the third step of problem solving is

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)

• 281.412.7766
• [email protected]
• Learner Dashboard
• GET YOUR CAUSE MAPPING TEMPLATE

• About Cause Mapping®
• What is Root Cause Analysis?
• Cause Mapping® Method
• Cause Mapping® FAQs
• Why ThinkReliability?
• Online Workshops
• On-Demand Training Catalog
• On-Demand Training Subscription
• Company Case Study
• Upcoming Webinars
• Webinar Archives
• Public Workshops
• Private Workshops
• Cause Mapping Certified Facilitator Program
• Our Services
• Facilitation, Consulting, and Coaching
• Root Cause Analysis Program Development
• Work Process Reliability™
• Cause Mapping® Template
• Root Cause Analysis Examples
• Video Library
• Articles and Downloads
• About ThinkReliability
• Client List
• Testimonials

Problem Solving - 3 Basic Steps

Don't complicate it.

Problems can be confusing. Your problem-solving process shouldn’t make them more confusing. With a variety of different tools available, it’s common for people in the same company to use different approaches and different terminology. This makes problem solving problematic. It shouldn’t be.

Some companies use 5Whys , some use fishbone diagrams , and some categorize incidents into generic buckets like " human error " and " procedure not followed ." Some problem-solving methods have six steps, some have eight steps and some have 14 steps. It’s easy to understand how employees get confused.

6-sigma is another widely recognized problem-solving tool. It has five steps with its own acronym, DMAIC: define, measure, analyze, improve and control. The first two steps are for defining and measuring the problem . The third step is the analysis . And the fourth and fifth steps are improve and control, and address solutions .

3 Basic Steps of Problem Solving

As the name suggests, problem solving starts with a problem and ends with solutions. The step in the middle is the analysis. The level of detail within a problem changes based on the magnitude of an issue, but the basic steps of problem solving remain the same regardless of the type of problem:

Step 1. Problem

Step 2. analysis, step 3. solutions.

But these steps are not necessarily what everyone does. Some groups jump directly to solutions after a hasty problem definition. The analysis step is regularly neglected. Individuals and organizations don’t dig into the details that are essential to understand the issue. In the Cause Mapping® method, the point of root cause analysis is to reveal what happened within an incident—to do that digging.

Step 1. Problem

A complete problem definition consists of several different questions:

• What is the problem?
• When did it happen?
• Where did it happen?
• What was the total impact to each of the organization’s overall goals?

These four questions capture what individuals see as a problem, along with the specifics about the setting of the issue (the time and place), and, importantly, the overall consequences to the organization. The traditional approach of writing a problem description as a few sentences doesn’t necessarily capture the information needed for a complete definition. Some organizations see their problem as a single effect, but that doesn’t reflect the nature of an actual issue since different negative outcomes can occur within the same incident. Specific pieces of information are captured within each of the four questions to provide a thorough definition of the problem.

The analysis step provides a clear explanation of an issue by breaking it down into parts. A simple way to organize the details of an incident is to make a timeline . Each piece of the incident in placed in chronological order. A timeline is an effective way to understand what happened and when for an issue.

Ultimately, the objective of problem solving is to turn the negative outcomes defined in step 1 into positive results. To do so, the causes that produced the unwanted outcomes must be identified. These causes provide both the explanation of the issue as well as control points for different solution options. This cause-and-effect approach is the basis of explaining and preventing a problem solving. It’s why cause-and-effect thinking is fundamental for troubleshooting, critical thinking and effective root cause analysis.

Many organizations are under-analyzing their problems because they stop at generic categories like procedure not followed, training less than adequate or management systems . This is a mistake. Learning how to dig a littler further, by asking more Why questions, can reveal significant insight about those chronic problems that people have come to accept as normal operations.

A Cause Map™ diagram provides a way for frontline personnel, technical leads and managers to communicate the details of an issue objectively, accurately and thoroughly. A cause-and-effect analysis can begin as a single, linear path that can be expanded into as much detail as needed to fully understand the issue.

Solutions are specific actions that control specific causes to produce specific outcomes. Both short-term and long-term solutions can be identified from a clear and accurate analysis. It is also important for people to understand that every cause doesn’t need to be solved. Most people believe that 15 causes require 15 solutions. That is not true. Changing just one cause along a causal path breaks that chain of events. Providing solutions on more than one causal path provides additional layers of protection to further reduce the risk of a similar issue occurring in the future.

The Basics of Problem Solving Don't Change

These three steps of problem solving can be applied consistently across an organization from frontline troubleshooters to the executives. First principles should be the foundation of a company’s problem-solving culture. Overlooking these basics erodes critical thinking. Even though the fundamentals of cause-and-effect don’t change, organizations and individuals continue to find special adjectives, algorithms and jargon appealing. Teaching too many tools and using contrived terms such as “true root causal factors” is a symptom of ignoring lean principles. Don’t do that which is unnecessary.

Your problems may be complex, but your problem-solving process should be clear and simple. A scientific approach that objectively explains what happened and why (cause and effect) is sound. It’s the basis for understanding and solving a problem – any problem. It works on the farm, in the power plant, at the manufacturing company and at an airline. It works for the cancer researcher and for the auto mechanic. It also works the same way for safety incidents, production losses and equipment failures. Cause and effect doesn’t change. Just test it.

If you’re interested in seeing one of your problems dissected as a Cause Map diagram, send us an email or call the ThinkReliability office. We’ll arrange a call to step through your issue. You can also learn more about improving the way your organization investigates and prevents problems through one of our upcoming online webinars, short courses or workshops .

Want to learn more? Watch our 28-minute video on problem-solving basics.

Share This Post With A Friend

Similar Posts

Other resources.

• Root Cause Analysis blog
• Patient Safety blog

READ BY - - - - - - - - - -

Other Resources - - - - - - - - - -

Sign Up For Our eNewsletter

How it works

For Business

Join Mind Tools

Article • 4 min read

The Problem-Solving Process

Looking at the basic problem-solving process to help keep you on the right track.

By the Mind Tools Content Team

Problem-solving is an important part of planning and decision-making. The process has much in common with the decision-making process, and in the case of complex decisions, can form part of the process itself.

We face and solve problems every day, in a variety of guises and of differing complexity. Some, such as the resolution of a serious complaint, require a significant amount of time, thought and investigation. Others, such as a printer running out of paper, are so quickly resolved they barely register as a problem at all.

Despite the everyday occurrence of problems, many people lack confidence when it comes to solving them, and as a result may chose to stay with the status quo rather than tackle the issue. Broken down into steps, however, the problem-solving process is very simple. While there are many tools and techniques available to help us solve problems, the outline process remains the same.

The main stages of problem-solving are outlined below, though not all are required for every problem that needs to be solved.

1. Define the Problem

Clarify the problem before trying to solve it. A common mistake with problem-solving is to react to what the problem appears to be, rather than what it actually is. Write down a simple statement of the problem, and then underline the key words. Be certain there are no hidden assumptions in the key words you have underlined. One way of doing this is to use a synonym to replace the key words. For example, ‘We need to encourage higher productivity ’ might become ‘We need to promote superior output ’ which has a different meaning.

2. Analyze the Problem

Ask yourself, and others, the following questions.

• Where is the problem occurring?
• When is it occurring?
• Why is it happening?

Be careful not to jump to ‘who is causing the problem?’. When stressed and faced with a problem it is all too easy to assign blame. This, however, can cause negative feeling and does not help to solve the problem. As an example, if an employee is underperforming, the root of the problem might lie in a number of areas, such as lack of training, workplace bullying or management style. To assign immediate blame to the employee would not therefore resolve the underlying issue.

Once the answers to the where, when and why have been determined, the following questions should also be asked:

• Where can further information be found?
• Is this information correct, up-to-date and unbiased?
• What does this information mean in terms of the available options?

3. Generate Potential Solutions

When generating potential solutions it can be a good idea to have a mixture of ‘right brain’ and ‘left brain’ thinkers. In other words, some people who think laterally and some who think logically. This provides a balance in terms of generating the widest possible variety of solutions while also being realistic about what can be achieved. There are many tools and techniques which can help produce solutions, including thinking about the problem from a number of different perspectives, and brainstorming, where a team or individual write as many possibilities as they can think of to encourage lateral thinking and generate a broad range of potential solutions.

4. Select Best Solution

When selecting the best solution, consider:

• Is this a long-term solution, or a ‘quick fix’?
• Is the solution achievable in terms of available resources and time?
• Are there any risks associated with the chosen solution?
• Could the solution, in itself, lead to other problems?

This stage in particular demonstrates why problem-solving and decision-making are so closely related.

5. Take Action

In order to implement the chosen solution effectively, consider the following:

• What will the situation look like when the problem is resolved?
• What needs to be done to implement the solution? Are there systems or processes that need to be adjusted?
• What will be the success indicators?
• What are the timescales for the implementation? Does the scale of the problem/implementation require a project plan?
• Who is responsible?

Once the answers to all the above questions are written down, they can form the basis of an action plan.

6. Monitor and Review

One of the most important factors in successful problem-solving is continual observation and feedback. Use the success indicators in the action plan to monitor progress on a regular basis. Is everything as expected? Is everything on schedule? Keep an eye on priorities and timelines to prevent them from slipping.

If the indicators are not being met, or if timescales are slipping, consider what can be done. Was the plan realistic? If so, are sufficient resources being made available? Are these resources targeting the correct part of the plan? Or does the plan need to be amended? Regular review and discussion of the action plan is important so small adjustments can be made on a regular basis to help keep everything on track.

Once all the indicators have been met and the problem has been resolved, consider what steps can now be taken to prevent this type of problem recurring? It may be that the chosen solution already prevents a recurrence, however if an interim or partial solution has been chosen it is important not to lose momentum.

Problems, by their very nature, will not always fit neatly into a structured problem-solving process. This process, therefore, is designed as a framework which can be adapted to individual needs and nature.

Join Mind Tools and get access to exclusive content.

This resource is only available to Mind Tools members.

Already a member? Please Login here

Gain essential management and leadership skills

Busy schedule? No problem. Learn anytime, anywhere. 

Subscribe to unlimited access to meticulously researched, evidence-based resources.

Join today and take advantage of our 30% offer, available until May 31st .

Sign-up to our newsletter

Subscribing to the Mind Tools newsletter will keep you up-to-date with our latest updates and newest resources.

Subscribe now

Business Skills

Personal Development

Leadership and Management

Member Extras

Most Popular

Latest Updates

Working for Yourself

4-Step Action Plans Infographic

Mind Tools Store

About Mind Tools Content

Discover something new today

Successful strategy execution.

With Andrew MacLennan

Expert Interviews

Managing Arrogant People

Developing Team Players

How Emotionally Intelligent Are You?

Boosting Your People Skills

Self-Assessment

What's Your Leadership Style?

Learn About the Strengths and Weaknesses of the Way You Like to Lead

Recommended for you

The action priority matrix.

Making the Most of Your Opportunities

Business Operations and Process Management

Strategy Tools

Customer Service

Business Ethics and Values

Handling Information and Data

Project Management

Knowledge Management

Self-Development and Goal Setting

Time Management

Presentation Skills

Learning Skills

Career Skills

Communication Skills

Negotiation, Persuasion and Influence

Working With Others

Difficult Conversations

Creativity Tools

Self-Management

Work-Life Balance

Stress Management and Wellbeing

Coaching and Mentoring

Change Management

Team Management

Managing Conflict

Delegation and Empowerment

Performance Management

Leadership Skills

Developing Your Team

Talent Management

Problem Solving

Decision Making

Member Podcast

• Miles Anthony Smith
• Sep 12, 2022
• 12 min read

The Ultimate Problem-Solving Process Guide: 31 Steps and Resources

Updated: Jan 24, 2023

GOT CHALLENGES WITH YOUR PROBLEM-SOLVING PROCESS? ARE YOU FRUSTRATED?

prob·lem-solv·ing noun -the process of finding solutions to difficult or complex issues. It sounds so simple, doesn’t it? But in reality problem-solving is hard. It's almost always more complex than it seems. That's why problem-solving can be so frustrating sometimes. You can feel like you’re spinning your wheels, arguing in circles, or just failing to find answers that actually work. And when you've got a group working on a problem, it can get even muddier …differences of opinions, viewpoints colored by different backgrounds, history, life experiences, you name it. We’re all looking at life and work from different angles, and that often means disagreement. Sometimes sharp disagreement. That human element, figuring out how to take ourselves out of the equation and make solid, fact-based decisions , is precisely why there’s been so much written on problem-solving. Which creates its own set of problems. Whose method is best? How can you possibly sift through them all? Are we to have one person complete the entire problem-solving process by themselves or rely on a larger team to find answers to our most vexing challenges in the workplace ? Today, we’re going to make sense of it all. We’ll take a close look at nine top problem-solving methods. Then we’ll grab the best elements of all of them to give you a process that will have your team solving problems faster, with better results , and maybe with less sharp disagreement. Ready to dive in? Let’s go!

9 PROFITABLE PROBLEM-SOLVING TECHNIQUES AND METHODS

While there are loads of methods to choose from, we are going to focus on nine of the more common ones. You can use some of these problem-solving techniques reactively to solve a known issue or proactively to find more efficient or effective ways of performing tasks. If you want to explore other methods, check out this resource here . A helpful bit of advice here is to reassure people that you aren’t here to identify the person that caused the problem . You’re working to surface the issue, solve it and make sure it doesn’t happen again, regardless of the person working on the process. It can’t be understated how important it is to continually reassure people of this so that you get unfiltered access to information. Without this, people will often hide things to protect themselves . After all, nobody wants to look bad, do they? With that said, let’s get started...

1. CREATIVE PROBLEM SOLVING (CPS)

Alex Osborn coined the term “Creative Problem Solving” in the 1940s with this simple four-step process:

Clarify : Explore the vision, gather data, and formulate questions.

Ideate : This stage should use brainstorming to generate divergent thinking and ideas rather than the random ideas normally associated with brainstorming.

Develop : Formulate solutions as part of an overall plan.

Implement : Put the plan into practice and communicate it to all parties.

2. APPRECIATIVE INQUIRY

Source: http://www.davidcooperrider.com/ai-process/ This method seeks, first and foremost, to identify the strengths in people and organizations and play to that “positive core” rather than focus our energies on improving weaknesses . It starts with an “affirmative topic,” followed by the “positive core (strengths).” Then this method delves into the following stages:

Discovery (fact-finding)

Dream (visioning the future)

Design (strategic purpose)

Destiny (continuous improvement)

3. “FIVE WHYS” METHOD

This method simply suggests that we ask “Why” at least five times during our review of the problem and in search of a fix. This helps us dig deeper to find the the true reason for the problem, or the root cause. Now, this doesn’t mean we just keeping asking the same question five times. Once we get an answer to our first “why”, we ask why to that answer until we get to five “whys”.

Using the “five whys” is part of the “Analyze” phase of Six Sigma but can be used with or without the full Six Sigma process.

Review this simple Wikipedia example of the 5 Whys in action:

The vehicle will not start. (the problem)

Why? - The battery is dead. (First why)

Why? - The alternator is not functioning. (Second why)

Why? - The alternator belt has broken. (Third why)

Why? - The alternator belt was well beyond its useful service life and not replaced. (Fourth why)

Why? - The vehicle was not maintained according to the recommended service schedule. (Fifth why, a root cause)

4. LEAN SIX SIGMA (DMAIC METHOD)

While many people have at least heard of Lean or Six Sigma, do we know what it is? Like many problem-solving processes, it has five main steps to follow.

Define : Clearly laying out the problem and soliciting feedback from those who are customers of the process is necessary to starting off on the right foot.

Measure : Quantifying the current state of the problem is a key to measuring how well the fix performed once it was implemented.

Analyze : Finding out the root cause of the problem (see number 5 “Root Cause Analysis” below) is one of the hardest and least explored steps of Six Sigma.

Improve : Crafting, executing, and testing the solution for measureable improvement is key. What doesn’t get implemented and measured really won’t make a difference.

Control : Sustaining the fix through a monitoring plan will ensure things continue to stay on track rather than being a short-lived solution.

5. ROOT CAUSE ANALYSIS

Compared to other methods, you’ll more often find this technique in a reactive problem-solving mode, but it is helpful nonetheless. Put simply, it requires a persistent approach to finding the highest-level cause, since most reasons you’ll uncover for a problem don’t tell the whole story.

Most of the time, there are many factors that contributed to an issue. The main reason is often shrouded in either intentional or unintentional secrecy. Taking the time to drill down to the root of the issue is key to truly solving the problem.

6. DEMING-SHEWHART CYCLE: PLAN-DO-CHECK-ACT (PDCA)

Named for W. Edwards Deming and Walter A. Shewhart, this model follows a four-step process:

Plan: Establish goals and objectives at the outset to gain agreement. It’s best to start on a small scale in order to test results and get a quick win.

Do: This step is all about the implementation and execution of the solution.

Check: Study and compare actual to expected results. Chart this data to identify trends.

Act/Adjust: If the check phase showed different results, then adjust accordingly. If worse than expected, then try another fix. If the same or better than expected, then use that as the new baseline for future improvements.

7. 8D PROBLEM-SOLVING

While this is named “8D” for eight disciplines, there are actually nine , because the first is listed as step zero. Each of the disciplines represents a phase of this process. Its aim is to implement a quick fix in the short term while working on a more permanent solution with no recurring issues.

Prepare and Plan : Collecting initial information from the team and preparing your approach to the process is a necessary first step.

Form a Team : Select a cross-functional team of people, one leader to run meetings and the process, and one champion/sponsor who will be the final decision-maker.

Describe the Problem : Using inductive and deductive reasoning approaches, lay out the precise issue to be corrected.

Interim Containment Action : Determine if an interim solution needs to be implemented or if it can wait until the final fix is firmed up. If necessary, the interim action is usually removed once the permanent solution is ready for implementation.

Root Cause Analysis and Escape Point : Finding the root of the issue and where in the process it could’ve been found but was not will help identify where and why the issue happened.

Permanent Corrective Action : Incorporating key criteria into the solution, including requirements and wants, will help ensure buy-in from the team and your champion.

Implement and Validate the Permanent Corrective Action : Measuring results from the fix implemented validates it or sends the team back to the drawing board to identity a more robust solution.

Prevent Recurrence : Updating work procedure documents and regular communication about the changes are important to keep old habits in check.

Closure and Team Celebration : Taking time to praise the team for their efforts in resolving the problem acknowledges the part each person played and offers a way to move forward.

8. ARMY PROBLEM SOLVING PROCESS

The US Army has been solving problems for more than a couple of centuries , so why not take a look at the problem-solving process they’ve refined over many years? They recommend this five step process:

Identify the Problem : Take time to understand the situation and define a scope and limitations before moving forward.

Gather Information : Uncover facts, assumptions, and opinions about the problem, and challenge them to get to the truth.

Develop Screening and Evaluation Criteria :

Five screening items should be questioned. Is it feasible, acceptable, distinguishable, and complete?

Evaluation criteria should have these 5 elements: short title, definition, unit of measure, benchmark, and formula.

Generate, Analyze, and Compare Possible Solutions : Most fixes are analyzed, but do you compare yours to one another as a final vetting method?

Choose a Solution and Implement : Put the fix into practice and follow up to ensure it is being followed consistently and having the desired effect.

9. HURSON'S PRODUCTIVE THINKING MODEL

Tim Hurson introduced this model in 2007 with his book, Think Better. It consists of the following six actions.

Ask "What is going on?" : Define the impact of the problem and the aim of its solution.

Ask "What is success?" : Spell out the expected outcome, what should not be in fix, values to be considered, and how things will be evaluated.

Ask "What is the question?" : Tailor questions to the problem type. Valuable resources can be wasted asking questions that aren’t truly relevant to the issue.

Generate answers : Prioritize answers that are the most relevant to solutions, without excluding any suggestion to present to the decision-makers.

Forge the solution : Refine the raw list of prioritized fixes, looking for ways to combine them for a more powerful solution or eliminate fixes that don’t fit the evaluation criteria.

Align resources: Identify resources, team, and stakeholders needed to implement and maintain the solution.

STEAL THIS THOROUGH 8-STEP PROBLEM-SOLVING PROCESS

Now that we’ve reviewed a number of problem-solving methods, we’ve compiled the various steps into a straightforward, yet in-depth, s tep-by-step process to use the best of all methods.

1. DIG DEEP: IDENTIFY, DEFINE, AND CLARIFY THE ISSUE

“Elementary, my dear Watson,” you might say.

This is true, but we often forget the fundamentals before trying to solve a problem. So take some time to gain understanding of critical stakeholder’s viewpoints to clarify the problem and cement consensus behind what the issue really is.

Sometimes it feels like you’re on the same page, but minor misunderstandings mean you’re not really in full agreement.. It’s better to take the time to drill down on an issue before you get too far into solving a problem that may not be the exact problem . Which leads us to…

2. DIG DEEPER: ROOT CAUSE ANALYSIS

This part of the process involves identifying these three items :

What happened?

Why did it happen?

What process do we need to employ to significantly reduce the chances of it happening again ?

You’ll usually need to sort through a series of situations to find the primary cause. So be careful not to stop at the first cause you uncover . Dig further into the situation to expose the root of the issue. We don’t want to install a solution that only fixes a surface-level issue and not the root. T here are typically three types of causes :

Physical: Perhaps a part failed due to poor design or manufacturing.

Human error: A person either did something wrong or didn’t do what needed to be done.

Organizational: This one is mostly about a system, process, or policy that contributed to the error .

When searching for the root cause, it is important to ensure people that you aren’t there to assign blame to a person but rather identify the problem so a fix can prevent future issues.

3. PRODUCE A VARIETY OF SOLUTION OPTIONS

So far, you’ve approached the problem as a data scientist, searching for clues to the real issue. Now, it’s important to keep your eyes and ears open, in case you run across a fix suggested by one of those involved in the process failure. Because they are closest to the problem, they will often have an idea of how to fix things. In other cases, they may be too close, and unable to see how the process could change.

The bottom line is to solicit solution ideas from a variety of sources , both close to and far away from the process you’re trying to improve.

You just never know where the top fix might come from!

4. FULLY EVALUATE AND SELECT PLANNED FIX(ES)

Evaluating solutions to a defined problem can be tricky since each one will have cost, political, or other factors associated with it. Running each fix through a filter of cost and impact is a vital step toward identifying a solid solution and hopefully settling on the one with the highest impact and low or acceptable cost.

Categorizing each solution in one of these four categoriescan help teams sift through them:

High Cost/Low Impact: Implement these last, if at all, since t hey are expensive and won’t move the needle much .

Low Cost/Low Impact: These are cheap, but you won’t get much impact.

High Cost/High Impact: These can be used but should be second to the next category.

Low Cost/High Impact: Getting a solid “bang for your buck” is what these fixes are all about. Start with these first .

5. DOCUMENT THE FINAL SOLUTION AND WHAT SUCCESS LOOKS LIKE

Formalize a document that all interested parties (front-line staff, supervisors, leadership, etc.) agree to follow. This will go a long way towards making sure everyone fully understands what the new process looks like, as well as what success will look like .

While it might seem tedious, try to be overly descriptive in the explanation of the solution and how success will be achieved. This is usually necessary to gain full buy-in and commitment to continually following the solution. We often assume certain things that others may not know unless we are more explicit with our communications.

6. SUCCESSFULLY SELL AND EXECUTE THE FIX

Arriving at this stage in the process only to forget to consistently apply the solution would be a waste of time, yet many organizations fall down in the execution phase . Part of making sure that doesn’t happen is to communicate the fix and ask for questions multiple times until all parties have a solid grasp on what is now required of them.

One often-overlooked element of this is the politics involved in gaining approval for your solution. Knowing and anticipating objections of those in senior or key leadership positions is central to gaining buy-in before fix implementation.

7. RINSE AND REPEAT: EVALUATE, MONITOR, AND FOLLOW UP

Next, doing check-ins with the new process will ensure that the solution is working (or identity if further reforms are necessary) . You’ll also see if the measure of predefined success has been attained (or is making progress in that regard).

Without regularly monitoring the fix, you can only gauge the success or failure of the solution by speculation and hearsay. And without hard data to review, most people will tell their own version of the story.

8. COLLABORATIVE CONTINGENCIES, ITERATION, AND COURSE CORRECTION

Going into any problem-solving process, we should take note that we will not be done once the solution is implemented (or even if it seems to be working better at the moment). Any part of any process will always be subject to the need for future iterations and course corrections . To think otherwise would be either foolish or naive.

There might need to be slight, moderate, or wholesale changes to the solution previously implemented as new information is gained, new technologies are discovered, etc.

14 FRUITFUL RESOURCES AND EXERCISES FOR YOUR PROBLEM-SOLVING JOURNEY

Want to test your problem-solving skills?

Take a look at these twenty case study scenario exercises to see how well you can come up with solutions to these problems.

Still have a desire to discover more about solving problems?

Check out these 14 articles and books...

1. THE LEAN SIX SIGMA POCKET TOOLBOOK: A QUICK REFERENCE GUIDE TO NEARLY 100 TOOLS FOR IMPROVING QUALITY AND SPEED

This book is like a Bible for Lean Six Sigma , all in a pocket-sized package.

2. SOME SAGE PROBLEM SOLVING ADVICE

The American Society for Quality has a short article on how it’s important to focus on the problem before searching for a solution.

3. THE SECRET TO BETTER PROBLEM SOLVING: HARVARD BUSINESS REVIEW

Wondering if you are solving the right problems? Check out this Harvard Business Review article.

4. PROBLEM SOLVING 101 : A SIMPLE BOOK FOR SMART PEOPLE

Looking for a fun and easy problem-solving book that was written by a McKinsey consultant? Take a look!

5. THE BASICS OF CREATIVE PROBLEM SOLVING – CPS

If you want a deeper dive into the seven steps of Creative Problem Solving , see this article.

6. APPRECIATIVE INQUIRY : A POSITIVE REVOLUTION IN CHANGE

Appreciative Inquiry has been proven effective in organizations ranging from Roadway Express and British Airways to the United Nations and the United States Navy. Review this book to join the positive revolution.

7. PROBLEM SOLVING: NINE CASE STUDIES AND LESSONS LEARNED

The Seattle Police Department has put together nine case studies that you can practice solving . While they are about police work, they have practical application in the sleuthing of work-related problems.

8. ROOT CAUSE ANALYSIS : THE CORE OF PROBLEM SOLVING AND CORRECTIVE ACTION

Need a resource to delve further into Root Cause Analysis? Look no further than this book for answers to your most vexing questions .

9. SOLVING BUSINESS PROBLEMS : THE CASE OF POOR FRANK

This solid case study illustrates the complexities of solving problems in business.

10. THE 8-DISCIPLINES PROBLEM SOLVING METHODOLOGY

Learn all about the “8Ds” with this concise primer.

11. THE PROBLEM-SOLVING PROCESS THAT PREVENTS GROUPTHINK HBR

Need to reduce groupthink in your organization’s problem-solving process ? Check out this article from the Harvard Business Review.

12. THINK BETTER : AN INNOVATOR'S GUIDE TO PRODUCTIVE THINKING

Tim Hurson details his own Productive Thinking Model at great length in this book from the author.

13. 5 STEPS TO SOLVING THE PROBLEMS WITH YOUR PROBLEM SOLVING INC MAGAZINE

This simple five-step process will help you break down the problem, analyze it, prioritize solutions, and sell them internally.

14. CRITICAL THINKING : A BEGINNER'S GUIDE TO CRITICAL THINKING, BETTER DECISION MAKING, AND PROBLEM SOLVING!

LOOKING FOR ASSISTANCE WITH YOUR PROBLEM-SOLVING PROCESS?

There's a lot to take in here, but following some of these methods are sure to improve your problem-solving process. However, if you really want to take problem-solving to the next level, InitiativeOne can come alongside your team to help you solve problems much faster than you ever have before.

There are several parts to this leadership transformation process provided by InitiativeOne, including a personal profile assessment, cognitive learning, group sessions with real-world challenges, personal discovery, and a toolkit to empower leaders to perform at their best.

There are really only two things stopping good teams from being great. One is how they make decisions and two is how they solve problems. Contact us today to grow your team’s leadership performance by making decisions and solving problems more swiftly than ever before!

• Featured Post

Recent Posts

Does Your Leadership Deserve Two Thumbs Up?

3 Ways to Harness the Power of Inspiration

Leadership Self-Check

• Bipolar Disorder
• Therapy Center
• When To See a Therapist
• Types of Therapy
• Best Online Therapy
• Best Couples Therapy
• Best Family Therapy
• Managing Stress
• Sleep and Dreaming
• Understanding Emotions
• Self-Improvement
• Healthy Relationships
• Student Resources
• Personality Types
• Guided Meditations
• Verywell Mind Insights
• 2024 Verywell Mind 25
• Mental Health in the Classroom
• Editorial Process
• Meet Our Review Board
• Crisis Support

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.

JGI / Jamie Grill / Getty Images

• Application
• Improvement

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."

Psychological Steps Involved in Problem Solving

A mental process or a phenomenon dedicated towards solving problems by discovering and analyzing the problem is referred to as problem-solving. It is a process dedicated to finding not just any solution, but the best solution to resolve any problems. There is no such thing as one best way to solve every kind of problem, since there are unique problems depending upon the situation there are unique solutions too.

In psychology, problem solving doesn’t necessarily refer to solving psychological/mental issues of the brain. The process simply refers to solving every kind of problems in life in a proper manner. The idea of including the subject in psychology is because psychology deals with the overall mental process. And, tactfully using our thought process is what leads to the solution of any problems.

There are number of rigid psychological steps involved in problem solving, which is also referred as problem-solving cycle. The steps are in sequential order, and solving any problem requires following them one after another. But, we tend to avoid following this rigid set of steps, which is why it often requires us to go through the same steps over and over again until a satisfactory solution is reached.

Here are the steps involved in problem solving, approved by expert psychologists.

1. Identifying the Problem

Identifying the problem seems like the obvious first stem, but it’s not exactly as simple as it sounds. People might identify the wrong source of a problem, which will render the steps thus carried on useless.

For instance , let’s say you’re having trouble with your studies. identifying the root of your failure is your first priority. The problem here could be that you haven’t been allocating enough time for your studies, or you haven’t tried the right techniques. But, if you make an assumption that the problem here is the subject being too hard, you won’t be able to solve the problem.

2. Defining/Understanding the Problem

It’s vital to properly define the problem once it’s been identified. Only by defining the problem, further steps can be taken to solve it. While at it, you also need to take into consideration different perspectives to understand any problem; this will also help you look for solutions with different perspectives.

Now, following up with the previous example . Let’s say you have identified the problem as not being able to allocate enough time for your studies. You need to sort out the reason behind it. Have you just been procrastinating? Have you been too busy with work? You need to understand the whole problem and reasons behind it, which is the second step in problem solving.

3. Forming a Strategy

Developing a strategy is the next step to finding a solution. Each different situation will require formulating different strategies, also depending on individual’s unique preferences.

Now, you have identified and studied your problem. You can’t just simply jump into trying to solve it. You can’t just quit work and start studying. You need to draw up a strategy to manage your time properly. Allocate less time for not-so-important works, and add them to your study time. Your strategy should be well thought, so that in theory at least, you are able to manage enough time to study properly and not fail in the exams.

4. Organizing Information

Organizing the available information is another crucial step to the process. You need to consider

• What do you know about the problem?
• What do you not know about the problem?

Accuracy of the solution for your problem will depend on the amount of information available.

The hypothetical strategy you formulate isn’t the all of it either. You need to now contemplate on the information available on the subject matter. Use the aforementioned questions to find out more about the problem. Proper organization of the information will force you to revise your strategy and refine it for best results.

5. Allocating Resources

Time, money and other resources aren’t unlimited. Deciding how high the priority is to solve your problem will help you determine the resources you’ll be using in your course to find the solution. If the problem is important, you can allocate more resources to solving it. However, if the problem isn’t as important, it’s not worth the time and money you might spend on it if not for proper planning.

For instance , let’s consider a different scenario where your business deal is stuck, but it’s few thousand miles away. Now, you need to analyze the problem and the resources you can afford to expend to solve the particular problem. If the deal isn’t really in your favor, you could just try solving it over the phone, however, more important deals might require you to fly to the location in order to solve the issue.

6. Monitoring Progress

You need to document your progress as you are finding a solution. Don’t rely on your memory, no matter how good your memory is. Effective problem-solvers have been known to monitor their progress regularly. And, if they’re not making as much progress as they’re supposed to, they will reevaluate their approach or look for new strategies.

Problem solving isn’t an overnight feat. You can’t just have a body like that of Brad Pitt after a single session in the gym. It takes time and patience. Likewise, you need to work towards solving any problem every day until you finally achieve the results. Looking back at the previous example , if everything’s according to plan, you will be allocating more and more time for your studies until finally you are confident that you’re improving. One way to make sure that you’re on a right path to solving a problem is by keeping track of the progress. To solve the problem illustrated in the first example, you can take self-tests every week or two and track your progress.

7. Evaluating the Results

Your job still isn’t done even if you’ve reached a solution. You need to evaluate the solution to find out if it’s the best possible solution to the problem. The evaluation might be immediate or might take a while. For instance , answer to a math problem can be checked then and there, however solution to your yearly tax issue might not be possible to be evaluated right there.

• Take time to identify the possible sources of the problem. It’s better to spend a substantial amount of time on something right, than on something completely opposite.
• Ask yourself questions like What, Why, How to figure out the causes of the problem. Only then can you move forward on solving it.
• Carefully outline the methods to tackle the problem. There might be different solutions to a problem, record them all.
• Gather all information about the problem and the approaches. More, the merrier.
• From the outlined methods, choose the ones that are viable to approach. Try discarding the ones that have unseen consequences.
• Track your progress as you go.
• Evaluate the outcome of the progress.

What are other people reading?

Divergent Thinking

Convergent Thinking

Convergent Vs Divergent Thinking

How to Fix Any Problem: The 3 Step Approach

Solving problems isn't about the what, it's about the how..

Posted April 8, 2015

Your son is struggling with fractions, actually close to tears while doing his homework. Your car has been making some awful rumbly sound that has you worried. Your boyfriend is angry with you—he felt you were curt and cold to his mother when you met her last weekend.

Life and problems, we all know the drill. At 8, it’s math. At 20, it’s your beat up old car. At 30, the boyfriend with his nose out of joint. And multiple times a day there's everything else in between. The content is always a moving target—fractions, boyfriend, car—but by having a solid problem-solving process in place, moving through the content becomes a lot easier. We're back to the difference between the what of our lives and the how, and the how is what counts. As the parent, you want to help your son master fractions, but even more, you want him to learn how to not become overwhelmed and discouraged by teaching him how to approach and manage the problems in his life, whatever they may be. And a lot of us adults have the same struggles.

Here’s a simple roadmap for solving everyday problems along with the places it’s easy to get stuck. We’re talking mundane stuff here. We’re not talking about sorting how the next equation for string theory, or how best to arrange your living room furniture—sure that’s partly about problem solving but more about intuition and innate creativity . And even though we're focusing on the everyday, that doesn't mean that they can't feel overwhelming or that they are not difficult or complex. But that said, the basic problem-solving approach doesn't change. Here goes:

1. Define the problem as concretely / specifically as possible. This is about narrowing your—what is it that needs to get fixed? This creates problem partialization—taking big junks of overwhelming misery and breaking them down into smaller, more manageable bites. It also makes it easier to do the next two steps.

The Trap: Too vague and general. "Can’t do factions math" is not a solvable problem. Neither is your "car seems to be breaking down," your boyfriend is "upset," or that you were "curt." Ditto for being lonely , unfulfilled, unhappy, life sucks, or the couples I see who say they can’t communicate. Yes, you may feel that way, but that is the summary statement to a more specific concrete problem. You need to drill down. Be specific. At what point does the trail of fraction concepts for your son break down? Why this problem and not the one before? Rumbly sound—where does it change when you speed up, etc.? Curt—tell me what thought I did or sounded like that gave you that impression. Can’t communicate—you’re talking so you can communicate. Tell me what is exactly happening when you feel like you are not.

The other trap is that your overwhelming feelings have ramped up so far—your son is on the verge of tears—that it makes the drilling down and defining difficult to start. The problem is no longer the factions but anxiety that needs to be fixed. So you hug him or suggest he take a break and go play outside for awhile, or as an adult you do deep breathing, meditation , exercise, drink chamomile tea, or vent to a friend. Once you're back under your threshold, you move forward.

2. Decide what you can do. As the parent, you can walk through the problem with your child or if it is over your head, you can hire a tutor or call the teacher. As the child, you ask the teacher or the smartest kid in the class for help. The car—if you have mechanic skills, you can check it out yourself. If not, take it to a garage. If you don’t have money to fix it, take the bus 'till you can save up the money or see if your dad can lend you the money. Talk to your boyfriend. Apologize for unintentionally hurting his and his mother’s feelings. Offer to talk to her. Find out what specifically bothered him so much. If, as a couple, you feel you don’t communicate, be proactive and initiate conversations about where you both get stuck in conversations and see where they lead.

You get the idea.

The Trap: Rather than focusing on what can and cannot do, you instead, particularly in relationship problems, tie your solution to what you want someone else to do. Rather than having that conversation with your boyfriend you obsess about his need to simply grow up and not be so sensitive and critical. Rather sitting down with your son and walking step-by-step through the math problems, you get mentally hung up on wishing he would try harder and not just whine.

Hitching your problem-solving wagon to someone else changing is a convoluted path to a solution. Sure, you can snap back at your boyfriend for his immaturity or your son about his whining, but it distracts both of you from solving the immediate problem and often only creates another problem. Keep it simple. Your problem, embrace it.

The other trap is that rather than deciding what you can do, you decide to do nothing, to push the problem to the back burner, hope it will go away somehow, miraculously get better. Sometimes deliberately deciding to wait-and-see has merits, especially if you and/or the other is stressed —this is about lowering the anxiety first. Circle back to the fractions tomorrow, realize that you or your boyfriend are under a lot of stress at work and a heavy conversation right now will only make matters worse, and the car noise hasn't gotten worse and you have too much on your plate to this week to tackle it. This is rational decision-making . But simply pushing it way way back is about denial and magical thinking and emotional rather than rational mind. Don't do this.

3. Take action. Once you've zeroed in on the problem, consider action steps. It's time to take action. Do something! Acting and moving forward will help lower your anxiety and help stop it from staring you in the face or perpetually circling around your brain as chronic worry. So get an estimate for the car repair, talk to the teacher, find a YouTube video on fractions, write a note to your boyfriend. The action empowers you.

The Trap: The big trap here is thinking that you think you need to find the right solution that guarantees success before you can act. Unless you do—you believe—you'll wind up making a big mistake. This is the Ready, Aim, Fire approach to problems where you spend a lot of time sitting on the couch or endless hours on the Internet doing research, or forever talking to friends trying to figure out the perfect course before doing anything.

The other more practical approach is based on Ready, Fire, Aim. Do something and then see what happens next, and adjust. This is how a lot of big problems are eventually solved—think Edison and his trying out 1,000 of filaments for his light bulb before finding the best one—the trial and error, the creating the feedback loop that helps you discover what does and doesn't work.

So you try the conversation or leave the note with your boyfriend and see what happens next. You call the teacher, or walk through the factions with your son and see if he can with your support connect the dots. You look for a hole in the exhaust system, get a second estimate on the car while also approaching your dad for a loan and looking up bus routes. Whatever you do, don't endlessly mull, brood, and obsess. Perfectionism gets in the way of problem-solving because it can freeze decisive action needed to break through to a solution.

That’s it. All this moving through is a matter of practice and attitude, sometimes support, and like most things, it gets easier with repetition. So give this a try.

You can’t make a mistake.

Feel free to follow me on Twitter

Bob Taibbi, L.C.S.W., has 49 years of clinical experience. He is the author of 13 books and over 300 articles and provides training nationally and internationally.

• Find a Therapist
• Find a Treatment Center
• Find a Psychiatrist
• Find a Support Group
• Find Online Therapy
• United States
• Brooklyn, NY
• Chicago, IL
• Houston, TX
• Los Angeles, CA
• New York, NY
• Portland, OR
• San Diego, CA
• San Francisco, CA
• Seattle, WA
• Washington, DC
• Asperger's
• Bipolar Disorder
• Chronic Pain
• Eating Disorders
• Passive Aggression
• Personality
• Goal Setting
• Positive Psychology
• Stopping Smoking
• Low Sexual Desire
• Relationships
• Child Development
• Self Tests NEW
• Therapy Center
• Diagnosis Dictionary
• Types of Therapy

At any moment, someone’s aggravating behavior or our own bad luck can set us off on an emotional spiral that threatens to derail our entire day. Here’s how we can face our triggers with less reactivity so that we can get on with our lives.

• Emotional Intelligence
• Gaslighting
• Affective Forecasting
• Neuroscience

• A Step-by-Step Guide to A3 Problem Solving Methodology

• Learn Lean Sigma
• Problem Solving

Problem-solving is an important component of any business or organization. It entails identifying, analyzing, and resolving problems in order to improve processes, drive results, and foster a culture of continuous improvement. A3 Problem solving is one of the most effective problem-solving methodologies.

A3 Problem solving is a structured and systematic approach to problem-solving that originated with the lean manufacturing methodology. It visualizes the problem-solving process using a one-page document known as an A3 report. The A3 report provides an overview of the problem, data analysis, root causes, solutions, and results in a clear and concise manner.

A3 Problem Solving has numerous advantages, including improved communication, better decision-making, increased efficiency, and reduced waste. It is a powerful tool for businesses of all sizes and industries, and it is especially useful for solving complex and multi-faceted problems.

In this blog post, we will walk you through the A3 Problem Solving methodology step by step. Whether you are new to A3 Problem Solving or simply want to improve your skills, this guide will help you understand and apply the process in your workplace.

Table of Contents

What is a3 problem solving.

A3 Problem Solving is a structured and systematic approach to problem-solving that makes use of a one-page document called an A3 report to visually represent the process. The A3 report provides an overview of the problem, data analysis, root causes, solutions, and results in a clear and concise manner. The method was created within the framework of the Lean manufacturing methodology and is based on the principles of continuous improvement and visual management.

Looking for a A3 Problem solving template? Click here

Origin and History of A3 Problem Solving

A3 Problem Solving was developed by Toyota Motor Corporation and was first used in the manufacture of automobiles. The term “A3” refers to the size of the paper used to create the report, which is an ISO standard known as “A3”. The goal of the A3 report is to provide a visual representation of the problem-solving process that all members of the organisation can easily understand and share. A3 Problem Solving has been adopted by organisations in a variety of industries over the years, and it has become a widely used and recognised method for problem-solving.

Key Principles of A3 Problem Solving

The following are the key principles of A3 Problem Solving:

• Define the problem clearly and concisely
• Gather and analyze data to gain a deep understanding of the problem
• Identify the root causes of the problem
• Develop and implement effective solutions
• Evaluate results and continuously improve

These principles serve as the foundation of the A3 Problem Solving methodology and are intended to assist organisations in continuously improving and achieving their objectives. Organizations can effectively solve problems, identify areas for improvement, and drive results by adhering to these principles.

Step 1: Define the Problem

Importance of clearly defining the problem.

The first step in the A3 Problem Solving process is critical because it lays the groundwork for the remaining steps. To define the problem clearly and accurately, you must first understand the problem and identify the underlying root cause. This step is critical because if the problem is not correctly defined, the rest of the process will be based on incorrect information, and the solution developed may not address the issue effectively.

The significance of defining the problem clearly cannot be overstated. It aids in the collection and analysis of relevant data, which is critical for developing effective solutions. When the problem is clearly defined, the data gathered is more relevant and targeted, resulting in a more comprehensive understanding of the issue. This will enable the development of solutions that are more likely to be effective because they are founded on a thorough and accurate understanding of the problem.

However, if the problem is not clearly defined, the data gathered may be irrelevant or incorrect, resulting in incorrect conclusions and ineffective solutions. Furthermore, the process of collecting and analysing data can become time-consuming and inefficient, resulting in resource waste. Furthermore, if the problem is not accurately defined, the solutions developed may fail to address the root cause of the problem, resulting in ongoing issues and a lack of improvement.

Techniques for Defining the Problem

The first step in the A3 Problem Solving process is to clearly and accurately define the problem. This is an important step because a clearly defined problem will help to ensure that the appropriate data is collected and solutions are developed. If the problem is not clearly defined, incorrect data may be collected, solutions that do not address the root cause of the problem, and time and resources may be wasted.

A problem can be defined using a variety of techniques, including brainstorming , root cause analysis , process mapping , and Ishikawa diagrams . Each of these techniques has its own advantages and disadvantages and can be used in a variety of situations depending on the nature of the problem.

Best Practice for Defining the Problem

In addition to brainstorming, root cause analysis, process mapping, and Ishikawa diagram s, best practices should be followed when defining a problem in A3 Problem Solving. Among these best practices are:

• Define the issue in a specific and quantifiable way: It is critical to be specific and concise when defining the problem, as well as to quantify the problem in terms of its impact. This will help to ensure that all stakeholders understand the problem and that data collection is focused on the right areas.
• Focus on the problem’s root cause: The A3 Problem Solving methodology is intended to assist organisations in identifying and addressing the root cause of a problem, rather than just the symptoms. Organizations can ensure that their solutions are effective and long-lasting by focusing on the root cause of the problem.
• Ascertain that all stakeholders agree on the problem’s definition: All stakeholders must agree on the definition of the problem for the A3 Problem Solving process to be effective. This ensures that everyone is working towards the same goal and that the solutions developed are relevant and appropriate.
• Consider the problem’s impact on the organisation and its stakeholders: It is critical to consider the impact of the problem on the organisation and its stakeholders when defining it. This will assist in ensuring that the appropriate data is gathered and that the solutions developed are relevant and appropriate.

Organizations can ensure that their problem is defined in a way that allows for effective data collection, analysis, and solution development by following these best practices. This will aid in the development of appropriate solutions and the effective resolution of the problem, resulting in improvements in the organization’s processes and outcomes.

Step 2: Gather Data

Gathering data in a3 problem solving.

Data collection is an important step in the A3 Problem Solving process because it allows organisations to gain a thorough understanding of the problem they are attempting to solve. This step entails gathering pertinent information about the problem, such as data on its origin, impact, and any related factors. This information is then used to help identify root causes and develop effective solutions.

One of the most important advantages of data collection in A3 Problem Solving is that it allows organisations to identify patterns and trends in data, which can be useful in determining the root cause of the problem. This information can then be used to create effective solutions that address the problem’s root cause rather than just its symptoms.

In A3 Problem Solving, data collection is a collaborative effort involving all stakeholders, including those directly impacted by the problem and those with relevant expertise or experience. Stakeholders can ensure that all relevant information is collected and that the data is accurate and complete by working together.

Overall, data collection is an important step in the A3 Problem Solving process because it serves as the foundation for effective problem-solving. Organizations can gain a deep understanding of the problem they are attempting to solve and develop effective solutions that address its root cause by collecting and analysing relevant data.

Data Collection Methods

In A3 Problem Solving, several data collection methods are available, including:

• Observations
• Process diagrams

The best data collection method will be determined by the problem being solved and the type of data required. To gain a complete understanding of the problem, it is critical to use multiple data collection methods.

Tools for Data Analysis and Visualization

Once the data has been collected, it must be analysed and visualised in order to gain insights into the problem. This process can be aided by the following tools:

• Excel Spreadsheets
• Flow diagrams
• Pareto diagrams
• Scatter Plots
• Control diagrams

These tools can assist in organising data and making it easier to understand. They can also be used to generate visual representations of data, such as graphs and charts, to communicate the findings to others.

Finally, the data collection and analysis step is an important part of the A3 Problem Solving process. Organizations can gain a better understanding of the problem and develop effective solutions by collecting and analysing relevant data.

Step 3: Identify Root Causes

Identifying the root causes of the problem is the third step in the A3 Problem Solving process. This step is critical because it assists organisations in understanding the root causes of a problem rather than just its symptoms. Once the underlying cause of the problem is identified, it can be addressed more effectively, leading to more long-term solutions.

Overview of the Root Cause Analysis Process

The process of determining the underlying causes of a problem is known as root cause analysis. This process can assist organisations in determining why a problem is occurring and what can be done to prevent it from recurring in the future. The goal of root cause analysis is to identify the underlying cause of a problem rather than just its symptoms, allowing it to be addressed more effectively.

To understand Root cause analysis in more detail check out RCA in our Lean Six Sigma Yellow Belt Course Root Cause Analysis section

Techniques for Identifying Root Causes

There are several techniques for determining the root causes of a problem, including:

• Brainstorming
• Ishikawa diagrams (also known as fishbone diagrams)
• Root Cause Tree Analysis

These methods can be used to investigate the issue in-depth and identify potential root causes. Organizations can gain a deeper understanding of the problem and identify the underlying causes that must be addressed by using these techniques.

Best Practices for Conducting Root Cause Analysis

It is critical to follow these best practices when conducting root cause analysis in A3 Problem Solving:

• Make certain that all stakeholders participate in the root cause analysis process.
• Concentrate on determining the root cause of the problem rather than just its symptoms.
• Take into account all potential root causes, not just the most obvious ones.
• To identify root causes, use a systematic approach, such as the 5 Whys or root cause tree analysis.

Organizations can ensure that root cause analysis is carried out effectively and that the root cause of the problem is identified by adhering to these best practises. This will aid in the development of appropriate solutions and the effective resolution of the problem.

Step 4: Develop Solutions

Developing solutions is the fourth step in the A3 Problem Solving process. This entails generating ideas and options for dealing with the problem, followed by selecting the best solution. The goal is to develop a solution that addresses the root cause of the problem and prevents it from recurring.

Solution Development in A3 Problem Solving

A3 solution development Problem solving is an iterative process in which options are generated and evaluated. The data gathered in the previous steps, as well as the insights and understanding gained from the root cause analysis, guide this process. The solution should be based on a thorough understanding of the problem and address the underlying cause.

Techniques for Developing Solutions

There are several techniques that can be used to develop solutions in A3 Problem Solving, including:

• Brainwriting
• Solution matrix
• Multi voting
• Force field analysis

These techniques can help to generate a range of options and to select the best solution.

Best Practice for Developing Solutions

It is critical to follow the following best practices when developing solutions in A3 Problem Solving:

• Participate in the solution development process with all stakeholders.
• Make certain that the solution addresses the underlying cause of the problem.
• Make certain that the solution is feasible and achievable.
• Consider the solution’s impact on the organisation and its stakeholders.

Organizations can ensure that the solutions they develop are effective and sustainable by adhering to these best practises. This will help to ensure that the problem is addressed effectively and that it does not reoccur.

Step 5: Implement Solutions

The final and most important step in the A3 Problem Solving methodology is solution implementation. This is the stage at which the identified and developed solutions are put into action to address the problem. This step’s goal is to ensure that the solutions are effective, efficient, and long-lasting.

The implementation Process

The implementation process entails putting the solutions developed in the previous step into action. This could include changes to processes, procedures, and systems, as well as employee training and education. To ensure that the solutions are effective, the implementation process should be well-planned and meticulously executed.

Techniques for Implementing Solutions

A3 Problem Solving solutions can be implemented using a variety of techniques, including:

• Piloting the solution on a small scale before broadening its application
• Participating in the implementation process with all relevant stakeholders
• ensuring that the solution is in line with the goals and objectives of the organisation
• Monitoring the solution to determine its effectiveness and make any necessary changes

Best Practice for Implementing Solutions

It is critical to follow these best practices when implementing solutions in A3 Problem Solving:

Make certain that all relevant stakeholders are involved and supportive of the solution. Have a clear implementation plan that outlines the steps, timeline, and resources required. Continuously monitor and evaluate the solution to determine its efficacy and make any necessary changes. Encourage all stakeholders to communicate and collaborate openly. Organizations can ensure that solutions are effectively implemented and problems are effectively addressed by adhering to these best practices. The ultimate goal is to find a long-term solution to the problem and improve the organization’s overall performance.

In conclusion, A3 Problem Solving is a comprehensive and structured methodology for problem-solving that can be applied in various industries and organisations. The A3 Problem Solving process’s five steps – Define the Problem, Gather Data, Identify Root Causes, Develop Solutions, and Implement Solutions – provide a road map for effectively addressing problems and making long-term improvements.

Organizations can improve their problem-solving skills and achieve better results by following the key principles, techniques, and best practices outlined in this guide. As a result, both the organisation and its stakeholders will benefit from increased efficiency, effectiveness, and satisfaction. So, whether you’re an experienced problem solver or just getting started, consider incorporating the A3 Problem Solving methodology into your work and start reaping the benefits right away.

Daniel Croft

Daniel Croft is a seasoned continuous improvement manager with a Black Belt in Lean Six Sigma. With over 10 years of real-world application experience across diverse sectors, Daniel has a passion for optimizing processes and fostering a culture of efficiency. He's not just a practitioner but also an avid learner, constantly seeking to expand his knowledge. Outside of his professional life, Daniel has a keen Investing, statistics and knowledge-sharing, which led him to create the website learnleansigma.com, a platform dedicated to Lean Six Sigma and process improvement insights.

Histogram Basics

Andon Systems: Tips for Successful Implementation and Maintenance

Free lean six sigma templates.

Improve your Lean Six Sigma projects with our free templates. They're designed to make implementation and management easier, helping you achieve better results.

5S Floor Marking Best Practices

In lean manufacturing, the 5S System is a foundational tool, involving the steps: Sort, Set…

How to Measure the ROI of Continuous Improvement Initiatives

When it comes to business, knowing the value you’re getting for your money is crucial,…

8D Problem-Solving: Common Mistakes to Avoid

In today’s competitive business landscape, effective problem-solving is the cornerstone of organizational success. The 8D…

The Evolution of 8D Problem-Solving: From Basics to Excellence

In a world where efficiency and effectiveness are more than just buzzwords, the need for…

8D: Tools and Techniques

Are you grappling with recurring problems in your organization and searching for a structured way…

How to Select the Right Lean Six Sigma Projects: A Comprehensive Guide

Going on a Lean Six Sigma journey is an invigorating experience filled with opportunities for…

Master the 7-Step Problem-Solving Process for Better Decision-Making

Discover the powerful 7-Step Problem-Solving Process to make better decisions and achieve better outcomes. Master the art of problem-solving in this comprehensive guide. Download the Free PowerPoint and PDF Template.

StrategyPunk

Introduction.

Mastering the art of problem-solving is crucial for making better decisions. Whether you're a student, a business owner, or an employee, problem-solving skills can help you tackle complex issues and find practical solutions. The 7-Step Problem-Solving Process is a proven method that can help you approach problems systematically and efficiently.

The 7-Step Problem-Solving Process involves steps that guide you through the problem-solving process. The first step is to define the problem, followed by disaggregating the problem into smaller, more manageable parts. Next, you prioritize the features and create a work plan to address each. Then, you analyze each piece, synthesize the information, and communicate your findings to others.

By following this process, you can avoid jumping to conclusions, overlooking important details, or making hasty decisions. Instead, you can approach problems with a clear and structured mindset, which can help you make better decisions and achieve better outcomes.

In this article, we'll explore each step of the 7-Step Problem-Solving Process in detail so you can start mastering this valuable skill. At the end of the blog post, you can download the process's free PowerPoint and PDF templates .

Step 1: Define the Problem

The first step in the problem-solving process is to define the problem. This step is crucial because finding a solution is only accessible if the problem is clearly defined. The problem must be specific, measurable, and achievable.

One way to define the problem is to ask the right questions. Questions like "What is the problem?" and "What are the causes of the problem?" can help. Gathering data and information about the issue to assist in the definition process is also essential.

Another critical aspect of defining the problem is identifying the stakeholders. Who is affected by it? Who has a stake in finding a solution? Identifying the stakeholders can help ensure that the problem is defined in a way that considers the needs and concerns of all those affected.

Once the problem is defined, it is essential to communicate the definition to all stakeholders. This helps to ensure that everyone is on the same page and that there is a shared understanding of the problem.

Step 2: Disaggregate

After defining the problem, the next step in the 7-step problem-solving process is to disaggregate the problem into smaller, more manageable parts. Disaggregation helps break down the problem into smaller pieces that can be analyzed individually. This step is crucial in understanding the root cause of the problem and identifying the most effective solutions.

Disaggregation can be achieved by breaking down the problem into sub-problems, identifying the contributing factors, and analyzing the relationships between these factors. This step helps identify the most critical factors that must be addressed to solve the problem.

A tree or fishbone diagram is one effective way to disaggregate a problem. These diagrams help identify the different factors contributing to the problem and how they are related. Another way is to use a table to list the other factors contributing to the situation and their corresponding impact on the issue.

Disaggregation helps in breaking down complex problems into smaller, more manageable parts. It helps understand the relationships between different factors contributing to the problem and identify the most critical factors that must be addressed. By disaggregating the problem, decision-makers can focus on the most vital areas, leading to more effective solutions.

Step 3: Prioritize

After defining the problem and disaggregating it into smaller parts, the next step in the 7-step problem-solving process is prioritizing the issues that need addressing. Prioritizing helps to focus on the most pressing issues and allocate resources more effectively.

There are several ways to prioritize issues, including:

• Urgency: Prioritize issues based on their urgency. Problems that require immediate attention should be addressed first.
• Impact: Prioritize issues based on their impact on the organization or stakeholders. Problems with a high impact should be given priority.
• Resources: Prioritize issues based on the resources required to address them. Problems that require fewer resources should be dealt with first.

It is important to involve stakeholders in the prioritization process, considering their concerns and needs. This can be done through surveys, focus groups, or other forms of engagement.

Once the issues have been prioritized, developing a plan of action to address them is essential. This involves identifying the resources required, setting timelines, and assigning responsibilities.

Prioritizing issues is a critical step in problem-solving. By focusing on the most pressing problems, organizations can allocate resources more effectively and make better decisions.

Step 4: Workplan

After defining the problem, disaggregating, and prioritizing the issues, the next step in the 7-step problem-solving process is to develop a work plan. This step involves creating a roadmap that outlines the steps needed to solve the problem.

The work plan should include a list of tasks, deadlines, and responsibilities for each team member involved in the problem-solving process. Assigning tasks based on each team member's strengths and expertise ensures the work is completed efficiently and effectively.

Creating a work plan can help keep the team on track and ensure everyone is working towards the same goal. It can also help to identify potential roadblocks or challenges that may arise during the problem-solving process and develop contingency plans to address them.

Several tools and techniques can be used to develop a work plan, including Gantt charts, flowcharts, and mind maps. These tools can help to visualize the steps needed to solve the problem and identify dependencies between tasks.

Developing a work plan is a critical step in the problem-solving process. It provides a clear roadmap for solving the problem and ensures everyone involved is aligned and working towards the same goal.

Step 5: Analysis

Once the problem has been defined and disaggregated, the next step is to analyze the information gathered. This step involves examining the data, identifying patterns, and determining the root cause of the problem.

Several methods can be used during the analysis phase, including:

• Root cause analysis
• Pareto analysis
• SWOT analysis

Root cause analysis is a popular method used to identify the underlying cause of a problem. This method involves asking a series of "why" questions to get to the root cause of the issue.

Pareto analysis is another method that can be used during the analysis phase. This method involves identifying the 20% of causes responsible for 80% of the problems. By focusing on these critical causes, organizations can make significant improvements.

Finally, SWOT analysis is a valuable tool for analyzing the internal and external factors that may impact the problem. This method involves identifying the strengths, weaknesses, opportunities, and threats related to the issue.

Overall, the analysis phase is critical for identifying the root cause of the problem and developing practical solutions. By using a combination of methods, organizations can gain a deeper understanding of the issue and make informed decisions.

Step 6: Synthesize

Once the analysis phase is complete, it is time to synthesize the information gathered to arrive at a solution. During this step, the focus is on identifying the most viable solution that addresses the problem. This involves examining and combining the analysis results for a clear and concise conclusion.

One way to synthesize the information is to use a decision matrix. This involves creating a table that lists the potential solutions and the essential criteria for making a decision. Each answer is then rated against each standard, and the scores are tallied to arrive at a final decision.

Another approach to synthesizing the information is to use a mind map. This involves creating a visual representation of the problem and the potential solutions. The mind map can identify the relationships between the different pieces of information and help prioritize the solutions.

During the synthesis phase, it is vital to remain open-minded and consider all potential solutions. Involving all stakeholders in the decision-making process is essential to ensure everyone's perspectives are considered.

Step 7: Communicate

After synthesizing the information, the next step is communicating the findings to the relevant stakeholders. This is a crucial step because it helps to ensure that everyone is on the same page and that the decision-making process is transparent.

One effective way to communicate the findings is through a well-organized report. The report should include the problem statement, the analysis, the synthesis, and the recommended solution. It should be clear, concise, and easy to understand.

In addition to the report, a presentation explaining the findings is essential. The presentation should be tailored to the audience and highlight the report's key points. Visual aids such as tables, graphs, and charts can make the presentation more engaging.

During the presentation, it is essential to be open to feedback and questions from the audience. This helps ensure everyone agrees with the recommended solution and addresses concerns or objections.

Effective communication is vital to ensuring the decision-making process is successful. Stakeholders can make informed decisions and work towards a common goal by communicating the findings clearly and concisely.

The 7-step problem-solving process is a powerful tool for helping individuals and organizations make better decisions. By following these steps, individuals can identify the root cause of a problem, prioritize potential solutions, and develop a clear plan of action. This process can be applied to various scenarios, from personal challenges to complex business problems.

Through disaggregation, individuals can break down complex problems into smaller, more manageable parts. By prioritizing potential solutions, individuals can focus their efforts on the most impactful actions. The work step allows individuals to develop a clear action plan, while the analysis step provides a framework for evaluating possible solutions.

The synthesis step combines all the information gathered to develop a comprehensive solution. Finally, the communication step allows individuals to share their answers with others and gather feedback.

By mastering the 7-step problem-solving process, individuals can become more effective decision-makers and problem-solvers. This process can help individuals and organizations save time and resources while improving outcomes. With practice, individuals can develop the skills to apply this process to a wide range of scenarios and make better decisions in all areas of life.

7-Step Problem-Solving Process PPT Template

Free powerpoint and pdf template, executive summary: the 7-step problem-solving process.

The 7-Step Problem-Solving Process is a robust and systematic method to help individuals and organizations make better decisions by tackling complex issues and finding practical solutions. This process comprises defining the problem, disaggregating it into smaller parts, prioritizing the issues, creating a work plan, analyzing the data, synthesizing the information, and communicating the findings.

By following these steps, individuals can identify the root cause of a problem, break it down into manageable components, and prioritize the most impactful actions. The work plan, analysis, and synthesis steps provide a framework for developing comprehensive solutions, while the communication step ensures transparency and stakeholder engagement.

Mastering this process can improve decision-making and problem-solving capabilities, save time and resources, and improve outcomes in personal and professional contexts.

Please buy me a coffee.

I'd appreciate your support if my templates have saved you time or helped you start a project. Buy Me a Coffee is a simple way to show your appreciation and help me continue creating high-quality templates that meet your needs.

7-Step Problem-Solving Process PDF Template

7-step problem-solving process powerpoint template, global bites: pestle insights into nestlé (free ppt).

Download our free PPT template for in-depth PESTLE insights into Nestlé's global strategy. Learn more today!

PESTLE Analysis: Decoding Reddit's Landscape (Free PPT)

Decode Reddit's global influence with our free PowerPoint PESTLE Analysis. Explore the hub of vibrant discussions and ideas.

Navigating the Terrain: A PESTLE Analysis of Lululemon (Free PowerPoint)

Explore Lululemon's business terrain with our free PESTLE analysis PowerPoint. Instant access!

The Art of Strategic Leadership: 5 Keys to Success by Willie Peterson

Explore Willie Peterson's 5 crucial strategies for strategic leadership. Master learning, customer focus, and effective storytelling.

The Ultimate Problem-Solving Process Guide: 31 Steps and Resources

[email protected]

16 Min Read

Got Challenges with Your Problem-Solving Process? Are You Frustrated?

prob·lem-solv·ing noun

-the process of finding solutions to difficult or complex issues.

It sounds so simple, doesn’t it?

But in reality problem-solving is hard. It’s almost always more complex than it seems. That’s why problem-solving can be so frustrating sometimes. You can feel like you’re spinning your wheels, arguing in circles, or just failing to find answers that actually work.

And when you’ve got a group working on a problem, it can get even muddier …differences of opinions, viewpoints colored by different backgrounds, history, life experiences, you name it. We’re all looking at life and work from different angles, and that often means disagreement. Sometimes sharp disagreement.

That human element, figuring out how to take ourselves out of the equation and make solid, fact-based decisions , is precisely why there’s been so much written on problem-solving. Which creates its own set of problems.

Whose method is best? How can you possibly sift through them all? Are we to have one person complete the entire problem-solving process by themselves or rely on a larger team to find answers to our most vexing challenges in the workplace ?

Today, we’re going to make sense of it all. We’ll take a close look at nine top problem-solving methods. Then we’ll grab the best elements of all of them to give you a process that will have your team solving problems faster, with better results , and maybe with less sharp disagreement.

Ready to dive in?

9 Profitable Problem-Solving Techniques and Methods

While there are loads of methods to choose from, we are going to focus on nine of the more common ones. You can use some of these problem-solving techniques reactively to solve a known issue or proactively to find more efficient or effective ways of performing tasks. If you want to explore other methods, check out this resource here .

A helpful bit of advice here is to reassure people that you aren’t here to identify the person that caused the problem . You’re working to surface the issue, solve it and make sure it doesn’t happen again, regardless of the person working on the process. It can’t be understated how important it is to continually reassure people of this so that you get unfiltered access to information.

Without this, people will often hide things to protect themselves . After all, nobody wants to look bad, do they?

With that said, let’s get started…

Alex Osborn coined the term “Creative Problem Solving” in the 1940s with this simple four-step process:

• Clarify : Explore the vision, gather data, and formulate questions.
• Ideate : This stage should use brainstorming to generate divergent thinking and ideas rather than the random ideas normally associated with brainstorming.
• Develop : Formulate solutions as part of an overall plan.
• Implement : Put the plan into practice and communicate it to all parties.

Source: http://www.davidcooperrider.com/ai-process/

This method seeks, first and foremost, to identify the strengths in people and organizations and play to that “positive core” rather than focus our energies on improving weaknesses . It starts with an “affirmative topic,” followed by the “positive core (strengths).” Then this method delves into the following stages:

• Discovery (fact-finding)
• Dream (visioning the future)
• Design (strategic purpose)
• Destiny (continuous improvement)

This method simply suggests that we ask “Why” at least five times during our review of the problem and in search of a fix. This helps us dig deeper to find the the true reason for the problem, or the root cause. Now, this doesn’t mean we just keeping asking the same question five times. Once we get an answer to our first “why”, we ask why to that answer until we get to five “whys”.

Using the “five whys” is part of the “Analyze” phase of Six Sigma but can be used with or without the full Six Sigma process.

Review this simple Wikipedia example of the 5 Whys in action:

The vehicle will not start. (the problem)

• Why? – The battery is dead. (First why)
• Why? – The alternator is not functioning. (Second why)
• Why? – The alternator belt has broken. (Third why)
• Why? – The alternator belt was well beyond its useful service life and not replaced. (Fourth why)
• Why? – The vehicle was not maintained according to the recommended service schedule. (Fifth why, a root cause)

While many people have at least heard of Lean or Six Sigma, do we know what it is? Like many problem-solving processes, it has five main steps to follow.

• Define : Clearly laying out the problem and soliciting feedback from those who are customers of the process is necessary to starting off on the right foot.
• Measure : Quantifying the current state of the problem is a key to measuring how well the fix performed once it was implemented.
• Analyze : Finding out the root cause of the problem (see number 5 “Root Cause Analysis” below) is one of the hardest and least explored steps of Six Sigma.
• Improve : Crafting, executing, and testing the solution for measureable improvement is key. What doesn’t get implemented and measured really won’t make a difference.
• Control : Sustaining the fix through a monitoring plan will ensure things continue to stay on track rather than being a short-lived solution.

Compared to other methods, you’ll more often find this technique in a reactive problem-solving mode, but it is helpful nonetheless. Put simply, it requires a persistent approach to finding the highest-level cause , since most reasons you’ll uncover for a problem don’t tell the whole story.

Most of the time, there are many factors that contributed to an issue. The main reason is often shrouded in either intentional or unintentional secrecy. T aking the time to drill down to the root of the issue is key to truly solving the problem.

Named for W. Edwards Deming and Walter A. Shewhart, this model follows a four-step process:

• Plan : Establish goals and objectives at the outset to gain agreement . It’s best to start on a small scale in order to test results and get a quick win.
• Do : This step is all about the implementation and execution of the solution .
• Check : Study and compare actual to expected results. Chart this data to identify trends.
• Act/Adjust : If the check phase showed different results, then adjust accordingly . If worse than expected, then try another fix. If the same or better than expected, then use that as the new baseline for future improvements.

While this is named “8D” for eight disciplines, there are actually nine , because the first is listed as step zero. Each of the disciplines represents a phase of this process. Its aim is to implement a quick fix in the short term while working on a more permanent solution with no recurring issues.

• Prepare and Plan : Collecting initial information from the team and preparing your approach to the process is a necessary first step.
• Form a Team : Select a cross-functional team of people, one leader to run meetings and the process, and one champion/sponsor who will be the final decision-maker.
• Describe the Problem : Using inductive and deductive reasoning approaches , lay out the precise issue to be corrected.
• Interim Containment Action : Determine if an interim solution needs to be implemented or if it can wait until the final fix is firmed up. If necessary, the interim action is usually removed once the permanent solution is ready for implementation.
• Root Cause Analysis and Escape Point : Finding the root of the issue and where in the process it could’ve been found but was not will help identify where and why the issue happened.
• Permanent Corrective Action : Incorporating key criteria into the solution, including requirements and wants, will help ensure buy-in from the team and your champion.
• Implement and Validate the Permanent Corrective Action : Measuring results from the fix implemented validates it or sends the team back to the drawing board to identity a more robust solution.
• Prevent Recurrence : Updating work procedure documents and regular communication about the changes are important to keep old habits in check.
• Closure and Team Celebration : Taking time to praise the team for their efforts in resolving the problem acknowledges the part each person played and offers a way to move forward.

The US Army has been solving problems for more than a couple of centuries , so why not take a look at the problem-solving process they’ve refined over many years? They recommend this five step process:

• Identify the Problem : Take time to understand the situation and define a scope and limitations before moving forward.
• Gather Information : Uncover facts, assumptions, and opinions about the problem, and challenge them to get to the truth.
• Five screening items should be questioned. Is it feasible, acceptable, distinguishable, and complete?
• Evaluation criteria should have these 5 elements: short title, definition, unit of measure, benchmark, and formula.
• Generate, Analyze, and Compare Possible Solutions : Most fixes are analyzed, but do you compare yours to one another as a final vetting method?
• Choose a Solution and Implement : Put the fix into practice and follow up to ensure it is being followed consistently and having the desired effect.

Tim Hurson introduced this model in 2007 with his book, Think Better. It consists of the following six actions.

• Ask “What is going on?” : Define the impact of the problem and the aim of its solution.
• Ask “What is success?” : Spell out the expected outcome, what should not be in fix, values to be considered, and how things will be evaluated.
• Ask “What is the question?” : Tailor questions to the problem type. Valuable resources can be wasted asking questions that aren’t truly relevant to the issue.
• Generate answers : Prioritize answers that are the most relevant to solutions, without excluding any suggestion to present to the decision-makers.
• Forge the solution : Refine the raw list of prioritized fixes, looking for ways to combine them for a more powerful solution or eliminate fixes that don’t fit the evaluation criteria.
• Align resources: Identify resources, team, and stakeholders needed to implement and maintain the solution.

Steal This Thorough 8-Step Problem-Solving Process

Now that we’ve reviewed a number of problem-solving methods, we’ve compiled the various steps into a straightforward, yet in-depth, s tep-by-step process to use the best of all methods.

Dig Deep: Identify, Define, and Clarify the Issue

“Elementary, my dear Watson,” you might say.

This is true, but we often forget the fundamentals before trying to solve a problem. So take some time to gain understanding of critical stakeholder’s viewpoints to clarify the problem and cement consensus behind what the issue really is.

Sometimes it feels like you’re on the same page, but minor misunderstandings mean you’re not really in full agreement.. It’s better to take the time to drill down on an issue before you get too far into solving a problem that may not be the exact problem . Which leads us to…

Dig Deeper: Root Cause Analysis

This part of the process involves identifying these three items :

• What happened?
• Why did it happen?
• What process do we need to employ to significantly reduce the chances of it happening again ?

You’ll usually need to sort through a series of situations to find the primary cause. So be careful not to stop at the first cause you uncover . Dig further into the situation to expose the root of the issue. We don’t want to install a solution that only fixes a surface-level issue and not the root. T here are typically three types of causes :

• Physical: Perhaps a part failed due to poor design or manufacturing.
• Human error: A person either did something wrong or didn’t do what needed to be done.
• Organizational: This one is mostly about a system, process, or policy that contributed to the error .

When searching for the root cause, it is important to ensure people that you aren’t there to assign blame to a person but rather identify the problem so a fix can prevent future issues.

Produce a Variety of Solution Options

So far, you’ve approached the problem as a data scientist, searching for clues to the real issue. Now, it’s important to keep your eyes and ears open, in case you run across a fix suggested by one of those involved in the process failure. Because they are closest to the problem, they will often have an idea of how to fix things. In other cases, they may be too close, and unable to see how the process could change.

The bottom line is to solicit solution ideas from a variety of sources , both close to and far away from the process you’re trying to improve.

You just never know where the top fix might come from!

Fully Evaluate and Select Planned Fix(es)

Evaluating solutions to a defined problem can be tricky since each one will have cost, political, or other factors associated with it. Running each fix through a filter of cost and impact is a vital step toward identifying a solid solution and hopefully settling on the one with the highest impact and low or acceptable cost.

Categorizing each solution in one of these four categories can help teams sift through them:

• High Cost/Low Impact: Implement these last, if at all, since t hey are expensive and won’t move the needle much .
• Low Cost/Low Impact: These are cheap, but you won’t get much impact.
• High Cost/High Impact: These can be used but should be second to the next category.
• Low Cost/High Impact: Getting a solid “bang for your buck” is what these fixes are all about. Start with these first .

Document the Final Solution and What Success Looks Like

Formalize a document that all interested parties (front-line staff, supervisors, leadership, etc.) agree to follow. This will go a long way towards making sure everyone fully understands what the new process looks like, as well as what success will look like .

While it might seem tedious, try to be overly descriptive in the explanation of the solution and how success will be achieved. This is usually necessary to gain full buy-in and commitment to continually following the solution. We often assume certain things that others may not know unless we are more explicit with our communications.

Successfully Sell and Execute the Fix

Arriving at this stage in the process only to forget to consistently apply the solution would be a waste of time, yet many organizations fall down in the execution phase . Part of making sure that doesn’t happen is to communicate the fix and ask for questions multiple times until all parties have a solid grasp on what is now required of them.

One often-overlooked element of this is the politics involved in gaining approval for your solution. Knowing and anticipating objections of those in senior or key leadership positions is central to gaining buy-in before fix implementation.

Rinse and Repeat: Evaluate, Monitor, and Follow Up

Next, doing check-ins with the new process will ensure that the solution is working (or identity if further reforms are necessary) . You’ll also see if the measure of predefined success has been attained (or is making progress in that regard).

Without regularly monitoring the fix, you can only gauge the success or failure of the solution by speculation and hearsay. And without hard data to review, most people will tell their own version of the story.

Collaborative Contingencies, Iteration, and Course Correction

Going into any problem-solving process, we should take note that we will not be done once the solution is implemented (or even if it seems to be working better at the moment). Any part of any process will always be subject to the need for future iterations and course corrections . To think otherwise would be either foolish or naive.

There might need to be slight, moderate, or wholesale changes to the solution previously implemented as new information is gained, new technologies are discovered, etc.

14 Fruitful Resources and Exercises for Your Problem-Solving Journey

Want to test your problem-solving skills?

Take a look at these twenty case study scenario exercises to see how well you can come up with solutions to these problems.

Still have a desire to discover more about solving problems? Check out these 14 articles and books…

The Lean Six Sigma Pocket Toolbook: A Quick Reference Guide to Nearly 100 Tools for Improving Quality and Speed

This book is like a Bible for Lean Six Sigma , all in a pocket-sized package.

The American Society for Quality has a short article on how it’s important to focus on the problem before searching for a solution. Wondering if you are solving the right problems? Check out this Harvard Business Review article. Looking for a fun and easy problem-solving book that was written by a McKinsey consultant? Take a look!

If you want a deeper dive into the seven steps of Creative Problem Solving , see this article. Appreciative Inquiry has been proven effective in organizations ranging from Roadway Express and British Airways to the United Nations and the United States Navy. Review this book to join the positive revolution. The Seattle Police Department has put together nine case studies that you can practice solving . While they are about police work, they have practical application in the sleuthing of work-related problems. Need a resource to delve further into Root Cause Analysis? Look no further than this book for answers to your most vexing questions .

This solid case study illustrates the complexities of solving problems in business. Learn all about the “8Ds” with this concise primer. Need to reduce groupthink in your organization’s problem-solving process ? Check out this article from the Harvard Business Review.

Tim Hurson details his own Productive Thinking Model at great length in this book from the author. This simple five-step process will help you break down the problem, analyze it, prioritize solutions, and sell them internally.

Critical Thinking : A Beginner’s Guide To Critical Thinking, Better Decision Making, And Problem Solving!

Looking for assistance with your problem-solving process.

There’s a lot to take in here, but following some of these methods are sure to improve your problem-solving process. However, if you really want to take problem-solving to the next level, InitiativeOne can come alongside your team to help you solve problems much faster than you ever have before.

There are several parts to this leadership transformation process provided by InitiativeOne, including a personal profile assessment, cognitive learning, group sessions with real-world challenges, personal discovery, and a toolkit to empower leaders to perform at their best.

There are really only two things stopping good teams from being great. One is how they make decisions and two is how they solve problems. Contact us today to grow your team’s leadership performance by making decisions and solving problems more swiftly than ever before!

Originally published at www.initiative-one.com

How to prepare for a sustainable future along the value chain

Our lives have changed radically as a result of the pandemic. But as dramatic as the impact of COVID-19 has been, it has by no means eclipsed another topical issue: the need to shape a more sustainable economy. In fact, this task has attracted heightened public attention following extreme weather events such as the devastating flooding all over Europe last summer. Last fall, decision makers from around the world met in Glasgow, Scotland, for the 26th United Nations Climate Change Conference  to discuss the challenges ahead. Although the debate primarily focused on major emitters, such as the energy, steel, and construction industries, the consumer-goods sector is equally called upon to take action.

About the authors

But what exactly do we mean by “sustainability”? In its broadest sense, the term covers three areas: environmental, social, and governance—or ESG for short. Specifically, ESG encompasses the degree of responsibility that companies assume—irrespective of what they are legally required to do—for sustainable development in the three areas mentioned.

80%: Share of consumer emissions that reside in supply chains. To meet the pathway to net zero, CPG companies need to work with their suppliers to secure green raw materials and supply

For many, sustainability is primarily about our use of natural resources and the climate impact of our actions. This is also highly relevant for consumer-goods manufacturers. As a rule, it is not enough to look only at one’s own value creation. After all, a typical consumer-goods company’s supply chain generates far greater environmental costs than in-house operations: for instance, it is responsible for more than 80 percent of greenhouse-gas emissions and more than 90 percent of the impact on air, land, water, biodiversity, and geological resources.

The consumer-goods industry is facing a huge environmental challenge: if it intends to meet the current EU climate targets, it will have to more than halve its greenhouse-gas emissions by 2030. Given that prosperity and consumption will continue to grow in the coming years, a fundamental change in thinking is required; new business models—especially those relating to the circular economy —will have to gain an increasingly firm footing.

Growing pressure and rising opportunities

Even beyond the climate targets that have been set, regulatory requirements for the economy are becoming more stringent—for example, through levies such as the “plastics tax.” The European Union’s Green Deal provides for all packaging in the EU area to be reused or recycled by 2030. The Circular Economy Action Plan also provides for products to have long life cycles and be repairable (“right to repair”).

But it’s not just from the regulatory side that pressure is growing. Other stakeholders are also demanding more sustainability from companies or setting their own new standards for sustainable business practices.

Consumers. Today’s consumers are another pressure point since they no longer see sustainable products as simply an alternative.

They are partly basing their purchasing decisions on the sustainability of products and companies. Granted, what some refer to as an “attitude–behavior gap” remains. In other words, consumers don’t always make purchasing decisions that are consistent with their sustainability preferences as expressed in surveys. That said, two-thirds of consumers now say they are changing their consumption habits in favor of a lower environmental impact 1 “A natural rise in sustainability around the world,” NielsenIQ, January 10, 2019. —and are staying true to their word: brands, such as oat-drink maker Oatly, that promote the ecological benefits of their products are recording above-average growth rates.

Employees. Sustainability is already a top criterion in choosing an employer for two-thirds of those under the age of 34. Across all age groups, three out of four employees would like their company to place a greater emphasis on environmental and social issues. 2 Sustainable working environment index 2021 , Epson, June 2020, epson.co.uk.

57% of all start-ups in the consumer-goods sector are ‘green’ start-ups

Investors. The financial sector is, to some extent, already ahead of the real economy when it comes to sustainability. A survey of decision makers from more than 40 investment firms (including BlackRock, Vanguard, and State Street) shows that an ESG-oriented mindset is already an integral element of investment decisions. 3 “The investor revolution,” Harvard Business Review , May 1, 2019.

Increasing demands for sustainability stem partly from investors’ risk management and partly from the increasing incidence of loans linked to sustainability criteria. Furthermore, sustainability-oriented funds are more resilient, as studies show: on average, 77 percent of ESG funds established ten years ago continue to exist today. Compare that to only 46 percent of traditional funds that have survived over the same period. 4 Siobhan Riding, “Majority of ESG funds outperform wider market over 10 years,” Financial Times , June 13, 2020, ft.com.

New market entrants. “Green” start-ups are increasingly gaining market share in consumer-goods segments—be it in the footwear market, where the Californian–New Zealand start-up Allbirds has made a successful entry, or in the food segment, where products made from plant proteins (among others) are increasingly gaining popularity. According to the Green Startup Monitor 2021, three-quarters of all newly founded companies in Germany view their environmental and social impact as relevant to their strategy. In the consumer-goods sector, for example, 57 percent of all newly founded companies are now green start-ups. 5 Klaus Fichter and Yasmin Olteanu, Green startup monitor 2021 , Borderstep Institute for Innovation and Sustainability, 2020, deutschestartups.org. Take, for instance, the marketplace Cirplus, which has set itself the goal of simplifying the currently complex and confusing global trade in recyclates and plastic waste.

In view of the growing pressure from all sides, for established consumer-goods companies, it is no longer a question of whether or not they need to operate sustainably—and most are also clear about what they need to do; however, there is still great uncertainty when it comes to how. What is needed is a sustainability strategy and, above all, a road map to implement the strategy in the context of a transformation.

Moving toward action

Where do companies currently stand in their efforts to make their operations more sustainable? Rating agencies such as S&P try to answer this question systematically by referencing an array of sustainability criteria. As the ESG score of leading consumer-goods suppliers shows, the industry performs well on average (Exhibit 1). In the social dimension in particular, the consumer-goods sector almost universally earns high scores (As and Bs). This means good to excellent ESG performance and an above-average level of transparency in the disclosure of ESG data. The analysis shows that 30 percent achieve a score of A or A+ in at least seven out of ten ESG dimensions, and 52 percent achieve the same in at least five out of ten. There are also champions in individual disciplines: the consumer-goods companies listed below demonstrate strengths in certain sustainability dimensions—typically in areas that are particularly important for their business.

Nestlé has launched the Creating Shared Value program, which assures 30 million farmers and people in rural areas stable agricultural incomes through 2030, as well as the creation of fair and inclusive jobs. By 2030, Danone wants to use solely renewable energy and lower its water consumption by one-quarter. The company was already a pioneer in discontinuing the use of genetically modified feed and supporting farmers worldwide.

Unilever aims to reduce the environmental impact of water, waste, and greenhouse gases per consumer use of product by 50 percent by 2030. The group has long been an advocate of sustainable palm oil.

Henkel aims to triple the value of its business in relation to its environmental footprint by 2030 and, among other things, is relying for certain brands entirely on “social plastic”—that is, old plastic packaging collected from people living in poverty for a fee. In addition, Henkel plans to make all product packaging recyclable, reusable, or compostable by 2025 and to make its operations climate-positive by 2040.

Adidas is already a global leader in sourcing more sustainable cotton (“better cotton”). In doing so, it maintains production levels with minimal environmental impact and supports the livelihood of local producers. In addition, Adidas plans to use only recycled polyester across its entire product range by 2024.

Patagonia is a pioneer when it comes to the circular economy and good working conditions. For many years now, the manufacturer of outdoor clothing has offered to repair older articles and return them to consumers. By 2025, it aims to make its entire business carbon-neutral—including the supply chain, which is responsible for 95 percent of Patagonia’s emissions.

Beyond Meat and Impossible Foods offer product portfolios that are based on sustainable alternatives and have created significant growth in the plant-based protein industry.

Explanation of Exhibit 2

Exhibit 2 shows which sustainability targets ten leading consumer-goods companies aim to achieve by what year. The target year is indicated by the color code (with the palest shade being 2050), the percentage of companies making commitments is shown within the rings, and the magnitude of the planned change is indicated outside the rings. “Committed” means that these companies have committed to making reductions but have not explicitly specified a percentage.

An example of how to read the “Sustainable procurement” chart is as follows: 20 percent of companies want to make their procurement 100 percent sustainable by 2025.

The Honest Company was founded by Jessica Alba for the purpose of promoting cleaner and more sustainable products in the baby space.

The initiatives show how seriously consumer-goods companies are now addressing sustainability. Almost all of them have set ambitious targets in a range of areas, from emissions mitigation and recycling to sustainable procurement and water use (Exhibit 2).

Implementing sustainability goals effectively

Effectively implementing the envisaged sustainability goals is an all-encompassing organizational challenge and often means change for both the product portfolio and the organization, including its culture. Given the scope involved, it is not enough to launch individual initiatives sporadically and hope for success. Instead, sustainability must be seen for what it is: a transformation of company operations spanning the entire supply chain. Four elements are crucial here:

Set the right target level. The first step begins with a realistic outside-in assessment: What are regulatory expectations? Where are competitors raising the bar? What are the expectations of customers and other stakeholders, including investors? It is usually strategically advisable to take the lead in a small number of relevant dimensions and determine what the future minimum requirements will be in all other dimensions. The level of the targets and the speed of their achievement should be based on realistic assumptions and plans. Knowledge of the levers and the technical possibilities to arrive at a realistic ambition is of particular importance.

Plan the transformation and set the framework. Once the target level has been set, senior management should make the transformation a visible priority for everyone and plan it in detail.

To this end, measures need to be developed and incorporated into an overall road map. Governance is also crucial for successful implementation at this point; thus, instituting a sustainability officer at the senior-management level is an important framework condition. This does not necessarily have to be the chief sustainability officer, as long as the organization ensures that the central team works effectively with the operational units and can not only create initiatives but also enforce them.

Secure and track implementation. For the implementation process, it is worth setting up a transformation office that regularly measures the degree of target achievement. This enables the prompt adoption or reprioritization of countermeasures. It is also imperative that adequate resources be made available. To change ways of thinking and behavior within the company, it also makes sense to recruit employees as change agents. In this context, the communication and anchoring of sustainability goals in the organization—for example, through incentive systems—should also be addressed.

Create transparency. Last, investments should be made in data and transparency because retailers, consumers, regulators, and investors are increasingly demanding it. In particular, traceability across supply chains poses a challenge. This makes it all the more important for companies to deal with the sustainability data of their own products right from the start and to develop the corresponding analytical skills.

No function is left untouched when changes of this magnitude are needed: everyone is involved and responsible for bringing sustainability to life in their area—from purchasing to production and logistics to marketing and sales (Exhibit 3). For successful implementation, the key actors in the individual divisions need to develop both function-specific and overarching measures.

In purchasing, for example, the focus may be placed on biologically derived ingredients, recycled plastic for packaging, biodegradable and certified materials, and regenerative agriculture.

To do this, it is first necessary to assess the volume of emissions caused by each purchasing category and what reductions are possible in each area. The procurement team is also responsible for ensuring suppliers adhere to social standards.

In logistics, it is key that companies consider alternative propulsion systems for their vehicle fleets or the use of more sustainable transport options. In the field of warehousing, organizations should review cooling technologies and use renewable sources to ensure energy supplies, employing their own solar panels if necessary.

Production should first optimize its energy efficiency. In addition, consideration needs to be given to the use of renewable and sustainable energy sources for electricity and heat at production sites. It is also necessary to investigate how water and other resources can be used more efficiently and how waste can be reduced.

Meanwhile, R&D teams can work on more sustainable designs and formulations (design to sustainability). This can involve sustainable packaging or formulas for new products that lead to greater sustainability in use—such as laundry detergents that clean textiles thoroughly even at low water temperatures. L’Oreal, for example, has developed the Sustainable Product Optimization Tool (SPOT), an evaluation tool focusing on ecological design on two levels. First, it simulates different design options, evaluates their impact on the environment and society, and identifies improvement measures. Second, SPOT quantifies the effects of sustainability on various product attributes, such as packaging; the environmental footprint of product compositions and chemical processes; and social implications.

The initiatives described above for illustration purposes show that sustainability is not an issue that can be left to a central unit; rather, it reaches deep into all functions of consumer-goods companies. Citizens, policy makers, investors, and new competitors are increasing the pressure to act. Above all, however, it is the companies’ own sustainability ambition that requires a structured and holistic approach if the goals set are to be achieved.

Jordan Bar Am is a partner in McKinsey’s New Jersey office; Nina Engels is a consultant in the Düsseldorf office; and Sebastian Gatzer is a partner in the Cologne office, where Jacqueline Lang is a consultant and Frank Sänger is a senior partner.

Explore a career with us

Related articles.

Digital supply-chain transformation with a human face

Achieving supply-chain resiliency in consumer goods amid disruption

Supply chain steps up: An interview with Kimberly-Clark’s Shane Azzi

More From Forbes

Value stream management: the key to digital transformation.

• Share to Facebook
• Share to Twitter
• Share to Linkedin

Serge Lucio is the VP and GM of Agile Operations Division, Broadcom Inc .

The decades-long rush of businesses to digitize their business processes shows no sign of abating. Digital technology has spread across the supply chain and throughout the enterprise—with generally positive effects on business-process speed, accuracy and efficiency. Mobility, analytics-driven customization and generative AI promise to keep digital transformation a top priority for years to come.

Yet, most of these new digital tools are isolated, both from one another and from meaningful metrics of customer value. This fragmentation impairs the visibility, alignment and efficiency needed to unlock the full potential of digital transformation.

Value stream management (VSM) is a solution and philosophy that overcomes fragmentation by integrating people, data and processes from innovation all the way through delivery of customer value. My company, Broadcom, monitors the progress of VSM closely through customer conversations, at conferences, and most recently in a survey of more than 500 managers and executives on the digital front lines worldwide.

What we’ve learned encourages us—to a point. On the plus side, a full 96% of surveyed businesses report receiving benefits from VSM, usually in the form of digital transformation progress. But only 2% report achieving the end-to-end transparency and flow that marks the highest level of VSM maturity. Most are clustered at mid-maturity: aware of value-stream issues and beginning to collaborate, but unable to break through to an integrated, data-driven process. What’s holding them back?

When Does Bridgerton Season 3 Part 2 Come Out On Netflix See The Release Schedule

A storm of 3,000 ukrainian bomblets blew up four russian jets at their base in crimea, samsung galaxy s24 series users really want to turn off one of its best features, fragmented tools and ineffective remedies.

Tool and data fragmentation is the most visible barrier to effective value stream management. One media company, after years of development teams adopting their own tools and multiple mergers and acquisitions, used 13 different tool chains in just a single line of business.

And every one of those tool chains introduces data visibility and alignment challenges: One financial institution carried hundreds of IT resources in its HR system that weren’t assigned to any project or investment in their portfolio management system (PMS). But manager costs were allocated only across projects identified in the PMS—unfairly burdening some projects while effectively “disappearing” others.

Fragmentation can’t be solved until all the data is clearly reconciled and available in every tool, or until a single system contains all the data.

Companies try to address tool fragmentation by aggregating data from multiple systems into Excel spreadsheets or Smartsheets. It’s a first, tentative step toward VSM visibility, but it’s phenomenally inefficient. One energy company told me they used more than 220,000 Smartsheets—backed by thousands of reports on PowerPoint slides and hundreds of monthly manager-hours—in their homegrown attempt at VSM.

Another approach is to build a data lake to consolidate the data, with reports to visualize it. One of our financial clients deployed 30 engineers for two years attempting to do this, only to realize it’s impossible.

Data consolidation can’t paper over the fact that the underlying tools use different metrics, collect data at different cadences, and operate asynchronously with one another. Data needs to be synchronized and reconciled in real time.

Agile Doesn’t Close The Loop

Agile software development practices are sometimes used to overcome integration challenges, in part by emphasizing individuals and interactions over processes and tools. In fact, many organizations try to use Agile development as though it were value stream management. But Agile processes and practices are isolated from the reality of financial budgets, competing business objectives and the value chain required to ultimately realize business value.

Our survey reflects this divide: Most organizations have just three teams involved in their value stream management initiatives, typically product management, software development and devops. Only rarely do they include customer-facing teams in marketing, customer support or sales.

The end result is isolation of development from business processes.

IT: From Provider To Partner

A second, more subtle, barrier to achieving full transparency and flow of information is the role of IT in the value chain. Most companies treat IT as a service provider to the business side, as though it were an outside contractor. This turns out to be a real impediment to deliver customer value at speed. Integrating IT as a collaborator in the value chain to deliver customer value is a new way of working that puts business outcomes at the center of how all functions measure themselves.

Value stream management integrates IT into value delivery by mapping the “people steps” from idea to customer delivery—and identifying the dependencies among them. One key measure is the lead time between the funding and approval of a process to getting it staffed and underway—and this is where a lot of customers get stuck. Overcoming the challenge requires the hard work of redefining the budgeting process and reinventing resource and capacity planning.

The collaborative model also requires trust—too often in short supply where IT is concerned! For example, when an investment hasn’t been productive, can the company identify the roadblock and innovate around it without the usual finger-pointing? Full “warts and all” transparency requires a degree of organizational maturity as a starting point.

Am I The Problem?

Speaking of organizational maturity, a third barrier to effective value stream management is vanity. It takes two forms.

The first is the use of “vanity metrics” to measure customer value. Everybody collects sales data and does NPS surveys, but does that really tie investments to customer value? For example, will a new product capability help attract new customers, retain current customers or support a price increase? And when? VSM requires real customer value metrics, including predictive measures of customer interest, for example, from social media.

The second form of vanity is one that plagues every commercial software provider—customers’ belief that their business is utterly unique, so that no commercial solution can properly embrace its subtlety and diversity. This belief can be overcome only by careful, patient demonstration of a solution that connects data from initiatives to investments, from milestones to user experience—that is, a fully-integrated, “real” value stream management solution.

Forbes Technology Council is an invitation-only community for world-class CIOs, CTOs and technology executives. Do I qualify?

• Editorial Standards
• Reprints & Permissions