skills for business problem solving

• Business Essentials
• Leadership & Management
• Credential of Leadership, Impact, and Management in Business (CLIMB)
• Entrepreneurship & Innovation
• *New* Digital Transformation
• Finance & Accounting
• Business in Society
• For Organizations
• Support Portal
• Media Coverage
• Founding Donors
• Leadership Team

• Harvard Business School →
• HBS Online →
• Business Insights →

Business Insights

Harvard Business School Online's Business Insights Blog provides the career insights you need to achieve your goals and gain confidence in your business skills.

• Career Development
• Communication
• Decision-Making
• Earning Your MBA
• Negotiation
• News & Events
• Productivity
• Staff Spotlight
• Student Profiles
• Work-Life Balance
• Alternative Investments
• Business Analytics
• Business Strategy
• Business and Climate Change
• Design Thinking and Innovation
• Digital Marketing Strategy
• Disruptive Strategy
• Economics for Managers
• Entrepreneurship Essentials
• Financial Accounting
• Global Business
• Launching Tech Ventures
• Leadership Principles
• Leadership, Ethics, and Corporate Accountability
• Leading with Finance
• Management Essentials
• Negotiation Mastery
• Organizational Leadership
• Power and Influence for Positive Impact
• Strategy Execution
• Sustainable Business Strategy
• Sustainable Investing
• Winning with Digital Platforms

Why Problem-Solving Skills Are Essential for Leaders in Any Industry

• 17 Jan 2023

Any organization offering a product or service is in the business of solving problems.

Whether providing medical care to address health issues or quick convenience to those hungry for dinner, a business’s purpose is to satisfy customer needs .

In addition to solving customers’ problems, you’ll undoubtedly encounter challenges within your organization as it evolves to meet customer needs. You’re likely to experience growing pains in the form of missed targets, unattained goals, and team disagreements.

Yet, the ubiquity of problems doesn’t have to be discouraging; with the right frameworks and tools, you can build the skills to solve consumers' and your organization’s most challenging issues.

Here’s a primer on problem-solving in business, why it’s important, the skills you need, and how to build them.

Access your free e-book today.

What Is Problem-Solving in Business?

Problem-solving is the process of systematically removing barriers that prevent you or others from reaching goals.

Your business removes obstacles in customers’ lives through its products or services, just as you can remove obstacles that keep your team from achieving business goals.

Design Thinking

Design thinking , as described by Harvard Business School Dean Srikant Datar in the online course Design Thinking and Innovation , is a human-centered , solutions-based approach to problem-solving and innovation. Originally created for product design, design thinking’s use case has evolved . It’s now used to solve internal business problems, too.

The design thinking process has four stages :

• Clarify: Clarify a problem through research and feedback from those impacted.
• Ideate: Armed with new insights, generate as many solutions as possible.
• Develop: Combine and cull your ideas into a short list of viable, feasible, and desirable options before building prototypes (if making physical products) and creating a plan of action (if solving an intangible problem).
• Implement: Execute the strongest idea, ensuring clear communication with all stakeholders about its potential value and deliberate reasoning.

Using this framework, you can generate innovative ideas that wouldn’t have surfaced otherwise.

Creative Problem-Solving

Another, less structured approach to challenges is creative problem-solving , which employs a series of exercises to explore open-ended solutions and develop new perspectives. This is especially useful when a problem’s root cause has yet to be defined.

You can use creative problem-solving tools in design thinking’s “ideate” stage, which include:

• Brainstorming: Instruct everyone to develop as many ideas as possible in an allotted time frame without passing judgment.
• Divergent thinking exercises: Rather than arriving at the same conclusion (convergent thinking), instruct everyone to come up with a unique idea for a given prompt (divergent thinking). This type of exercise helps avoid the tendency to agree with others’ ideas without considering alternatives.
• Alternate worlds: Ask your team to consider how various personas would manage the problem. For instance, how would a pilot approach it? What about a young child? What about a seasoned engineer?

It can be tempting to fall back on how problems have been solved before, especially if they worked well. However, if you’re striving for innovation, relying on existing systems can stunt your company’s growth.

Related: How to Be a More Creative Problem-Solver at Work: 8 Tips

Why Is Problem-Solving Important for Leaders?

While obstacles’ specifics vary between industries, strong problem-solving skills are crucial for leaders in any field.

Whether building a new product or dealing with internal issues, you’re bound to come up against challenges. Having frameworks and tools at your disposal when they arise can turn issues into opportunities.

As a leader, it’s rarely your responsibility to solve a problem single-handedly, so it’s crucial to know how to empower employees to work together to find the best solution.

Your job is to guide them through each step of the framework and set the parameters and prompts within which they can be creative. Then, you can develop a list of ideas together, test the best ones, and implement the chosen solution.

Related: 5 Design Thinking Skills for Business Professionals

4 Problem-Solving Skills All Leaders Need

1. problem framing.

One key skill for any leader is framing problems in a way that makes sense for their organization. Problem framing is defined in Design Thinking and Innovation as determining the scope, context, and perspective of the problem you’re trying to solve.

“Before you begin to generate solutions for your problem, you must always think hard about how you’re going to frame that problem,” Datar says in the course.

For instance, imagine you work for a company that sells children’s sneakers, and sales have plummeted. When framing the problem, consider:

• What is the children’s sneaker market like right now?
• Should we improve the quality of our sneakers?
• Should we assess all children’s footwear?
• Is this a marketing issue for children’s sneakers specifically?
• Is this a bigger issue that impacts how we should market or produce all footwear?

While there’s no one right way to frame a problem, how you do can impact the solutions you generate. It’s imperative to accurately frame problems to align with organizational priorities and ensure your team generates useful ideas for your firm.

To solve a problem, you need to empathize with those impacted by it. Empathy is the ability to understand others’ emotions and experiences. While many believe empathy is a fixed trait, it’s a skill you can strengthen through practice.

When confronted with a problem, consider whom it impacts. Returning to the children’s sneaker example, think of who’s affected:

• Your organization’s employees, because sales are down
• The customers who typically buy your sneakers
• The children who typically wear your sneakers

Empathy is required to get to the problem’s root and consider each group’s perspective. Assuming someone’s perspective often isn’t accurate, so the best way to get that information is by collecting user feedback.

For instance, if you asked customers who typically buy your children’s sneakers why they’ve stopped, they could say, “A new brand of children’s sneakers came onto the market that have soles with more traction. I want my child to be as safe as possible, so I bought those instead.”

When someone shares their feelings and experiences, you have an opportunity to empathize with them. This can yield solutions to their problem that directly address its root and shows you care. In this case, you may design a new line of children’s sneakers with extremely grippy soles for added safety, knowing that’s what your customers care most about.

Related: 3 Effective Methods for Assessing Customer Needs

3. Breaking Cognitive Fixedness

Cognitive fixedness is a state of mind in which you examine situations through the lens of past experiences. This locks you into one mindset rather than allowing you to consider alternative possibilities.

For instance, your cognitive fixedness may make you think rubber is the only material for sneaker treads. What else could you use? Is there a grippier alternative you haven’t considered?

Problem-solving is all about overcoming cognitive fixedness. You not only need to foster this skill in yourself but among your team.

4. Creating a Psychologically Safe Environment

As a leader, it’s your job to create an environment conducive to problem-solving. In a psychologically safe environment, all team members feel comfortable bringing ideas to the table, which are likely influenced by their personal opinions and experiences.

If employees are penalized for “bad” ideas or chastised for questioning long-held procedures and systems, innovation has no place to take root.

By employing the design thinking framework and creative problem-solving exercises, you can foster a setting in which your team feels comfortable sharing ideas and new, innovative solutions can grow.

How to Build Problem-Solving Skills

The most obvious answer to how to build your problem-solving skills is perhaps the most intimidating: You must practice.

Again and again, you’ll encounter challenges, use creative problem-solving tools and design thinking frameworks, and assess results to learn what to do differently next time.

While most of your practice will occur within your organization, you can learn in a lower-stakes setting by taking an online course, such as Design Thinking and Innovation . Datar guides you through each tool and framework, presenting real-world business examples to help you envision how you would approach the same types of problems in your organization.

Are you interested in uncovering innovative solutions for your organization’s business problems? Explore Design Thinking and Innovation —one of our online entrepreneurship and innovation courses —to learn how to leverage proven frameworks and tools to solve challenges. Not sure which course is right for you? Download our free flowchart .

About the Author

Transition to growth mode

with LivePlan Get 40% off now

0 results have been found for “”

 Return to blog home

10 Step Process for Effective Business Problem Solving

Posted august 3, 2021 by harriet genever.

When you start a small business or launch a startup, the one thing you can count on is the unexpected. No matter how thoroughly you plan, forecast , and test, problems are bound to arise. This is why as an entrepreneur, you need to know how to solve business problems effectively.

What is problem solving in business?

Problem solving in business relates to establishing processes that mitigate or remove obstacles currently preventing you from reaching strategic goals . These are typically complex issues that create a gap between actual results and your desired outcome. They may be present in a single team, operational process, or throughout your entire organization, typically without an immediate or obvious solution. 

To approach problem solving successfully, you need to establish consistent processes that help you evaluate, explore solutions, prioritize execution, and measure success. In many ways, it should be similar to how you review business performance through a monthly plan review . You work through the same documentation, look for gaps, dig deeper to identify the root cause, and hash out options. Without this process, you simply cannot expect to solve problems efficiently or effectively. 

Why problem solving is important for your business

While some would say problem-solving comes naturally, it’s actually a skill you can grow and refine over time. Problem solving skills will help you and your team tackle critical issues and conflicts as they arise. It starts from the top. You as the business owner or CEO needing to display the type of level-headed problem solving that you expect to see from your employees.

Doing so will help you and your staff quickly deal with issues, establish and refine a problem solving process, turn challenges into opportunities, and generally keep a level head. Now, the best business leaders didn’t just find a magic solution to solve their problems, they built processes and leveraged tools to find success. And you can do the same.

By following this 10-step process, you can develop your problem-solving skills and approach any issue that arises with confidence. 

1. Define the problem

When a problem arises, it can be very easy to jump right into creating a solution. However, if you don’t thoroughly examine what led to the problem in the first place, you may create a strategy that doesn’t actually solve it. You may just be treating the symptoms.

For instance, if you realize that your sales from new customers are dropping, your first inclination might be to rush into putting together a marketing plan to increase exposure. But what if decreasing sales are just a symptom of the real problem? 

When you define the problem, you want to be sure you’re not missing the forest for the trees. If you have a large issue on your hands, you’ll want to look at it from several different angles:

Competition 

Is a competitor’s promotion or pricing affecting your sales? Are there new entrants in your market? How are they marketing their product or business?

Business model 

Is your business model sustainable? Is it realistic for how fast you want to grow? Should you explore different pricing or cost strategies?

Market factors

How are world events and the nation’s economy affecting your customers and your sales?

Are there any issues affecting your team? Do they have the tools and resources they need to succeed? 

Goal alignment 

Is everyone on your team working toward the same goal ? Have you communicated your short-term and long-term business goals clearly and often?

There are a lot of ways to approach the issue when you’re facing a serious business problem. The key is to make sure you’re getting a full snapshot of what’s going on so you don’t waste money and resources on band-aid solutions. 

Going back to our example, by looking at every facet of your business, you may discover that you’re spending more on advertising than your competitors already. And instead, there’s a communication gap within your team that’s leading to the mishandling of new customers and therefore lost sales. 

If you jumped into fixing the exposure of your brand, you would have been dumping more money into an area you’re already winning. Potentially leading to greater losses as more and more new customers are dropped due to poor internal communication.

This is why it’s so vital that you explore your blind spots and track the problem to its source.

2. Conduct a SWOT analysis

All good businesses solve some sort of problem for customers. What if your particular business problem is actually an opportunity, or even a strength if considered from a different angle? This is when you’d want to conduct a SWOT analysis to determine if that is in fact the case.

SWOT is a great tool for strategic planning and bringing multiple viewpoints to the table when you’re looking at investing resources to solve a problem. This may even be incorporated in your attempts to identify the source of your problem, as it can quickly outline specific strengths and weaknesses of your business. And then by identifying any potential opportunities or threats, you can utilize your findings to kickstart a solution. 

3. Identify multiple solutions with design thinking

As you approach solving your problem, you may want to consider using the design thinking approach . It’s often used by organizations looking to solve big, community-based problems. One of its strengths is that it requires involving a wide range of people in the problem-solving process. Which leads to multiple perspectives and solutions arising.

This approach—applying your company’s skills and expertise to a problem in the market—is the basis for design thinking.

It’s not about finding the most complex problems to solve, but about finding common needs within the organization and in the real world and coming up with solutions that fit those needs. When you’re solving business problems, this applies in the sense that you’re looking for solutions that address underlying issues—you’re looking at the big picture.

4. Conduct market research and customer outreach

Market research and customer outreach aren’t the sorts of things small business owners and startups can do once and then cross off the list. When you’re facing a roadblock, think back to the last time you did some solid market research or took a deep dive into understanding the competitive landscape .

Market research and the insights you get from customer outreach aren’t a silver bullet. Many companies struggle with what they should do with conflicting data points. But it’s worth struggling through and gathering information that can help you better understand your target market . Plus, your customers can be one of the best sources of criticism. It’s actually a gift if you can avoid taking the negatives personally .

The worst thing you can do when you’re facing challenges is isolating yourself from your customers and ignore your competition. So survey your customers. Put together a competitive matrix . 

5. Seek input from your team and your mentors

Don’t do your SWOT analysis or design thinking work by yourself. The freedom to express concerns, opinions, and ideas will allow people in an organization to speak up. Their feedback is going to help you move faster and more efficiently. If you have a team in place, bring them into the discussion. You hired them to be experts in their area; use their expertise to navigate and dig deeper into underlying causes of problems and potential solutions.

If you’re running your business solo, at least bring in a trusted mentor. SCORE offers a free business mentorship program if you don’t already have one. It can also be helpful to connect with a strategic business advisor , especially if business financials aren’t your strongest suit.

Quoting Stephen Covey, who said that “strength lies in differences, not in similarities,” speaking to the importance of diversity when it comes to problem-solving in business. The more diverse a team is , the more often innovative solutions to the problems faced by the organization appear.

In fact, it has been found that groups that show greater diversity were better at solving problems than groups made up specifically of highly skilled problem solvers. So whoever you bring in to help you problem-solve, resist the urge to surround yourself with people who already agree with you about everything.

6. Apply lean planning for nimble execution

So you do your SWOT analysis and your design thinking exercise. You come up with a set of strong, data-driven ideas. But implementing them requires you to adjust your budget, or your strategic plan, or even your understanding of your target market.

Are you willing to change course? Can you quickly make adjustments? Well in order to grow, you can’t be afraid to be nimble . 

By adopting the lean business planning method —the process of revising your business strategy regularly—you’ll be able to shift your strategies more fluidly. You don’t want to change course every week, and you don’t want to fall victim to shiny object thinking. But you can strike a balance that allows you to reduce your business’s risk while keeping your team heading in the right direction.

Along the way, you’ll make strategic decisions that don’t pan out the way you hoped. The best thing you can do is test your ideas and iterate often so you’re not wasting money and resources on things that don’t work. That’s Lean Planning .

7. Model different financial scenarios

When you’re trying to solve a serious business problem, one of the best things you can do is build a few different financial forecasts so you can model different scenarios. You might find that the idea that seemed the strongest will take longer than you thought to reverse a negative financial trend. At the very least you’ll have better insight into the financial impact of moving in a different direction.

The real benefit here is looking at different tactical approaches to the same problem. Maybe instead of increasing sales right now, you’re better off in the long run if you adopt a strategy to reduce churn and retain your best customers. You won’t know unless you model a few different scenarios. You can do this by using spreadsheets, and a tool like LivePlan can make it easier and quicker.

8. Watch your cash flow

While you’re working to solve a challenging business problem, pay particular attention to your cash flow and your cash flow forecast . Understanding when your company is at risk of running out of cash in the bank can help you be proactive. It’s a lot easier to get a line of credit while your financials still look good and healthy, than when you’re one pay period away from ruin.

If you’re dealing with a serious issue, it’s easy to start to get tunnel vision. You’ll benefit from maintaining a little breathing room for your business as you figure out what to do next.

9. Use a decision-making framework

Once you’ve gathered all the information you need, generated a number of ideas, and done some financial modeling, you might still feel uncertain. It’s natural—you’re not a fortune-teller. You’re trying to make the best decision you can with the information you have.

This article offers a really useful approach to making decisions. It starts with putting your options into a matrix like this one:

Use this sort of framework to put everything you’ve learned out on the table. If you’re working with a bigger team, this sort of exercise can also bring the rest of your team to the table so they feel some ownership over the outcome.

10. Identify key metrics to track

How will you know your problem is solved? And not just the symptom—how will you know when you’ve addressed the underlying issues? Before you dive into enacting the solution, make sure you know what success looks like.

Decide on a few key performance indicators . Take a baseline measurement, and set a goal and a timeframe. You’re essentially translating your solution into a plan, complete with milestones and goals. Without these, you’ve simply made a blind decision with no way to track success. You need those goals and milestones to make your plan real .

Problem solving skills to improve

As you and your team work through this process, it’s worth keeping in mind specific problem solving skills you should continue to develop. Bolstering your ability, as well as your team, to solve problems effectively will only make this process more useful and efficient. Here are a few key skills to work on.

Emotional intelligence

It can be very easy to make quick, emotional responses in a time of crisis or when discussing something you’re passionate about. To avoid making assumptions and letting your emotions get the best of you, you need to focus on empathizing with others. This involves understanding your own emotional state, reactions and listening carefully to the responses of your team. The more you’re able to listen carefully, the better you’ll be at asking for and taking advice that actually leads to effective problem solving.

Jumping right into a solution can immediately kill the possibility of solving your problem. Just like when you start a business , you need to do the research into what the problem you’re solving actually is. Luckily, you can embed research into your problem solving by holding active reviews of financial performance and team processes. Simply asking “What? Where? When? How?” can lead to more in-depth explorations of potential issues.

The best thing you can do to grow your research abilities is to encourage and practice curiosity. Look at every problem as an opportunity. Something that may be trouble now, but is worth exploring and finding the right solution. You’ll pick up best practices, useful tools and fine-tune your own research process the more you’re willing to explore.

Brainstorming

Creatively brainstorming with your team is somewhat of an art form. There needs to be a willingness to throw everything at the wall and act as if nothing is a bad idea at the start. This style of collaboration encourages participation without fear of rejection. It also helps outline potential solutions outside of your current scope, that you can refine and turn into realistic action.

Work on breaking down problems and try to give everyone in the room a voice. The more input you allow, the greater potential you have for finding the best solution.

Decisiveness

One thing that can drag out acting upon a potential solution, is being indecisive. If you aren’t willing to state when the final cutoff for deliberation is, you simply won’t take steps quickly enough. This is when having a process for problem solving comes in handy, as it purposefully outlines when you should start taking action.

Work on choosing decision-makers, identify necessary results and be prepared to analyze and adjust if necessary. You don’t have to get it right every time, but taking action at the right time, even if it fails, is almost more vital than never taking a step.  

Stemming off failure, you need to learn to be resilient. Again, no one gets it perfect every single time. There are so many factors in play to consider and sometimes even the most well-thought-out solution doesn’t stick. Instead of being down on yourself or your team, look to separate yourself from the problem and continue to think of it as a puzzle worth solving. Every failure is a learning opportunity and it only helps you further refine and eliminate issues in your strategy.

Problem solving is a process

The key to effective problem-solving in business is the ability to adapt. You can waste a lot of resources on staying the wrong course for too long. So make a plan to reduce your risk now. Think about what you’d do if you were faced with a problem large enough to sink your business. Be as proactive as you can.

Editor’s note: This article was originally published in 2016. It was updated in 2021.

Like this post? Share with a friend!

Harriet Genever

Posted in management, join over 1 million entrepreneurs who found success with liveplan, like this content sign up to receive more.

Subscribe for tips and guidance to help you grow a better, smarter business.

You're all set!

Exciting business insights and growth strategies will be coming your way each month.

We care about your privacy. See our privacy policy .

How to master the seven-step problem-solving process

In this episode of the McKinsey Podcast , Simon London speaks with Charles Conn, CEO of venture-capital firm Oxford Sciences Innovation, and McKinsey senior partner Hugo Sarrazin about the complexities of different problem-solving strategies.

Podcast transcript

Simon London: Hello, and welcome to this episode of the McKinsey Podcast , with me, Simon London. What’s the number-one skill you need to succeed professionally? Salesmanship, perhaps? Or a facility with statistics? Or maybe the ability to communicate crisply and clearly? Many would argue that at the very top of the list comes problem solving: that is, the ability to think through and come up with an optimal course of action to address any complex challenge—in business, in public policy, or indeed in life.

Looked at this way, it’s no surprise that McKinsey takes problem solving very seriously, testing for it during the recruiting process and then honing it, in McKinsey consultants, through immersion in a structured seven-step method. To discuss the art of problem solving, I sat down in California with McKinsey senior partner Hugo Sarrazin and also with Charles Conn. Charles is a former McKinsey partner, entrepreneur, executive, and coauthor of the book Bulletproof Problem Solving: The One Skill That Changes Everything [John Wiley & Sons, 2018].

Charles and Hugo, welcome to the podcast. Thank you for being here.

Hugo Sarrazin: Our pleasure.

Charles Conn: It’s terrific to be here.

Simon London: Problem solving is a really interesting piece of terminology. It could mean so many different things. I have a son who’s a teenage climber. They talk about solving problems. Climbing is problem solving. Charles, when you talk about problem solving, what are you talking about?

Charles Conn: For me, problem solving is the answer to the question “What should I do?” It’s interesting when there’s uncertainty and complexity, and when it’s meaningful because there are consequences. Your son’s climbing is a perfect example. There are consequences, and it’s complicated, and there’s uncertainty—can he make that grab? I think we can apply that same frame almost at any level. You can think about questions like “What town would I like to live in?” or “Should I put solar panels on my roof?”

You might think that’s a funny thing to apply problem solving to, but in my mind it’s not fundamentally different from business problem solving, which answers the question “What should my strategy be?” Or problem solving at the policy level: “How do we combat climate change?” “Should I support the local school bond?” I think these are all part and parcel of the same type of question, “What should I do?”

I’m a big fan of structured problem solving. By following steps, we can more clearly understand what problem it is we’re solving, what are the components of the problem that we’re solving, which components are the most important ones for us to pay attention to, which analytic techniques we should apply to those, and how we can synthesize what we’ve learned back into a compelling story. That’s all it is, at its heart.

I think sometimes when people think about seven steps, they assume that there’s a rigidity to this. That’s not it at all. It’s actually to give you the scope for creativity, which often doesn’t exist when your problem solving is muddled.

Simon London: You were just talking about the seven-step process. That’s what’s written down in the book, but it’s a very McKinsey process as well. Without getting too deep into the weeds, let’s go through the steps, one by one. You were just talking about problem definition as being a particularly important thing to get right first. That’s the first step. Hugo, tell us about that.

Hugo Sarrazin: It is surprising how often people jump past this step and make a bunch of assumptions. The most powerful thing is to step back and ask the basic questions—“What are we trying to solve? What are the constraints that exist? What are the dependencies?” Let’s make those explicit and really push the thinking and defining. At McKinsey, we spend an enormous amount of time in writing that little statement, and the statement, if you’re a logic purist, is great. You debate. “Is it an ‘or’? Is it an ‘and’? What’s the action verb?” Because all these specific words help you get to the heart of what matters.

Want to subscribe to The McKinsey Podcast ?

Simon London: So this is a concise problem statement.

Hugo Sarrazin: Yeah. It’s not like “Can we grow in Japan?” That’s interesting, but it is “What, specifically, are we trying to uncover in the growth of a product in Japan? Or a segment in Japan? Or a channel in Japan?” When you spend an enormous amount of time, in the first meeting of the different stakeholders, debating this and having different people put forward what they think the problem definition is, you realize that people have completely different views of why they’re here. That, to me, is the most important step.

Charles Conn: I would agree with that. For me, the problem context is critical. When we understand “What are the forces acting upon your decision maker? How quickly is the answer needed? With what precision is the answer needed? Are there areas that are off limits or areas where we would particularly like to find our solution? Is the decision maker open to exploring other areas?” then you not only become more efficient, and move toward what we call the critical path in problem solving, but you also make it so much more likely that you’re not going to waste your time or your decision maker’s time.

How often do especially bright young people run off with half of the idea about what the problem is and start collecting data and start building models—only to discover that they’ve really gone off half-cocked.

Hugo Sarrazin: Yeah.

Charles Conn: And in the wrong direction.

Simon London: OK. So step one—and there is a real art and a structure to it—is define the problem. Step two, Charles?

Charles Conn: My favorite step is step two, which is to use logic trees to disaggregate the problem. Every problem we’re solving has some complexity and some uncertainty in it. The only way that we can really get our team working on the problem is to take the problem apart into logical pieces.

What we find, of course, is that the way to disaggregate the problem often gives you an insight into the answer to the problem quite quickly. I love to do two or three different cuts at it, each one giving a bit of a different insight into what might be going wrong. By doing sensible disaggregations, using logic trees, we can figure out which parts of the problem we should be looking at, and we can assign those different parts to team members.

Simon London: What’s a good example of a logic tree on a sort of ratable problem?

Charles Conn: Maybe the easiest one is the classic profit tree. Almost in every business that I would take a look at, I would start with a profit or return-on-assets tree. In its simplest form, you have the components of revenue, which are price and quantity, and the components of cost, which are cost and quantity. Each of those can be broken out. Cost can be broken into variable cost and fixed cost. The components of price can be broken into what your pricing scheme is. That simple tree often provides insight into what’s going on in a business or what the difference is between that business and the competitors.

If we add the leg, which is “What’s the asset base or investment element?”—so profit divided by assets—then we can ask the question “Is the business using its investments sensibly?” whether that’s in stores or in manufacturing or in transportation assets. I hope we can see just how simple this is, even though we’re describing it in words.

When I went to work with Gordon Moore at the Moore Foundation, the problem that he asked us to look at was “How can we save Pacific salmon?” Now, that sounds like an impossible question, but it was amenable to precisely the same type of disaggregation and allowed us to organize what became a 15-year effort to improve the likelihood of good outcomes for Pacific salmon.

Simon London: Now, is there a danger that your logic tree can be impossibly large? This, I think, brings us onto the third step in the process, which is that you have to prioritize.

Charles Conn: Absolutely. The third step, which we also emphasize, along with good problem definition, is rigorous prioritization—we ask the questions “How important is this lever or this branch of the tree in the overall outcome that we seek to achieve? How much can I move that lever?” Obviously, we try and focus our efforts on ones that have a big impact on the problem and the ones that we have the ability to change. With salmon, ocean conditions turned out to be a big lever, but not one that we could adjust. We focused our attention on fish habitats and fish-harvesting practices, which were big levers that we could affect.

People spend a lot of time arguing about branches that are either not important or that none of us can change. We see it in the public square. When we deal with questions at the policy level—“Should you support the death penalty?” “How do we affect climate change?” “How can we uncover the causes and address homelessness?”—it’s even more important that we’re focusing on levers that are big and movable.

Would you like to learn more about our Strategy & Corporate Finance Practice ?

Simon London: Let’s move swiftly on to step four. You’ve defined your problem, you disaggregate it, you prioritize where you want to analyze—what you want to really look at hard. Then you got to the work plan. Now, what does that mean in practice?

Hugo Sarrazin: Depending on what you’ve prioritized, there are many things you could do. It could be breaking the work among the team members so that people have a clear piece of the work to do. It could be defining the specific analyses that need to get done and executed, and being clear on time lines. There’s always a level-one answer, there’s a level-two answer, there’s a level-three answer. Without being too flippant, I can solve any problem during a good dinner with wine. It won’t have a whole lot of backing.

Simon London: Not going to have a lot of depth to it.

Hugo Sarrazin: No, but it may be useful as a starting point. If the stakes are not that high, that could be OK. If it’s really high stakes, you may need level three and have the whole model validated in three different ways. You need to find a work plan that reflects the level of precision, the time frame you have, and the stakeholders you need to bring along in the exercise.

Charles Conn: I love the way you’ve described that, because, again, some people think of problem solving as a linear thing, but of course what’s critical is that it’s iterative. As you say, you can solve the problem in one day or even one hour.

Charles Conn: We encourage our teams everywhere to do that. We call it the one-day answer or the one-hour answer. In work planning, we’re always iterating. Every time you see a 50-page work plan that stretches out to three months, you know it’s wrong. It will be outmoded very quickly by that learning process that you described. Iterative problem solving is a critical part of this. Sometimes, people think work planning sounds dull, but it isn’t. It’s how we know what’s expected of us and when we need to deliver it and how we’re progressing toward the answer. It’s also the place where we can deal with biases. Bias is a feature of every human decision-making process. If we design our team interactions intelligently, we can avoid the worst sort of biases.

Simon London: Here we’re talking about cognitive biases primarily, right? It’s not that I’m biased against you because of your accent or something. These are the cognitive biases that behavioral sciences have shown we all carry around, things like anchoring, overoptimism—these kinds of things.

Both: Yeah.

Charles Conn: Availability bias is the one that I’m always alert to. You think you’ve seen the problem before, and therefore what’s available is your previous conception of it—and we have to be most careful about that. In any human setting, we also have to be careful about biases that are based on hierarchies, sometimes called sunflower bias. I’m sure, Hugo, with your teams, you make sure that the youngest team members speak first. Not the oldest team members, because it’s easy for people to look at who’s senior and alter their own creative approaches.

Hugo Sarrazin: It’s helpful, at that moment—if someone is asserting a point of view—to ask the question “This was true in what context?” You’re trying to apply something that worked in one context to a different one. That can be deadly if the context has changed, and that’s why organizations struggle to change. You promote all these people because they did something that worked well in the past, and then there’s a disruption in the industry, and they keep doing what got them promoted even though the context has changed.

Simon London: Right. Right.

Hugo Sarrazin: So it’s the same thing in problem solving.

Charles Conn: And it’s why diversity in our teams is so important. It’s one of the best things about the world that we’re in now. We’re likely to have people from different socioeconomic, ethnic, and national backgrounds, each of whom sees problems from a slightly different perspective. It is therefore much more likely that the team will uncover a truly creative and clever approach to problem solving.

Simon London: Let’s move on to step five. You’ve done your work plan. Now you’ve actually got to do the analysis. The thing that strikes me here is that the range of tools that we have at our disposal now, of course, is just huge, particularly with advances in computation, advanced analytics. There’s so many things that you can apply here. Just talk about the analysis stage. How do you pick the right tools?

Charles Conn: For me, the most important thing is that we start with simple heuristics and explanatory statistics before we go off and use the big-gun tools. We need to understand the shape and scope of our problem before we start applying these massive and complex analytical approaches.

Simon London: Would you agree with that?

Hugo Sarrazin: I agree. I think there are so many wonderful heuristics. You need to start there before you go deep into the modeling exercise. There’s an interesting dynamic that’s happening, though. In some cases, for some types of problems, it is even better to set yourself up to maximize your learning. Your problem-solving methodology is test and learn, test and learn, test and learn, and iterate. That is a heuristic in itself, the A/B testing that is used in many parts of the world. So that’s a problem-solving methodology. It’s nothing different. It just uses technology and feedback loops in a fast way. The other one is exploratory data analysis. When you’re dealing with a large-scale problem, and there’s so much data, I can get to the heuristics that Charles was talking about through very clever visualization of data.

You test with your data. You need to set up an environment to do so, but don’t get caught up in neural-network modeling immediately. You’re testing, you’re checking—“Is the data right? Is it sound? Does it make sense?”—before you launch too far.

Simon London: You do hear these ideas—that if you have a big enough data set and enough algorithms, they’re going to find things that you just wouldn’t have spotted, find solutions that maybe you wouldn’t have thought of. Does machine learning sort of revolutionize the problem-solving process? Or are these actually just other tools in the toolbox for structured problem solving?

Charles Conn: It can be revolutionary. There are some areas in which the pattern recognition of large data sets and good algorithms can help us see things that we otherwise couldn’t see. But I do think it’s terribly important we don’t think that this particular technique is a substitute for superb problem solving, starting with good problem definition. Many people use machine learning without understanding algorithms that themselves can have biases built into them. Just as 20 years ago, when we were doing statistical analysis, we knew that we needed good model definition, we still need a good understanding of our algorithms and really good problem definition before we launch off into big data sets and unknown algorithms.

Simon London: Step six. You’ve done your analysis.

Charles Conn: I take six and seven together, and this is the place where young problem solvers often make a mistake. They’ve got their analysis, and they assume that’s the answer, and of course it isn’t the answer. The ability to synthesize the pieces that came out of the analysis and begin to weave those into a story that helps people answer the question “What should I do?” This is back to where we started. If we can’t synthesize, and we can’t tell a story, then our decision maker can’t find the answer to “What should I do?”

Simon London: But, again, these final steps are about motivating people to action, right?

Charles Conn: Yeah.

Simon London: I am slightly torn about the nomenclature of problem solving because it’s on paper, right? Until you motivate people to action, you actually haven’t solved anything.

Charles Conn: I love this question because I think decision-making theory, without a bias to action, is a waste of time. Everything in how I approach this is to help people take action that makes the world better.

Simon London: Hence, these are absolutely critical steps. If you don’t do this well, you’ve just got a bunch of analysis.

Charles Conn: We end up in exactly the same place where we started, which is people speaking across each other, past each other in the public square, rather than actually working together, shoulder to shoulder, to crack these important problems.

Simon London: In the real world, we have a lot of uncertainty—arguably, increasing uncertainty. How do good problem solvers deal with that?

Hugo Sarrazin: At every step of the process. In the problem definition, when you’re defining the context, you need to understand those sources of uncertainty and whether they’re important or not important. It becomes important in the definition of the tree.

You need to think carefully about the branches of the tree that are more certain and less certain as you define them. They don’t have equal weight just because they’ve got equal space on the page. Then, when you’re prioritizing, your prioritization approach may put more emphasis on things that have low probability but huge impact—or, vice versa, may put a lot of priority on things that are very likely and, hopefully, have a reasonable impact. You can introduce that along the way. When you come back to the synthesis, you just need to be nuanced about what you’re understanding, the likelihood.

Often, people lack humility in the way they make their recommendations: “This is the answer.” They’re very precise, and I think we would all be well-served to say, “This is a likely answer under the following sets of conditions” and then make the level of uncertainty clearer, if that is appropriate. It doesn’t mean you’re always in the gray zone; it doesn’t mean you don’t have a point of view. It just means that you can be explicit about the certainty of your answer when you make that recommendation.

Simon London: So it sounds like there is an underlying principle: “Acknowledge and embrace the uncertainty. Don’t pretend that it isn’t there. Be very clear about what the uncertainties are up front, and then build that into every step of the process.”

Hugo Sarrazin: Every step of the process.

Simon London: Yeah. We have just walked through a particular structured methodology for problem solving. But, of course, this is not the only structured methodology for problem solving. One that is also very well-known is design thinking, which comes at things very differently. So, Hugo, I know you have worked with a lot of designers. Just give us a very quick summary. Design thinking—what is it, and how does it relate?

Hugo Sarrazin: It starts with an incredible amount of empathy for the user and uses that to define the problem. It does pause and go out in the wild and spend an enormous amount of time seeing how people interact with objects, seeing the experience they’re getting, seeing the pain points or joy—and uses that to infer and define the problem.

Simon London: Problem definition, but out in the world.

Hugo Sarrazin: With an enormous amount of empathy. There’s a huge emphasis on empathy. Traditional, more classic problem solving is you define the problem based on an understanding of the situation. This one almost presupposes that we don’t know the problem until we go see it. The second thing is you need to come up with multiple scenarios or answers or ideas or concepts, and there’s a lot of divergent thinking initially. That’s slightly different, versus the prioritization, but not for long. Eventually, you need to kind of say, “OK, I’m going to converge again.” Then you go and you bring things back to the customer and get feedback and iterate. Then you rinse and repeat, rinse and repeat. There’s a lot of tactile building, along the way, of prototypes and things like that. It’s very iterative.

Simon London: So, Charles, are these complements or are these alternatives?

Charles Conn: I think they’re entirely complementary, and I think Hugo’s description is perfect. When we do problem definition well in classic problem solving, we are demonstrating the kind of empathy, at the very beginning of our problem, that design thinking asks us to approach. When we ideate—and that’s very similar to the disaggregation, prioritization, and work-planning steps—we do precisely the same thing, and often we use contrasting teams, so that we do have divergent thinking. The best teams allow divergent thinking to bump them off whatever their initial biases in problem solving are. For me, design thinking gives us a constant reminder of creativity, empathy, and the tactile nature of problem solving, but it’s absolutely complementary, not alternative.

Simon London: I think, in a world of cross-functional teams, an interesting question is do people with design-thinking backgrounds really work well together with classical problem solvers? How do you make that chemistry happen?

Hugo Sarrazin: Yeah, it is not easy when people have spent an enormous amount of time seeped in design thinking or user-centric design, whichever word you want to use. If the person who’s applying classic problem-solving methodology is very rigid and mechanical in the way they’re doing it, there could be an enormous amount of tension. If there’s not clarity in the role and not clarity in the process, I think having the two together can be, sometimes, problematic.

The second thing that happens often is that the artifacts the two methodologies try to gravitate toward can be different. Classic problem solving often gravitates toward a model; design thinking migrates toward a prototype. Rather than writing a big deck with all my supporting evidence, they’ll bring an example, a thing, and that feels different. Then you spend your time differently to achieve those two end products, so that’s another source of friction.

Now, I still think it can be an incredibly powerful thing to have the two—if there are the right people with the right mind-set, if there is a team that is explicit about the roles, if we’re clear about the kind of outcomes we are attempting to bring forward. There’s an enormous amount of collaborativeness and respect.

Simon London: But they have to respect each other’s methodology and be prepared to flex, maybe, a little bit, in how this process is going to work.

Hugo Sarrazin: Absolutely.

Simon London: The other area where, it strikes me, there could be a little bit of a different sort of friction is this whole concept of the day-one answer, which is what we were just talking about in classical problem solving. Now, you know that this is probably not going to be your final answer, but that’s how you begin to structure the problem. Whereas I would imagine your design thinkers—no, they’re going off to do their ethnographic research and get out into the field, potentially for a long time, before they come back with at least an initial hypothesis.

Want better strategies? Become a bulletproof problem solver

Hugo Sarrazin: That is a great callout, and that’s another difference. Designers typically will like to soak into the situation and avoid converging too quickly. There’s optionality and exploring different options. There’s a strong belief that keeps the solution space wide enough that you can come up with more radical ideas. If there’s a large design team or many designers on the team, and you come on Friday and say, “What’s our week-one answer?” they’re going to struggle. They’re not going to be comfortable, naturally, to give that answer. It doesn’t mean they don’t have an answer; it’s just not where they are in their thinking process.

Simon London: I think we are, sadly, out of time for today. But Charles and Hugo, thank you so much.

Charles Conn: It was a pleasure to be here, Simon.

Hugo Sarrazin: It was a pleasure. Thank you.

Simon London: And thanks, as always, to you, our listeners, for tuning into this episode of the McKinsey Podcast . If you want to learn more about problem solving, you can find the book, Bulletproof Problem Solving: The One Skill That Changes Everything , online or order it through your local bookstore. To learn more about McKinsey, you can of course find us at McKinsey.com.

Charles Conn is CEO of Oxford Sciences Innovation and an alumnus of McKinsey’s Sydney office. Hugo Sarrazin is a senior partner in the Silicon Valley office, where Simon London, a member of McKinsey Publishing, is also based.

Explore a career with us

Related articles.

Strategy to beat the odds

Five routes to more innovative problem solving

Effective Problem-Solving Techniques in Business

January 20, 2023

Purdue Online

Problem solving is an increasingly important soft skill for those in business. The Future of Jobs Survey by the World Economic Forum drives this point home. According to this report, complex problem solving is identified as one of the top 15 skills that will be sought by employers in 2025, along with other soft skills such as analytical thinking, creativity and leadership.

Dr. Amy David , clinical associate professor of management for supply chain and operations management, spoke about business problem-solving methods and how the Purdue University Online MBA program prepares students to be business decision-makers.

Why Are Problem-Solving Skills Essential in Leadership Roles?

Every business will face challenges at some point. Those that are successful will have people in place who can identify and solve problems before the damage is done.

“The business world is constantly changing, and companies need to be able to adapt well in order to produce good results and meet the needs of their customers,” David says. “They also need to keep in mind the triple bottom line of ‘people, profit and planet.’ And these priorities are constantly evolving.”

To that end, David says people in management or leadership need to be able to handle new situations, something that may be outside the scope of their everyday work.

“The name of the game these days is change—and the speed of change—and that means solving new problems on a daily basis,” she says.

The pace of information and technology has also empowered the customer in a new way that provides challenges—or opportunities—for businesses to respond.

“Our customers have a lot more information and a lot more power,” she says. “If you think about somebody having an unhappy experience and tweeting about it, that’s very different from maybe 15 years ago. Back then, if you had a bad experience with a product, you might grumble about it to one or two people.”

David says that this reality changes how quickly organizations need to react and respond to their customers. And taking prompt and decisive action requires solid problem-solving skills.

What Are Some of the Most Effective Problem-Solving Methods?

David says there are a few things to consider when encountering a challenge in business.

“When faced with a problem, are we talking about something that is broad and affects a lot of people? Or is it something that affects a select few? Depending on the issue and situation, you’ll need to use different types of problem-solving strategies,” she says.

Using Techniques

There are a number of techniques that businesses use to problem solve. These can include:

• Five Whys : This approach is helpful when the problem at hand is clear but the underlying causes are less so. By asking “Why?” five times, the final answer should get at the potential root of the problem and perhaps yield a solution.
• Gap Analysis : Companies use gap analyses to compare current performance with expected or desired performance, which will help a company determine how to use its resources differently or adjust expectations.
• Gemba Walk : The name, which is derived from a Japanese word meaning “the real place,” refers to a commonly used technique that allows managers to see what works (and what doesn’t) from the ground up. This is an opportunity for managers to focus on the fundamental elements of the process, identify where the value stream is and determine areas that could use improvement.
• Porter’s Five Forces : Developed by Harvard Business School professor Michael E. Porter, applying the Five Forces is a way for companies to identify competitors for their business or services, and determine how the organization can adjust to stay ahead of the game.
• Six Thinking Hats : In his book of the same name, Dr. Edward de Bono details this method that encourages parallel thinking and attempting to solve a problem by trying on different “thinking hats.” Each color hat signifies a different approach that can be utilized in the problem-solving process, ranging from logic to feelings to creativity and beyond. This method allows organizations to view problems from different angles and perspectives.
• SWOT Analysis : This common strategic planning and management tool helps businesses identify strengths, weaknesses, opportunities and threats (SWOT).

“We have a lot of these different tools,” David says. “Which one to use when is going to be dependent on the problem itself, the level of the stakeholders, the number of different stakeholder groups and so on.”

Each of the techniques outlined above uses the same core steps of problem solving:

• Identify and define the problem
• Consider possible solutions
• Evaluate options
• Choose the best solution
• Implement the solution
• Evaluate the outcome

Data drives a lot of daily decisions in business and beyond. Analytics have also been deployed to problem solve.

“We have specific classes around storytelling with data and how you convince your audience to understand what the data is,” David says. “Your audience has to trust the data, and only then can you use it for real decision-making.”

Data can be a powerful tool for identifying larger trends and making informed decisions when it’s clearly understood and communicated. It’s also vital for performance monitoring and optimization.

How Is Problem Solving Prioritized in Purdue’s Online MBA?

The courses in the Purdue Online MBA program teach problem-solving methods to students, keeping them up to date with the latest techniques and allowing them to apply their knowledge to business-related scenarios.

“I can give you a model or a tool, but most of the time, a real-world situation is going to be a lot messier and more valuable than what we’ve seen in a textbook,” David says. “Asking students to take what they know and apply it to a case where there’s not one single correct answer is a big part of the learning experience.”

Make Your Own Decision to Further Your Career

An online MBA from Purdue University can help advance your career by teaching you problem-solving skills, decision-making strategies and more. Reach out today to learn more about earning an online MBA with Purdue University .

About the Author

• Communication
• Health Sciences
• Student Advice

How it works

Transform your enterprise with the scalable mindsets, skills, & behavior change that drive performance.

Explore how BetterUp connects to your core business systems.

We pair AI with the latest in human-centered coaching to drive powerful, lasting learning and behavior change.

Build leaders that accelerate team performance and engagement.

Unlock performance potential at scale with AI-powered curated growth journeys.

Build resilience, well-being and agility to drive performance across your entire enterprise.

Transform your business, starting with your sales leaders.

Unlock business impact from the top with executive coaching.

Foster a culture of inclusion and belonging.

Accelerate the performance and potential of your agencies and employees.

See how innovative organizations use BetterUp to build a thriving workforce.

Discover how BetterUp measurably impacts key business outcomes for organizations like yours.

A demo is the first step to transforming your business. Meet with us to develop a plan for attaining your goals.

• What is coaching?

Learn how 1:1 coaching works, who its for, and if it's right for you.

Accelerate your personal and professional growth with the expert guidance of a BetterUp Coach.

Types of Coaching

Navigate career transitions, accelerate your professional growth, and achieve your career goals with expert coaching.

Enhance your communication skills for better personal and professional relationships, with tailored coaching that focuses on your needs.

Find balance, resilience, and well-being in all areas of your life with holistic coaching designed to empower you.

Discover your perfect match : Take our 5-minute assessment and let us pair you with one of our top Coaches tailored just for you.

Best practices, research, and tools to fuel individual and business growth.

View on-demand BetterUp events and learn about upcoming live discussions.

The latest insights and ideas for building a high-performing workplace.

• BetterUp Briefing

The online magazine that helps you understand tomorrow's workforce trends, today.

Innovative research featured in peer-reviewed journals, press, and more.

Founded in 2022 to deepen the understanding of the intersection of well-being, purpose, and performance

We're on a mission to help everyone live with clarity, purpose, and passion.

Join us and create impactful change.

Read the buzz about BetterUp.

Meet the leadership that's passionate about empowering your workforce.

For Business

For Individuals

How to improve your creative skills for effective problem-solving

Cultivate your creativity

Foster creativity and continuous learning with guidance from our certified Coaches.

Jump to section

What’s creative thinking?

Creative thinking versus critical thinking

Creative thinking skills

How to develop creative thinking skills

4 creative thinking examples to include on your resume

Sharpen your creativity

Creative thinking is the key to unlocking innovation and problem-solving excellence. 

In the whirlwind of everyday professional challenges, we’ve all encountered moments when fresh ideas feel elusive. If you’ve found yourself struggling to inspire your team or spinning out during a brainstorming session , it may be a sign you need to develop your creative skills. Plus, creative problem solving looks excellent on a resume .

As a leader or team member, your ability to think outside the box can ignite a spark of ingenuity that propels your team to new heights. Fan the flames of growth and learn how to improve your creative thinking (and highlight your new skills in your next job application).

What’s creative thinking? 

Creative thinking is the dynamic process of transforming your ideas into actions. The skillset equips you to think differently and approach challenges from innovative angles.

At its core, creative thinking empowers you to break free from the constraints of the status quo and dream up fresh, original ideas. It breathes life into your decisions, encouraging you to embrace your imaginative instincts. 

By daring to challenge traditional approaches, your creativity opens doors to uncharted innovations and groundbreaking solutions.

Creative thinking versus critical thinking 

Although creative and critical thinking are both used in problem-solving , the two skills are marked by key differences. 

Creative thinking is the catalyst for generating innovative ideas and crafting novel approaches to the challenges around them. With an open mind and a wild imagination, creative thinkers produce and explore unconventional solutions to the problems that stand in their way.

Critical thinking analyzes available information with an unbiased and rational approach. It involves questioning perceptions, ensuring that decisions are devoid of bias and reasoning remains grounded in sound judgment. 

Creative thinking skills 

When you look at creative thinking as a set of particular abilities, it becomes easier to develop and perfect. These creative skill examples can help you thrive inside and outside of the workplace:

1. Open-mindedness

When you’re open-minded, you can readily adapt to new information and look for fresh problem-solving approaches. You’re receptive to the opinions and ideas of others because you view them as constructive rather than criticizing . This openness also encourages you to freely share your creative ideas without fearing judgement.

2. Curiosity

You might find that you tap into creative potential the most when you’re challenging convention and posing new ways of thinking. Analyzing processes and asking yourself how you can improve them is an exciting way to make more efficient systems.

Whether you’re new to a job or have worked at the company for years, you may wonder why procedures are what they are — lean into this curiosity to develop new and better ways to work. 

3. Ability to brainstorm

There are numerous ways to solve a problem, and brainstorming helps to get them onto paper so you can weigh their pros and cons. This way of lateral thinking encourages you to view solutions as multifaceted rather than a single, straightforward answer.

4. Experimentation

Creative people experiment with various ways of solving a problem before deciding on the best way to take action. Emulate this mindset in your projects and tasks. For instance, if you work in web design, you might try several page layouts before deciding on a final visual identity for your client.

5. Networking

Speaking with people from different professional backgrounds is an excellent way to stimulate creative thinking and develop new perspectives. When you network with professionals with diverse skill sets and experiences, they might influence you to look at the world differently or suggest an innovative way to tackle a problem.

6. Observation

It’s important to know when to take the backseat and listen in. Observing how others tackle complex issues might inspire you to make changes within your team. Always keep an eye out for opportunities to learn from more experienced peers and innovative colleagues.

7. Organization

Although some individuals claim to thrive in clutter, keeping your work organized creates an environment where you can work freely without distraction. This involves keeping your workspace tidy, creating clear to-do lists, and using visual maps to express your plans and processes.

8. Communication

Proper communication empowers you to share valuable insight and ideas with your teammates. You need strong verbal and written skills to pitch and describe your thoughts and actively listen to others’ feedback and advice.

9. Analysis

Before you can dream up a creative approach to an obstacle, you must fully understand the problem at hand. Without proper analysis, your solution may contain flaws, or you could miss important details of your problem. Practice sifting through every detail of the issue and pinpointing the causes. 

10. Problem-solving

No matter your industry, problem-solving is always a valuable skill. Consider how to tackle a problem without asking the advice of others to see what creative solutions arise. This way, you can see what inventive ideas you can come up with before external opinions influence you.

Although some of your coworkers may seem to have a natural talent for creativity and creative thinking, it’s a skill anyone can develop and improve. Here are seven ways to advance your innovative problem-solving:

Reading is an effective way to exercise your mind, increase your vocabulary, and expose yourself to new ways of thinking. Whether your book is on a problem you’re facing at work or a new and exciting subject, reading is an excellent opportunity to learn. That’s right: simply cracking open a book can help you grow . 

Keep a notepad nearby and write down thoughts and ideas as they arise. Writing helps you to process information, and you can revisit your musing whenever you need to get your creative juices flowing. If you’ve never tried journaling before, it’s an excellent way to process your thoughts and feelings in a safe and private space. 

3. Exercise

Exercising improves your sleep and ability to cope with stress, making it easier to stay alert and contribute fresh ideas at work. 

4. Listen to music

Music can affect your mood and place you in the mindset to solve problems. If you’re struggling with creative writing or creating a visual piece of work, listening to music could push you toward expressing yourself more meaningfully. 

5. Ask for feedback

Collaboration and teamwork are key when developing creative solutions in the workplace. You can ask teammates or superiors for feedback on your ideas to gain insight into potential flaws in your reasoning and streamline your solutions.

6. Find a mentor or coach

Having an experienced person to bounce ideas off is a catalyst for creativity. A mentor or coach who’s dealt with similar obstacles can provide insight into what worked and what didn’t, saving you valuable brainstorming time. 

7. Change your approach

If you’ve been approaching your tasks the same way, adjusting your processes may bring a fresh perspective and stimulate change. Ask yourself why you tackle work from a similar angle each time and consider more creative ways to conduct your day-to-day operations.

4 creative thinking examples to include on your resume 

Employers want to add creative people to their teams because solving problems takes a lot of ingenuity. Use these four examples and bullet points for inspiration when listing creative thinking skills on your resume.

On a graphic designer’s resume:

• Collaborated on rebranding [company’s] visual identity and social media content strategy
• Developed unique and innovative branding material for [company A] , [company B] , and [company C]

On a copywriter’s resume:

• Revised [company’s] website and blog content to be more engaging, exciting, and SEO-focused
• Contributed original and innovative articles on [topic] to [publication A] and [publication B]

On a public relations specialist’s resume:

• Increased [company’s] brand awareness by planning [event] to launch [product]
• Collaborated with [brand] on [product’s] creative marketing strategy to reach a wider audience

On a teacher’s resume:

• Developed a novel approach to teaching [subject or class] to students with various learning styles and needs
• Introduced [extracurricular] , the first of its kind in [the school board] , to engage students in [activity]

Sharpen your creativity 

Critical and creative thinking broaden your perspective and allow you to devise unique solutions to everyday problems. You can develop your creative skills by changing your environment, learning from others, and adjusting your approach to work. 

Regardless of how you choose to spark creativity at work, don’t be afraid to step outside your comfort zone and confidently contribute your ideas. You never know — you might just come up with the next big company innovation.

Elizabeth Perry, ACC

Elizabeth Perry is a Coach Community Manager at BetterUp. She uses strategic engagement strategies to cultivate a learning community across a global network of Coaches through in-person and virtual experiences, technology-enabled platforms, and strategic coaching industry partnerships. With over 3 years of coaching experience and a certification in transformative leadership and life coaching from Sofia University, Elizabeth leverages transpersonal psychology expertise to help coaches and clients gain awareness of their behavioral and thought patterns, discover their purpose and passions, and elevate their potential. She is a lifelong student of psychology, personal growth, and human potential as well as an ICF-certified ACC transpersonal life and leadership Coach.

How to develop critical thinking skills

6 ways to leverage ai for hyper-personalized corporate learning, self directed learning is the key to new skills and knowledge, the power of professional learning communities, the benefits of microlearning: learn big, study small, why asynchronous learning is the key to successful upskilling, 8 creative solutions to your most challenging problems, experimentation brings innovation: create an experimental workplace, what are metacognitive skills examples in everyday life, similar articles, 10 problem-solving strategies to turn challenges on their head, thinking outside the box: 8 ways to become a creative problem solver, what is creative thinking and why does it matter, essential decision-making skills to guide your tough choices, what are professional skills, and which should you add to your resume, why creativity isn't just for creatives and how to find it anywhere, professional leadership skills to incorporate on your resume, stay connected with betterup, get our newsletter, event invites, plus product insights and research..

3100 E 5th Street, Suite 350 Austin, TX 78702

• Platform Overview
• Integrations
• Powered by AI
• BetterUp Lead
• BetterUp Manage™
• BetterUp Care™
• Sales Performance
• Diversity & Inclusion
• Case Studies
• Why BetterUp?
• About Coaching
• Find your Coach
• Career Coaching
• Communication Coaching
• Life Coaching
• News and Press
• Leadership Team
• Become a BetterUp Coach
• BetterUp Labs
• Center for Purpose & Performance
• Leadership Training
• Business Coaching
• Contact Support
• Contact Sales
• Privacy Policy
• Acceptable Use Policy
• Trust & Security
• Cookie Preferences

• Coaching Skills Training
• Coaching TIPS²™
• Continuous Improvement Coaching
• Courageous Conversations Workshop
• Executive Coaching Program
• Feedback 360
• Safety Coaching
• Sales Coaching Training Program
• Free Consultation
• Applied Strategic Thinking®
• Strategic Leadership Course
• Strategic Teaming
• Strategy Development Processes and Services
• Communication Training for Managers
• Conflict and Collaboration
• Confronting Racism Workshop
• Delegation & Accountability
• Diversity, Equity, and Inclusion Workshop
• Flexible Leadership
• Leading Change
• Leading Groups to Solutions
• Leading Innovation
• Mid-Level Management Training
• Qualities of Leadership
• Bottom Line Leadership
• Customized Leadership Development Programs
• Leadership Development Program Design
• Mini-MBA & Operational Finance
• Problem Solving and Decision Making in the Workplace
• Transition to Leadership
• Virtual Leadership
• High-Performance Teamwork
• Leadership Team Alignment Workshop
• Orienteering
• Corporate Outdoor Training and Team Building
• Retreats for Teams
• Innovation Skills Training
• Personal Impact Workshop
• Supervisor Training Programs
• Customization of CMOE’s Learning Library
• Full Curriculum Development and Design
• Learning & Development Advisory Services
• Bottom Line Leadership Training
• Consulting Services
• Leadership Retreats
• Learning and Development Consulting Services
• Needs Analysis and Organization Assessments
• Transformation & Change Solutions
• Facilitator Training Workshop
• Empathic Leadership
• Supervisor Development Series
• All Courses
• Digital Learning
• Books and Publications
• Assessments and Surveys
• Clients Served
• History and Experience
• Meet the CMOE Team
• Testimonials
• Articles & Tools
• Scenario Templates
• Certified Partners
• Event Resources
• Industry Insights
• Resource Library
• Video Library
• News and Events
• Professional Accreditation and Continuing Education Units
• Surveys & Assessments
• Problem Solving in Business
• 360-Degree Leadership Assessment
• Adaptive Communication
• Adaptive Leadership
• Authentic Leadership Style
• Boundary Spanning Leadership
• Business Change Strategies
• Business-Strategy Principles
• Capacity Building
• Cascading Strategy
• Change Management
• Coaching Framework
• Coaching in the Workplace
• Coaching Leadership Style
• Collaborative Coaching
• Competency Assessment
• Conflict Resolution in the Workplace
• Core Competence
• Corporate Strategic Planning
• Crisis Leadership
• Critical Success Factors
• DEI in the Workplace
• Directive Leader
• Empathetic Leadership Definition
• Horizontal Leadership
• Inclusive Leadership
• Innovation Strategy
• Leadership Competency Framework
• Leadership Model
• Management Succession Planning
• Operational Excellence
• Organizational Alignment
• Participative Leadership Style
• Performance Deficiency Coaching
• Persuasive Leadership Style
• Servant Leadership Style
• Strategic Agility
• Strategic Alignment
• Strategic Audit
• Strategic Framework
• Strategic Management
• Strategic Mindset Competency
• Strategic Thinking
• Strategy Committee
• Strategy Issues
• Strategy Maps
• Supportive Leadership Style: Definition and Qualities
• Team Building Interventions
• Team Environment
• Team Performance Assessment
• Teamwork Atmosphere
• Total Employee Involvement
• Training Needs Analysis (TNA) Definition
• Transformational Leadership
• Visionary Leadership Style
• What Are Strategic Initiatives: Examples and Development

What Is Problem Solving in Business?

Problem-solving in business is defined as implementing processes that reduce or remove obstacles that are preventing you or others from accomplishing operational and strategic business goals.

In business, a problem is a situation that creates a gap between the desired and actual outcomes. In addition, a true problem typically does not have an immediately obvious resolution.

Business problem-solving works best when it is approached through a consistent system in which individuals:

• Identify and define the problem
• Prioritize the problem based on size, potential impact, and urgency
• Complete a root-cause analysis
• Develop a variety of possible solutions
• Evaluate possible solutions and decide which is most effective
• Plan and implement the solution

Why Is Problem-Solving Important in Business?

Understanding the importance of problem-solving skills in the workplace will help you develop as a leader. Problem-solving skills will help you resolve critical issues and conflicts that you come across. Problem-solving is a valued skill in the workplace because it allows you to:

• Apply a standard problem-solving system to all challenges
• Find the root causes of problems
• Quickly deal with short-term business interruptions
• Form plans to deal with long-term problems and improve the organization
• See challenges as opportunities
• Keep your cool during challenges

How Do You Solve Business Problems Effectively?

There are many different problem-solving strategies, but most can be broken into general steps. Here is a six-step method for business problem solving:

1) Identify the Details of the Problem: Gather enough information to accurately define the problem. This can include data on procedures being used, employee actions, relevant workplace rules, and so on. Write down the specific outcome that is needed, but don’t assume what the solution should be.

• Use the Five Whys: When assessing a problem, a common strategy is to ask “why” five times. First, ask why the problem occurred. Then, take the answer and ask “why” again, and so on. The intention is to help you get down to the root cause of the problem so you can directly target that core issue with your solution.

2) Creatively Brainstorm Solutions:   State every solution you can think of. Write them down. Seek input from those who possess in-depth knowledge of or experience with the problem you’re trying to solve. These insights will provide you with valuable perspectives you can transform into tangible and impactful solutions.

3) Evaluate Solutions and Make a Decision:   Assess the feasibility of each solution. Is the deadline realistic? Are there readily available resources you can leverage to successfully implement the solution? What is the return on investment of each solution? If necessary, come up with alternative solutions or adjust the initial ones you brainstormed in step 2.

4) Make a Decision: Finally, make a firm decision on one solution. This final solution should clearly address the root cause of the problem.

• Perform a SWOT Analysis: You can use a SWOT analysis to help you decide on the best solution. A SWOT analysis involves identifying the strengths, weaknesses, opportunities, and threats linked to a specific decision. With this framework, your team can assess a decision from various angles, thereby gaining a holistic view of it.

5) Take Action:   Write up a detailed plan. This involves developing a comprehensive roadmap that outlines the steps required to implement your solution. The steps should specify milestones, deadlines, roles, and how to obtain the necessary approvals. To ensure accountability, your entire team should have access to this action plan. Each team member should be able to track and share their progress with the group.

6) Gather and Share Feedback: Problem-solving is not a “set it and forget it” process. It’s a dynamic journey that necessitates ongoing attention, deliberation, and refinement to achieve optimal results. Thus, periodic feedback is critical in validating whether the chosen solution creates the desired impact. It allows key stakeholders to check in and make any necessary changes.

What Are Problem-Solving Skills?

Problem-solving skills are specific procedures that can be used to complete one or more of the six general steps of problem-solving (discussed above). Here are five important examples:

Using Emotional Intelligence: You’ll solve problems more calmly when you learn to recognize your own emotional patterns and to empathize with and guide the emotions of others. Avoid knee-jerk responses and making assumptions.

Researching Problems: An effective solution requires an accurate description of the problem. Define simple problems using quick research methods such as asking, “What? Where? When? and How much?.” Difficult problems require more in-depth research, such as data exploration, surveys, and interviews.

Creative Brainstorming: When brainstorming with a group, encourage idea creation by listening attentively to everyone, and recognizing everyone’s unique contributions.

Logical Reasoning: Develop standard logical steps for analyzing possible solutions to problems. Study and apply ideas about logical fallacies, deductive reasoning, and other areas of analytical thought.

Decisiveness: Use an agreed-upon system for choosing a solution, which can include assigning pros and cons to solutions, identifying mandatory results, getting feedback about solutions, choosing the decision-maker(s), and finishing or repeating the process.

How Can You Improve Your Problem-Solving Skills?

Learning how to solve business problems takes time and effort. Though some people appear to have been born with superior problem-solving skills, great problem-solvers usually have taken the time to refine their abilities. You can develop high-level skills for solving problems too, through the following methods:

Ask and Listen: Don’t expect to solve every problem alone. Ask for advice, and listen to it carefully.

Practice Curiosity: Any time you’re involved in solving a problem, practice researching and defining the problem just a little longer than you would naturally.

Break Down Problems: Whenever possible, break large problems into their smallest units. Then, search for solutions to one unit at a time.

Don’t Label Yourself Negatively: Don’t allow a problem to mean something negative about you personally. Separate yourself from it. Look at it objectively and be part of the solution.

Enhance Your Problem-Solving Skills with CMOE

Problem-solving skills in business are not developed overnight. Developing then takes ongoing practice and the right guidance to get right. We encourage you to leverage CMOE’s Problem-Solving and Decision Making in the Workplace workshop to further develop your skills. We’ll help you identify new ways to solve problems methodically so you can create greater impact.

Clients We’ve Worked With

Contact form.

Need More Information? Please fill out the following form and we will be in contact with you with more information.

" * " indicates required fields

As Featured In:

The Better Business Bureau has determined that CMOE meets accreditation standards. These standards verify that CMOE’s product quality and competence enhance customer trust and confidence.

©2023 Center for Management & Organization Effectiveness. All rights reserved.

35 problem-solving techniques and methods for solving complex problems

Design your next session with SessionLab

Join the 150,000+ facilitators 
using SessionLab.

Recommended Articles

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

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

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

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

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

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

Let’s get started! 

How do you identify problems?

How do you identify the right solution.

• Tips for more effective problem-solving

Complete problem-solving methods

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

Problem-solving warm-up activities

Closing activities for a problem-solving process.

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

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

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

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

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

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

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

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

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

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

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

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

Tips for more effective problem solving

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

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

Clearly define the problem

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

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

Don’t jump to conclusions

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

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

Try different approaches  

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

Don’t take it personally 

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

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

Get the right people in the room

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

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

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

Document everything

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

Bring a facilitator 

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

Develop your problem-solving skills

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

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

Design a great agenda

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

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

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

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

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

Design Sprint 2.0

• Open Space Technology

1. Six Thinking Hats

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

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

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

2. Lightning Decision Jam

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

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

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

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

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

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

3. Problem Definition Process

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

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

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

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

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

4. The 5 Whys 

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

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

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

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

5. World Cafe

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

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

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

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

6. Discovery & Action Dialogue (DAD)

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

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

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

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

7. Design Sprint 2.0

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

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

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

8. Open space technology

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

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

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

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

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

Techniques to identify and analyze problems

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

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

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

Let’s take a look!

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

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

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

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

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

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

10. The Creativity Dice

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

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

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

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

11. Fishbone Analysis

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

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

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

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

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

12. Problem Tree 

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

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

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

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

13. SWOT Analysis

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

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

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

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

14. Agreement-Certainty Matrix

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

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

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

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

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

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

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

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

16. Speed Boat

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

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

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

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

17. The Journalistic Six

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

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

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

18. LEGO Challenge

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

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

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

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

19. What, So What, Now What?

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

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

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

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

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

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

20. Journalists  

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

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

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

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

Problem-solving techniques for developing solutions 

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

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

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

21. Mindspin  

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

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

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

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

22. Improved Solutions

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

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

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

23. Four Step Sketch

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

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

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

24. 15% Solutions

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

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

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

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

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

25. How-Now-Wow Matrix

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

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

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

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

26. Impact and Effort Matrix

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

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

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

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

27. Dotmocracy

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

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

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

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

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

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

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

28. Check-in / Check-out

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

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

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

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

29. Doodling Together  

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

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

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

30. Show and Tell

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

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

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

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

31. Constellations

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

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

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

32. Draw a Tree

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

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

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

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

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

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

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

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

How do I conclude a problem-solving process?

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

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

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

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

33. One Breath Feedback

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

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

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

34. Who What When Matrix 

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

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

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

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

35. Response cards

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

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

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

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

Save time and effort discovering the right solutions

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

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

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

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

Over to you

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

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

thank you very much for these excellent techniques

Certainly wonderful article, very detailed. Shared!

Leave a Comment Cancel reply

Your email address will not be published. Required fields are marked *

Going from a mere idea to a workshop that delivers results for your clients can feel like a daunting task. In this piece, we will shine a light on all the work behind the scenes and help you learn how to plan a workshop from start to finish. On a good day, facilitation can feel like effortless magic, but that is mostly the result of backstage work, foresight, and a lot of careful planning. Read on to learn a step-by-step approach to breaking the process of planning a workshop into small, manageable chunks.  The flow starts with the first meeting with a client to define the purposes of a workshop.…

How does learning work? A clever 9-year-old once told me: “I know I am learning something new when I am surprised.” The science of adult learning tells us that, in order to learn new skills (which, unsurprisingly, is harder for adults to do than kids) grown-ups need to first get into a specific headspace.  In a business, this approach is often employed in a training session where employees learn new skills or work on professional development. But how do you ensure your training is effective? In this guide, we'll explore how to create an effective training session plan and run engaging training sessions. As team leader, project manager, or consultant,…

Effective online tools are a necessity for smooth and engaging virtual workshops and meetings. But how do you choose the right ones? Do you sometimes feel that the good old pen and paper or MS Office toolkit and email leaves you struggling to stay on top of managing and delivering your workshop? Fortunately, there are plenty of online tools to make your life easier when you need to facilitate a meeting and lead workshops. In this post, we’ll share our favorite online tools you can use to make your job as a facilitator easier. In fact, there are plenty of free online workshop tools and meeting facilitation software you can…

Design your next workshop with SessionLab

Join the 150,000 facilitators using SessionLab

Sign up for free

1-800-488-6040

• My Career or Business
• My Health & Vitality
• My Mental Health
• My Finances & Building Wealth
• My Relationship
• My Leadership Skills
• My Productivity
• Growth Solutions
• About Tony Robbins
• The Science of Tony Robbins
• Contribution
• Company Culture
• Get Involved
• Success Stories
• Case Studies
• Events Calendar
• Unleash the Power Within
• Business Mastery
• Date With Destiny
• Life Mastery Virtual
• Wealth Mastery Virtual
• Life & Wealth Mastery Fiji
• Leadership Academy
• Inner Circle Community
• Pinnacle Enterprise
• Platinum Partnership
• Unleash Her Power Within
• Business Coaching
• Results Coaching
• Business Results Training
• Life Coaching
• Health Coaching
• Meet Tony’s Coaches
• All Products
• Nutraceuticals
• Life Force Book
• Tony Robbins Books
• Training Systems
• Breakthrough App
• Netflix Documentary
• Free Tools & Quizzes

Home » Business Cycle » Problem solving in business

Business problem solving

We all know someone who always seems to have the answer. They’re prepared for any situation and solve problems quickly and decisively. These people are typically great leaders in business and in life. But is business problem solving a natural talent? Or is it a skill you can develop?  

The truth is that business problem solving is a set of skills and strategies that anyone can learn – and it’s more important than ever.   

With the economy in a winter phase and the nature of work transforming before our eyes, there’s no shortage of business problems to solve in today’s economy. Learning how to solve business problems effectively requires focus, decisiveness and self-awareness.

Discover how to solve business problems effectively

Business problem solving: an essential skill

Whether you’re managing a new company or just starting as CEO at a global enterprise, you’re sure to encounter business problems to solve . Dealing with crises . Employee turnover and unhappiness. Inability to scale mindfully. Financial problems. Leadership gaps. Without creative thinking to solve business problems , these issues can quickly build up and lead to the one thing you certainly don’t want: the close of your business.  

Strong leadership and decision-making have the opposite effect: one study even found that extraordinary leaders can double profits at their companies. Business problem solving is an essential skill not only for owners and CEOs, but anyone with entrepreneurial desires or career-climbing dreams.

How to solve business problems effectively

Business problems to solve are easy to come by – the skills needed to make tough choices and act decisively are less common. But with the right strategies, you can develop them and learn how to take your business to the next level .

1. Know where you want to be

Business problem solving always starts with having a plan. If you don’t have goals you’re working toward, you’ll never know when you miss them. The signs of business problems will pass you by.

A traditional business plan isn’t enough, because it only shows you how to get from point A to point B. You need to create a business map – a holistic view of your vision, your mission and all the possible business problems to solve. This map will keep you moving along the route to your ultimate goal: scaling your business and planning an exit strategy .

2. Know where you are

The next step is to get real: be honest about where your business is currently. Look at your financial statements. Survey your employees to get an idea of business problems to solve on the front lines. Ask your colleagues and others in your industry where they are so that you can compare.

It’s important to be realistic at this step. If you have a high risk tolerance , you may be tempted to be overly optimistic. If you’re a perfectionist or have low risk tolerance, you could be more negative than you need to be. Avoid falling in love with your product or your company and make sure you’re taking an objective look at where you are.

3. Identify the problem

In much the same way you ask “What business am I in?” and then “What business am I really in?” you can ask, “What’s the problem?” You’ll likely identify a surface-level answer, like “sales are dropping.” Then ask, “What’s really the problem?” Sales are affected by multiple other business problems to solve , from recruiting top salespeople to providing excellent customer service .

Business problem solving often goes back to the customer. You must provide them with more value than anyone else, through your product and your customer experience. If you’re having trouble identifying your business problem, start with these areas. 

4. Understand the problem

It’s tempting to jump right to solutions once you’ve identified the problem. But pulling weeds out by the top is never effective. You need to get to the root of the issue. When was the last time you did a competitive analysis or surveyed your customers for feedback?

It isn’t enough to perform a typical SWOT analysis and leave it at that. Creative thinking to solve business problems starts with listening . When you listen, you’ll receive data – the opinions of customers, the strategies of competitors. That data will tell a story. Only when you uncover this story will you be able to pull the weed out by the root.

5. Focus on solutions

Tony tells us to “Identify your problems, but give your power and energy to solutions.” Now is the time for solutions – but you can’t do it alone. Get together with your team or your colleagues and brainstorm. Ask the right questions so that you get honest, productive answers. Model various scenarios and rank them based on their outcomes. Apply a framework like the Rapid Planning Method to help you.  

Get a second opinion from your mentor or a group of trusted advisors outside of your company. Sign up for business coaching to run your questions by an expert. Narrow down your options until you’re confident you’ve come to the right solution. Then create a massive action plan and put your business problem-solving skills to use.

Ready to solve your business problems?

Learn how to optimize your entire business strategy and gain an edge over your competition with Tony’s free 7 Forces of Business Mastery program.

© 2024 Robbins Research International, Inc. All rights reserved.

Interview Questions

Comprehensive Interview Guide: 60+ Professions Explored in Detail

26 Good Examples of Problem Solving (Interview Answers)

By Biron Clark

Published: November 15, 2023

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

But how do they measure this?

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

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

Problem-Solving Defined

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

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

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

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

Watch: 26 Good Examples of Problem Solving

Examples of problem solving scenarios in the workplace.

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

Problem Solving Examples for Recent Grads/Entry Level Job Seekers

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

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

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

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

Example Answer 1:

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

Example Answer 2:

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

Example Answer 3:

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

Answering Questions About Problem Solving with the STAR Method

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

STAR stands for:

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

Finally, describe a positive result you got.

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

Example answer:

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

What Are Good Outcomes of Problem Solving?

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

Below are good outcomes of problem solving:

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

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

Tips to Improve Your Problem Solving Skills

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

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

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

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

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

Related interview questions & answers:

• How do you handle stress?
• How do you handle conflict?
• Tell me about a time when you failed

About the Author

Read more articles by Biron Clark

Continue Reading

15 Most Common Pharmacist Interview Questions and Answers

15 most common paralegal interview questions and answers, top 30+ funny interview questions and answers, 60 hardest interview questions and answers, 100+ best ice breaker questions to ask candidates, top 20 situational interview questions (& sample answers), 15 most common physical therapist interview questions and answers, 15 most common project manager interview questions and answers.

• SUGGESTED TOPICS
• The Magazine
• Newsletters
• Managing Yourself
• Managing Teams
• Work-life Balance
• The Big Idea
• Data & Visuals
• Reading Lists
• Case Selections
• HBR Learning
• Topic Feeds
• Account Settings
• Email Preferences

Research: How Different Fields Are Using GenAI to Redefine Roles

• Maryam Alavi

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

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

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

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

Partner Center

• Open access
• Published: 17 February 2022

Effectiveness of problem-based learning methodology in undergraduate medical education: a scoping review

• Joan Carles Trullàs   ORCID: orcid.org/0000-0002-7380-3475 1 , 2 , 3 ,
• Carles Blay   ORCID: orcid.org/0000-0003-3962-5887 1 , 4 ,
• Elisabet Sarri   ORCID: orcid.org/0000-0002-2435-399X 3 &
• Ramon Pujol   ORCID: orcid.org/0000-0003-2527-385X 1  

BMC Medical Education volume  22 , Article number:  104 ( 2022 ) Cite this article

31k Accesses

78 Citations

10 Altmetric

Metrics details

Problem-based learning (PBL) is a pedagogical approach that shifts the role of the teacher to the student (student-centered) and is based on self-directed learning. Although PBL has been adopted in undergraduate and postgraduate medical education, the effectiveness of the method is still under discussion. The author’s purpose was to appraise available international evidence concerning to the effectiveness and usefulness of PBL methodology in undergraduate medical teaching programs.

The authors applied the Arksey and O’Malley framework to undertake a scoping review. The search was carried out in February 2021 in PubMed and Web of Science including all publications in English and Spanish with no limits on publication date, study design or country of origin.

The literature search identified one hundred and twenty-four publications eligible for this review. Despite the fact that this review included many studies, their design was heterogeneous and only a few provided a high scientific evidence methodology (randomized design and/or systematic reviews with meta-analysis). Furthermore, most were single-center experiences with small sample size and there were no large multi-center studies. PBL methodology obtained a high level of satisfaction, especially among students. It was more effective than other more traditional (or lecture-based methods) at improving social and communication skills, problem-solving and self-learning skills. Knowledge retention and academic performance weren’t worse (and in many studies were better) than with traditional methods. PBL was not universally widespread, probably because requires greater human resources and continuous training for its implementation.

PBL is an effective and satisfactory methodology for medical education. It is likely that through PBL medical students will not only acquire knowledge but also other competencies that are needed in medical professionalism.

Peer Review reports

There has always been enormous interest in identifying the best learning methods. In the mid-twentieth century, US educator Edgar Dale proposed which actions would lead to deeper learning than others and published the well-known (and at the same time controversial) “Cone of Experience or Cone of Dale”. At the apex of the cone are oral representations (verbal descriptions, written descriptions, etc.) and at the base is direct experience (based on a person carrying out the activity that they aim to learn), which represents the greatest depth of our learning. In other words, each level of the cone corresponds to various learning methods. At the base are the most effective, participative methods (what we do and what we say) and at the apex are the least effective, abstract methods (what we read and what we hear) [ 1 ]. In 1990, psychologist George Miller proposed a framework pyramid to assess clinical competence. At the lowest level of the pyramid is knowledge (knows), followed by the competence (knows how), execution (shows how) and finally the action (does) [ 2 ]. Both Miller’s pyramid and Dale’s cone propose a very efficient way of training and, at the same time, of evaluation. Miller suggested that the learning curve passes through various levels, from the acquisition of theoretical knowledge to knowing how to put this knowledge into practice and demonstrate it. Dale stated that to remember a high percentage of the acquired knowledge, a theatrical representation should be carried out or real experiences should be simulated. It is difficult to situate methodologies such as problem-based learning (PBL), case-based learning (CBL) and team-based learning (TBL) in the context of these learning frameworks.

In the last 50 years, various university education models have emerged and have attempted to reconcile teaching with learning, according to the principle that students should lead their own learning process. Perhaps one of the most successful models is PBL that came out of the English-speaking environment. There are many descriptions of PBL in the literature, but in practice there is great variability in what people understand by this methodology. The original conception of PBL as an educational strategy in medicine was initiated at McMaster University (Canada) in 1969, leaving aside the traditional methodology (which is often based on lectures) and introducing student-centered learning. The new formulation of medical education proposed by McMaster did not separate the basic sciences from the clinical sciences, and partially abandoned theoretical classes, which were taught after the presentation of the problem. In its original version, PBL is a methodology in which the starting point is a problem or a problematic situation. The situation enables students to develop a hypothesis and identify learning needs so that they can better understand the problem and meet the established learning objectives [ 3 , 4 ]. PBL is taught using small groups (usually around 8–10 students) with a tutor. The aim of the group sessions is to identify a problem or scenario, define the key concepts identified, brainstorm ideas and discuss key learning objectives, research these and share this information with each other at subsequent sessions. Tutors are used to guide students, so they stay on track with the learning objectives of the task. Contemporary medical education also employs other small group learning methods including CBL and TBL. Characteristics common to the pedagogy of both CBL and TBL include the use of an authentic clinical case, active small-group learning, activation of existing knowledge and application of newly acquired knowledge. In CBL students are encouraged to engage in peer learning and apply new knowledge to these authentic clinical problems under the guidance of a facilitator. CBL encourages a structured and critical approach to clinical problem-solving, and, in contrast to PBL, is designed to allow the facilitator to correct and redirect students [ 5 ]. On the other hand, TBL offers a student-centered, instructional approach for large classes of students who are divided into small teams of typically five to seven students to solve clinically relevant problems. The overall similarities between PBL and TBL relate to the use of professionally relevant problems and small group learning, while the main difference relates to one teacher facilitating interactions between multiple self-managed teams in TBL, whereas each small group in PBL is facilitated by one teacher. Further differences are related to mandatory pre-reading assignments in TBL, testing of prior knowledge in TBL and activating prior knowledge in PBL, teacher-initiated clarifying of concepts that students struggled with in TBL versus students-generated issues that need further study in PBL, inter-team discussions in TBL and structured feedback and problems with related questions in TBL [ 6 ].

In the present study we have focused on PBL methodology, and, as attractive as the method may seem, we should consider whether it is really useful and effective as a learning method. Although PBL has been adopted in undergraduate and postgraduate medical education, the effectiveness (in terms of academic performance and/or skill improvement) of the method is still under discussion. This is due partly to the methodological difficulty in comparing PBL with traditional curricula based on lectures. To our knowledge, there is no systematic scoping review in the literature that has analyzed these aspects.

The main motivation for carrying out this research and writing this article was scientific but also professional interest. We believe that reviewing the state of the art of this methodology once it was already underway in our young Faculty of Medicine, could allow us to know if we were on the right track and if we should implement changes in the training of future doctors.

The primary goal of this study was to appraise available international evidence concerning to the effectiveness and usefulness of PBL methodology in undergraduate medical teaching programs. As the intention was to synthesize the scattered evidence available, the option was to conduct a scoping review. A scoping study tends to address broader topics where many different study designs might be applicable. Scoping studies may be particularly relevant to disciplines, such as medical education, in which the paucity of randomized controlled trials makes it difficult for researchers to undertake systematic reviews [ 7 , 8 ]. Even though the scoping review methodology is not widely used in medical education, it is well established for synthesizing heterogeneous research evidence [ 9 ].

The specific aims were: 1) to determine the effectiveness of PBL in academic performance (learning and retention of knowledge) in medical education; 2) to determine the effectiveness of PBL in other skills (social and communication skills, problem solving or self-learning) in medical education; 3) to know the level of satisfaction perceived by the medical students (and/or tutors) when they are taught with the PBL methodology (or when they teach in case of tutors).

This review was guided by Arksey and O’Malley’s methodological framework for conducting scoping reviews. The five main stages of the framework are: (1) identifying the research question; (2) ascertaining relevant studies; (3) determining study selection; (4) charting the data; and (5) collating, summarizing and reporting the results [ 7 ]. We reported our process according to the PRISMA Extension for Scoping Reviews [ 10 ].

Stage 1: Identifying the research question

With the goals of the study established, the four members of the research team established the research questions. The primary research question was “What is the effectiveness of PBL methodology for learning in undergraduate medicine?” and the secondary question “What is the perception and satisfaction of medical students and tutors in relation to PBL methodology?”.

Stage 2: Identifying relevant studies

After the research questions and a search strategy were defined, the searches were conducted in PubMed and Web of Science using the MeSH terms “problem-based learning” and “Medicine” (the Boolean operator “AND” was applied to the search terms). No limits were set on language, publication date, study design or country of origin. The search was carried out on 14th February 2021. Citations were uploaded to the reference manager software Mendeley Desktop (version 1.19.8) for title and abstract screening, and data characterization.

Stage 3: Study selection

The searching strategy in our scoping study generated a total of 2399 references. The literature search and screening of title, abstract and full text for suitability was performed independently by one author (JCT) based on predetermined inclusion criteria. The inclusion criteria were: 1) PBL methodology was the major research topic; 2) participants were undergraduate medical students or tutors; 3) the main outcome was academic performance (learning and knowledge retention); 4) the secondary outcomes were one of the following: social and communication skills, problem solving or self-learning and/or student/tutor satisfaction; 5) all types of studies were included including descriptive papers, qualitative, quantitative and mixed studies methods, perspectives, opinion, commentary pieces and editorials. Exclusion criteria were studies including other types of participants such as postgraduate medical students, residents and other health non-medical specialties such as pharmacy, veterinary, dentistry or nursing. Studies published in languages other than Spanish and English were also excluded. Situations in which uncertainty arose, all authors (CB, ES, RP) discussed the publication together to reach a final consensus. The outcomes of the search results and screening are presented in Fig.  1 . One-hundred and twenty-four articles met the inclusion criteria and were included in the final analysis.

Study flow PRISMA diagram. Details the review process through the different stages of the review; includes the number of records identified, included and excluded

Stage 4: Charting the data

A data extraction table was developed by the research team. Data extracted from each of the 124 publications included general publication details (year, author, and country), sample size, study population, design/methodology, main and secondary outcomes and relevant results and/or conclusions. We compiled all data into a single spreadsheet in Microsoft Excel for coding and analysis. The characteristics and the study subject of the 124 articles included in this review are summarized in Tables 1 and 2 . The detailed results of the Microsoft Excel file is also available in Additional file 1 .

Stage 5: Collating, summarizing and reporting the results

As indicated in the search strategy (Fig.  1 ) this review resulted in the inclusion of 124 publications. Publication years of the final sample ranged from 1990 to 2020, the majority of the publications (51, 41%) were identified for the years 2010–2020 and the years in which there were more publications were 2001, 2009 and 2015. Countries from the six continents were represented in this review. Most of the publications were from Asia (especially China and Saudi Arabia) and North America followed by Europe, and few studies were from Africa, Oceania and South America. The country with more publications was the United States of America ( n  = 27). The most frequent designs of the selected studies were surveys or questionnaires ( n  = 45) and comparative studies ( n  = 48, only 16 were randomized) with traditional or lecture-based learning methodologies (in two studies the comparison was with simulation) and the most frequently measured outcomes were academic performance followed by student satisfaction (48 studies measured more than one outcome). The few studies with the highest level of scientific evidence (systematic review and meta-analysis and randomized studies) were conducted mostly in Asian countries (Tables  1 and 2 ). The study subject was specified in 81 publications finding a high variability but at the same time great representability of almost all disciplines of the medical studies.

The sample size was available in 99 publications and the median [range] of the participants was 132 [14–2061]. According to study population, there were more participants in the students’ focused studies (median 134 and range 16–2061) in comparison with the tutors’ studies (median 53 and range 14–494).

Finally, after reviewing in detail the measured outcomes (main and secondary) according to the study design (Table 2 and Additional file 1 ) we present a narrative overview and a synthesis of the main findings.

Main outcome: academic performance (learning and knowledge retention)

Seventy-one of the 124 publications had learning and/or knowledge retention as a measured outcome, most of them ( n  = 45) were comparative studies with traditional or lecture-based learning and 16 were randomized. These studies were varied in their methodology, were performed in different geographic zones, and normally analyzed the experience of just one education center. Most studies ( n  = 49) reported superiority of PBL in learning and knowledge acquisition [ 11 , 12 , 13 , 14 , 15 , 16 , 17 , 18 , 19 , 20 , 21 , 22 , 23 , 24 , 25 , 26 , 27 , 28 , 29 , 30 , 31 , 32 , 33 , 34 , 35 , 36 , 37 , 38 , 39 , 40 , 41 , 42 , 43 , 44 , 45 , 46 , 47 , 48 , 49 , 50 , 51 , 52 , 53 , 54 , 55 , 56 , 57 , 58 , 59 ] but there was no difference between traditional and PBL curriculums in another 19 studies [ 60 , 61 , 62 , 63 , 64 , 65 , 66 , 67 , 68 , 69 , 70 , 71 , 72 , 73 , 74 , 75 , 76 , 77 , 78 ]. Only three studies reported that PBL was less effective [ 79 , 80 , 81 ], two of them were randomized (in one case favoring simulation-based learning [ 80 ] and another favoring lectures [ 81 ]) and the remaining study was based on tutors’ opinion rather than real academic performance [ 79 ]. It is noteworthy that the four systematic reviews and meta-analysis included in this scoping review, all carried out in China, found that PBL was more effective than lecture-based learning in improving knowledge and other skills (clinical, problem-solving, self-learning and collaborative) [ 40 , 51 , 53 , 58 ]. Another relevant example of the superiority of the PBL method over the traditional method is the experience reported by Hoffman et al. from the University of Missouri-Columbia. The authors analyzed the impact of implementing the PBL methodology in its Faculty of Medicine and revealed an improvement in the academic results that lasted for over a decade [ 31 ].

Secondary outcomes

Social and communication skills.

We found five studies in this scoping review that focused on these outcomes and all of them described that a curriculum centered on PBL seems to instill more confidence in social and communication skills among students. Students perceived PBL positively for teamwork, communication skills and interpersonal relations [ 44 , 45 , 67 , 75 , 82 ].

Student satisfaction

Sixty publications analyzed student satisfaction with PBL methodology. The most frequent methodology were surveys or questionnaires (30 studies) followed by comparative studies with traditional or lecture-based methodology (19 studies, 7 of them were randomized). Almost all the studies (51) have shown that PBL is generally well-received [ 11 , 13 , 18 , 19 , 20 , 21 , 22 , 26 , 29 , 34 , 37 , 39 , 41 , 42 , 46 , 50 , 56 , 58 , 63 , 64 , 66 , 78 , 82 , 83 , 84 , 85 , 86 , 87 , 88 , 89 , 90 , 91 , 92 , 93 , 94 , 95 , 96 , 97 , 98 , 99 , 100 , 101 , 102 , 103 , 104 , 105 , 106 , 107 , 108 , 109 , 110 ] but in 9 studies the overall satisfaction scores for the PBL program were neutral [ 76 , 111 , 112 , 113 , 114 , 115 , 116 ] or negative [ 117 , 118 ]. Some factors that have been identified as key components for PBL to be successful include: a small group size, the use of scenarios of realistic cases and good management of group dynamics. Despite a mostly positive assessment of the PBL methodology by the students, there were some negative aspects that could be criticized or improved. These include unclear communication of the learning methodology, objectives and assessment method; bad management and organization of the sessions; tutors having little experience of the method; and a lack of standardization in the implementation of the method by the tutors.

Tutor satisfaction

There are only 15 publications that analyze the satisfaction of tutors, most of them surveys or questionnaires [ 85 , 88 , 92 , 98 , 108 , 110 , 119 ]. In comparison with the satisfaction of the students, here the results are more neutral [ 112 , 113 , 115 , 120 , 121 ] and even unfavorable to the PBL methodology in two publications [ 117 , 122 ]. PBL teaching was favored by tutors when the institutions train them in the subject, when there was administrative support and adequate infrastructure and coordination [ 123 ]. In some experiences, the PBL modules created an unacceptable toll of anxiety, unhappiness and strained relations.

Other skills (problem solving and self-learning)

The effectiveness of the PBL methodology has also been explored in other outcomes such as the ability to solve problems and to self-directed learning. All studies have shown that PBL is more effective than lecture-based learning in problem-solving and self-learning skills [ 18 , 24 , 40 , 48 , 67 , 75 , 93 , 104 , 124 ]. One single study found a poor accuracy of the students’ self-assessment when compared to their own performance [ 125 ]. In addition, there are studies that support PBL methodology for integration between basic and clinical sciences [ 126 ].

Finally, other publications have reported the experience of some faculties in the implementation of the PBL methodology. Different experiences have demonstrated that it is both possible and feasible to shift from a traditional curriculum to a PBL program, recognizing that PBL methodology is complex to plan and structure, needs a large number of human and material resources, requiring an immense teacher effort [ 28 , 31 , 94 , 127 , 128 , 129 , 130 , 131 , 132 , 133 ]. In addition, and despite its cost implication, a PBL curriculum can be successfully implemented in resource-constrained settings [ 134 , 135 ].

We conducted this scoping review to explore the effectiveness and satisfaction of PBL methodology for teaching in undergraduate medicine and, to our knowledge, it is the only study of its kind (systematic scoping review) that has been carried out in the last years. Similarly, Vernon et al. conducted a meta-analysis of articles published between 1970 and 1992 and their results generally supported the superiority of the PBL approach over more traditional methods of medical education [ 136 ]. PBL methodology is implemented in medical studies on the six continents but there is more experience (or at least more publications) from Asian countries and North America. Despite its apparent difficulties on implementation, a PBL curriculum can be successfully implemented in resource-constrained settings [ 134 , 135 ]. Although it is true that the few studies with the highest level of scientific evidence (randomized studies and meta-analysis) were carried out mainly in Asian countries (and some in North America and Europe), there were no significant differences in the main results according to geographical origin.

In this scoping review we have included a large number of publications that, despite their heterogeneity, tend to show favorable results for the usefulness of the PBL methodology in teaching and learning medicine. The results tend to be especially favorable to PBL methodology when it is compared with traditional or lecture-based teaching methods, but when compared with simulation it is not so clear. There are two studies that show neutral [ 71 ] or superior [ 80 ] results to simulation for the acquisition of specific clinical skills. It seems important to highlight that the four meta-analysis included in this review, which included a high number of participants, show results that are clearly favorable to the PBL methodology in terms of knowledge, clinical skills, problem-solving, self-learning and satisfaction [ 40 , 51 , 53 , 58 ].

Regarding the level of satisfaction described in the surveys or questionnaires, the overall satisfaction rate was higher in the PBL students when compared with traditional learning students. Students work in small groups, allowing and promoting teamwork and facilitating social and communication skills. As sessions are more attractive and dynamic than traditional classes, this could lead to a greater degree of motivation for learning.

These satisfaction results are not so favorable when tutors are asked and this may be due to different reasons; first, some studies are from the 90s, when the methodology was not yet fully implemented; second, the number of tutors included in these studies is low; and third, and perhaps most importantly, the complaints are not usually due to the methodology itself, but rather due to lack of administrative support, and/or work overload. PBL methodology implies more human and material resources. The lack of experience in guided self-learning by lecturers requires more training. Some teachers may not feel comfortable with the method and therefore do not apply it correctly.

Despite how effective and/or attractive the PBL methodology may seem, some (not many) authors are clearly detractors and have published opinion articles with fierce criticism to this methodology. Some of the arguments against are as follows: clinical problem solving is the wrong task for preclinical medical students, self-directed learning interpreted as self-teaching is not appropriate in undergraduate medical education, relegation to the role of facilitators is a misuse of the faculty, small-group experience is inherently variable and sometimes dysfunctional, etc. [ 137 ].

In light of the results found in our study, we believe that PBL is an adequate methodology for the training of future doctors and reinforces the idea that the PBL should have an important weight in the curriculum of our medical school. It is likely that training through PBL, the doctors of the future will not only have great knowledge but may also acquire greater capacity for communication, problem solving and self-learning, all of which are characteristics that are required in medical professionalism. For this purpose, Koh et al. analyzed the effect that PBL during medical school had on physician competencies after graduation, finding a positive effect mainly in social and cognitive dimensions [ 138 ].

Despite its defects and limitations, we must not abandon this methodology and, in any case, perhaps PBL should evolve, adapt, and improve to enhance its strengths and improve its weaknesses. It is likely that the new generations, trained in schools using new technologies and methodologies far from lectures, will feel more comfortable (either as students or as tutors) with methodologies more like PBL (small groups and work focused on problems or projects). It would be interesting to examine the implementation of technologies and even social media into PBL sessions, an issue that has been poorly explorer [ 139 ].

Limitations

Scoping reviews are not without limitations. Our review includes 124 articles from the 2399 initially identified and despite our efforts to be as comprehensive as possible, we may have missed some (probably few) articles. Even though this review includes many studies, their design is very heterogeneous, only a few include a large sample size and high scientific evidence methodology. Furthermore, most are single-center experiences and there are no large multi-center studies. Finally, the frequency of the PBL sessions (from once or twice a year to the whole curriculum) was not considered, in part, because most of the revised studies did not specify this information. This factor could affect the efficiency of PBL and the perceptions of students and tutors about PBL. However, the adoption of a scoping review methodology was effective in terms of summarizing the research findings, identifying limitations in studies’ methodologies and findings and provided a more rigorous vision of the international state of the art.

Conclusions

This systematic scoping review provides a broad overview of the efficacy of PBL methodology in undergraduate medicine teaching from different countries and institutions. PBL is not a new teaching method given that it has already been 50 years since it was implemented in medicine courses. It is a method that shifts the leading role from teachers to students and is based on guided self-learning. If it is applied properly, the degree of satisfaction is high, especially for students. PBL is more effective than traditional methods (based mainly on lectures) at improving social and communication skills, problem-solving and self-learning skills, and has no worse results (and in many studies better results) in relation to academic performance. Despite that, its use is not universally widespread, probably because it requires greater human resources and continuous training for its implementation. In any case, more comparative and randomized studies and/or other systematic reviews and meta-analysis are required to determine which educational strategies could be most suitable for the training of future doctors.

Abbreviations

• Problem-based learning

Case-based learning

Team-based learning

References:

Dale E. Methods for analyzing the content of motion pictures. J Educ Sociol. 1932;6:244–50.

Google Scholar  

Miller GE. The assessment of clinical skills/competence/performance. Acad Med. 1990;65(9 Suppl):S63–7. https://doi.org/10.1097/00001888-199009000-00045 .

Article   Google Scholar  

Bodagh N, Bloomfield J, Birch P, Ricketts W. Problem-based learning: a review. Br J Hosp Med (Lond). 2017;78:C167–70. https://doi.org/10.12968/hmed.2017.78.11.C167 .

- Branda LA. El abc del ABP: Lo esencial del aprendizaje basado en problemas. In: Fundación Dr. Esteve, Cuadernos de la fundación Dr. Antonio Esteve nº27: El aprendizaje basado en problemas en sus textos, pp.1–16. 2013. Barcelona.

Burgess A, Matar E, Roberts C, et al. Scaffolding medical student knowledge and skills: team-based learning (TBL) and case-based learning (CBL). BMC Med Educ. 2021;21:238. https://doi.org/10.1186/s12909-021-02638-3 .

Dolmans D, Michaelsen L, van Merriënboer J, van der Vleuten C. Should we choose between problem-based learning and team-based learning? No, combine the best of both worlds! Med Teach. 2015;37:354–9. https://doi.org/10.3109/0142159X.2014.948828 .

Arksey H, O’Malley L. Scoping studies: towards a methodological framework. In J Soc Res Methodol. 2005;8:19–32. https://doi.org/10.1080/1364557032000119616 .

Levac D, Colquhoun H, O’Brien KK. Scoping studies: advancing the methodology. Implement Sci. 2010;5:69. https://doi.org/10.1186/1748-5908-5-69 .

Pham MT, Rajić A, Greig JD, Sargeant JM, Papadopoulos A, McEwen SA. A scoping review of scoping reviews: advancing the approach and enhancing the consistency. Res Synth Methods. 2014;5:371–85. https://doi.org/10.1002/jrsm.1123 .

Tricco AC, Lillie E, Zarin W, et al. PRISMA extension for scoping reviews (PRISMA-ScR): checklist and explanation. Ann Intern Med. 2018;169:467–73. https://doi.org/10.7326/M18-0850 .

Sokas RK, Diserens D, Johnston MA. Integrating occupational-health into the internal medicine clerkship using problem-based learning. Clin Res. 1990;38:A735.

Richards BF, Ober KP, Cariaga-Lo L, et al. Ratings of students’ performances in a third-year internal medicine clerkship: a comparison between problem-based and lecture-based curricula. Acad Med. 1996;71:187–9. https://doi.org/10.1097/00001888-199602000-00028 .

Gresham CL, Philp JR. Problem-based learning in clinical medicine. Teach Learn Med. 1996;8:111–5. https://doi.org/10.1080/10401339609539776 .

Hill J, Rolfe IE, Pearson SA, Heathcote A. Do junior doctors feel they are prepared for hospital practice? A study of graduates from traditional and non-traditional medical schools. Med Educ. 1998;32:19–24. https://doi.org/10.1046/j.1365-2923.1998.00152.x .

Blake RL, Parkison L. Faculty evaluation of the clinical performances of students in a problem-based learning curriculum. Teach Learn Med. 1998;10:69–73. https://doi.org/10.1207/S15328015TLM1002\_3 .

Hmelo CE. Problem-based learning: effects on the early acquisition of cognitive skill in medicine. J Learn Sc. 1998;7:173–208. https://doi.org/10.1207/s15327809jls0702\_2 .

Finch PN. The effect of problem-based learning on the academic performance of students studying podiatric medicine in Ontario. Med Educ. 1999;33:411–7.

Casassus P, Hivon R, Gagnayre R, d’Ivernois JF. An initial experiment in haematology instruction using the problem-based learning method in third-year medical training in France. Hematol Cell Ther. 1999;41:137–44. https://doi.org/10.1007/s00282-999-0137-0 .

Purdy RA, Benstead TJ, Holmes DB, Kaufman DM. Using problem-based learning in neurosciences education for medical students. Can J Neurol Sci. 1999;26:211–6. https://doi.org/10.1017/S0317167100000287 .

Farrell TA, Albanese MA, Pomrehn PRJ. Problem-based learning in ophthalmology: a pilot program for curricular renewal. Arch Ophthalmol. 1999;117:1223–6. https://doi.org/10.1001/archopht.117.9.1223 .

Curtis JA, Indyk D, Taylor B. Successful use of problem-based learning in a third-year pediatric clerkship. Ambul Pediatr. 2001;1:132–5. https://doi.org/10.1367/1539-4409(2001)001%3c0132:suopbl%3e2.0.co;2 .

Trevena LJ, Clarke RM. Self-directed learning in population health. a clinically relevant approach for medical students. Am J Prev Med. 2002;22:59–65. https://doi.org/10.1016/s0749-3797(01)00395-6 .

Astin J, Jenkins T, Moore L. Medical students’ perspective on the teaching of medical statistics in the undergraduate medical curriculum. Stat Med. 2002;21:1003–7. https://doi.org/10.1002/sim.1132 .

Whitfield CR, Manger EA, Zwicker J, Lehman EB. Differences between students in problem-based and lecture-based curricula measured by clerkship performance ratings at the beginning of the third year. Teach Learn Med. 2002;14:211–7. https://doi.org/10.1207/S15328015TLM1404\_2 .

McParland M, Noble LM, Livingston G. The effectiveness of problem-based learning compared to traditional teaching in undergraduate psychiatry. Med Educ. 2004;38:859–67. https://doi.org/10.1111/j.1365-2929.2004.01818.x .

Casey PM, Magrane D, Lesnick TG. Improved performance and student satisfaction after implementation of a problem-based preclinical obstetrics and gynecology curriculum. Am J Obstet Gynecol. 2005;193:1874–8. https://doi.org/10.1016/j.ajog.2005.07.061 .

Gurpinar E, Musal B, Aksakoglu G, Ucku R. Comparison of knowledge scores of medical students in problem-based learning and traditional curriculum on public health topics. BMC Med Educ. 2005;5:7. https://doi.org/10.1186/1472-6920-5-7 .

Tamblyn R, Abrahamowicz M, Dauphinee D, et al. Effect of a community oriented problem based learning curriculum on quality of primary care delivered by graduates: historical cohort comparison study. BMJ. 2005;331:1002. https://doi.org/10.1136/bmj.38636.582546.7C .

Abu-Hijleh MF, Chakravarty M, Al-Shboul Q, Kassab S, Hamdy H. Integrating applied anatomy in surgical clerkship in a problem-based learning curriculum. Surg Radiol Anat. 2005;27:152–7. https://doi.org/10.1007/s00276-004-0293-4 .

Distlehorst LH, Dawson E, Robbs RS, Barrows HS. Problem-based learning outcomes: the glass half-full. Acad Med. 2005;80:294–9. https://doi.org/10.1097/00001888-200503000-00020 .

Hoffman K, Hosokawa M, Blake R Jr, Headrick L, Johnson G. Problem-based learning outcomes: ten years of experience at the University of Missouri-Columbia school of medicine. Acad Med. 2006;81:617–25. https://doi.org/10.1097/01.ACM.0000232411.97399.c6 .

Kong J, Li X, Wang Y, Sun W, Zhang J. Effect of digital problem-based learning cases on student learning outcomes in ophthalmology courses. Arch Ophthalmol. 2009;127:1211–4. https://doi.org/10.1001/archophthalmol.2009.110 .

Tsou KI, Cho SL, Lin CS, et al. Short-term outcomes of a near-full PBL curriculum in a new Taiwan medical school. Kaohsiung J Med Sci. 2009;25:282–93. https://doi.org/10.1016/S1607-551X(09)70075-0 .

Wang J, Zhang W, Qin L, et al. Problem-based learning in regional anatomy education at Peking University. Anat Sci Educ. 2010;3:121–6. https://doi.org/10.1002/ase.151 .

Abou-Elhamd KA, Rashad UM, Al-Sultan AI. Applying problem-based learning to otolaryngology teaching. J Laryngol Otol. 2011;125:117–20. https://doi.org/10.1017/S0022215110001702 .

Urrutia Aguilar ME, Hamui-Sutton A, Castaneda Figueiras S, van der Goes TI, Guevara-Guzman R. Impact of problem-based learning on the cognitive processes of medical students. Gac Med Mex. 2011;147:385–93.

Tian J-H, Yang K-H, Liu A-P. Problem-based learning in evidence-based medicine courses at Lanzhou University. Med Teach. 2012;34:341. https://doi.org/10.3109/0142159X.2011.531169 .

Hoover CR, Wong CC, Azzam A. From primary care to public health: using problem-based Learning and the ecological model to teach public health to first year medical students. J Community Health. 2012;37:647–52. https://doi.org/10.1007/s10900-011-9495-y .

Li J, Li QL, Li J, et al. Comparison of three problem-based learning conditions (real patients, digital and paper) with lecture-based learning in a dermatology course: a prospective randomized study from China. Med Teach. 2013;35:e963–70. https://doi.org/10.3109/0142159X.2012.719651 .

Ding X, Zhao L, Chu H, et al. Assessing the effectiveness of problem-based learning of preventive medicine education in China. Sci Rep. 2014;4:5126. https://doi.org/10.1038/srep05126 .

Meo SA. Undergraduate medical student’s perceptions on traditional and problem based curricula: pilot study. J Pak Med Assoc. 2014;64:775–9.

Khoshnevisasl P, Sadeghzadeh M, Mazloomzadeh S, Hashemi Feshareki R, Ahmadiafshar A. Comparison of problem-based learning with lecture-based learning. Iran Red Crescent Med J. 2014;16: e5186. https://doi.org/10.5812/ircmj.5186 .

Al-Drees AA, Khalil MS, Irshad M, Abdulghani HM. Students’ perception towards the problem based learning tutorial session in a system-based hybrid curriculum. Saudi Med J. 2015;36:341–8. https://doi.org/10.15537/smj.2015.3.10216 .

Al-Shaikh G, Al Mussaed EM, Altamimi TN, Elmorshedy H, Syed S, Habib F. Perception of medical students regarding problem based learning. Kuwait Med J. 2015;47:133–8.

Hande S, Mohammed CA, Komattil R. Acquisition of knowledge, generic skills and attitudes through problem-based learning: student perspectives in a hybrid curriculum. J Taibah Univ Medical Sci. 2015;10:21–5. https://doi.org/10.1016/j.jtumed.2014.01.008 .

González Mirasol E, Gómez García MT, Lobo Abascal P, Moreno Selva R, Fuentes Rozalén AM, González MG. Analysis of perception of training in graduates of the faculty of medicine at Universidad de Castilla-Mancha. Eval Program Plann. 2015;52:169–75. https://doi.org/10.1016/j.evalprogplan.2015.06.001 .

Yanamadala M, Kaprielian VS, O’Connor Grochowski C, Reed T, Heflin MT. A problem-based learning curriculum in geriatrics for medical students. Gerontol Geriatr Educ. 2018;39:122–31. https://doi.org/10.1080/02701960.2016.1152268 .

Balendran K, John L. Comparison of learning outcomes in problem based learning and lecture based learning in teaching forensic medicine. J Evol Med Dent Sci. 2017;6:89–92. https://doi.org/10.14260/jemds/2017/22 .

Chang H-C, Wang N-Y, Ko W-R, Yu Y-T, Lin L-Y, Tsai H-F. The effectiveness of clinical problem-based learning model of medico-jurisprudence education on general law knowledge for obstetrics/gynecological interns. Taiwan J Obstet Gynecol. 2017;56:325–30. https://doi.org/10.1016/j.tjog.2017.04.011 .

Eltony SA, El-Sayed NH, El-Araby SE-S, Kassab SE. Implementation and evaluation of a patient safety course in a problem-based learning program. Educ Heal. 2017;30:44–9. https://doi.org/10.4103/1357-6283.210512 .

Zhang S, Xu J, Wang H, Zhang D, Zhang Q, Zou L. Effects of problem-based learning in Chinese radiology education: a systematic review and meta-analysis. Medicine (Baltimore). 2018;97: e0069. https://doi.org/10.1097/MD.0000000000010069 .

Hincapie Parra DA, Ramos Monobe A, Chrino-Barcelo V. Problem based learning as an active learning strategy and its impact on academic performance and critical thinking of medical students. Rev Complut Educ. 2018;29:665–81. https://doi.org/10.5209/RCED.53581 .

Ma Y, Lu X. The effectiveness of problem-based learning in pediatric medical education in China: a meta-analysis of randomized controlled trials. Medicine (Baltimore). 2019;98: e14052. https://doi.org/10.1097/MD.0000000000014052 .

Berger C, Brinkrolf P, Ertmer C, et al. Combination of problem-based learning with high-fidelity simulation in CPR training improves short and long-term CPR skills: a randomised single blinded trial. BMC Med Educ. 2019;19:180. https://doi.org/10.1186/s12909-019-1626-7 .

Aboonq M, Alquliti A, Abdulmonem I, Alpuq N, Jalali K, Arabi S. Students’ approaches to learning and perception of learning environment: a comparison between traditional and problem-based learning medical curricula. Indo Am J Pharm Sci. 2019;6:3610–9. https://doi.org/10.5281/zenodo.2562660 .

Li X, Xie F, Li X, et al. Development, application, and evaluation of a problem-based learning method in clinical laboratory education. Clin Chim ACTA. 2020;510:681–4. https://doi.org/10.1016/j.cca.2020.08.037 .

Zhao W, He L, Deng W, Zhu J, Su A, Zhang Y. The effectiveness of the combined problem-based learning (PBL) and case-based learning (CBL) teaching method in the clinical practical teaching of thyroid disease. BMC Med Educ. 2020;20:381. https://doi.org/10.1186/s12909-020-02306 .

Liu C-X, Ouyang W-W, Wang X-W, Chen D, Jiang Z-L. Comparing hybrid problem-based and lecture learning (PBL plus LBL) with LBL pedagogy on clinical curriculum learning for medical students in China: a meta-analysis of randomized controlled trials. Medicine (Baltimore). 2020;99:e19687. https://doi.org/10.1097/MD.0000000000019687 .

Margolius SW, Papp KK, Altose MD, Wilson-Delfosse AL. Students perceive skills learned in pre-clerkship PBL valuable in core clinical rotations. Med Teach. 2020;42:902–8. https://doi.org/10.1080/0142159X.2020.1762031 .

Schwartz RW, Donnelly MB, Nash PP, Young B. Developing students cognitive skills in a problem-based surgery clerkship. Acad Med. 1992;67:694–6. https://doi.org/10.1097/00001888-199210000-00016 .

Mennin SP, Friedman M, Skipper B, Kalishman S, Snyder J. Performances on the NBME-I, NBME-II, and NBME-III by medical-students in the problem-based learning and conventional tracks at the university-of-new-mexico. Acad Med. 1993;68:616–24. https://doi.org/10.1097/00001888-199308000-00012 .

Kaufman DM, Mann KV. Comparing achievement on the medical council of Canada qualifying examination part I of students in conventional and problem-based learning curricula. Acad Med. 1998;73:1211–3. https://doi.org/10.1097/00001888-199811000-00022 .

Kaufman DM, Mann KV. Achievement of students in a conventional and Problem-Based Learning (PBL) curriculum. Adv Heal Sci Educ. 1999;4:245–60. https://doi.org/10.1023/A:1009829831978 .

Antepohl W, Herzig S. Problem-based learning versus lecture-based learning in a course of basic pharmacology: a controlled, randomized study. Med Educ. 1999;33:106–13. https://doi.org/10.1046/j.1365-2923.1999.00289.x .

Dyke P, Jamrozik K, Plant AJ. A randomized trial of a problem-based learning approach for teaching epidemiology. Acad Med. 2001;76:373–9. https://doi.org/10.1097/00001888-200104000-00016 .

Brewer DW. Endocrine PBL in the year 2000. Adv Physiol Educ. 2001;25:249–55. https://doi.org/10.1152/advances.2001.25.4.249 .

Seneviratne RD, Samarasekera DD, Karunathilake IM, Ponnamperuma GG. Students’ perception of problem-based learning in the medical curriculum of the faculty of medicine, University of Colombo. Ann Acad Med Singapore. 2001;30:379–81.

Alleyne T, Shirley A, Bennett C, et al. Problem-based compared with traditional methods at the faculty of medical sciences, University of the West Indies: a model study. Med Teach. 2002;24:273–9. https://doi.org/10.1080/01421590220125286 .

Norman GR, Wenghofer E, Klass D. Predicting doctor performance outcomes of curriculum interventions: problem-based learning and continuing competence. Med Educ. 2008;42:794–9. https://doi.org/10.1111/j.1365-2923.2008.03131.x .

Cohen-Schotanus J, Muijtjens AMM, Schoenrock-Adema J, Geertsma J, van der Vleuten CPM. Effects of conventional and problem-based learning on clinical and general competencies and career development. Med Educ. 2008;42:256–65. https://doi.org/10.1111/j.1365-2923.2007.02959.x .

Wenk M, Waurick R, Schotes D, et al. Simulation-based medical education is no better than problem-based discussions and induces misjudgment in self-assessment. Adv Health Sci Educ Theory Pract. 2009;14:159–71. https://doi.org/10.1007/s10459-008-9098-2 .

Collard A, Gelaes S, Vanbelle S, et al. Reasoning versus knowledge retention and ascertainment throughout a problem-based learning curriculum. Med Educ. 2009;43:854–65. https://doi.org/10.1111/j.1365-2923.2009.03410.x .

Nouns Z, Schauber S, Witt C, Kingreen H, Schuettpelz-Brauns K. Development of knowledge in basic sciences: a comparison of two medical curricula. Med Educ. 2012;46:1206–14. https://doi.org/10.1111/medu.12047 .

Saloojee S, van Wyk J. The impact of a problem-based learning curriculum on the psychiatric knowledge and skills of final-year students at the Nelson R Mandela school of medicine. South African J Psychiatry. 2012;18:116.

Mughal AM, Shaikh SH. Assessment of collaborative problem solving skills in undergraduate medical students at Ziauddin college of medicine. Karachi Pakistan J Med Sci. 2018;34:185–9. https://doi.org/10.12669/pjms.341.13485 .

Hu X, Zhang H, Song Y, et al. Implementation of flipped classroom combined with problem-based learning: an approach to promote learning about hyperthyroidism in the endocrinology internship. BMC Med Educ. 2019;19:290. https://doi.org/10.1186/s12909-019-1714-8 .

Thompson KL, Gendreau JL, Strickling JE, Young HE. Cadaveric dissection in relation to problem-based learning case sequencing: a report of medical student musculoskeletal examination performances and self-confidence. Anat Sci Educ. 2019;12:619–26. https://doi.org/10.1002/ase.1891 .

Chang G, Cook D, Maguire T, Skakun E, Yakimets WW, Warnock GL. Problem-based learning: its role in undergraduate surgical education. Can J Surg. 1995;38:13–21.

Vernon DTA, Hosokawa MC. Faculty attitudes and opinions about problem-based learning. Acad Med. 1996;71:1233–8. https://doi.org/10.1097/00001888-199611000-00020 .

Steadman RH, Coates WC, Huang YM, et al. Simulation-based training is superior to problem-based learning for the acquisition of critical assessment and management skills. Crit Care Med. 2006;34:151–7. https://doi.org/10.1097/01.CCM.0000190619.42013.94 .

Johnston JM, Schooling CM, Leung GM. A randomised-controlled trial of two educational modes for undergraduate evidence-based medicine learning in Asia. BMC Med Educ. 2009;9:63. https://doi.org/10.1186/1472-6920-9-63 .

Suleman W, Iqbal R, Alsultan A, Baig SM. Perception of 4(th) year medical students about problem based learning. Pakistan J Med Sci. 2010;26:871–4.

Blosser A, Jones B. Problem-based learning in a surgery clerkship. Med Teach. 1991;13:289–93. https://doi.org/10.3109/01421599109089907 .

Usherwood T, Joesbury H, Hannay D. Student-directed problem-based learning in general-practice and public-health medicine. Med Educ. 1991;25:421–9. https://doi.org/10.1111/j.1365-2923.1991.tb00090.x .

Bernstein P, Tipping J, Bercovitz K, Skinner HA. Shifting students and faculty to a PBL curriculum - attitudes changed and lessons learned. Acad Med. 1995;70:245–7. https://doi.org/10.1097/00001888-199503000-00019 .

Kaufman DM, Mann KV. Comparing students’ attitudes in problem-based and conventional curricula. Acad Med. 1996;71:1096–9. https://doi.org/10.1097/00001888-199610000-00018 .

Kalaian HA, Mullan PB. Exploratory factor analysis of students’ ratings of a problem-based learning curriculum. Acad Med. 1996;71:390–2. https://doi.org/10.1097/00001888-199604000-00019 .

Vincelette J, Lalande R, Delorme P, Goudreau J, Lalonde V, Jean P. A pilot course as a model for implementing a PBL curriculum. Acad Med. 1997;72:698–701. https://doi.org/10.1097/00001888-199708000-00015 .

Ghosh S, Dawka V. Combination of didactic lecture with problem-based learning sessions in physiology teaching in a developing medical college in Nepal. Adv Physiol Educ. 2000;24:8–12.

Walters MR. Problem-based learning within endocrine physiology lectures. Adv Physiol Educ. 2001;25:225–7. https://doi.org/10.1152/advances.2001.25.4.225 .

Leung GM, Lam TH, Hedley AJ. Problem-based public health learning - from the classroom to the community. Med Educ. 2001;35:1071–2.

Khoo HE, Chhem RK, Gwee MCE, Balasubramaniam P. Introduction of problem-based learning in a traditional medical curriculum in Singapore - students’ and tutors’ perspectives. Ann Acad Med Singapore. 2001;30:371–4.

Villamor MCA. Problem-based learning (PBL) as an approach in the teaching of biochemistry of the endocrine system at the Angeles University College of Medicine. Ann Acad Med Singapore. 2001;30:382–6.

Chang C-H, Yang C-Y, See L-C, Lui P-W. High satisfaction with problem-based learning for anesthesia. Chang Gung Med J. 2004;27:654–62.

McLean M. A comparison of students who chose a traditional or a problem-based learning curriculum after failing year 2 in the traditional curriculum: a unique case study at the Nelson R. Mandela school of medicine. Teach Learn Med. 2004;16:301–3. https://doi.org/10.1207/s15328015tlm1603\_15 .

Lucas M, García Guasch R, Moret E, Llasera R, Melero A. Canet J [Problem-based learning in an undergraduate medical school course on anesthesiology, recovery care, and pain management]. Rev Esp Anestesiol Reanim. 2006;53:419–25.

Burgun A, Darmoni S, Le Duff F, Weber J. Problem-based learning in medical informatics for undergraduate medical students: an experiment in two medical schools. Int J Med Inform. 2006;75:396–402. https://doi.org/10.1016/j.ijmedinf.2005.07.014 .

Gurpinar E, Senol Y, Aktekin MR. Evaluation of problem based learning by tutors and students in a medical faculty of Turkey. Kuwait Med J. 2009;41:123–7.

Elzubeir MA. Teaching of the renal system in an integrated, problem-based curriculum. Saudi J Kidney Dis Transpl. 2012;23:93–8.

Sulaiman N, Hamdy H. Problem-based learning: where are we now? Guide supplement 36.3–practical application. Med Teach. 2013;35:160–2. https://doi.org/10.3109/0142159X.2012.737965 .

Albarrak AI, Mohammed R, Abalhassan MF, Almutairi NK. Academic satisfaction among traditional and problem based learning medical students a comparative study. Saudi Med J. 2013;34:1179–88.

Nosair E, Mirghani Z, Mostafa RM. Measuring students’ perceptions of educational environment in the PBL program of Sharjah Medical College. J Med Educ Curric Dev. 2015;2:71–9. https://doi.org/10.4137/JMECDECDECD.S29926 .

Tshitenge ST, Ndhlovu CE, Ogundipe R. Evaluation of problem-based learning curriculum implementation in a clerkship rotation of a newly established African medical training institution: lessons from the University of Botswana. Pan Afr Med J. 2017;27:13. https://doi.org/10.11604/pamj.2017.27.13.10623 .

Yadav RL, Piryani RM, Deo GP, Shah DK, Yadav LK, Islam MN. Attitude and perception of undergraduate medical students toward the problem-based learning in Chitwan Medical College. Nepal Adv Med Educ Pract. 2018;9:317–22. https://doi.org/10.2147/AMEP.S160814 .

Asad MR, Tadvi N, Amir KM, Afzal K, Irfan A, Hussain SA. Medical student’s feedback towards problem based learning and interactive lectures as a teaching and learning method in an outcome-based curriculum. Int J Med Res & Heal Sci. 2019;8:78–84. https://doi.org/10.33844/ijol.2019.60392 .

Mpalanyi M, Nalweyiso ID, Mubuuke AG. Perceptions of radiography students toward problem-based learning almost two decades after its introduction at Makerere University. Uganda J Med imaging Radiat Sci. 2020;51:639–44. https://doi.org/10.1016/j.jmir.2020.06.009 .

Korkmaz NS, Ozcelik S. Evaluation of the opinions of the first, second and third term medical students about problem based learning sessions in Bezmialem Vakif University. Bezmialem Sci. 2020;8:144–9. https://doi.org/10.14235/bas.galenos.2019.3471 .

McGrew MC, Skipper B, Palley T, Kaufman A. Student and faculty perceptions of problem-based learning on a family medicine clerkship. Fam Med. 1999;31:171–6.

Kelly AM. A problem-based learning resource in emergency medicine for medical students. J Accid Emerg Med. 2000;17:320–3. https://doi.org/10.1136/emj.17.5.320 .

Bui-Mansfield LT, Chew FS. Radiologists as clinical tutors in a problem-based medical school curriculum. Acad Radiol. 2001;8:657–63. https://doi.org/10.1016/S1076-6332(03)80693-1 .

Macallan DC, Kent A, Holmes SC, Farmer EA, McCrorie P. A model of clinical problem-based learning for clinical attachments in medicine. Med Educ. 2009;43:799–807. https://doi.org/10.1111/j.1365-2923.2009.03406.x .

Grisham JW, Martiniuk ALC, Negin J, Wright EP. Problem-based learning (PBL) and public health: an initial exploration of perceptions of PBL in Vietnam. Asia-Pacific J public Heal. 2015;27:NP2019-27. https://doi.org/10.1177/1010539512436875 .

Khan IA, Al-Swailmi FK. Perceptions of faculty and students regarding Problem Based Learning: a mixed methods study. J Pak Med Assoc. 2015;65:1334–8.

Alduraywish AA, Mohager MO, Alenezi MJ, Nail AM, Aljafari AS. Evaluation of students’ experience with Problem-based Learning (PBL) applied at the College of Medicine, Al-Jouf University. Saudi Arabia J Pak Med Assoc. 2017;67:1870–3.

Yoo DM, Cho AR, Kim S. Satisfaction with and suitability of the problem-based learning program at the Catholic University of Korea College of Medicine. J Educ Eval Health Prof. 2019;16:20. https://doi.org/10.3352/jeehp.2019.16.20 .

Aldayel AA, Alali AO, Altuwaim AA, et al. Problem-based learning: medical students’ perception toward their educational environment at Al-Imam Mohammad Ibn Saud Islamic University. Adv Med Educ Pract. 2019;10:95–104. https://doi.org/10.2147/AMEP.S189062 .

DeLowerntal E. An evaluation of a module in problem-based learning. Int J Educ Dev. 1996;16:303–7. https://doi.org/10.1016/0738-0593(96)00001-6 .

Tufts MA, Higgins-Opitz SB. What makes the learning of physiology in a PBL medical curriculum challenging? Student perceptions. Adv Physiol Educ. 2009;33:187–95. https://doi.org/10.1152/advan.90214.2008 .

Aboonq M. Perception of the faculty regarding problem-based learning as an educational approach in Northwestern Saudi Arabia. Saudi Med J. 2015;36:1329–35. https://doi.org/10.15537/smj.2015.11.12263 .

Subramaniam RM, Scally P, Gibson R. Problem-based learning and medical student radiology teaching. Australas Radiol. 2004;48:335–8. https://doi.org/10.1111/j.0004-8461.2004.01317.x .

Chang BJ. Problem-based learning in medical school: a student’s perspective. Ann Med Surg. 2016;12:88–9. https://doi.org/10.1016/j.amsu.2016.11.011 .

Griffith CD, Blue AV, Mainous AG, DeSimone PA. Housestaff attitudes toward a problem-based clerkship. Med Teach. 1996;18:133–4. https://doi.org/10.3109/01421599609034147 .

Navarro HN, Zamora SJ. The opinion of teachers about tutorial problem based learning. Rev Med Chil. 2014;142:989–97. https://doi.org/10.4067/S0034-98872014000800006 .

Demiroren M, Turan S, Oztuna D. Medical students’ self-efficacy in problem-based learning and its relationship with self-regulated learning. Med Educ Online. 2016;21:30049. https://doi.org/10.3402/meo.v21.30049 .

Tousignant M, DesMarchais JE. Accuracy of student self-assessment ability compared to their own performance in a problem-based learning medical program: a correlation study. Adv Heal Sci Educ. 2002;7:19–27. https://doi.org/10.1023/A:1014516206120 .

Brynhildsen J, Dahle LO, Behrbohm Fallsberg M, Rundquist I, Hammar M. Attitudes among students and teachers on vertical integration between clinical medicine and basic science within a problem-based undergraduate medical curriculum. Med Teach. 2002;24:286–8. https://doi.org/10.1080/01421590220134105 .

Desmarchais JE. A student-centered, problem-based curriculum - 5 years experience. Can Med Assoc J. 1993;148:1567–72.

Doig K, Werner E. The marriage of a traditional lecture-based curriculum and problem-based learning: are the offspring vigorous? Med Teach. 2000;22:173–8.

Kemahli S. Hematology education in a problem-based curriculum. Hematology. 2005;10(Suppl 1):161–3. https://doi.org/10.1080/10245330512331390267 .

Grkovic I. Transition of the medical curriculum from classical to integrated: problem-based approach and Australian way of keeping academia in medicine. Croat Med J. 2005;46:16–20.

Bosch-Barrera J, Briceno Garcia HC, Capella D, et al. Teaching bioethics to students of medicine with Problem-Based Learning (PBL). Cuad Bioet. 2015;26:303–9.

Lin Y-C, Huang Y-S, Lai C-S, Yen J-H, Tsai W-C. Problem-based learning curriculum in medical education at Kaohsiung Medical University. Kaohsiung J Med Sci. 2009;25:264–9. https://doi.org/10.1016/S1607-551X(09)70072-5 .

Salinas Sánchez AS, Hernández Millán I, Virseda Rodríguez JA, et al. Problem-based learning in urology training the faculty of medicine of the Universidad de Castilla-La Mancha model. Actas Urol Esp. 2005;29:8–15. https://doi.org/10.1016/s0210-4806(05)73193-4 .

Amoako-Sakyi D, Amonoo-Kuofi H. Problem-based learning in resource-poor settings: lessons from a medical school in Ghana. BMC Med Educ. 2015;15:221. https://doi.org/10.1186/s12909-015-0501-4 .

Carrera LI, Tellez TE, D’Ottavio AE. Implementing a problem-based learning curriculum in an Argentinean medical school: implications for developing countries. Acad Med. 2003;78:798–801. https://doi.org/10.1097/00001888-200308000-00010 .

Vernon DT, Blake RL. Does problem-based learning work? A meta-analysis of evaluative research. Acad Med. 1993;68:550–63. https://doi.org/10.1097/00001888-199307000-00015 .

Shanley PF. Viewpoint: leaving the “empty glass” of problem-based learning behind: new assumptions and a revised model for case study in preclinical medical education. Acad Med. 2007;82:479–85. https://doi.org/10.1097/ACM.0b013e31803eac4c .

Koh GC, Khoo HE, Wong ML, Koh D. The effects of problem-based learning during medical school on physician competency: a systematic review. CMAJ. 2008;178:34–41. https://doi.org/10.1503/cmaj.070565 .

Awan ZA, Awan AA, Alshawwa L, Tekian A, Park YS. Assisting the integration of social media in problem-based learning sessions in the faculty of medicine at King Abdulaziz University. Med Teach. 2018;40:S37–42. https://doi.org/10.1080/0142159X.2018.1465179 .

Download references

Acknowledgements

Not applicable

No funding was received for conducting this study.

Author information

Authors and affiliations.

Medical Education Cathedra, School of Medicine, University of Vic-Central University of Catalonia, Vic, Barcelona, Spain

Joan Carles Trullàs, Carles Blay & Ramon Pujol

Internal Medicine Service, Hospital de Olot i Comarcal de La Garrotxa, Olot, Girona, Spain

Joan Carles Trullàs

The Tissue Repair and Regeneration Laboratory (TR2Lab), University of Vic-Central University of Catalonia, Vic, Barcelona, Spain

Joan Carles Trullàs & Elisabet Sarri

Catalan Institute of Health (ICS) – Catalunya Central, Barcelona, Spain

Carles Blay

You can also search for this author in PubMed   Google Scholar

Contributions

JCT had the idea for the article, performed the literature search and data analysis and drafted the first version of the manuscript. CB, ES and RP contributed to the data analysis and suggested revisions to the manuscript. All authors read and approved the final manuscript.

Ethics declarations

Availability of data and materials.

The datasets used and/or analyzed during the current study are available from the corresponding author on reasonable request.

Ethics approval and consent to participate

Not applicable for a literature review.

Consent for publication

Competing interests.

All authors declare that they have no conflict of interest.

Additional information

Publisher’s note.

Springer Nature remains neutral with regard to jurisdictional claims in published maps and institutional affiliations.

Supplementary Information

Additional file 1..

Characteristics ofthe 124 included studies.

Rights and permissions

Open Access This article is licensed under a Creative Commons Attribution 4.0 International License, which permits use, sharing, adaptation, distribution and reproduction in any medium or format, as long as you give appropriate credit to the original author(s) and the source, provide a link to the Creative Commons licence, and indicate if changes were made. The images or other third party material in this article are included in the article's Creative Commons licence, unless indicated otherwise in a credit line to the material. If material is not included in the article's Creative Commons licence and your intended use is not permitted by statutory regulation or exceeds the permitted use, you will need to obtain permission directly from the copyright holder. To view a copy of this licence, visit http://creativecommons.org/licenses/by/4.0/ . The Creative Commons Public Domain Dedication waiver ( http://creativecommons.org/publicdomain/zero/1.0/ ) applies to the data made available in this article, unless otherwise stated in a credit line to the data.

Reprints and permissions

About this article

Cite this article.

Trullàs, J.C., Blay, C., Sarri, E. et al. Effectiveness of problem-based learning methodology in undergraduate medical education: a scoping review. BMC Med Educ 22 , 104 (2022). https://doi.org/10.1186/s12909-022-03154-8

Download citation

Received : 03 October 2021

Accepted : 02 February 2022

Published : 17 February 2022

DOI : https://doi.org/10.1186/s12909-022-03154-8

Share this article

Anyone you share the following link with will be able to read this content:

Sorry, a shareable link is not currently available for this article.

Provided by the Springer Nature SharedIt content-sharing initiative

• Systematic review

BMC Medical Education

ISSN: 1472-6920

• Submission enquiries: [email protected]
• General enquiries: [email protected]

• U.S. Department of Health & Human Services
• Administration for Children & Families
• Upcoming Events
• Open an Email-sharing interface
• Open to Share on Facebook
• Open to Share on Twitter
• Open to Share on Pinterest
• Open to Share on LinkedIn

Prefill your email content below, and then select your email client to send the message.

Recipient e-mail address:

Send your message using:

Promoting Problem-solving Skills in Young Children

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

[Video begins]

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

Child 1: [Inaudible] 

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

Child 2: [Inaudible] 

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

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

Child 1: Let's do this one.

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

[Video ends] 

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Video Attachments

• Webinar Slides (884.13 KB)
• Viewer's Guide (844.2 KB)

« Go to Home Visiting Series

Resource Type: Video

National Centers: Early Childhood Development, Teaching and Learning

Age Group: Infants and Toddlers

Audience: Home Visitors

Series: Home Visiting Series

Last Updated: April 5, 2024

• Privacy Policy
• Freedom of Information Act
• Accessibility
• Disclaimers
• Vulnerability Disclosure Policy
• Viewers & Players

Pave the Way for Self-regulation and Problem-solving With Social-emotional Learning

Posted: April 3, 2024

Problem-solving is a social-emotional learning (SEL) skill children need for lifelong success. Effective problem-solving skills support children's ability to self-regulate, focus on tasks, think flexibly and creatively, work with others, and generate multiple ways to solve problems. When young children develop and build these skills, it positively impacts their interactions with others, grows their capacity to manage challenges, and boosts a sense of competence.

A group of school-age children are stacking plastic blocks with an educator.

The foundation for effective social problem-solving is grounded in self-regulation, or the ability to regulate emotions when interacting with others. It is easier to focus on one's feelings and the feelings and perspectives of others and to work cooperatively toward solutions when a child can self-regulate and calm down. Children develop self-regulation skills over time, with practice and with adult guidance. Equally important is how an adult models emotion regulation and co-regulation. 

"Caregivers play a key role in cultivating the development of emotion regulation through co-regulation, or the processes by which they provide external support or scaffolding as children navigate their emotional experiences" (Paley & Hajal, 2022, p. 1).

When adults model calm and self-regulated approaches to problem-solving, it shows children how to approach problems constructively. For example, an educator says, "I'm going to take a breath and calm down so I can think better." This model helps children see and hear a strategy to support self-regulation.

Problem-solving skills help children resolve conflicts and interact with others as partners and collaborators. Developing problem-solving skills helps children learn and grow empathy for others, stand up for themselves, and build resilience and competence to work through challenges in their world. 

Eight strategies to support problem-solving 

• Teach about emotions and use feeling words throughout the day. When children have more words to express themselves and their feelings, it is easier to address and talk about challenges when they arise. 
• Recognize and acknowledge children's feelings throughout the day. For example, when children enter the classroom during circle time, mealtime, and outside time, ask them how they feel. Always acknowledge children's feelings, both comfortable and uncomfortable, to support an understanding that all feelings are OK to experience.  
• Differentiate between feelings and behaviors. By differentiating feelings from behaviors, educators contribute to children’s understanding that all feelings are OK, but not all behaviors are OK. For example, an educator says, "It looks like you may be feeling mad because you want the red blocks, and Nila is playing with them. It's OK to feel mad but not OK to knock over your friend’s blocks."
• Support children's efforts to calm down. When children are self-regulated, they can think more clearly. For example, practice taking a breath with children as a self-regulation technique during calm moments. Then, when challenges arise, children have a strategy they have practiced many times and can use to calm down before problem-solving begins.  
• Encourage children's efforts to voice the problem and their feelings after they are calm. For example, when a challenge arises, encourage children to use the phrase, "The problem is_______, and I feel______." This process sets the stage to begin problem-solving.
• Acknowledge children's efforts to think about varied ways to solve problems. For example, an educator says, "It looks like you and Nila are trying to work out how to share the blocks. What do you think might work so you can both play with them? Do you have some other ideas about how you could share?"
• Champion children's efforts as they problem-solve. For example, "You and Nila thought about two ways you could share. One way is to divide the red blocks so you can each build, and the other is to build a tower together. Great thinking, friends!"
• Create opportunities for activities and play that offer problem-solving practice. For example, when children play together in the block area, it provides opportunities to negotiate plans for play and role-play, build perspective, talk about feelings, and share. The skills children learn during play, along with adult support, enhance children’s ability to solve more complex and challenging social problems and conflicts when they occur in and out of the early learning setting.

References: 

Paley, B., & Hajal, N. J. (2022). Conceptualizing emotion regulation and coregulation as family-level phenomena. Clinical Child and Family Psychology Review ,  25 (1), 19-43.

Social Media

• X (Twitter)
• Degrees & Programs
• College Directory

Information for

• Faculty & Staff
• Visitors & Public