the six problem solving steps

Tuesday, May 15, 2012

The Six-Step Problem-Solving Process

Select the problem to be analyzed
Clearly define the problem and establish aprecise problem statement
Set a measurable goal for the problem solving effort
Establish a process for coordinating with and gaining approval of leadership
Identify the processes that impact the problem and select one
List the steps in the process as it currently exists
Map the Process
Validate the map of the process
Identify potential cause of the problem
Collect and analyze data related to the problem
Verify or revise the original problem statement
Identify root causes of the problem
Collect additional data if needed to verify root causes
Establish criteria for selecting a solution
Generate potential solutions that will address the root causes of the problem
Select a solution
Gain approval and supporter the chosen solution
Plan the solution
Implement the chosen solution on a trial or pilot basis
If the Problem Solving Process is being used in conjunction with the Continuous Improvement Process, return to Step 6 of the Continuous Improvement Process
If the Problem Solving Process is being used as a standalone, continue to Step 5
Gather data on the solution
Analyze the data on the solution
Achive the desired results?
If YES, go to Step 6.
If NO, go back to Step 1.
Identify systemic changes and training needs for full implementation
Adopt the solution
Plan ongoing monitoring of the solution
Continue to look for incremental improvements to refine the solution
Look for another improvement opportunity

4 comments:

Tim, This is a good guideline for any practitioner to follow. I wish I had this a few weeks ago. A client liked a training deck I prepared but didn't want to confuse anyone with terms like Deming Cycle and such. The final version of PDCA was a 6 step process improvement method that's very similar to yours. Thanks for sharing. Cheers, Chris

Thank you for you brief and easy to understand on each step problem solving above.

Wonderful. Well Explained. Thank you for sharing

I mapped this to PDCA and observed that the first 3 steps correspond to P, the next 3 to D, C and A respectively. This Show that indeed planning is the most important step in PDCA.

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Six Steps to Develop an Effective Problem-Solving Process

by Rawzaba Alhalabi Published on November 1, 2017

Problem-solving involves thought and understanding. Although it may appear simple, identifying a problem may be a challenging process.

“Problems are only opportunities in work clothes”, says American industrialist Henry Kaiser. According to Concise Oxford Dictionary (1995), a problem is “ doubtful or difficult matter requiring a solution” and “something hard to understand or accomplish or deal with.” Such situations are at the center of what many people do at work every day.

Whether to help a client solve a problem, support a problem-solver, or to discover new problems, problem-solving is a crucial element to the workplace ingredients. Everyone can benefit from effective problem-solving skills that would make people happier. Everyone wins. Hence, this approach is a critical element but how can you do it effectively? You need to find a solution, but not right away. People tend to put the solution at the beginning of the process but they actually needed it at the end of the process.

Here are six steps to an effective problem-solving process:

Identify the issues, understand everyone’s interests, list the possible solutions, make a decision, implement the solution.

By following the whole process, you will be able to enhance your problem-solving skills and increase your patience. Keep in mind that effective problem solving does take some time and attention. You have to always be ready to hit the brakes and slow down. A problem is like a bump road. Take it right and you’ll find yourself in good shape for the straightaway that follows. Take it too fast and you may not be in as good shape.

Case study 1:

According to Real Time Economics, there are industries that have genuinely evolved, with more roles for people with analytical and problem-solving skills. In healthcare, for example, a regulatory change requiring the digitization of health records has led to greater demand for medical records technicians. Technological change in the manufacturing industry has reduced routine factory jobs while demanding more skilled workers who can operate complex machinery.

Case study 2:

Yolanda was having a hard time dealing with difficult clients and dealing with her team at the office, so she decided to take a problem-solving course. “I was very pleased with the 2-day Problem Solving program at RSM. It is an excellent investment for anyone involved in the strategic decision-making process—be it in their own company or as a consultant charged with supporting organizations facing strategic challenges.“

Yolanda Barreros Gutiérrez, B&C Consulting

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Having read this I believed it was extremely enlightening. I appreciate you taking the time and energy to put tis informative article together. I onc again findd myself spending a significant amount of time both reading and leavfing comments. But so what, it was still worth it!

Six-Step Problem-Solving Model

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weblink: http://www.yale.edu/bestpractices/resources/docs/problemsolvingmodel.pdf

This six-step model is designed for the workplace, but is easily adaptable to other settings such as schools and families. It emphasizes the cyclical , continuous nature of the problem-solving process . The model describes in detail the following steps:

Step One: Define the Problem

Step Two: Determine the Root Cause(s) of the Problem

Step Three: Develop Alternative Solutions

Step Four: Select a Solution

Step Five: Implement the Solution

Step Six: Evaluate the Outcome

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Six Steps Demystified

The six-step approach offers a framework for creative problem solving. Although each step is critical, it is important that participants don't forget that conducting RESEARCH on a topic sets up a strong foundation. Being knowledgeable about a topic allows for better understanding of the bigger picture and is a key part of identifying problems as well as generating solutions. Successful problem solvers always have conducted research on the topic.

There are two essential Pre-Steps before starting the six-step process.

Research the topic

Read and analyze the future scene

Underlying Problem

Evaluate Solutions

Action Plan

Develop an Action Plan

The solution idea (which receives the highest total from STEP 5) is described in detail within the action plan. Develop your action plan by relating the idea back to the U.P. Demonstrate how your action plan will achieve what you set out to accomplish in STEP 2 (the KVP and Purpose).

Tips:

Explain in detail the who, what, how why, where, and when of your action plan. Who will carry out the plan or be involved? What will be done to solve the problem? When will the results begin and will it continue? Where will the plan be implemented? Why will this idea positively impact the future scene? How will the action plan be carried out? How does it positively impact the U.P.?

New facts to your action plan may be added, as long as each addition represents a subpart of your action plan.

Sample Format: One approach might be to write five complete paragraphs in elaboration of your action plan.

An overview of the plans steps and stages of implementation ( Who and What ).

Discuss the reasons or logic behind the solution being the best choice ( Why and How the plan solves every aspect of the U.P.).

Discuss potential roadblocks or challenges that will likely confront this action plan, along with ideas or actions for overcoming these obstacles.

Highlight the strengths which Action Plan possess.

Underscore the many positive impacts that the action plan will provide to the whole situation described in the future scene. Provide a justification ( Why and How ) for each positive impact and benefit derived from the implementation of the action plan.

Produce Solution Ideas to the Underlying Problem

Solutions are detailed plans to solve all aspects of the team’s U.P.

Elaborate by indicating WHO will implement the solution idea, WHAT will be done, HOW the solution idea will work, and WHY the solution idea will solve the KVP and Purpose of the U.P.

Elements of the future should be incorporated within these action proposals by utilizing new or special technologies, methods, or procedures that would be effective.

Solution ideas are to be stated as definite proposals (e.g. "will").

Incorporate futuristic aspects in your writing of the solution idea.

Attempt to produce solutions for every relevant category of thought for the future scene as possible.

Generate and Select Criteria to Evaluate Solution Ideas

Brainstorm criteria that question the creative potential and importance of solution ideas. Create criteria which will measure the comparative quality (relevance and/or validity) of your STEP 3 solutions.

Only identify one concern/dimension with each criterion. Avoid the use of "and" in a criterion.

It is helpful to include superlatives words (e.g. least, most, greatest, fewest, etc.).

You can create advanced criteria by considering various aspects of the future scene or your U.P. (KVP or Purpose) within a criterion.

Include the phrase, "which solution will" and phrase each in the form of a question.

Identify Challenges Related to the Topic or Future Scene

Challenges note important concerns, problems, issues, or challenges that have a strong possibility of occurring within the future scene.

Written in statement form.

Stated in terms of possibility (e.g. may, could, might).

Must have relation to the future scene by containing terms or phrases that describe the topic, place, and/or individuals detailed in the future scene.

Challenges may either cause the future scene or result from the future scene.

Explain WHAT the challenge is, WHY it is a challenge, and HOW it relates to the future scene.

Phrase your challenges as cause and effect logic statements.

Attempt to find as many challenges as you can for every relevant category of thought for the future scene (about 12 categories should be your goal).

Incorporate ideas or concepts found during your research when writing the selected challenges from your group’s brainstorming whenever possible.

Select an Underlying Problem

The Underlying Problem (U.P.) is a statement of the most important challenge identified in STEP 1. The selected challenge, if solved, might solve many of the other challenges identified in the Future Scene. A challenge causing other concerns to occur in the scenario is much preferred as the U.P. rather than a challenge resulting from the future scene’s situation.

How To Structure A U.P.: A U.P. should be stated in one question containing the following five basic components.

Condition Phrase: A beginning sentence that describes the most significant challenge selected from STEP 1 that may be causing many other challenges in the future scene. The conditions should describe an effect and a cause arising from the future scene. The conditions are the impetus for the area of concern that the team has chosen for their solution finding. Since and due to (or because) could be a format used to write the condition phrase.

Stem: Phrased as "How might we" or "In what ways might we"

Key Verb Phrase (KVP): One main verb which is active, descriptive, and clear which describes the action that must be done to solve the problem.

Purpose: The what you aim to accomplish by doing the Key Verb Phrase.

Future Scene Parameters (FSP): The geographic location, time, and topic described within the future scene.

The U.P. should address only one issue (one action in the KVP and one goal in the Purpose).

The action stated in your KVP should be clear and the goal or outcome described in your Purpose should be measurable.

Evaluate Solution Ideas to Determine the Better Action Plan

Select your 8 most promising solution ideas and list them in the 8 solution idea blanks of the grid. If you have fewer than 8, list them all. Rank order your solution ideas from 8 (best) to 1 (least effective) relative to each criterion from STEP 4. Ensure that you use each number between 8 and 1 only once in each vertical column. Sum the ratings across the grid to total the ranks given to each solution. The solution with the highest total rank is the solution used to develop your action plan in STEP 6.

It is always helpful to familiarize yourself with the six steps by looking at the full blank booklet and understanding how evaluators review each step through the GIPS Evaluation Scoresheet which can also be found under at the Virtual Center .

The GIPS Key Tips packet found under at the Virtual Center offers more in-depth explanation of each step. If you have any questions about the six steps never hesitate to reach out to our Evaluation Director, so we can offer more insight. Always remember to review the evaluators' scoresheet after each submission and read the feedback which can offer advice on how to further improve.

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Mastering the Six-Step Problem Solving Model – A Comprehensive Guide for Success

Introduction.

Problem solving skills are a crucial aspect of life. Whether it’s tackling complex issues in the workplace or finding solutions to everyday challenges, being able to effectively solve problems is essential. One popular approach to problem-solving is the Six-Step Problem Solving Model. This model provides a structured and systematic way of approaching problems, enabling individuals and teams to arrive at effective solutions. In this blog post, we will delve into each step of the Six-Step Problem Solving Model and explore techniques and strategies for successful problem solving.

Step 1: Identify and define the problem

Before diving into finding a solution, it is imperative to clearly identify and define the problem at hand. Without a clear understanding of the problem, it becomes difficult to develop effective solutions. One technique for identifying the problem is to ask the right questions. By asking probing questions, you can gain a deeper understanding of the issue and its impact on various aspects.

Gathering relevant information is a vital aspect of defining the problem. This can be done through research, data analysis, or relying on the expertise of individuals who have faced similar issues. The more information you gather, the better equipped you will be to define the problem accurately.

Step 2: Analyze the problem

Once the problem is defined, it is crucial to analyze it thoroughly. This involves exploring the root causes of the problem. By identifying the underlying factors contributing to the problem, you can develop strategies to address them effectively.

Analytical tools and techniques can aid in this step. One such tool is the cause-and-effect diagram, also known as the fishbone diagram. This diagram helps visualize the multiple causes that contribute to a problem, enabling a comprehensive analysis. Other tools, such as SWOT analysis or Pareto analysis, can be utilized depending on the nature of the problem.

Step 3: Generate potential solutions

Brainstorming and creative thinking play a crucial role in the third step of the Six-Step Problem Solving Model. This is the stage where you generate as many potential solutions as possible, without evaluating them yet. Encouraging a free flow of ideas without judgment can lead to innovative and out-of-the-box solutions.

After generating a list of potential solutions, it’s time to evaluate their feasibility and effectiveness. Consider factors such as the resources required, the time frame, and the impact on stakeholders. Prioritize the solutions based on these considerations and shortlist a few viable options.

Step 4: Select the best solution

Choosing the best solution from the shortlisted options requires a careful evaluation process. Consider various factors such as the potential positive outcomes, potential risks, and the resources required for implementation. One useful tool in this step is decision matrix analysis. This tool allows you to objectively compare and evaluate different solutions based on predetermined criteria.

Remember that the best solution might not be perfect, but it should have a higher probability of success and address the root causes identified in the analysis phase.

Step 5: Implement the chosen solution

Once you have selected the best solution, it’s time to develop an action plan for implementation. The action plan should outline the necessary steps, allocate resources, and set clear timelines for each task. It’s important to involve all relevant stakeholders in this phase to ensure their buy-in and cooperation.

During implementation, it’s common to encounter obstacles and risks. It is important to anticipate and proactively address these challenges. Regular communication and monitoring of progress can help identify potential risks and resolve issues in a timely manner.

Step 6: Evaluate the results and make adjustments

After implementing the chosen solution, it is crucial to evaluate its effectiveness. Assess whether the solution has successfully addressed the problem and achieved the desired outcomes. This evaluation can be done through various means such as surveys, feedback from stakeholders, or quantitative measurements.

If the solution did not produce the desired results, it’s important to make adjustments and improvements. This might involve revisiting the problem definition, analyzing the root causes more deeply, or even considering alternate solutions. Continuous improvement is key to success in problem-solving endeavors.

The Six-Step Problem Solving Model provides a systematic approach to addressing and resolving problems. By following these steps, individuals and teams can enhance their problem-solving skills and arrive at effective solutions. Remember to always start with a clear definition of the problem, analyze it thoroughly, generate potential solutions, select the best solution, implement it carefully, and evaluate the results before making adjustments. By applying this model, you can tackle complex problems with confidence and achieve success in your problem-solving endeavors.

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The Problem-Solving Process

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

By the Mind Tools Content Team

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

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

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

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

1. Define the Problem

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

2. Analyze the Problem

Ask yourself, and others, the following questions.

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

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

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

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

3. Generate Potential Solutions

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

4. Select Best Solution

When selecting the best solution, consider:

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

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

5. Take Action

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

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

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

6. Monitor and Review

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

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

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

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

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19 Sep 2020

A Project Manager's Short Guide to Effective Problem-Solving in 6 Steps

Role of the Project Manager | By Duncan Haughey | Read time minutes

Young Indian man in a white shirt and a business suit sitting on some steps with a laptop, smiling and typing

For project managers and business analysts like you, effective problem-solving remains an ever-important soft skill that requires you to combine creative thinking and strong analytical skills. The simple six-step process outlined below will help you master effective problem-solving — a skill that will provide you with the ability to bring a new perspective to problems, helping you to design, and implement, effective solutions.

Step #1: Identify the Problem

First, make sure you're dealing with the real problem, not just its symptoms. In information technology, we use root cause analysis to trace back to the origin of a problem. Take the time needed to do this tracing and discover the real reason for a problem by looking at it from different angles. Here are a few tools that can help:

Cause and effect diagrams: These diagrams help you gain a solid understanding of what's actually causing the problem.
Drill-down technique: This technique helps you split problems into decreasingly smaller parts to gain an increasingly more in-depth understanding of the cause.
5 whys: This approach helps you drill down to a problem's root cause by asking why five times.

Ultimately, all problems fall into three basic cause types:

Physical cause: Equipment has had a material failure and stopped working.
Human cause: Someone made a mistake or forgot to do something.
Organisational cause: A system or process was flawed and/or failed.

Step #2: List All Possible Solutions

Once you understand the problem, it's time to think about possible solutions. If your problem is simple, the solution will often be clear straightaway. But more complex problems may require a formal approach to finding solutions. Here are some potential techniques you could employ:

Hold a brainstorming session with your team to identify and explore answers to the problem.
Use mind mapping to focus your mind, gain clarity and quickly identify solutions.
Ask a coach to employ the GROW model to help you identify the obstacles preventing you from achieving your goal.

Step #3: Evaluate the Solutions

Once you have your list of solutions, evaluate each one by asking a few questions:

What are the pros and cons?
Which measures will resolve the problem and prevent it from re-occurring?

Step #4: Pick the Best Solution

Weigh the solutions against a good outcome versus risk. Here are a few questions you should be asking to help guide this process:

What options can you discard straightaway?
Which option will have the best outcome at an acceptable risk level?
What is your best option?

Step #5: Document the Selected Solution

Once you've identified the best solution, write it down. This action helps you think through the solution thoroughly and identify any implications of implementing the solution. This step is especially useful when solutions are complex, when they require organising, to ensure a specific process order is followed or when you don't want to rely solely on your memory.

Step #6: Create a Contingency Plan

Circumstances may (and often do!) change, so create a plan of what you will do for any foreseeable futures. Don't be caught unprepared when and if things change.

What Would You Do?

Here are three scenarios you may encounter as a project manager. Faced with these situations, what would you do? Click the down arrow to see answer.

Scenario 1: The Urgent Project You have been asked by your director to plan an urgent project. However, you cannot start the project because a colleague with vital information and expertise is away on an extended holiday, and both are essential for project success. How would you approach this situation?

Scenario 2: the unhappy customer your customer is unhappy with the service you're providing on their project. you have not done anything wrong. the customer has been the cause of several delays through last minute and unexpected changes. how would you approach this situation, scenario 3: the serious mistake halfway through a project, you realise you have made a serious mistake. the situation may require significant extra time to resolve and could cause you to miss an important go-live deadline. how would you deal with this situation to ensure you still met the deadline.

As is usually the case, there's no single right answer to each problem, and the answers provided in the example scenarios are just one possibility. Other solutions exist and may, in some cases, even provide a better outcome.

How would you tackle the problems outlined in these scenarios?

Recommended read: How to Perform a Project Handover by Duncan Haughey.

What's Next?

You may also be interested in, so you want to be a project manager.

Not sure what skills it takes to become a Project Manager? This article lists the six key skills required to be a successful project manager.

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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."

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

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

What Is Problem Solving?

Definition and importance.

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

Problem-Solving Steps

The problem-solving process typically includes the following steps:

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

Defining the Problem

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

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

Generating Solutions

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

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

Evaluating and Selecting Solutions

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

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

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

Implementing and Monitoring the Solution

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

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

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

Problem-Solving Techniques

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

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

Brainstorming

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

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

When brainstorming, remember to:

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

Root Cause Analysis

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

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

SWOT Analysis

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

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

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

Mind Mapping

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

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

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

Examples of Problem Solving in Various Contexts

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

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

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

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

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

Overcoming a personal obstacle, such as improving your fitness level, by establishing achievable goals, measuring progress, and adjusting your approach accordingly
Navigating a new environment or city by researching your surroundings, asking for directions, or using technology like GPS to guide you
Dealing with a sudden change, like a change in your work schedule, by assessing the situation, identifying potential impacts, and adapting your plans to accommodate the change.
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The Art of Effective Problem Solving: A Step-by-Step Guide
Learn Lean Sigma
Problem Solving

Whether we realise it or not, problem solving skills are an important part of our daily lives. From resolving a minor annoyance at home to tackling complex business challenges at work, our ability to solve problems has a significant impact on our success and happiness. However, not everyone is naturally gifted at problem-solving, and even those who are can always improve their skills. In this blog post, we will go over the art of effective problem-solving step by step.

You will learn how to define a problem, gather information, assess alternatives, and implement a solution, all while honing your critical thinking and creative problem-solving skills. Whether you’re a seasoned problem solver or just getting started, this guide will arm you with the knowledge and tools you need to face any challenge with confidence. So let’s get started!

Problem solving methodologies.

Individuals and organisations can use a variety of problem-solving methodologies to address complex challenges. 8D and A3 problem solving techniques are two popular methodologies in the Lean Six Sigma framework.

Methodology of 8D (Eight Discipline) Problem Solving:

The 8D problem solving methodology is a systematic, team-based approach to problem solving. It is a method that guides a team through eight distinct steps to solve a problem in a systematic and comprehensive manner.

The 8D process consists of the following steps:

Form a team: Assemble a group of people who have the necessary expertise to work on the problem.
Define the issue: Clearly identify and define the problem, including the root cause and the customer impact.
Create a temporary containment plan: Put in place a plan to lessen the impact of the problem until a permanent solution can be found.
Identify the root cause: To identify the underlying causes of the problem, use root cause analysis techniques such as Fishbone diagrams and Pareto charts.
Create and test long-term corrective actions: Create and test a long-term solution to eliminate the root cause of the problem.
Implement and validate the permanent solution: Implement and validate the permanent solution’s effectiveness.
Prevent recurrence: Put in place measures to keep the problem from recurring.
Recognize and reward the team: Recognize and reward the team for its efforts.

Download the 8D Problem Solving Template

A3 Problem Solving Method:

The A3 problem solving technique is a visual, team-based problem-solving approach that is frequently used in Lean Six Sigma projects. The A3 report is a one-page document that clearly and concisely outlines the problem, root cause analysis, and proposed solution.

The A3 problem-solving procedure consists of the following steps:

Determine the issue: Define the issue clearly, including its impact on the customer.
Perform root cause analysis: Identify the underlying causes of the problem using root cause analysis techniques.
Create and implement a solution: Create and implement a solution that addresses the problem’s root cause.
Monitor and improve the solution: Keep an eye on the solution’s effectiveness and make any necessary changes.

Subsequently, in the Lean Six Sigma framework, the 8D and A3 problem solving methodologies are two popular approaches to problem solving. Both methodologies provide a structured, team-based problem-solving approach that guides individuals through a comprehensive and systematic process of identifying, analysing, and resolving problems in an effective and efficient manner.

Step 1 – Define the Problem

The definition of the problem is the first step in effective problem solving. This may appear to be a simple task, but it is actually quite difficult. This is because problems are frequently complex and multi-layered, making it easy to confuse symptoms with the underlying cause. To avoid this pitfall, it is critical to thoroughly understand the problem.

To begin, ask yourself some clarifying questions:

What exactly is the issue?
What are the problem’s symptoms or consequences?
Who or what is impacted by the issue?
When and where does the issue arise?

Answering these questions will assist you in determining the scope of the problem. However, simply describing the problem is not always sufficient; you must also identify the root cause. The root cause is the underlying cause of the problem and is usually the key to resolving it permanently.

Try asking “why” questions to find the root cause:

What causes the problem?
Why does it continue?
Why does it have the effects that it does?

By repeatedly asking “ why ,” you’ll eventually get to the bottom of the problem. This is an important step in the problem-solving process because it ensures that you’re dealing with the root cause rather than just the symptoms.

Once you have a firm grasp on the issue, it is time to divide it into smaller, more manageable chunks. This makes tackling the problem easier and reduces the risk of becoming overwhelmed. For example, if you’re attempting to solve a complex business problem, you might divide it into smaller components like market research, product development, and sales strategies.

To summarise step 1, defining the problem is an important first step in effective problem-solving. You will be able to identify the root cause and break it down into manageable parts if you take the time to thoroughly understand the problem. This will prepare you for the next step in the problem-solving process, which is gathering information and brainstorming ideas.

Step 2 – Gather Information and Brainstorm Ideas

Gathering information and brainstorming ideas is the next step in effective problem solving. This entails researching the problem and relevant information, collaborating with others, and coming up with a variety of potential solutions. This increases your chances of finding the best solution to the problem.

Begin by researching the problem and relevant information. This could include reading articles, conducting surveys, or consulting with experts. The goal is to collect as much information as possible in order to better understand the problem and possible solutions.

Next, work with others to gather a variety of perspectives. Brainstorming with others can be an excellent way to come up with new and creative ideas. Encourage everyone to share their thoughts and ideas when working in a group, and make an effort to actively listen to what others have to say. Be open to new and unconventional ideas and resist the urge to dismiss them too quickly.

Finally, use brainstorming to generate a wide range of potential solutions. This is the place where you can let your imagination run wild. At this stage, don’t worry about the feasibility or practicality of the solutions; instead, focus on generating as many ideas as possible. Write down everything that comes to mind, no matter how ridiculous or unusual it may appear. This can be done individually or in groups.

Once you’ve compiled a list of potential solutions, it’s time to assess them and select the best one. This is the next step in the problem-solving process, which we’ll go over in greater detail in the following section.

Step 3 – Evaluate Options and Choose the Best Solution

Once you’ve compiled a list of potential solutions, it’s time to assess them and select the best one. This is the third step in effective problem solving, and it entails weighing the advantages and disadvantages of each solution, considering their feasibility and practicability, and selecting the solution that is most likely to solve the problem effectively.

To begin, weigh the advantages and disadvantages of each solution. This will assist you in determining the potential outcomes of each solution and deciding which is the best option. For example, a quick and easy solution may not be the most effective in the long run, whereas a more complex and time-consuming solution may be more effective in solving the problem in the long run.

Consider each solution’s feasibility and practicability. Consider the following:

Can the solution be implemented within the available resources, time, and budget?
What are the possible barriers to implementing the solution?
Is the solution feasible in today’s political, economic, and social environment?

You’ll be able to tell which solutions are likely to succeed and which aren’t by assessing their feasibility and practicability.

Finally, choose the solution that is most likely to effectively solve the problem. This solution should be based on the criteria you’ve established, such as the advantages and disadvantages of each solution, their feasibility and practicability, and your overall goals.

It is critical to remember that there is no one-size-fits-all solution to problems. What is effective for one person or situation may not be effective for another. This is why it is critical to consider a wide range of solutions and evaluate each one based on its ability to effectively solve the problem.

Step 4 – Implement and Monitor the Solution

When you’ve decided on the best solution, it’s time to put it into action. The fourth and final step in effective problem solving is to put the solution into action, monitor its progress, and make any necessary adjustments.

To begin, implement the solution. This may entail delegating tasks, developing a strategy, and allocating resources. Ascertain that everyone involved understands their role and responsibilities in the solution’s implementation.

Next, keep an eye on the solution’s progress. This may entail scheduling regular check-ins, tracking metrics, and soliciting feedback from others. You will be able to identify any potential roadblocks and make any necessary adjustments in a timely manner if you monitor the progress of the solution.

Finally, make any necessary modifications to the solution. This could entail changing the solution, altering the plan of action, or delegating different tasks. Be willing to make changes if they will improve the solution or help it solve the problem more effectively.

It’s important to remember that problem solving is an iterative process, and there may be times when you need to start from scratch. This is especially true if the initial solution does not effectively solve the problem. In these situations, it’s critical to be adaptable and flexible and to keep trying new solutions until you find the one that works best.

To summarise, effective problem solving is a critical skill that can assist individuals and organisations in overcoming challenges and achieving their objectives. Effective problem solving consists of four key steps: defining the problem, generating potential solutions, evaluating alternatives and selecting the best solution, and implementing the solution.

You can increase your chances of success in problem solving by following these steps and considering factors such as the pros and cons of each solution, their feasibility and practicability, and making any necessary adjustments. Furthermore, keep in mind that problem solving is an iterative process, and there may be times when you need to go back to the beginning and restart. Maintain your adaptability and try new solutions until you find the one that works best for you.

Novick, L.R. and Bassok, M., 2005. Problem Solving . Cambridge University Press.

Daniel Croft

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

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Help articles.

Online whiteboard for connecting, collaborating, creating

The Inspect and Adapt (I&A) is a significant event held at the end of each PI, where the current state of the Solution is demonstrated and evaluated. Teams then reflect and identify improvement backlog items via a structured problem-solving workshop.

The Agile Manifesto emphasizes the importance of continuous improvement through the following principle: “At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.”

In addition, SAFe includes ‘relentless improvement’ as one of the four SAFe Core Values as well as a dimension of the Continuous Learning Culture core competency. While opportunities to improve can and should occur continuously throughout the PI (e.g., Iteration Retrospectives ), applying some structure, cadence, and synchronization helps ensure that there is also time set aside to identify improvements across multiple teams and Agile Release Trains .

All ART stakeholders participate along with the Agile Teams in the I&A event. The result is a set of improvement backlog items that go into the ART Backlog for the next PI Planning event. In this way, every ART improves every PI. A similar I&A event is held by Solution Trains .

The I&A event consists of three parts:

PI System Demo

Quantitative and qualitative measurement
Retrospective and problem-solving workshop

Participants in the I&A should be, wherever possible, all the people involved in building the solution. For an ART, this includes:

The Agile teams
Release Train Engineer (RTE)
System and Solution Architects
Product Management , Business Owners , and other stakeholders

Additionally, Solution Train stakeholders may also attend this event.

The PI System Demo is the first part of the I&A, and it’s a little different from the regular system demos after every iteration. This demo shows all the Features the ART has developed during the PI. Typically the audience is broader; for example, Customers or Portfolio representatives are more likely to attend this demo. Therefore, the PI system demo tends to be a little more formal, and extra preparation and setup are usually required. But like any other system demo, it should be timeboxed to an hour or less, with the level of abstraction high enough to keep stakeholders actively engaged and providing feedback.

Before or as part of the PI system demo, Business Owners collaborate with each Agile Team to score the actual business value achieved for each of their Team PI Objectives , as illustrated in Figure 1.

The achievement score is calculated by separately totaling the business value for the plan and actual columns. The uncommitted objectives are not included in the total plan. However, they are part of the total actual. Then divide the actual total by the planned total to calculate the achievement score illustrated in Figure 1.

Quantitative and Qualitative Measurement

In the second part of the I&A event, teams collectively review any quantitative and qualitative metrics they have agreed to collect, then discuss the data and trends. In preparation for this, the RTE and the Solution Train Engineer are often responsible for gathering the information, analyzing it to identify potential issues, and facilitating the presentation of the findings to the ART.

Each team’s planned vs. actual business value is rolled up to create the ART predictability measure, as shown in Figure 2.

Reliable trains should operate in the 80–100 percent range; this allows the business and its external stakeholders to plan effectively. (Note: Uncommitted objectives are excluded from the planned commitment. However, they are included in the actual business value achievement, as can also be seen in Figure 1.)

Retrospective

The teams then run a brief (30 minutes or less) retrospective to identify a few significant issues they would like to address during the problem-solving workshop . There is no one way to do this; several different Agile retrospective formats can be used [3].

Based on the retrospective and the nature of the problems identified, the facilitator helps the group decide which issues they want to tackle. Each team may work on a problem, or, more typically, new groups are formed from individuals across different teams who wish to work on the same issue. This self-selection helps provide cross-functional and differing views of the problem and brings together those impacted and those best motivated to address the issue.

Key ART stakeholders—including Business Owners, customers, and management—join the retrospective and problem-solving workshop teams. The Business Owners can often unblock the impediments outside the team’s control.

Problem-Solving Workshop

The ART holds a structured, root-cause problem-solving workshop to address systemic problems. Root cause analysis provides a set of problem-solving tools used to identify the actual causes of a problem rather than just fixing the symptoms. The RTE typically facilitates the session in a timebox of two hours or less.

Figure 3 illustrates the steps in the problem-solving workshop.

The following sections describe each step of the process.

Agree on the Problem(s) to Solve

American inventor Charles Kettering is credited with saying that “a problem well stated is a problem half solved.” At this point, the teams have self-selected the problem they want to address. But do they agree on the details of the problem, or is it more likely that they have differing perspectives? To this end, the teams should spend a few minutes clearly stating the problem, highlighting the ‘what,’ ‘where,’ ‘when,’ and ‘impact’ as concisely as possible. Figure 4 illustrates a well-written problem statement.

Perform Root Cause Analysis

Effective problem-solving tools include the fishbone diagram and the ‘5 Whys.’ Also known as an Ishikawa Diagram , a fishbone diagram is a visual tool to explore the causes of specific events or sources of variation in a process. Figure 5 illustrates the fishbone diagram with a summary of the previous problem statement written at the head of the ‘fish.’

For our problem-solving workshop, the main bones often start with the default categories of people, processes, tools, program, and environment. However, these categories should be adapted as appropriate.

Team members then brainstorm causes that they think contribute to solving the problem and group them into these categories. Once a potential cause is identified, its root cause is explored with the 5 Whys technique. By asking ‘why’ five times, the cause of the previous cause is uncovered and added to the diagram. The process stops once a suitable root cause has been identified, and the same process is then applied to the next cause.

Identify the Biggest Root Cause

Pareto Analysis, also known as the 80/20 rule, is used to narrow down the number of actions that produce the most significant overall effect. It uses the principle that 20 percent of the causes are responsible for 80 percent of the problem. It’s beneficial when many possible courses of action compete for attention, which is almost always the case with complex, systemic issues.

Once all the possible causes-of-causes are identified, team members then cumulatively vote on the item they think is the most significant factor contributing to the original problem. They can do this by dot voting. For example, each person gets five votes to choose one or more causes they think are most problematic. The team then summarizes the votes in a Pareto chart, such as the example in Figure 6, which illustrates their collective consensus on the most significant root cause.

Restate the New Problem

The next step is to pick the cause with the most votes and restate it clearly as a problem. Restating it should take only a few minutes, as the teams clearly understand the root cause.

Brainstorm Solutions

At this point, the restated problem will start to imply some potential solutions. The team brainstorms as many possible corrective actions as possible within a fixed timebox (about 15–30 minutes). The rules of brainstorming apply here:

Generate as many ideas as possible
Do not allow criticism or debate
Let the imagination soar
Explore and combine ideas

Create Improvement Backlog Items

The team then cumulatively votes on up to three most viable solutions. These potential solutions are written as improvement stories and features, planned in the following PI Planning event. During that event, the RTE helps ensure that the relevant work needed to deliver the identified improvements is planned. This approach closes the loop, thus ensuring that action will be taken and that people and resources are dedicated as necessary to improve the current state.

Following this practice, problem-solving becomes routine and systematic, and team members and ART stakeholders can ensure that the train is solidly on its journey of relentless improvement.

Inspect and Adapt for Solution Trains

The above describes a rigorous approach to problem-solving in the context of a single ART. If the ART is part of a Solution Train, the I&A event will often include key stakeholders from the Solution Train. In larger value streams, however, an additional Solution Train I&A event may be required, following the same format.

Due to the number of people in a Solution Train, attendees at the large solution I&A event cannot include everyone, so stakeholders are selected that are best suited to address the problems. This subset of people consists of the Solution Train’s primary stakeholders and representatives from the various ARTs and Suppliers .

Last update: 22 January 2023

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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.

Listen to the original HBR IdeaCast episode: The Secret to Better Problem Solving (2016)
Find more episodes of HBR IdeaCast
Discover 100 years of Harvard Business Review articles, case studies, podcasts, and more at HBR.org .

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.

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What are the 6 steps of problem solving?

Step 1: Identify and define the problem. State the problem as clearly as possible.
Step 2: Generate possible solutions.
Step 3: Evaluate alternatives.
Step 4: Decide on a solution.
Step 5: Implement the solution.
Step 6: Evaluate the outcome.

What are the steps to problem solving in physics?

Read the problem.
Draw a diagram.
State the known and unknown variables.
State the equations (formulae).
Solve the equation(s).
Substitute known values into the solved equation.
Calculate unknown from known values.
Check final answer for reasonability.

What is problem solving in physics?

The idea is to figure out exactly what the problem is and then develop a strategy for solving it. Some general advice for this stage is as follows: Examine the situation to determine which physical principles are involved. It often helps to draw a simple sketch at the outset.

Why following the 6 steps of problem solving process is important?

The Six-Step method provides a focused procedure for the problem solving (PS) group. techniques on the same issue. It makes the decision making process easier. It provides a justifiable solution.

Who created the 6 step problem solving model?

In this article, we will introduce the six-step problem solving process defined by Edgar Schein, so that teams trained in this can find the best solution to a problem and create an action plan.

What are the six steps of the problem solving method quizlet?

Identify the problem.
analyze the problem.
Determine Criteria for judging solutions.
Identify Alternative Solutions.
evaluate solutions and decide.
implement the agreed solution.

What is the first step in problem solving for physics?

1. Identify the Problem (Dynamics) Any problem that asks you to relate force and motion is a Newton’s Second Law problem, no matter what was given or requested in the problem. In some cases, Newton’s Second Law is easy to identify—for example, a problem might ask you for the value of a particular force.

What are the 7 steps problem solving?

7 Steps for Effective Problem Solving.
Step 1: Identifying the Problem.
Step 2: Defining Goals.
Step 3: Brainstorming.
Step 4: Assessing Alternatives.
Step 5: Choosing the Solution.
Step 6: Active Execution of the Chosen Solution.
Step 7: Evaluation.

What are the 7 steps in problem solving model?

Step 1: Define The Problem.
Step 2: Analyse The Problem.
Step 3: Develop Potential Solutions.
Step 4: Evaluate The Options.
Step 5: Select The Best Option.
Step 6: Implement The Solution.
Step 7: Measure The Results.

What is problem-solving and its steps?

Problem solving is the act of defining a problem; determining the cause of the problem; identifying, prioritizing, and selecting alternatives for a solution; and implementing a solution. The problem-solving process.

What are the 5 problem-solving steps?

Step 1: Identify the Problem. As obvious as it may sound, the first step in the problem-solving process is to identify the root of the issue.
Step 2: Generate potential solutions.
Step 3: Choose one solution.
Step 4: Implement the solution you’ve chosen.
Step 5: Evaluate results.

What are the types of problem-solving?

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.

Why is the last step Step 6 evaluate important?

Why is the last step (step 6-evaluate) important? B. It helps you to think about your decision afterward to see if you would make that same decision again another time.

What is the 6 step decision process?

The DECIDE model is the acronym of 6 particular activities needed in the decision-making process: (1) D = define the problem, (2) E = establish the criteria, (3) C = consider all the alternatives, (4) I = identify the best alternative, (5) D = develop and implement a plan of action, and (6) E = evaluate and monitor the …

What is step 6 of the design process?

6. Improve. Reflect on all of your feedback and decide if or to what extent it should be incorporated. It is often helpful to take solutions back through the Design Process to refine and clarify them.

What is the first step in the Six Step Process?

Step 1: Define Desired Outcomes and Actions.
Step 2: Endorse the Process.
Step 4: Develop Alternatives or Options.
Step 5: Evaluate, Select, and Refine Alternative or Option.
Step 6: Finalize Documentation and Evaluate the Process.

What are the 4 steps in solving word problems in Grade 6?

Step 1: Understand the problem.
Step 2: Devise a plan (translate).
Step 3: Carry out the plan (solve).
Step 4: Look back (check and interpret).

What are the steps of physics?

The five steps of the scientific method include 1) defining the problem 2) making observations, 3) forming a hypothesis, 4) conducting an experiment and 5) drawing conclusions.

What are the 9 steps to problem solving?

Take the time to define the problem clearly.
Pursue alternate paths on “facts of life” and opportunities.
Challenge the definition from all angles.
Iteratively question the cause of the problem.
Identify multiple possible solutions.
Prioritize potential solutions.
Make a decision.

What are the 8 problem solving steps?

Step 1: Define the Problem. What is the problem?
Step 2: Clarify the Problem.
Step 3: Define the Goals.
Step 4: Identify Root Cause of the Problem.
Step 5: Develop Action Plan.
Step 6: Execute Action Plan.
Step 7: Evaluate the Results.
Step 8: Continuously Improve.

What are the 10 steps of problem solving?

Define the issue. What is the real problem you’re trying to solve?
Define the time frame.
Gather information.
Develop alternatives.
Discuss potential solutions.
Change your perspective.
Set the issue aside.

What are the 4 types of problem solving?

Type 1: Troubleshooting.
Type 2: Gap from standard.
Type 3: Target condition.
Type 4: Open-ended.

How many steps are there in problem solving?

The Six Step Problem Solving Model provides a shared, collaborative, and systematic approach to problem solving. Each step must be completed before moving on to the next step. However, the steps are repeatable. At any point the group can return to an earlier step, and proceed from there.

What are the 7 steps to problem solving PDF?

Identify the issues. •
Understand everyone’s interests. •
List the possible solutions (options) •
Evaluate the options. •
Select an option or options. •
Document the agreement(s). •
Agree on contingencies, monitoring, and evaluation. •

What are the 5 Why method in problem-solving?

The 5 Whys Problem Solving technique is a simple process to follow to solve any problem by repeatedly asking the question “Why” (five times is a good rule of thumb), to peel away the layers of symptoms that can lead to the root cause of a problem. This strategy relates to the principle of systematic problem solving.