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Overview of the Problem-Solving Mental Process

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

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

Identify the Problem
Define the Problem
Form a Strategy
Organize Information
Allocate Resources
Monitor Progress
Evaluate the Results

Frequently Asked Questions

Problem-solving is a mental process that involves discovering, analyzing, and solving problems. The ultimate goal of problem-solving is to overcome obstacles and find a solution that best resolves the issue.

The best strategy for solving a problem depends largely on the unique situation. In some cases, people are better off learning everything they can about the issue and then using factual knowledge to come up with a solution. In other instances, creativity and insight are the best options.

It is not necessary to follow problem-solving steps sequentially, It is common to skip steps or even go back through steps multiple times until the desired solution is reached.

In order to correctly solve a problem, it is often important to follow a series of steps. Researchers sometimes refer to this as the problem-solving cycle. While this cycle is portrayed sequentially, people rarely follow a rigid series of steps to find a solution.

The following steps include developing strategies and organizing knowledge.

1. Identifying the Problem

While it may seem like an obvious step, identifying the problem is not always as simple as it sounds. In some cases, people might mistakenly identify the wrong source of a problem, which will make attempts to solve it inefficient or even useless.

Some strategies that you might use to figure out the source of a problem include :

Asking questions about the problem
Breaking the problem down into smaller pieces
Looking at the problem from different perspectives
Conducting research to figure out what relationships exist between different variables

2. Defining the Problem

After the problem has been identified, it is important to fully define the problem so that it can be solved. You can define a problem by operationally defining each aspect of the problem and setting goals for what aspects of the problem you will address

At this point, you should focus on figuring out which aspects of the problems are facts and which are opinions. State the problem clearly and identify the scope of the solution.

3. Forming a Strategy

After the problem has been identified, it is time to start brainstorming potential solutions. This step usually involves generating as many ideas as possible without judging their quality. Once several possibilities have been generated, they can be evaluated and narrowed down.

The next step is to develop a strategy to solve the problem. The approach used will vary depending upon the situation and the individual's unique preferences. Common problem-solving strategies include heuristics and algorithms.

Heuristics are mental shortcuts that are often based on solutions that have worked in the past. They can work well if the problem is similar to something you have encountered before and are often the best choice if you need a fast solution.
Algorithms are step-by-step strategies that are guaranteed to produce a correct result. While this approach is great for accuracy, it can also consume time and resources.

Heuristics are often best used when time is of the essence, while algorithms are a better choice when a decision needs to be as accurate as possible.

4. Organizing Information

Before coming up with a solution, you need to first organize the available information. What do you know about the problem? What do you not know? The more information that is available the better prepared you will be to come up with an accurate solution.

When approaching a problem, it is important to make sure that you have all the data you need. Making a decision without adequate information can lead to biased or inaccurate results.

5. Allocating Resources

Of course, we don't always have unlimited money, time, and other resources to solve a problem. Before you begin to solve a problem, you need to determine how high priority it is.

If it is an important problem, it is probably worth allocating more resources to solving it. If, however, it is a fairly unimportant problem, then you do not want to spend too much of your available resources on coming up with a solution.

At this stage, it is important to consider all of the factors that might affect the problem at hand. This includes looking at the available resources, deadlines that need to be met, and any possible risks involved in each solution. After careful evaluation, a decision can be made about which solution to pursue.

6. Monitoring Progress

After selecting a problem-solving strategy, it is time to put the plan into action and see if it works. This step might involve trying out different solutions to see which one is the most effective.

It is also important to monitor the situation after implementing a solution to ensure that the problem has been solved and that no new problems have arisen as a result of the proposed solution.

Effective problem-solvers tend to monitor their progress as they work towards a solution. If they are not making good progress toward reaching their goal, they will reevaluate their approach or look for new strategies .

7. Evaluating the Results

After a solution has been reached, it is important to evaluate the results to determine if it is the best possible solution to the problem. This evaluation might be immediate, such as checking the results of a math problem to ensure the answer is correct, or it can be delayed, such as evaluating the success of a therapy program after several months of treatment.

Once a problem has been solved, it is important to take some time to reflect on the process that was used and evaluate the results. This will help you to improve your problem-solving skills and become more efficient at solving future problems.

A Word From Verywell

It is important to remember that there are many different problem-solving processes with different steps, and this is just one example. Problem-solving in real-world situations requires a great deal of resourcefulness, flexibility, resilience, and continuous interaction with the environment.

Get Advice From The Verywell Mind Podcast

Hosted by therapist Amy Morin, LCSW, this episode of The Verywell Mind Podcast shares how you can stop dwelling in a negative mindset.

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You can become a better problem solving by:

Practicing brainstorming and coming up with multiple potential solutions to problems
Being open-minded and considering all possible options before making a decision
Breaking down problems into smaller, more manageable pieces
Asking for help when needed
Researching different problem-solving techniques and trying out new ones
Learning from mistakes and using them as opportunities to grow

It's important to communicate openly and honestly with your partner about what's going on. Try to see things from their perspective as well as your own. Work together to find a resolution that works for both of you. Be willing to compromise and accept that there may not be a perfect solution.

Take breaks if things are getting too heated, and come back to the problem when you feel calm and collected. Don't try to fix every problem on your own—consider asking a therapist or counselor for help and insight.

If you've tried everything and there doesn't seem to be a way to fix the problem, you may have to learn to accept it. This can be difficult, but try to focus on the positive aspects of your life and remember that every situation is temporary. Don't dwell on what's going wrong—instead, think about what's going right. Find support by talking to friends or family. Seek professional help if you're having trouble coping.

Davidson JE, Sternberg RJ, editors. The Psychology of Problem Solving . Cambridge University Press; 2003. doi:10.1017/CBO9780511615771

Sarathy V. Real world problem-solving . Front Hum Neurosci . 2018;12:261. Published 2018 Jun 26. doi:10.3389/fnhum.2018.00261

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

35 problem-solving techniques and methods for solving complex problems

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How do you identify problems?

How do you identify the right solution.

Tips for more effective problem-solving

Complete problem-solving methods

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

Problem-solving warm-up activities

Closing activities for a problem-solving process.

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

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

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

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

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

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

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

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

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

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

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

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

Tips for more effective problem solving

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

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

Clearly define the problem

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

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

Don’t jump to conclusions

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

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

Try different approaches

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

Don’t take it personally

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

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

Get the right people in the room

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

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

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

Document everything

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

Bring a facilitator

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

Develop your problem-solving skills

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

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

Design a great agenda

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

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

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

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

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

Design Sprint 2.0

Open Space Technology

1. Six Thinking Hats

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

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

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

2. Lightning Decision Jam

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

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

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

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

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

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

3. Problem Definition Process

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

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

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

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

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

4. The 5 Whys

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

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

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

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

5. World Cafe

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

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

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

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

6. Discovery & Action Dialogue (DAD)

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

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

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

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

7. Design Sprint 2.0

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

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

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

8. Open space technology

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

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

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

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

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

Techniques to identify and analyze problems

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

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

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

Let’s take a look!

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

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

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

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

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

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

10. The Creativity Dice

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

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

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

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

11. Fishbone Analysis

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

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

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

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

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

12. Problem Tree

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

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

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

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

13. SWOT Analysis

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

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

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

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

14. Agreement-Certainty Matrix

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

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

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

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

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

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

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

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

16. Speed Boat

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

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

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

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

17. The Journalistic Six

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

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

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

18. LEGO Challenge

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

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

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

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

19. What, So What, Now What?

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

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

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

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

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

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

20. Journalists

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

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

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

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

Problem-solving techniques for developing solutions

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

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

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

21. Mindspin

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

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

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

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

22. Improved Solutions

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

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

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

23. Four Step Sketch

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

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

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

24. 15% Solutions

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

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

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

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

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

25. How-Now-Wow Matrix

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

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

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

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

26. Impact and Effort Matrix

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

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

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

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

27. Dotmocracy

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

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

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

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

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

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

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

28. Check-in / Check-out

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

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

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

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

29. Doodling Together

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

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

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

30. Show and Tell

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

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

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

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

31. Constellations

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

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

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

32. Draw a Tree

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

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

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

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

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

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

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

One Breath Feedback
Who What When Matrix
Response Cards

How do I conclude a problem-solving process?

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

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

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

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

33. One Breath Feedback

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

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

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

34. Who What When Matrix

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

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

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

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

35. Response cards

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

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

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

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

Save time and effort discovering the right solutions

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

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

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

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

Over to you

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

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

thank you very much for these excellent techniques

Certainly wonderful article, very detailed. Shared!

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How to master the seven-step problem-solving process

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

Podcast transcript

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

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

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

Hugo Sarrazin: Our pleasure.

Charles Conn: It’s terrific to be here.

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

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

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

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

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

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

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

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Simon London: So this is a concise problem statement.

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

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

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

Hugo Sarrazin: Yeah.

Charles Conn: And in the wrong direction.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Both: Yeah.

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

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

Simon London: Right. Right.

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

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

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

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

Simon London: Would you agree with that?

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

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

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

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

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

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

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

Charles Conn: Yeah.

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

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

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

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

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

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

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

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

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

Hugo Sarrazin: Every step of the process.

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

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

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

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

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

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

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

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

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

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

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

Hugo Sarrazin: Absolutely.

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

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

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

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

Hugo Sarrazin: It was a pleasure. Thank you.

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

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

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Article • 7 min read

Heuristic Methods

Going back to basics.

By the Mind Tools Content Team

You've likely had computer problems in the past. We all have. But did you call up the IT department in a panic? Or did you use the tried-and-tested method of "turning it off and on again"?

This simple step is often all it takes to solve the problem. And it's much quicker and cheaper than sending a technician out to look at your computer every time you encounter a problem.

This is a prime example of a heuristic method at work. It's a simple, standard rule that we refer to when we're problem solving .

What Are Heuristic Methods?

Heuristics are most commonly referred to as "rules of thumb," a term thought to have been coined by Scottish preacher James Durham in his book, "Heaven Upon Earth," published in 1685. In it, Durham refers to "foolish builders, who build by guess, and by rule of thumb." [1]

This method of measurement has its origins in carpenters' ages-old habit of using the tip of their thumb to estimate an inch. (In fact, in Dutch (along with several other European languages), the word for thumb – "duim" – also means inch.)

Heuristic methods are reliable and convenient mental shortcuts that you can use to narrow down your options when you're faced with several different choices, to ease your cognitive load , or to solve problems.

Perhaps you're a hiring manager, and you decide to dismiss any résumés that contain spelling mistakes. Or maybe you're an office manager and you have to make an educated guess about the amount of stationery you need to order every month. In both instances, you are using an heuristic method to meet your objective.

However, it's also important to realize the limitations of heuristic methods. They are best used when the consequences of getting what you're doing wrong is relatively low. Certainly, you might use a heuristic method to help you to sift through a big pile of résumés, but when you make your final decision about who to recruit , greater deliberation and judgment will be needed.

Formalizing a Heuristic Method

Heuristic methods need to be formalized to be most useful to your organization as a whole. This raises them above the level of "gut instinct," and means that you can share them with your colleagues.

Whenever you find yourself calling on your experience to make a judgment, try to work out the rule of thumb that you used to find the solution. Find out what heuristics methods your team members employ as part of your use of explorative techniques such as Management By Walking Around and DILO (Day In the Life Of) . Identify whether any of the methods that you discover could be applied elsewhere within your organization, and if they should even be incorporated into its formal procedures and guidelines.

Heuristic methods can also play an important role in your problem-solving processes. The straw man technique, for example, is similar in approach to heuristics, and it is designed to help you to build on or refine a basic idea. Another approach is to adapt the solution to a different problem to fix yours. TRIZ is a powerful methodology for adopting just such an approach, and is a great source of reliable, experience-based problem-solving approaches.

Heuristics Checklists

It can be helpful to incorporate the heuristic methods that you have discovered into a checklist for newer employees. This way, they can learn from the tried-and-tested knowledge that has been accumulated by their more experienced colleagues.

Such checklists can also be used to refine your decision-making process. For example, in the food industry, the following heuristic checklist might help the product development team to decide whether it's worth test marketing a new pie:

Does the pie look appetizing in its packaging?
Can it be packaged so that it won't be damaged in transit?
Can it be cooked in under 20 minutes, so that busy people will buy it?
Does it have a shelf life of at least five days from manufacture to expiration date?

This type of list is based on previous product development processes, and on market research. Of course, there's no guarantee that a pie that meets all of these criteria will be successful. But the checklist can help the development team to make a quick "go/no-go" decision , before moving on to the next stage of product development.

The Disadvantages of Using Heuristics

Heuristics are best used when the benefits of making a quick decision outweigh the potential risk of oversimplifying the problem. Remember that heuristics are not about precision, but about having a rough idea of the problem. When you need a more precise answer, you'll need to use a more comprehensive tool. See our problem solving and decision making sections for more than 80 of these, which all focus on different situations.

Heuristic methods are also a great starting point when you or your team are brainstorming but, again, you'll likely need to follow a more detailed and formal procedure when you come to refine your ideas.

The temptation to use mental shortcuts to solve problems and make decisions can be great, particularly if we are under a lot of pressure or have heavy workloads. But cutting corners consistently can lead us to miss important solutions, mishandle problem resolution, and can make us prone to cognitive bias . (The TDODAR decision-making process can help you make good decisions in these situations.)

Instead of rushing to a conclusion that is based on an easy mental shortcut, assess whether the problem is high or low risk. If it is high risk, a more rigorous, knowledge-based approach will likely be needed.

Heuristics, or "rules of thumb," are problem-solving methods that are based on practical experience and knowledge. They allow you to use a "quick fix" to solve a minor problem or to narrow down options. They're also a great starting point for brainstorming or exploring new ideas.

However, remember to be aware of the limitations of heuristic methods. They shouldn't be applied in situations where inaccuracy carries a high degree of risk, or where the consequences of getting things wrong are significant.

[1] Durham, J. (1685). 'Heaven Upon Earth,' Edinburgh: Thomas Lumisden & John Robertson. Sermon ii, p235.

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Cognitive Behavioral Therapy

Solving problems the cognitive-behavioral way, problem solving is another part of behavioral therapy..

Posted February 2, 2022 | Reviewed by Ekua Hagan

What Is Cognitive Behavioral Therapy?
Find a therapist who practices CBT
Problem-solving is one technique used on the behavioral side of cognitive-behavioral therapy.
The problem-solving technique is an iterative, five-step process that requires one to identify the problem and test different solutions.
The technique differs from ad-hoc problem-solving in its suspension of judgment and evaluation of each solution.

As I have mentioned in previous posts, cognitive behavioral therapy is more than challenging negative, automatic thoughts. There is a whole behavioral piece of this therapy that focuses on what people do and how to change their actions to support their mental health. In this post, I’ll talk about the problem-solving technique from cognitive behavioral therapy and what makes it unique.

The problem-solving technique

While there are many different variations of this technique, I am going to describe the version I typically use, and which includes the main components of the technique:

The first step is to clearly define the problem. Sometimes, this includes answering a series of questions to make sure the problem is described in detail. Sometimes, the client is able to define the problem pretty clearly on their own. Sometimes, a discussion is needed to clearly outline the problem.

The next step is generating solutions without judgment. The "without judgment" part is crucial: Often when people are solving problems on their own, they will reject each potential solution as soon as they or someone else suggests it. This can lead to feeling helpless and also discarding solutions that would work.

The third step is evaluating the advantages and disadvantages of each solution. This is the step where judgment comes back.

Fourth, the client picks the most feasible solution that is most likely to work and they try it out.

The fifth step is evaluating whether the chosen solution worked, and if not, going back to step two or three to find another option. For step five, enough time has to pass for the solution to have made a difference.

This process is iterative, meaning the client and therapist always go back to the beginning to make sure the problem is resolved and if not, identify what needs to change.

Advantages of the problem-solving technique

The problem-solving technique might differ from ad hoc problem-solving in several ways. The most obvious is the suspension of judgment when coming up with solutions. We sometimes need to withhold judgment and see the solution (or problem) from a different perspective. Deliberately deciding not to judge solutions until later can help trigger that mindset change.

Another difference is the explicit evaluation of whether the solution worked. When people usually try to solve problems, they don’t go back and check whether the solution worked. It’s only if something goes very wrong that they try again. The problem-solving technique specifically includes evaluating the solution.

Lastly, the problem-solving technique starts with a specific definition of the problem instead of just jumping to solutions. To figure out where you are going, you have to know where you are.

One benefit of the cognitive behavioral therapy approach is the behavioral side. The behavioral part of therapy is a wide umbrella that includes problem-solving techniques among other techniques. Accessing multiple techniques means one is more likely to address the client’s main concern.

Salene M. W. Jones, Ph.D., is a clinical psychologist in Washington State.

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7.3 Problem-Solving

Learning objectives.

By the end of this section, you will be able to:

Describe problem solving strategies
Define algorithm and heuristic
Explain some common roadblocks to effective problem solving

People face problems every day—usually, multiple problems throughout the day. Sometimes these problems are straightforward: To double a recipe for pizza dough, for example, all that is required is that each ingredient in the recipe be doubled. Sometimes, however, the problems we encounter are more complex. For example, say you have a work deadline, and you must mail a printed copy of a report to your supervisor by the end of the business day. The report is time-sensitive and must be sent overnight. You finished the report last night, but your printer will not work today. What should you do? First, you need to identify the problem and then apply a strategy for solving the problem.

The study of human and animal problem solving processes has provided much insight toward the understanding of our conscious experience and led to advancements in computer science and artificial intelligence. Essentially much of cognitive science today represents studies of how we consciously and unconsciously make decisions and solve problems. For instance, when encountered with a large amount of information, how do we go about making decisions about the most efficient way of sorting and analyzing all the information in order to find what you are looking for as in visual search paradigms in cognitive psychology. Or in a situation where a piece of machinery is not working properly, how do we go about organizing how to address the issue and understand what the cause of the problem might be. How do we sort the procedures that will be needed and focus attention on what is important in order to solve problems efficiently. Within this section we will discuss some of these issues and examine processes related to human, animal and computer problem solving.

PROBLEM-SOLVING STRATEGIES

When people are presented with a problem—whether it is a complex mathematical problem or a broken printer, how do you solve it? Before finding a solution to the problem, the problem must first be clearly identified. After that, one of many problem solving strategies can be applied, hopefully resulting in a solution.

Problems themselves can be classified into two different categories known as ill-defined and well-defined problems (Schacter, 2009). Ill-defined problems represent issues that do not have clear goals, solution paths, or expected solutions whereas well-defined problems have specific goals, clearly defined solutions, and clear expected solutions. Problem solving often incorporates pragmatics (logical reasoning) and semantics (interpretation of meanings behind the problem), and also in many cases require abstract thinking and creativity in order to find novel solutions. Within psychology, problem solving refers to a motivational drive for reading a definite “goal” from a present situation or condition that is either not moving toward that goal, is distant from it, or requires more complex logical analysis for finding a missing description of conditions or steps toward that goal. Processes relating to problem solving include problem finding also known as problem analysis, problem shaping where the organization of the problem occurs, generating alternative strategies, implementation of attempted solutions, and verification of the selected solution. Various methods of studying problem solving exist within the field of psychology including introspection, behavior analysis and behaviorism, simulation, computer modeling, and experimentation.

A problem-solving strategy is a plan of action used to find a solution. Different strategies have different action plans associated with them (table below). For example, a well-known strategy is trial and error. The old adage, “If at first you don’t succeed, try, try again” describes trial and error. In terms of your broken printer, you could try checking the ink levels, and if that doesn’t work, you could check to make sure the paper tray isn’t jammed. Or maybe the printer isn’t actually connected to your laptop. When using trial and error, you would continue to try different solutions until you solved your problem. Although trial and error is not typically one of the most time-efficient strategies, it is a commonly used one.

Another type of strategy is an algorithm. An algorithm is a problem-solving formula that provides you with step-by-step instructions used to achieve a desired outcome (Kahneman, 2011). You can think of an algorithm as a recipe with highly detailed instructions that produce the same result every time they are performed. Algorithms are used frequently in our everyday lives, especially in computer science. When you run a search on the Internet, search engines like Google use algorithms to decide which entries will appear first in your list of results. Facebook also uses algorithms to decide which posts to display on your newsfeed. Can you identify other situations in which algorithms are used?

A heuristic is another type of problem solving strategy. While an algorithm must be followed exactly to produce a correct result, a heuristic is a general problem-solving framework (Tversky & Kahneman, 1974). You can think of these as mental shortcuts that are used to solve problems. A “rule of thumb” is an example of a heuristic. Such a rule saves the person time and energy when making a decision, but despite its time-saving characteristics, it is not always the best method for making a rational decision. Different types of heuristics are used in different types of situations, but the impulse to use a heuristic occurs when one of five conditions is met (Pratkanis, 1989):

When one is faced with too much information
When the time to make a decision is limited
When the decision to be made is unimportant
When there is access to very little information to use in making the decision
When an appropriate heuristic happens to come to mind in the same moment

Working backwards is a useful heuristic in which you begin solving the problem by focusing on the end result. Consider this example: You live in Washington, D.C. and have been invited to a wedding at 4 PM on Saturday in Philadelphia. Knowing that Interstate 95 tends to back up any day of the week, you need to plan your route and time your departure accordingly. If you want to be at the wedding service by 3:30 PM, and it takes 2.5 hours to get to Philadelphia without traffic, what time should you leave your house? You use the working backwards heuristic to plan the events of your day on a regular basis, probably without even thinking about it.

Another useful heuristic is the practice of accomplishing a large goal or task by breaking it into a series of smaller steps. Students often use this common method to complete a large research project or long essay for school. For example, students typically brainstorm, develop a thesis or main topic, research the chosen topic, organize their information into an outline, write a rough draft, revise and edit the rough draft, develop a final draft, organize the references list, and proofread their work before turning in the project. The large task becomes less overwhelming when it is broken down into a series of small steps.

Further problem solving strategies have been identified (listed below) that incorporate flexible and creative thinking in order to reach solutions efficiently.

Additional Problem Solving Strategies :

Abstraction – refers to solving the problem within a model of the situation before applying it to reality.
Analogy – is using a solution that solves a similar problem.
Brainstorming – refers to collecting an analyzing a large amount of solutions, especially within a group of people, to combine the solutions and developing them until an optimal solution is reached.
Divide and conquer – breaking down large complex problems into smaller more manageable problems.
Hypothesis testing – method used in experimentation where an assumption about what would happen in response to manipulating an independent variable is made, and analysis of the affects of the manipulation are made and compared to the original hypothesis.
Lateral thinking – approaching problems indirectly and creatively by viewing the problem in a new and unusual light.
Means-ends analysis – choosing and analyzing an action at a series of smaller steps to move closer to the goal.
Method of focal objects – putting seemingly non-matching characteristics of different procedures together to make something new that will get you closer to the goal.
Morphological analysis – analyzing the outputs of and interactions of many pieces that together make up a whole system.
Proof – trying to prove that a problem cannot be solved. Where the proof fails becomes the starting point or solving the problem.
Reduction – adapting the problem to be as similar problems where a solution exists.
Research – using existing knowledge or solutions to similar problems to solve the problem.
Root cause analysis – trying to identify the cause of the problem.

The strategies listed above outline a short summary of methods we use in working toward solutions and also demonstrate how the mind works when being faced with barriers preventing goals to be reached.

One example of means-end analysis can be found by using the Tower of Hanoi paradigm . This paradigm can be modeled as a word problems as demonstrated by the Missionary-Cannibal Problem :

Missionary-Cannibal Problem

Three missionaries and three cannibals are on one side of a river and need to cross to the other side. The only means of crossing is a boat, and the boat can only hold two people at a time. Your goal is to devise a set of moves that will transport all six of the people across the river, being in mind the following constraint: The number of cannibals can never exceed the number of missionaries in any location. Remember that someone will have to also row that boat back across each time.

Hint : At one point in your solution, you will have to send more people back to the original side than you just sent to the destination.

The actual Tower of Hanoi problem consists of three rods sitting vertically on a base with a number of disks of different sizes that can slide onto any rod. The puzzle starts with the disks in a neat stack in ascending order of size on one rod, the smallest at the top making a conical shape. The objective of the puzzle is to move the entire stack to another rod obeying the following rules:

1. Only one disk can be moved at a time.
2. Each move consists of taking the upper disk from one of the stacks and placing it on top of another stack or on an empty rod.
3. No disc may be placed on top of a smaller disk.

Figure 7.02. Steps for solving the Tower of Hanoi in the minimum number of moves when there are 3 disks.

Figure 7.03. Graphical representation of nodes (circles) and moves (lines) of Tower of Hanoi.

The Tower of Hanoi is a frequently used psychological technique to study problem solving and procedure analysis. A variation of the Tower of Hanoi known as the Tower of London has been developed which has been an important tool in the neuropsychological diagnosis of executive function disorders and their treatment.

GESTALT PSYCHOLOGY AND PROBLEM SOLVING

As you may recall from the sensation and perception chapter, Gestalt psychology describes whole patterns, forms and configurations of perception and cognition such as closure, good continuation, and figure-ground. In addition to patterns of perception, Wolfgang Kohler, a German Gestalt psychologist traveled to the Spanish island of Tenerife in order to study animals behavior and problem solving in the anthropoid ape.

As an interesting side note to Kohler’s studies of chimp problem solving, Dr. Ronald Ley, professor of psychology at State University of New York provides evidence in his book A Whisper of Espionage (1990) suggesting that while collecting data for what would later be his book The Mentality of Apes (1925) on Tenerife in the Canary Islands between 1914 and 1920, Kohler was additionally an active spy for the German government alerting Germany to ships that were sailing around the Canary Islands. Ley suggests his investigations in England, Germany and elsewhere in Europe confirm that Kohler had served in the German military by building, maintaining and operating a concealed radio that contributed to Germany’s war effort acting as a strategic outpost in the Canary Islands that could monitor naval military activity approaching the north African coast.

While trapped on the island over the course of World War 1, Kohler applied Gestalt principles to animal perception in order to understand how they solve problems. He recognized that the apes on the islands also perceive relations between stimuli and the environment in Gestalt patterns and understand these patterns as wholes as opposed to pieces that make up a whole. Kohler based his theories of animal intelligence on the ability to understand relations between stimuli, and spent much of his time while trapped on the island investigation what he described as insight , the sudden perception of useful or proper relations. In order to study insight in animals, Kohler would present problems to chimpanzee’s by hanging some banana’s or some kind of food so it was suspended higher than the apes could reach. Within the room, Kohler would arrange a variety of boxes, sticks or other tools the chimpanzees could use by combining in patterns or organizing in a way that would allow them to obtain the food (Kohler & Winter, 1925).

While viewing the chimpanzee’s, Kohler noticed one chimp that was more efficient at solving problems than some of the others. The chimp, named Sultan, was able to use long poles to reach through bars and organize objects in specific patterns to obtain food or other desirables that were originally out of reach. In order to study insight within these chimps, Kohler would remove objects from the room to systematically make the food more difficult to obtain. As the story goes, after removing many of the objects Sultan was used to using to obtain the food, he sat down ad sulked for a while, and then suddenly got up going over to two poles lying on the ground. Without hesitation Sultan put one pole inside the end of the other creating a longer pole that he could use to obtain the food demonstrating an ideal example of what Kohler described as insight. In another situation, Sultan discovered how to stand on a box to reach a banana that was suspended from the rafters illustrating Sultan’s perception of relations and the importance of insight in problem solving.

Grande (another chimp in the group studied by Kohler) builds a three-box structure to reach the bananas, while Sultan watches from the ground. Insight , sometimes referred to as an “Ah-ha” experience, was the term Kohler used for the sudden perception of useful relations among objects during problem solving (Kohler, 1927; Radvansky & Ashcraft, 2013).

Solving puzzles.

Problem-solving abilities can improve with practice. Many people challenge themselves every day with puzzles and other mental exercises to sharpen their problem-solving skills. Sudoku puzzles appear daily in most newspapers. Typically, a sudoku puzzle is a 9×9 grid. The simple sudoku below (see figure) is a 4×4 grid. To solve the puzzle, fill in the empty boxes with a single digit: 1, 2, 3, or 4. Here are the rules: The numbers must total 10 in each bolded box, each row, and each column; however, each digit can only appear once in a bolded box, row, and column. Time yourself as you solve this puzzle and compare your time with a classmate.

How long did it take you to solve this sudoku puzzle? (You can see the answer at the end of this section.)

Here is another popular type of puzzle (figure below) that challenges your spatial reasoning skills. Connect all nine dots with four connecting straight lines without lifting your pencil from the paper:

Did you figure it out? (The answer is at the end of this section.) Once you understand how to crack this puzzle, you won’t forget.

Take a look at the “Puzzling Scales” logic puzzle below (figure below). Sam Loyd, a well-known puzzle master, created and refined countless puzzles throughout his lifetime (Cyclopedia of Puzzles, n.d.).

A puzzle involving a scale is shown. At the top of the figure it reads: “Sam Loyds Puzzling Scales.” The first row of the puzzle shows a balanced scale with 3 blocks and a top on the left and 12 marbles on the right. Below this row it reads: “Since the scales now balance.” The next row of the puzzle shows a balanced scale with just the top on the left, and 1 block and 8 marbles on the right. Below this row it reads: “And balance when arranged this way.” The third row shows an unbalanced scale with the top on the left side, which is much lower than the right side. The right side is empty. Below this row it reads: “Then how many marbles will it require to balance with that top?”

What steps did you take to solve this puzzle? You can read the solution at the end of this section.

Pitfalls to problem solving.

Not all problems are successfully solved, however. What challenges stop us from successfully solving a problem? Albert Einstein once said, “Insanity is doing the same thing over and over again and expecting a different result.” Imagine a person in a room that has four doorways. One doorway that has always been open in the past is now locked. The person, accustomed to exiting the room by that particular doorway, keeps trying to get out through the same doorway even though the other three doorways are open. The person is stuck—but she just needs to go to another doorway, instead of trying to get out through the locked doorway. A mental set is where you persist in approaching a problem in a way that has worked in the past but is clearly not working now.

Functional fixedness is a type of mental set where you cannot perceive an object being used for something other than what it was designed for. During the Apollo 13 mission to the moon, NASA engineers at Mission Control had to overcome functional fixedness to save the lives of the astronauts aboard the spacecraft. An explosion in a module of the spacecraft damaged multiple systems. The astronauts were in danger of being poisoned by rising levels of carbon dioxide because of problems with the carbon dioxide filters. The engineers found a way for the astronauts to use spare plastic bags, tape, and air hoses to create a makeshift air filter, which saved the lives of the astronauts.

Researchers have investigated whether functional fixedness is affected by culture. In one experiment, individuals from the Shuar group in Ecuador were asked to use an object for a purpose other than that for which the object was originally intended. For example, the participants were told a story about a bear and a rabbit that were separated by a river and asked to select among various objects, including a spoon, a cup, erasers, and so on, to help the animals. The spoon was the only object long enough to span the imaginary river, but if the spoon was presented in a way that reflected its normal usage, it took participants longer to choose the spoon to solve the problem. (German & Barrett, 2005). The researchers wanted to know if exposure to highly specialized tools, as occurs with individuals in industrialized nations, affects their ability to transcend functional fixedness. It was determined that functional fixedness is experienced in both industrialized and nonindustrialized cultures (German & Barrett, 2005).

In order to make good decisions, we use our knowledge and our reasoning. Often, this knowledge and reasoning is sound and solid. Sometimes, however, we are swayed by biases or by others manipulating a situation. For example, let’s say you and three friends wanted to rent a house and had a combined target budget of $1,600. The realtor shows you only very run-down houses for $1,600 and then shows you a very nice house for $2,000. Might you ask each person to pay more in rent to get the $2,000 home? Why would the realtor show you the run-down houses and the nice house? The realtor may be challenging your anchoring bias. An anchoring bias occurs when you focus on one piece of information when making a decision or solving a problem. In this case, you’re so focused on the amount of money you are willing to spend that you may not recognize what kinds of houses are available at that price point.

The confirmation bias is the tendency to focus on information that confirms your existing beliefs. For example, if you think that your professor is not very nice, you notice all of the instances of rude behavior exhibited by the professor while ignoring the countless pleasant interactions he is involved in on a daily basis. Hindsight bias leads you to believe that the event you just experienced was predictable, even though it really wasn’t. In other words, you knew all along that things would turn out the way they did. Representative bias describes a faulty way of thinking, in which you unintentionally stereotype someone or something; for example, you may assume that your professors spend their free time reading books and engaging in intellectual conversation, because the idea of them spending their time playing volleyball or visiting an amusement park does not fit in with your stereotypes of professors.

Finally, the availability heuristic is a heuristic in which you make a decision based on an example, information, or recent experience that is that readily available to you, even though it may not be the best example to inform your decision . Biases tend to “preserve that which is already established—to maintain our preexisting knowledge, beliefs, attitudes, and hypotheses” (Aronson, 1995; Kahneman, 2011). These biases are summarized in the table below.

Were you able to determine how many marbles are needed to balance the scales in the figure below? You need nine. Were you able to solve the problems in the figures above? Here are the answers.

The first puzzle is a Sudoku grid of 16 squares (4 rows of 4 squares) is shown. Half of the numbers were supplied to start the puzzle and are colored blue, and half have been filled in as the puzzle’s solution and are colored red. The numbers in each row of the grid, left to right, are as follows. Row 1: blue 3, red 1, red 4, blue 2. Row 2: red 2, blue 4, blue 1, red 3. Row 3: red 1, blue 3, blue 2, red 4. Row 4: blue 4, red 2, red 3, blue 1.The second puzzle consists of 9 dots arranged in 3 rows of 3 inside of a square. The solution, four straight lines made without lifting the pencil, is shown in a red line with arrows indicating the direction of movement. In order to solve the puzzle, the lines must extend beyond the borders of the box. The four connecting lines are drawn as follows. Line 1 begins at the top left dot, proceeds through the middle and right dots of the top row, and extends to the right beyond the border of the square. Line 2 extends from the end of line 1, through the right dot of the horizontally centered row, through the middle dot of the bottom row, and beyond the square’s border ending in the space beneath the left dot of the bottom row. Line 3 extends from the end of line 2 upwards through the left dots of the bottom, middle, and top rows. Line 4 extends from the end of line 3 through the middle dot in the middle row and ends at the right dot of the bottom row.

Many different strategies exist for solving problems. Typical strategies include trial and error, applying algorithms, and using heuristics. To solve a large, complicated problem, it often helps to break the problem into smaller steps that can be accomplished individually, leading to an overall solution. Roadblocks to problem solving include a mental set, functional fixedness, and various biases that can cloud decision making skills.

References:

Openstax Psychology text by Kathryn Dumper, William Jenkins, Arlene Lacombe, Marilyn Lovett and Marion Perlmutter licensed under CC BY v4.0. https://openstax.org/details/books/psychology

Review Questions:

1. A specific formula for solving a problem is called ________.

a. an algorithm

b. a heuristic

c. a mental set

d. trial and error

2. Solving the Tower of Hanoi problem tends to utilize a ________ strategy of problem solving.

a. divide and conquer

b. means-end analysis

d. experiment

3. A mental shortcut in the form of a general problem-solving framework is called ________.

4. Which type of bias involves becoming fixated on a single trait of a problem?

a. anchoring bias

b. confirmation bias

c. representative bias

d. availability bias

5. Which type of bias involves relying on a false stereotype to make a decision?

6. Wolfgang Kohler analyzed behavior of chimpanzees by applying Gestalt principles to describe ________.

a. social adjustment

b. student load payment options

c. emotional learning

d. insight learning

7. ________ is a type of mental set where you cannot perceive an object being used for something other than what it was designed for.

a. functional fixedness

c. working memory

Critical Thinking Questions:

1. What is functional fixedness and how can overcoming it help you solve problems?

2. How does an algorithm save you time and energy when solving a problem?

Personal Application Question:

1. Which type of bias do you recognize in your own decision making processes? How has this bias affected how you’ve made decisions in the past and how can you use your awareness of it to improve your decisions making skills in the future?

anchoring bias

availability heuristic

confirmation bias

functional fixedness

hindsight bias

problem-solving strategy

representative bias

trial and error

working backwards

Answers to Exercises

algorithm: problem-solving strategy characterized by a specific set of instructions

anchoring bias: faulty heuristic in which you fixate on a single aspect of a problem to find a solution

availability heuristic: faulty heuristic in which you make a decision based on information readily available to you

confirmation bias: faulty heuristic in which you focus on information that confirms your beliefs

functional fixedness: inability to see an object as useful for any other use other than the one for which it was intended

heuristic: mental shortcut that saves time when solving a problem

hindsight bias: belief that the event just experienced was predictable, even though it really wasn’t

mental set: continually using an old solution to a problem without results

problem-solving strategy: method for solving problems

representative bias: faulty heuristic in which you stereotype someone or something without a valid basis for your judgment

trial and error: problem-solving strategy in which multiple solutions are attempted until the correct one is found

working backwards: heuristic in which you begin to solve a problem by focusing on the end result

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Unit 2: Solving equations & inequalities

About this unit.

There are lots of strategies we can use to solve equations. Let's explore some different ways to solve equations and inequalities. We'll also see what it takes for an equation to have no solution, or infinite solutions.

Linear equations with variables on both sides

Why we do the same thing to both sides: Variable on both sides (Opens a modal)
Intro to equations with variables on both sides (Opens a modal)
Equations with variables on both sides: 20-7x=6x-6 (Opens a modal)
Equation with variables on both sides: fractions (Opens a modal)
Equation with the variable in the denominator (Opens a modal)
Equations with variables on both sides Get 3 of 4 questions to level up!
Equations with variables on both sides: decimals & fractions Get 3 of 4 questions to level up!

Linear equations with parentheses

Equations with parentheses (Opens a modal)
Reasoning with linear equations (Opens a modal)
Multi-step equations review (Opens a modal)
Equations with parentheses Get 3 of 4 questions to level up!
Equations with parentheses: decimals & fractions Get 3 of 4 questions to level up!
Reasoning with linear equations Get 3 of 4 questions to level up!

Analyzing the number of solutions to linear equations

Number of solutions to equations (Opens a modal)
Worked example: number of solutions to equations (Opens a modal)
Creating an equation with no solutions (Opens a modal)
Creating an equation with infinitely many solutions (Opens a modal)
Number of solutions to equations Get 3 of 4 questions to level up!
Number of solutions to equations challenge Get 3 of 4 questions to level up!

Linear equations with unknown coefficients

Linear equations with unknown coefficients (Opens a modal)
Why is algebra important to learn? (Opens a modal)
Linear equations with unknown coefficients Get 3 of 4 questions to level up!

Multi-step inequalities

Inequalities with variables on both sides (Opens a modal)
Inequalities with variables on both sides (with parentheses) (Opens a modal)
Multi-step inequalities (Opens a modal)
Using inequalities to solve problems (Opens a modal)
Multi-step linear inequalities Get 3 of 4 questions to level up!
Using inequalities to solve problems Get 3 of 4 questions to level up!

Compound inequalities

Compound inequalities: OR (Opens a modal)
Compound inequalities: AND (Opens a modal)
A compound inequality with no solution (Opens a modal)
Double inequalities (Opens a modal)
Compound inequalities examples (Opens a modal)
Compound inequalities review (Opens a modal)
Solving equations & inequalities: FAQ (Opens a modal)
Compound inequalities Get 3 of 4 questions to level up!

Related Expertise: People Strategy , Smart Simplicity , Organization Design

Smart Rules: Six Ways to Get People to Solve Problems Without You

October 17, 2011 By Yves Morieux

Companies face an increasingly complex world. Globalization and technology have opened up new markets and enabled new competitors. With an abundance of options to choose from, customers are harder to please—and more fickle—than ever. Each day competitive advantage seems more elusive and fleeting. Even if you can figure out the right approach to take, what works today won’t work tomorrow.

The growth of complexity is reflected in businesses’ goals. Today companies, on average, set themselves six times as many performance requirements as they did in 1955, the year the Fortune 500 list was created. Back then, CEOs committed to four to seven performance imperatives; today they commit to 25 to 40. And many of those requirements appear to be in conflict: Companies want to satisfy their customers, who demand low prices and high quality. They seek to customize their offerings for specific markets and standardize them for the greatest operating return. They want to innovate and be efficient.

In and of itself, this complexity is not a bad thing—it brings opportunities as well as challenges. The problem is the way companies attempt to respond to it. To reconcile their many conflicting goals, managers redesign the organization’s structure, performance measures, and incentives, trying to align employees’ behavior with shifting external challenges. More layers get added, more procedures imposed. Then, to smooth the implementation of those “hard” changes, companies introduce a variety of “soft” initiatives designed to infuse work with positive emotions and create a workplace where interpersonal relationships and collaboration will flourish.

At The Boston Consulting Group, we’ve created an “index of complicatedness,” based on surveys of more than 100 U.S. and European listed companies, which measures just how big the problem is. The survey results show that over the past 15 years, the amount of procedures, vertical layers, interface structures, coordination bodies, and decision approvals needed in each of those firms has increased by anywhere from 50% to 350%. According to our analysis over a longer time horizon, complicatedness increased by 6.7% a year, on average, over the past five decades.

This complicatedness exacts a heavy price. In the 20% of organizations that are the most complicated, managers spend 40% of their time writing reports and 30% to 60% of it in coordination meetings. That doesn’t leave much time for them to work with their teams. As a result, employees are often misdirected and expend a lot of effort in vain. It’s hardly surprising that employees of these organizations are three times as likely to be disengaged as employees of the rest of the group—or that dissatisfaction at work is so high and productivity so often disappointing.

Companies clearly need a better way to manage complexity. In our work with clients and in our research, we believe, we’ve found a different and far more effective approach. It does not involve attempting to impose formal guidelines and processes on frontline employees; rather, it entails creating an environment in which employees can work with one another to develop creative solutions to complex challenges. This approach leads to organizations that ably address numerous fluid and contradictory requirements without structural and procedural complicatedness.

The approach incorporates a set of simple yet powerful principles. We call them “smart rules.” These rules help managers mobilize their subordinates’ skills and intelligence.

There are six smart rules. The first three involve enabling —providing the information needed to understand where the problems are and empowering the right people to make good choices. The second three involve impelling —motivating people to apply all their abilities and to cooperate, thanks to feedback loops that expose them as directly as possible to the consequences of their actions. The idea is to make finding solutions to complex performance requirements far more attractive than disengagement, ducking cooperation, or finger-pointing. When the right feedback loops are in place, cumbersome alignment mechanisms—ranging from compliance metrics to the proliferation of committees—can be eliminated, along with their costs, and employees find solutions that create more value.

As you will see in the following pages, using the smart rules—all of them, or sometimes just one or two—enables a complicated company to transform itself, in part or sometimes completely, into a smarter, more streamlined organization.

Rule 1: Improve Understanding of What Coworkers Do

To respond to complexity intelligently, people have to really understand each other’s work: the goals and challenges others have to meet, the resources they can draw on, and the constraints under which they operate. People can’t find this kind of information in formal job descriptions; they can learn it only by observing and interacting.

The manager’s job is to make sure that such learning takes place. Without this shared understanding, people will blame problems on other people’s lack of intelligence or skills, not on the resources and constraints of the organization.

This was the case at the hotel unit of a global travel and tourism group that was struggling with falling occupancy rates, declining prices, and poor customer satisfaction. Many of the hotel managers blamed the “detached mentality” and weak customer-facing skills of the reception employees, who were young and inexperienced—and never stayed long enough to learn better. The sales managers at the group center agreed, even accusing receptionists of contributing to low occupancy rates by pretending that no rooms were available when in fact the hotels had vacancies. The chain therefore decided to set up an incentive based on occupancy rates and sales for the receptionists and to train them in customer service.

Despite all the energy devoted to these initiatives, the results did not improve. Eventually, a team of salespeople decided to spend one month with the receptionists to see what was really going on. The team discovered that the receptionists’ most pressing challenge was handling unhappy customers. Their constraint was a lack of cooperation from the support functions, including housekeeping, room service, and maintenance, whose actions had the most effect on customer satisfaction. Housekeeping, for instance, regularly failed to inform maintenance about broken appliances in rooms, leaving the people at reception to manage the customers’ complaints at night.

To compensate for this lack of cooperation, receptionists were drawing on other resources. One was the refunds they could grant to defuse angry complaints at checkout. The new training actually made receptionists much more at ease with entering rebate discussions, which inevitably pushed price points down further.

A second resource was their own youthful energy: When a guest complained, the receptionists would try to fix the problem themselves, abandoning the front desk to make a faulty shower work or to dash around looking for a spare remote control to replace a broken one. By the time they got back to the front desk, a line of fuming guests would have formed.

Their third resource was offering unhappy guests an upgrade, which meant they needed to keep some rooms in reserve—a practice that depressed occupancy rates. The new incentives were useless, because they had no impact on the lack of cooperation from the support functions and how the receptionists coped with it. The bonus scheme, which showed receptionists how much they could have earned each day, only increased their frustration.

Exhausted and discouraged, the young clerks would often quit after a few weeks. Their high turnover rate didn’t stem from a lack of commitment, as the sales team had believed. On the contrary, the receptionists who cared the least were the ones who stayed the longest.

Exploring the real context of employees’ work helps managers discover when people need to cooperate and how well they’re doing it. Although you can measure the combined output of a group, it is difficult to measure the input of each member, and the more cooperation there is, the harder it gets. Indeed, when managers rely on traditional metrics and peer feedback, they may end up rewarding people who actually avoid cooperation.

Of course, it isn’t always feasible for a manager to spend a month observing in minute detail what’s happening on the front line. But managers do need to supplement the formal metrics and reports they receive with observation and with judgment when measurement is impossible. In many cases, just a day on the ground watching the interplay among people from different functions will provide insights into where and how cooperation is breaking down. Once you identify that moment of truth and some simple root causes, you can move on to applying the other rules.

Rule 2: Reinforce the People Who Are Integrators

Conflicts between front and back offices are often inherent. Back offices typically need to standardize processes and work, and front offices have to accommodate the needs of individual customers.

A common organizational response is to create some sort of coordinating unit—a middle office. But that just turns one problem into two: between the back and middle offices, and between the middle and front offices. The same thing happens vertically in organizations: Coordination problems between the corporate center and country operations trigger the creation of regional layers in between. Another common solution is to impose a coordinating procedure like computerized job requests.

A better response is to empower line individuals—or groups—to play that integrative role. In almost any unit you will find one or two managers—often from a particular function—who already interact with multiple stakeholders (customers as well as other functions). If you’ve followed the first rule and observed people at work, it will probably be fairly obvious to you who these individuals or groups are. These people can act as integrators, helping teams obtain from others the cooperation needed to deliver more value.

Once you’ve identified them, you should reinforce their power by increasing their responsibilities and giving them a greater say on issues that matter to others. Removing some formal rules and procedures also helps increase the discretionary power of integrators. The larger a company gets, the greater the need for integrators, and therefore the fewer formal rules there should be. Unfortunately, most managers think the exact opposite is true.

At the struggling hotel group, the managers realized that the receptionists could play a key integrative role among the hotel staff and the customers. But rather than coordinating those interactions through a formal process, the company decided to give the reception staff a stronger voice in the promotions of people in support functions—particularly the housekeepers and the maintenance crew.

The housekeepers soon started to cooperate by checking all equipment and appliances as they were cleaning rooms; maintenance would then readily intervene during the day, so that customers would not discover problems at night. The change had a snowballing effect on customer satisfaction—eliminating the need to grant rebates at checkout—and on the receptionists’ willingness to sell available rooms. Within 18 months, the company’s gross margin had increased by 20%.

Rule 3: Expand the Amount of Power Available

Usually, the people with the least power in an organization shoulder most of the burden of cooperation and get the least credit. When they realize this, they often withdraw from cooperation and hide in their silos. Companies that want to prevent this and increase cooperation need to give these people more power so that they can take the risk of moving out of isolation, trusting others, showing initiative, and being transparent about performance.

However, firms have to do this without taking power away from others in the system. The answer is to create new power bases, by giving individuals new responsibilities for issues that matter to others and to the firm’s performance.

The experiences of a large retailer illustrate how this works. The retailer had decided to lower costs and enhance professionalization by centralizing the procurement and human resources functions that used to reside in individual stores. Store managers lost a lot of power in the process; it was clear that the issues that mattered to store employees were now in the hands of centralized shared services. The store managers had become a kind of “nice but useless nanny,” as someone actually put it.

Yet the store managers were supposed to play a strong role in making sure employees were responsive to customer needs and were a primary source of innovations for store layouts and shop floor operations. Without organizational clout, how were they to do this?

The chain’s senior managers addressed the problem by announcing to customers that the lines in front of cashiers would not exceed a certain length in their stores. This mattered for performance because lines had a large impact on customers’ loyalty and frequency of visits. The store managers were given responsibility for assembling the teams—from any section in the stores—that would come and help the cashiers if the lines were about to exceed the limit. That mattered to the floor staff: Having to feel the heat of unhappy customers—who were all the more vocal once the company had publicly committed to short lines—was not a trivial issue. The ability to decide who would be picked for these teams gave the store managers the power to foster cooperation and diligence in store operations and innovations.

New sources of power can also be created around expertise building and knowledge transmission. This works especially well if both project managers and line managers need more power. Project managers can assess and reward project-related performance, and line managers can decide who gets to be trained in the higher-order management skills that will improve chances for promotion.

Rule 4: Increase the Need for Reciprocity

A good way to spur productive cooperation is to expand the responsibilities of integrators beyond activities over which they have direct control. Making their goals richer and more complex will drive them to resolve trade-offs rather than avoid them. But if you measure people only on what they can control, they will shy away from helping with many other problems you need their input on.

Consider the case of an airline that competes on asset utilization (having planes full and in the air rather than waiting on the ground) but doesn’t want to compromise customer satisfaction. To achieve high utilization and satisfaction, the company makes aircraft crew members accountable for overseeing both cabin cleaning and ground service. They cannot blame someone else—like the cleaning subcontractor—when customers grumble about a messy plane or a slow boarding crew. The superior trade-off they are impelled to achieve—reconciling cabin cleanliness, customer experience, and speed of turnaround between flights (which is about twice that of other airlines)—would be out of reach if people were not allowed to decide what works best in each situation and instead followed predefined procedures and were measured by their compliance with them.

As you spread responsibility for achieving outcomes, don’t feel you have to give people more resources to go with it. It’s actually often better to take resources away. A family with five television sets doesn’t have to negotiate which program to watch because everyone can watch the show he or she wants. The result is the kind of self-sufficiency that kills family life. Removing resources is a good way to make people more dependent on, and more cooperative with, one another, because without such buffers, their actions have a greater impact on one another’s effectiveness. Eliminating internal monopolies—by creating overlaps, bundling activities, or even setting up external alliances—also increases the possibility for reciprocal action and impels cooperation.

It might seem that you will multiply the number of goals and targets by applying this rule. Actually, this is not the case. What you will do is drive goals back to the employees who actually have to achieve them, so that the people who are best positioned to resolve trade-offs are the ones handling them. Indeed, the multiplication of corporate requirements that we described earlier is arguably a transfer up the hierarchy of certain goals and accountabilities that should remain nearer the bottom of the organization.

Rule 5: Make Employees Feel the Shadow of the Future

The longer it takes for the consequences of a decision to take effect, the more difficult it is to hold a decision maker accountable. Many who are involved at the launch of a three-year project will no longer be around when it’s completed—they will have been moved to another job or location, or promoted. They won’t be affected by the consequences of the actions they take, the trade-offs they make, or how well they cooperate. To paraphrase game-theorist Robert Axelrod, the “shadow” of the future does not reach them.

People are more likely to feel the shadow of the future if you bring the future closer. For example, the lead times on many projects or work processes can often be significantly reduced at companies.

Another remedy is just to assign managers to downstream work. Consider the case of an industrial goods company that needed to lengthen the warranty period on certain products in order to fend off new competition. To do this cost-effectively, its engineering division had to make the product easier to repair.

The engineers were already laboring to meet many requirements—including product compactness, energy consumption, and anticorrosion performance—each of which came with a set of goals, incentives, and people who oversaw it. Now management added a repairability requirement to the list. It established a new function that would coordinate all the decisions that affected repairability with all the engineering specialties—notably the mechanical and electrical groups. It also defined a repairability process and a set of performance indicators and incentives to go with it.

None of the changes helped. Given the number of other incentives, the repairability incentive was insignificant (it could make at most a 0.8% difference in the engineers’ compensation), whereas the overall requirements had become more complex. For example, if the engineers met the requirement for compactness, the product became much more difficult and costly to repair, owing to the intricacy of mechanical and electrical parts. The conflict between compactness and repairability was not new. What was new was the competitive pressure that removed the possibility of fulfilling one requirement and sacrificing the other. Moreover, the coordinators could not get the electrical and mechanical engineers to cooperate on repairability. Numerous “soft” initiatives to improve interpersonal feelings within these groups had made them even more reluctant to strain their relationships by negotiating tough tradeoffs between electrical and mechanical constraints. Real cooperation, after all, is not a matter of getting along well; it’s taking into account the constraints and goals of others in your actions and decisions. Indeed, people get along all the better if they can avoid such real cooperation.

The after-sales team continued to struggle with costly repair operations, and the warranty period could not be extended. Then the company tried a new approach: moving some of the engineers to the after-sales network once the new products were launched and making them responsible for the warranty budget. This meant that they would experience firsthand the effects of their design on that budget. The touchy-feely approach to collaboration, with its convivial avoidance of real cooperation, stopped, and engineers quickly started to address the tough trade-offs. The innovative solutions they developed enabled the company to meet both its repairability goals and the other requirements. Soon it extended the warranty period and did away with the coordination function and its processes, scorecards, and incentives.

Increasing the frequency of output performance reviews also makes employees feel the shadow of the future more. A telecom systems manufacturer that was struggling to integrate its hardware and software engineering units discovered this when it upped the frequency with which it tested the compatibility of hardware and software from every six months to every two weeks. Previously, engineers from either unit could avoid cooperating and not face any consequences for at least five months and 29 days. Now the consequences can be avoided for only 13 days.

Rule 6: Put the Blame on the Uncooperative

Some activities involve such a long time lag between cause and effect (for example, in some research and development efforts) that it’s impossible to set up direct feedback loops that expose people to the consequences of their actions. There are also situations where jobs are so remote that it’s difficult to have a direct feedback loop that makes the people who perform them feel interdependent with others. In those cases, managers have to close the feedback loop themselves by explicitly introducing a penalty for any people or units that fail to cooperate on solving a problem, even if the problem does not occur in their area, and increase the payoff for all when units cooperate in a beneficial way.

This was the approach taken by one railway company that was struggling to boost its on-time record, which for years had not risen above 80%. It had tried to improve punctuality by upgrading traffic control mechanisms, hiring more agents, dedicating more resources to the function in charge of monitoring delays, and skimping on some operations (such as cleaning and equipment checks). But each measure that slightly increased punctuality also had an unacceptably negative impact on other performance requirements, such as cost, quality, and safety.

So the company took a new tack. Applying Rule 1, it focused on cooperation between the units whose performance affected timeliness (which included maintenance, train drivers, station crews, and conductors). It became clear that each unit could, by cooperating, anticipate, absorb, and compensate for the delays or problems occurring in other units. But the company also realized that the people working in the various units were more concerned with not getting blamed for delays than with reducing them.

That situation was the result of perverse rules that prevented people from improving timeliness. Under them, blame for a delay was placed only on the unit responsible for its root cause. So, when Unit A had a problem, Units B and C did not feel impelled to help solve it. Why would they? If they didn’t cooperate, only Unit A got the blame. Instead, each unit tried to make up the lost time by itself. In 20% of cases, however, that wasn’t enough.

The company needed to modify the reward criteria so that it would be in the interest of those who needed help to be transparent about it, and of others to provide that help. It was decided that once a unit told others it had a problem, the units that failed to cooperate in solving the problem would be held responsible for the delay. The station managers, who would be present in the necessary moments of cooperation, would judge which units had contributed to solving problems. In just four months on-time performance jumped up to 95% on the major lines where the change was implemented.

What Not to Do

You may find it helpful to keep in mind the following caveats—what I think of as “the don’ts.” If you catch yourself ignoring any of them, you’re probably not applying the smart rules.

Never add a process or a layer unless you absolutely have to. Adding or keeping what is unnecessary is at least as damaging as lacking what is needed.

Never blame a problem on someone’s mentality or mind-set. This reflects only the limitations of your analysis. Instead look at the goals, resources, and constraints people face.

Don’t let decisions be escalated to you. Push them back to those who failed to cooperate on a solution. But if you must take on a decision, hold the local people accountable and make it a learning experience: “What will you guys do differently the next time so I don’t have to arbitrate?”

Don’t rely on financial incentives. The counterproductive side effects are too severe. Instead try to embed feedback loops into people’s tasks.

Don’t try to measure specific behaviors. The most valuable behavior—cooperation—cannot be measured. And in the few performance areas that do not require cooperation, the effects of people’s behaviors show up directly in the business results. Focus instead on results, and use judgment rather than measurements when cooperation is required.

Smart rules allow companies to manage complexity not by prescribing specific behaviors but by creating a context within which optimal behaviors occur—even though what is optimal cannot be defined in advance. This approach leads to greater organizational diversity, because voluntary frontline cooperation breeds creative, customized solutions to problems. Yet despite this diversity, companies following smart rules are highly efficient in terms of the resources they use, because problems are solved entirely by leveraging, through cooperation, the skills and ingenuity of employees. Any costs generated by the diversity are more than off set by being able to ditch all the coordination and collaboration programs favored by many organizational experts. Employee satisfaction rises along with performance, as companies remove the complicatedness that causes both frustration and ineffectiveness. So rather than overload your org chart with a lot of arrows and layers, why not aim for the kind of smart simplicity you’ll get from applying the six rules described in this article?

This article originally appeared in the Harvard Business Review and is republished here with permission.

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Sat / act prep online guides and tips, the pemdas rule: understanding order of operations.

General Education

Everyone who's taken a math class in the US has heard the acronym "PEMDAS" before. But what does it mean exactly? Here, we will explain in detail the PEMDAS meaning and how it's used before giving you some sample PEMDAS problems so you can practice what you've learned.

PEMDAS Meaning: What Does It Stand For?

PEMDAS is an acronym meant to help you remember the order of operations used to solve math problems. It's typically pronounced "pem-dass," "pem-dozz," or "pem-doss."

Here's what each letter in PEMDAS stands for:

P arentheses
M ultiplication and D ivision
A ddition and S ubtraction

The order of letters shows you the order you must solve different parts of a math problem , with expressions in parentheses coming first and addition and subtraction coming last.

Many students use this mnemonic device to help them remember each letter: P lease E xcuse M y D ear A unt S ally .

In the United Kingdom and other countries, students typically learn PEMDAS as BODMAS . The BODMAS meaning is the same as the PEMDAS meaning — it just uses a couple different words. In this acronym, the B stands for "brackets" (what we in the US call parentheses) and the O stands for "orders" (or exponents). Now, how exactly do you use the PEMDAS rule? Let's take a look.

How Do You Use PEMDAS?

PEMDAS is an acronym used to remind people of the order of operations.

This means that you don't just solve math problems from left to right; rather, you solve them in a predetermined order that's given to you via the acronym PEMDAS . In other words, you'll start by simplifying any expressions in parentheses before simplifying any exponents and moving on to multiplication, etc.

But there's more to it than this. Here's exactly what PEMDAS means for solving math problems:

Parentheses: Anything in parentheses must be simplified first
Exponents: Anything with an exponent (or square root) must be simplified after everything in parentheses has been simplified
Multiplication and Division: Once parentheses and exponents have been dealt with, solve any multiplication and division from left to right
Addition and Subtraction: Once parentheses, exponents, multiplication, and division have been dealt with, solve any addition and subtraction from left to right

If any of these elements are missing (e.g., you have a math problem without exponents), you can simply skip that step and move on to the next one.

Now, let's look at a sample problem to help you understand the PEMDAS rule better:

4 (5 − 3)² − 10 ÷ 5 + 8

You might be tempted to solve this math problem left to right, but that would result in the wrong answer! So, instead, let's use PEMDAS to help us approach it the correct way.

We know that parentheses must be dealt with first. This problem has one set of parentheses: (5 − 3). Simplifying this gives us 2 , so now our equation looks like this:

4 (2)² − 10 ÷ 5 + 8

The next part of PEMDAS is exponents (and square roots). There is one exponent in this problem that squares the number 2 (i.e., what we found by simplifying the expression in the parentheses).

This gives us 2 × 2 = 4. So now our equation looks like this:

4 (4) − 10 ÷ 5 + 8 OR 4 × 4 − 10 ÷ 5 + 8

Next up is multiplication and division from left to right . Our problem contains both multiplication and division, which we'll solve from left to right (so first 4 × 4 and then 10 ÷ 5). This simplifies our equation as follows:

Finally, all we need to do now is solve the remaining addition and subtraction from left to right :

The final answer is 22. Don't believe me? Insert the whole equation into your calculator (written exactly as it is above) and you'll get the same result!

Sample Math Problems Using PEMDAS + Answers

See whether you can solve the following four problems correctly using the PEMDAS rule. We'll go over the answers after.

Sample PEMDAS Problems

11 − 8 + 5 × 6

8 ÷ 2 (2 + 2)

7 × 4 − 10 (5 − 3) ÷ 2²

√25 (4 + 2)² − 18 ÷ 3 (3 − 1) + 2³

Answer Explanations

Here, we go over each problem above and how you can use PEMDAS to get the correct answer.

#1 Answer Explanation

This math problem is a fairly straightforward example of PEMDAS that uses addition, subtraction, and multiplication only , so no having to worry about parentheses or exponents here.

We know that multiplication comes before addition and subtraction , so you'll need to start by multiplying 5 by 6 to get 30:

11 − 8 + 30

Now, we can simply work left to right on the addition and subtraction:

11 − 8 + 30 3 + 30 = 33

This brings us to the correct answer, which is 33 .

#2 Answer Explanation

If this math problem looks familiar to you, that's probably because it went viral in August 2019 due to its ambiguous setup . Many people argued over whether the correct answer was 1 or 16, but as we all know, with math there's (almost always!) only one truly correct answer.

So which is it: 1 or 16?

Let's see how PEMDAS can give us the right answer. This problem has parentheses, division, and multiplication. So we'll start by simplifying the expression in the parentheses, per PEMDAS:

While most people online agreed up until this point, many disagreed on what to do next: do you multiply 2 by 4, or divide 8 by 2?

PEMDAS can answer this question: when it comes to multiplication and division, you always work left to right. This means that you would indeed divide 8 by 2 before multiplying by 4.

It might help to look at the problem this way instead, since people tend to get tripped up on the parentheses (remember that anything next to a parenthesis is being multiplied by whatever is in the parentheses):

Now, we just solve the equation from left to right:

8 ÷ 2 × 4 4 × 4 = 16

The correct answer is 16. Anyone who argues it's 1 is definitely wrong — and clearly isn't using PEMDAS correctly!

#3 Answer Explanation

Things start to get a bit trickier now.

This math problem has parentheses, an exponent, multiplication, division, and subtraction. But don't get overwhelmed — let's work through the equation, one step at a time.

First, per the PEMDAS rule, we must simplify what's in the parentheses :

7 × 4 − 10 (2) ÷ 2²

Easy peasy, right? Next, let's simplify the exponent :

7 × 4 − 10 (2) ÷ 4

All that's left now is multiplication, division, and subtraction. Remember that with multiplication and division, we simply work from left to right:

7 × 4 − 10 (2) ÷ 4 28 − 10 (2) ÷ 4 28 − 20 ÷ 4 28 − 5

Once you've multiplied and divided, you just need to do the subtraction to solve it:

28 − 5 = 23

This gives us the correct answer of 23 .

#4 Answer Explanation

This problem might look scary, but I promise it's not! As you long as you approach it one step at a time using the PEMDAS rule , you'll be able to solve it in no time.

Right away we can see that this problem contains all components of PEMDAS : parentheses (two sets), exponents (two and a square root), multiplication, division, addition, and subtraction. But it's really no different from any other math problem we've done.

First, we must simplify what's in the two sets of parentheses:

√25 (6)² − 18 ÷ 3 (2) + 2³

Next, we must simplify all the exponents — this includes square roots, too :

5 (36) − 18 ÷ 3 (2) + 8

Now, we must do the multiplication and division from left to right:

5 (36) − 18 ÷ 3 (2) + 8 180 − 18 ÷ 3 (2) + 8 180 − 6 (2) + 8 180 − 12 + 8

Finally, we solve the remaining addition and subtraction from left to right:

180 − 12 + 8 168 + 8 = 176

This leads us to the correct answer of 176 .

What's Next?

Another math acronym you should know is SOHCAHTOA. Our expert guide tells you what the acronym SOHCAHTOAH means and how you can use it to solve problems involving triangles .

Studying for the SAT or ACT Math section? Then you'll definitely want to check out our ultimate SAT Math guide / ACT Math guide , which gives you tons of tips and strategies for this tricky section.

Interested in really big numbers? Learn what a googol and googolplex are , as well as why it's impossible to write one of these numbers out.

Hannah received her MA in Japanese Studies from the University of Michigan and holds a bachelor's degree from the University of Southern California. From 2013 to 2015, she taught English in Japan via the JET Program. She is passionate about education, writing, and travel.

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Do You Understand the Problem You’re Trying to Solve?

To solve tough problems at work, first ask these questions.

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Problem solving skills are invaluable in any job. But all too often, we jump to find solutions to a problem without taking time to really understand the dilemma we face, according to Thomas Wedell-Wedellsborg , an expert in innovation and the author of the book, What’s Your Problem?: To Solve Your Toughest Problems, Change the Problems You Solve .

In this episode, you’ll learn how to reframe tough problems by asking questions that reveal all the factors and assumptions that contribute to the situation. You’ll also learn why searching for just one root cause can be misleading.

Key episode topics include: leadership, decision making and problem solving, power and influence, business management.

HBR On Leadership curates the best case studies and conversations with the world’s top business and management experts, to help you unlock the best in those around you. New episodes every week.

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HANNAH BATES: Welcome to HBR on Leadership , case studies and conversations with the world’s top business and management experts, hand-selected to help you unlock the best in those around you.

Problem solving skills are invaluable in any job. But even the most experienced among us can fall into the trap of solving the wrong problem.

Thomas Wedell-Wedellsborg says that all too often, we jump to find solutions to a problem – without taking time to really understand what we’re facing.

He’s an expert in innovation, and he’s the author of the book, What’s Your Problem?: To Solve Your Toughest Problems, Change the Problems You Solve .

In this episode, you’ll learn how to reframe tough problems, by asking questions that reveal all the factors and assumptions that contribute to the situation. You’ll also learn why searching for one root cause can be misleading. And you’ll learn how to use experimentation and rapid prototyping as problem-solving tools.

This episode originally aired on HBR IdeaCast in December 2016. Here it is.

SARAH GREEN CARMICHAEL: Welcome to the HBR IdeaCast from Harvard Business Review. I’m Sarah Green Carmichael.

Problem solving is popular. People put it on their resumes. Managers believe they excel at it. Companies count it as a key proficiency. We solve customers’ problems.

The problem is we often solve the wrong problems. Albert Einstein and Peter Drucker alike have discussed the difficulty of effective diagnosis. There are great frameworks for getting teams to attack true problems, but they’re often hard to do daily and on the fly. That’s where our guest comes in.

Thomas Wedell-Wedellsborg is a consultant who helps companies and managers reframe their problems so they can come up with an effective solution faster. He asks the question “Are You Solving The Right Problems?” in the January-February 2017 issue of Harvard Business Review. Thomas, thank you so much for coming on the HBR IdeaCast .

THOMAS WEDELL-WEDELLSBORG: Thanks for inviting me.

SARAH GREEN CARMICHAEL: So, I thought maybe we could start by talking about the problem of talking about problem reframing. What is that exactly?

THOMAS WEDELL-WEDELLSBORG: Basically, when people face a problem, they tend to jump into solution mode to rapidly, and very often that means that they don’t really understand, necessarily, the problem they’re trying to solve. And so, reframing is really a– at heart, it’s a method that helps you avoid that by taking a second to go in and ask two questions, basically saying, first of all, wait. What is the problem we’re trying to solve? And then crucially asking, is there a different way to think about what the problem actually is?

SARAH GREEN CARMICHAEL: So, I feel like so often when this comes up in meetings, you know, someone says that, and maybe they throw out the Einstein quote about you spend an hour of problem solving, you spend 55 minutes to find the problem. And then everyone else in the room kind of gets irritated. So, maybe just give us an example of maybe how this would work in practice in a way that would not, sort of, set people’s teeth on edge, like oh, here Sarah goes again, reframing the whole problem instead of just solving it.

THOMAS WEDELL-WEDELLSBORG: I mean, you’re bringing up something that’s, I think is crucial, which is to create legitimacy for the method. So, one of the reasons why I put out the article is to give people a tool to say actually, this thing is still important, and we need to do it. But I think the really critical thing in order to make this work in a meeting is actually to learn how to do it fast, because if you have the idea that you need to spend 30 minutes in a meeting delving deeply into the problem, I mean, that’s going to be uphill for most problems. So, the critical thing here is really to try to make it a practice you can implement very, very rapidly.

There’s an example that I would suggest memorizing. This is the example that I use to explain very rapidly what it is. And it’s basically, I call it the slow elevator problem. You imagine that you are the owner of an office building, and that your tenants are complaining that the elevator’s slow.

Now, if you take that problem framing for granted, you’re going to start thinking creatively around how do we make the elevator faster. Do we install a new motor? Do we have to buy a new lift somewhere?

The thing is, though, if you ask people who actually work with facilities management, well, they’re going to have a different solution for you, which is put up a mirror next to the elevator. That’s what happens is, of course, that people go oh, I’m busy. I’m busy. I’m– oh, a mirror. Oh, that’s beautiful.

And then they forget time. What’s interesting about that example is that the idea with a mirror is actually a solution to a different problem than the one you first proposed. And so, the whole idea here is once you get good at using reframing, you can quickly identify other aspects of the problem that might be much better to try to solve than the original one you found. It’s not necessarily that the first one is wrong. It’s just that there might be better problems out there to attack that we can, means we can do things much faster, cheaper, or better.

SARAH GREEN CARMICHAEL: So, in that example, I can understand how A, it’s probably expensive to make the elevator faster, so it’s much cheaper just to put up a mirror. And B, maybe the real problem people are actually feeling, even though they’re not articulating it right, is like, I hate waiting for the elevator. But if you let them sort of fix their hair or check their teeth, they’re suddenly distracted and don’t notice.

But if you have, this is sort of a pedestrian example, but say you have a roommate or a spouse who doesn’t clean up the kitchen. Facing that problem and not having your elegant solution already there to highlight the contrast between the perceived problem and the real problem, how would you take a problem like that and attack it using this method so that you can see what some of the other options might be?

THOMAS WEDELL-WEDELLSBORG: Right. So, I mean, let’s say it’s you who have that problem. I would go in and say, first of all, what would you say the problem is? Like, if you were to describe your view of the problem, what would that be?

SARAH GREEN CARMICHAEL: I hate cleaning the kitchen, and I want someone else to clean it up.

THOMAS WEDELL-WEDELLSBORG: OK. So, my first observation, you know, that somebody else might not necessarily be your spouse. So, already there, there’s an inbuilt assumption in your question around oh, it has to be my husband who does the cleaning. So, it might actually be worth, already there to say, is that really the only problem you have? That you hate cleaning the kitchen, and you want to avoid it? Or might there be something around, as well, getting a better relationship in terms of how you solve problems in general or establishing a better way to handle small problems when dealing with your spouse?

SARAH GREEN CARMICHAEL: Or maybe, now that I’m thinking that, maybe the problem is that you just can’t find the stuff in the kitchen when you need to find it.

THOMAS WEDELL-WEDELLSBORG: Right, and so that’s an example of a reframing, that actually why is it a problem that the kitchen is not clean? Is it only because you hate the act of cleaning, or does it actually mean that it just takes you a lot longer and gets a lot messier to actually use the kitchen, which is a different problem. The way you describe this problem now, is there anything that’s missing from that description?

SARAH GREEN CARMICHAEL: That is a really good question.

THOMAS WEDELL-WEDELLSBORG: Other, basically asking other factors that we are not talking about right now, and I say those because people tend to, when given a problem, they tend to delve deeper into the detail. What often is missing is actually an element outside of the initial description of the problem that might be really relevant to what’s going on. Like, why does the kitchen get messy in the first place? Is it something about the way you use it or your cooking habits? Is it because the neighbor’s kids, kind of, use it all the time?

There might, very often, there might be issues that you’re not really thinking about when you first describe the problem that actually has a big effect on it.

SARAH GREEN CARMICHAEL: I think at this point it would be helpful to maybe get another business example, and I’m wondering if you could tell us the story of the dog adoption problem.

THOMAS WEDELL-WEDELLSBORG: Yeah. This is a big problem in the US. If you work in the shelter industry, basically because dogs are so popular, more than 3 million dogs every year enter a shelter, and currently only about half of those actually find a new home and get adopted. And so, this is a problem that has persisted. It’s been, like, a structural problem for decades in this space. In the last three years, where people found new ways to address it.

So a woman called Lori Weise who runs a rescue organization in South LA, and she actually went in and challenged the very idea of what we were trying to do. She said, no, no. The problem we’re trying to solve is not about how to get more people to adopt dogs. It is about keeping the dogs with their first family so they never enter the shelter system in the first place.

In 2013, she started what’s called a Shelter Intervention Program that basically works like this. If a family comes and wants to hand over their dog, these are called owner surrenders. It’s about 30% of all dogs that come into a shelter. All they would do is go up and ask, if you could, would you like to keep your animal? And if they said yes, they would try to fix whatever helped them fix the problem, but that made them turn over this.

And sometimes that might be that they moved into a new building. The landlord required a deposit, and they simply didn’t have the money to put down a deposit. Or the dog might need a $10 rabies shot, but they didn’t know how to get access to a vet.

And so, by instigating that program, just in the first year, she took her, basically the amount of dollars they spent per animal they helped went from something like $85 down to around $60. Just an immediate impact, and her program now is being rolled out, is being supported by the ASPCA, which is one of the big animal welfare stations, and it’s being rolled out to various other places.

And I think what really struck me with that example was this was not dependent on having the internet. This was not, oh, we needed to have everybody mobile before we could come up with this. This, conceivably, we could have done 20 years ago. Only, it only happened when somebody, like in this case Lori, went in and actually rethought what the problem they were trying to solve was in the first place.

SARAH GREEN CARMICHAEL: So, what I also think is so interesting about that example is that when you talk about it, it doesn’t sound like the kind of thing that would have been thought of through other kinds of problem solving methods. There wasn’t necessarily an After Action Review or a 5 Whys exercise or a Six Sigma type intervention. I don’t want to throw those other methods under the bus, but how can you get such powerful results with such a very simple way of thinking about something?

THOMAS WEDELL-WEDELLSBORG: That was something that struck me as well. This, in a way, reframing and the idea of the problem diagnosis is important is something we’ve known for a long, long time. And we’ve actually have built some tools to help out. If you worked with us professionally, you are familiar with, like, Six Sigma, TRIZ, and so on. You mentioned 5 Whys. A root cause analysis is another one that a lot of people are familiar with.

Those are our good tools, and they’re definitely better than nothing. But what I notice when I work with the companies applying those was those tools tend to make you dig deeper into the first understanding of the problem we have. If it’s the elevator example, people start asking, well, is that the cable strength, or is the capacity of the elevator? That they kind of get caught by the details.

That, in a way, is a bad way to work on problems because it really assumes that there’s like a, you can almost hear it, a root cause. That you have to dig down and find the one true problem, and everything else was just symptoms. That’s a bad way to think about problems because problems tend to be multicausal.

There tend to be lots of causes or levers you can potentially press to address a problem. And if you think there’s only one, if that’s the right problem, that’s actually a dangerous way. And so I think that’s why, that this is a method I’ve worked with over the last five years, trying to basically refine how to make people better at this, and the key tends to be this thing about shifting out and saying, is there a totally different way of thinking about the problem versus getting too caught up in the mechanistic details of what happens.

SARAH GREEN CARMICHAEL: What about experimentation? Because that’s another method that’s become really popular with the rise of Lean Startup and lots of other innovation methodologies. Why wouldn’t it have worked to, say, experiment with many different types of fixing the dog adoption problem, and then just pick the one that works the best?

THOMAS WEDELL-WEDELLSBORG: You could say in the dog space, that’s what’s been going on. I mean, there is, in this industry and a lot of, it’s largely volunteer driven. People have experimented, and they found different ways of trying to cope. And that has definitely made the problem better. So, I wouldn’t say that experimentation is bad, quite the contrary. Rapid prototyping, quickly putting something out into the world and learning from it, that’s a fantastic way to learn more and to move forward.

My point is, though, that I feel we’ve come to rely too much on that. There’s like, if you look at the start up space, the wisdom is now just to put something quickly into the market, and then if it doesn’t work, pivot and just do more stuff. What reframing really is, I think of it as the cognitive counterpoint to prototyping. So, this is really a way of seeing very quickly, like not just working on the solution, but also working on our understanding of the problem and trying to see is there a different way to think about that.

If you only stick with experimentation, again, you tend to sometimes stay too much in the same space trying minute variations of something instead of taking a step back and saying, wait a minute. What is this telling us about what the real issue is?

SARAH GREEN CARMICHAEL: So, to go back to something that we touched on earlier, when we were talking about the completely hypothetical example of a spouse who does not clean the kitchen–

THOMAS WEDELL-WEDELLSBORG: Completely, completely hypothetical.

SARAH GREEN CARMICHAEL: Yes. For the record, my husband is a great kitchen cleaner.

You started asking me some questions that I could see immediately were helping me rethink that problem. Is that kind of the key, just having a checklist of questions to ask yourself? How do you really start to put this into practice?

THOMAS WEDELL-WEDELLSBORG: I think there are two steps in that. The first one is just to make yourself better at the method. Yes, you should kind of work with a checklist. In the article, I kind of outlined seven practices that you can use to do this.

But importantly, I would say you have to consider that as, basically, a set of training wheels. I think there’s a big, big danger in getting caught in a checklist. This is something I work with.

My co-author Paddy Miller, it’s one of his insights. That if you start giving people a checklist for things like this, they start following it. And that’s actually a problem, because what you really want them to do is start challenging their thinking.

So the way to handle this is to get some practice using it. Do use the checklist initially, but then try to step away from it and try to see if you can organically make– it’s almost a habit of mind. When you run into a colleague in the hallway and she has a problem and you have five minutes, like, delving in and just starting asking some of those questions and using your intuition to say, wait, how is she talking about this problem? And is there a question or two I can ask her about the problem that can help her rethink it?

SARAH GREEN CARMICHAEL: Well, that is also just a very different approach, because I think in that situation, most of us can’t go 30 seconds without jumping in and offering solutions.

THOMAS WEDELL-WEDELLSBORG: Very true. The drive toward solutions is very strong. And to be clear, I mean, there’s nothing wrong with that if the solutions work. So, many problems are just solved by oh, you know, oh, here’s the way to do that. Great.

But this is really a powerful method for those problems where either it’s something we’ve been banging our heads against tons of times without making progress, or when you need to come up with a really creative solution. When you’re facing a competitor with a much bigger budget, and you know, if you solve the same problem later, you’re not going to win. So, that basic idea of taking that approach to problems can often help you move forward in a different way than just like, oh, I have a solution.

I would say there’s also, there’s some interesting psychological stuff going on, right? Where you may have tried this, but if somebody tries to serve up a solution to a problem I have, I’m often resistant towards them. Kind if like, no, no, no, no, no, no. That solution is not going to work in my world. Whereas if you get them to discuss and analyze what the problem really is, you might actually dig something up.

Let’s go back to the kitchen example. One powerful question is just to say, what’s your own part in creating this problem? It’s very often, like, people, they describe problems as if it’s something that’s inflicted upon them from the external world, and they are innocent bystanders in that.

SARAH GREEN CARMICHAEL: Right, or crazy customers with unreasonable demands.

THOMAS WEDELL-WEDELLSBORG: Exactly, right. I don’t think I’ve ever met an agency or consultancy that didn’t, like, gossip about their customers. Oh, my god, they’re horrible. That, you know, classic thing, why don’t they want to take more risk? Well, risk is bad.

It’s their business that’s on the line, not the consultancy’s, right? So, absolutely, that’s one of the things when you step into a different mindset and kind of, wait. Oh yeah, maybe I actually am part of creating this problem in a sense, as well. That tends to open some new doors for you to move forward, in a way, with stuff that you may have been struggling with for years.

SARAH GREEN CARMICHAEL: So, we’ve surfaced a couple of questions that are useful. I’m curious to know, what are some of the other questions that you find yourself asking in these situations, given that you have made this sort of mental habit that you do? What are the questions that people seem to find really useful?

THOMAS WEDELL-WEDELLSBORG: One easy one is just to ask if there are any positive exceptions to the problem. So, was there day where your kitchen was actually spotlessly clean? And then asking, what was different about that day? Like, what happened there that didn’t happen the other days? That can very often point people towards a factor that they hadn’t considered previously.

SARAH GREEN CARMICHAEL: We got take-out.

THOMAS WEDELL-WEDELLSBORG: S,o that is your solution. Take-out from [INAUDIBLE]. That might have other problems.

Another good question, and this is a little bit more high level. It’s actually more making an observation about labeling how that person thinks about the problem. And what I mean with that is, we have problem categories in our head. So, if I say, let’s say that you describe a problem to me and say, well, we have a really great product and are, it’s much better than our previous product, but people aren’t buying it. I think we need to put more marketing dollars into this.

Now you can go in and say, that’s interesting. This sounds like you’re thinking of this as a communications problem. Is there a different way of thinking about that? Because you can almost tell how, when the second you say communications, there are some ideas about how do you solve a communications problem. Typically with more communication.

And what you might do is go in and suggest, well, have you considered that it might be, say, an incentive problem? Are there incentives on behalf of the purchasing manager at your clients that are obstructing you? Might there be incentive issues with your own sales force that makes them want to sell the old product instead of the new one?

So literally, just identifying what type of problem does this person think about, and is there different potential way of thinking about it? Might it be an emotional problem, a timing problem, an expectations management problem? Thinking about what label of what type of problem that person is kind of thinking as it of.

SARAH GREEN CARMICHAEL: That’s really interesting, too, because I think so many of us get requests for advice that we’re really not qualified to give. So, maybe the next time that happens, instead of muddying my way through, I will just ask some of those questions that we talked about instead.

THOMAS WEDELL-WEDELLSBORG: That sounds like a good idea.

SARAH GREEN CARMICHAEL: So, Thomas, this has really helped me reframe the way I think about a couple of problems in my own life, and I’m just wondering. I know you do this professionally, but is there a problem in your life that thinking this way has helped you solve?

THOMAS WEDELL-WEDELLSBORG: I’ve, of course, I’ve been swallowing my own medicine on this, too, and I think I have, well, maybe two different examples, and in one case somebody else did the reframing for me. But in one case, when I was younger, I often kind of struggled a little bit. I mean, this is my teenage years, kind of hanging out with my parents. I thought they were pretty annoying people. That’s not really fair, because they’re quite wonderful, but that’s what life is when you’re a teenager.

And one of the things that struck me, suddenly, and this was kind of the positive exception was, there was actually an evening where we really had a good time, and there wasn’t a conflict. And the core thing was, I wasn’t just seeing them in their old house where I grew up. It was, actually, we were at a restaurant. And it suddenly struck me that so much of the sometimes, kind of, a little bit, you love them but they’re annoying kind of dynamic, is tied to the place, is tied to the setting you are in.

And of course, if– you know, I live abroad now, if I visit my parents and I stay in my old bedroom, you know, my mother comes in and wants to wake me up in the morning. Stuff like that, right? And it just struck me so, so clearly that it’s– when I change this setting, if I go out and have dinner with them at a different place, that the dynamic, just that dynamic disappears.

SARAH GREEN CARMICHAEL: Well, Thomas, this has been really, really helpful. Thank you for talking with me today.

THOMAS WEDELL-WEDELLSBORG: Thank you, Sarah.

HANNAH BATES: That was Thomas Wedell-Wedellsborg in conversation with Sarah Green Carmichael on the HBR IdeaCast. He’s an expert in problem solving and innovation, and he’s the author of the book, What’s Your Problem?: To Solve Your Toughest Problems, Change the Problems You Solve .

We’ll be back next Wednesday with another hand-picked conversation about leadership from the Harvard Business Review. If you found this episode helpful, share it with your friends and colleagues, and follow our show on Apple Podcasts, Spotify, or wherever you get your podcasts. While you’re there, be sure to leave us a review.

We’re a production of Harvard Business Review. If you want more podcasts, articles, case studies, books, and videos like this, find it all at HBR dot org.

This episode was produced by Anne Saini, and me, Hannah Bates. Ian Fox is our editor. Music by Coma Media. Special thanks to Maureen Hoch, Adi Ignatius, Karen Player, Ramsey Khabbaz, Nicole Smith, Anne Bartholomew, and you – our listener.

See you next week.

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4 Golden Rules of Problem Solving

David Owasi

11 Min Read

We cannot solve our problems with the same thinking we used when we created them — Albert Einstein

The ability to solve problems and successfully navigate challenges is one of the few qualities that differentiate star performers from average ones, it also differentiates happy and fulfilled people from others who are anxious and miserable.

Problem-solving is important to success and happiness because it enables us to exert control over our environments, learn unique insights and improve personal performance and quality of our relationships.

Mastering the art of solving problems is not only restricted to work or business settings; it also has its place in everyday life scenarios. We all regularly encounter minor and major challenges in our personal and professional lives that require our attention, these problems could present with the following questions:

I don’t think my car is supposed to make that thumping noise, what do I do now?
I recently got laid off, how can I find a new job in a pandemic?
My business is now growing, how can I keep up with my bills?
My proposal deadline got moved up to this afternoon, how can I finish everything on time?
My academic performance has been sub-par this semester, how can I pass this course?
Did I notice some strange swellings in my groin, am I sick?
Geez! I made an ass of myself last night, did I damage my reputation?
I am in a toxic relationship; how do I get out?

The bad news is that as long as we are alive, there will always be problems we have to deal with, this is inevitable. The good news is that we can do something about it, we can change our perspective and approach to our problems. Norman Vincent Peale famously said that “every problem has in it the seeds of its own solution. If you don’t have any problems, you don’t get any seeds”.

Our mindset is very important when it comes to successfully solving problems. If we approach problems with the wrong mindset, then we will most likely have a bad outcome. A problem well approached is a problem half-solved.

The problem is not that there are problems. The problem is expecting otherwise and thinking that having problems is a problem — Theodore Isaac Rubin

As an entrepreneur and consulting professional, I have had to regularly face many minor and major problems that demand my attention. These problems ranged from day to day business operations like finding business clients and resolving conflicts with irate customers to mundane challenges like learning how to edit videos or dealing with the stress and anxiety of living in a pandemic.

I generally have found success by using 4 rules to work my way through problems regardless of how small or big they are. These 4 rules are as follows:

Personality Trait: Understanding my natural preference for absorbing and analyzing available information.
Stoicism: Focusing on what I can immediately control.
Emotional Intelligence: Awareness of my emotional state, skill-levels and motivation to deal with the problem.
Vulnerability: Humility to know when I need to ask for help.

Problems are not stops, they are guidelines — Robert H. Shuller

Personality Trait

Personality typing is a psychological system of categorizing people according to their tendencies to think and act in particular ways. Personality typing attempts to find the broadest, most important ways in which people are different, and make sense of these differences by sorting people into meaningful groups. The most popular and well-known system of personality typing is the Myers Briggs Type Indicator or MBTI.

The MBTI system describes a person’s personality through 4 opposing personality functions, preferences in the use of these functions act as useful reference points to explain how and why you are the way you are. You can take a free 5 mins test here .

This model tests your natural preference for the following dimension:

Extroversion(E) or Introversion (I): How do you gain energy? Extroverts gain energy from people and their environments, introverts gain energy from alone-time and need regular periods of quiet reflection.
Sensing (S) or Intuition (N): How do you collect information? Sensors gather facts from their immediate environment and rely on things they can see, feel, hear and touch. Intuitives look more at the overall context and think about subtle patterns, meanings and connections in their environment.
Thinking (T) and Feeling (F) : How do you make decisions? Thinkers look for logically correct solutions, whereas feelers make decisions based on their emotions, values and how their action impacts others.
Judging (J) and Perceiving (P): How do you organize your thoughts? Judgers prefer structure and like things to be clearly regulated, whereas perceivers like things to be open and flexible and are reluctant to commit themselves.

While all of these domains are sliding scales with varying degrees of preference to each of them, having an understanding of your personality type and your natural preference will help you better understand how you subconsciously interpret, process and act on available information.

For example, if you observe your car making a thumping noise, and you have a preference for Sensing (S) as a way of collecting information, your natural preference will be to rely on what you can smell, see or touch to try and diagnose the problem.

An intuitive might prefer a holistic approach to diagnose the problem which might involve taking a step back to look at the bigger picture. They might try to connect different information they have gathered over the years about their vehicle from previous problems to diagnose the problem.

There is no wrong way to approach problem-solving, the issue arises when you don’t understand your preferred way of taking in and analyzing information and the potential blind spots these preferences can create as you make decisions.

Understanding the inner mechanics of your subconscious will help you to be better calibrated to adjust your approach as needed while working through problems.

Not everything that is faced can be changed. But nothing can be changed until it is faced — James Baldwin

Often, it is very easy to feel overwhelmed when faced with a problem, particularly big ones. Worrying about them is often useless and unproductive, however, focusing your attention on what is under your control can help you to assume responsibility and take your first step to solve the problem.

Focusing on what you can control will help you to stay levelheaded and centred regardless of external events. There are few things you usually can have full control over, they include your thoughts, beliefs, perceptions, actions and reactions. This is stoicism.

A stoic is someone who transforms fear into prudence, pain into transformation, mistakes into initiation, and desire into undertaking — Nassim Taleb

Stoicism is an ancient Greek philosophy founded in Athens around 300BC by a man called Zeno of Citium. Zeno was a former merchant who lost everything he had in a shipwreck before becoming a student of philosophy. You don’t have to be bankrupt to adopt this philosophy, you can choose to focus your attention on what is in your control when you deal with life problems.

How can you apply stoicism?

Choose to take responsibility whenever you can. Rather than just blaming the world or other people for your situation, you can choose to accept that at the end of the day, you are ultimately responsible for your own success and happiness, no one else!
Draw a line between what you do and do not have control over. You can get easily sucked into the exhausting cycle of helplessness, powerlessness and bitterness if you don’t draw a line and acknowledge what you have control over. It is helpful to brainstorm and write down everything you have control over around the problem you are solving. For example, when I suddenly lost 2 key employees in my business, I still had control over how many job advertisements I could post to attract new candidates, I also had the option to hire temporary sub-contractors if I couldn’t find ideal replacements.
Start acting on what you can control. The famous Chinese proverb says “A journey of a thousand miles begins with a single step”, start acting on the items on your list to begin solving the problem. You can control your attitude towards the problem, your willingness to put in the work, hustle and do your very best.

Sometimes problems don’t require a solution to solve them; Instead, they require maturity to outgrow them — Steve Maraboli

Emotional Intelligence

Renowned psychologist and researcher Daniel Goleman defines emotional intelligence as the ability to identify and manage one’s emotions as well as the emotions of others.

Skills in emotional intelligence are critical to successfully solve problems; they help you to remain highly conscious of your emotional states whether positive — joy, love, gratitude or negative — frustration, sadness or resentment and helps you to build key relationships and collaborations that are usually needed to find solutions and help.

How can you apply emotional intelligence?

Emotional awareness: Awareness helps you recognize and label your emotions and feelings while they are happening. This awareness will help you to consistently align your response and actions with your long-term goals.
Emotional management: Emotional management is helpful to control your feelings and how you express them. When we are frustrated, it is only natural to sometimes want to lash out or act impulsively. Emotional management helps you to stay calm and levelheaded during these tense and trying moments. This can often be the difference in escalating or de-escalating a tough situation.
Empathy: Empathy helps you to notice and correctly interpret the needs and value you can add to others. Sometimes, solutions are found when you take an active interest in the concerns of others around you and when you are not just primarily motivated by your own self-interest.
Self-motivation: Self-motivation helps you to continue to keep your actions aligned with your goals regardless of distractions or feelings as though nothing has changed. Self-motivation helps you to delay gratification and keep putting in the work even if you can’t see immediately see the light at the end of the tunnel.

A positive attitude may not solve your problems, but it will annoy people to make it worth the effort — Anonymous

Vulnerability

In your quest to find solutions, you have to show humility, drop your ego and be willing to be uncomfortable. Adopting this approach when solving problems helps you easily change course, ask for help or reach out to others in your network. This is vulnerability.

While you are working on strategies based on your list of what you can control, start making another list of people in your network who could help with your problem. Make a list of 10-15 people in your network you can ask for help or recommendations to someone in their network who could help.

Oftentimes, solutions to problems are found when you take a chance, put yourself out there and risk rejection. Rejection is OK because, in the end, it’s all a numbers game, if you talk to enough people, there is a higher chance of finding someone who can help you with your problem.

In Daring Greatly by Brene Brown , she shares her research on how the courage to be vulnerable transforms the way we live, love and lead. She explains that “when we shut ourselves off from vulnerability, we distance ourselves from the experiences that bring purpose and meaning to our lives”.

When we step back and examine our lives, we will find that nothing is as uncomfortable or hurtful as standing on the outside looking in and wondering what it would be like if we only had the courage to put ourselves out there and take a chance.

—–

Hi, I’m David and I am on a mission to support professionals in their careers and entrepreneurship pursuits. I coach professionals and entrepreneurs to improve performance in areas of self-leadership, emotional intelligence and soft-skills. You can learn more about me at davidowasi.com .

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Rule of Sum and Rule of Product Problem Solving

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This page is dedicated to problem solving on the notions of rule of sum (also known as Addition Principle ) and rule of product (also known as Multiplication Principle ). To solve problems on this page, you should be familiar with the following notions:

Rule of Sum
Rule of Product
Counting Integers in a Range

The rule of sum and the rule of product are two basic principles of counting that are used to build up the theory and understanding of enumerative combinatorics.

Introduction

Problem solving.

The rule of sum (Addition Principle) and the rule of product (Multiplication Principle) are stated as below.

Rule of Sum - Statement: If there are $ n$ choices for one action, and $ m$ choices for another action and the two actions cannot be done at the same time, then there are $ n+m$ ways to choose one of these actions. Rule of Product - Statement: If there are $ n$ ways of doing something, and $ m$ ways of doing another thing after that, then there are $ n\times m$ ways to perform both of these actions.

Here is an example based on the above rules.

Calvin wants to go to Milwaukee. He can choose from $3$ bus services or $2$ train services to head from home to downtown Chicago. From there, he can choose from 2 bus services or 3 train services to head to Milwaukee. How many ways are there for Calvin to get to Milwaukee? He has $ 3 + 2=5$ ways to get to downtown Chicago. (Rule of sum) From there, he has $ 2+3=5$ ways to get to Milwaukee. (Rule of sum) Hence, he has $ 5\times 5=25$ ways to get to Milwaukee in total. (Rule of product) $_\square$

Try the following problems.

There are 3 flights from California to France, and 2 flights from France to India. Sanjeet wants to fly from California to France and then to India.

How many choices does he have for his flight plan?

A restaurant offers 5 choices of appetizer, 10 choices of the main course and 4 choices of dessert. A customer can choose to eat just one course, or two different courses, or all three courses. Assuming that all food choices are available, how many different possible meals does the restaurant offer?

Note: When you eat a course, you only pick one of the choices.

This section includes the basic examples and problems that will warm you up for the next section of problem solving.

Calvin wants to go to Milwaukee. He can choose from $3$ bus services or $2$ train services to head from home to downtown Chicago. From there, he can choose from 2 bus services or 3 train services to head to Milwaukee. This time, he has to purchase a bus concession (which will only allow him to take buses), or a train concession (which will only allow him to take trains). If he only has money for $1$ of these concessions, how many ways are there for him to get to Milwaukee? If Calvin purchases a bus concession, he has $ 3 \times 2=6$ ways to get to Milwaukee. (Rule of product) If Calvin purchases a train concession, he has $ 2\times3=6$ ways to get to Milwaukee. (Rule of product) Hence, he has $ 6+6=12$ ways to get to Milwaukee in total. (Rule of sum) $_\square$

Six friends Andy, Bandy, Candy, Dandy, Endy and Fandy want to sit in a row at the cinema. If there are only six seats available, how many ways can we seat these friends? For the first seat, we have a choice of any of the 6 friends. After seating the first person, for the second seat, we have a choice of any of the remaining 5 friends. After seating the second person, for the third seat, we have a choice of any of the remaining 4 friends. After seating the third person, for the fourth seat, we have a choice of any of the remaining 3 friends. After seating the fourth person, for the fifth seat, we have a choice of any of the remaining 2 friends. After seating the fifth person, for the sixth seat, we have a choice of only 1 of the remaining friend. Hence, by the rule of product, there are $ 6 \times 5 \times 4 \times 3 \times 2 \times 1 = 720$ ways to seat these 6 people. $_\square$ Note: More generally, this problem is known as a permutation. There are $ n! = n \times (n-1) \times (n-2) \times \cdots \times 1$ ways to seat $ n$ people in a row.

How many positive divisors does $ 2000 = 2^4 5^3$ have? Any positive divisor of 2000 must have the form $ 2^a 5^b$, where $ a$ and $ b$ are integers satisfying $ 0 \leq a \leq 4, 0 \leq b \leq 3$. There are 5 possibilities for $ a$ and 4 possibilities for $ b$, and hence there are $ 5 \times 4 = 20$ (rule of product) positive divisors of 2000 in all. $_\square$

The following problems will take you through the practice of the two rules discussed above.

No problem found with slug "geometry-3"

If you count the ways of climbing 3 steps you will find that there are 4 ways of climbing 3 steps.Imagine that the person's legs are so long that they have capacity of climbing 11 steps at a time.Also the person is allowed only to climb upwards.

Then find the number of ways in which you can climb 11 steps?

Bonus : Generalize this for $n$ steps.

Three children, each accompanied by a guardian seek admission in a school. The Princi wants to interview all the 6 persons one after the other subject to only one condition that no child is interviewed before its guardian. In how many ways can this be done ?

This section contains the problems ranging from the simple problems to the hard ones. Try the listed problems and boost up your understanding in problem solving.

Naema goes to the store to buy juice for her birthday party. The store sells jugs of orange juice, apple juice, and cranberry juice. The store also sells frozen cans of grape juice, peach juice, mango juice, and pear juice. If Naema wants only one can or jug of juice, how many different choices does she have?

If someone painted the outside of a $ 5 \times 5 \times 5 $ cube made out of $ 1 \times 1 \times 1 $ unit cubes, how many unit cubes would have paint on exactly 2 sides?

From my way to school from house, there are 5 post boxes. My mother gave me 13 (distinct) letters to post. If I can post each letter in any post box I want, in how many ways can I post the letters?

In an escape game, you have found a padlock with numbers from 1 to 60. You have previously found a piece of paper inside a clear bottle. On the piece of paper is a picture of a padlock and four clues:

1) Four numbers complete the sequence.

2) No two numbers are the same.

3) The second number is twice the third.

4) The third number is prime.

How many possible combinations exist for the padlock?

Determine the number of 3 digit positive integers whose digits have a product that is 144?

Daniel wants to get a 100-day streak on Brilliant.org. He plans to do so in the following manner:

On the first day, he does $1$ problem. On the second day, he does $2$ problems. On the third day, he does $3$ problems. This pattern continues on until the $10$th day. On the $10$ th day, he does $1+0=1$ problem. On the $11$th day, he does $1+1=2$ problems. In general, on the $\overline{ab}$th day, he does $a+b$ problems. Finally, on the $100$th day, he does $1+0+0=1$ problem, completing his streak.

In total, how many problems did he do?

A Kaboobly Dooists is a person who does a lot of Kaboobly Doo.

One winter evening, four Kaboobly Dooists, Alice, Bob, Charles and Dick come to see you. Unfortunately you had nothing for them except 5 apples, 4 oranges, 3 mangoes. And you do not wish to spend all 12 of the fruits on them as you wish to keep 8 for yourself. So, you give a total of 4 fruits, one fruit to each of them.

In how many ways can you do this?

The number 2014 has 4 distinct digits; 1 digit is odd, and 3 digits are even, of which one is zero.

How many 4-digit numbers (the first cannot be 0) have these properties?

Let $n$ be the number of integers from $1$ to $97531$ (inclusive) which do not contain the digit $2,4,6,8$. What are the last three digits of $n$?

How many ordered pairs $ (A, B) $, where $A, B$ are subsets of $ \{ 1, 2, 3, 4, 5\} $ are there, such that $ | A \cap B | = 1 $?

Details and assumptions

Students who are unfamiliar with Set Notation can refer to the blog post on Set Notation for definitions.

Consider the pseudo-palindrome:

\[WAS IT A CAT I SAW.\]

In how many ways can $WAS IT A CAT I SAW$ be read if you may start at any $W$ and move only right, left, up, or down to adjacent letters? Keep in mind that each case can be counted twice since it is a palindrome and that the same letter can be used more than once in each sequence.

Permutations

Combinations

Pigeonhole Principle

Distinct Objects into Identical Bins

Problem Loading...

Note Loading...

Set Loading...

Reusing passwords: The hidden cost of convenience

Specops software.

April 10, 2024

Password reuse might seem like a small problem — a bad end-user habit that can be fixed with the right training. But this small act of convenience can have far-reaching consequences for an organization’s cybersecurity. When an end-user reuses a password across multiple accounts, it creates a golden opportunity for hackers to exploit.

Organizations might have strong password policies in place, but this can create a false sense of security if password reuse is rife. We'll explore how this risk plays out, why it's challenging to solve, and what IT teams can do to combat the problem.

How password reuse leads to breaches

Let's say every end-user within your organization is prompted to create a strong 15-plus character passphrase made up of random words. You even check against a list of the most commonly used passwords. On the face of it, your Active Directory is full of strong passwords. The problems start when an end-user reuses this password on a less secure personal device, website, or application.

A hacker could breach the database of a website with poor security and access the passwords of every user. From there, they can try to find out where individuals are employed and access their work accounts. Attackers could also gain credentials through targeting individuals with social engineering attacks such as phishing.

Armed with the compromised password, hackers use automated tools to systematically try the stolen username and password combination on various websites and applications, including those associated with the target’s place of work. This puts an organization’s email accounts, internal systems, file repositories, or even administrative privileges at risk.

Once inside the organization's network, the attacker can move laterally, exploring different systems and escalating their privileges. An attacker can access sensitive data, compromise additional accounts, install malware, or launch further attacks within the network. They could exfiltrate sensitive data, manipulate or delete information, disrupt operations, or hold the organization's data hostage for ransom.

All from a reused password that was considered secure when created.

Why do people reuse passwords?

Password reuse is primarily driven by a desire for convenience rather than a deliberate desire to be reckless. End-users tend to choose passwords that are easy to remember and often recycle them across multiple accounts to avoid the hassle of managing numerous complex passwords.

It’s not surprising when we consider the increased burden on end-users to remember and manage multiple passwords.

People are overwhelmed by the sheer number of accounts and passwords they need to manage, and this fatigue leads to shortcuts such as password reuse.

Even if end-users are made aware of the risks through training, there's often an attitude of 'it won't be me' that encourages them to prioritize the convenience of reusing passwords. A recent Bitwarden survey revealed that a staggering 84% of people admit to using the same password across multiple accounts.

Changing this behavior requires more than end-user education and security awareness training – they need support from technology.

Solving the password reuse problem

Addressing the problem of password reuse requires a multi-faceted approach that combines end-user education, technical solutions, and organizational policies. It requires a shift in user behavior, improved awareness, and the adoption of secure authentication methods to reduce reliance on passwords.

There is a delicate balance between security and convenience. Organizations need to implement strong security measures to mitigate password reuse, but they must also consider the user experience and avoid creating excessive barriers that hinder productivity or frustrate users.

User education and awareness

Conduct regular cybersecurity training sessions to educate employees about the risks of password reuse and the importance of strong password hygiene. They need to understand that even strong, unique passwords can put your organization at risk.

Multi-factor authentication (MFA)

Set MFA up as an additional layer of security. By requiring users to provide multiple forms of authentication, such as a password and a unique code sent to their mobile device, it’s much harder for hackers to compromise an account. However, bear in mind that MFA is not infallible and can’t make up for weak passwords.

Password managers

Password managers securely store and generate complex passwords for different accounts, requiring an end user to only remember one master password. This eliminates the need to remember multiple passwords and reduces the temptation to reuse passwords. Of course, if an end user reuses their master password, that puts all their accounts at risk.

Continuous compromised password scanning

The best defense against password reuse is to implement a solution that continuously scans your Active Directory passwords against a comprehensive database of compromised passwords. Some solutions only check periodically at reset or expiration events, which can leave significant time windows where end users are working with compromised passwords.

Specops Password Policy with Breached Password Protection offers organizations the ability to detect compromised passwords in real-time, prompt users to change their passwords with customized notifications, and greatly reduce the risk of unauthorized access.

By continuously scanning Active Directory passwords against Specops Password Policy’s database of over 4 billion known breached password, organizations can proactively defend against password reuse, meet password compliance requirements, and respond quickly to security incidents.

Concerned about the hidden danger of reused passwords within your Active Directory?

Speak to an expert today about how Specops Password Policy could fit in with your organization .

Sponsored and written by Specops Software .

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