perspectives.

Here are the hats that you can wear to learn the art of problem solving.

White hat. This is the neutral hat that uses facts and figures required to solve a problem. When the problem just comes up, this is the hat that you want to wear.
Red hat. This hat is all about emotion and intuition. When you wear this hat, you can show your gut reactions to ideas and freely express exactly how you feel.
Black hat. When you want to show caution and express a critical viewpoint, this is the hat you want to wear. The black hat will make sure that you steer clear of bad decisions.
Yellow hat. When you want to be positive, this hat is the one you should choose. It helps you identify the positive sides of an idea and an excellent counterweight to the black hat.
Green hat. To explore creativity, possibilities, alternatives and fresh ideas, wear a hat in green. Contributing new ideas and options is crucial, which is why everyone should wear a green hat.
Blue hat. This is the hat that organizes all others. This is the person that manages the entire decision-making process and makes sure that all other hats follow the rules and guidelines.

The six thinking hats problem-solving process is excellent because it lets you see the same problem from several different angles, very quickly and easily.

When you quickly want to get to the root of a problem, try out this technique. All you need to do is ask the question “Why” five times. Start with the problem at hand and ask why it happened, making sure that your answer is objective. Continue asking “Why” for four more times. At some point, you’ll reach the true answer to your question and you can start looking for a solution.

The biggest challenge with this technique is giving rational, objective answers to each “why”. Fight the urge to answer from your point of view. Instead, think of the logical reason why something happened. Remember, admitting that you don’t know something is far better than giving a subjective answer.

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Failure Mode and Effects Analysis (FMEA)

Want to solve problems like the big boys at Chrysler, Ford and General Motors? This advanced problem solving process lets you solve problems easily. You can use it to analyze each element of your strategy and tear it apart to see how and when it can fail. By looking into the effect of each failure and how likely it is to happen, you’ll get to the best problem solving techniques. In the end, come up with a list of actions to take to prevent each of the failures you listed in the previous steps.

The wanderer problem-solving technique

When I write articles such as this one, I have one way to make them better. Once they’re done, I let them sit for a day without taking a look at them. When I get back to the article, I take a look at it with a fresh set of eyes.

You can use the same approach with your problems. Take a step back and walk away from it. Get some rest, walk outside for a bit, watch some cat videos on YouTube. In other words, remove yourself from the situation. You just may find the answer to your problem the moment your brain relaxes.

Leave room for imagination

If nothing I listed above helps you solve a problem, this is the time to get creative. If you have a way to problem solving outside of work, it may be a good idea to apply it at work too.

For example, there is an extreme case of Yoshiro Nakamotso. The name may not sound familiar, but you probably used one of this man’s patents today. He has more than 3,300 patents to his name, including a digital wristwatch, karaoke machine, a floppy disk, and many others. He came up with a crazy problem-solving technique called The Calm Room.

His Calm Room is actually a bathroom filled with 24-karat gold. This material blocks radio waves and TV signals which according to him are harmful to solving problems. He also considers oxygen to be detrimental to problem-solving . Apparently, too much oxygen means that there will be an inspiration and this is his idea of using imagination for problem-solving.

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You can try and use the Calm Room method for solving problems or you can find other ways that let you use your imagination instead of cold, hard facts to solve an issue at work.

Develop problem solving skills

The most important point to remember is that problems happen all the time and they will keep happening. Moreover, if a problem happens at work, it will also give us information on things we need to fix. The goal of each of the problem solving processes mentioned is to make your company more open to friendly problem-solving.

To summarize, the following are the key takea ways from these problem-solving techniques.

– Keep calm and avoid high and dry approaches to problem solving

– Ask great questions, a lot of them

– Take a look at the bigger picture and the overall context of a situation

– Try out unconventional brainstorming techniques: Round-Robin and silent brainstorming

– Wear each of the Six thinking hats to take a look at different approaches to a problem solving

– Ask the 5 Whys

– Prevent any potential problems with the Failure Mode and Effects Analysis

– Leave some room for imagination at the end.

Depending on the context, you may use one or more of these problem-solving processes – make sure to choose one that works best for your situation, team and personality. Good luck!

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Chanty is a team collaboration hub with unlimited searchable message history. Chanty offers team communication, audio calling, video conferencing and task management with the help of the Kanban board .

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This is a very good article. I find it useful for my adult learners.

Hi Antonette. We try our best to be useful for our readers. Glad you enjoyed reading this post.

I find this to be very resourceful both personal use and grooming future managers as they develop their skills.

Thanks for this great work.

Hey Daniel! Nice to hear your feedback, we’ll do our best to keep on writing good post.

The article is no doubt useful . I observed that many people at the higher management level are afraid to accept the true cause of the problem as they fear of action against them. As management strategy there has to be a rule that any body accepting truth should not be punished on the contrary he must be empowered to solve the problem at his level only. Many problems can be solved the moment you accept the truth. I have solved many problems by using this theory during my 32 years of service in the engineering management field.

This article was very , Very , very much helpful for my college assignment. I’d say thanks trillion times to you 🙂

Hello Pruthviraj, that’s so great to hear! Thank you.

This is a very depth and resourceful article.

Very useful topic which countians very important tips for solving problems.

Thanks and keep up the good work.

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Learn Creative Problem Solving Techniques to Stimulate Innovation in Your Organization

By Kate Eby | October 20, 2017 (updated August 27, 2021)

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In today’s competitive business landscape, organizations need processes in place to make strong, well-informed, and innovative decisions. Problem solving - in particular creative problem solving (CPS) - is a key skill in learning how to accurately identify problems and their causes, generate potential solutions, and evaluate all the possibilities to arrive at a strong corrective course of action. Every team in any organization, regardless of department or industry, needs to be effective, creative, and quick when solving problems.

In this article, we’ll discuss traditional and creative problem solving, and define the steps, best practices, and common barriers associated. After that, we’ll provide helpful methods and tools to identify the cause(s) of problematic situations, so you can get to the root of the issue and start to generate solutions. Then, we offer nearly 20 creative problem solving techniques to implement at your organization, or even in your personal life. Along the way, experts weigh in on the importance of problem solving, and offer tips and tricks.

What Is Problem Solving and Decision Making?

Problem solving is the process of working through every aspect of an issue or challenge to reach a solution. Decision making is choosing one of multiple proposed solutions — therefore, this process also includes defining and evaluating all potential options. Decision making is often one step of the problem solving process, but the two concepts are distinct.

Collective problem solving is problem solving that includes many different parties and bridges the knowledge of different groups. Collective problem solving is common in business problem solving because workplace decisions typically affect more than one person.

Problem solving, especially in business, is a complicated science. Not only are business conflicts multifaceted, but they often involve different personalities, levels of authority, and group dynamics. In recent years, however, there has been a rise in psychology-driven problem solving techniques, especially for the workplace. In fact, the psychology of how people solve problems is now studied formally in academic disciplines such as psychology and cognitive science.

Joe Carella is the Assistant Dean for Executive Education at the University of Arizona . Joe has over 20 years of experience in helping executives and corporations in managing change and developing successful business strategies. His doctoral research and executive education engagements have seen him focus on corporate strategy, decision making and business performance with a variety of corporate clients including Hershey’s, Chevron, Fender Musical Instruments Corporation, Intel, DP World, Essilor, BBVA Compass Bank.

He explains some of the basic psychology behind problem solving: “When our brain is engaged in the process of solving problems, it is engaged in a series of steps where it processes and organizes the information it receives while developing new knowledge it uses in future steps. Creativity is embedded in this process by incorporating diverse inputs and/or new ways of organizing the information received.”

Laura MacLeod is a Professor of Social Group Work at City University of New York, and the creator of From The Inside Out Project® , a program that coaches managers in team leadership for a variety of workplaces. She has a background in social work and over two decades of experience as a union worker, and currently leads talks on conflict resolution, problem solving, and listening skills at conferences across the country.

MacLeod thinks of problem solving as an integral practice of successful organizations. “Problem solving is a collaborative process — all voices are heard and connected, and resolution is reached by the group,” she says. “Problems and conflicts occur in all groups and teams in the workplace, but if leaders involve everyone in working through, they will foster cohesion, engagement, and buy in. Everybody wins.”

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What Is the First Step in Solving a Problem?

Although problem solving techniques vary procedurally, experts agree that the first step in solving a problem is defining the problem. Without a clear articulation of the problem at stake, it is impossible to analyze all the key factors and actors, generate possible solutions, and then evaluate them to pick the best option.

Dr. Elliott Jaffa is a behavioral and management psychologist with over 25 years of problem solving training and management experience. “Start with defining the problem you want to solve,” he says, “And then define where you want to be, what you want to come away with.” He emphasizes these are the first steps in creating an actionable, clear solution.

Bryan Mattimore is Co-Founder of Growth Engine, an 18-year old innovation agency based in Norwalk, CT. Bryan has facilitated over 1,000 ideation sessions and managed over 200 successful innovation projects leading to over $3 billion in new sales. His newest book is 21 Days to a Big Idea . When asked about the first critical component to successful problem solving, Mattimore says, “Defining the challenge correctly, or ‘solving the right problem’ … The three creative techniques we use to help our clients ‘identify the right problem to be solved’ are questioning assumptions, 20 questions, and problem redefinition. A good example of this was a new product challenge from a client to help them ‘invent a new iron. We got them to redefine the challenge as first: a) inventing new anti-wrinkle devices, and then b) inventing new garment care devices.”

What Are Problem Solving Skills?

To understand the necessary skills in problem solving, you should first understand the types of thinking often associated with strong decision making. Most problem solving techniques look for a balance between the following binaries:

Convergent vs. Divergent Thinking: Convergent thinking is bringing together disparate information or ideas to determine a single best answer or solution. This thinking style values logic, speed, and accuracy, and leaves no chance for ambiguity. Divergent thinking is focused on generating new ideas to identify and evaluate multiple possible solutions, often uniting ideas in unexpected combinations. Divergent thinking is characterized by creativity, complexity, curiosity, flexibility, originality, and risk-taking.
Pragmatics vs. Semantics: Pragmatics refer to the logic of the problem at hand, and semantics is how you interpret the problem to solve it. Both are important to yield the best possible solution.
Mathematical vs. Personal Problem Solving: Mathematical problem solving involves logic (usually leading to a single correct answer), and is useful for problems that involve numbers or require an objective, clear-cut solution. However, many workplace problems also require personal problem solving, which includes interpersonal, collaborative, and emotional intuition and skills.

The following basic methods are fundamental problem solving concepts. Implement them to help balance the above thinking models.

Reproductive Thinking: Reproductive thinking uses past experience to solve a problem. However, be careful not to rely too heavily on past solutions, and to evaluate current problems individually, with their own factors and parameters.
Idea Generation: The process of generating many possible courses of action to identify a solution. This is most commonly a team exercise because putting everyone’s ideas on the table will yield the greatest number of potential solutions.

However, many of the most critical problem solving skills are “soft” skills: personal and interpersonal understanding, intuitiveness, and strong listening.

Mattimore expands on this idea: “The seven key skills to be an effective creative problem solver that I detail in my book Idea Stormers: How to Lead and Inspire Creative Breakthroughs are: 1) curiosity 2) openness 3) a willingness to embrace ambiguity 4) the ability to identify and transfer principles across categories and disciplines 5) the desire to search for integrity in ideas, 6) the ability to trust and exercise “knowingness” and 7) the ability to envision new worlds (think Dr. Seuss, Star Wars, Hunger Games, Harry Potter, etc.).”

“As an individual contributor to problem solving it is important to exercise our curiosity, questioning, and visioning abilities,” advises Carella. “As a facilitator it is essential to allow for diverse ideas to emerge, be able to synthesize and ‘translate’ other people’s thinking, and build an extensive network of available resources.”

MacLeod says the following interpersonal skills are necessary to effectively facilitate group problem solving: “The abilities to invite participation (hear all voices, encourage silent members), not take sides, manage dynamics between the monopolizer, the scapegoat, and the bully, and deal with conflict (not avoiding it or shutting down).”

Furthermore, Jaffa explains that the skills of a strong problem solver aren’t measurable. The best way to become a creative problem solver, he says, is to do regular creative exercises that keep you sharp and force you to think outside the box. Carella echoes this sentiment: “Neuroscience tells us that creativity comes from creating novel neural paths. Allow a few minutes each day to exercise your brain with novel techniques and brain ‘tricks’ – read something new, drive to work via a different route, count backwards, smell a new fragrance, etc.”

What Is Creative Problem Solving? History, Evolution, and Core Principles

Creative problem solving (CPS) is a method of problem solving in which you approach a problem or challenge in an imaginative, innovative way. The goal of CPS is to come up with innovative solutions, make a decision, and take action quickly. Sidney Parnes and Alex Osborn are credited with developing the creative problem solving process in the 1950s. The concept was further studied and developed at SUNY Buffalo State and the Creative Education Foundation.

The core principles of CPS include the following:

Balance divergent and convergent thinking
Ask problems as questions
Defer or suspend judgement
Focus on “Yes, and…” rather than “No, but…”

According to Carella, “Creative problem solving is the mental process used for generating innovative and imaginative ideas as a solution to a problem or a challenge. Creative problem solving techniques can be pursued by individuals or groups.”

When asked to define CPS, Jaffa explains that it is, by nature, difficult to create boundaries for. “Creative problem solving is not cut and dry,” he says, “If you ask 100 different people the definition of creative problem solving, you’ll get 100 different responses - it’s a non-entity.”

Business presents a unique need for creative problem solving. Especially in today’s competitive landscape, organizations need to iterate quickly, innovate with intention, and constantly be at the cutting-edge of creativity and new ideas to succeed. Developing CPS skills among your workforce not only enables you to make faster, stronger in-the-moment decisions, but also inspires a culture of collaborative work and knowledge sharing. When people work together to generate multiple novel ideas and evaluate solutions, they are also more likely to arrive at an effective decision, which will improve business processes and reduce waste over time. In fact, CPS is so important that some companies now list creative problem solving skills as a job criteria.

MacLeod reiterates the vitality of creative problem solving in the workplace. “Problem solving is crucial for all groups and teams,” she says. “Leaders need to know how to guide the process, hear all voices and involve all members - it’s not easy.”

“This mental process [of CPS] is especially helpful in work environments where individuals and teams continuously struggle with new problems and challenges posed by their continuously changing environment,” adds Carella.

Problem Solving Best Practices

By nature, creative problem solving does not have a clear-cut set of do’s and don’ts. Rather, creating a culture of strong creative problem solvers requires flexibility, adaptation, and interpersonal skills. However, there are a several best practices that you should incorporate:

Use a Systematic Approach: Regardless of the technique you use, choose a systematic method that satisfies your workplace conditions and constraints (time, resources, budget, etc.). Although you want to preserve creativity and openness to new ideas, maintaining a structured approach to the process will help you stay organized and focused.
View Problems as Opportunities: Rather than focusing on the negatives or giving up when you encounter barriers, treat problems as opportunities to enact positive change on the situation. In fact, some experts even recommend defining problems as opportunities, to remain proactive and positive.
Change Perspective: Remember that there are multiple ways to solve any problem. If you feel stuck, changing perspective can help generate fresh ideas. A perspective change might entail seeking advice of a mentor or expert, understanding the context of a situation, or taking a break and returning to the problem later. “A sterile or familiar environment can stifle new thinking and new perspectives,” says Carella. “Make sure you get out to draw inspiration from spaces and people out of your usual reach.”
Break Down Silos: To invite the greatest possible number of perspectives to any problem, encourage teams to work cross-departmentally. This not only combines diverse expertise, but also creates a more trusting and collaborative environment, which is essential to effective CPS. According to Carella, “Big challenges are always best tackled by a group of people rather than left to a single individual. Make sure you create a space where the team can concentrate and convene.”
Employ Strong Leadership or a Facilitator: Some companies choose to hire an external facilitator that teaches problem solving techniques, best practices, and practicums to stimulate creative problem solving. But, internal managers and staff can also oversee these activities. Regardless of whether the facilitator is internal or external, choose a strong leader who will value others’ ideas and make space for creative solutions. Mattimore has specific advice regarding the role of a facilitator: “When facilitating, get the group to name a promising idea (it will crystalize the idea and make it more memorable), and facilitate deeper rather than broader. Push for not only ideas, but how an idea might specifically work, some of its possible benefits, who and when would be interested in an idea, etc. This fleshing-out process with a group will generate fewer ideas, but at the end of the day will yield more useful concepts that might be profitably pursued.” Additionally, Carella says that “Executives and managers don’t necessarily have to be creative problem solvers, but need to make sure that their teams are equipped with the right tools and resources to make this happen. Also they need to be able to foster an environment where failing fast is accepted and celebrated.”
Evaluate Your Current Processes: This practice can help you unlock bottlenecks, and also identify gaps in your data and information management, both of which are common roots of business problems.

MacLeod offers the following additional advice, “Always get the facts. Don’t jump too quickly to a solution – working through [problems] takes time and patience.”

Mattimore also stresses that how you introduce creative problem solving is important. “Do not start by introducing a new company-wide innovation process,” he says. “Instead, encourage smaller teams to pursue specific creative projects, and then build a process from the ground up by emulating these smaller teams’ successful approaches. We say: ‘You don’t innovate by changing the culture, you change the culture by innovating.’”

Barriers to Effective Problem Solving

Learning how to effectively solve problems is difficult and takes time and continual adaptation. There are several common barriers to successful CPS, including:

Confirmation Bias: The tendency to only search for or interpret information that confirms a person’s existing ideas. People misinterpret or disregard data that doesn’t align with their beliefs.
Mental Set: People’s inclination to solve problems using the same tactics they have used to solve problems in the past. While this can sometimes be a useful strategy (see Analogical Thinking in a later section), it often limits inventiveness and creativity.
Functional Fixedness: This is another form of narrow thinking, where people become “stuck” thinking in a certain way and are unable to be flexible or change perspective.
Unnecessary Constraints: When people are overwhelmed with a problem, they can invent and impose additional limits on solution avenues. To avoid doing this, maintain a structured, level-headed approach to evaluating causes, effects, and potential solutions.
Groupthink: Be wary of the tendency for group members to agree with each other — this might be out of conflict avoidance, path of least resistance, or fear of speaking up. While this agreeableness might make meetings run smoothly, it can actually stunt creativity and idea generation, therefore limiting the success of your chosen solution.
Irrelevant Information: The tendency to pile on multiple problems and factors that may not even be related to the challenge at hand. This can cloud the team’s ability to find direct, targeted solutions.
Paradigm Blindness: This is found in people who are unwilling to adapt or change their worldview, outlook on a particular problem, or typical way of processing information. This can erode the effectiveness of problem solving techniques because they are not aware of the narrowness of their thinking, and therefore cannot think or act outside of their comfort zone.

According to Jaffa, the primary barrier of effective problem solving is rigidity. “The most common things people say are, ‘We’ve never done it before,’ or ‘We’ve always done it this way.’” While these feelings are natural, Jaffa explains that this rigid thinking actually precludes teams from identifying creative, inventive solutions that result in the greatest benefit.

“The biggest barrier to creative problem solving is a lack of awareness – and commitment to – training employees in state-of-the-art creative problem-solving techniques,” Mattimore explains. “We teach our clients how to use ideation techniques (as many as two-dozen different creative thinking techniques) to help them generate more and better ideas. Ideation techniques use specific and customized stimuli, or ‘thought triggers’ to inspire new thinking and new ideas.”

MacLeod adds that ineffective or rushed leadership is another common culprit. “We're always in a rush to fix quickly,” she says. “Sometimes leaders just solve problems themselves, making unilateral decisions to save time. But the investment is well worth it — leaders will have less on their plates if they can teach and eventually trust the team to resolve. Teams feel empowered and engagement and investment increases.”

Strategies for Problem Cause Identification

As discussed, most experts agree that the first and most crucial step in problem solving is defining the problem. Once you’ve done this, however, it may not be appropriate to move straight to the solution phase. Rather, it is often helpful to identify the cause(s) of the problem: This will better inform your solution planning and execution, and help ensure that you don’t fall victim to the same challenges in the future.

Below are some of the most common strategies for identifying the cause of a problem:

Root Cause Analysis: This method helps identify the most critical cause of a problem. A factor is considered a root cause if removing it prevents the problem from recurring. Performing a root cause analysis is a 12 step process that includes: define the problem, gather data on the factors contributing to the problem, group the factors based on shared characteristics, and create a cause-and-effect timeline to determine the root cause. After that, you identify and evaluate corrective actions to eliminate the root cause.

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Problem Solving Techniques and Strategies

In this section, we’ll explain several traditional and creative problem solving methods that you can use to identify challenges, create actionable goals, and resolve problems as they arise. Although there is often procedural and objective crossover among techniques, they are grouped by theme so you can identify which method works best for your organization.

Divergent Creative Problem Solving Techniques

Brainstorming: One of the most common methods of divergent thinking, brainstorming works best in an open group setting where everyone is encouraged to share their creative ideas. The goal is to generate as many ideas as possible – you analyze, critique, and evaluate the ideas only after the brainstorming session is complete. To learn more specific brainstorming techniques, read this article .

Mind Mapping: This is a visual thinking tool where you graphically depict concepts and their relation to one another. You can use mind mapping to structure the information you have, analyze and synthesize it, and generate solutions and new ideas from there. The goal of a mind map is to simplify complicated problems so you can more clearly identify solutions.

Appreciative Inquiry (AI): The basic assumption of AI is that “an organization is a mystery to be embraced.” Using this principle, AI takes a positive, inquisitive approach to identifying the problem, analyzing the causes, and presenting possible solutions. The five principles of AI emphasize dialogue, deliberate language and outlook, and social bonding.

Lateral Thinking: This is an indirect problem solving approach centered on the momentum of idea generation. As opposed to critical thinking, where people value ideas based on their truth and the absence of errors, lateral thinking values the “movement value” of new ideas: This means that you reward team members for producing a large volume of new ideas rapidly. With this approach, you’ll generate many new ideas before approving or rejecting any.

Problem Solving Techniques to Change Perspective

Constructive Controversy: This is a structured approach to group decision making to preserve critical thinking and disagreement while maintaining order. After defining the problem and presenting multiple courses of action, the group divides into small advocacy teams who research, analyze, and refute a particular option. Once each advocacy team has presented its best-case scenario, the group has a discussion (advocacy teams still defend their presented idea). Arguing and playing devil’s advocate is encouraged to reach an understanding of the pros and cons of each option. Next, advocacy teams abandon their cause and evaluate the options openly until they reach a consensus. All team members formally commit to the decision, regardless of whether they advocated for it at the beginning. You can learn more about the goals and steps in constructive controversy here .

Carella is a fan of this approach. “Create constructive controversy by having two teams argue the pros and cons of a certain idea,” he says. “It forces unconscious biases to surface and gives space for new ideas to formulate.”

Abstraction: In this method, you apply the problem to a fictional model of the current situation. Mapping an issue to an abstract situation can shed extraneous or irrelevant factors, and reveal places where you are overlooking obvious solutions or becoming bogged down by circumstances.

Analogical Thinking: Also called analogical reasoning , this method relies on an analogy: using information from one problem to solve another problem (these separate problems are called domains). It can be difficult for teams to create analogies among unrelated problems, but it is a strong technique to help you identify repeated issues, zoom out and change perspective, and prevent the problems from occurring in the future. .

CATWOE: This framework ensures that you evaluate the perspectives of those whom your decision will impact. The factors and questions to consider include (which combine to make the acronym CATWOE):

Customers: Who is on the receiving end of your decisions? What problem do they currently have, and how will they react to your proposed solution?
Actors: Who is acting to bring your solution to fruition? How will they respond and be affected by your decision?
Transformation Process: What processes will you employ to transform your current situation and meet your goals? What are the inputs and outputs?
World View: What is the larger context of your proposed solution? What is the larger, big-picture problem you are addressing?
Owner: Who actually owns the process? How might they influence your proposed solution (positively or negatively), and how can you influence them to help you?
Environmental Constraints: What are the limits (environmental, resource- and budget-wise, ethical, legal, etc.) on your ideas? How will you revise or work around these constraints?

Complex Problem Solving

Soft Systems Methodology (SSM): For extremely complex problems, SSM can help you identify how factors interact, and determine the best course of action. SSM was borne out of organizational process modeling and general systems theory, which hold that everything is part of a greater, interconnected system: This idea works well for “hard” problems (where logic and a single correct answer are prioritized), and less so for “soft” problems (i.e., human problems where factors such as personality, emotions, and hierarchy come into play). Therefore, SSM defines a seven step process for problem solving:

Begin with the problem or problematic situation
Express the problem or situation and build a rich picture of the themes of the problem
Identify the root causes of the problem (most commonly with CATWOE)
Build conceptual models of human activity surrounding the problem or situation
Compare models with real-world happenings
Identify changes to the situation that are both feasible and desirable
Take action to implement changes and improve the problematic situation

SSM can be used for any complex soft problem, and is also a useful tool in change management .

Failure Mode and Effects Analysis (FMEA): This method helps teams anticipate potential problems and take steps to mitigate them. Use FMEA when you are designing (redesigning) a complex function, process, product, or service. First, identify the failure modes, which are the possible ways that a project could fail. Then, perform an effects analysis to understand the consequences of each of the potential downfalls. This exercise is useful for internalizing the severity of each potential failure and its effects so you can make adjustments or safeties in your plan.

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Problem Solving Based on Data or Logic (Heuristic Methods)

TRIZ: A Russian-developed problem solving technique that values logic, analysis, and forecasting over intuition or soft reasoning. TRIZ (translated to “theory of inventive problem solving” or TIPS in English) is a systematic approach to defining and identifying an inventive solution to difficult problems. The method offers several strategies for arriving at an inventive solution, including a contradictions matrix to assess trade-offs among solutions, a Su-Field analysis which uses formulas to describe a system by its structure, and ARIZ (algorithm of inventive problem solving) which uses algorithms to find inventive solutions.

Inductive Reasoning: A logical method that uses evidence to conclude that a certain answer is probable (this is opposed to deductive reasoning, where the answer is assumed to be true). Inductive reasoning uses a limited number of observations to make useful, logical conclusions (for example, the Scientific Method is an extreme example of inductive reasoning). However, this method doesn’t always map well to human problems in the workplace — in these instances, managers should employ intuitive inductive reasoning , which allows for more automatic, implicit conclusions so that work can progress. This, of course, retains the principle that these intuitive conclusions are not necessarily the one and only correct answer.

Process-Oriented Problem Solving Methods

Plan Do Check Act (PDCA): This is an iterative management technique used to ensure continual improvement of products or processes. First, teams plan (establish objectives to meet desired end results), then do (implement the plan, new processes, or produce the output), then check (compare expected with actual results), and finally act (define how the organization will act in the future, based on the performance and knowledge gained in the previous three steps).

Means-End Analysis (MEA): The MEA strategy is to reduce the difference between the current (problematic) state and the goal state. To do so, teams compile information on the multiple factors that contribute to the disparity between the current and goal states. Then they try to change or eliminate the factors one by one, beginning with the factor responsible for the greatest difference in current and goal state. By systematically tackling the multiple factors that cause disparity between the problem and desired outcome, teams can better focus energy and control each step of the process.

Hurson’s Productive Thinking Model: This technique was developed by Tim Hurson, and is detailed in his 2007 book Think Better: An Innovator’s Guide to Productive Thinking . The model outlines six steps that are meant to give structure while maintaining creativity and critical thinking: 1) Ask “What is going on?” 2) Ask “What is success?” 3) Ask “What is the question?” 4) Generate answers 5) Forge the solution 6) Align resources.

Control Influence Accept (CIA): The basic premise of CIA is that how you respond to problems determines how successful you will be in overcoming them. Therefore, this model is both a problem solving technique and stress-management tool that ensures you aren’t responding to problems in a reactive and unproductive way. The steps in CIA include:

Control: Identify the aspects of the problem that are within your control.
Influence: Identify the aspects of the problem that you cannot control, but that you can influence.
Accept: Identify the aspects of the problem that you can neither control nor influence, and react based on this composite information.

GROW Model: This is a straightforward problem solving method for goal setting that clearly defines your goals and current situation, and then asks you to define the potential solutions and be realistic about your chosen course of action. The steps break down as follows:

Goal: What do you want?
Reality: Where are you now?
Options: What could you do?
Will: What will you do?

OODA Loop: This acronym stands for observe, orient, decide, and act. This approach is a decision-making cycle that values agility and flexibility over raw human force. It is framed as a loop because of the understanding that any team will continually encounter problems or opponents to success and have to overcome them.

There are also many un-named creative problem solving techniques that follow a sequenced series of steps. While the exact steps vary slightly, they all follow a similar trajectory and aim to accomplish similar goals of problem, cause, and goal identification, idea generation, and active solution implementation.

MacLeod offers her own problem solving procedure, which echoes the above steps:

“1. Recognize the Problem: State what you see. Sometimes the problem is covert. 2. Identify: Get the facts — What exactly happened? What is the issue? 3. and 4. Explore and Connect: Dig deeper and encourage group members to relate their similar experiences. Now you're getting more into the feelings and background [of the situation], not just the facts. 5. Possible Solutions: Consider and brainstorm ideas for resolution. 6. Implement: Choose a solution and try it out — this could be role play and/or a discussion of how the solution would be put in place. 7. Evaluate: Revisit to see if the solution was successful or not.”

Many of these problem solving techniques can be used in concert with one another, or multiple can be appropriate for any given problem. It’s less about facilitating a perfect CPS session, and more about encouraging team members to continually think outside the box and push beyond personal boundaries that inhibit their innovative thinking. So, try out several methods, find those that resonate best with your team, and continue adopting new techniques and adapting your processes along the way.

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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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Five routes to more innovative problem solving

4 Problem Solving Techniques: How to Solve Problems at Work

Table of Contents

Problems are nothing but wake-up calls for creativity. —Gerhard Gschwandtner

All life is problem solving. —Karl Popper

W hen you think about it, most jobs are all about problem solving.

Customers or clients have a problem, and it’s up to the business and employees to solve it.

These problems can be relatively simple (“I am hungry and need something good to eat”) or very complicated (“ I don’t know what to do with my life , and I need someone to teach me”).

No matter where you end up working in the future, knowing how to tackle and solve problems will serve you well.

In fact, problem solving is one of the most important soft skills for a lot of employers—which means that if you hone your ability to solve complex problems efficiently and intelligently, it will be much easier to get ahead in your career.

And if you ever plan to start your own business , you better believe your problem solving skills will come in handy.

Here’s the catch: There is no single problem solving method that can be applied to every issue you’ll encounter at work. Different issues require different solutions.

In this article, I’m going to show you some of the most common problem solving techniques and how you can start applying them to your work (or day-to-day life) right away.

1. Rubber duck problem solving

In software engineering, rubber duck debugging or rubber ducking is a method of debugging code.

The name references to a story in the book The Pragmatic Programmer, where a programmer would carry around a rubber duck and debug their code by forcing themselves to explain it, line-by-line, to the duck.

Many other terms exist for this technique, often involving different inanimate objects. Still, the point is the same: Taking the time to explain your problem out loud—to a rubber duck, your dog, or just yourself—is a good way to see the problem from a new angle and eventually solve it. If talking out loud to yourself doesn’t work for you, you can also try writing out the problem in detail.

The key is to slow down and think your way through the problem before you run to someone else for a solution.

Your future bosses will love you for this. When you encounter a problem at your job, if you work through it and think of solutions before bringing it up to your boss, you’ll be practicing the fine art of managing up . (Another great way to advance your career.)

The critical part of rubber duck problem solving is to commit to asking thorough, detailed questions of an imaginary person or inanimate object .

Try this process:

1. Describe the problem in detail. Imagine how you’d explain the issue to a friend or colleague. Don’t think about solutions yet—just get the issue all laid out.

2. Explain what you’ve already discovered. Assuming you’ve already researched the issue, explain everything you already know that will factor into a solution.

3. List out the questions you still have. Now explain to the inanimate object where there’s missing information—what don’t you know or understand that prevents you from getting to the root of the problem?

4. Explain why some solutions won’t work. What solutions to your problem can be ruled out because they won’t work? What have you tried already, and why didn’t it work out?

Now take a break, and come back to read over your notes. If you haven’t already, you’ll probably be struck by a few ideas (and maybe even full solutions) that you didn’t think of previously.

2. Lateral thinking

Here’s a common brainteaser, originated in Shane Snow’s book Smartcuts :

“Pretend you are driving a car in the middle of a thunderstorm, and you happen upon three people on the side of the road.

One of them is a frail old woman who looks on the verge of collapse. Another is a friend who once saved your life. The other is the romantic interest of your dreams, and this is a once-in-a-lifetime opportunity to meet them.

You have only one other seat in the car.

Who do you pick up?

There’s a good reason to choose any of the three.

The old woman needs help.

The friend deserves your payback.

And clearly, a happy future with the person of your dreams will have an enormous long-term impact on your life.

So, who should you pick?

[Dramatic pause]

The old woman, of course. Then, give the car keys to your friend, and stay behind with the romantic interest to wait for the bus! ”

This puzzle is one of the greatest examples of the problem solving method known as lateral thinking. That’s a fancy term for using creative, unexpected solutions to solve a problem, rather than more traditional and pragmatic methods.

Lateral thinking can be tricky because it requires you to cast aside assumptions (and it’s not always easy to know when you have made an assumption).

But if you’re able to do that, then new solutions to the problem you’re facing will emerge. In the example above, you may have assumed that you can only put one person in your car or that only you can drive your car. Remove these assumptions, and suddenly the problem is much easier to see.

So how do you put this into practice? Let’s use a work-related example.

Imagine your boss has put you in charge of a project that requires you to coordinate meetings between the marketing team and the tech support team.

But there’s a problem: The marketing team is in Dubai, and the tech support team is in Dallas. There are over 100 people on those two teams, and there’s no easy way to get them in the same room, let alone the same time zone.

That problem might seem impossible until you pause and consider some of the assumptions already being made:

Assumption 1: The meetings have to be held in person.

Assumption 2: The meetings have to happen live.

Assumption 3: All team members have to be present for all meetings.

Assumption 4: These meetings are necessary to complete the project.

Now, take each of these assumptions, and see what happens when you take them out of the equation.

What would happen if the meetings were held virtually? Or using collaboration software?

Could you pre-record some of the sessions to cut down on meetings?

What if your company flew a few representatives from each team to a central location rather than making everyone travel?

What if you skipped these meetings altogether, and instead…

You get the idea. The more assumptions you can find in the problem, as you’ve approached it, the more solutions you can come up with until you find the right one.

3. Trial and error

So far, the tactics on this list have required you to be patient and thoughtful, but the problem solving method commonly known as trial and error is far more action-oriented (even if it is more tedious and time-consuming).

When you take the trial and error approach, you commit to simply going ahead and trying different options to solve any given problem. When one fails, you stop and start over with another option.

The trial and error method is incredibly common, and you may sometimes make use of it without realizing it. For example, let’s imagine you’re starting a new job, and you’re trying to find the most efficient way to get there on time.

The first day you walk through the park…

The next day you take your bike…

Then you try the bus route…

Eventually, you’ve tried every option (that’s the trial) and discovered which ones take too long (that’s the error).

A word of warning: Stay away from this method if your situation has too many options because it won’t be feasible to test every single solution. Depending on the task, trial and error can either be the fastest way to do something or the slowest. So, think carefully before you decide this is how you want to solve a problem.

While the trial and error approach affords you numerous chances to find a solution, it’s not meant to help you learn why something works a certain way. That being said, the underlying cause can often reveal itself once you hit on the right solution.

So who uses this technique?

Chemists. It’s how they discover new drugs, such as antibiotics. They simply try chemicals randomly until they find one with the desired effect.
Gamers. Video game players often use trial and error to succeed in a game.
Sports teams. They use it to qualify for and/or progress through the playoffs and win the championship by testing different tactics—plays, lineups, and formations—to defeat everyone along the way to victory. This is especially crucial in playoff series in which multiple wins are required to advance. A team that loses a game will have the opportunity to try new tactics to find a way to win, if they are not eliminated.
Scientists. The scientific method is regarded as a trial and error strategy because scientists create and test hypotheses.

4. The 5 Whys

If you have little siblings or have spent time babysitting, then you’ll be familiar with how infuriating the question, “Why?” can be.

But there’s a reason little kids are constantly asking why . They’re relatively new here on planet Earth, and there are A LOT of problems to understand and solve!

Asking “why” is one of the most effective ways to solve a tricky problem, and it’s even been developed into an official problem solving technique known as “The 5 Whys.”

The concept was originally developed by Sakichi Toyoda, for the Toyota Industries Corporation, according to a report from Asian Development Bank .

Unlike the trial and error problem solving method, “The 5 Whys” is all about getting to the very root cause of any given issue, so you can solve it once and for all.

The concept is pretty simple. You take any given problem, and you ask yourself, “Why is this problem happening?”

From there, you ask, “Why is that problem happening?”

As you follow this line of questioning, you’ll eventually come to a point where you can no longer ask “why” and still get a meaningful answer. When that happens, you know you’ve found the root cause of the issue—and discovering that is half the battle in finding a solution.

Face problems head-on

Look at your problems as fun puzzles that always have a solution, no matter how hard it may be to find it.

By not bugging your co-workers or boss and solving problems yourself, you’ll become the most loved problem solver in the office.

You’re welcome. 😉

Hi there! Such a wonderful write-up, thanks!

You’re welcome – glad you enjoyed it!

Thanks for giving us important information

You’re welcome – glad it was helpful!

very help full boss

Glad to hear it!

Thanks so much. This’s so helpful.

You’re welcome!

thanks for the good subject

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Nine essential problem solving tools: The ultimate guide to finding a solution

October 26, 2023 by MindManager Blog

Problem solving may unfold differently depending on the industry, or even the department you work in. However, most agree that before you can fix any issue, you need to be clear on what it is, why it’s happening, and what your ideal long-term solution will achieve.

Understanding both the nature and the cause of a problem is the only way to figure out which actions will help you resolve it.

Given that most problem-solving processes are part inspiration and part perspiration, you’ll be more successful if you can reach for a problem solving tool that facilitates collaboration, encourages creative thinking, and makes it easier to implement the fix you devise.

The problem solving tools include three unique categories: problem solving diagrams, problem solving mind maps, and problem solving software solutions.

They include:

Fishbone diagrams
Strategy maps
Mental maps
Concept maps
Layered process audit software
Charting software
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In this article, we’ve put together a roundup of versatile problem solving tools and software to help you and your team map out and repair workplace issues as efficiently as possible.

Let’s get started!

Problem solving diagrams

Mapping your way out of a problem is the simplest way to see where you are, and where you need to end up.

Not only do visual problem maps let you plot the most efficient route from Point A (dysfunctional situation) to Point B (flawless process), problem mapping diagrams make it easier to see:

The root cause of a dilemma.
The steps, resources, and personnel associated with each possible solution.
The least time-consuming, most cost-effective options.

A visual problem solving process help to solidify understanding. Furthermore, it’s a great way for you and your team to transform abstract ideas into a practical, reconstructive plan.

Here are three examples of common problem mapping diagrams you can try with your team:

1. Fishbone diagrams

Fishbone diagrams are a common problem solving tool so-named because, once complete, they resemble the skeleton of a fish.

With the possible root causes of an issue (the ribs) branching off from either side of a spine line attached to the head (the problem), dynamic fishbone diagrams let you:

Lay out a related set of possible reasons for an existing problem
Investigate each possibility by breaking it out into sub-causes
See how contributing factors relate to one another

Fishbone diagrams are also known as cause and effect or Ishikawa diagrams.

2. Flowcharts

A flowchart is an easy-to-understand diagram with a variety of applications. But you can use it to outline and examine how the steps of a flawed process connect.

Made up of a few simple symbols linked with arrows indicating workflow direction, flowcharts clearly illustrate what happens at each stage of a process – and how each event impacts other events and decisions.

3. Strategy maps

Frequently used as a strategic planning tool, strategy maps also work well as problem mapping diagrams. Based on a hierarchal system, thoughts and ideas can be arranged on a single page to flesh out a potential resolution.

Once you’ve got a few tactics you feel are worth exploring as possible ways to overcome a challenge, a strategy map will help you establish the best route to your problem-solving goal.

Problem solving mind maps

Problem solving mind maps are especially valuable in visualization. Because they facilitate the brainstorming process that plays a key role in both root cause analysis and the identification of potential solutions, they help make problems more solvable.

Mind maps are diagrams that represent your thinking. Since many people struggle taking or working with hand-written or typed notes, mind maps were designed to let you lay out and structure your thoughts visually so you can play with ideas, concepts, and solutions the same way your brain does.

By starting with a single notion that branches out into greater detail, problem solving mind maps make it easy to:

Explain unfamiliar problems or processes in less time
Share and elaborate on novel ideas
Achieve better group comprehension that can lead to more effective solutions

Mind maps are a valuable problem solving tool because they’re geared toward bringing out the flexible thinking that creative solutions require. Here are three types of problem solving mind maps you can use to facilitate the brainstorming process.

4. Mental maps

A mental map helps you get your thoughts about what might be causing a workplace issue out of your head and onto a shared digital space.

Because mental maps mirror the way our brains take in and analyze new information, using them to describe your theories visually will help you and your team work through and test those thought models.

5. Idea maps

Idea maps let you take advantage of a wide assortment of colors and images to lay down and organize your scattered thought process. Idea maps are ideal brainstorming tools because they allow you to present and explore ideas about the best way to solve a problem collaboratively, and with a shared sense of enthusiasm for outside-the-box thinking.

6. Concept maps

Concept maps are one of the best ways to shape your thoughts around a potential solution because they let you create interlinked, visual representations of intricate concepts.

By laying out your suggested problem-solving process digitally – and using lines to form and define relationship connections – your group will be able to see how each piece of the solution puzzle connects with another.

Problem solving software solutions

Problem solving software is the best way to take advantage of multiple problem solving tools in one platform. While some software programs are geared toward specific industries or processes – like manufacturing or customer relationship management, for example – others, like MindManager , are purpose-built to work across multiple trades, departments, and teams.

Here are three problem-solving software examples.

7. Layered process audit software

Layered process audits (LPAs) help companies oversee production processes and keep an eye on the cost and quality of the goods they create. Dedicated LPA software makes problem solving easier for manufacturers because it helps them see where costly leaks are occurring and allows all levels of management to get involved in repairing those leaks.

8. Charting software

Charting software comes in all shapes and sizes to fit a variety of business sectors. Pareto charts, for example, combine bar charts with line graphs so companies can compare different problems or contributing factors to determine their frequency, cost, and significance. Charting software is often used in marketing, where a variety of bar charts and X-Y axis diagrams make it possible to display and examine competitor profiles, customer segmentation, and sales trends.

9. MindManager

No matter where you work, or what your problem-solving role looks like, MindManager is a problem solving software that will make your team more productive in figuring out why a process, plan, or project isn’t working the way it should.

Once you know why an obstruction, shortfall, or difficulty exists, you can use MindManager’s wide range of brainstorming and problem mapping diagrams to:

Find the most promising way to correct the situation
Activate your chosen solution, and
Conduct regular checks to make sure your repair work is sustainable

MindManager is the ultimate problem solving software.

Not only is it versatile enough to use as your go-to system for puzzling out all types of workplace problems, MindManager’s built-in forecasting tools, timeline charts, and warning indicators let you plan, implement, and monitor your solutions.

By allowing your group to work together more effectively to break down problems, uncover solutions, and rebuild processes and workflows, MindManager’s versatile collection of problem solving tools will help make everyone on your team a more efficient problem solver.

Download a free trial today to get started!

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MindManager® helps individuals, teams, and enterprises bring greater clarity and structure to plans, projects, and processes. It provides visual productivity tools and mind mapping software to help take you and your organization to where you want to be.

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8 Effective Problem-Solving Strategies

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If you need to solve a problem, there are a number of different problem-solving strategies that can help you come up with an accurate decision. Sometimes the best choice is to use a step-by-step approach that leads to the right solution, but other problems may require a trial-and-error approach.

Some helpful problem-solving strategies include: Brainstorming Step-by-step algorithms Trial-and-error Working backward Heuristics Insight Writing it down Getting some sleep

Why Use Problem-Solving Strategies

While you can always make a wild guess or pick at random, that certainly isn’t the most accurate way to come up with a solution. Using a more structured approach allows you to:

Understand the nature of the problem
Determine how you will solve it
Research different options
Take steps to solve the problem and resolve the issue

There are many tools and strategies that can be used to solve problems, and some problems may require more than one of these methods in order to come up with a solution.

Problem-Solving Strategies

The problem-solving strategy that works best depends on the nature of the problem and how much time you have available to make a choice. Here are eight different techniques that can help you solve whatever type of problem you might face.

Brainstorming

Coming up with a lot of potential solutions can be beneficial, particularly early on in the process. You might brainstorm on your own, or enlist the help of others to get input that you might not have otherwise considered.

Step-by-Step

Also known as an algorithm, this approach involves following a predetermined formula that is guaranteed to produce the correct result. While this can be useful in some situations—such as solving a math problem—it is not always practical in every situation.

On the plus side, algorithms can be very accurate and reliable. Unfortunately, they can also be time-consuming.

And in some situations, you cannot follow this approach because you simply don’t have access to all of the information you would need to do so.

Trial-and-Error

This problem-solving strategy involves trying a number of different solutions in order to figure out which one works best. This requires testing steps or more options to solve the problem or pick the right solution.

For example, if you are trying to perfect a recipe, you might have to experiment with varying amounts of a certain ingredient before you figure out which one you prefer.

On the plus side, trial-and-error can be a great problem-solving strategy in situations that require an individualized solution. However, this approach can be very time-consuming and costly.

Working Backward

This problem-solving strategy involves looking at the end result and working your way back through the chain of events. It can be a useful tool when you are trying to figure out what might have led to a particular outcome.

It can also be a beneficial way to play out how you will complete a task. For example, if you know you need to have a project done by a certain date, working backward can help you figure out the steps you’ll need to complete in order to successfully finish the project.

Heuristics are mental shortcuts that allow you to come up with solutions quite quickly. They are often based on past experiences that are then applied to other situations. They are, essentially, a handy rule of thumb.

For example, imagine a student is trying to pick classes for the next term. While they aren’t sure which classes they’ll enjoy the most, they know that they tend to prefer subjects that involve a lot of creativity. They utilize this heuristic to pick classes that involve art and creative writing.

The benefit of a heuristic is that it is a fast way to make fairly accurate decisions. The trade-off is that you give up some accuracy in order to gain speed and efficiency.

Sometimes, the solution to a problem seems to come out of nowhere. You might suddenly envision a solution after struggling with the problem for a while. Or you might abruptly recognize the correct solution that you hadn’t seen before.

No matter the source, insight-based problem-solving relies on following your gut instincts. While this may not be as objective or accurate as some other problem-solving strategies, it can be a great way to come up with creative, novel solutions.

Write It Down

Sometimes putting the problem and possible solutions down in paper can be a useful way to visualize solutions. Jot down whatever might help you envision your options. Draw a picture, create a mind map, or just write some notes to clarify your thoughts.

Get Some Sleep

If you’re facing a big problem or trying to make an important decision, try getting a good night’s sleep before making a choice. Sleep plays an essential role in memory consolidation, so getting some rest may help you access the information or insight you need to make the best choice.

Other Considerations

Even with an arsenal of problem-solving strategies at your disposal, coming up with solutions isn’t always easy. Certain challenges can make the process more difficult. A few issues that might emerge include:

Mental set : When people form a mental set, they only rely on things that have worked in the last. Sometimes this can be useful, but in other cases, it can severely hinder the problem-solving process.
Cognitive biases : Unconscious cognitive biases can make it difficult to see situations clearly and objectively. As a result, you may not consider all of your options or ignore relevant information.
Misinformation : Poorly sourced clues and irrelevant details can add more complications. Being able to sort out what’s relevant and what’s not is essential for solving problems accurately.
Functional fixedness : Functional fixedness happens when people only think of customary solutions to problems. It can hinder out-of-the-box thinking and prevents insightful, creative solutions.

Important Problem-Solving Skills

Becoming a good problem solver can be useful in a variety of domains, from school to work to interpersonal relationships. Important problem-solving skills encompass being able to identify problems, coming up with effective solutions, and then implementing these solutions.

According to a 2023 survey by the National Association of Colleges and Employers, 61.4% of employers look for problem-solving skills on applicant resumes.

Some essential problem-solving skills include:

Research skills
Analytical abilities
Decision-making skills
Critical thinking
Communication
Time management
Emotional intelligence

Solving a problem is complex and requires the ability to recognize the issue, collect and analyze relevant data, and make decisions about the best course of action. It can also involve asking others for input, communicating goals, and providing direction to others.

How to Become a Better Problem-Solver

If you’re ready to strengthen your problem-solving abilities, here are some steps you can take:

Identify the Problem

Before you can practice your problem-solving skills, you need to be able to recognize that there is a problem. When you spot a potential issue, ask questions about when it started and what caused it.

Do Your Research

Instead of jumping right in to finding solutions, do research to make sure you fully understand the problem and have all the background information you need. This helps ensure you don’t miss important details.

Hone Your Skills

Consider signing up for a class or workshop focused on problem-solving skill development. There are also books that focus on different methods and approaches.

The best way to strengthen problem-solving strategies is to give yourself plenty of opportunities to practice. Look for new challenges that allow you to think critically, analytically, and creatively.

Final Thoughts

If you have a problem to solve, there are plenty of strategies that can help you make the right choice. The key is to pick the right one, but also stay flexible and willing to shift gears.

In many cases, you might find that you need more than one strategy to make the choices that are right for your life.

Brunet, J. F., McNeil, J., Doucet, É., & Forest, G. (2020). The association between REM sleep and decision-making: Supporting evidences. Physiology & Behavior , 225, 113109. https://doi.org/10.1016/j.physbeh.2020.113109

Chrysikou, E. G, Motyka, K., Nigro, C., Yang, S. I. , & Thompson-Schill, S. L. (2016). Functional fixedness in creative thinking tasks depends on stimulus modality. Psychol Aesthet Creat Arts , 10(4):425‐435. https://doi.org/10.1037/aca0000050

Sarathy, V. (2018). Real world problem-solving. Front Hum Neurosci , 12:261. https://doi.org/10.3389/fnhum.2018.00261

Four Workplace Problem-Solving Techniques You Might Not Have Tried

Problem-solving: the act of finding solutions to issues.

It happens every day, in an array of situations. But having effective problem-solving skills in the workplace can be incredibly helpful in your career specifically.

Along with the ability to assess situations and deal with issues quickly and efficiently, employers often hold these skills in high regard – it shows other competencies like logic, governance, resolve, resilience, and creative thinking, as well as eliminating issues that might put a company at a disadvantage.

So, understanding which problem-solving techniques work for you, and being able to deploy them when you need, is a massive benefit in your workplace performance.

Although there are plenty more techniques, we’ve defined four of the most common problem-solving methods used in the workplace and beyond.

Four problem-solving techniques

1. linear thinking problem-solving.

Linear thinking is a problem-solving process defined by a set starting point followed by a sequence of ideas that lead to a definite solution. It is a logical step-by-step process, and often referred to as sequential thinking – think of it as the ‘conventional’ method of problem-solving. It can be very useful when overcoming strategic problems at work.

Linear thinkers tend to use information, data, logic, and experience from previous solutions as a basis for their problem-solving. This isn’t just confined to problem-solving. Linear thinkers use this process in processing information, making connections, and much more!

So, how would a linear thinker approach a problem?

Typically, a ‘root cause analysis process’ is used as a means for solving problems. One of the most well-known root cause analyses is called the ‘Five Whys’ , a method used to explore the cause-and-effect of a particular problem. You’re breaking down a problem until you get to the root cause.

"By repeating why five times, the nature of the problem as well as its solution becomes clear." Sakichi Toyoda

Here's an illustration of what this looks like in action:

Image courtesy of Kanbanize

2. Lateral linking problem-solving

Lateral thinking, unlike linear thinking, is the process of solving problems in an indirect and more creative manner. Think of it as ‘thinking outside the box’.

This kind of problem-solving will often challenge assumptions, and seek alternative solutions to the ‘norm’, which can actually create powerful and disruptive solutions that may provide growth and development within a company.

What does that look like, I hear you ask? It might look like multiple optional ‘routes’ to an array of innovative solutions that can be used to solve problems.

Lateral problem-solving skills can be a huge pull for employers who are looking for creative, fresh ideas within their business, but it can also be one of the most under-valued problem-solving tools within an organisation.

Thinking laterally to solve problems showcases your innovation and creativity, which is a huge benefit to employers and a green flag to recruiters.

3. Design thinking problem-solving

Design thinking is a type of non-linear, immersive problem-solving, understood as the process of solving problems with the customer, client, or consumer at the forefront of your mind. They are the priority in this problem-solving technique.

This technique can be defined by five stages (although, just to reiterate, these aren’t linear!):

Empathizing : Understand the needs of your consumer, client, or other.

Defining : Analyse and identify the issues that need to be solved.

Ideating : Create and share ideas, no matter how dramatic they might be.

Prototyping: Put together solutions.

Testing : Just as it says, test your solutions.

Although design testing might not be a quick method to solve your problems, and therefore may not be used regularly at work, the technique can be used in a ‘consulting manner’ when there is time to come up with the best solution for a challenge.

4. Solutions-based problem-solving

Solutions-based problem-solving is a process aimed at promoting solutions, rather than searching for causation, and playing the ‘blame-game’. It essentially flips problem-solving on its head and can be used to get a solution as quickly as possible rather than uncovering the causes on the way.

Regardless of what type of problem-solving technique works for you, for a workplace issue, or a particular situation, there are some simple steps you can follow when starting out in problem-solving.

Some simple steps to problem-solving

1. define the problem.

What is it that has become an issue? This might be a decline in company performance or revenue, a decline in effective and collaborative teamwork, or an objection from a client.

This problem may come through the process of active listening, a key workplace communication skill that involves engaging in information being shared with you and reflecting on it. This may come from a client or an employee.

2. Develop a plan

Here's how to plan your plan:

Use questions to generate ideas and solutions to solving a problem.

Identify these solutions.

Evaluate these solutions to narrow down the most efficient options.

And finally, select a solution best suited to a problem through your evaluation and analysis.

3. Implement the planned solution, with a timely approach

Having a timeline to solving problems can help you to stay on course and can signal to the client that their issues are being taken seriously.

4. Take the time to evaluate

What went well? What could have gone better? What learnings are there for next time?

Why is problem-solving so important at work?

Problem-solving is something that is relevant in virtually any job role, no matter how far you have progressed in a company, which is why these skills are so important. Employees often use an individual’s problem-solving abilities to see the competency they have in dealing with and facing challenges, no matter how large or small.

Problem-solving is a test of your aptitude for evaluating circumstances at work and analysing information to come up with the best solutions. Whether it’s dealing with hitting a deadline or creating a solution to a drop in revenue, problem-solving is something we all deal with on the daily.

Want to improve your problem-solving skills, or discover what technique works for you? Our expert coaches at EZRA can help with identifying and boosting these skills to help throughout your team's careers, whether that be at a leadership level , when you’re facing career change challenges , or in more general workplace roles.

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What Is Problem-Solving Therapy?

Arlin Cuncic, MA, is the author of "Therapy in Focus: What to Expect from CBT for Social Anxiety Disorder" and "7 Weeks to Reduce Anxiety." She has a Master's degree in psychology.

Daniel B. Block, MD, is an award-winning, board-certified psychiatrist who operates a private practice in Pennsylvania.

Verywell / Madelyn Goodnight

Problem-Solving Therapy Techniques

How effective is problem-solving therapy, things to consider, how to get started.

Problem-solving therapy is a brief intervention that provides people with the tools they need to identify and solve problems that arise from big and small life stressors. It aims to improve your overall quality of life and reduce the negative impact of psychological and physical illness.

Problem-solving therapy can be used to treat depression , among other conditions. It can be administered by a doctor or mental health professional and may be combined with other treatment approaches.

At a Glance

Problem-solving therapy is a short-term treatment used to help people who are experiencing depression, stress, PTSD, self-harm, suicidal ideation, and other mental health problems develop the tools they need to deal with challenges. This approach teaches people to identify problems, generate solutions, and implement those solutions. Let's take a closer look at how problem-solving therapy can help people be more resilient and adaptive in the face of stress.

Problem-solving therapy is based on a model that takes into account the importance of real-life problem-solving. In other words, the key to managing the impact of stressful life events is to know how to address issues as they arise. Problem-solving therapy is very practical in its approach and is only concerned with the present, rather than delving into your past.

This form of therapy can take place one-on-one or in a group format and may be offered in person or online via telehealth . Sessions can be anywhere from 30 minutes to two hours long.

Key Components

There are two major components that make up the problem-solving therapy framework:

Applying a positive problem-solving orientation to your life
Using problem-solving skills

A positive problem-solving orientation means viewing things in an optimistic light, embracing self-efficacy , and accepting the idea that problems are a normal part of life. Problem-solving skills are behaviors that you can rely on to help you navigate conflict, even during times of stress. This includes skills like:

Knowing how to identify a problem
Defining the problem in a helpful way
Trying to understand the problem more deeply
Setting goals related to the problem
Generating alternative, creative solutions to the problem
Choosing the best course of action
Implementing the choice you have made
Evaluating the outcome to determine next steps

Problem-solving therapy is all about training you to become adaptive in your life so that you will start to see problems as challenges to be solved instead of insurmountable obstacles. It also means that you will recognize the action that is required to engage in effective problem-solving techniques.

Planful Problem-Solving

One problem-solving technique, called planful problem-solving, involves following a series of steps to fix issues in a healthy, constructive way:

Problem definition and formulation : This step involves identifying the real-life problem that needs to be solved and formulating it in a way that allows you to generate potential solutions.
Generation of alternative solutions : This stage involves coming up with various potential solutions to the problem at hand. The goal in this step is to brainstorm options to creatively address the life stressor in ways that you may not have previously considered.
Decision-making strategies : This stage involves discussing different strategies for making decisions as well as identifying obstacles that may get in the way of solving the problem at hand.
Solution implementation and verification : This stage involves implementing a chosen solution and then verifying whether it was effective in addressing the problem.

Other Techniques

Other techniques your therapist may go over include:

Problem-solving multitasking , which helps you learn to think clearly and solve problems effectively even during times of stress
Stop, slow down, think, and act (SSTA) , which is meant to encourage you to become more emotionally mindful when faced with conflict
Healthy thinking and imagery , which teaches you how to embrace more positive self-talk while problem-solving

What Problem-Solving Therapy Can Help With

Problem-solving therapy addresses life stress issues and focuses on helping you find solutions to concrete issues. This approach can be applied to problems associated with various psychological and physiological symptoms.

Mental Health Issues

Problem-solving therapy may help address mental health issues, like:

Chronic stress due to accumulating minor issues
Complications associated with traumatic brain injury (TBI)
Emotional distress
Post-traumatic stress disorder (PTSD)
Problems associated with a chronic disease like cancer, heart disease, or diabetes
Self-harm and feelings of hopelessness
Substance use
Suicidal ideation

Specific Life Challenges

This form of therapy is also helpful for dealing with specific life problems, such as:

Death of a loved one
Dissatisfaction at work
Everyday life stressors
Family problems
Financial difficulties
Relationship conflicts

Your doctor or mental healthcare professional will be able to advise whether problem-solving therapy could be helpful for your particular issue. In general, if you are struggling with specific, concrete problems that you are having trouble finding solutions for, problem-solving therapy could be helpful for you.

Benefits of Problem-Solving Therapy

The skills learned in problem-solving therapy can be helpful for managing all areas of your life. These can include:

Being able to identify which stressors trigger your negative emotions (e.g., sadness, anger)
Confidence that you can handle problems that you face
Having a systematic approach on how to deal with life's problems
Having a toolbox of strategies to solve the issues you face
Increased confidence to find creative solutions
Knowing how to identify which barriers will impede your progress
Knowing how to manage emotions when they arise
Reduced avoidance and increased action-taking
The ability to accept life problems that can't be solved
The ability to make effective decisions
The development of patience (realizing that not all problems have a "quick fix")

Problem-solving therapy can help people feel more empowered to deal with the problems they face in their lives. Rather than feeling overwhelmed when stressors begin to take a toll, this therapy introduces new coping skills that can boost self-efficacy and resilience .

Other Types of Therapy

Other similar types of therapy include cognitive-behavioral therapy (CBT) and solution-focused brief therapy (SFBT) . While these therapies work to change thinking and behaviors, they work a bit differently. Both CBT and SFBT are less structured than problem-solving therapy and may focus on broader issues. CBT focuses on identifying and changing maladaptive thoughts, and SFBT works to help people look for solutions and build self-efficacy based on strengths.

This form of therapy was initially developed to help people combat stress through effective problem-solving, and it was later adapted to address clinical depression specifically. Today, much of the research on problem-solving therapy deals with its effectiveness in treating depression.

Problem-solving therapy has been shown to help depression in:

Older adults
People coping with serious illnesses like cancer

Problem-solving therapy also appears to be effective as a brief treatment for depression, offering benefits in as little as six to eight sessions with a therapist or another healthcare professional. This may make it a good option for someone unable to commit to a lengthier treatment for depression.

Problem-solving therapy is not a good fit for everyone. It may not be effective at addressing issues that don't have clear solutions, like seeking meaning or purpose in life. Problem-solving therapy is also intended to treat specific problems, not general habits or thought patterns .

In general, it's also important to remember that problem-solving therapy is not a primary treatment for mental disorders. If you are living with the symptoms of a serious mental illness such as bipolar disorder or schizophrenia , you may need additional treatment with evidence-based approaches for your particular concern.

Problem-solving therapy is best aimed at someone who has a mental or physical issue that is being treated separately, but who also has life issues that go along with that problem that has yet to be addressed.

For example, it could help if you can't clean your house or pay your bills because of your depression, or if a cancer diagnosis is interfering with your quality of life.

Your doctor may be able to recommend therapists in your area who utilize this approach, or they may offer it themselves as part of their practice. You can also search for a problem-solving therapist with help from the American Psychological Association’s (APA) Society of Clinical Psychology .

If receiving problem-solving therapy from a doctor or mental healthcare professional is not an option for you, you could also consider implementing it as a self-help strategy using a workbook designed to help you learn problem-solving skills on your own.

During your first session, your therapist may spend some time explaining their process and approach. They may ask you to identify the problem you’re currently facing, and they’ll likely discuss your goals for therapy .

Keep In Mind

Problem-solving therapy may be a short-term intervention that's focused on solving a specific issue in your life. If you need further help with something more pervasive, it can also become a longer-term treatment option.

Get Help Now

We've tried, tested, and written unbiased reviews of the best online therapy programs including Talkspace, BetterHelp, and ReGain. Find out which option is the best for you.

Shang P, Cao X, You S, Feng X, Li N, Jia Y. Problem-solving therapy for major depressive disorders in older adults: an updated systematic review and meta-analysis of randomized controlled trials . Aging Clin Exp Res . 2021;33(6):1465-1475. doi:10.1007/s40520-020-01672-3

Cuijpers P, Wit L de, Kleiboer A, Karyotaki E, Ebert DD. Problem-solving therapy for adult depression: An updated meta-analysis . Eur Psychiatry . 2018;48(1):27-37. doi:10.1016/j.eurpsy.2017.11.006

Nezu AM, Nezu CM, D'Zurilla TJ. Problem-Solving Therapy: A Treatment Manual . New York; 2013. doi:10.1891/9780826109415.0001

Owens D, Wright-Hughes A, Graham L, et al. Problem-solving therapy rather than treatment as usual for adults after self-harm: a pragmatic, feasibility, randomised controlled trial (the MIDSHIPS trial) . Pilot Feasibility Stud . 2020;6:119. doi:10.1186/s40814-020-00668-0

Sorsdahl K, Stein DJ, Corrigall J, et al. The efficacy of a blended motivational interviewing and problem solving therapy intervention to reduce substance use among patients presenting for emergency services in South Africa: A randomized controlled trial . Subst Abuse Treat Prev Policy . 2015;10(1):46. doi:doi.org/10.1186/s13011-015-0042-1

Margolis SA, Osborne P, Gonzalez JS. Problem solving . In: Gellman MD, ed. Encyclopedia of Behavioral Medicine . Springer International Publishing; 2020:1745-1747. doi:10.1007/978-3-030-39903-0_208

Kirkham JG, Choi N, Seitz DP. Meta-analysis of problem solving therapy for the treatment of major depressive disorder in older adults . Int J Geriatr Psychiatry . 2016;31(5):526-535. doi:10.1002/gps.4358

Garand L, Rinaldo DE, Alberth MM, et al. Effects of problem solving therapy on mental health outcomes in family caregivers of persons with a new diagnosis of mild cognitive impairment or early dementia: A randomized controlled trial . Am J Geriatr Psychiatry . 2014;22(8):771-781. doi:10.1016/j.jagp.2013.07.007

Noyes K, Zapf AL, Depner RM, et al. Problem-solving skills training in adult cancer survivors: Bright IDEAS-AC pilot study . Cancer Treat Res Commun . 2022;31:100552. doi:10.1016/j.ctarc.2022.100552

Albert SM, King J, Anderson S, et al. Depression agency-based collaborative: effect of problem-solving therapy on risk of common mental disorders in older adults with home care needs . The American Journal of Geriatric Psychiatry . 2019;27(6):619-624. doi:10.1016/j.jagp.2019.01.002

By Arlin Cuncic, MA Arlin Cuncic, MA, is the author of "Therapy in Focus: What to Expect from CBT for Social Anxiety Disorder" and "7 Weeks to Reduce Anxiety." She has a Master's degree in psychology.

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12 Best Problem Solving Books to Read in 2024

You found our list of top problem solving books .

Problem solving books are guides that improve critical thinking capability and the ability to resolve issues in the workplace. These works cover topics like bias and logical fallacies, problem prevention, and prioritizing. The purpose of these books is to help workers remain calm under pressure and come up with solutions more quickly.

These guides are similar to decision making books , negotiation books , and conflict resolution books . To improve competency in this area, one can also play problem solving games .

This list includes:

problem solving books for adults
creative problem solving books
business problem solving books
problem solving books for programmers

Here we go!

List of problem solving books

Here is a list of books to improve problem solving skills in the workplace.

1. Fixed: How to Perfect the Fine Art of Problem Solving by Amy E Herman

Fixed is one of the most useful new books on problem solving. The book calls for problem solvers to look beyond instinctual and obvious answers and provides a framework for more creative thinking. While most folks think about problem solving in terms of logic, reason, and disciplines like math and science, this book shows the role that art and imagination play in the process. Amy Herman consulted on leadership training with Silicon Valley companies and military organizations and brings this expertise into the text to train readers on how to adopt a more innovative critical thinking approach.

Notable Quote: “Working through problems is critical for productivity, profit, and peace. Our problem-solving skills, however, have been short-circuited by our complicated, technology-reliant world.”

Read Fixed .

2. Cracked it!: How to solve big problems and sell solutions like top strategy consultants by Bernard Garrette, Corey Phelps, and Olivier Sibony

Cracked it! is one of the best creative problem solving books. Drawing inspiration from the tactics of consultants, this guide is a practical playbook for approaching business problems. The authors outline a “4S” method– State – Structure – Solve – Sell– to tackle obstacles and get support from stakeholders. While many problem solving books simply focus on how to think through issues, this guide also demonstrates how to gain approval for ideas and get others onboard with the solution. The book explains how to best use these techniques, and presents case studies that show the theories in action. Cracked it! is a handy reference for any professional that faces tough challenges on the regular.

Notable Quote: “If you want to know how a lion hunts, don’t go to a zoo. Go to the jungle.”

Read Cracked it!

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3. Upstream: The Quest to Solve Problems Before They Happen by Dan Heath

Upstream takes a proactive approach to problem solving. The book urges readers to not only be responsive to issues, but also try to prevent obstacles from occurring. The guide opens with an exploration of “problem blindness,” and the psychological factors that cause folks to be oblivious to issues, along with a reminder that many problems are more controllable and avoidable than first assumed. The pages that follow outline a series of questions leaders can ask to fine-tune the system and steer clear of major headaches, for instance, “How Will You Unite the Right People?” and “How Will You Avoid Doing Harm?” Upstream is full of real world examples of how minor tweaks achieved major results and allowed organizations to sidestep serious holdups.

Notable Quote: “The postmortem for a problem can be the preamble to a solution.”

Read Upstream .

4. Problem Solving 101: A Simple Book for Smart People by Ken Watanabe

Problem Solving 101 is one of the most fun problem solving books for adults. Written by Ken Watanabe, the guide draws on Japanese philosophy as well as the author’s experience as a consultant at McKinsey to help readers understand and approach problems in productive ways. The pages provide blueprints for problem-solving methods such as logic trees and matrixes, and include scenarios and illustrations that help readers visualize the process more clearly. Problem Solving 101 breaks down the problem solving procedure into the most basic parts and lays out step-by-step instructions for choosing the best action in any situation.

Notable Quote: “When you do take action, every result is an opportunity to reflect and learn valuable lessons. Even if what you take away from your assessment seems to be of small consequence, all of these small improvements taken together make a huge difference in the long term.”

Read Problem Solving 101 .

5. What’s Your Problem?: To Solve Your Toughest Problems, Change the Problems You Solve by Thomas Wedell-Wedellsborg

What’s Your Problem? insists that the most important step in the problem solving process is to start by honing in on the correct problem. The root of much frustration and wasted efforts is that professionals often pick the wrong points to focus on. This book teaches readers how to reframe and approach issues from a different perspective. The guide outlines a repeatable three step process “Frame, Reframe, and Move Forward” to ensure that workers prioritize effectively and stay on track to achieve desired results. What’s Your Problem? teaches professionals of all levels how to be less rigid and more results-focused and adopt a more agile approach to fixing issues.

Notable Quote: “The problems we’re trained on in school are often quite different from the ones we encounter in real life.”

Read What’s Your Problem?

6. Sprint: How to Solve Big Problems and Test New Ideas in Just Five Days by Jake Knapp, John Zeratsky, et al

Sprint is one of the best problem solving books for programmers. The authors are the creators of the five-day-process at Google. This guide describes best practices for conducting sprints and solving problems in limited timeframes. The book provides a day-by-day breakdown of tasks for each day of the workweek, with the final steps being designing a prototype and a plan for implementation. Though this idea originated in the tech world and is most widely used in the software industry, this problem-solving and product design approach can be useful for any position that needs to find fixes in a time crunch.

Notable Quote: “We’ve found that magic happens when we use big whiteboards to solve problems. As humans, our short-term memory is not all that good, but our spatial memory is awesome. A sprint room, plastered with notes, diagrams, printouts, and more, takes advantage of that spatial memory. The room itself becomes a sort of shared brain for the team.”

Read Sprint , and check out this guide to virtual hackathons and this list of product design books .

7. Think Like a Rocket Scientist: Simple Strategies You Can Use to Make Giant Leaps in Work and Life by Ozan Varol

Think like a rocket scientist book cover

Think Like a Rocket Scientist lays out formulas and instructions for thinking more strategically. The guide reveals common problem solving approaches used by rocket scientists when exploring the unknown and testing new technology. The book is split into three sections– launch, accelerate, and achieve– with deep dives into concepts such as moonshot thinking and overcoming failure. The anecdotes revolve around space exploration and rocket science yet the methods can be applied to more commonplace and less complex problems as well. Think Like a Rocket Scientist proves that one does not need to be a genius to be a genius problem solver and lets readers learn tricks from one of the most complex professions on the planet.

Notable Quote: “Critical thinking and creativity don’t come naturally to us. We’re hesitant to think big, reluctant to dance with uncertainty, and afraid of failure. These were necessary during the Paleolithic Period, keeping us safe from poisonous foods and predators. But here in the information age, they’re bugs.”

Read Think Like a Rocket Scientist .

8. Bulletproof Problem Solving: The One Skill That Changes Everything by Charles Conn and Robert McLean

Bulletproof Problem Solving is one of the best business problem solving books. This workbook-style-guide breaks down a “bulletproof” method of problem solving favored by consultants at McKinsey. The authors distill the process into seven simple steps–define the problem, disaggregate, prioritize, workplan, analyze, synthesize, and communicate– and give numerous examples of how to follow this cycle with different dilemmas. The chapters explore each stage in depth and outline the importance and finer points of each phase. The book also provides practical tools for readers to build skills, including an appendix with exercise worksheets.

Notable Quote: “Problem solving doesn’t stop at the point of reaching conclusions from individual analyses. Findings have to be assembled into a logical structure to test validity and then synthesized in a way that convinces others that you have a good solution. Great team processes are also important at this stage.”

Read Bulletproof Problem Solving .

9. Think Like a Programmer: An Introduction to Creative Problem Solving by by V. Anton Spraul

Think Like a Programmer is one of the top problem solving books for programmers. The guide lays out methods for finding and fixing bugs and creating clean, workable code. The text emphasizes that programming is not merely a matter of being competent in the language, but also knowing how to troubleshoot and respond to unexpected occurrences. The chapters present examples of problems and puzzles and work through the answers to help strengthen professional competencies. The book provides an introductory crash course and practical toolkit for beginning coders, with a focus on C++. Yet since the text outlines general theory and approach, the book is also helpful for dealing with other programming languages, or for solving problems in non-tech industries as well. The point of the text is to provide a proper mindset and attitude for reacting to these developments, and the book can be a benefit for folks in any field.

Notable Quote: “Don’t Get Frustrated The final technique isn’t so much a technique, but a maxim: Don’t get frustrated. When you are frustrated, you won’t think as clearly, you won’t work as efficiently, and everything will take longer and seem harder. Even worse, frustration tends to feed on itself, so that what begins as mild irritation ends as outright anger.”

Read Think Like a Programmer .

10. The Founder’s Dilemmas: Anticipating and Avoiding the Pitfalls That Can Sink a Startup by by Noam Wasserman

The Founder’s Dilemmas lays out the most common problems entrepreneurs face and gives advice on how to avoid or solve these issues. The book tackles topics such as managing relationships, hiring, and rewarding or correcting employees. The chapters outline the mistakes inexperienced leaders often make and offer strategies for handling these tough situations with more smarts and skill. By reading this book, founders can learn from predecessors and avoid making obvious and avoidable errors in judgment. The Founder’s Dilemmas is a problem-solving resource for startup leaders and team members who lack more traditional guidance.

Notable Quote: “Ideas are cheap; execution is dear.”

Read The Founder’s Dilemmas , and check out more entrepreneurial books .

11. The Scout Mindset: Why Some People See Things Clearly and Others Don’t by Julia Galef

The Scout Mindset challenges readers to move beyond gut reactions and preconceptions and rethink problems. The book offers instructions for overcoming bias and central beliefs to gather more objective data. Julia Galef encourages readers to act more like scouts than soldiers and gather information without judging to make more informed decisions. The text outlines the common reasons folks jump to conclusions and offers advice on how to avoid incorrect assumptions and conduct level-headed analyses. The Scout Mindset is a call to action for objectivity and an instruction manual for breaking away from unhelpful mental patterns that can lead to poor choices.

Notable Quote: “Discovering you were wrong is an update, not a failure, and your worldview is a living document meant to be revised.”

Read The Scout Mindset .

12. Super Thinking: The Big Book of Mental Models by Gabriel Weinberg and Lauren McCann

Super Thinking is a comprehensive resource that explains various mental models for problem solving. The book identifies logical fallacies and shows readers how to avoid these pitfalls. The pages also lay out appropriate strategies, tools, techniques to use in different situations, such as matrices, pointed questions, and philosophies. The point of the guide is to teach readers how to evaluate information and make quick yet accurate judgements. The guide helps readers decide the best approach to use for each circumstance. Though packed with information, the pages also contain images and humor that prevent the material from getting too dry. Super Thinking is the ultimate cheat sheet for thinking rationally and acting with intention.

Notable Quote: “Unfortunately, people often make the mistake of doing way too much work before testing assumptions in the real world.”

Read Super Thinking .

Final Thoughts

Problem solving is one of the most essential skills for modern industry. With the breakneck pace at which the current business world changes, there is no shortage of new developments that professionals must contend with on a daily basis. Operating the same way for years at a time is impossible, and it is almost guaranteed that workers at every level will have issues to unravel at some point in their careers.

Books about problem solving help professionals predict, prevent, and overcome issues and find more viable and sustainable solutions. These guides not only provide skills, but also methods for survival in a highly competitive business landscape. These texts show workers that they are more capable than may first appear and that sometimes, seemingly insurmountable obstacles are beatable with a combination of creativity, teamwork, and proper process.

For more ways to beat the odds, check out this list of books on innovation and this list of books on business strategy .

We also have a list of the best communication books .

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FAQ: Problem solving books

Here are answers to common questions about problem solving books.

What are problem solving books?

Problem solving books are guides that teach critical thinking skills and strategies for resolving issues. The purpose of these works is to help professionals be more creative and strategic in problem solving approaches.

What are some good problem solving books for work?

Some good problem solving books for work include Sprint by Jake Knapp, John Zeratsky, et al, Upstream by Dan Heath, and Think Like a Rocket Scientist by Ozan Varol.

Author: Angela Robinson

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Interview Questions

Comprehensive Interview Guide: 60+ Professions Explored in Detail

26 Good Examples of Problem Solving (Interview Answers)

By Biron Clark

Published: November 15, 2023

Employers like to hire people who can solve problems and work well under pressure. A job rarely goes 100% according to plan, so hiring managers will be more likely to hire you if you seem like you can handle unexpected challenges while staying calm and logical in your approach.

But how do they measure this?

They’re going to ask you interview questions about these problem solving skills, and they might also look for examples of problem solving on your resume and cover letter. So coming up, I’m going to share a list of examples of problem solving, whether you’re an experienced job seeker or recent graduate.

Then I’ll share sample interview answers to, “Give an example of a time you used logic to solve a problem?”

Problem-Solving Defined

It is the ability to identify the problem, prioritize based on gravity and urgency, analyze the root cause, gather relevant information, develop and evaluate viable solutions, decide on the most effective and logical solution, and plan and execute implementation.

Problem-solving also involves critical thinking, communication, listening, creativity, research, data gathering, risk assessment, continuous learning, decision-making, and other soft and technical skills.

Solving problems not only prevent losses or damages but also boosts self-confidence and reputation when you successfully execute it. The spotlight shines on you when people see you handle issues with ease and savvy despite the challenges. Your ability and potential to be a future leader that can take on more significant roles and tackle bigger setbacks shine through. Problem-solving is a skill you can master by learning from others and acquiring wisdom from their and your own experiences.

It takes a village to come up with solutions, but a good problem solver can steer the team towards the best choice and implement it to achieve the desired result.

Watch: 26 Good Examples of Problem Solving

Examples of problem solving scenarios in the workplace.

Correcting a mistake at work, whether it was made by you or someone else
Overcoming a delay at work through problem solving and communication
Resolving an issue with a difficult or upset customer
Overcoming issues related to a limited budget, and still delivering good work through the use of creative problem solving
Overcoming a scheduling/staffing shortage in the department to still deliver excellent work
Troubleshooting and resolving technical issues
Handling and resolving a conflict with a coworker
Solving any problems related to money, customer billing, accounting and bookkeeping, etc.
Taking initiative when another team member overlooked or missed something important
Taking initiative to meet with your superior to discuss a problem before it became potentially worse
Solving a safety issue at work or reporting the issue to those who could solve it
Using problem solving abilities to reduce/eliminate a company expense
Finding a way to make the company more profitable through new service or product offerings, new pricing ideas, promotion and sale ideas, etc.
Changing how a process, team, or task is organized to make it more efficient
Using creative thinking to come up with a solution that the company hasn’t used before
Performing research to collect data and information to find a new solution to a problem
Boosting a company or team’s performance by improving some aspect of communication among employees
Finding a new piece of data that can guide a company’s decisions or strategy better in a certain area

Problem Solving Examples for Recent Grads/Entry Level Job Seekers

Coordinating work between team members in a class project
Reassigning a missing team member’s work to other group members in a class project
Adjusting your workflow on a project to accommodate a tight deadline
Speaking to your professor to get help when you were struggling or unsure about a project
Asking classmates, peers, or professors for help in an area of struggle
Talking to your academic advisor to brainstorm solutions to a problem you were facing
Researching solutions to an academic problem online, via Google or other methods
Using problem solving and creative thinking to obtain an internship or other work opportunity during school after struggling at first

You can share all of the examples above when you’re asked questions about problem solving in your interview. As you can see, even if you have no professional work experience, it’s possible to think back to problems and unexpected challenges that you faced in your studies and discuss how you solved them.

Interview Answers to “Give an Example of an Occasion When You Used Logic to Solve a Problem”

Now, let’s look at some sample interview answers to, “Give me an example of a time you used logic to solve a problem,” since you’re likely to hear this interview question in all sorts of industries.

Example Answer 1:

At my current job, I recently solved a problem where a client was upset about our software pricing. They had misunderstood the sales representative who explained pricing originally, and when their package renewed for its second month, they called to complain about the invoice. I apologized for the confusion and then spoke to our billing team to see what type of solution we could come up with. We decided that the best course of action was to offer a long-term pricing package that would provide a discount. This not only solved the problem but got the customer to agree to a longer-term contract, which means we’ll keep their business for at least one year now, and they’re happy with the pricing. I feel I got the best possible outcome and the way I chose to solve the problem was effective.

Example Answer 2:

In my last job, I had to do quite a bit of problem solving related to our shift scheduling. We had four people quit within a week and the department was severely understaffed. I coordinated a ramp-up of our hiring efforts, I got approval from the department head to offer bonuses for overtime work, and then I found eight employees who were willing to do overtime this month. I think the key problem solving skills here were taking initiative, communicating clearly, and reacting quickly to solve this problem before it became an even bigger issue.

Example Answer 3:

In my current marketing role, my manager asked me to come up with a solution to our declining social media engagement. I assessed our current strategy and recent results, analyzed what some of our top competitors were doing, and then came up with an exact blueprint we could follow this year to emulate our best competitors but also stand out and develop a unique voice as a brand. I feel this is a good example of using logic to solve a problem because it was based on analysis and observation of competitors, rather than guessing or quickly reacting to the situation without reliable data. I always use logic and data to solve problems when possible. The project turned out to be a success and we increased our social media engagement by an average of 82% by the end of the year.

Answering Questions About Problem Solving with the STAR Method

When you answer interview questions about problem solving scenarios, or if you decide to demonstrate your problem solving skills in a cover letter (which is a good idea any time the job description mention problem solving as a necessary skill), I recommend using the STAR method to tell your story.

STAR stands for:

It’s a simple way of walking the listener or reader through the story in a way that will make sense to them. So before jumping in and talking about the problem that needed solving, make sure to describe the general situation. What job/company were you working at? When was this? Then, you can describe the task at hand and the problem that needed solving. After this, describe the course of action you chose and why. Ideally, show that you evaluated all the information you could given the time you had, and made a decision based on logic and fact.

Finally, describe a positive result you got.

Whether you’re answering interview questions about problem solving or writing a cover letter, you should only choose examples where you got a positive result and successfully solved the issue.

Example answer:

Situation : We had an irate client who was a social media influencer and had impossible delivery time demands we could not meet. She spoke negatively about us in her vlog and asked her followers to boycott our products. (Task : To develop an official statement to explain our company’s side, clarify the issue, and prevent it from getting out of hand). Action : I drafted a statement that balanced empathy, understanding, and utmost customer service with facts, logic, and fairness. It was direct, simple, succinct, and phrased to highlight our brand values while addressing the issue in a logical yet sensitive way. We also tapped our influencer partners to subtly and indirectly share their positive experiences with our brand so we could counter the negative content being shared online. Result : We got the results we worked for through proper communication and a positive and strategic campaign. The irate client agreed to have a dialogue with us. She apologized to us, and we reaffirmed our commitment to delivering quality service to all. We assured her that she can reach out to us anytime regarding her purchases and that we’d gladly accommodate her requests whenever possible. She also retracted her negative statements in her vlog and urged her followers to keep supporting our brand.

What Are Good Outcomes of Problem Solving?

Whenever you answer interview questions about problem solving or share examples of problem solving in a cover letter, you want to be sure you’re sharing a positive outcome.

Below are good outcomes of problem solving:

Saving the company time or money
Making the company money
Pleasing/keeping a customer
Obtaining new customers
Solving a safety issue
Solving a staffing/scheduling issue
Solving a logistical issue
Solving a company hiring issue
Solving a technical/software issue
Making a process more efficient and faster for the company
Creating a new business process to make the company more profitable
Improving the company’s brand/image/reputation
Getting the company positive reviews from customers/clients

Every employer wants to make more money, save money, and save time. If you can assess your problem solving experience and think about how you’ve helped past employers in those three areas, then that’s a great start. That’s where I recommend you begin looking for stories of times you had to solve problems.

Tips to Improve Your Problem Solving Skills

Throughout your career, you’re going to get hired for better jobs and earn more money if you can show employers that you’re a problem solver. So to improve your problem solving skills, I recommend always analyzing a problem and situation before acting. When discussing problem solving with employers, you never want to sound like you rush or make impulsive decisions. They want to see fact-based or data-based decisions when you solve problems.

Next, to get better at solving problems, analyze the outcomes of past solutions you came up with. You can recognize what works and what doesn’t. Think about how you can get better at researching and analyzing a situation, but also how you can get better at communicating, deciding the right people in the organization to talk to and “pull in” to help you if needed, etc.

Finally, practice staying calm even in stressful situations. Take a few minutes to walk outside if needed. Step away from your phone and computer to clear your head. A work problem is rarely so urgent that you cannot take five minutes to think (with the possible exception of safety problems), and you’ll get better outcomes if you solve problems by acting logically instead of rushing to react in a panic.

You can use all of the ideas above to describe your problem solving skills when asked interview questions about the topic. If you say that you do the things above, employers will be impressed when they assess your problem solving ability.

If you practice the tips above, you’ll be ready to share detailed, impressive stories and problem solving examples that will make hiring managers want to offer you the job. Every employer appreciates a problem solver, whether solving problems is a requirement listed on the job description or not. And you never know which hiring manager or interviewer will ask you about a time you solved a problem, so you should always be ready to discuss this when applying for a job.

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3 Simple Strategies to Improve Students’ Problem-Solving Skills

These strategies are designed to make sure students have a good understanding of problems before attempting to solve them.

Research provides a striking revelation about problem solvers. The best problem solvers approach problems much differently than novices. For instance, one meta-study showed that when experts evaluate graphs , they tend to spend less time on tasks and answer choices and more time on evaluating the axes’ labels and the relationships of variables within the graphs. In other words, they spend more time up front making sense of the data before moving to addressing the task.

While slower in solving problems, experts use this additional up-front time to more efficiently and effectively solve the problem. In one study, researchers found that experts were much better at “information extraction” or pulling the information they needed to solve the problem later in the problem than novices. This was due to the fact that they started a problem-solving process by evaluating specific assumptions within problems, asking predictive questions, and then comparing and contrasting their predictions with results. For example, expert problem solvers look at the problem context and ask a number of questions:

What do we know about the context of the problem?
What assumptions are underlying the problem? What’s the story here?
What qualitative and quantitative information is pertinent?
What might the problem context be telling us? What questions arise from the information we are reading or reviewing?
What are important trends and patterns?

As such, expert problem solvers don’t jump to the presented problem or rush to solutions. They invest the time necessary to make sense of the problem.

Now, think about your own students: Do they immediately jump to the question, or do they take time to understand the problem context? Do they identify the relevant variables, look for patterns, and then focus on the specific tasks?

If your students are struggling to develop the habit of sense-making in a problem- solving context, this is a perfect time to incorporate a few short and sharp strategies to support them.

3 Ways to Improve Student Problem-Solving

1. Slow reveal graphs: The brilliant strategy crafted by K–8 math specialist Jenna Laib and her colleagues provides teachers with an opportunity to gradually display complex graphical information and build students’ questioning, sense-making, and evaluating predictions.

For instance, in one third-grade class, students are given a bar graph without any labels or identifying information except for bars emerging from a horizontal line on the bottom of the slide. Over time, students learn about the categories on the x -axis (types of animals) and the quantities specified on the y -axis (number of baby teeth).

The graphs and the topics range in complexity from studying the standard deviation of temperatures in Antarctica to the use of scatterplots to compare working hours across OECD (Organization for Economic Cooperation and Development) countries. The website offers a number of graphs on Google Slides and suggests questions that teachers may ask students. Furthermore, this site allows teachers to search by type of graph (e.g., scatterplot) or topic (e.g., social justice).

2. Three reads: The three-reads strategy tasks students with evaluating a word problem in three different ways . First, students encounter a problem without having access to the question—for instance, “There are 20 kangaroos on the grassland. Three hop away.” Students are expected to discuss the context of the problem without emphasizing the quantities. For instance, a student may say, “We know that there are a total amount of kangaroos, and the total shrinks because some kangaroos hop away.”

Next, students discuss the important quantities and what questions may be generated. Finally, students receive and address the actual problem. Here they can both evaluate how close their predicted questions were from the actual questions and solve the actual problem.

To get started, consider using the numberless word problems on educator Brian Bushart’s site . For those teaching high school, consider using your own textbook word problems for this activity. Simply create three slides to present to students that include context (e.g., on the first slide state, “A salesman sold twice as much pears in the afternoon as in the morning”). The second slide would include quantities (e.g., “He sold 360 kilograms of pears”), and the third slide would include the actual question (e.g., “How many kilograms did he sell in the morning and how many in the afternoon?”). One additional suggestion for teams to consider is to have students solve the questions they generated before revealing the actual question.

3. Three-Act Tasks: Originally created by Dan Meyer, three-act tasks follow the three acts of a story . The first act is typically called the “setup,” followed by the “confrontation” and then the “resolution.”

This storyline process can be used in mathematics in which students encounter a contextual problem (e.g., a pool is being filled with soda). Here students work to identify the important aspects of the problem. During the second act, students build knowledge and skill to solve the problem (e.g., they learn how to calculate the volume of particular spaces). Finally, students solve the problem and evaluate their answers (e.g., how close were their calculations to the actual specifications of the pool and the amount of liquid that filled it).

Often, teachers add a fourth act (i.e., “the sequel”), in which students encounter a similar problem but in a different context (e.g., they have to estimate the volume of a lava lamp). There are also a number of elementary examples that have been developed by math teachers including GFletchy , which offers pre-kindergarten to middle school activities including counting squares , peas in a pod , and shark bait .

Students need to learn how to slow down and think through a problem context. The aforementioned strategies are quick ways teachers can begin to support students in developing the habits needed to effectively and efficiently tackle complex problem-solving.

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Promoting Problem-solving Skills in Young Children

Roselia Ramirez : I'd like to welcome you to the Home Visiting webinar series. We are happy that you have joined us today. The topic for our session is focused on problem-solving and how home visitors can partner with parents to really support its development. Before we get started, we want to tell you a little bit about us and want to have you meet your hosts for today's session.

My name is Roselia Ramirez and I am a senior training and technical assistance specialist at the National Center on Early Childhood Development Teaching and Learning, or DTL for short. I'm happy to be joining you from my home state of Arizona, and I'm going to turn it over to my colleagues and have them introduce themselves. Hey Joyce.

Joyce Escorcia: I am Joyce Escorcia, and thanks everyone for choosing to spend your hour with us. I work alongside Roselia and Sarah at DTL as a senior T and T specialist. You may have seen me in the Coaching Corner webinars and some other places and spaces. Thanks for joining us. We're excited to dig into our topic today. Sarah, do you want to introduce yourself, and share a little bit about yourself?

Sarah Basler: I'm excited to join you all today; you might recognize me as one of the presenters of the Coaching Corner webinar series and my role and work tends to be around coaching and specifically using PBC to support practitioners and even supporting coaches in their PBC practice. I also have a background in pyramid model practices. I'm excited to be here today and talk with you all about problem-solving, which is one of my passions. Thanks so much for having me today.

Roselia: Thanks for joining us, Sarah. It's exciting to see you and to have you as our guest for today on this often-challenging topic for many home visitors as well as parents. Thank you again, and it's so nice to see you. We do probably have some new viewers joining us today. We were wondering if you could start by giving an overview of the Practice-Based Coaching model and then share with our viewers some of the benefits of coaching for a home visitor.

Sarah: Sure. A quick little recap for some of you, and an introduction for others, Practice-Based Coaching or PBC as we call it for short, is a coaching model that when used with fidelity can lead to positive outcomes for children and their families. PBC can be used with anyone, so you can, a coach can support teachers or support home visitors, family childcare providers, or even other coaches. We refer to those that are receiving the coaching as a coachee, to support them to use a set of effective practices. PBC is a content-ready model, which means that any set of practices can be the focus for the middle of the cycle, visual, and so whatever set of practices that you might want to be the focus of coaching can go in the middle there.

The coach and the coachee together identify some strengths and needs related to those effective practices that have been selected for coaching and together they write a goal and an action plan to support that coachee in their implementation of those goals. The coach and the coachee engage in focused observation. The coach will come in and observe the coachee using those effective practices selected in their action plan. Then they meet and reflect about what happened during the focused observation, and the coach will give some feedback, some supportive, and some constructive feedback.

All of these components of PBC fit within a collaborative partnership. PBC occurs in that context, and it's really about a coach and a coachee coming together to work together and support the implementation of those effective practices. When we think about what those benefits might be for a home visitor, a home visitor could share with their coach, challenges that they might be facing related to working with families and together, a coach and the home visitor could talk through maybe some possible solutions or strategies that the home visitor may want to try with the family or support the home visitor in learning a little bit more about a certain set of effective practices.

Sometimes it's really nice to have that support and a colleague to ask your questions and get some ideas. A coach can support a home visitor to grow their home visiting practices. A coach could support them not only around maybe effective practices to try with the, to support the family to use, but could support the home visitor in growing their home visiting practices themselves. Thinking about how to enhance those skills.

Roselia: Thanks, Sarah, I really like the whole notion. The first thing that kind of comes to my mind is this whole idea of having a thought partner. But before we go any further into this topic, and this discussion, if you're just joining the session, we would like to remind you to visit that teal color widget that's at the bottom of your screen. Here's where you can gain access to this participant's guide that you're seeing a little screenshot on your screen now. This resource is intended to be interactive and you're going to hear us reference it and then direct you there during the session for some opportunities for engagement as well as some reflection.

I also want to point out that on the first page of the participant's guide, you're going to find some icons and images that we have been using in our home webinar series, such as the focus on equity segment and this is represented by that little magnifying glass image. I also wanted to mention that not every one of our Home Visiting webinars will have each of the segments in each of the webinars, but just to give you an idea of what those are when you do see them. The other thing we want to do before we go any further is we want to review the learning objectives that we have established for this session.

We have identified and framed the session around two learning goals. First, by the end of the session, we anticipate that you'll be able to describe some essential components of problem-solving, and then second, that you will have some practical strategies and resources that are intended to not only strengthen but nurture problem-solving within that home environment. Now in your participant's guide, we have provided a space for you to reflect and to think about your own learning goals and what you would like to walk away with from this session. Think about that for a moment. What's something that maybe a question that you might have or a type of reflection, something that you would like to walk away with. Take a moment and then jot down your thoughts in your participant's guide.

Joyce: To frame the space that we're in today for our Home Visiting webinar series this year, we've been focusing in on topics that have an impact on social and emotional development. As many of you know, social-emotional development is one of the domains in the Head Start Early Learning and Outcomes Framework, or the ELOF . You can see we have it highlighted here on the slide. When we began the series this year in October, we focused in on the home environment, and then in December, we focused in on relationships. In our last webinar, we really focused in on emotional literacy.

If you missed these webinars, don't worry, you can catch it on Push Play, and you'll have information about that towards the end of our webinar today. For our time today, we're really excited; again, I'm super excited to have my cohost from the Coaching Corner webinar series. I'm excited to be here with Sarah to focus on problem-solving and the practical strategies that we're going to be talking about today. We're really going to be looking at how a home visitor can support and partner with families kind of introduce and nurture that skill within young children. That's really where we're going to be at today.

Again, we wanted to make that connection with the Pyramid Model. While we're not going to go deep into the pyramid, we do want to just make that connection today that the Pyramid Model is a framework of evidence-based practices for promoting young children's social-emotional development. The Pyramid Model builds upon a tiered public health approach by providing universal support to, universal supports for [inaudible]. Animations are going a little wonky on me today. Universal support to all children to promote wellness and then targeted services to those who need more support and then also intensive services for those that need them.

In this webinar, we're going to be focusing in on problem-solving, which is that tier two targeted kind of social-emotional support piece, which we know are essential and important to healthy social development. That's where we're going to be focusing in on today, with, we're thinking about the pyramid. If you want to know more about the pyramid, check out the National Center for Pyramid Model Innovations, or NCPMI . We have links to that within the resource, within your viewer's guide for today. Be sure and check that out as well. We are again super fortunate to have Sarah with us today. We just really want to draw on all of her experience that she's had out in the field and really sharing some of her insight on problem-solving. Sarah, I'm going to pass it over to you.

Sarah: Social competencies like self-regulation, empathy, perspective taking, and problem-solving skills are really foundational to that healthy social-emotional development, and this includes positive interactions like friendship and relationship skills between peers and siblings. Young children really need that support of adults in their lives to help them learn these skills so that they can develop healthy relationships among peers and find ways to really work through social conflicts. As home visitors, you can support this process by really supporting teaching and modeling with families how to help their children develop these skills earlier on.

It can start as young as infants and toddlers. Home visitors can support building these foundational problem-solving and relationship skills that most children can access with adult support and start to use independently as they start to, as they continue to develop these skills. Children, as they become more independent, they'll tend to run into situations in their environment that can lead to frustration or even some challenging behavior.

If parents are intentional and teach children these skills early on in their development, they can become pretty fluent in problem-solving. Then as they learn these skills, they can become more independent and successful with these skills. Their self-esteem will then, in turn, increase, and they will be likely to be able to cope with certain levels of frustration as a result and engage hopefully in less challenging behavior. When they feel confident in these social interactions and are able to problem solve successfully, then we're going to likely see less challenging behavior.

Roselia: Sarah, this is a good place to note that as you get to know your families, you may also discover that there might be some children who struggle, and they don't readily learn these skills through those foundational teaching strategies such as modeling or co-regulation. This might include children with disabilities or suspected delays. Establishing that strong relationship with the parent becomes even more important to get more familiar with and to be aware of the struggles so that you as a home visitor can then explore and use some of those more individualized practices to work on these skills when children need that extra support. We're going to talk some more about that throughout this webinar, but we just thought that would be really important to point that out.

Let's talk a bit more about why problem-solving is important in child development. We know that the earlier that children begin solving those problems, the more ready they are to deal with bigger challenges as they mature. We know that the home is a safe, it's a controlled environment, where parents can direct children as they develop and practice those problem-solving skills. By viewing problems as opportunities to grow, children begin to broaden their understanding while building that confidence that you were talking about.

We also know that when children feel overwhelmed or maybe hopeless, they often, they're not going to attempt to address a problem and that's where some of this challenging behavior for us adults may come up. When they have support, and then adults really support them with that clear formula and some steps for solving problems, they'll feel more confident in their ability to even give it a try. By introducing problem-solving skills at a young age, children learn to think in terms of manageable steps. Sarah, can you share with us how a home visitor might go about this process with families?

Sarah: There are some steps to problem-solving that home visitors can use and introduce to parents and there are some ways that you can support families to incorporate these steps as they encounter social conflict in the home or in socialization. The first is to support children in identifying the problem. This can be simply stating what the problem is out loud and it can make a big difference for children and that even includes infants and toddlers as well as preschool-age children who are feeling stuck. Parents can really think about how to do this in an age-appropriate way to support their child to state what the problem that they're encountering is, such as, your sister doesn't want to play with you, or I see you're having a hard time rolling over, or would you like a turn?

Once the problem has been identified, parents can help their child to think about what some solutions might be to solving their problems. Parents can help to brainstorm possible ways that they might solve that problem. As a home visitor, we can help parents understand that all solutions don't necessarily need to be a good idea, meaning that really just the idea of children coming up with these ideas or sharing some possible solutions. We want to support that process and allow children to share no matter how silly it may sound, and we can support them by offering suggestions to them. The goal is for parents to help their child explore options and the key is to help them do this with creativity and support them to find many different potential solutions because we know that there's not one right way to solve a problem and we want to support children to be able to think of multiple solutions.

Parents can even talk through and help their child identify what the pros and cons of each solution might be. Parents really play this critical role in helping their child identify potential positive and maybe negative consequences for each potential solution they've identified. Once the child has evaluated the possible pros and cons of each solution, the parent can encourage them to pick a solution and try it out and see what happens.

That's where even sometimes those silly solutions that they come up with, it's okay, let them try it out because if it doesn't work, you can support them to try out a different solution. And finally, the last step would be really analyzing or evaluating if it worked. Did this solution that you tried work? Was it, did it solve your problem? And if it doesn't work, you can always come up with a different solution and help them to brainstorm new ones.

Roselia: Thanks Sarah. I think that's a really great way to kind of break down that process and a great way for home visitors to support parents as they're kind of working through that. From your experience as a coach, and then just the various different learning settings that you had the opportunity to work in, why do you think problem-solving is so important?

Sarah: Problem-solving skills give children that independence that they really crave. It gives them agency in their own lives. Even though they may not be able to do this independently right away, when we give children the tools that they need to be able to do this successfully, they're able to navigate interactions with others and it helps to build social competence that they're going to carry with them for the rest of their lives. No matter what the learning environment is that you are in, social interactions are inevitable. They happen all the time. It's important that adults give children the tools that they need and support them to use those tools when they need them so that they become independent and confident in solving these problems when they arise.

Joyce: When Sarah was talking, I said I really love how you made that connection about the importance of parents supporting that, because I think it goes back to what we stated when we started. That about supporting children to become these confident, capable children really does kind of lead into being confident, capable adults who can kind of explore the world around them with all the skills that they need. I think that it just makes a case why this is so important. Because we know that solving problems really is about making choices. As young children develop their problem-solving skills, they build their confidence and we just know that you know, that having all of that, being able to solve problems, figuring things out, really makes them happier, more content, and just independent individuals. That's really what we want.We know when they tackle problems on their own or in a group, they become resilient and persistent. They learn how to look at challenges from a fresh perspective, and therefore, they're confident enough to take more calculated risks and problem-solving is so important in child development.

Again, because we know if we do it and we get it right when they're little, it really turns into this other thing when they become adults that they become confident and capable and are good with taking risk in all kinds of other different ways. Some of you may be wondering why you're here with us, wondering what skills do children need to be successful at problem solving? This is important, like I know it's important. What skills do they need in order to be able to do it well and in order for children to be successful at problem-solving and developing relationships there are a lot of prerequisite skills that are required and needed.

We're going to talk a little bit about that, but we want to open up the Q and A for you guys to say okay, what skills do you think are important for children? What do you think that they might need in order to problem solve? We're going to ask you to pop that into the Q and A, right there, just click on the Q and A widget and put your responses there. We're going to share some of those out. While you guys are kind of thinking and popping ideas into the Q and A, we want to ask Sarah and bring her into the conversation of, Sarah, can you share with participants what some of those, what you think some of those prerequisites could be?

Sarah: For prerequisite skills, as you mentioned Joyce, problem-solving is really complex and it's going to require that a child be able to do many different things at the same time. When we think about children three and up, what they might need to be successful at problem-solving, then you really need to be able to initiate and respond to others. That could be a verbal or a nonverbal interaction or response, and it would vary, of course, based on the child's age or ability. This might look like if a child wants a toy that another child has, it could look like holding out their hand to ask or asking for a turn. A response might look like the other child saying no, I don't want to give you a turn, or pulling the item back to say, I don't want to give you the toy. Children really need to be able to initiate and respond to be successful at problem solving.

Another thing that they need to be able to do is identify emotions in themselves and in others. The reason this is important is because have you ever tried to solve a problem when you're upset? It's really hard. You're not thinking clearly. It's just not going to work. Children need to be able to return themselves to that state of calm before they're able to come up with solutions to their problem, or even to recognize what their problem is. Another step is being able to calm themselves or having an adult support them to calm down.

The next skill might seem obvious, but children really need to be able to identify what the problem is. That could look like a child identifying hey, I've got two apples but there are three siblings here. And what, my problem is I've got two apples, and we don't have enough. Once they've identified the problem, children really need to be able to then come up with possible solutions to solve their problem. That could be that child identifying hey, if I split this apple, we all have some. Or it might be, I don't like apples, so you can have mine.

These skills that I just mentioned are really higher level for maybe preschool-age children, but a home visitor can also support families of infants and toddlers by setting the stage for problem solving. Making sure the environment really promotes interactions with others. Are there opportunities for that child or other children in the home to engage with one another? There usually are, even in routines that we don't think there are, you can build in possible opportunities. Pointing those out for the family, helping them think about what they might do or say and providing, helping support them to provide more opportunities throughout the day.

Another way that a family could support problem-solving in the environment is narrating or pointing out the intentions or what another child might be wanting or needing so that could sound like, “oh, I see Julia crawling towards you. It looks like she wants to play with your ball.” What this does is really builds awareness of the wants and needs and intentions of others. I think that's so important because often I know you've been around children, you know that sometimes it feels like a threat and when we can narrate what's going on, we can frame what's going on for the child so that then they approach it as in a different way.

Of course, it's important to share that if a coach is working with a home visitor to support families to use these practices, a coach can help a home visitor identify what those prerequisite skills are that might need to be taught to the child first, the family or the child to be successful. It's important to note that a coach can be an extra set of eyes. And that, some of the things that I mentioned are coming in on the chat, I'm seeing, or in the Q and A, some people are saying kids need to be able to share, kids need to be able to ask for what they need, kids need to be able to identify the problem, and so it looks like you guys are right in line with what we were talking about. Really having friendship skills is important. Thank you so much for your responses.

Joyce: I feel like folks have a lot of ideas to share about what it takes to problem solve. And again, thank you for all your responses; keep them coming in. We just talked about, there are a lot of things needed for children to be successful at problem-solving and we still see a lot of the responses here we see coming in in the chat. We have Kate and Catrina that talk about regulating emotions. We have Tom that talked about think about possible solutions and then also as adults think about how can we help kind of set them up with possible solutions. Thank you for putting all of those things in there. As you can see, there's a list there added to the list that is coming in the Q and A. All of those things all in mind, problem-solving steps that we talked about and how a home visitor might support the development of this process.

Sarah, just to pop in with a quick question here, when you were talking and explaining the, when you were explaining kind of the why. Like why because it kind of helps to take away that threat aspect of it. As a coach we do that with our coachee or home visitor and do you think that there's some importance or connection then as a home visitor having that knowledge than to be able to have that parallel process of sharing that information with a print of like this is why it's important to narrate kind of that parallel top piece. Do you think that that could also be helpful for a home visitor?

Sarah: Yes, absolutely. I think as adult learners, and when you're working with parents, working with adult learners, it's really important for them to know the why. Why are you telling me to narrate? Pairing the narration is important because it helps children feel less threatened by the other child and you share the intentions. Then it helps make it more, gives the parents the why. Why would I do this? And then they know that the possible impact that using that practice might have. It's really a parallel process. What you would, your coach would use with you, you might also use some of those strategies with the families that you would work with.

Joyce: Yeah, thank you for sharing that. I said it was just when you said that, that light bulb went off, like wow, that's important information to kind of share on both sides, so thank you for that.

Now we're going to just summarize some of those key ideas and practices for home visitors and how they can support some of those problem-solving skills. Again, a lot of things have been coming in through the Q and A. Number one is just to promote healthy relationships, that home visitors can support parents in how they engage with and offer opportunities for young children to work on relationship skills. Sharing and helping and cooperating and comforting and making suggestions about play, even celebrating each other, and creating developmentally appropriate opportunities for practicing those skills throughout the day.

Home visitors can support parents in creating opportunities within the home as well as exploring options where children can practice turn-taking and sharing. Maybe through a socialization activity. Particularly when you're thinking about when there's just one child in the home, parents may have a concern about their child not having opportunities to engage with other children, so that could be a great time to just kind of pause and think about the value they place on peer relationships and how they might be able to provide some of those opportunities for their child. Thinking about some of those being intentional and some might be planning some outdoor activities, some field trips, some going to the park, visiting with their cousins or whatever that aspect.

Just knowing that can also help with thinking about, like, 'Wow, every interaction could be a learning moment, an opportunity to kind of learn and grow these skills.' Thinking about teaching problem-solving steps that earlier we talked about - some steps that home visitors can work through with parents. When it comes to developing problem-solving skills, young children are learning to manage their emotions and behaviors through co-regulation. They're beginning to reason and understand simple consequences. Our role as a home visitor, we have that opportunity to work with parents and support the development of problem-solving.

Problem-solving development at this young age allows children to identify problems, brainstorm possible solutions, and then test those out, test out those appropriate solutions, and then analyze and think about, "Okay, so what kind of results did I get? Did I get what I wanted in the end?" Parents can support children to work through these steps and gain confidence in their ability to work through the problems that they encounter.

Another component would be teaching problem-solving in the moment. Problem-solving is hard work. It is hard work, but a 2-year-old solving problems is hard work for everyone involved sometimes. As home visitors, we have that unique opportunity of supporting this process. We want to build a parent's skill base and their confidence really to help their child use problem-solving steps in the moment. As home visitors can partner with parents to brainstorm ways they can anticipate those social conflicts before they happen. When a problem arises, the parent can anticipate or recognize problems before things can escalate and get out of hand and feel overwhelming or intervene as needed to work through those problem-solving steps that home visitors can support.

How parents individualize strategies they use to provide support, all these skills, really based on the learning kind of style and needs of their child. We know that some children may need the amount of language used to be modified; some children may need visual cues or gestures kind of paired with verbal language; some children may need specific feedback about consequences to really help them learn about the effect of their behavior on the environment really based on the individual needs of that family and the children as well.

Roselia: Thanks for sharing all that, Joyce. That's a lot of great information, and as you were saying all these things that we're doing to support parents or children rather — I think someone mentioned this earlier — about even as adults, problem-solving is difficult for us sometimes. To imagine for children that don't have the words and they're struggling with all these different emotions and wanting to stake their independence, it can really be a tough process.

As home visitors, we're in that unique position to really help support. Thanks for sharing all that. Throughout this webinar, we've really been discussing ways to foster problem-solving skills for all children. Today, in our focus on equity segment, we're going to use our equity lens to take a closer look and really lift up the value of equity in all learning environments as we work with diverse families in our communities.

As home visitors, it is safe to say that we are working with a diverse group of families, and we never want to make any assumptions. Let's reflect on this question: How can a home visitor be sure that they are being culturally responsive to a family's values related to relationships and problem-solving? Think about that because we know it's not a cookie-cutter approach and we know that there are cultures within cultures. It's important that we don't make any assumptions, and thinking about being culturally responsive, how can a home visitor ensure that that is happening?

We'd like for you to take some time and share some of your thoughts with us in the Q and A. While you're doing that, we do have a few suggestions that we would like for you to consider. First, we want to make sure that the skills that you're introducing are culturally relevant to the family that you're working with. It's important to really take the time and think back to the information that you've gathered as you've been developing a relationship with the family. You want to be sure that you're considering the values, beliefs, what's important to them, what's important that, the importance and the goals that they have for their children, and again, not making any assumptions and really asking these types of questions as you're moving through the process.

We also recommend that you take the time to gather input about social problems that the child may face at home or perhaps other settings that they're participating in. Then lastly, although we just mentioned this, we wanted to place an emphasis on the importance of gathering information about the family's values. As you're building those relationships, as you're observing the family, just really asking those questions, and not making assumptions from your perspective but from how the family states it. It's important to remember that problem-solving and how it is approached is not going to look the same for all families. Again, even if you have families that are from the same culture, what works for one family may not work for another. It's important for the suggestions and the strategies to be culturally responsive and respectful of a family's values. Sarah, folks are still entering their thoughts into the Q and A. Is there anything that you would like to add?

Sarah: Those suggestions you gave are great. Something that I think is important is you want to make sure that teaching problem-solving is relevant. You mentioned that, but we want to make sure that it's meeting the needs of the family, like what you're suggesting. Think about, when I think about it from a coach's perspective, this might be an opportunity to support the home visitor to come up with some ideas.

For example, if a home visitor asks the family what kind of social problems are popping up at home, or in their socialization settings with their child, it could be, “Oh, my child is taking toys, and they don't think sharing is important.” What you might do is offer different suggestions, but it might be tricky for a home visitor if they don't value sharing. What else could I offer? That could be where coming to your coach and trying to brainstorm and problem-solve or with your colleagues or your supervisor.

If coaching isn't offered, to come up with some different ideas of what they might offer to that family, what they might suggest they teach their child instead. That could be asking for a turn or asking their sibling to give them a turn when they're finished, so there isn't just one right way to do things, and I think sometimes we forget that even as home visitors, our culture and what we value, we bring that into the environment and what we value isn't the only way. That's where getting the input and what the family values because ultimately, you're there to support them to support their child. Remembering that although your culture is relevant as well when you're there to support the family, you want to think about their values and really incorporate it that way.

Some of the responses that are coming in are pretty much in line with what we just talked about. It's looking very similar, getting input from the family, not making assumptions. I'm seeing finding out what they value, learning about their culture is something new that we didn't mention. Getting the parents' input can be really, really helpful. Thank you for those responses.

Joyce: Thank you, and Sarah, like you said, those responses just keep coming in and we encourage you just to keep sharing and keep thinking about, what we need to do to support families in a way that's culturally responsive.

Now, we want to move into our next portion of our time together, and we want to turn our focus just a bit on looking at how home visitors can support families. We've been talking about this, and that's a great segue into this, so just want to explore that just a little bit more. We want to do that by highlighting the resource, and then you have the link to the resource in your viewer's guide for today.

One resource that was developed by the National Center on Quality Teaching and Learning is “Problem-solving in the Moment.” This is a 15-minute in-service suite developed for preschool classroom teachers to help children problem-solve as they arise or in the moment. We've included a link to those materials in the participant's guide.

The content here really talks about these five steps that support and guide children's behavior to encourage problem-solving in the moment. You'll see that the five steps are here: anticipate, be close, provide support, multiple solutions, and then celebrating the success. We're going to explore each of these steps and relate them to how home visitors can partner with parents to guide their child's behavior at home to problem-solve in the moment. Rosalia is going to help us dig into that a little bit more.

Roselia: Anticipate is the first and very important step of this process. As home visitors, we can really work with parents to try and stay one step ahead of problems by recognizing and being proactive. Home visitors can support parents in sensing some of those changes in a child's behavior, as well as their emotions, and then really starting to pay attention to some of those identifying triggers. Home visitors can also help parents be aware as well as to be ready to activate some of those problem-solving steps that we have been talking about.

Let's move on here and talk about the next step, which is to be close. We know that often parents can be very busy, and they're not always going to be physically close when a problem situation presents itself. What parents can do is to relocate themselves and be near the location when the problem is beginning to occur. That's where it becomes important to start to identify some of those triggers, some of the changes in behaviors that are starting to happen, and then start to relocate.

We want to work with parents to recognize some signs that a problem is about to occur so that they can then move themselves closer to that situation at this stage, rather than when the problem is in full swing. We want parents to know that when they are close, it's an opportunity for them to be able to explore and to begin to provide some support for their child. As a home visitor, you can really support families in beginning to pay attention, starting to recognize, and when to offer some of that proactive or preemptive support and figuring out some of those patterns of the behavior.

Being close, time also provides for families an opportunity to model how to remain calm and then some of those gentle approaches to problem-solving so when the parents are close, they're better able to support and then talk through identifying the problem as well as some of those possible solutions that we've been talking about. They can also support their child in regulating their emotions before they get to that heightened level, and then it's going to be a lot harder for them to be able to calm down. Parents being close also provides that opportunity for them to be able to provide that comfort that might be needed before things just really become too escalated and get out of control. Joyce, tell us a little bit about what this support might look like.

Joyce: One of the things that home visitors can explore with their family when it comes to being close and providing support for their child is knowing what level of support to provide to really ensure there is a teachable moment taking place. Sometimes, that support means helping their child stay near and in proximity to where the problem happens so they can problem-solve effectively. Sometimes, that could mean prompting their child to walk through the problem-solving steps.

It can also mean verbal prompting, like, “Do you remember what to do when baby sister doesn't want to take a turn?” or maybe the parent can involve an older sibling in it if they're available, saying, “Hey, let's ask brother what would you do?” Sometimes it's really when children don't have those verbal skills, support can mean to use like visual cues as well and to prompt, that prompts them perhaps, takes them into those problem-solving steps. It really depends; that level of support depends kind of on the specific needs of their child. Knowing it's okay to kind of try out different levels of support to figure out what's needed.

Now we want to talk about the next step, which is multiple solutions. Like we said, there's a whole bunch of different ways to be right about things, and so there can be situations in which one solution maybe a good solution but we know that it may not always work. As children become older, parents can support problem-solving skills by encouraging their child to generate multiple solutions. Maybe with younger children they're going to need parents to support to generate choices or solutions.

This is going to allow children to begin to grow their own toolbox of solutions to draw from when they encounter problems. The solutions don't need to be complicated and can be as simple as maybe using a timer, waiting patiently, or maybe even flipping a coin. Home visitors can support parents by talking through and really helping parents to determine some solutions they can present and help their child when problem-solving, and when problems arise. Sarah, we just want to tag you in here and ask you, do you have any resources in your toolbox that may support families with identifying solutions at home?

Sarah: There's a great resource from the National Center on Pyramid Model Innovations, and it's called the “Solution Kit.” They have a home edition, and it includes some common solutions to everyday social problems and it comes in multiple languages, which is great. Visual supports can be super helpful for young children and this resource might be something that a home visitor can share with families.

Another great resource for teaching problem-solving is this scripted story, we can be problem solvers at home. This scripted story can be used by the family to help children understand the steps for problem-solving and it includes some scenario cards that you can use with children to help them think about solutions to common social problems that they're going to face, either in the home or the community. Those are two of my favorite resources.

Roselia: I love those, Sarah. Those are actually some of my favorites as well and I really love that they're visual and that they really have been designed to help support in the home environment, because often we see that there is resources for center-based children, but I love that these are specifically designed for the home. We have included the information in your Participant's Guide Resource List, so we want to make sure that you take the time to explore those and think about ways that you can utilize those with families that you might be supporting.

Continuing on and thinking about the five steps that we've been talking about, the last step that we want to talk about is just as important as anticipating a problem and that is celebrating success. Reinforcing a child's success in problem-solving really supports their development as effective problem solvers, and as home visitors, we want to be sure that you share this with parents. They can reinforce that celebrating success. It can be formal, or it can be informal. Some examples of that informal celebration might be things such as a high five, acknowledging that they did a really great job, you can give them a thumbs up, a wink, a verbal praise, or even just a hug.

Just letting them know that you're really proud of how they worked through that particular problem. As home visitors, you can really brainstorm some different options and some of those informal gestures that are culturally appropriate and relevant for their family. Then you can also support them in coming up with some more formal ways to celebrate the success. The important thing here is that we want to make sure that parents are acknowledging when children are working through those problems and that they're becoming much more independent so that children feel accomplished and of course if you recognize it in that positive way, they're going to want to do it again. They're going to feel that appreciation.

We're going to watch a video clip. In this video clip, you're going to notice that the setting is a preschool classroom and that there are two children that have encountered a problem. We want you to take note on how the teacher handles the situation to really engage the children in working through problem-solving. In your participant's guide, you have some space, and we want for you to take some notes and really pay attention to some of the strategies that the teacher is using. It is a classroom; however, think about how this scenario might play out, perhaps in a home between two siblings or even at a group socialization between two children. Let's take a look.

[Video begins]

Teacher 1: Janny, what's the problem? You're getting it to make the fort and it looks like Amy's holding it too. Thanks, Elena for moving so I could get up. So what are we going to do about it? You both want the same block? What are we going to do about it? How are we going to fix the problem? I'm going to hold the block for a minute while you guys help figure it out. What's your idea?

Child 1: [Inaudible]

Teacher 1: You want to play with it over there. Shall we find out what Jammy's idea was? What was your idea, Janny?

Child 2: [Inaudible]

Teacher 1: Oh, and she thinks she needs it for that building. So, you both need this block for two different buildings. Do you want to look for an idea in the basket? Grab the book. See what you can come up with. There's another one over there, right. I think Amy's got the book. What are we going to do? She's looking, so let's play together, so that would be building the same building together.

Take a break, so you just take a break from building. Wait until she's done. One more minute, so she would have it for a minute and then you would have it for a minute. You build with something else, maybe next time. Playing together. You would build it together. Do you want to build together, Janny? Look at Amy's talking to you. Sorry, I just said it and Amy was saying it. Sorry about that, Amy. Here. So Amy, you're going to help Janny build her tower.

Child 1: Let's do this one.

Teacher 1: Excellent. You guys are expert problem solvers.

[Video ends]

Joyce: We see some of the strategies coming through in the Q and A, we'll ask you to keep putting those out there for us, and just want to check in with Rosalia and Sarah to say what did you guys notice anything there about some of those great problem-solving skills that we saw happening?

Sarah: My favorite part of that video is that she really supported those two children to solve their own problem. She gave them support by prompting them to find the materials to help them problem solve. She read through some of the problems with them, or solutions with them, but ultimately the teacher didn't solve the problem for them. And that was really great to see because I think sometimes as adults, we want to be the fixer and in this video the children were really the experts. They were the expert problem solvers here. I thought that was…

Roselia: I agree, Sarah. I really love that and just the anticipation from the teacher, but also having their little solution book that they can kind of, the visual to work through and see they had multiple choices to choose from. That was my favorite part.

Joyce: Yeah, definitely lots to see in that one. I like that one. I think watching the adult and also watching the kids and how they react to that. Sarah, we just want to give you some space as we're kind of wrapping up to hear a little bit more from your coaching experience and just maybe some more tips for supporting home visitors and partnering with families.

Sarah: Sure. It's really important to remember that parents are their children's' best teachers and most children already, most of what children know or what they know when you come into a relationship with that family, has been learned by their parents. As home visitors, when we partner with parents, we really want to set the stage to provide those intentional opportunities for learning within the home setting.

These tips for child size problems that children can solve with the help of their parents or on their own. Here are some tips that you can share with families to set the stage for their child to become problem solvers. One would be to help the child to relax. When children are faced with a problem, they can become upset, frustrated, angry, they might get their feelings hurt or even cry.

This is not the time to try to solve the problem. When the child becomes calm, we want to help them to work through their problem, but when they're at the height of these emotions, that's not the time. We want to regulate, use some calming strategies to get them to calm down. Then we can support them to problem solve. You can support families to understand that supporting children to calm down is a really important step of this process.

We want to make sure that we're giving uninterrupted time. As home visitors you want to partner with parents to help them understand that developing problem-solving skills is complicated and it takes time. Giving them uninterrupted time that's not rushed to talk through and support them to thinking through problems. Also, we want parents to feel like they are a coach. When we're talking about being a coach, we're not talking about home visitors coaching parents but what we mean here is that children at a very young age are still developing these skills.

We want you to work with parents on developing their ability to identify opportunities and support their children through asking questions and helping their children think and share through what maybe these problems and solutions might be. Active listening is a really important part of this process, as parents it can be hard sometimes, we want to throw out our ideas and suggestions but active listening for children is so important.

Here are some strategies that a home visitor can share with families, and we want you to jot down some notes in your participant guide. Encourage parents to withhold from solving those problems for children, so support them to support children and not solve them for them. Support parents in developing questions that they might ask when problems arise. Help parents to identify when they are, their critical solutions to their child is proposing, so try not to judge the solution. Sometimes they may be silly; let them try it out. Provide that active listening. All those strategies, you can remember those that will support families.

Joyce: Definitely, and we've included all of these tips in a handout, and that's part of your participant's guide as well. You may think, "What's my role in supporting some of these practices?" Rosalia, if you want to give maybe one kind of tip to close us out, what do you think that one thing would be regarding the role of the home visitor?

Roselia: I think the important thing, and I think Sarah has kind of really touched on this throughout, is just really taking the time to listen to the family. Finding out what's important to them, and then just kind of being a facilitator if you will — just kind of really asking some of those haunting questions to get the parent to start thinking about some of those steps that we talked about, like anticipating that behavior, looking at problem-solving as an opportunity for learning, and just helping children to really put words to those emotions that sometimes even we as adults struggle with.

I think really being that partner, that reflective partner with the parent, and then providing some of these strategies to help them work through that and again just really seeing it as an opportunity and not necessarily as a behavior that challenges us. Just kind of taking that time to explore with their child and just giving them the words for those emotions to kind of help them become more aware as they kind of go out into the world and face some of those social conflicts if you will. That would be my suggestion.

Joyce: I think that's a great one to leave us with today. Thank you, Sarah, so much for joining us. Thank you everyone here. If you have any questions or anything, drop them in the Q and A. Also, feel free to reach out to us, we have to keep this conversation going, and we will see you guys next time. Thank you.

How young children approach and solve problems is critical to their overall development. Problem-solving supports how young children understand the world around them. It can impact their ability to form relationships as well as the quality of those relationships. Supporting the development of problem-solving skills is not a one-size-fits-all approach. Explore strategies and resources home visitors can use to partner with parents to strengthen and nurture these skills and help children cope with challenges as they arise.

Note: The evaluation, certificate, and engagement tools mentioned in the video were for the participants of the live webinar and are no longer available. For information about webinars that will be broadcast live soon, visit the Upcoming Events section.

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National Centers: Early Childhood Development, Teaching and Learning

Age Group: Infants and Toddlers

Audience: Home Visitors

Series: Home Visiting Series

Last Updated: April 2, 2024

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Research: How Different Fields Are Using GenAI to Redefine Roles

Maryam Alavi

Examples from customer support, management consulting, professional writing, legal analysis, and software and technology.

The interactive, conversational, analytical, and generative features of GenAI offer support for creativity, problem-solving, and processing and digestion of large bodies of information. Therefore, these features can act as cognitive resources for knowledge workers. Moreover, the capabilities of GenAI can mitigate various hindrances to effective performance that knowledge workers may encounter in their jobs, including time pressure, gaps in knowledge and skills, and negative feelings (such as boredom stemming from repetitive tasks or frustration arising from interactions with dissatisfied customers). Empirical research and field observations have already begun to reveal the value of GenAI capabilities and their potential for job crafting.

There is an expectation that implementing new and emerging Generative AI (GenAI) tools enhances the effectiveness and competitiveness of organizations. This belief is evidenced by current and planned investments in GenAI tools, especially by firms in knowledge-intensive industries such as finance, healthcare, and entertainment, among others. According to forecasts, enterprise spending on GenAI will increase by two-fold in 2024 and grow to $151.1 billion by 2027 .

Maryam Alavi is the Elizabeth D. & Thomas M. Holder Chair & Professor of IT Management, Scheller College of Business, Georgia Institute of Technology .

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PyImageSearch

You can master Computer Vision, Deep Learning, and OpenCV - PyImageSearch

Algorithms Artificial Intelligence Data Science Deep Learning Machine Learning

Exploring the Landscape of Machine Learning: Techniques, Applications, and Insights

by Hector Martinez on April 1, 2024

Introduction: the power of machine learning in modern industries, what is machine learning, understanding the core types of machine learning techniques, supervised learning: from basics to real-world applications explained, unsupervised learning explained: discovering hidden patterns, bridging the gap with semi-supervised learning: enhancing data understanding, core machine learning techniques for business innovation, deep learning: unleashing the power of neural networks, leveraging transfer learning for efficient ai development, federated learning: privacy-preserving machine learning, meta-learning: teaching ai to learn more effectively, deep learning breakthroughs, generative adversarial networks (gans): innovations in synthetic data, transformers in nlp: beyond conventional models, reinforced learning: strategies for a model to learn from interaction, machine learning for solving real-world problems, understanding different machine learning problem types, solving classification problems with machine learning, solving regression problems through machine learning techniques, clustering problems: unsupervised learning approaches, detecting anomalies: unsupervised learning for anomaly detection, optimizing decision-making with reinforcement learning: strategies and applications, leveraging machine learning for strategic advantages across industries, exploring the backbone of ai: a guide to machine learning algorithms, comprehensive guide to machine learning algorithms, decision trees: key to classification and regression, random forests for enhanced prediction accuracy, support vector machines (svm) in machine learning.

Neural Networks: The Brain Behind AI’s Decision-Making

K-Nearest Neighbors (KNN): A Go-To Algorithm for Precision

Principal component analysis (pca): simplifying data with dimensionality reduction, clustering algorithms: grouping data with machine learning, the critical role of labels in machine learning algorithms, harnessing semi-supervised learning to reduce labeling costs, exploring unsupervised learning: beyond labels, maximizing rewards with reinforcement learning, leveraging analytical learning for data-driven decisions, high-dimensional data with analytical models, summary: mastering machine learning for real-world solutions.

The field of machine learning is taking the world by storm, revolutionizing various industries that range from healthcare to finance to transportation. With the massive amounts of data that businesses and organizations now generate, machine learning algorithms have become a critical tool for extracting insights and making informed decisions. There are different types of machine learning available, each with its own unique advantages and drawbacks. In this article, we’ll delve into the four primary forms of machine learning: supervised learning, unsupervised learning, semi-supervised learning, and reinforced learning.

Note: This blog post is meant to be a guide to the ever-changing landscape of AI and Machine Learning. If you already have some familiarity with fundamental topics, you probably don’t need this, and can check out some of our more advanced blog posts here .

Machine learning (ML) is a type of artificial intelligence (AI) that’s focused on creating algorithms that can learn from data and improve their performance over time. Instead of explicitly programming them for every task, machine learning algorithms are designed to automatically identify patterns in data and use those patterns to make predictions or decisions.

To get a more grounded, code-first introduction to machine learning, read here .

This is the most common type of machine learning, and it is used when the data is labeled. In this case, the algorithm learns to map inputs to outputs based on examples of labeled data. The input data is referred to as features, and the output data is referred to as the label or target. Supervised learning aims to use these labeled examples to train the algorithm to make accurate predictions on new, unlabeled data.

There are two main types of supervised learning: classification and regression. Classification is used when the output is a categorical variable, and the algorithm needs to predict the category where the input data belongs. Examples of classification tasks include image recognition, sentiment analysis, and spam detection. Regression is used when the output is a continuous variable, and the algorithm needs to predict a numerical value. Examples of regression tasks include predicting housing prices, weather forecasting, and stock market analysis.

Unsupervised learning is used when the data is unlabeled. In this case, the algorithm learns to find patterns and relationships in the data without explicit guidance. Unsupervised learning aims to explore the data structure and discover any hidden patterns or groupings.

Several types of unsupervised learning include clustering, dimensionality reduction, and anomaly detection. Clustering is used to group similar data points based on their similarities, while dimensionality reduction is used to reduce the number of features in the data to simplify the problem. Finally, anomaly detection is used to identify unusual data points that do not fit the normal patterns of the data.

Semi-supervised learning is used when the data is partially labeled. In this case, the algorithm uses labeled and unlabeled data to make predictions. Semi-supervised learning aims to use the labeled data to guide the learning process and improve the accuracy of the predictions.

Semi-supervised learning is often used when data labeling is expensive or time-consuming, such as in medical imaging or natural language processing. By using the available labeled data to guide the learning process, semi-supervised learning can achieve high levels of accuracy with less labeled data than would be required for supervised learning.

Machine learning is a powerful tool that can help businesses and organizations make better decisions and gain new insights into their data. Understanding the different types of machine learning is essential for choosing the right approach for a given problem. Whether you are working with labeled or unlabeled data, or whether you need to learn through trial and error, there is a type of machine learning that can help you achieve your goals.

The field of machine learning is advancing rapidly, and new techniques and algorithms are being developed at an ever-increasing rate. In this blog post, we will explore some of the latest and cutting-edge machine learning techniques that are currently making waves in the industry.

Some of our tutorials provide you with the tools and techniques required for business innovation in the field of Deep Learning and Computer Vision.

1. Deep Learning

Self-Driving Cars: Deep learning algorithms excel at object detection and recognition, which is crucial for self-driving cars to navigate safely. They can identify pedestrians, vehicles, traffic signs, and more in real-time.
Medical Diagnosis: Deep learning can analyze medical images like X-rays, mammograms, and MRIs to detect abnormalities or diseases, aiding doctors in diagnosis and treatment planning.
Facial Recognition: Deep learning powers facial recognition systems used for security purposes, access control, and even personalized marketing.

2. Embedded Systems

Internet of Things (IoT): Embedded systems equipped with computer vision capabilities can be used in smart homes for tasks like object recognition (security cameras) or facial recognition (smart door locks).
Industrial Automation: Embedded systems with machine learning can perform real-time quality control in factories, identify defects in products, or predict equipment maintenance needs.
Robotics: Embedded systems with computer vision allow robots to navigate their environment, identify objects for manipulation, and interact with the physical world more intelligently.

3. Optical Character Recognition (OCR)

Document Automation: OCR can automate data entry tasks by extracting text from scanned documents, invoices, or receipts, saving time and reducing errors.
Self-Service Systems: Libraries and banks use OCR scanners to automate book check-in/out or process checks for deposit.
Accessibility Tools: OCR technology can convert printed text into audio for visually impaired individuals, making documents and information more accessible.

4. Machine Learning

Recommendation Systems: Machine-learning algorithms power recommendation systems on e-commerce platforms or streaming services, suggesting products or content users might be interested in.
Fraud Detection: Machine learning can analyze financial transactions to identify fraudulent activity in real-time, protecting users from financial harm.
Spam Filtering: Machine learning algorithms can analyze email content to identify and filter spam messages, keeping your inbox clean and organized.

These are just a few examples, and the potential applications of these technologies continue to grow as computer vision and machine learning advancements accelerate. Explore these resources on PyImageSearch to delve deeper into the practical implementations of these techniques in various real-world scenarios.

Deep learning is a subset of machine learning based on artificial neural networks. It has been a hot topic in the machine-learning community for several years. It has been used in a wide range of applications, from speech recognition to image classification to natural language processing.

The key advantage of deep learning is its ability to learn and extract features from large, complex datasets. This is achieved by building a hierarchy of neural networks, where each layer extracts increasingly complex features from the input data. Deep learning has also been shown to outperform traditional machine learning algorithms in many tasks.

Transfer learning is a technique that allows a pre-trained model to be used for a new task with minimal additional training. This is achieved by leveraging the knowledge that the pre-trained model has already learned and transferring it to the new task. Read more about the practical aspects of Transfer Learning in the tutorial from Figure 1 .

Transfer learning has become popular in recent years because it can significantly reduce the data and training time required for a new task. It has been used in a wide range of applications, including natural language processing, image recognition, and speech recognition. Here’s how it can be applied to various applications:

1. Object Detection

Pre-trained Models: Popular choices include VGG16, ResNet50, or InceptionV3 trained on ImageNet (a massive image dataset with thousands of object categories).
Freeze the initial layers of the pre-trained model (these layers learn generic features like edges and shapes).
Add new layers on top specifically designed for object detection (like bounding box prediction).
Train the new layers with your custom object detection dataset.
Benefits: Significantly reduces training time compared to training from scratch and leverages pre-learned features for better object detection accuracy.

2. OCR (Optical Character Recognition)

Pre-trained Models: These are trained on large text datasets like MNIST (handwritten digits) or COCO-Text (images with text captions).
Freeze the initial layers responsible for extracting low-level image features.
Add new layers (e.g., convolutional layers) specifically designed for character recognition.
Train the new layers with your custom dataset, which contains images of the specific text format you want to recognize (e.g., invoices, receipts, license plates).
Benefits: Faster training and improved accuracy for recognizing specific text formats compared to training from scratch.

3. Image Classification

Pre-trained Models: Similar to object detection, models like VGG16 or ResNet50 can be used.
Freeze the initial layers of the pre-trained model.
Add a new fully connected layer at the end with the number of neurons matching your classification categories.
Train the new layer with your custom image dataset labeled for your specific classification task (e.g., classifying types of flowers and different breeds of dogs).
Benefits: Reduces training time and leverages pre-learned features for improved image classification accuracy on new datasets.

Additional Points:

Fine-tuning the Model: To achieve optimal results, you can adjust the learning rate of the newly added layers compared to the frozen pre-trained layers.
Transfer Learning Limitations: While powerful, transfer learning might not be ideal for entirely new visual concepts not present in the pre-trained model’s training data. In such cases, custom model training from scratch might be necessary.

By leveraging transfer learning, we can achieve significant performance improvements in various computer vision tasks with less training data and computational resources.

Federated learning is a technique that allows multiple devices to collaboratively learn a model without sharing their data. This is achieved by training the model locally on each device and then aggregating the results to create a global model.

Federated learning has become popular in applications where data privacy is a concern, such as healthcare and finance. It allows models to be trained on data that cannot be centralized, such as data stored on individual devices or in different geographic locations.

Meta-learning is a technique that allows a model to learn how to learn. This is achieved by training the model on a variety of tasks and environments so it can quickly adapt to new tasks and environments.

Meta-learning has been used in a wide range of applications, from computer vision to natural language processing. It has the potential to significantly reduce the amount of training data and time required for a new task, making it a powerful tool for machine learning.

These are just a few of the many new and cutting-edge machine-learning techniques being developed. As the field of machine learning continues to advance, we can expect to see many more exciting developments in the coming years. By staying up-to-date with the latest trends and techniques, you can stay ahead of the curve and unlock the full potential of machine learning in your organization.

Generative Adversarial Networks (GANs) are a type of deep learning model that has gained a lot of attention in recent years. GANs consist of two neural networks: a generator and a discriminator. The generator creates synthetic data that is similar to the real data, and the discriminator tries to distinguish between the real and synthetic data.

The goal of GANs is to train the generator to create synthetic data that is indistinguishable from real data. This data can be used for tasks such as image synthesis and data augmentation. GANs have also been used in other applications, such as generating realistic 3D models and creating deepfakes.

Transformers are a type of deep learning model that has gained a lot of attention in recent years, particularly in the field of natural language processing (NLP). The transformer architecture was introduced by Vaswani et al. (2017) and has since become a popular choice for a wide range of NLP tasks.

Traditional NLP models, such as recurrent neural networks (RNNs) and convolutional neural networks (CNNs), process input sequences in a linear fashion. This can lead to difficulties in modeling long-range dependencies and capturing relationships between words that are far apart in the input sequence. Transformers, on the other hand, transformers use a self-attention mechanism to process input sequences in a parallel fashion, allowing them to model long-range dependencies more effectively.

In a transformer, the input sequence is first embedded into a high-dimensional vector space. Then, multiple layers of self-attention and feedforward neural networks are applied to the input sequence in parallel. The self-attention mechanism allows the model to focus on different parts of the input sequence and learn to associate words that are far apart in the sequence. The feedforward neural networks will enable the model to learn more complex interactions between the words.

At PyImageSearch, we have crafted a three-part tutorial on Transformers (shown in Figure 2 ) to take you from the basics of attention mechanism to creating your own transformer for Neural Machine Translation.

One of the transformers’ key advantages is their ability to handle variable-length input sequences. This is particularly useful in NLP, where input sequences can vary greatly in length. In addition, transformers have been shown to outperform traditional NLP models on a wide range of tasks, including language modeling, machine translation, and text classification.

One of the most popular implementations of transformers is the BERT (Bidirectional Encoder Representations from Transformers) model, which was introduced by Google in 2018. BERT uses a transformer-based architecture to generate contextualized word embeddings, which are then used as input to downstream NLP tasks. BERT has achieved state-of-the-art performance on many NLP tasks, including sentiment analysis, question answering, and named entity recognition.

Another popular implementation of transformers is the GPT (Generative Pre-training Transformer) model, which was introduced by OpenAI in 2018. GPT uses a transformer-based architecture to generate text, and it has been used to generate realistic, human-like text in a wide range of applications, from chatbots to creative writing.

Transformers are a powerful type of deep learning model that has revolutionized the field of NLP. Their ability to handle variable-length input sequences and model long-range dependencies has made them a popular choice for a wide range of NLP tasks. As the field of NLP continues to advance, we can expect to see many more exciting developments in the area of transformer-based models.

Reinforced learning is used when the algorithm needs to learn through trial and error. In this case, the algorithm interacts with an environment and receives rewards or penalties for its actions. Reinforced learning aims to learn the optimal policy, or set of actions, that maximizes the cumulative reward over time.

Reinforced learning is often used in robotics, gaming, and autonomous vehicles. In these cases, the algorithm must learn how to navigate a complex environment and make decisions that lead to the desired outcome. By receiving feedback in rewards or penalties, the algorithm can learn from its mistakes and improve over time.

Machine learning is a powerful tool for solving a wide range of problems in many different industries. By analyzing large datasets and extracting patterns and insights, machine learning algorithms can help businesses and organizations make better decisions, improve efficiency, and reduce costs. In this blog post, we will explore some of the types of problems that can be solved with machine learning.

Classification problems are one of the most common types of problems that can be solved with machine learning. In a classification problem, the goal is to assign a label to an input based on its features. For example, a machine learning algorithm could be used to classify emails as spam or not spam or to classify images as dogs or cats.

Classification problems are often solved using supervised learning algorithms, such as decision trees, support vector machines, and neural networks. These algorithms learn to map input features to output labels by analyzing examples of labeled data.

Regression problems are another common type of problem that can be solved with machine learning. In a regression problem, the goal is to predict a continuous output value based on the input features. For example, a machine learning algorithm could be used to predict housing prices based on features such as square footage, number of bedrooms, and location.

Regression problems are also often solved using supervised learning algorithms, such as linear regression, decision trees, and neural networks. These algorithms learn to map input features to output values by analyzing examples of labeled data.

Clustering problems are a type of unsupervised learning problem. In a clustering problem, the goal is to group similar items based on their features. For example, a machine learning algorithm could be used to cluster customers based on their purchasing habits, or to group documents based on their content.

Clustering problems are often solved using unsupervised learning algorithms, such as k-means clustering, hierarchical clustering, and density-based clustering. These algorithms learn to identify patterns in the data by analyzing examples of unlabeled data.

Anomaly detection problems are another type of unsupervised learning problem. In an anomaly detection problem, the goal is to identify unusual data points that do not fit the normal patterns of the data. For example, a machine learning algorithm could be used to detect fraudulent credit card transactions based on patterns in the transaction data.

Anomaly detection problems are often solved using unsupervised learning algorithms, such as density-based clustering and autoencoders. These algorithms learn to identify patterns in the data by analyzing examples of unlabeled data.

Reinforcement learning problems are a type of machine learning problem where the goal is to learn a policy, or set of actions, that maximizes a reward signal over time. For example, a machine learning algorithm could be used to learn to play a game or navigate a robot through a maze.

Reinforcement learning problems are often solved using reinforcement learning algorithms, such as Q-learning and policy gradient methods. These algorithms learn to optimize a policy by exploring the environment and receiving feedback in the form of rewards or penalties.

Machine learning can solve a wide range of problems in many different industries. By using machine learning algorithms to analyze large datasets, businesses, and organizations can gain new insights and make better decisions, leading to improved efficiency and reduced costs.

Machine learning algorithms are the backbone of many artificial intelligence (AI) applications. Several types of algorithms are commonly used in machine learning, each with its own strengths and weaknesses. In this blog post, we will explore some of the different types of algorithms in machine learning.

Decision trees are a type of supervised learning algorithm that is commonly used for classification and regression tasks. The algorithm works by recursively splitting the data based on the values of the input features until each leaf node contains a single output value. Decision trees are easy to interpret and can handle both categorical and continuous data.

Random forests are a type of ensemble learning algorithm that combines multiple decision trees to improve the accuracy of the predictions. The algorithm works by creating a set of decision trees, each trained on a random subset of the data and features. Random forests are often used for classification and regression tasks and can handle large datasets with high-dimensional features.

Support vector machines (SVMs) are a type of supervised learning algorithm that is commonly used for classification and regression tasks. The algorithm works by finding a hyperplane that maximally separates the data into different classes or predicts a continuous output value. SVMs can handle both linear and nonlinear data and are effective for high-dimensional data with a small number of training examples.

Neural Networks: The Brain Behind AI’s Decision-Making

Neural networks are a type of supervised learning algorithm that is commonly used for classification and regression tasks. The algorithm works by simulating the function of the human brain with a network of interconnected nodes that process the input data. Neural networks are effective for high-dimensional data with complex relationships between the input features.

K-nearest neighbors (KNN) is a type of supervised learning algorithm that is commonly used for classification and regression tasks. The algorithm works by finding the k nearest neighbors to a given data point and using their labels or values to predict the output for the new data point. KNN can handle both continuous and categorical data and is effective for small datasets with low-dimensional features.

Principal component analysis is an unsupervised learning algorithm that is commonly used for dimensionality reduction. The algorithm works by finding the principal components of the data, which are the linear combinations of the input features that capture the most variance in the data. PCA can be used to reduce the dimensionality of the data, making it easier to visualize and analyze.

Clustering algorithms are unsupervised learning algorithms that group similar data points based on their features. There are several types of clustering algorithms, including k-means, hierarchical clustering, and density-based clustering. Clustering algorithms can be used to identify patterns in the data and find hidden structures.

As you can see, many different types of algorithms are used in machine learning. Each algorithm has its own strengths and weaknesses, and the choice of algorithm depends on the type of data and the specific task at hand. By using the right algorithm for the job, businesses and organizations can gain new insights and make better decisions based on the analysis of their data.

Labels are an essential component of many machine-learning algorithms. In supervised learning, labels are used to train a model to predict output values based on input features. The process of labeling data is time-consuming and requires expertise, but it is a necessary step in building effective machine-learning models.

In supervised learning, labels are attached to each data point in the training set, indicating the correct output value for that data point. For example, if the input is an image, the label might indicate whether the image contains a dog or a cat. If the input is a sentence, the label might indicate the sentiment of the sentence (positive, negative, or neutral).

Labeling data is typically done manually, either by humans or by using other machine learning algorithms. Human labeling can be time-consuming and expensive, especially for large datasets. However, it is often necessary to ensure high-quality labels, particularly for complex tasks or tasks that require human expertise.

One way to reduce the cost and time required for labeling is through semi-supervised learning. In semi-supervised learning, a small portion of the data is labeled, and the rest of the data is left unlabeled. The model is then trained on the labeled data, and the knowledge gained from this training is used to make predictions for the unlabeled data. This can be a cost-effective way to train a machine learning model, particularly for large datasets.

In addition to supervised learning, labels are also used in unsupervised learning algorithms. In clustering algorithms, for example, the goal is to group similar data points based on their features. While the data points may not have explicit labels, the clusters themselves can be used to infer labels or insights about the data.

Labels are also used in reinforcement learning, where the goal is to learn a policy that maximizes a reward signal over time. In this case, the reward signal acts as a label, indicating the correct action to take in a given situation.

You probably noticed by now that labels are an essential component of many machine learning algorithms. While the process of labeling data can be time-consuming and expensive, it is necessary to train effective machine learning models. By using labeled data, businesses and organizations can gain new insights and make better decisions based on the analysis of their data.

Analytical learning is a type of machine learning that involves using mathematical models and statistical analysis to make predictions or decisions based on data. It is one of the most common approaches to machine learning and is used in a wide range of applications, from business analytics to healthcare to autonomous vehicles.

Analytical learning is often used in supervised learning, where the goal is to predict output values based on input features. In analytical learning, a model is trained on a set of labeled data using statistical methods and mathematical models. The model then uses this knowledge to make predictions on new, unseen data.

Tabular data remains a significant and crucial format. Here are some reasons why:

Structured and Organized: Tabular data is inherently organized in rows and columns, making it easy for humans and computers to understand and analyze.
Legacy Systems: Many businesses and organizations still rely on databases and spreadsheets that store information in a tabular format.
Analysis Foundation: Tabular data serves as the foundation for many machine learning algorithms, making it a vital tool for extracting insights.

Several types of analytical learning models are commonly used in machine learning. These include linear regression, logistic regression, decision trees, random forests, support vector machines (SVMs), and artificial neural networks (ANNs). Each type of model has its own strengths and weaknesses, and the choice of model depends on the specific problem and the characteristics of the data. In reality, a variety of neural network architectures can be employed to understand heterogeneous tabular data, as shown in Figure 3 .

In addition to supervised learning, analytical learning can also be used in unsupervised learning, where the goal is to identify patterns and relationships in the data. In unsupervised learning, the model is not given explicit output labels, but instead, it is used to group or cluster similar data points based on their features. Common unsupervised learning algorithms include k-means clustering, hierarchical clustering, and principal component analysis (PCA).

One key advantage of analytical learning is its ability to handle large datasets and complex relationships between the input features. By using statistical methods and mathematical models, analytical learning can extract patterns and insights from the data that may not be obvious to humans.

However, analytical learning also has limitations. For example, it may need help to handle high-dimensional data with many input features and be sensitive to outliers and noise in the data. In addition, analytical learning may not be suitable for tasks that require human expertise or judgment.

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15 Key Skills Millennials Can Learn from Baby Boomers

Posted: April 3, 2024 | Last updated: April 3, 2024

<p>In today’s rapidly changing world, there’s much to be gained from the wisdom and experience of previous generations. Baby boomers possess significant knowledge and skills from which millennials can benefit. </p> <p>While millennials are often heralded for their tech-savvyness and innovation, baby boomers possess invaluable expertise in various areas that can complement and enhance millennials’ skill sets. </p> <p>Here are 15 key skills that millennials can learn from baby boomers, paving the way for collaboration and growth.</p>

In today’s rapidly changing world, there’s much to be gained from the wisdom and experience of previous generations. Baby boomers possess significant knowledge and skills from which millennials can benefit.

While millennials are often heralded for their tech-savvyness and innovation, baby boomers possess invaluable expertise in various areas that can complement and enhance millennials’ skill sets.

Here are 15 key skills that millennials can learn from baby boomers, paving the way for collaboration and growth.

<p>Those with a keen sense of perception notice subtle details that others might overlook. This awareness allows them to read between the lines and discern underlying patterns in people and situations.</p>

Effective Communication

Baby boomers excel in face-to-face communication and interpersonal skills, and millennials can learn to improve their ability to connect with friends, colleagues, and clients.

They emphasize clear and concise verbal and written communication, creating understanding and collaboration in the workplace.

Millennials can benefit from observing baby boomers’ communication styles and incorporating elements of empathy, active listening, and professionalism into their interactions.

<p>With experience comes an improved ability to prioritize tasks and manage time efficiently, allowing older individuals to easily juggle multiple responsibilities, maximizing productivity while still finding time for personal pursuits.</p>

Time Management

Baby boomers are great at managing their time efficiently and prioritizing tasks to meet deadlines and goals.

They utilize proven time management techniques to maximize productivity and minimize distractions, setting a valuable example for millennials.

Millennials can improve their productivity and achieve greater work-life balance by adopting strategies such as prioritization, delegation, and goal setting from baby boomers.

<p>Leadership is about inspiring and empowering others to reach their full potential. A man who leads with vision, integrity, and empathy motivates others and leaves a lasting impact on those he encounters.</p>

Leadership and Mentorship

With years of professional experience, baby boomers possess strong leadership skills and serve as valuable mentors to millennials.

They provide guidance, support, and wisdom to help millennials navigate challenges and develop professionally.

Millennials can learn from baby boomers’ leadership styles, including traits such as integrity, resilience, and strategic thinking, to become effective leaders in their own right.

<p>Raised in an era of rapid technological advancement and economic uncertainty, millennials are adaptable and resilient, embracing change and navigating uncertainty with confidence and resourcefulness.</p>

Adaptability and Resilience

Baby boomers have weathered numerous changes and challenges throughout their careers, making them resilient and adaptable in the face of adversity.

They embrace change with a positive attitude and demonstrate flexibility in adjusting to new technologies, procedures, and work environments.

Millennials can learn from baby boomers’ ability to navigate uncertainty and overcome obstacles, developing resilience and agility in their own careers.

Problem-Solving Skills

With their wealth of experience, baby boomers excel in analyzing complex problems and developing practical solutions to address them. They approach challenges strategically, leveraging their knowledge and expertise to identify root causes and implement effective strategies. Millennials can benefit from observing baby boomers’ problem-solving techniques and incorporating critical thinking, creativity, and resourcefulness into their approach.

<p>Having the means to invest in home improvement projects, whether DIY renovations or hiring professionals, is a sign of homeownership stability and the ability to personalize and enhance one’s living space.</p>

Attention to Detail

Attention to detail is a hallmark of baby boomers’ work ethic. They ensure accuracy and quality in every task they undertake. They pay meticulous attention to specifications, instructions, and project requirements, minimizing errors and ensuring consistency in their work. Millennials can learn from baby boomers’ focus on precision and thoroughness, striving for excellence in their own work and attention to detail.

<p>Gratitude is the key to happiness and fulfillment. A man who expresses gratitude for the blessings in his life shows humility and appreciation, fostering a positive and uplifting environment wherever he goes.</p>

Professionalism and Etiquette

Baby boomers uphold high standards of professionalism and etiquette in the workplace, setting an example for millennials to follow. They demonstrate respect, integrity, and courtesy in interacting with colleagues, clients, and stakeholders, creating a positive and inclusive work environment. Millennials can learn from baby boomers’ commitment to professionalism by cultivating traits such as reliability, punctuality, and integrity in their own conduct.

<p>Networking within elite circles is a hallmark of the upper class. Access to exclusive clubs, private events, and prestigious organizations facilitates connections with other affluent individuals, leading to increased opportunities for career advancement, business partnerships, and social capital.</p>

Networking and Relationship Building

Baby boomers excel in networking and relationship building, leveraging their extensive professional networks to create opportunities and drive business growth.

They actively cultivate and nurture relationships with industry peers, mentors, and contacts, expanding their influence and sphere of influence.

Millennials can learn from baby boomers’ networking strategies by prioritizing relationship building, maintaining connections, and seeking opportunities for collaboration and mentorship.

<p>Millennials crave feedback and recognition in the workplace, valuing open communication and constructive criticism to support their professional growth. Boomers have different communication styles and may not prioritize regular feedback or recognition for Millennials.</p>

Conflict Resolution

Conflicts are inevitable in relationships, but baby boomers excel in resolving disputes and fostering positive relationships.

They approach conflicts with diplomacy, empathy, and tact, seeking mutually beneficial solutions that preserve harmony and productivity.

Millennials can learn from baby boomers’ conflict resolution skills by practicing active listening, empathy, and collaboration to resolve conflicts effectively and maintain positive relationships.

<p>Paying excessive fees for financial advice or management services without assessing their actual benefits can erode retirement savings over time, diminishing investment returns and hindering long-term financial goals.</p>

Financial Literacy

Baby boomers possess a strong understanding of financial concepts and principles, making them valuable assets in budgeting, planning, and financial management.

They are adept at analyzing financial statements, forecasting trends, and making informed decisions to optimize resource allocation and maximize profitability.

Millennials can learn from baby boomers’ financial literacy by developing budgeting, investing, and planning skills to achieve their long-term financial goals.

<p>Setting realistic expectations for yourself and others can help reduce anxiety by alleviating pressure and perfectionism. </p><p>Break tasks down into smaller, manageable steps and prioritize what needs to be done. </p><p>Focus on progress rather than perfection, and be gentle with yourself if things don’t go as planned.</p>

Strategic Thinking

With their extensive experience and knowledge, baby boomers excel in strategic thinking, envisioning long-term goals, and developing plans to achieve them.

Millennials can learn from baby boomers’ strategic thinking by considering the broader implications of their actions, anticipating future challenges and opportunities, and aligning their efforts with organizational goals.

<p>In times of crisis or uncertainty, baby boomers are great at maintaining composure, making informed decisions, and leading others through adversity. </p><p>They use their experience and expertise to assess risks, develop contingency plans, and reduce potential organizational impacts. </p><p>Millennials can learn from baby boomers’ crisis management skills by remaining calm under pressure, communicating effectively, and taking decisive action to navigate challenges and restore stability.</p>

Crisis Management

In times of crisis or uncertainty, baby boomers are great at maintaining composure, making informed decisions, and leading others through adversity.

They use their experience and expertise to assess risks, develop contingency plans, and reduce potential organizational impacts.

Millennials can learn from baby boomers’ crisis management skills by remaining calm under pressure, communicating effectively, and taking decisive action to navigate challenges and restore stability.

<p>Take advantage of resources and support systems available to you, such as career counseling services, job training programs, and financial assistance for education or professional development.</p>

Professional Development

Baby boomers are committed to lifelong learning and professional development, continuously seeking opportunities to enhance their skills and knowledge.

They stay updated on industry trends, technological advancements, and best practices, adapting to evolving landscapes and staying competitive.

Millennials can learn from baby boomers’ dedication to professional development by investing in ongoing learning, skill-building, and career advancement to achieve their professional goals.

<p>Facing challenges with courage and determination is a hallmark of living a fulfilling life, as Baby Boomers have experienced firsthand. Instead of avoiding difficulties, they’ve learned to confront them head-on, knowing that growth often emerges from adversity.</p>

Decision-Making Skills

With their wealth of experience and knowledge, baby boomers excel in making informed and strategic decisions in various professional contexts.

They consider factors such as risk, opportunity, and others’ perspectives to arrive at well-reasoned and effective decisions.

Millennials can learn from baby boomers’ decision-making skills by seeking input from diverse perspectives, conducting thorough analysis, and weighing the potential outcomes before making important decisions.

Continuous Improvement

Baby boomers prioritize continuous improvement and innovation, seeking opportunities to enhance processes, products, and services to drive organizational success.

They embrace feedback, learn from past experiences, and adapt to changing circumstances to remain competitive in their industries.

Millennials can learn from baby boomers’ commitment to continuous improvement by fostering a growth mindset, embracing change, and actively seeking ways to innovate and excel in their roles.

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ORIGINAL RESEARCH article

This article is part of the research topic.

Research on Teaching Strategies and Skills in Different Educational Stages

BIOTECHNOLOGY PROJECT-BASED LEARNING ENCOURAGES LEARNING AND MATHEMATICS APPLICATION Provisionally Accepted

1 Universidad Técnica Particular de Loja, Ecuador

The final, formatted version of the article will be published soon.

Project-based learning (PBL) is a promising approach to enhance mathematics learning concepts in higher education. Here, teachers provide guidance and support to PBL implementation. The objective of this study was to develop PBL-based biotechnological projects as a strategy for mathematics learning. The methodology design was applied to 111 university students from Biochemical, Chemical Engineering and Business Administration careers. Knowledge, skills, perceptions, and engagement were measured through questionnaires, workshops, rubrics, and survey instruments. As a result, the paired comparison between tests, questionnaires and project shows significant differences (P<.001) between the experimental group and the control group. It is concluded that the teaching of mathematics should be oriented to the development of competencies, abilities, and skills that allow students to generate real solutions and broaden their vision of the applicability of their knowledge using new learning strategies. Key words: Mathematical models, Biotechnology, Project based learning.Science, technology, engineering, and mathematics (STEM) education has become a crucial topic both inside and outside of school (Han et al., 2015). Currently, mathematics learning tends to be oriented towards textbooks, and students can only work on math problems based on what the teacher exemplifies; however, if given different contextbased problems, they will have difficulty solving them (Fisher et al., 2020). Likewise, the traditional classroom model does not encourage student's interest in STEM (Sahin, 2009) The research gap is between what students learn at the university and what they really need in the workplace (Holmes et al., 2015). Higher education institutions have been trying to provide students with both (i) hard skills, such as cognitive knowledge and professional skills (Vogler et al., 2018), and (ii) soft skills, such as problem-solving and teamwork (Lennox and Roos 2017). However, these skills are difficult to achieve through traditional learning. One learning that creates an active, collaborative atmosphere, and can increase selfconfidence in students is Project-based learning (PBL) (Cruz et al., 2022; Guo et al., 2022;Markula and Aksela 2022). The PBL method is applied as a teaching model that involves

Keywords: Mathematical Models, Biotechnology, Project Based Learning (PBL), Learning, Learning mathematics activities

Received: 02 Jan 2024; Accepted: 03 Apr 2024.

Copyright: © 2024 Vivanco and Jiménez-Gaona. This is an open-access article distributed under the terms of the Creative Commons Attribution License (CC BY) . The use, distribution or reproduction in other forums is permitted, provided the original author(s) or licensor are credited and that the original publication in this journal is cited, in accordance with accepted academic practice. No use, distribution or reproduction is permitted which does not comply with these terms.

* Correspondence: Mr. Oscar A. Vivanco, Universidad Técnica Particular de Loja, Loja, Ecuador

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Do college majors matter not as much as you think.

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Students in a lecture hall.

It might be the most common question college students get: “What’s your major?”

While it may be a great conversation starter on campus, the question isn’t that effective in predicting someone’s job choice—certainly not a full career trajectory. The better we understand that, the better equipped we’ll be to help students with the bigger questions they face at the starting line of adulthood.

David Gwyn knows this. One year after graduating from college with an English degree, he convinced JPMorgan Chase, the country’s largest investment bank , to hire him as a financial analyst.

“I knew there was value in getting an English degree, being able to take complex ideas and make them clearer,” said Gwyn, who has a bachelor’s degree from Muhlenberg College in Allentown, Pa. “I think the hardest part is convincing other people of that.”

He had to prove his value—selling the communications skills that underlie his college major.

“With a finance degree, you might have an understanding of the system, but they’ll teach you that anyway,” Gwyn said. “It’s the difference between having a specific skill set and having a general understanding that you can apply to the job.”

Gwyn wrote about his journey from English major to financial analyst a couple of years ago, describing how he prepared for the critical job interviews with Chase and what he learned—including tips for other job-seekers schooled in the humanities.

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Ukraine packed a cessna style plane with explosives added remote controls and kamikaze d it into a russian drone factory 600 miles away, new billionaires 2024 taylor swift magic johnson and 263 others join the ranks this year.

“I’ve found that if you position yourself correctly, an English major is actually one of the most malleable areas of study,” he wrote on the Medium website. “And if you understand that and can articulate it, you’re one step closer to success in pretty much any field.”

Stories like this should encourage students who are wondering how to apply their college learning. Increasingly, in a world where technology fills the roles once occupied by people, we’ll see the importance of agile problem-solving, communications, and critical thinking. That’s the work that only humans can do, as I explored in my most recent book , “Human Work in the Age of Smart Machines.”

For example, in some professional fields—medicine, engineering, law, and accounting—it’s easy to see the path to a job. But not always: A study by the Federal Reserve Bank of New York found that fewer than one in three college graduates work in their field of study. Other sources put the figure higher, but still only 46 percent.

And some of the country’s best-known business leaders can attest to the enduring value of humanities degrees, including Starbucks founder Howard Schultz, former YouTube CEO Susan Wojcicki, and Andrea Jung, former CEO of Avon Products. All pursued liberal arts degrees.

Gwyn, meanwhile, has changed course again. After two years in banking, he left to earn a master’s degree in English literature from Rutgers University and turned to education. He now teaches middle school in a Philadelphia suburb and has a podcast devoted to authors of suspense fiction.

David Gwyn in his classroom.

One of his former colleagues, Spencer Liddic, was with JPMorgan Chase for six years. Liddic was a finance major in college, but he agrees with Gwyn on the underlying skills needed for success.

“I learned nearly my entire role while training with JPMorgan—not while I was in college,” Liddic said. “If you have an aptitude for learning, you can learn nearly any entry-level job with on-the-job training, with little to no background on the subject.”

Liddic was an operations analyst at the time and today owns a real estate investment company in of Scranton, Pa. He agreed that being able to relate to others—sometimes harder than it sounds—is key to success in many fields.

“This is a large part of an entry-level finance job, where you are communicating daily with not only your colleagues but with clients of the company,” he said. “Being able to effectively and efficiently communicate is as important a skill as you can have."

Timing and even luck can influence a job search, but a recent study commissioned by the Modern Language Association, a professional association for scholars of language and literature, found that English majors are holding their own.

“Contrary to popular belief, career outcomes for English majors are similar to those of all graduates,” the study said. “Data from the National Humanities Alliance shows that in 2018, the unemployment rate was 2.17% for all college graduates and 2.3% for English majors. The median career peak annual earnings for all college graduates in 2018 was $78,000; for English majors, it was $76,000.”

A report from the American Association of Colleges and Universities found that while humanities and social science BA grads lag others in salaries for the first few years after graduating, on average, they catch and often exceed them later on.

There are no guarantees in life, including higher education, and no report will take the place of smart job-hunting practices, including the ones Gwyn wrote about. So, what does an investment analyst turned middle school English teacher tell his students?

“I tell them I'm teaching skills that are transferable to whatever job you get,” Gwyn said. “I don't just teach the curriculum; I teach the skills.”

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35 problem-solving techniques and methods for solving complex problems
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.
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Defer or suspend judgement. Focus on "Yes, and…" rather than "No, but…". According to Carella, "Creative problem solving is the mental process used for generating innovative and imaginative ideas as a solution to a problem or a challenge. Creative problem solving techniques can be pursued by individuals or groups.".
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Get the app: https://www.alux.com/app00:00 - Intr000:31 - Define the Problem Clearly01:28 - Gather Information02:15 - Analyze from Different Perspectives03:0...
The Problem-Solving Process
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 ...
PDF THIRTEEN PROBLEM-SOLVING MODELS
Identify the people, information (data), and things needed to resolve the problem. Step. Description. Step 3: Select an Alternative. After you have evaluated each alternative, select the alternative that comes closest to solving the problem with the most advantages and fewest disadvantages.
9 essential problem solving tools: the ultimate guide
The problem solving tools include three unique categories: problem solving diagrams, problem solving mind maps, and problem solving software solutions. They include: Fishbone diagrams. Flowcharts. Strategy maps. Mental maps. Idea maps. Concept maps. Layered process audit software.
5 Steps (And 4 Techniques) for Effective Problem Solving
4. Implement the Solution. At this stage of problem solving, be prepared for feedback, and plan for this. When you roll out the solution, request feedback on the success of the change made. 5. Review, Iterate, and Improve. Making a change shouldn't be a one time action.
7 Problem-Solving Skills That Can Help You Be a More ...
Although problem-solving is a skill in its own right, a subset of seven skills can help make the process of problem-solving easier. These include analysis, communication, emotional intelligence, resilience, creativity, adaptability, and teamwork. 1. Analysis. As a manager, you'll solve each problem by assessing the situation first.
Problem Solving Techniques
This site has a wide array of problem solving tools, techniques and methodologies to help you become a master problem solver, critical thinker and able to take on projects with ease and confidence. You will learn how they work, why they are effective and how to apply them to your problems and tasks. Many are extremely simple, but amazingly ...
8 Effective Problem-Solving Strategies
Analytical abilities. Decision-making skills. Creativity. Critical thinking. Leadership. Communication. Time management. Emotional intelligence. Solving a problem is complex and requires the ability to recognize the issue, collect and analyze relevant data, and make decisions about the best course of action.
Four Workplace Problem-Solving Techniques You Might Not Have Tried
Four problem-solving techniques. 1. Linear thinking problem-solving. Linear thinking is a problem-solving process defined by a set starting point followed by a sequence of ideas that lead to a definite solution. It is a logical step-by-step process, and often referred to as sequential thinking - think of it as the 'conventional' method of ...
Problem-Solving Therapy: Definition, Techniques, and Efficacy
Problem-solving therapy is a brief intervention that provides people with the tools they need to identify and solve problems that arise from big and small life stressors. It aims to improve your overall quality of life and reduce the negative impact of psychological and physical illness. Problem-solving therapy can be used to treat depression ...
12 Best Problem Solving Books to Read in 2024
Here is a list of books to improve problem solving skills in the workplace. 1. Fixed: How to Perfect the Fine Art of Problem Solving by Amy E Herman. Fixed is one of the most useful new books on problem solving. The book calls for problem solvers to look beyond instinctual and obvious answers and provides a framework for more creative thinking.
26 Good Examples of Problem Solving (Interview Answers)
Examples of Problem Solving Scenarios in the Workplace. Correcting a mistake at work, whether it was made by you or someone else. Overcoming a delay at work through problem solving and communication. Resolving an issue with a difficult or upset customer. Overcoming issues related to a limited budget, and still delivering good work through the ...
3 Ways to Improve Student Problem-Solving
3. Three-Act Tasks: Originally created by Dan Meyer, three-act tasks follow the three acts of a story. The first act is typically called the "setup," followed by the "confrontation" and then the "resolution.". This storyline process can be used in mathematics in which students encounter a contextual problem (e.g., a pool is being ...
Promoting Problem-solving Skills in Young Children
Thinking about teaching problem-solving steps that earlier we talked about - some steps that home visitors can work through with parents. When it comes to developing problem-solving skills, young children are learning to manage their emotions and behaviors through co-regulation. They're beginning to reason and understand simple consequences.
Research: How Different Fields Are Using GenAI to Redefine Roles
The interactive, conversational, analytical, and generative features of GenAI offer support for creativity, problem-solving, and processing and digestion of large bodies of information. Therefore ...
Exploring the Landscape of Machine Learning: Techniques ...
Solving Regression Problems Through Machine Learning Techniques. Regression problems are another common type of problem that can be solved with machine learning. In a regression problem, the goal is to predict a continuous output value based on the input features.
15 Key Skills Millennials Can Learn from Baby Boomers
Problem-Solving Skills. With their wealth of experience, baby boomers excel in analyzing complex problems and developing practical solutions to address them. ... Choosing a baby name is a ...
Frontiers
Higher education institutions have been trying to provide students with both (i) hard skills, such as cognitive knowledge and professional skills (Vogler et al., 2018), and (ii) soft skills, such as problem-solving and teamwork (Lennox and Roos 2017). However, these skills are difficult to achieve through traditional learning.
Do College Majors Matter? Not As Much As You Think
Liddic was a finance major in college, but he agrees with Gwyn on the underlying skills needed for success. "I learned nearly my entire role while training with JPMorgan—not while I was in ...

35 problem-solving techniques and methods for solving complex problems

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Recommended Articles

How do you identify problems?

Complete problem-solving methods

Problem-solving warm-up activities

Tips for more effective problem solving

Clearly define the problem

Don’t jump to conclusions

Try different approaches

Don’t take it personally

Get the right people in the room

Document everything

Bring a facilitator

Develop your problem-solving skills

Design a great agenda

1. Six Thinking Hats

2. Lightning Decision Jam

3. Problem Definition Process

4. The 5 Whys

5. World Cafe

6. Discovery & Action Dialogue (DAD)

7. Design Sprint 2.0

8. Open space technology

Techniques to identify and analyze problems

10. The Creativity Dice

11. Fishbone Analysis

12. Problem Tree

13. SWOT Analysis

14. Agreement-Certainty Matrix

16. Speed Boat

17. The Journalistic Six

18. LEGO Challenge

19. What, So What, Now What?

20. Journalists

Problem-solving techniques for developing solutions

21. Mindspin

22. Improved Solutions

23. Four Step Sketch

24. 15% Solutions

25. How-Now-Wow Matrix

26. Impact and Effort Matrix

27. Dotmocracy

28. Check-in / Check-out

29. Doodling Together

30. Show and Tell

31. Constellations

32. Draw a Tree

How do I conclude a problem-solving process?

33. One Breath Feedback

34. Who What When Matrix

35. Response cards

Save time and effort discovering the right solutions

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What is Problem Solving? (Steps, Techniques, Examples)

What Is Problem Solving?

Problem-Solving Steps

Defining the Problem

Generating Solutions

Evaluating and Selecting Solutions

Implementing and Monitoring the Solution

Problem-Solving Techniques

Brainstorming

Root Cause Analysis

SWOT Analysis

Mind Mapping

Examples of Problem Solving in Various Contexts

36 Problem-solving techniques, methods and tools

11 Problem-solving techniques for clarity and confidence

1. Take a moment, take a breath

2. Ask questions to understand the full extent of the issue

3. Consider alternative perspectives

4. Make your office space conducive to problem-solving

5. Use problem-solving methodologies to guide the process

6. Use analogies to solve complex problems

7. Establish clear constraints

8. Dislodge preconceived ideas

9. Level the playing field