problem solving make a list

Fun teaching resources & tips to help you teach math with confidence

Math Strategies: Problem Solving by Making a List

As I’ve mentioned many times, one of the main goals in mathematics education is to raise up confident problem solvers . And while there are many ways to go about solving math problems, and we as adults may often see strategies as common sense, these are things that need to be taught. Giving kids as many tools as possible will set them up for success so that you can “let them loose” and see their creative minds work and explore. To continue my series on teaching kids to problem solve, today I’m going to discuss problem solving by making a list .

–>Pssst! Do your kids need help making sense of and solving word problems? You might like this set of editable word problem solving templates ! Use these with any grade level, for any type of word problem :

Making a Meaningful List: 

This was always a hard approach for me personally because it doesn’t seem like math, and can often be time consuming. I mean, who really wants to sit and list out all the possible solutions to a math problem? BUT, it is a very useful strategy, and as we’ll see, learning to be organized and systematic is the key ( and will also save tons of time )!

So when is it useful to make a list? Basically, any time you have a problem that has more than one solution , or you’re trying to solve a combination problem , it’s helpful to make a list.

But not just any list of possibilities. That will feel useless and frustrating if you’re just trying to pull out possibilities from anywhere. And more than that, it’s very likely possibilities will be skipped or repeated, making the final solution wrong.

On top of that, it will probably be more time consuming to make a list if you don’t have a systematic approach to it, which is probably why I was never a fan as a kid. No one wants to just sit and stare at the paper hoping solutions will pop into their brain.

Organizing the information in a logical way keeps you on track and ensures that all the possible solutions will be found.

There are different ways to organize information, but the idea is to exhaust all the possibilities with one part of your list before moving on.

For example, say you’re trying to figure out all the different combinations of ice cream toppings at your local ice cream shop. They have 3 different flavors (chocolate, vanilla and strawberry), but also have 4 different toppings (nuts, whipped cream, chocolate candies and gummy bears).

If you just start listing different possibilities without any kind of structure, you’re bound to get lost in your list and miss something. So instead, list all the possibilities for chocolate ice cream before moving on to vanilla.

Chocolate: just chocolate (no toppings), chocolate with nuts, chocolate with whipped cream, chocolate with candies and chocolate with gummy bears.

Now we see that there are 5 possibilities if you get chocolate ice cream, and so we can move on to vanilla, and then strawberry.

The key is to start with the first flavor and list every possible topping in order . Then move on to the next flavor and go through the toppings in the same order .

Then nothing gets skipped, forgotten or repeated . After completing the list, we see that there are 15 possible combinations.

Some students may even notice that there will be 5 possibilities for each flavor , and thus multiply 3×5 without completing the list. (That’s another great strategy: look for patterns ).

Even if a pattern is not discovered, however, completing the list in an organized, systematic way will ensure all possibilities are covered and the total (15) found.

Another way to organize the list is to make a tree diagram . Here’s another example problem:

Sarah is on vacation and brought 3 pairs of pants (blue, black, and white) and 3 shirts (pink, yellow and green). How many different outfit combinations can she make?

Using a tree diagram is a great way to keep the information organized, especially if you have kids who struggle with keeping track of their list:

Then it is very easy for students to see that there are 9 different outfit combinations .

Was this helpful? Is it a strategy that you share with your kids?

See the rest of the posts in this series and prepare your kids to be great problem solvers:

• Problem Solve by Solving an Easier Problem
• Problem Solve by Drawing a Picture
• Problem Solve by Working Backwards
• Problem Solve by Finding a Pattern
• Problem Solve with Guess & Check

I’m really liking this “problem solving” series! As someone who’s not so great as problem solving, these tips are going to come in handy when helping my daughter! Thanks for sharing at the Thoughtful Spot!

I was never very good at math, and unfortunately, my daughter isn’t great at it either. I came across this post on Hop (on the Hip Homeschool Moms site), and I love it! I’m going to read the other articles in the series too. I would love to help my daughter enjoy and understand math, and I’m hopeful that your posts will help me do that! Thanks so much for sharing your post with us on the Hop!

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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
• MindManager

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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How Do You Solve a Problem by Making an Organized List?

Organization is a big part of math. In this tutorial, you'll see how organizing information given in a word problem can help you solve the problem and find the answer!

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A problem-solving plan.

How Do You Make a Problem Solving Plan?

Planning is a key part of solving math problems. Follow along with this tutorial to see the steps involved to make a problem solving plan!

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How Do You Solve a Problem Using Logical Reasoning?

Using logic is a strong approach to solving math problems! This tutorial goes through an example of using logical reasoning to find the answer to a word problem.

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What Is Problem Solving?

By the Mind Tools Content Team

We all spend a lot of our time solving problems, both at work and in our personal lives.

Some problems are small, and we can quickly sort them out ourselves. But others are complex challenges that take collaboration, creativity, and a considerable amount of effort to solve.

At work, the types of problems we face depend largely on the organizations we're in and the jobs we do. A manager in a cleaning company, for example, might spend their day untangling staffing issues, resolving client complaints, and sorting out problems with equipment and supplies. An aircraft designer, on the other hand, might be grappling with a problem about aerodynamics, or trying to work out why a new safety feature isn't working. Meanwhile, a politician might be exploring solutions to racial injustice or climate change.

But whatever issues we face, there are some common ways to tackle them effectively. And we can all boost our confidence and ability to succeed by building a strong set of problem-solving skills.

Mind Tools offers a large collection of resources to help you do just that!

How Well Do You Solve Problems?

Start by taking an honest look at your existing skills. What's your current approach to solving problems, and how well is it working? Our quiz, How Good Is Your Problem Solving? lets you analyze your abilities, and signposts ways to address any areas of weakness.

Define Every Problem

The first step in solving a problem is understanding what that problem actually is. You need to be sure that you're dealing with the real problem – not its symptoms. For example, if performance in your department is substandard, you might think that the problem lies with the individuals submitting work. However, if you look a bit deeper, the real issue might be a general lack of training, or an unreasonable workload across the team.

Tools like 5 Whys , Appreciation and Root Cause Analysis get you asking the right questions, and help you to work through the layers of a problem to uncover what's really going on.

However, defining a problem doesn't mean deciding how to solve it straightaway. It's important to look at the issue from a variety of perspectives. If you commit yourself too early, you can end up with a short-sighted solution. The CATWOE checklist provides a powerful reminder to look at many elements that may contribute to the problem, keeping you open to a variety of possible solutions.

Understanding Complexity

As you define your problem, you'll often discover just how complicated it is. There are likely several interrelated issues involved. That's why it's important to have ways to visualize, simplify and make sense of this tangled mess!

Affinity Diagrams are great for organizing many different pieces of information into common themes, and for understanding the relationships between them.

Another popular tool is the Cause-and-Effect Diagram . To generate viable solutions, you need a solid understanding of what's causing the problem.

When your problem occurs within a business process, creating a Flow Chart , Swim Lane Diagram or a Systems Diagram will help you to see how various activities and inputs fit together. This may well highlight a missing element or bottleneck that's causing your problem.

Quite often, what seems to be a single problem turns out to be a whole series of problems. The Drill Down technique prompts you to split your problem into smaller, more manageable parts.

General Problem-Solving Tools

When you understand the problem in front of you, you’re ready to start solving it. With your definition to guide you, you can generate several possible solutions, choose the best one, then put it into action. That's the four-step approach at the heart of good problem solving.

There are various problem-solving styles to use. For example:

• Constructive Controversy is a way of widening perspectives and energizing discussions.
• Inductive Reasoning makes the most of people’s experiences and know-how, and can speed up solution finding.
• Means-End Analysis can bring extra clarity to your thinking, and kick-start the process of implementing solutions.

Specific Problem-Solving Systems

Some particularly complicated or important problems call for a more comprehensive process. Again, Mind Tools has a range of approaches to try, including:

• Simplex , which involves an eight-stage process: problem finding, fact finding, defining the problem, idea finding, selecting and evaluating, planning, selling the idea, and acting. These steps build upon the basic, four-step process described above, and they create a cycle of problem finding and solving that will continually improve your organization.
• Appreciative Inquiry , which is a uniquely positive way of solving problems by examining what's working well in the areas surrounding them.
• Soft Systems Methodology , which takes you through four stages to uncover more details about what's creating your problem, and then define actions that will improve the situation.

Further Problem-Solving Strategies

Good problem solving requires a number of other skills – all of which are covered by Mind Tools.

For example, we have a large section of resources to improve your Creativity , so that you come up with a range of possible solutions.

By strengthening your Decision Making , you'll be better at evaluating the options, selecting the best ones, then choosing how to implement them.

And our Project Management collection has valuable advice for strengthening the whole problem-solving process. The resources there will help you to make effective changes – and then keep them working long term.

Problems are an inescapable part of life, both in and out of work. So we can all benefit from having strong problem-solving skills.

It's important to understand your current approach to problem solving, and to know where and how to improve.

Define every problem you encounter – and understand its complexity, rather than trying to solve it too soon.

There's a range of general problem-solving approaches, helping you to generate possible answers, choose the best ones, and then implement your solution.

Some complicated or serious problems require more specific problem-solving systems, especially when they relate to business processes.

By boosting your creativity, decision-making and project-management skills, you’ll become even better at solving all the problems you face.

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Effective problem solving is all about using the right process and following a plan tailored to the issue at hand. Recognizing your team or organization has an issue isn’t enough to come up with effective problem solving strategies. 

To truly understand a problem and develop appropriate solutions, you will want to follow a solid process, follow the necessary problem solving steps, and bring all of your problem solving skills to the table.  

We’ll first guide you through the seven step problem solving process you and your team can use to effectively solve complex business challenges. We’ll also look at what problem solving strategies you can employ with your team when looking for a way to approach the process. We’ll then discuss the problem solving skills you need to be more effective at solving problems, complete with an activity from the SessionLab library you can use to develop that skill in your team.

Let’s get to it! 

What is a problem solving process?

• What are the problem solving steps I need to follow?

Problem solving strategies

What skills do i need to be an effective problem solver, how can i improve my problem solving skills.

Solving problems is like baking a cake. You can go straight into the kitchen without a recipe or the right ingredients and do your best, but the end result is unlikely to be very tasty!

Using a process to bake a cake allows you to use the best ingredients without waste, collect the right tools, account for allergies, decide whether it is a birthday or wedding cake, and then bake efficiently and on time. The result is a better cake that is fit for purpose, tastes better and has created less mess in the kitchen. Also, it should have chocolate sprinkles. Having a step by step process to solve organizational problems allows you to go through each stage methodically and ensure you are trying to solve the right problems and select the most appropriate, effective solutions.

What are the problem solving steps I need to follow? 

All problem solving processes go through a number of steps in order to move from identifying a problem to resolving it.

Depending on your problem solving model and who you ask, there can be anything between four and nine problem solving steps you should follow in order to find the right solution. Whatever framework you and your group use, there are some key items that should be addressed in order to have an effective process.

We’ve looked at problem solving processes from sources such as the American Society for Quality and their four step approach , and Mediate ‘s six step process. By reflecting on those and our own problem solving processes, we’ve come up with a sequence of seven problem solving steps we feel best covers everything you need in order to effectively solve problems.

1. Problem identification 

The first stage of any problem solving process is to identify the problem or problems you might want to solve. Effective problem solving strategies always begin by allowing a group scope to articulate what they believe the problem to be and then coming to some consensus over which problem they approach first. Problem solving activities used at this stage often have a focus on creating frank, open discussion so that potential problems can be brought to the surface.

2. Problem analysis 

Though this step is not a million miles from problem identification, problem analysis deserves to be considered separately. It can often be an overlooked part of the process and is instrumental when it comes to developing effective solutions.

The process of problem analysis means ensuring that the problem you are seeking to solve is the right problem . As part of this stage, you may look deeper and try to find the root cause of a specific problem at a team or organizational level.

Remember that problem solving strategies should not only be focused on putting out fires in the short term but developing long term solutions that deal with the root cause of organizational challenges. 

Whatever your approach, analyzing a problem is crucial in being able to select an appropriate solution and the problem solving skills deployed in this stage are beneficial for the rest of the process and ensuring the solutions you create are fit for purpose.

3. Solution generation

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

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

4. Solution development

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

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

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

5. Decision making 

Nearly there! Once your group has reached consensus and selected a solution that applies to the problem at hand you have some decisions to make. You will want to work on allocating ownership of the project, figure out who will do what, how the success of the solution will be measured and decide the next course of action.

The decision making stage is a part of the problem solving process that can get missed or taken as for granted. Fail to properly allocate roles and plan out how a solution will actually be implemented and it less likely to be successful in solving the problem.

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

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

6. Solution implementation 

This is what we were waiting for! All problem solving strategies have the end goal of implementing a solution and solving a problem in mind. 

Remember that in order for any solution to be successful, you need to help your group through all of the previous problem solving steps thoughtfully. Only then can you ensure that you are solving the right problem but also that you have developed the correct solution and can then successfully implement and measure the impact of that solution.

Project management and communication skills are key here – your solution may need to adjust when out in the wild or you might discover new challenges along the way.

7. Solution evaluation 

So you and your team developed a great solution to a problem and have a gut feeling its been solved. Work done, right? Wrong. All problem solving strategies benefit from evaluation, consideration, and feedback. You might find that the solution does not work for everyone, might create new problems, or is potentially so successful that you will want to roll it out to larger teams or as part of other initiatives. 

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

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

It’s worth underlining how important record keeping is throughout the problem solving process. If a solution didn’t work, you need to have the data and records to see why that was the case. If you go back to the drawing board, notes from the previous workshop can help save time. Data and insight is invaluable at every stage of the problem solving process and this one is no different.

Problem solving workshops made easy

Problem solving strategies are methods of approaching and facilitating the process of problem-solving with a set of techniques , actions, and processes. Different strategies are more effective if you are trying to solve broad problems such as achieving higher growth versus more focused problems like, how do we improve our customer onboarding process?

Broadly, the problem solving steps outlined above should be included in any problem solving strategy though choosing where to focus your time and what approaches should be taken is where they begin to differ. You might find that some strategies ask for the problem identification to be done prior to the session or that everything happens in the course of a one day workshop.

The key similarity is that all good problem solving strategies are structured and designed. Four hours of open discussion is never going to be as productive as a four-hour workshop designed to lead a group through a problem solving process.

Good problem solving strategies are tailored to the team, organization and problem you will be attempting to solve. Here are some example problem solving strategies you can learn from or use to get started.

Use a workshop to lead a team through a group process

Often, the first step to solving problems or organizational challenges is bringing a group together effectively. Most teams have the tools, knowledge, and expertise necessary to solve their challenges – they just need some guidance in how to use leverage those skills and a structure and format that allows people to focus their energies.

Facilitated workshops are one of the most effective ways of solving problems of any scale. By designing and planning your workshop carefully, you can tailor the approach and scope to best fit the needs of your team and organization. 

Problem solving workshop

• Creating a bespoke, tailored process
• Tackling problems of any size
• Building in-house workshop ability and encouraging their use

Workshops are an effective strategy for solving problems. By using tried and test facilitation techniques and methods, you can design and deliver a workshop that is perfectly suited to the unique variables of your organization. You may only have the capacity for a half-day workshop and so need a problem solving process to match. 

By using our session planner tool and importing methods from our library of 700+ facilitation techniques, you can create the right problem solving workshop for your team. It might be that you want to encourage creative thinking or look at things from a new angle to unblock your groups approach to problem solving. By tailoring your workshop design to the purpose, you can help ensure great results.

One of the main benefits of a workshop is the structured approach to problem solving. Not only does this mean that the workshop itself will be successful, but many of the methods and techniques will help your team improve their working processes outside of the workshop. 

We believe that workshops are one of the best tools you can use to improve the way your team works together. Start with a problem solving workshop and then see what team building, culture or design workshops can do for your organization!

Run a design sprint

Great for: 

• aligning large, multi-discipline teams
• quickly designing and testing solutions
• tackling large, complex organizational challenges and breaking them down into smaller tasks

By using design thinking principles and methods, a design sprint is a great way of identifying, prioritizing and prototyping solutions to long term challenges that can help solve major organizational problems with quick action and measurable results.

Some familiarity with design thinking is useful, though not integral, and this strategy can really help a team align if there is some discussion around which problems should be approached first. 

The stage-based structure of the design sprint is also very useful for teams new to design thinking.  The inspiration phase, where you look to competitors that have solved your problem, and the rapid prototyping and testing phases are great for introducing new concepts that will benefit a team in all their future work. 

It can be common for teams to look inward for solutions and so looking to the market for solutions you can iterate on can be very productive. Instilling an agile prototyping and testing mindset can also be great when helping teams move forwards – generating and testing solutions quickly can help save time in the long run and is also pretty exciting!

Break problems down into smaller issues

Organizational challenges and problems are often complicated and large scale in nature. Sometimes, trying to resolve such an issue in one swoop is simply unachievable or overwhelming. Try breaking down such problems into smaller issues that you can work on step by step. You may not be able to solve the problem of churning customers off the bat, but you can work with your team to identify smaller effort but high impact elements and work on those first.

This problem solving strategy can help a team generate momentum, prioritize and get some easy wins. It’s also a great strategy to employ with teams who are just beginning to learn how to approach the problem solving process. If you want some insight into a way to employ this strategy, we recommend looking at our design sprint template below!

Use guiding frameworks or try new methodologies

Some problems are best solved by introducing a major shift in perspective or by using new methodologies that encourage your team to think differently.

Props and tools such as Methodkit , which uses a card-based toolkit for facilitation, or Lego Serious Play can be great ways to engage your team and find an inclusive, democratic problem solving strategy. Remember that play and creativity are great tools for achieving change and whatever the challenge, engaging your participants can be very effective where other strategies may have failed.

LEGO Serious Play

• Improving core problem solving skills
• Thinking outside of the box
• Encouraging creative solutions

LEGO Serious Play is a problem solving methodology designed to get participants thinking differently by using 3D models and kinesthetic learning styles. By physically building LEGO models based on questions and exercises, participants are encouraged to think outside of the box and create their own responses. 

Collaborate LEGO Serious Play exercises are also used to encourage communication and build problem solving skills in a group. By using this problem solving process, you can often help different kinds of learners and personality types contribute and unblock organizational problems with creative thinking. 

Problem solving strategies like LEGO Serious Play are super effective at helping a team solve more skills-based problems such as communication between teams or a lack of creative thinking. Some problems are not suited to LEGO Serious Play and require a different problem solving strategy.

Card Decks and Method Kits

• New facilitators or non-facilitators 
• Approaching difficult subjects with a simple, creative framework
• Engaging those with varied learning styles

Card decks and method kids are great tools for those new to facilitation or for whom facilitation is not the primary role. Card decks such as the emotional culture deck can be used for complete workshops and in many cases, can be used right out of the box. Methodkit has a variety of kits designed for scenarios ranging from personal development through to personas and global challenges so you can find the right deck for your particular needs.

Having an easy to use framework that encourages creativity or a new approach can take some of the friction or planning difficulties out of the workshop process and energize a team in any setting. Simplicity is the key with these methods. By ensuring everyone on your team can get involved and engage with the process as quickly as possible can really contribute to the success of your problem solving strategy.

Source external advice

Looking to peers, experts and external facilitators can be a great way of approaching the problem solving process. Your team may not have the necessary expertise, insights of experience to tackle some issues, or you might simply benefit from a fresh perspective. Some problems may require bringing together an entire team, and coaching managers or team members individually might be the right approach. Remember that not all problems are best resolved in the same manner.

If you’re a solo entrepreneur, peer groups, coaches and mentors can also be invaluable at not only solving specific business problems, but in providing a support network for resolving future challenges. One great approach is to join a Mastermind Group and link up with like-minded individuals and all grow together. Remember that however you approach the sourcing of external advice, do so thoughtfully, respectfully and honestly. Reciprocate where you can and prepare to be surprised by just how kind and helpful your peers can be!

Mastermind Group

• Solo entrepreneurs or small teams with low capacity
• Peer learning and gaining outside expertise
• Getting multiple external points of view quickly

Problem solving in large organizations with lots of skilled team members is one thing, but how about if you work for yourself or in a very small team without the capacity to get the most from a design sprint or LEGO Serious Play session? 

A mastermind group – sometimes known as a peer advisory board – is where a group of people come together to support one another in their own goals, challenges, and businesses. Each participant comes to the group with their own purpose and the other members of the group will help them create solutions, brainstorm ideas, and support one another. 

Mastermind groups are very effective in creating an energized, supportive atmosphere that can deliver meaningful results. Learning from peers from outside of your organization or industry can really help unlock new ways of thinking and drive growth. Access to the experience and skills of your peers can be invaluable in helping fill the gaps in your own ability, particularly in young companies.

A mastermind group is a great solution for solo entrepreneurs, small teams, or for organizations that feel that external expertise or fresh perspectives will be beneficial for them. It is worth noting that Mastermind groups are often only as good as the participants and what they can bring to the group. Participants need to be committed, engaged and understand how to work in this context. 

Coaching and mentoring

• Focused learning and development
• Filling skills gaps
• Working on a range of challenges over time

Receiving advice from a business coach or building a mentor/mentee relationship can be an effective way of resolving certain challenges. The one-to-one format of most coaching and mentor relationships can really help solve the challenges those individuals are having and benefit the organization as a result.

A great mentor can be invaluable when it comes to spotting potential problems before they arise and coming to understand a mentee very well has a host of other business benefits. You might run an internal mentorship program to help develop your team’s problem solving skills and strategies or as part of a large learning and development program. External coaches can also be an important part of your problem solving strategy, filling skills gaps for your management team or helping with specific business issues. 

Now we’ve explored the problem solving process and the steps you will want to go through in order to have an effective session, let’s look at the skills you and your team need to be more effective problem solvers.

Problem solving skills are highly sought after, whatever industry or team you work in. Organizations are keen to employ people who are able to approach problems thoughtfully and find strong, realistic solutions. Whether you are a facilitator , a team leader or a developer, being an effective problem solver is a skill you’ll want to develop.

Problem solving skills form a whole suite of techniques and approaches that an individual uses to not only identify problems but to discuss them productively before then developing appropriate solutions.

Here are some of the most important problem solving skills everyone from executives to junior staff members should learn. We’ve also included an activity or exercise from the SessionLab library that can help you and your team develop that skill. 

If you’re running a workshop or training session to try and improve problem solving skills in your team, try using these methods to supercharge your process!

Active listening

Active listening is one of the most important skills anyone who works with people can possess. In short, active listening is a technique used to not only better understand what is being said by an individual, but also to be more aware of the underlying message the speaker is trying to convey. When it comes to problem solving, active listening is integral for understanding the position of every participant and to clarify the challenges, ideas and solutions they bring to the table.

Some active listening skills include:

• Paying complete attention to the speaker.
• Removing distractions.
• Avoid interruption.
• Taking the time to fully understand before preparing a rebuttal.
• Responding respectfully and appropriately.
• Demonstrate attentiveness and positivity with an open posture, making eye contact with the speaker, smiling and nodding if appropriate. Show that you are listening and encourage them to continue.
• Be aware of and respectful of feelings. Judge the situation and respond appropriately. You can disagree without being disrespectful.   
• Observe body language. 
• Paraphrase what was said in your own words, either mentally or verbally.
• Remain neutral. 
• Reflect and take a moment before responding.
• Ask deeper questions based on what is said and clarify points where necessary.   

Active Listening   #hyperisland   #skills   #active listening   #remote-friendly   This activity supports participants to reflect on a question and generate their own solutions using simple principles of active listening and peer coaching. It’s an excellent introduction to active listening but can also be used with groups that are already familiar with it. Participants work in groups of three and take turns being: “the subject”, the listener, and the observer.

Analytical skills

All problem solving models require strong analytical skills, particularly during the beginning of the process and when it comes to analyzing how solutions have performed.

Analytical skills are primarily focused on performing an effective analysis by collecting, studying and parsing data related to a problem or opportunity. 

It often involves spotting patterns, being able to see things from different perspectives and using observable facts and data to make suggestions or produce insight. 

Analytical skills are also important at every stage of the problem solving process and by having these skills, you can ensure that any ideas or solutions you create or backed up analytically and have been sufficiently thought out.

Nine Whys   #innovation   #issue analysis   #liberating structures   With breathtaking simplicity, you can rapidly clarify for individuals and a group what is essentially important in their work. You can quickly reveal when a compelling purpose is missing in a gathering and avoid moving forward without clarity. When a group discovers an unambiguous shared purpose, more freedom and more responsibility are unleashed. You have laid the foundation for spreading and scaling innovations with fidelity.

Collaboration

Trying to solve problems on your own is difficult. Being able to collaborate effectively, with a free exchange of ideas, to delegate and be a productive member of a team is hugely important to all problem solving strategies.

Remember that whatever your role, collaboration is integral, and in a problem solving process, you are all working together to find the best solution for everyone. 

Marshmallow challenge with debriefing   #teamwork   #team   #leadership   #collaboration   In eighteen minutes, teams must build the tallest free-standing structure out of 20 sticks of spaghetti, one yard of tape, one yard of string, and one marshmallow. The marshmallow needs to be on top. The Marshmallow Challenge was developed by Tom Wujec, who has done the activity with hundreds of groups around the world. Visit the Marshmallow Challenge website for more information. This version has an extra debriefing question added with sample questions focusing on roles within the team.

Communication  

Being an effective communicator means being empathetic, clear and succinct, asking the right questions, and demonstrating active listening skills throughout any discussion or meeting. 

In a problem solving setting, you need to communicate well in order to progress through each stage of the process effectively. As a team leader, it may also fall to you to facilitate communication between parties who may not see eye to eye. Effective communication also means helping others to express themselves and be heard in a group.

Bus Trip   #feedback   #communication   #appreciation   #closing   #thiagi   #team   This is one of my favourite feedback games. I use Bus Trip at the end of a training session or a meeting, and I use it all the time. The game creates a massive amount of energy with lots of smiles, laughs, and sometimes even a teardrop or two.

Creative problem solving skills can be some of the best tools in your arsenal. Thinking creatively, being able to generate lots of ideas and come up with out of the box solutions is useful at every step of the process. 

The kinds of problems you will likely discuss in a problem solving workshop are often difficult to solve, and by approaching things in a fresh, creative manner, you can often create more innovative solutions.

Having practical creative skills is also a boon when it comes to problem solving. If you can help create quality design sketches and prototypes in record time, it can help bring a team to alignment more quickly or provide a base for further iteration.

The paper clip method   #sharing   #creativity   #warm up   #idea generation   #brainstorming   The power of brainstorming. A training for project leaders, creativity training, and to catalyse getting new solutions.

Critical thinking

Critical thinking is one of the fundamental problem solving skills you’ll want to develop when working on developing solutions. Critical thinking is the ability to analyze, rationalize and evaluate while being aware of personal bias, outlying factors and remaining open-minded.

Defining and analyzing problems without deploying critical thinking skills can mean you and your team go down the wrong path. Developing solutions to complex issues requires critical thinking too – ensuring your team considers all possibilities and rationally evaluating them. 

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.

Data analysis 

Though it shares lots of space with general analytical skills, data analysis skills are something you want to cultivate in their own right in order to be an effective problem solver.

Being good at data analysis doesn’t just mean being able to find insights from data, but also selecting the appropriate data for a given issue, interpreting it effectively and knowing how to model and present that data. Depending on the problem at hand, it might also include a working knowledge of specific data analysis tools and procedures. 

Having a solid grasp of data analysis techniques is useful if you’re leading a problem solving workshop but if you’re not an expert, don’t worry. Bring people into the group who has this skill set and help your team be more effective as a result.

Decision making

All problems need a solution and all solutions require that someone make the decision to implement them. Without strong decision making skills, teams can become bogged down in discussion and less effective as a result. 

Making decisions is a key part of the problem solving process. It’s important to remember that decision making is not restricted to the leadership team. Every staff member makes decisions every day and developing these skills ensures that your team is able to solve problems at any scale. Remember that making decisions does not mean leaping to the first solution but weighing up the options and coming to an informed, well thought out solution to any given problem that works for the whole team.

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

Dependability

Most complex organizational problems require multiple people to be involved in delivering the solution. Ensuring that the team and organization can depend on you to take the necessary actions and communicate where necessary is key to ensuring problems are solved effectively.

Being dependable also means working to deadlines and to brief. It is often a matter of creating trust in a team so that everyone can depend on one another to complete the agreed actions in the agreed time frame so that the team can move forward together. Being undependable can create problems of friction and can limit the effectiveness of your solutions so be sure to bear this in mind throughout a project. 

Team Purpose & Culture   #team   #hyperisland   #culture   #remote-friendly   This is an essential process designed to help teams define their purpose (why they exist) and their culture (how they work together to achieve that purpose). Defining these two things will help any team to be more focused and aligned. With support of tangible examples from other companies, the team members work as individuals and a group to codify the way they work together. The goal is a visual manifestation of both the purpose and culture that can be put up in the team’s work space.

Emotional intelligence

Emotional intelligence is an important skill for any successful team member, whether communicating internally or with clients or users. In the problem solving process, emotional intelligence means being attuned to how people are feeling and thinking, communicating effectively and being self-aware of what you bring to a room. 

There are often differences of opinion when working through problem solving processes, and it can be easy to let things become impassioned or combative. Developing your emotional intelligence means being empathetic to your colleagues and managing your own emotions throughout the problem and solution process. Be kind, be thoughtful and put your points across care and attention. 

Being emotionally intelligent is a skill for life and by deploying it at work, you can not only work efficiently but empathetically. Check out the emotional culture workshop template for more!

Facilitation

As we’ve clarified in our facilitation skills post, facilitation is the art of leading people through processes towards agreed-upon objectives in a manner that encourages participation, ownership, and creativity by all those involved. While facilitation is a set of interrelated skills in itself, the broad definition of facilitation can be invaluable when it comes to problem solving. Leading a team through a problem solving process is made more effective if you improve and utilize facilitation skills – whether you’re a manager, team leader or external stakeholder.

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

Flexibility 

Being flexible is a vital skill when it comes to problem solving. This does not mean immediately bowing to pressure or changing your opinion quickly: instead, being flexible is all about seeing things from new perspectives, receiving new information and factoring it into your thought process.

Flexibility is also important when it comes to rolling out solutions. It might be that other organizational projects have greater priority or require the same resources as your chosen solution. Being flexible means understanding needs and challenges across the team and being open to shifting or arranging your own schedule as necessary. Again, this does not mean immediately making way for other projects. It’s about articulating your own needs, understanding the needs of others and being able to come to a meaningful compromise.

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.

Working in any group can lead to unconscious elements of groupthink or situations in which you may not wish to be entirely honest. Disagreeing with the opinions of the executive team or wishing to save the feelings of a coworker can be tricky to navigate, but being honest is absolutely vital when to comes to developing effective solutions and ensuring your voice is heard. 

Remember that being honest does not mean being brutally candid. You can deliver your honest feedback and opinions thoughtfully and without creating friction by using other skills such as emotional intelligence. 

Explore your Values   #hyperisland   #skills   #values   #remote-friendly   Your Values is an exercise for participants to explore what their most important values are. It’s done in an intuitive and rapid way to encourage participants to follow their intuitive feeling rather than over-thinking and finding the “correct” values. It is a good exercise to use to initiate reflection and dialogue around personal values.

Initiative 

The problem solving process is multi-faceted and requires different approaches at certain points of the process. Taking initiative to bring problems to the attention of the team, collect data or lead the solution creating process is always valuable. You might even roadtest your own small scale solutions or brainstorm before a session. Taking initiative is particularly effective if you have good deal of knowledge in that area or have ownership of a particular project and want to get things kickstarted.

That said, be sure to remember to honor the process and work in service of the team. If you are asked to own one part of the problem solving process and you don’t complete that task because your initiative leads you to work on something else, that’s not an effective method of solving business challenges.

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.

Impartiality

A particularly useful problem solving skill for product owners or managers is the ability to remain impartial throughout much of the process. In practice, this means treating all points of view and ideas brought forward in a meeting equally and ensuring that your own areas of interest or ownership are not favored over others. 

There may be a stage in the process where a decision maker has to weigh the cost and ROI of possible solutions against the company roadmap though even then, ensuring that the decision made is based on merit and not personal opinion. 

Empathy map   #frame insights   #create   #design   #issue analysis   An empathy map is a tool to help a design team to empathize with the people they are designing for. You can make an empathy map for a group of people or for a persona. To be used after doing personas when more insights are needed.

Being a good leader means getting a team aligned, energized and focused around a common goal. In the problem solving process, strong leadership helps ensure that the process is efficient, that any conflicts are resolved and that a team is managed in the direction of success.

It’s common for managers or executives to assume this role in a problem solving workshop, though it’s important that the leader maintains impartiality and does not bulldoze the group in a particular direction. Remember that good leadership means working in service of the purpose and team and ensuring the workshop is a safe space for employees of any level to contribute. Take a look at our leadership games and activities post for more exercises and methods to help improve leadership in your organization.

Leadership Pizza   #leadership   #team   #remote-friendly   This leadership development activity offers a self-assessment framework for people to first identify what skills, attributes and attitudes they find important for effective leadership, and then assess their own development and initiate goal setting.

In the context of problem solving, mediation is important in keeping a team engaged, happy and free of conflict. When leading or facilitating a problem solving workshop, you are likely to run into differences of opinion. Depending on the nature of the problem, certain issues may be brought up that are emotive in nature. 

Being an effective mediator means helping those people on either side of such a divide are heard, listen to one another and encouraged to find common ground and a resolution. Mediating skills are useful for leaders and managers in many situations and the problem solving process is no different.

Conflict Responses   #hyperisland   #team   #issue resolution   A workshop for a team to reflect on past conflicts, and use them to generate guidelines for effective conflict handling. The workshop uses the Thomas-Killman model of conflict responses to frame a reflective discussion. Use it to open up a discussion around conflict with a team.

Planning 

Solving organizational problems is much more effective when following a process or problem solving model. Planning skills are vital in order to structure, deliver and follow-through on a problem solving workshop and ensure your solutions are intelligently deployed.

Planning skills include the ability to organize tasks and a team, plan and design the process and take into account any potential challenges. Taking the time to plan carefully can save time and frustration later in the process and is valuable for ensuring a team is positioned for success.

3 Action Steps   #hyperisland   #action   #remote-friendly   This is a small-scale strategic planning session that helps groups and individuals to take action toward a desired change. It is often used at the end of a workshop or programme. The group discusses and agrees on a vision, then creates some action steps that will lead them towards that vision. The scope of the challenge is also defined, through discussion of the helpful and harmful factors influencing the group.

Prioritization

As organisations grow, the scale and variation of problems they face multiplies. Your team or is likely to face numerous challenges in different areas and so having the skills to analyze and prioritize becomes very important, particularly for those in leadership roles.

A thorough problem solving process is likely to deliver multiple solutions and you may have several different problems you wish to solve simultaneously. Prioritization is the ability to measure the importance, value, and effectiveness of those possible solutions and choose which to enact and in what order. The process of prioritization is integral in ensuring the biggest challenges are addressed with the most impactful solutions.

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.

Project management

Some problem solving skills are utilized in a workshop or ideation phases, while others come in useful when it comes to decision making. Overseeing an entire problem solving process and ensuring its success requires strong project management skills. 

While project management incorporates many of the other skills listed here, it is important to note the distinction of considering all of the factors of a project and managing them successfully. Being able to negotiate with stakeholders, manage tasks, time and people, consider costs and ROI, and tie everything together is massively helpful when going through the problem solving process. 

Record keeping

Working out meaningful solutions to organizational challenges is only one part of the process.  Thoughtfully documenting and keeping records of each problem solving step for future consultation is important in ensuring efficiency and meaningful change. 

For example, some problems may be lower priority than others but can be revisited in the future. If the team has ideated on solutions and found some are not up to the task, record those so you can rule them out and avoiding repeating work. Keeping records of the process also helps you improve and refine your problem solving model next time around!

Personal Kanban   #gamestorming   #action   #agile   #project planning   Personal Kanban is a tool for organizing your work to be more efficient and productive. It is based on agile methods and principles.

Research skills

Conducting research to support both the identification of problems and the development of appropriate solutions is important for an effective process. Knowing where to go to collect research, how to conduct research efficiently, and identifying pieces of research are relevant are all things a good researcher can do well. 

In larger groups, not everyone has to demonstrate this ability in order for a problem solving workshop to be effective. That said, having people with research skills involved in the process, particularly if they have existing area knowledge, can help ensure the solutions that are developed with data that supports their intention. Remember that being able to deliver the results of research efficiently and in a way the team can easily understand is also important. The best data in the world is only as effective as how it is delivered and interpreted.

Customer experience map   #ideation   #concepts   #research   #design   #issue analysis   #remote-friendly   Customer experience mapping is a method of documenting and visualizing the experience a customer has as they use the product or service. It also maps out their responses to their experiences. To be used when there is a solution (even in a conceptual stage) that can be analyzed.

Risk management

Managing risk is an often overlooked part of the problem solving process. Solutions are often developed with the intention of reducing exposure to risk or solving issues that create risk but sometimes, great solutions are more experimental in nature and as such, deploying them needs to be carefully considered. 

Managing risk means acknowledging that there may be risks associated with more out of the box solutions or trying new things, but that this must be measured against the possible benefits and other organizational factors. 

Be informed, get the right data and stakeholders in the room and you can appropriately factor risk into your decision making process. 

Decisions, Decisions…   #communication   #decision making   #thiagi   #action   #issue analysis   When it comes to decision-making, why are some of us more prone to take risks while others are risk-averse? One explanation might be the way the decision and options were presented.  This exercise, based on Kahneman and Tversky’s classic study , illustrates how the framing effect influences our judgement and our ability to make decisions . The participants are divided into two groups. Both groups are presented with the same problem and two alternative programs for solving them. The two programs both have the same consequences but are presented differently. The debriefing discussion examines how the framing of the program impacted the participant’s decision.

Team-building 

No single person is as good at problem solving as a team. Building an effective team and helping them come together around a common purpose is one of the most important problem solving skills, doubly so for leaders. By bringing a team together and helping them work efficiently, you pave the way for team ownership of a problem and the development of effective solutions. 

In a problem solving workshop, it can be tempting to jump right into the deep end, though taking the time to break the ice, energize the team and align them with a game or exercise will pay off over the course of the day.

Remember that you will likely go through the problem solving process multiple times over an organization’s lifespan and building a strong team culture will make future problem solving more effective. It’s also great to work with people you know, trust and have fun with. Working on team building in and out of the problem solving process is a hallmark of successful teams that can work together to solve business problems.

9 Dimensions Team Building Activity   #ice breaker   #teambuilding   #team   #remote-friendly   9 Dimensions is a powerful activity designed to build relationships and trust among team members. There are 2 variations of this icebreaker. The first version is for teams who want to get to know each other better. The second version is for teams who want to explore how they are working together as a team.

Time management 

The problem solving process is designed to lead a team from identifying a problem through to delivering a solution and evaluating its effectiveness. Without effective time management skills or timeboxing of tasks, it can be easy for a team to get bogged down or be inefficient.

By using a problem solving model and carefully designing your workshop, you can allocate time efficiently and trust that the process will deliver the results you need in a good timeframe.

Time management also comes into play when it comes to rolling out solutions, particularly those that are experimental in nature. Having a clear timeframe for implementing and evaluating solutions is vital for ensuring their success and being able to pivot if necessary.

Improving your skills at problem solving is often a career-long pursuit though there are methods you can use to make the learning process more efficient and to supercharge your problem solving skillset.

Remember that the skills you need to be a great problem solver have a large overlap with those skills you need to be effective in any role. Investing time and effort to develop your active listening or critical thinking skills is valuable in any context. Here are 7 ways to improve your problem solving skills.

Share best practices

Remember that your team is an excellent source of skills, wisdom, and techniques and that you should all take advantage of one another where possible. Best practices that one team has for solving problems, conducting research or making decisions should be shared across the organization. If you have in-house staff that have done active listening training or are data analysis pros, have them lead a training session. 

Your team is one of your best resources. Create space and internal processes for the sharing of skills so that you can all grow together. 

Ask for help and attend training

Once you’ve figured out you have a skills gap, the next step is to take action to fill that skills gap. That might be by asking your superior for training or coaching, or liaising with team members with that skill set. You might even attend specialized training for certain skills – active listening or critical thinking, for example, are business-critical skills that are regularly offered as part of a training scheme.

Whatever method you choose, remember that taking action of some description is necessary for growth. Whether that means practicing, getting help, attending training or doing some background reading, taking active steps to improve your skills is the way to go.

Learn a process 

Problem solving can be complicated, particularly when attempting to solve large problems for the first time. Using a problem solving process helps give structure to your problem solving efforts and focus on creating outcomes, rather than worrying about the format. 

Tools such as the seven-step problem solving process above are effective because not only do they feature steps that will help a team solve problems, they also develop skills along the way. Each step asks for people to engage with the process using different skills and in doing so, helps the team learn and grow together. Group processes of varying complexity and purpose can also be found in the SessionLab library of facilitation techniques . Using a tried and tested process and really help ease the learning curve for both those leading such a process, as well as those undergoing the purpose.

Effective teams make decisions about where they should and shouldn’t expend additional effort. By using a problem solving process, you can focus on the things that matter, rather than stumbling towards a solution haphazardly. 

Create a feedback loop

Some skills gaps are more obvious than others. It’s possible that your perception of your active listening skills differs from those of your colleagues. 

It’s valuable to create a system where team members can provide feedback in an ordered and friendly manner so they can all learn from one another. Only by identifying areas of improvement can you then work to improve them. 

Remember that feedback systems require oversight and consideration so that they don’t turn into a place to complain about colleagues. Design the system intelligently so that you encourage the creation of learning opportunities, rather than encouraging people to list their pet peeves.

While practice might not make perfect, it does make the problem solving process easier. If you are having trouble with critical thinking, don’t shy away from doing it. Get involved where you can and stretch those muscles as regularly as possible. 

Problem solving skills come more naturally to some than to others and that’s okay. Take opportunities to get involved and see where you can practice your skills in situations outside of a workshop context. Try collaborating in other circumstances at work or conduct data analysis on your own projects. You can often develop those skills you need for problem solving simply by doing them. Get involved!

Use expert exercises and methods

Learn from the best. Our library of 700+ facilitation techniques is full of activities and methods that help develop the skills you need to be an effective problem solver. Check out our templates to see how to approach problem solving and other organizational challenges in a structured and intelligent manner.

There is no single approach to improving problem solving skills, but by using the techniques employed by others you can learn from their example and develop processes that have seen proven results. 

Try new ways of thinking and change your mindset

Using tried and tested exercises that you know well can help deliver results, but you do run the risk of missing out on the learning opportunities offered by new approaches. As with the problem solving process, changing your mindset can remove blockages and be used to develop your problem solving skills.

Most teams have members with mixed skill sets and specialties. Mix people from different teams and share skills and different points of view. Teach your customer support team how to use design thinking methods or help your developers with conflict resolution techniques. Try switching perspectives with facilitation techniques like Flip It! or by using new problem solving methodologies or models. Give design thinking, liberating structures or lego serious play a try if you want to try a new approach. You will find that framing problems in new ways and using existing skills in new contexts can be hugely useful for personal development and improving your skillset. It’s also a lot of fun to try new things. Give it a go!

Encountering business challenges and needing to find appropriate solutions is not unique to your organization. Lots of very smart people have developed methods, theories and approaches to help develop problem solving skills and create effective solutions. Learn from them!

Books like The Art of Thinking Clearly , Think Smarter, or Thinking Fast, Thinking Slow are great places to start, though it’s also worth looking at blogs related to organizations facing similar problems to yours, or browsing for success stories. Seeing how Dropbox massively increased growth and working backward can help you see the skills or approach you might be lacking to solve that same problem. Learning from others by reading their stories or approaches can be time-consuming but ultimately rewarding.

A tired, distracted mind is not in the best position to learn new skills. It can be tempted to burn the candle at both ends and develop problem solving skills outside of work. Absolutely use your time effectively and take opportunities for self-improvement, though remember that rest is hugely important and that without letting your brain rest, you cannot be at your most effective. 

Creating distance between yourself and the problem you might be facing can also be useful. By letting an idea sit, you can find that a better one presents itself or you can develop it further. Take regular breaks when working and create a space for downtime. Remember that working smarter is preferable to working harder and that self-care is important for any effective learning or improvement process.

Want to design better group processes?

Over to you

Now we’ve explored some of the key problem solving skills and the problem solving steps necessary for an effective process, you’re ready to begin developing more effective solutions and leading problem solving workshops.

Need more inspiration? Check out our post on problem solving activities you can use when guiding a group towards a great solution in your next workshop or meeting. Have questions? Did you have a great problem solving technique you use with your team? Get in touch in the comments below. We’d love to chat!

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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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Problem solving strategies

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What are problem solving strategies?

Strategies are things that Pólya would have us choose in his second stage of problem solving and use in his third stage ( What is Problem Solving? ). In actual fact he called them heuristics . They are a collection of general approaches that might work for a number of problems. 

There are a number of common strategies that students of primary age can use to help them solve problems. We discuss below several that will be of value for problems on this website and in books on problem solving. 

Common Problem Solving Strategies

• Guess (includes guess and check, guess and improve)
• Act It Out (act it out and use equipment)
• Draw (this includes drawing pictures and diagrams)
• Make a List (includes making a table)
• Think (includes using skills you know already)

We have provided a copymaster for these strategies so that you can make posters and display them in your classroom. It consists of a page per strategy with space provided to insert the name of any problem that you come across that uses that particular strategy (Act it out, Draw, Guess, Make a List). This kind of poster provides good revision for students. 

An in-depth look at strategies                 

We now look at each of the following strategies and discuss them in some depth. You will see that each strategy we have in our list includes two or more subcategories.

• Guess and check is one of the simplest strategies. Anyone can guess an answer. If they can also check that the guess fits the conditions of the problem, then they have mastered guess and check. This is a strategy that would certainly work on the Farmyard problem described below but it could take a lot of time and a lot of computation. Because it is so simple, you may have difficulty weaning some students away from guess and check. As problems get more difficult, other strategies become more important and more effective. However, sometimes when students are completely stuck, guessing and checking will provide a useful way to start to explore a problem. Hopefully that exploration will lead to a more efficient strategy and then to a solution.
• Guess and improve is slightly more sophisticated than guess and check. The idea is that you use your first incorrect guess to make an improved next guess. You can see it in action in the Farmyard problem. In relatively straightforward problems like that, it is often fairly easy to see how to improve the last guess. In some problems though, where there are more variables, it may not be clear at first which way to change the guessing.  
• Young students especially, enjoy using Act it Out . Students themselves take the role of things in the problem. In the Farmyard problem, the students might take the role of the animals though it is unlikely that you would have 87 students in your class! But if there are not enough students you might be able to include a teddy or two. This is an effective strategy for demonstration purposes in front of the whole class. On the other hand, it can also be cumbersome when used by groups, especially if a largish number of students is involved.  Sometimes the students acting out the problem may get less out of the exercise than the students watching. This is because the participants are so engrossed in the mechanics of what they are doing that they don’t see the underlying mathematics. 
• Use Equipment is a strategy related to Act it Out. Generally speaking, any object that can be used in some way to represent the situation the students are trying to solve, is equipment. One of the difficulties with using equipment is keeping track of the solution. The students need to be encouraged to keep track of their working as they manipulate the equipment. Some students need to be encouraged and helped to use equipment. Many students seem to prefer to draw. This may be because it gives them a better representation of the problem in hand. Since there are problems where using equipment is a better strategy than drawing, you should encourage students' use of equipment by modelling its use yourself from time to time.  
• It is fairly clear that a picture has to be used in the strategy Draw a Picture . But the picture need not be too elaborate. It should only contain enough detail to help solve the problem. Hence a rough circle with two marks is quite sufficient for chickens and a blob plus four marks will do a pig. All students should be encouraged to use this strategy at some point because it helps them ‘see’ the problem and it can develop into quite a sophisticated strategy later.
• It’s hard to know where Drawing a Picture ends and Drawing a Diagram begins. You might think of a diagram as anything that you can draw which isn’t a picture. But where do you draw the line between a picture and a diagram? As you can see with the chickens and pigs, discussed above, regular picture drawing develops into drawing a diagram. Venn diagrams and tree diagrams are particular types of diagrams that we use so often they have been given names in their own right.  
• There are a number of ways of using Make a Table . These range from tables of numbers to help solve problems like the Farmyard, to the sort of tables with ticks and crosses that are often used in logic problems. Tables can also be an efficient way of finding number patterns.
• When an Organised List is being used, it should be arranged in such a way that there is some natural order implicit in its construction. For example, shopping lists are generally not organised. They usually grow haphazardly as you think of each item. A little thought might make them organised. Putting all the meat together, all the vegetables together, and all the drinks together, could do this for you. Even more organisation could be forced by putting all the meat items in alphabetical order, and so on. Someone we know lists the items on her list in the order that they appear on her route through the supermarket.  
• Being systematic may mean making a table or an organised list but it can also mean keeping your working in some order so that it is easy to follow when you have to go back over it. It means that you should work logically as you go along and make sure you don’t miss any steps in an argument. And it also means following an idea for a while to see where it leads, rather than jumping about all over the place chasing lots of possible ideas.
• It is very important to keep track of your work. We have seen several groups of students acting out a problem and having trouble at the end simply because they had not kept track of what they were doing. So keeping track is particularly important with Act it Out and Using Equipment. But it is important in many other situations too. Students have to know where they have been and where they are going or they will get hopelessly muddled. This begins to be more significant as the problems get more difficult and involve more and more steps.
• In many ways looking for patterns is what mathematics is all about. We want to know how things are connected and how things work and this is made easier if we can find patterns. Patterns make things easier because they tell us how a group of objects acts in the same way. Once we see a pattern we have much more control over what we are doing.
• Using symmetry helps us to reduce the difficulty level of a problem. Playing Noughts and crosses, for instance, you will have realised that there are three and not nine ways to put the first symbol down. This immediately reduces the number of possibilities for the game and makes it easier to analyse. This sort of argument comes up all the time and should be grabbed with glee when you see it.
• Finally working backwards is a standard strategy that only seems to have restricted use. However, it’s a powerful tool when it can be used. In the kind of problems we will be using in this web-site, it will be most often of value when we are looking at games. It frequently turns out to be worth looking at what happens at the end of a game and then work backward to the beginning, in order to see what moves are best.
• Then we come to use known skills .  This isn't usually listed in most lists of problem solving strategies but as we have gone through the problems in this web site, we have found it to be quite common.  The trick here is to see which skills that you know can be applied to the problem in hand. One example of this type is Fertiliser (Measurement, level 4).  In this problem, the problem solver has to know the formula for the area of a rectangle to be able to use the data of the problem.  This strategy is related to the first step of problem solving when the problem solver thinks 'have I seen a problem like this before?'  Being able to relate a word problem to some previously acquired skill is not easy but it is extremely important.

Uses of strategies                                           

Different strategies have different uses. We’ll illustrate this by means of a problem.

The Farmyard Problem : In the farmyard there are some pigs and some chickens. In fact there are 87 animals and 266 legs. How many pigs are there in the farmyard?

Some strategies help you to understand a problem. Let’s kick off with one of those. Guess and check . Let’s guess that there are 80 pigs. If there are they will account for 320 legs. Clearly we’ve over-guessed the number of pigs. So maybe there are only 60 pigs. Now 60 pigs would have 240 legs. That would leave us with 16 legs to be found from the chickens. It takes 8 chickens to produce 16 legs. But 60 pigs plus 8 chickens is only 68 animals so we have landed nearly 20 animals short.

Obviously we haven’t solved the problem yet but we have now come to grips with some of the important aspects of the problem. We know that there are 87 animals and so the number of pigs plus the number of chickens must add up to 87. We also know that we have to use the fact that pigs have four legs and chickens two, and that there have to be 266 legs altogether.

Some strategies are methods of solution in themselves. For instance, take Guess and improve . Supposed we guessed 60 pigs for a total of 240 legs. Now 60 pigs imply 27 chickens, and that gives another 54 legs. Altogether then we’d have 294 legs at this point.

Unfortunately we know that there are only 266 legs. So we’ve guessed too high. As pigs have more legs than hens, we need to reduce the guess of 60 pigs. How about reducing the number of pigs to 50? That means 37 chickens and so 200 + 74 = 274 legs.

We’re still too high. Now 40 pigs and 47 hens gives 160 + 94 = 254 legs. We’ve now got too few legs so we need to guess more pigs.

You should be able to see now how to oscillate backwards and forwards until you hit on the right number of pigs. So guess and improve is a method of solution that you can use on a number of problems.

Some strategies can give you an idea of how you might tackle a problem. Making a table illustrates this point. We’ll put a few values in and see what happens.

From the table we can see that every time we change the number of pigs by one, we change the number of legs by two. This means that in our last guess in the table, we are five pigs away from the right answer. Then there have to be 46 pigs.

Some strategies help us to see general patterns so that we can make conjectures. Some strategies help us to see how to justify conjectures. And some strategies do other jobs. We’ll develop these ideas on the uses of strategies as this web-site grows.

What strategies can be used at what levels?

In the work we have done over the last few years, it seems that students are able to tackle and use more strategies as they continue with problem solving. They are also able to use them to a deeper level. We have observed the following strategies being used in the stated Levels.

Levels 1 and 2

• Draw a picture
• Use equipment
• Guess and check

Levels 3 and 4

• Draw a diagram
• Guess and improve
• Make a table
• Make an organised list

It is important to say here that the research has not been exhaustive. Possibly younger students can effectively use other strategies. However, we feel confident that most students at a given Curriculum Level can use the strategies listed at that Level above. As problem solving becomes more common in primary schools, we would expect some of the more difficult strategies to come into use at lower Levels.

Strategies can develop in at least two ways. First students' ability to use strategies develops with experience and practice. We mentioned that above. Second, strategies themselves can become more abstract and complex. It’s this development that we want to discuss here with a few examples.

Not all students may follow this development precisely. Some students may skip various stages. Further, when a completely novel problem presents itself, students may revert to an earlier stage of a strategy during the solution of the problem.

Draw: Earlier on we talked about drawing a picture and drawing a diagram. Students often start out by giving a very precise representation of the problem in hand. As they see that it is not necessary to add all the detail or colour, their pictures become more symbolic and only the essential features are retained. Hence we get a blob for a pig’s body and four short lines for its legs. Then students seem to realise that relationships between objects can be demonstrated by line drawings. The objects may be reduced to dots or letters. More precise diagrams may be required in geometrical problems but diagrams are useful in a great many problems with no geometrical content.

The simple "draw a picture" eventually develops into a wide variety of drawings that enable students, and adults, to solve a vast array of problems.

Guess: Moving from guess and check to guess and improve, is an obvious development of a simple strategy. Guess and check may work well in some problems but guess and improve is a simple development of guess and check.

But guess and check can develop into a sophisticated procedure that 5-year-old students couldn’t begin to recognise. At a higher level, but still in the primary school, students are able to guess patterns from data they have been given or they produce themselves. If they are to be sure that their guess is correct, then they have to justify the pattern in some way. This is just another way of checking.

All research mathematicians use guess and check. Their guesses are called "conjectures". Their checks are "proofs". A checked guess becomes a "theorem". Problem solving is very close to mathematical research. The way that research mathematicians work is precisely the Pólya four stage method ( What is Problem Solving? ). The only difference between problem solving and research is that in school, someone (the teacher) knows the solution to the problem. In research no one knows the solution, so checking solutions becomes more important.

So you see that a very simple strategy like guess and check can develop to a very deep level.

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Problem-Solving Strategies and Obstacles

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

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

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

What Is Problem-Solving?

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

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

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

The problem-solving process involves:

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

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

Problem-Solving Mental Processes

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

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

Problem-Solving Strategies

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

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

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

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

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

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

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

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

Trial and Error

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

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

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

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

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

How to Apply Problem-Solving Strategies in Real Life

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

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

Obstacles to Problem-Solving

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

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

How to Improve Your Problem-Solving Skills

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

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

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

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

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

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

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

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

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

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

Huang F, Tang S, Hu Z. Unconditional perseveration of the short-term mental set in chunk decomposition .  Front Psychol . 2018;9:2568. doi:10.3389/fpsyg.2018.02568

National Alliance on Mental Illness. Warning signs and symptoms .

Mayer RE. Thinking, problem solving, cognition, 2nd ed .

Schooler JW, Ohlsson S, Brooks K. Thoughts beyond words: When language overshadows insight. J Experiment Psychol: General . 1993;122:166-183. doi:10.1037/0096-3445.2.166

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

A step-by-step guide to problem solving

Let’s face it, having to deal with problems can really suck, making you feel paralysed and out of control. Whatever the scale of your issues, there are steps you can take to feel more in control. And while you might not always make the right choice, you can learn how to feel comfortable with the decisions you make.

This can help if:

you’re facing a difficult problem or decision

you’re feeling overwhelmed by your options

you want to learn how to make better decisions.

Why problem solving is useful

Whether you’re at a crossroads with a decision, or you’ve got a problem that’s wearing you down, if you approach the issue proactively, you can avoid those crappy feelings of self-doubt and hopelessness. Focus on what you can do, instead of the things that are out of your control, and feel satisfied that you’ve done the best you can.

8 steps to problem solving

Step 1 . Define the problem. What exactly is going on? Sometimes a problem just seems too big to tackle. However, if you make a list and break it down into smaller parts that you can make a start on solving, it’ll feel more manageable.

Step 2 . Set some goals. Focus on the steps you can take to resolve things, rather than just thinking about what you’d like to happen. Maybe you wish you had more money. Make a list of all the ways you can save or earn more. It could mean walking to school rather than taking the bus, or applying for a part-time job.

Step 3. Brainstorm possible solutions. Be creative and come up with as many solutions as you can think of. Some ideas may be way out there, but don’t worry about evaluating them yet. If you want to solve a conflict you’re having with your parents by escaping on a rainbow unicorn, write it down! Keep an open mind and list anything that comes to mind, plausible or not.

Step 4. Rule out any obvious poor options. Okay, reality check. Evaluate your list of ideas and rule out the ones that are unrealistic or unhelpful. Bye-bye, rainbow unicorn. But how about trying to see things from your parents’ point of view? That option should probably stay on your list.

Step 5. Examine the consequences. Go through the options you’ve got left and for each one write a list of their pros and cons.

Step 6. Identify the best solutions . Now it’s time to make a decision. Look at your list of options, and pick out the ones that are most practical and helpful. There may be one obvious solution, or some might work in combination.

Step 7. Put your solutions into practice. Have faith in yourself and make the commitment to try out one of your solutions.

Step 8. How did it go? So, you tried it out. What happened? If you had more than one solution and the first didn’t work, move on to another one.

What to do when you can’t fix the issue

Despite your best efforts, you may still not be able to fix something. If you’ve tried a few strategies but haven’t had any success, you might try to focus on your coping skills instead, to help you deal with things as they are.

What can I do now?

Grab a notebook and start brainstorming ideas for solving the problem.

If a solution is proving to be elusive, focus on your coping skills .

Talk to someone you trust about your problem and see if they have any insights to offer.

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What is an example of problem-solving?

What are the 5 steps to problem-solving, 10 effective problem-solving strategies, what skills do efficient problem solvers have, how to improve your problem-solving skills.

Problems come in all shapes and sizes — from workplace conflict to budget cuts.

Creative problem-solving is one of the most in-demand skills in all roles and industries. It can boost an organization’s human capital and give it a competitive edge. 

Problem-solving strategies are ways of approaching problems that can help you look beyond the obvious answers and find the best solution to your problem . 

Let’s take a look at a five-step problem-solving process and how to combine it with proven problem-solving strategies. This will give you the tools and skills to solve even your most complex problems.

Good problem-solving is an essential part of the decision-making process . To see what a problem-solving process might look like in real life, let’s take a common problem for SaaS brands — decreasing customer churn rates.

To solve this problem, the company must first identify it. In this case, the problem is that the churn rate is too high. 

Next, they need to identify the root causes of the problem. This could be anything from their customer service experience to their email marketing campaigns. If there are several problems, they will need a separate problem-solving process for each one. 

Let’s say the problem is with email marketing — they’re not nurturing existing customers. Now that they’ve identified the problem, they can start using problem-solving strategies to look for solutions. 

This might look like coming up with special offers, discounts, or bonuses for existing customers. They need to find ways to remind them to use their products and services while providing added value. This will encourage customers to keep paying their monthly subscriptions.

They might also want to add incentives, such as access to a premium service at no extra cost after 12 months of membership. They could publish blog posts that help their customers solve common problems and share them as an email newsletter.

The company should set targets and a time frame in which to achieve them. This will allow leaders to measure progress and identify which actions yield the best results.

Perhaps you’ve got a problem you need to tackle. Or maybe you want to be prepared the next time one arises. Either way, it’s a good idea to get familiar with the five steps of problem-solving. 

Use this step-by-step problem-solving method with the strategies in the following section to find possible solutions to your problem.

1. Identify the problem

The first step is to know which problem you need to solve. Then, you need to find the root cause of the problem. 

The best course of action is to gather as much data as possible, speak to the people involved, and separate facts from opinions. 

Once this is done, formulate a statement that describes the problem. Use rational persuasion to make sure your team agrees .

2. Break the problem down 

Identifying the problem allows you to see which steps need to be taken to solve it. 

First, break the problem down into achievable blocks. Then, use strategic planning to set a time frame in which to solve the problem and establish a timeline for the completion of each stage.

3. Generate potential solutions

At this stage, the aim isn’t to evaluate possible solutions but to generate as many ideas as possible. 

Encourage your team to use creative thinking and be patient — the best solution may not be the first or most obvious one.

Use one or more of the different strategies in the following section to help come up with solutions — the more creative, the better.

4. Evaluate the possible solutions

Once you’ve generated potential solutions, narrow them down to a shortlist. Then, evaluate the options on your shortlist. 

There are usually many factors to consider. So when evaluating a solution, ask yourself the following questions:

• Will my team be on board with the proposition?
• Does the solution align with organizational goals ?
• Is the solution likely to achieve the desired outcomes?
• Is the solution realistic and possible with current resources and constraints?
• Will the solution solve the problem without causing additional unintended problems?

5. Implement and monitor the solutions

Once you’ve identified your solution and got buy-in from your team, it’s time to implement it. 

But the work doesn’t stop there. You need to monitor your solution to see whether it actually solves your problem. 

Request regular feedback from the team members involved and have a monitoring and evaluation plan in place to measure progress.

If the solution doesn’t achieve your desired results, start this step-by-step process again.

There are many different ways to approach problem-solving. Each is suitable for different types of problems. 

The most appropriate problem-solving techniques will depend on your specific problem. You may need to experiment with several strategies before you find a workable solution.

Here are 10 effective problem-solving strategies for you to try:

• Use a solution that worked before
• Brainstorming
• Work backward
• Use the Kipling method
• Draw the problem
• Use trial and error
• Sleep on it
• Get advice from your peers
• Use the Pareto principle
• Add successful solutions to your toolkit

Let’s break each of these down.

1. Use a solution that worked before

It might seem obvious, but if you’ve faced similar problems in the past, look back to what worked then. See if any of the solutions could apply to your current situation and, if so, replicate them.

2. Brainstorming

The more people you enlist to help solve the problem, the more potential solutions you can come up with.

Use different brainstorming techniques to workshop potential solutions with your team. They’ll likely bring something you haven’t thought of to the table.

3. Work backward

Working backward is a way to reverse engineer your problem. Imagine your problem has been solved, and make that the starting point.

Then, retrace your steps back to where you are now. This can help you see which course of action may be most effective.

4. Use the Kipling method

This is a method that poses six questions based on Rudyard Kipling’s poem, “ I Keep Six Honest Serving Men .” 

• What is the problem?
• Why is the problem important?
• When did the problem arise, and when does it need to be solved?
• How did the problem happen?
• Where is the problem occurring?
• Who does the problem affect?

Answering these questions can help you identify possible solutions.

5. Draw the problem

Sometimes it can be difficult to visualize all the components and moving parts of a problem and its solution. Drawing a diagram can help.

This technique is particularly helpful for solving process-related problems. For example, a product development team might want to decrease the time they take to fix bugs and create new iterations. Drawing the processes involved can help you see where improvements can be made.

6. Use trial-and-error

A trial-and-error approach can be useful when you have several possible solutions and want to test them to see which one works best.

7. Sleep on it

Finding the best solution to a problem is a process. Remember to take breaks and get enough rest . Sometimes, a walk around the block can bring inspiration, but you should sleep on it if possible.

A good night’s sleep helps us find creative solutions to problems. This is because when you sleep, your brain sorts through the day’s events and stores them as memories. This enables you to process your ideas at a subconscious level. 

If possible, give yourself a few days to develop and analyze possible solutions. You may find you have greater clarity after sleeping on it. Your mind will also be fresh, so you’ll be able to make better decisions.

8. Get advice from your peers

Getting input from a group of people can help you find solutions you may not have thought of on your own. 

For solo entrepreneurs or freelancers, this might look like hiring a coach or mentor or joining a mastermind group. 

For leaders , it might be consulting other members of the leadership team or working with a business coach .

It’s important to recognize you might not have all the skills, experience, or knowledge necessary to find a solution alone. 

9. Use the Pareto principle

The Pareto principle — also known as the 80/20 rule — can help you identify possible root causes and potential solutions for your problems.

Although it’s not a mathematical law, it’s a principle found throughout many aspects of business and life. For example, 20% of the sales reps in a company might close 80% of the sales. 

You may be able to narrow down the causes of your problem by applying the Pareto principle. This can also help you identify the most appropriate solutions.

10. Add successful solutions to your toolkit

Every situation is different, and the same solutions might not always work. But by keeping a record of successful problem-solving strategies, you can build up a solutions toolkit. 

These solutions may be applicable to future problems. Even if not, they may save you some of the time and work needed to come up with a new solution.

Improving problem-solving skills is essential for professional development — both yours and your team’s. Here are some of the key skills of effective problem solvers:

• Critical thinking and analytical skills
• Communication skills , including active listening
• Decision-making
• Planning and prioritization
• Emotional intelligence , including empathy and emotional regulation
• Time management
• Data analysis
• Research skills
• Project management

And they see problems as opportunities. Everyone is born with problem-solving skills. But accessing these abilities depends on how we view problems. Effective problem-solvers see problems as opportunities to learn and improve.

Ready to work on your problem-solving abilities? Get started with these seven tips.

1. Build your problem-solving skills

One of the best ways to improve your problem-solving skills is to learn from experts. Consider enrolling in organizational training , shadowing a mentor , or working with a coach .

2. Practice

Practice using your new problem-solving skills by applying them to smaller problems you might encounter in your daily life. 

Alternatively, imagine problematic scenarios that might arise at work and use problem-solving strategies to find hypothetical solutions.

3. Don’t try to find a solution right away

Often, the first solution you think of to solve a problem isn’t the most appropriate or effective.

Instead of thinking on the spot, give yourself time and use one or more of the problem-solving strategies above to activate your creative thinking. 

4. Ask for feedback

Receiving feedback is always important for learning and growth. Your perception of your problem-solving skills may be different from that of your colleagues. They can provide insights that help you improve. 

5. Learn new approaches and methodologies

There are entire books written about problem-solving methodologies if you want to take a deep dive into the subject. 

We recommend starting with “ Fixed — How to Perfect the Fine Art of Problem Solving ” by Amy E. Herman. 

6. Experiment

Tried-and-tested problem-solving techniques can be useful. However, they don’t teach you how to innovate and develop your own problem-solving approaches. 

Sometimes, an unconventional approach can lead to the development of a brilliant new idea or strategy. So don’t be afraid to suggest your most “out there” ideas.

7. Analyze the success of your competitors

Do you have competitors who have already solved the problem you’re facing? Look at what they did, and work backward to solve your own problem. 

For example, Netflix started in the 1990s as a DVD mail-rental company. Its main competitor at the time was Blockbuster. 

But when streaming became the norm in the early 2000s, both companies faced a crisis. Netflix innovated, unveiling its streaming service in 2007. 

If Blockbuster had followed Netflix’s example, it might have survived. Instead, it declared bankruptcy in 2010.

Use problem-solving strategies to uplevel your business

When facing a problem, it’s worth taking the time to find the right solution. 

Otherwise, we risk either running away from our problems or headlong into solutions. When we do this, we might miss out on other, better options.

Use the problem-solving strategies outlined above to find innovative solutions to your business’ most perplexing problems.

If you’re ready to take problem-solving to the next level, request a demo with BetterUp . Our expert coaches specialize in helping teams develop and implement strategies that work.

Elizabeth Perry

Content Marketing Manager, ACC

8 creative solutions to your most challenging problems

What are metacognitive skills examples in everyday life, 5 problem-solving questions to prepare you for your next interview, what is lateral thinking 7 techniques to encourage creative ideas, 31 examples of problem solving performance review phrases, leadership activities that encourage employee engagement, learn what process mapping is and how to create one (+ examples), can dreams help you solve problems 6 ways to try, how much do distractions cost 8 effects of lack of focus, similar articles, the pareto principle: how the 80/20 rule can help you do more with less, thinking outside the box: 8 ways to become a creative problem solver, experimentation brings innovation: create an experimental workplace, effective problem statements have these 5 components, contingency planning: 4 steps to prepare for the unexpected, stay connected with betterup, get our newsletter, event invites, plus product insights and research..

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Module 1: Problem Solving Strategies

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Unlike exercises, there is never a simple recipe for solving a problem. You can get better and better at solving problems, both by building up your background knowledge and by simply practicing. As you solve more problems (and learn how other people solved them), you learn strategies and techniques that can be useful. But no single strategy works every time.

Pólya’s How to Solve It

George Pólya was a great champion in the field of teaching effective problem solving skills. He was born in Hungary in 1887, received his Ph.D. at the University of Budapest, and was a professor at Stanford University (among other universities). He wrote many mathematical papers along with three books, most famously, “How to Solve it.” Pólya died at the age 98 in 1985.1

1. Image of Pólya by Thane Plambeck from Palo Alto, California (Flickr) [CC BY

In 1945, Pólya published the short book How to Solve It , which gave a four-step method for solving mathematical problems:

First, you have to understand the problem.

After understanding, then make a plan.

Carry out the plan.

Look back on your work. How could it be better?

This is all well and good, but how do you actually do these steps?!?! Steps 1. and 2. are particularly mysterious! How do you “make a plan?” That is where you need some tools in your toolbox, and some experience to draw upon.

Much has been written since 1945 to explain these steps in more detail, but the truth is that they are more art than science. This is where math becomes a creative endeavor (and where it becomes so much fun). We will articulate some useful problem solving strategies, but no such list will ever be complete. This is really just a start to help you on your way. The best way to become a skilled problem solver is to learn the background material well, and then to solve a lot of problems!

Problem Solving Strategy 1 (Guess and Test)

Make a guess and test to see if it satisfies the demands of the problem. If it doesn't, alter the guess appropriately and check again. Keep doing this until you find a solution.

Mr. Jones has a total of 25 chickens and cows on his farm. How many of each does he have if all together there are 76 feet?

Step 1: Understanding the problem

We are given in the problem that there are 25 chickens and cows.

All together there are 76 feet.

Chickens have 2 feet and cows have 4 feet.

We are trying to determine how many cows and how many chickens Mr. Jones has on his farm.

Step 2: Devise a plan

Going to use Guess and test along with making a tab

Many times the strategy below is used with guess and test.

Make a table and look for a pattern:

Procedure: Make a table reflecting the data in the problem. If done in an orderly way, such a table will often reveal patterns and relationships that suggest how the problem can be solved.

Step 3: Carry out the plan:

Notice we are going in the wrong direction! The total number of feet is decreasing!

Better! The total number of feet are increasing!

Step 4: Looking back:

Check: 12 + 13 = 25 heads

24 + 52 = 76 feet.

We have found the solution to this problem. I could use this strategy when there are a limited number of possible answers and when two items are the same but they have one characteristic that is different.

Videos to watch:

1. Click on this link to see an example of “Guess and Test”

http://www.mathstories.com/strategies.htm

2. Click on this link to see another example of Guess and Test.

http://www.mathinaction.org/problem-solving-strategies.html

Check in question 1:

Place the digits 8, 10, 11, 12, and 13 in the circles to make the sums across and vertically equal 31. (5 points)

Check in question 2:

Old McDonald has 250 chickens and goats in the barnyard. Altogether there are 760 feet . How many of each animal does he have? Make sure you use Polya’s 4 problem solving steps. (12 points)

Problem Solving Strategy 2 (Draw a Picture). Some problems are obviously about a geometric situation, and it is clear you want to draw a picture and mark down all of the given information before you try to solve it. But even for a problem that is not geometric thinking visually can help!

Videos to watch demonstrating how to use "Draw a Picture".

1. Click on this link to see an example of “Draw a Picture”

2. Click on this link to see another example of Draw a Picture.

Problem Solving Strategy 3 ( Using a variable to find the sum of a sequence.)

Gauss's strategy for sequences.

last term = fixed number ( n -1) + first term

The fix number is the the amount each term is increasing or decreasing by. "n" is the number of terms you have. You can use this formula to find the last term in the sequence or the number of terms you have in a sequence.

Ex: 2, 5, 8, ... Find the 200th term.

Last term = 3(200-1) +2

Last term is 599.

To find the sum of a sequence: sum = [(first term + last term) (number of terms)]/ 2

Sum = (2 + 599) (200) then divide by 2

Sum = 60,100

Check in question 3: (10 points)

Find the 320 th term of 7, 10, 13, 16 …

Then find the sum of the first 320 terms.

Problem Solving Strategy 4 (Working Backwards)

This is considered a strategy in many schools. If you are given an answer, and the steps that were taken to arrive at that answer, you should be able to determine the starting point.

Videos to watch demonstrating of “Working Backwards”

https://www.youtube.com/watch?v=5FFWTsMEeJw

Karen is thinking of a number. If you double it, and subtract 7, you obtain 11. What is Karen’s number?

1. We start with 11 and work backwards.

2. The opposite of subtraction is addition. We will add 7 to 11. We are now at 18.

3. The opposite of doubling something is dividing by 2. 18/2 = 9

4. This should be our answer. Looking back:

9 x 2 = 18 -7 = 11

5. We have the right answer.

Check in question 4:

Christina is thinking of a number.

If you multiply her number by 93, add 6, and divide by 3, you obtain 436. What is her number? Solve this problem by working backwards. (5 points)

Problem Solving Strategy 5 (Looking for a Pattern)

Definition: A sequence is a pattern involving an ordered arrangement of numbers.

We first need to find a pattern.

Ask yourself as you search for a pattern – are the numbers growing steadily larger? Steadily smaller? How is each number related?

Example 1: 1, 4, 7, 10, 13…

Find the next 2 numbers. The pattern is each number is increasing by 3. The next two numbers would be 16 and 19.

Example 2: 1, 4, 9, 16 … find the next 2 numbers. It looks like each successive number is increase by the next odd number. 1 + 3 = 4.

So the next number would be

25 + 11 = 36

Example 3: 10, 7, 4, 1, -2… find the next 2 numbers.

In this sequence, the numbers are decreasing by 3. So the next 2 numbers would be -2 -3 = -5

-5 – 3 = -8

Example 4: 1, 2, 4, 8 … find the next two numbers.

This example is a little bit harder. The numbers are increasing but not by a constant. Maybe a factor?

So each number is being multiplied by 2.

16 x 2 = 32

1. Click on this link to see an example of “Looking for a Pattern”

2. Click on this link to see another example of Looking for a Pattern.

Problem Solving Strategy 6 (Make a List)

Example 1 : Can perfect squares end in a 2 or a 3?

List all the squares of the numbers 1 to 20.

1 4 9 16 25 36 49 64 81 100 121 144 169 196 225 256 289 324 361 400.

Now look at the number in the ones digits. Notice they are 0, 1, 4, 5, 6, or 9. Notice none of the perfect squares end in 2, 3, 7, or 8. This list suggests that perfect squares cannot end in a 2, 3, 7 or 8.

How many different amounts of money can you have in your pocket if you have only three coins including only dimes and quarters?

Quarter’s dimes

0 3 30 cents

1 2 45 cents

2 1 60 cents

3 0 75 cents

Videos demonstrating "Make a List"

Check in question 5:

How many ways can you make change for 23 cents using only pennies, nickels, and dimes? (10 points)

Problem Solving Strategy 7 (Solve a Simpler Problem)

Geometric Sequences:

How would we find the nth term?

Solve a simpler problem:

1, 3, 9, 27.

1. To get from 1 to 3 what did we do?

2. To get from 3 to 9 what did we do?

Let’s set up a table:

Term Number what did we do

Looking back: How would you find the nth term?

Find the 10 th term of the above sequence.

Let L = the tenth term

Problem Solving Strategy 8 (Process of Elimination)

This strategy can be used when there is only one possible solution.

I’m thinking of a number.

The number is odd.

It is more than 1 but less than 100.

It is greater than 20.

It is less than 5 times 7.

The sum of the digits is 7.

It is evenly divisible by 5.

a. We know it is an odd number between 1 and 100.

b. It is greater than 20 but less than 35

21, 23, 25, 27, 29, 31, 33, 35. These are the possibilities.

c. The sum of the digits is 7

21 (2+1=3) No 23 (2+3 = 5) No 25 (2 + 5= 7) Yes Using the same process we see there are no other numbers that meet this criteria. Also we notice 25 is divisible by 5. By using the strategy elimination, we have found our answer.

Check in question 6: (8 points)

Jose is thinking of a number.

The number is not odd.

The sum of the digits is divisible by 2.

The number is a multiple of 11.

It is greater than 5 times 4.

It is a multiple of 6

It is less than 7 times 8 +23

What is the number?

Click on this link for a quick review of the problem solving strategies.

https://garyhall.org.uk/maths-problem-solving-strategies.html

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Everybody can benefit from having good problem solving skills as we all encounter problems on a daily basis. Some of these problems are obviously more severe or complex than others.

It would be wonderful to have the ability to solve all problems efficiently and in a timely fashion without difficulty, unfortunately though there is no one way in which all problems can be solved.

You will discover, as you read through our pages on problem solving, that the subject is complex.

However well prepared we are for problem solving, there is always an element of the unknown. Although planning and structuring will help make the problem solving process more likely to be successful, good judgement and an element of good luck will ultimately determine whether problem solving was a success.

Interpersonal relationships fail and businesses fail because of poor problem solving.

This is often due to either problems not being recognised or being recognised but not being dealt with appropriately.

Problem solving skills are highly sought after by employers as many companies rely on their employees to identify and solve problems.

A lot of the work in problem solving involves understanding what the underlying issues of the problem really are - not the symptoms. Dealing with a customer complaint may be seen as a problem that needs to be solved, and it's almost certainly a good idea to do so. The employee dealing with the complaint should be asking what has caused the customer to complain in the first place, if the cause of the complaint can be eliminated then the problem is solved.

In order to be effective at problem solving you are likely to need some other key skills, which include:

Creativity. Problems are usually solved either intuitively or systematically. Intuition is used when no new knowledge is needed - you know enough to be able to make a quick decision and solve the problem, or you use common sense or experience to solve the problem. More complex problems or problems that you have not experienced before will likely require a more systematic and logical approach to solve, and for these you will need to use creative thinking. See our page on Creative Thinking for more information.

Researching Skills. Defining and solving problems often requires you to do some research: this may be a simple Google search or a more rigorous research project. See our Research Methods section for ideas on how to conduct effective research.

Team Working. Many problems are best defined and solved with the input of other people. Team working may sound like a 'work thing' but it is just as important at home and school as well as in the workplace. See our Team-Working page for more.

Emotional Intelligence. It is worth considering the impact that a problem and/or its solution has on you and other people. Emotional intelligence, the ability to recognise the emotions of yourself and others, will help guide you to an appropriate solution. See our Emotional Intelligence pages for more.

Risk Management. Solving a problem involves a certain amount of risk - this risk needs to be weighed up against not solving the problem. You may find our Risk Management page useful.

Decision Making . Problem solving and decision making are closely related skills, and making a decision is an important part of the problem solving process as you will often be faced with various options and alternatives. See Decision Making for more.

The measure of success is not whether you have a tough problem to deal with, but whether it is the same problem you had last year.

John Foster Dulles, Former US Secretary of State.

What is a Problem?

The Concise Oxford Dictionary (1995) defines a problem as:

“ A doubtful or difficult matter requiring a solution ”

“ Something hard to understand or accomplish or deal with.”

It is worth also considering our own view of what a problem is.

We are constantly exposed to opportunities in life, at work, at school and at home. However many opportunities are missed or not taken full advantage of. Often we are unsure how to take advantage of an opportunity and create barriers - reasons why we can't take advantage. These barriers can turn a potentially positive situation into a negative one, a problem.

Are we missing the 'big problem'? It is human nature to notice and focus on small, easy to solve problems but much harder to work on the big problems that may be causing some of the smaller ones.

It's useful to consider the following questions when faced with a problem.

Is the problem real or perceived?

Is this problem really an opportunity?

Does the problem need solving?

All problems have two features in common: goals and barriers.

Problems involve setting out to achieve some objective or desired state of affairs and can include avoiding a situation or event.

Goals can be anything that you wish to achieve, or where you want to be. If you are hungry then your goal is probably to eat something. If you are the head of an organisation (CEO), then your main goal may be to maximise profits and this main goal may need to be split into numerous sub-goals in order to fulfil the ultimate aim of increasing profits.

If there were no barriers in the way of achieving a goal, then there would be no problem. Problem solving involves overcoming the barriers or obstacles that prevent the immediate achievement of goals.

Following our examples above, if you feel hungry then your goal is to eat. A barrier to this may be that you have no food available - so you take a trip to the supermarket and buy some food, removing the barrier and thus solving the problem. Of course for the CEO wanting to increase profits there may be many more barriers preventing the goal from being reached. The CEO needs to attempt to recognise these barriers and remove them or find other ways to achieve the goals of the organisation.

Our problem solving pages provide a simple and structured approach to problem solving.

The approach referred to is generally designed for problem solving in an organisation or group context, but can also be easily adapted to work at an individual level at home or in education.

Trying to solve a complex problem alone however can be a mistake. The old adage " A problem shared is a problem halved " is sound advice.

Talking to others about problems is not only therapeutic but can help you see things from a different point of view, opening up more potential solutions.

Stages of Problem Solving

Effective problem solving usually involves working through a number of steps or stages, such as those outlined below.

Problem Identification:

This stage involves: detecting and recognising that there is a problem; identifying the nature of the problem; defining the problem.

The first phase of problem solving may sound obvious but often requires more thought and analysis. Identifying a problem can be a difficult task in itself. Is there a problem at all? What is the nature of the problem, are there in fact numerous problems? How can the problem be best defined? By spending some time defining the problem you will not only understand it more clearly yourself but be able to communicate its nature to others, which leads to the second phase.

Structuring the Problem:

This stage involves: a period of observation, careful inspection, fact-finding and developing a clear picture of the problem.

Following on from problem identification, structuring the problem is all about gaining more information about the problem and increasing understanding. This phase is all about fact finding and analysis, building a more comprehensive picture of both the goal(s) and the barrier(s). This stage may not be necessary for very simple problems but is essential for problems of a more complex nature.

Looking for Possible Solutions:

During this stage you will generate a range of possible courses of action, but with little attempt to evaluate them at this stage.

From the information gathered in the first two phases of the problem solving framework it is now time to start thinking about possible solutions to the identified problem. In a group situation this stage is often carried out as a brain-storming session, letting each person in the group express their views on possible solutions (or part solutions). In organisations different people will have different expertise in different areas and it is useful, therefore, to hear the views of each concerned party.

Making a Decision:

This stage involves careful analysis of the different possible courses of action and then selecting the best solution for implementation.

This is perhaps the most complex part of the problem solving process. Following on from the previous step it is now time to look at each potential solution and carefully analyse it. Some solutions may not be possible, due to other problems like time constraints or budgets. It is important at this stage to also consider what might happen if nothing was done to solve the problem - sometimes trying to solve a problem that leads to many more problems requires some very creative thinking and innovative ideas.

Finally, make a decision on which course of action to take - decision making is an important skill in itself and we recommend that you see our pages on decision making .

Implementation:

This stage involves accepting and carrying out the chosen course of action.

Implementation means acting on the chosen solution. During implementation more problems may arise especially if identification or structuring of the original problem was not carried out fully.

Monitoring/Seeking Feedback:

The last stage is about reviewing the outcomes of problem solving over a period of time, including seeking feedback as to the success of the outcomes of the chosen solution.

The final stage of problem solving is concerned with checking that the process was successful. This can be achieved by monitoring and gaining feedback from people affected by any changes that occurred. It is good practice to keep a record of outcomes and any additional problems that occurred.

Continue to: Identifying and Structuring Problems Social Problem Solving

See also: Project Management Risk Management Effective Decision Making

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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.
• How to Resolve Employee Conflict at Work [Steps, Tips, Examples]
• How to Write Inspiring Core Values? 5 Steps with Examples
• 30 Employee Feedback Examples (Positive & Negative)

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Top 15 Problem-Solving Activities for Your Team to Master

May 27, 2022 - 10 min read

Some people see problems as roadblocks, others see them as opportunities! Problem-solving activities are a great way to get to know how members of your team work, both individually and together. It’s important to teach your team strategies to help them quickly overcome obstacles in the way of achieving project goals.

In this article, you’ll explore 15 problem-solving activities designed to enhance collaboration and creativity. Additionally, if you want to discuss the insights and outcomes with your team after the activities, you can use Wrike’s actionable meeting notes template. This template allows you to record meeting discussions, assign action items, and ensure that everyone is on the same page.

The importance of problem-solving skills in today’s workplace

According to a 2019  report by McKinsey , soft skills are increasingly important in today's world — and problem-solving is the top area in which skills are lacking. A company or team’s success weighs heavily on the willingness of managers to help employees improve their problem-solving abilities. Team building activities targeting focus areas like communication and collaboration, adaptability, or strengthening decision-making techniques help.

All problem-solving processes start with identifying the problem. Next, the team must assess potential courses of action and choose the best way to tackle the problem. This requires a deep understanding of your team and its core strengths. A problem-solving exercise or game helps identify those strengths and builds problem-solving skills and strategies while having fun with your team.

Problem-solving games aren't for just any team. Participants must have an open mind and accept all ideas and solutions . They must also have an Agile mindset and embrace different structures, planning, and processes. Problems usually arise when we least expect them, so there's no better way to prepare than to encourage agility and flexibility.

Another aspect to keep in mind when engaging in problem-solving games and activities: There are no winners or losers. Sure, some games might end with a single winner, but the true goal of these exercises is to learn how to work together as a team to develop an Agile mindset. The winning team of each game should share their strategies and thought processes at the end of the exercise to help everyone learn.

Here’s a list of fun problem-solving activity examples to try with your team. From blindfolds to raw eggs, these problem-solving, team-building activities will have your team solving problems faster than Scooby and the gang.

Classic team-building, problem-solving activities

1. a shrinking vessel.

Helps with: Adaptability

Why adaptability is important for problem-solving: Adaptability is highly associated with cognitive diversity, which helps teams solve problems faster , according to the Harvard Business Review. Innovation and disruption are happening faster than ever before . People, teams, and organizations that can adapt will come out on top.

What you’ll need:

• A rope or string

Instructions:

1. Using the rope, make a shape on the floor everyone can fit into.

2. Slowly shrink the space over 10-15 minutes.

3. Work together to figure out how to keep everyone within the shrinking boundaries.

2. Marshmallow Spaghetti Tower

Helps with: Collaboration

Why collaboration is important for problem-solving: “Collectively, we can be more insightful, more intelligent than we can possibly be individually,” writes Peter Senge in The Fifth Discipline . We can solve problems better as a team than we can alone, which means developing your team’s collaboration skills will lead to better problem-solving outcomes.

What you’ll need (per team):

• 20 sticks of uncooked spaghetti
• 1 roll of masking tape
• 1 yard of string
• 1 marshmallow

1. The goal of this exercise is to see which team can use the materials provided to build the tallest tower within an allotted time period. The tower must be able to stand on its own.

2. To make this exercise more challenging, try adding a marshmallow to the top of the tower. This team problem-solving exercise helps people think on their toes while building camaraderie and leadership.

3. Egg Drop

Helps with: Collaboration, decision-making

Why decision-making is important for problem-solving: Making decisions isn’t easy , but indecision leads to team paralysis, stagnant thinking, and unsolved problems. Decision-making activities help your team practice making quick, effective choices. Train your team’s decision-making muscles and they will become more adept at problem-solving.

• A carton of eggs
• Basic construction materials such as newspapers, straws, tape, plastic wrap, balloons, rubber bands, popsicle sticks, etc., tarp, or drop cloth
• A parking lot, or some other place you don’t mind getting messy!

1. Each team gets an egg and must select from the construction materials.

2. Give everyone 20-30 minutes to construct a carrier for the egg and protect it from breaking.

3. Drop each egg carrier off a ledge (i.e. over a balcony) and see whose carrier protects the egg from breaking.

4. If multiple eggs survive, keep increasing the height until only one egg is left.

4. Stranded

Helps with: Communication, decision-making

Why communication is important for problem-solving: More employees work remotely than ever before. Good communication skills are vital to solving problems across  virtual teams . Working on communication skills while your team is together will help them solve problems more effectively when they’re apart.

Here's the setting: Your team has been stranded in the office. The doors are locked, and knocking down the doors or breaking the windows is not an option. Give your team 30 minutes to decide on ten items in the office they need for survival and rank them in order of importance. The goal of the game is to have everyone agree on the ten items and their rankings in 30 minutes.

Creative problem-solving activities

Helps with: Communication

What you'll need:

1. Divide everyone into small teams of two or more.

2. Select an overseer who isn't on a team to build a random structure using Lego building blocks within ten minutes.

3. The other teams must replicate the structure exactly (including size and color) within 15 minutes. However, only one member from each group may look at the original structure. They must figure out how to communicate the size, color, and shape of the original structure to their team.

4. If this is too easy, add a rule that the member who can see the original structure can't touch the new structure.

• A lockable room
• 5-10 puzzles or clues (depending on how much time you want to spend on the game)

1. The goal of this exercise is to solve the clues, find the key, and escape a locked room within the time allotted.

2. Hide the key and a list of clues around the room.

3. Gather the team into the empty room and "lock" the door.

4. Give them 30 minutes to an hour to find the key using the clues hidden around the room.

7. Frostbite

Helps with: Decision-making, adaptability

• A blindfold
• 1 packet of construction materials (such as card stock, toothpicks, rubber bands, and sticky notes) for each team
• An electric fan

Instructions:  Your employees are Arctic explorers adventuring across an icy tundra! Separate them into teams of four or five and have them select a leader to guide their exploration. Each team must build a shelter from the materials provided before the storm hits in 30 minutes. However, both the team leader’s hands have frostbite, so they can’t physically help construct the shelter, and the rest of the team has snow blindness and is unable to see. When the 30 minutes is up, turn on the fan and see which shelter can withstand the high winds of the storm.

8. Minefield

• An empty room or hallway
• A collection of common office items

1. Place the items (boxes, chairs, water bottles, bags, etc.) around the room so there's no clear path from one end of the room to the other.

2. Divide your team into pairs and blindfold one person on the team.

3. The other must verbally guide that person from one end of the room to the other, avoiding the "mines."

4. The partner who is not blindfolded can't touch the other.

5. If you want to make the activity more challenging, have all the pairs go simultaneously so teams must find ways to strategically communicate with each other.

9. Blind Formations

1. Have the group put on blindfolds and form a large circle.

2. Tie two ends of a rope together and lay it in a circle in the middle of the group, close enough so each person can reach down and touch it.

3. Instruct the group to communicate to create a shape with the rope — a square, triangle, rectangle, etc.

4. If you have a very large group, divide them into teams and provide a rope for each team. Let them compete to see who forms a particular shape quickest.

Quick and easy problem-solving activities

10. line up blind.

1. Blindfold everyone and whisper a number to each person, beginning with one.

2. Tell them to line up in numerical order without talking.

3. Instead of giving them a number, you could also have them line up numerically by height, age, birthday, etc.

11. Reverse Pyramid

Helps with: Adaptability, collaboration

1. Have everyone stand in a pyramid shape, horizontally.

2. Ask them to flip the base and the apex of the pyramid moving only three people.

3. This quick exercise works best when smaller groups compete to see who can reverse the pyramid the fastest.

12. Move It!

• Chalk, rope, tape, or paper (something to mark a space)

1. Divide your group into two teams and line them up front to back, facing each other.

2. Using the chalk, tape, rope, or paper (depending on the playing surface), mark a square space for each person to stand on. Leave one extra empty space between the two facing rows.

3. The goal is for the two facing lines of players to switch places.

4. Place these restrictions on movement:

• Only one person may move at a time.
• A person may not move around anyone facing the same direction.
• No one may not move backward.
• A person may not move around more than one person on the other team at a time.

13. Human Knot

1. Have everyone stand in a circle, and ask each person to hold hands with two people who aren’t directly next to them.

2. When everyone is tangled together, ask them to untangle the knot and form a perfect circle — without letting go of anyone's hand.

Our last two problem-solving activities work best when dealing with an actual problem:

14. Dumbest Idea First

Helps with: Instant problem-solving

1. "Dumb" ideas are sometimes the best ideas. Ask everyone to think of the absolute dumbest possible solution to the problem at hand.

2. After you have a long list, look through it and see which ones might not be as dumb as you think.

3. Brainstorm your solutions in Wrike. It's free and everyone can start collaborating instantly!

15. What Would X Do

1. Have everyone pretend they're someone famous.

2. Each person must approach the problem as if they were their chosen famous person. What options would they consider? How would they handle it?

3. This allows everyone to consider solutions they might not have thought of originally.

Looking for more team-building and virtual meeting games? Check out these virtual icebreaker games or our  Ultimate Guide to Team Building Activities that Don't Suck.

Additional resources on problem-solving activities

• Problem-Solving Model : Looking for a model to provide a problem-solving structure? This detailed guide gives you the tools to quickly solve any problem.
• The Simplex Process:  Popularized by Min Basadur's book, The Power of Innovation , the Simplex Process provides training and techniques for each problem-solving stage. It helps frame problem-solving as a continuous cycle, rather than a “one and done” process.
• Fun Problem-Solving Activities and Games : Looking for more ideas? Check out this list of interesting and creative problem-solving activities for adults and kids!
• The Secret to Better Problem-Solving:  This article provides tips, use cases, and fresh examples to help you become a whiz at solving the toughest problems.

How to organize problem-solving activities with Wrike

If you want to make problem-solving activities more effective, consider using team collaboration software such as Wrike. 

Wrike’s pre-built actionable meeting notes template helps you keep track of meeting discussions, assign action items, and keep everyone in the loop. It’s an effective tool to streamline your problem-solving sessions and turn insights into real projects.

Brianna Hansen

Brianna is a former Content Marketing Manager of Wrike. When she’s not writing about collaboration and team building games, you’ll find her in the kitchen testing out the latest recipes, sharing her favorite wine with friends, or playing with her two cats.

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Making Mistakes at Work: What to Do if You're in the Wrong

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Managers can step in and provide ideas for healthy habits that will prevent the same type of mistake from cropping up again.  For example, you can ask a marketing team member to overcome a common marketing mistake of missing a content publishing deadline by writing a to-do list every day. This will help them stay on top of their tasks while also motivating them to finish their work at the same time.  In a nutshell, it’s important to understand that punishment for infrequent mistakes is unfair and ineffective. These mistakes offer opportunities to improve, which both managers and employees can embrace. How to admit a mistake in a professional environment You may end up in a situation in a professional environment where an apology is needed. And when it comes to making mistakes at work, honesty is the best policy. Certain actions can break trust, but an apology can help rebuild it.  In your explanation, it's important to detail why you acted the way you did. It shows that you care about how those around you are affected by your actions. It's important to address the person you're apologizing to by name, regardless of their status. Having an open conversation can help both of you understand the other person better, and it can prevent an insincere apology from happening. If the mistake you made affected someone personally, it's important to validate the feelings of the other person. Having the courage to admit that you're sorry can make a huge difference in how people treat you.  Take responsibility for your actions and have a plan in place for how to make amends before you approach the appropriate person or people.  Having a plan in place shows that you're thinking about how to make things right. You may even want to read about examples of taking responsibility at work and model your behavior on whichever feels appropriate for the situation.  However, don’t get carried away and make promises you can’t keep. It's important to set goals that are realistic so that you can avoid repeating the mistake.  If your apology is accepted, you can then try negotiating a solution by asking the other person to reflect on the situation and consider their feelings.  After you apologize, make a greater effort to keep your promises and not repeat the same mistake. Doing so can help improve the situation and make the other person feel more comfortable. How to learn from mistakes at work It's important to come clean and admit your mistake, but it's also important to move forward with a positive mindset. You'll most likely feel a bit down about your mistake right after it happens. But by learning from it, you can improve and become more resilient in the long run.  Start by creating a plan for improvement. If you made a minor mistake, then creating personal goals and action plans will help you put those lessons into action. You can learn a universal lesson from nearly any situation, no matter how unique it is. For example, if you learned that a mistake was made because of your forgetfulness, implementing organizational strategies to improve your memory could help. Next, keep track of progress over time in a notebook or virtual document. Be sure to note the highlights along with the lowlights. Look for patterns. As they come up, add them to your action plan or personal goals list.  Monitor whether or not these changes have led to better, more consistent outcomes. If not, adjust and keep going.  Lastly, don't be afraid to ask for help if you're unsure which strategy or tool will work best for you. Managers are there to support your performance. If you approach them with honesty and vulnerability, they’ll likely be flattered you thought to ask. They may even offer advice or make changes that will improve productivity for you and the rest of the team.  In conclusion The pressure to perform at a high level can often result in mistakes and inefficient habits. Learn from your mistakes and take ownership of them. Communicate in an open and honest manner. Ask for or provide help when needed and remember that every new mistake is also an opportunity for better performance. How Wrike can help you avoid unnecessary mistakes at work With so many files, folders, updates, and chat threads to keep track of, mistakes are easily made when you try to get through your day without a work management platform. Wrike offers a variety of features to help you stay on top of your workload easily, and avoid unnecessary confusion that can lead to mistakes at work. Full project visibility, including real-time updates and approvals, means that you can ensure every stakeholder is informed of what you're working on, with your tasks going to the correct approver every time. One shared space with over 400 app integrations means communication has never been easier, no matter where you or your team are based. And Wrike's Automation Engine allows you to streamline your processes and automate the time-consuming admin tasks that, when tackled manually, can easily be done incorrectly.  Try it out for yourself with a free two-week trial.

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The Alarming Findings Inside a Mass Shooter’s Brain

An attack by an army reservist prompted a search for answers about whether the soldier’s service could have been a factor..

This transcript was created using speech recognition software. While it has been reviewed by human transcribers, it may contain errors. Please review the episode audio before quoting from this transcript and email [email protected] with any questions.

From “The New York Times,” I’m Sabrina Tavernise. And this is “The Daily.” [MUSIC PLAYING]

A mass shooting last fall by an army reservist in Maine prompted my colleague, Dave Philipps, to search for answers about whether the soldier’s service could have been a factor. Today, the surprising answer Dave found and how it may change our understanding of the effects of modern warfare on the human brain.

[MUSIC PLAYING]

It’s Wednesday, March 13.

So, Dave, you’ve been working on a series of stories on injuries to soldiers in the US military. And last week, there was a sudden and unexpected discovery related to that reporting you’d been doing. Tell me about it.

So what I’ve been looking into for a couple of months was the idea that soldiers can be injured just by firing their own weapons, by standing next to the blast of a mortar or launching a rocket from a shoulder-fired rocket launcher. Some of these big, heavy weapons, the blast wave is strong enough to really injure their brains.

And I’d been working on that over a couple of months because it’s very new. And there’s a lot of uncertain stuff. And I was still working on it in October when I got a call from “The New York Times” national desk. And they said, hey, there’s been a mass shooting in Maine. We need your help. The suspect was in the military. So I dropped everything and got on it.

Right, because you’re the guy who covers military affairs. So they call you.

Right. And the situation was that there’s a 40-year-old man in Maine named Robert Card. He’d been a Sergeant First Class in the Army Reserves for almost 20 years. And he killed several people in a small town in Maine, Lewiston, in a restaurant and in a bowling alley. Then he goes on the Lam. And the whole region is in lockdown for two days. And after a massive manhunt, they eventually find his body 15 minutes away from the shooting site. He had shot himself in the head.

And in the aftermath, his family said that he had been hearing voices. It started right after he had gotten some hearing aids last spring. And he grew to have these nearly constant paranoid delusions that people at the supermarket, people on the street, even people in his own family were saying terrible things about him, essentially saying that he was a pedophile. And he grew obsessed with these delusions that just simply were not happening.

The Army saw this and they tried to intervene. And in fact, he was actually hospitalized for two weeks by the Army. But ultimately, it was not enough. And he committed these shootings, which killed 18 people. And so whenever any veteran is involved in any crime, our first move is generally to ask the Pentagon for that person’s background. We want to know, is there anything in their military record that can help us understand the present by looking at their military past?

And so did you find anything in this Maine shooter’s military records?

In the case of Robert Card, the answer is really no. Remember, we’ve been at war for more than 20 years. And more than a million people have deployed, many of them multiple times. He had been in the military that whole time and he had never deployed.

Never in Iraq or Afghanistan.

Never in Iraq or Afghanistan. Never even in Germany or Korea.

And he also had a really humdrum job. The official title for it was Petroleum Supply Specialist.

What does that mean?

Essentially, you’re the gas guy, who makes sure that the tanks, and the Humvees, and everything else has enough fuel to run. Pretty dull. And so there was nothing at all in his service that suggested it had anything to do with what had happened.

So at this point, you’re like, OK, nothing to see here. This mass shooting is probably totally unrelated to his time in the military because he never deployed?

Well, not quite. I actually picked up one thing that I thought might be really tied to this and potentially extremely important. And that was his hearing aids.

What was it about his hearing aids?

Well, here’s a guy who’s 40 years old, a young, fit guy who has hearing aids. I would expect that from somebody who worked around artillery cannons or worked around mortars, worked around tanks. In the military, you see it all the time. But this guy didn’t seem to have any of that. He’s like a petroleum supply guy. And so I was thinking, OK, something here doesn’t make sense.

And I was able to track down some people who had actually served next to Robert Card in his platoon. And they said, yes, he had been a petroleum supply specialist years ago. But in 2014, he switched over to a training battalion, where he was exposed to lots and lots of blasts. And basically, what this battalion did is, every summer, they held a summer camp for cadets at West Point that taught them how to use all sorts of weapons, taught them how to use machine guns, grenade launchers, shoulder-fired rockets, and hand grenades.

And that’s where Robert Card worked, I learned. Every year in the summer, he was on the hand grenade range, where about 1,200 cadets would come through. And most of them threw two grenades. So every year, he’s getting exposed in the course of a few weeks to 2,000 grenade blasts. Now, according to the military, this is safe. This is fine. No problem. Move along.

But emerging research, like the stuff that I’ve been reporting about in the previous months, had shown that this repetitive blast from firing your own weapons can be really damaging. And so I thought, OK, Robert Card was exposed to a lot of blasts. Maybe that could help explain what happened to him.

So what did you do next? How do you start to answer that question?

Well, we knew that the answer would be in Robert Card’s brain, that if he did have a brain injury from repeated blast exposure, you can see it. And what I learned soon after was that the Maine State Medical Examiner knew that too. And in fact, after he died, they had saved his brain and then shipped it to Boston, where one of the best brain labs that looks at traumatic brain injury is at Boston University. These folks specialize specifically in documenting CTE in football players and other contact sports athletes.

So, Dave, is the thinking here that maybe Robert Card had something like CTE, that it’s that kind of injuries like we see in football players?

Well, they didn’t know. And the only way to figure it out was to essentially slice his brain into slices that are about the tenth of a thickness of a piece of paper. And then they look at it under two microscopes, a normal optical microscope and a really detailed electron microscope that can look at things on a subcellular level.

And in the first microscope, they’re looking for CTE, which is easy to see. They can stain it brown and it creates these floral patterns around blood vessels in the brain. But when they looked at it, they didn’t find that. And if you’re just exposed to blast, maybe that’s not a big surprise because the research suggests that blast exposure leads to something else, something that really doesn’t have an accepted name yet, but in a sense is damage to the wiring that’s deep in the brain.

And under the second microscope, that’s essentially what they found in Robert Card’s brain. And what they’re looking at is the cables in the brain. So your brain has outside of the brain gray matter, which is where thoughts happen. And inside the brain is white matter that is essentially wiring that connects all that gray matter together. So it can talk to itself. It can understand itself. It can act.

But it turns out that when blast waves surge through the brain, those long, stringy pieces of white matter essentially get whipped really hard, hard enough that they get frayed or broken. Think of it like the cable you use to charge your iPhone. You can twist that, and twist it up, and untwist it, and it’ll be fine.

But it’s the repetitive over and over that causes problems. So imagine twisting your iPhone cable 10,000 times. And then it might still be there, but you plug it in and it doesn’t work anymore. And so that’s what they’re looking at in Robert Card’s brain.

So the results were definitive. Despite never having served in combat, Card really suffered pretty severe brain damage from these repetitive blasts at this training camp, it seems like.

Right. And we have to be careful because we can’t definitively say with Robert Card right now that not only those grenade blasts caused this injury, but that injury caused his behavior. What we can say is that it’s a very, very good match. It certainly seems that that’s the case.

And, Dave, what is the implication of this?

Well, this is something that means so much more than just what happened to Robert Card or what happened in a shooting in Maine. And that’s because, for years, the military has known that blasts from combat, from roadside bombs, from enemy attacks are dangerous and they can damage the brain.

But they haven’t known what the effect of training is because most of the people who served in the military also went overseas. They might have gotten hit by an IED. They might have experienced something traumatic in combat. And so if they come back with brain injuries, it’s very hard to say, are those brain injuries tied to firing their own weapons?

But Robert Card’s almost like a control study. We know that he never went overseas. He also never played football in high school. He was never in a serious car accident. He didn’t do a lot of things that could have caused a brain injury to him. As far as we know, the only thing that could have damaged his brain is this blast injury of working on the grenade range. And so if that is true, that means that a lot of the brain injury that is happening in the military is being caused by the military. That’s a big deal.

We’ll be right back.

So, Dave, what exactly did the military know about brain damage caused by blasts? And when did it know it?

Well, it starts with the IUD problem. During the height of the wars in Iraq and Afghanistan, around 2005, 2006, if you remember, roadside bombs were the leading way that insurgents were hurting American forces.

And so the United States poured a ton of money into trying to understand, OK, these blasts that these guys are experiencing, these men and women, they appear fine. They get up and walk away. But there’s something going on there.

It’s not like you’re missing a limb or something. So when someone walks by, you may look absolutely normal. But it’s a very invisible wound.

The military started gathering these stories and even shared some of these interviews.

When I came home, I was not the same person.

And when I got out, I didn’t think that I had any issues or mental health issues that would affect me in the civilian life. I found that I was having trouble controlling my emotions, sometimes, my anger.

Soldiers were coming home complaining to military leaders of all sorts of problems, feeling different, acting different, thinking different.

I ended up losing a job because I was getting violent. I started another job, was getting violent there. I was real irritable, hard to deal with.

I was self-medicating, trying to hide feelings and things like that. I had the suicidal thoughts.

They’re almost coming back as different people. And the Defense Department poured hundreds of millions of dollars into this starting probably around 2008, trying to answer the question of, what kind of blast is dangerous? And why? And they started getting answers, but it was still really murky. And so in 2012, they set up a brain bank to essentially collect brains from anyone and everyone they could get who was in uniform because this injury couldn’t be seen through an MRI, through a PET scan, through the normal things that we think of for imaging the brain. It was too subtle.

But you could slice it up and see it in the brain. And what they were seeing was this telltale scarring in the white matter. And at the same time, there were a lot of families that got results back from this brain bank and saw that characteristic scarring in the white matter. And they knew that their loved ones had been affected by blast. And they also knew that enemy blasts were only a small fraction of what their loved one experienced. And so how could you untangle? What was training caused? And what was caused by the enemy?

And so a lot of these families, they started taking this information to Congress. In 2018, they said to Congress, the military is not taking blasts seriously enough. They don’t understand it. They can’t tell who’s injured. They need to do something. Congress at that point passed a law forcing the military to look at this research and figure out how we can track this. But here we are in 2024 and a lot of those questions are still not answered.

And then, of course, came Card, which seems to give us something of a new data point, a new answer.

That’s right, because the military, for all of this time, they had been saying, well, this is complicated. We did some studies, but we still don’t have clear answers. And they would hem and haw and essentially use the lack of a definitive answer as a way to postpone action. But here’s Robert Card. And he’s really important because the only thing he’s been exposed to is grenade blasts. And that’s supposed to be safe.

Something did happen after all those years of research. The military, they finally put in place a safety threshold that basically said, above this power of blast, there could be hazard. And they use a number for that. They measure blasts in four pounds per square inch. That’s the strength of the blast wave hitting anybody.

But you can think of that four as a safety level. Anything higher, probably dangerous. Anything lower, supposed to be safe. And that’s why Card is so important because, if he was only exposed to grenades and he has a blast injury, those grenades come in not at four, not even at 3.9. They come in at one PSI or maybe 1 and a half. So that suggests that this safety threshold that got put in place is way off.

And that’s really important, not just for Robert Card, but for all sorts of troops who are training right now because there are many weapons out there, mortars, shoulder-fired rocket launchers, big artillery that come in at higher levels, some of them as high as eight or nine PSI. And what that threshold doesn’t take into account is that we’re not just talking about one blast. We’re talking about hundreds or thousands of blasts. And how does that change how any blast is a threat or a hazard?

So essentially, all of this study and research didn’t actually translate into procedures that kept soldiers safer.

Right. It’s sometimes frustrating for me to see this research because there are brilliant people who are building computer models that model how energy waves go through brain matter. Or they are very carefully blowing up lab rats and then cutting open their brains to see the effects. And none of that expensive and time-consuming research has many — any difference to the people in uniform.

Dave, how many vets are we talking about here? How many people may be suffering or at risk of this kind of brain damage? Do we know the scale here?

That’s a really hard question to answer. We know that more than 450,000 people have been diagnosed with a traumatic brain injury by the military since 2000. But that probably leaves out tens of thousands of people who, like Robert Card, were exposed to repeated blasts and may have a brain injury, but never were diagnosed.

So the universe is potentially very large.

That’s why this is such a huge deal.

Dave, stepping back for a second, it seems like what we’re learning here through this example of Robert Card is bringing us into a moment where we’re rethinking what it means to have combat trauma, that it might actually have a lot more to do with the physical blast than with the mental or psychological trauma that one goes through in, say, a combat deployment.

One thing that I’ve been reporting about for years is when soldiers come home different and why. And I started out really focusing on post-traumatic stress disorder and just the horror of war and how that can change and erode your character. And then I learned that traumatic brain injury can be a big part of that and that those two things may be tangled together in ways that are impossible to unravel.

But what’s really interesting about Robert Card and other people I’ve talked to who’ve never deployed, but they’ve been around a lot of blasts, is if you sent them into a typical Army clinic and had them list their symptoms, they would probably get diagnosed with PTSD. They’re sleepless. They have anxiety. They have panic attacks. They are socially withdrawn. They’re depressed.

So there are all these things that we have long thought are products of war, of combat, that may actually be an underlying condition that is not related to war at all. To put it in the plainest terms possible, it’s basically related to a workplace safety issue that we haven’t acknowledged or addressed.

So when Johnny comes home different from the war, it might not actually be the war.

It might not actually be the war.

But I also think that there’s a broader implication beyond the military. And we can see it in Robert Card. Here was a man whose blast injury wasn’t understood, who did something horrendous. And so I think we have to think about, what is the cost of not doing anything here? Now, of course, we don’t know for sure that Robert Card did this because of his blast injury. But we do know that he had profound injuries deep in his brain.

And we also know from talking to people that he served with that it’s not just Robert Card. Other people that served with him on the grenade range are also struggling. A number of them are getting help for pretty persistent mental health problems. And one of his best friends was just recently hospitalized for a psychiatric crisis. And he’s now facing a domestic violence charge. So how do we look at those people differently now after seeing Card? And how do we look at this problem in a way that tries to prevent that from happening?

Dave, I’m curious if you’ve heard from the family of Robert Card since his diagnosis. And I wonder what this diagnosis has meant to them, if anything.

Well, they didn’t get a choice when his brain went to the lab. That was the decision of the state, which really wanted to understand in whatever way it could what had happened. But when they got these results back and the family sat around their kitchen table listening to the doctor who had looked into his brain and learned there was damage, in a way that I think was really surprising to them, it allowed them to have some forgiveness, to not see their brother, their son, as a monster, but to see him as somebody who was hurt.

It gives them a different story about their brother.

Absolutely.

Dave, thank you.

Here’s what else you should know today.

My assessment in the report about the relevance of the president’s memory was necessary, and accurate, and fair.

On Tuesday, in a tense appearance before the House Judiciary Committee, former special counsel Robert Hur testified about his investigation and February report into President Biden’s handling of classified documents.

You could have written your report with comments about his specific recollection as to documents or a set of documents. But you chose a general pejorative reference to the president.

The four-hour session quickly descended into a brutal partisan fight. In his report, Hur had called Biden, quote, “An elderly man with a poor memory,” a conclusion that had infuriated Democrats. Republicans, for their part, grilled Hur about his conclusion that the evidence was insufficient to charge Biden with a crime —

Here’s what I see, Biden and Trump should have been treated equally. They weren’t. And that is the double standard that I think a lot of Americans are concerned about.

— and accused Hur of protecting Biden.

You exonerated him.

— would be a conviction.

I know that —

It did not exonerate him.

— the term willful retention has a —

That word does not appear in the report, Congresswoman.

Mr. Hur, it’s my time.

But Hur made clear during the testimony that his report had not cleared Biden of wrongdoing, rejecting a suggestion by Democrats that it had. Today’s episode was produced by Jessica Cheung, Clare Toeniskoetter, and Olivia Natt, with help from Sydney Harper. It was edited by MJ Davis Lin, contains original music by Dan Powell and Marion Lozano, and was engineered by Chris Wood. Our theme music is by Jim Brunberg and Ben Landsverk of Wonderly.

That’s it for “The Daily.” I’m Sabrina Tavernise. See you tomorrow.

• March 14, 2024   •   28:21 It Sucks to Be 33
• March 13, 2024   •   27:44 The Alarming Findings Inside a Mass Shooter’s Brain
• March 12, 2024   •   27:30 Oregon Decriminalized Drugs. Voters Now Regret It.
• March 11, 2024   •   29:07 The Billionaires’ Secret Plan to Solve California’s Housing Crisis
• March 10, 2024 The Sunday Read: ‘Can Humans Endure the Psychological Torment of Mars?’
• March 8, 2024   •   29:40 The State of the Union
• March 7, 2024   •   32:31 The Miseducation of Google’s A.I.
• March 6, 2024   •   23:07 The Unhappy Voters Who Could Swing the Election
• March 5, 2024   •   32:02 A Deadly Aid Delivery and Growing Threat of Famine in Gaza
• March 4, 2024   •   26:06 An F.B.I. Informant, a Bombshell Claim, and an Impeachment Built on a Lie
• March 3, 2024 The Sunday Read: ‘How Tom Sandoval Became the Most Hated Man in America’
• March 1, 2024   •   32:33 Biden, Trump and a Split Screen at the Texas Border

Hosted by Sabrina Tavernise

Featuring Dave Philipps

Produced by Jessica Cheung ,  Clare Toeniskoetter and Olivia Natt

With Sydney Harper

Edited by M.J. Davis Lin

Original music by Dan Powell and Marion Lozano

Engineered by Chris Wood

Listen and follow The Daily Apple Podcasts | Spotify | Amazon Music

Warning: this episode contains descriptions of violence and self harm.

Last fall, an Army reservist killed 18 people at a bowling alley and restaurant in Lewiston, Maine, before turning the gun on himself.

Dave Philipps, who covers military affairs for The Times, had already been investigating the idea that soldiers could be injured just by firing their own weapons. Analyzing the case of the gunman in Lewiston, Dave explains, could change our understanding of the effects of modern warfare on the human brain.

On today’s episode

Dave Philipps , who covers war, the military and veterans for The New York Times.

Background reading

Profound damage was found in the Lewiston gunman’s brain , possibly from explosions.

The finding has broad implications for treatment strategies in veterans and for criminal justice.

There are a lot of ways to listen to The Daily. Here’s how.

We aim to make transcripts available the next workday after an episode’s publication. You can find them at the top of the page.

The Daily is made by Rachel Quester, Lynsea Garrison, Clare Toeniskoetter, Paige Cowett, Michael Simon Johnson, Brad Fisher, Chris Wood, Jessica Cheung, Stella Tan, Alexandra Leigh Young, Lisa Chow, Eric Krupke, Marc Georges, Luke Vander Ploeg, M.J. Davis Lin, Dan Powell, Sydney Harper, Mike Benoist, Liz O. Baylen, Asthaa Chaturvedi, Rachelle Bonja, Diana Nguyen, Marion Lozano, Corey Schreppel, Rob Szypko, Elisheba Ittoop, Mooj Zadie, Patricia Willens, Rowan Niemisto, Jody Becker, Rikki Novetsky, John Ketchum, Nina Feldman, Will Reid, Carlos Prieto, Ben Calhoun, Susan Lee, Lexie Diao, Mary Wilson, Alex Stern, Dan Farrell, Sophia Lanman, Shannon Lin, Diane Wong, Devon Taylor, Alyssa Moxley, Summer Thomad, Olivia Natt, Daniel Ramirez and Brendan Klinkenberg.

Our theme music is by Jim Brunberg and Ben Landsverk of Wonderly. Special thanks to Sam Dolnick, Paula Szuchman, Lisa Tobin, Larissa Anderson, Julia Simon, Sofia Milan, Mahima Chablani, Elizabeth Davis-Moorer, Jeffrey Miranda, Renan Borelli, Maddy Masiello, Isabella Anderson and Nina Lassam.

Dave Philipps writes about war, the military and veterans and covers The Pentagon. More about Dave Philipps

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Four steps to improved problem solving

Professor of the Practice in Leadership Ed Barrows discusses a four-step plan designed for leaders to address and solve complex organizational problems.

Every organization has problems. What I mean when I say problem, however, isn’t what the term usually conjures up — an undesirable, even unsavory situation that is highly bothersome to the affected. We all have those to be sure. This type of problem, more plainly, is a variance between the current state and the desired state.

Using this definition, we find many occasions where we’re not performing to the desired level; that’s where the need for a good problem-solving process comes in. It’s an approach to determining what’s causing the variance and identifying the steps needed to remedy it. It’s important to be both thoughtful and deliberate about the steps you take.

When addressing a problem head-on, following a simple, four-step process will help you improve the likelihood of reaching a favorable outcome significantly.

The first step is to define the problem by thinking about it in the clearest terms possible. When asked, 85% of executives admit that their companies are poor at problem diagnosis. It’s hard to properly diagnose, let alone solve, a problem that is poorly defined. The best way to ensure that the issue you’re addressing is the right one is to define it in a manner that paves the way for effective analysis.

To do this, consider different viewpoints. Use a team, bring in outside experts and think through different ways to formulate the problem together. This practice is called problem reframing.

This alone helps us offset plunging-in-bias — the act of beginning to solve an issue before truly understanding it — which is a challenge that many managers face.

2. Decompose

Once a problem is well-defined, it’s tempting to jump right into ‘solution mode’ and begin brainstorming ways to address the challenge. Resist this temptation!

Oftentimes, the solution to a problem isn’t as obvious as it first seems. The problem needs to be broken down — or decomposed, as we say — into potential causes. Utilizing a logic tree or issue tree allows you to explore various hypotheses to begin thinking through the potential drivers of a problem. This is aligned with a management approach called Evidence-Based Management, which gets us to think through a mutually exclusive, collectively exhaustive set of potential causes for the challenge we're facing. Using an approach that encourages structured thinking like this is a surefire way to improve your odds of success.

With the potential causes of the problem now identified, you can begin investigating the source(s) of the issue in earnest. This involves working as a team to collect data around each point that you have outlined. In examining each potential cause, you can make progress toward determining the root of the performance gap.

A very effective technique for this is the Five Whys. Ask the question ‘why,’ continually, until you get down to the point that it can’t be answered anymore. Typically, this takes about five rounds of questioning before you end up at what will likely be the root cause. After this, you can identify potential solutions.

A potential solution is just that—a potential solution. You’ll need to implement the intervention you’ve developed and then check to see if it actually solved the problem. There’s a chance it only addressed part of the performance shortfall. If it wasn’t a root cause after all, it might not have solved any of it. The reason you act and then recheck is to determine the degree to which improvement has been made and decide what you might do next.

Problem solving is something managers engage in every day. Big problems are persistent in organizational life, and the people who solve them are in a great position to add additional value to their organizations. Unfortunately, managers often rely more on experience and intuition than structured thinking. No doubt, ‘gut feel’ can help in addressing challenges. It’s structured thinking, however, that will yield the most benefit, especially when the problems you face are complex.

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