5 stages in systematic problem solving

The Systematic Problem-Solving (SPS) Method:

Make better decisions tom g. stevens phd.

Solving problems is important in every area of human thinking. Learning general problem-solving skills can therefore help you improve your ability to cope with every area of your life. All disciplines of philosophy, business, science, and humanities have developed their own approach to solving problems. Remarkably, the problem-solving models developed by each of these areas are strikingly similar. I describe a simple problem-solving process that you can use to solve almost all problems.

Stages of the problem-solving process. The famous psychologist, Dr. Carl Rogers, was one of the first to help us understand how important self-exploration and problem-solving are for overcoming all types of personal, psychological, and daily-living problems. (1);

Consciously going through each of these four stages when solving any complex problem can be very useful. Following are the five stages of the problem-solving method.

STAGE 1: EXPLORATION OF THE PROBLEM

STAGE 2: EXPLORING ALTERNATIVE SOLUTIONS (Routes to Happiness);

STAGE 3: CHOOSING THE BEST ALTERNATIVE

STAGE 4: PLANNING AND ACTION

STAGE 5: EXPERIMENTING AND GATHERING FEEDBACK

During this stage, we gather all of the information we can about both external aspects of the problem and internal aspects. Good information gathering is not an easy process. Scientists spend their whole lives trying to learn about some very small piece of the world. The type of information-gathering process we use will depend upon the type of problem we are trying to solve. For information about the world the following are powerful skills to use.

•  Library reference skills
•  Observational skills
•  Informational interviewing skills
•  Critical thinking skills
•  Scientific method skills
•  Data analysis and statistical skills

Learning how to become an expert at identifying problems and finding causes is essential to become an expert in any field. The above skills are useful in solving many types of problems--even intra-personal ones. However, the focus of this book is how to be happy; and the key to happiness almost always involves not just external causes but internal ones as well.

It is usually much easier for most of us to observe an external event than an internal one. We have our external sensory organs to see and hear external events, but not internal ones. How do we observe that which we cannot see? We can learn to be better observers of our emotions, self-talk, and images.

The self-exploration process described above provides enough information to make you an expert at self-exploration. That is one of the most essential parts of developing your own inner therapist.

STAGE 2: EXPLORING ALTERNATIVE SOLUTIONS OR ROUTES TO HAPPINESS

Gather all the best information you can about possible solutions. Use brainstorming techniques, observe and consult with people who have overcome similar problems, read relevant material, consult experts, and recall your own relevant past experience. Look at both internal and external solutions.

Once you learn so many different routes to happiness, then you will be truly free to choose to be happy in almost any situation you face in life. The actual choice is made in stage 3 of the /problem-solving process. The appendix contains a very useful decision-making model for helping you make complex choices such as choosing a career or relationship. The following is a simple approach to making a decision between alternatives. (See Carkhuff Decision-Making Model, below, for a method for making complex decisions--for career or life planning.);

(1); List all the alternatives you are considering

(2); List all of the values or criteria that will be affected by the decision

(3); Evaluate each alternative by each criteria or value

(4); Choose the alternative which you predict will satisfy the criteria the best and lead to your greatest overall happiness

STAGE 4:  PLANNING AND ACTION (Experimenting);

Many decisions are made, but never implemented. See that you follow-up with good planning. Once you have made your choice, you can use some of the planning methods suggested in the O-PATSM method from chapter 11 to make sure that you follow through with your decision.

This is the stage of acting on your decision. Many people fear making mistakes and failure as if these were some terrible sins that they should never commit. That view of life of life makes every decision and action seem very serious and they often become very timid people who lack creativity and are plagued by guilt and fear of failure. Instead we can view every action as an experiment. If one of our overall goals in life is learning and growth, then we can never fail to learn. All people who have accomplished great happiness for themselves and contributed to others have shared the courage to act on their beliefs.

STAGE 5: GATHERING FEEDBACK

Many people hate to be evaluated and dread finding out the results of what they have done out of fear that the feedback will be negative. These fears can be serious impediments to the growth that can only happen through getting open, accurate feedback.

However, once learning and growth are important goals, then getting feedback becomes highly desirable. How else can we learn? Even negative outcomes can provide valuable information. Of course, almost everyone would rather have outcomes that maximize happiness; but when we don't, we can at least try to maximize our learning. Learning can help maximize happiness in the future.

We can also make the mistakes of dwelling on past mistakes that goes beyond constructive learning and reasonable reparations to victims and of punishing ourselves unnecessarily. Normally, there is no value to punishment--once a lesson has been learned. (2); Keep clear at all times that this problem-solving process is only a tool to serve the overall life goals of increased health, growth, and happiness.

CARKHUFF DECISION-MAKING MODEL:   This particular decision-making model is based upon one by Dr. Robert Carkhuff and follows the general guidelines of a considerable amount of research on how people can make more effective decisions. It can also be used for any other type of decision--from buying a new car to choosing a mate.

EXAMPLE OF USING THE DECISION-MAKING MODEL

The decision-making model will be illustrated in a way which you can use aa an analogy for making your own career decision. In this example, Henry is trying to decide whether to major in psychology or in computer science. Thus he has narrowed his alternatives to the following two:

1); majoring in psychology with a career goal of either going into high school counseling or teaching or 2); majoring in computer science with a possible goal of working as a computer programmer.

These are represented along the top axis of the following matrix.

  ** is the WINNER-it has the most points of the two alternatives

STEPS TO USING THE DECISION-MAKING MODEL--(use above example);

STEP 1-- LIST YOUR CAREER ALTERNATIVES. This is your refined list of alternatives of which majors or occupations you are trying to decide between. Remember, that you can list as many as you want. You can list unusual combinations of simpler alternatives. For Henry those narrowed alternatives were psychology and computer science.

STEP 2--CAREER SELECTION CRITERIA. Review your Career Selection Criteria list and write all the important career selection criteria in the far left column. Note that repeating the same idea or leaving out an important idea can affect the decision outcome.

STEP 3-- CRITERIA WEIGHTS. Evaluate the relative importance to you of each of your Career Selection Criteria on a scale of 1 to 10 (10 being the most important);. Write your answer in the column next to the selection criteria.

STEP 4--ALTERNATIVE EVALUATION SCALE. Each alternative is to be evaluated from the point of view of each selection criterion. You need to think about what this means for each selection criterion. For example Henry determined that for the selection criteria of income , a "minimally acceptable" income would be $25,000 starting with prospects of making up to $50,000 eventually. An outstanding salary would be starting at about $40, 000 with prospects of making up to $100,000.

+5 = Maximum evaluation--outstanding (example: income begin $40,000 go to $100,000 +4, +3, +2, +1 = intermediate values

0 = Minimally acceptable value. (example: income = begin $20,000 go to $45,000);

-1, -2, -3, -4 = intermediate values

-5 = Minimum evaluation--worst possible (example: income < $10,000

STEP 5--EVALUATE EACH ALTERNATIVE BY EACH SELECTION CRITERION. Use the evaluation scale from step 3 to evaluate each alternative from the point of view of each Career Selection Criterion. Give it rating from -5 to +5. In the example above, both alternatives were evaluated on the criterion of "income": Henry gave the psychology income an evaluation of "+2" and computer science income an evaluation of " +4."

STEP 6--MULTIPLY THE CRITERIA WEIGHTS TIMES THE EVALUATIONS. In the example above for the selection criterion of "income," Henry multiplied the criterion weight of "9" times the evaluation of " +2" for "PSYCH" to get a result of "18." That is its SCORE OR POINTS for psychology on the criterion of income. Put it inside of the parentheses. This score of 18 is an overall prediction much Henry's income in psychology will contribute to his overall happiness. Since he had a score of 36 in computer science, he his predicting that he will be much happier with his income in that field.

STEP 7--FIND THE OVERALL SUM OF THE SCORES FOR EACH ALTERNATIVE. Add together the numbers inside the parentheses for each alternative. In the example above, the overall sum for the "PSYCH" alternative is "405."

STEP 8--COMPARE THE ALTERNATIVES WITH EACH OTHER AND WITH THE "IDEAL." The "ideal" is the maximum possible number of points. Once you have determined all the totals and compared them to each other, try to figure out why one alternative came out ahead of another--where it got its points. Play with the points until you think the points match your true feelings and values.

* The alternative with the most points is the one you are predicting will make you the happiest person.

1. 1 Some might argue that Freud was the first. He clearly did describe many helpful techniques. I think that some of his free association techniques are still very useful for helping to find underlying beliefs, images, or cognitive systems which are related to the problem. However, Rogers was the one that more clearly described the stages of self-exploration and problem-solving and the conditions of unconditional positive regard, empathetic understanding, and genuineness on the part of the therapist which seem to be important to the therapeutic process or to any person attempting to feel better.

Robert Carkhuff (one of Roger's pupils); has developed a structured training system for helping people learn these skills. Robert Cash, a personal friend, has further elaborated these skills in his own courses and introduced me to this process. There is a good deal of research supporting the effectiveness of these techniques.

2. 2 This statement does not address the use of punishment as a deterrent to prevent some persons from profiting from their dysfunctional behaviors. For example if behaviors such as murder, robbery, or selling drugs are not given sufficient punishment, some people will engage in these behaviors. A person whose ultimate concern is money and pleasure may deal drugs to make money with little regard to how it affects others. Increasing the cost for a person with those beliefs can reduce the chances they will sell drugs.

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The 5 steps of the solving problem process

August 17, 2023 by MindManager Blog

Whether you run a business, manage a team, or work in an industry where change is the norm, it may feel like something is always going wrong. Thankfully, becoming proficient in the problem solving process can alleviate a great deal of the stress that business issues can create.

Understanding the right way to solve problems not only takes the guesswork out of how to deal with difficult, unexpected, or complex situations, it can lead to more effective long-term solutions.

In this article, we’ll walk you through the 5 steps of problem solving, and help you explore a few examples of problem solving scenarios where you can see the problem solving process in action before putting it to work.

Understanding the problem solving process

When something isn’t working, it’s important to understand what’s at the root of the problem so you can fix it and prevent it from happening again. That’s why resolving difficult or complex issues works best when you apply proven business problem solving tools and techniques – from soft skills, to software.

The problem solving process typically includes:

• Pinpointing what’s broken by gathering data and consulting with team members.
• Figuring out why it’s not working by mapping out and troubleshooting the problem.
• Deciding on the most effective way to fix it by brainstorming and then implementing a solution.

While skills like active listening, collaboration, and leadership play an important role in problem solving, tools like visual mapping software make it easier to define and share problem solving objectives, play out various solutions, and even put the best fit to work.

Before you can take your first step toward solving a problem, you need to have a clear idea of what the issue is and the outcome you want to achieve by resolving it.

For example, if your company currently manufactures 50 widgets a day, but you’ve started processing orders for 75 widgets a day, you could simply say you have a production deficit.

However, the problem solving process will prove far more valuable if you define the start and end point by clarifying that production is running short by 25 widgets a day, and you need to increase daily production by 50%.

Once you know where you’re at and where you need to end up, these five steps will take you from Point A to Point B:

• Figure out what’s causing the problem . You may need to gather knowledge and evaluate input from different documents, departments, and personnel to isolate the factors that are contributing to your problem. Knowledge visualization software like MindManager can help.
• Come up with a few viable solutions . Since hitting on exactly the right solution – right away – can be tough, brainstorming with your team and mapping out various scenarios is the best way to move forward. If your first strategy doesn’t pan out, you’ll have others on tap you can turn to.
• Choose the best option . Decision-making skills, and software that lets you lay out process relationships, priorities, and criteria, are invaluable for selecting the most promising solution. Whether it’s you or someone higher up making that choice, it should include weighing costs, time commitments, and any implementation hurdles.
• Put your chosen solution to work . Before implementing your fix of choice, you should make key personnel aware of changes that might affect their daily workflow, and set up benchmarks that will make it easy to see if your solution is working.
• Evaluate your outcome . Now comes the moment of truth: did the solution you implemented solve your problem? Do your benchmarks show you achieved the outcome you wanted? If so, congratulations! If not, you’ll need to tweak your solution to meet your problem solving goal.

In practice, you might not hit a home-run with every solution you execute. But the beauty of a repeatable process like problem solving is that you can carry out steps 4 and 5 again by drawing from the brainstorm options you documented during step 2.

Examples of problem solving scenarios

The best way to get a sense of how the problem solving process works before you try it for yourself is to work through some simple scenarios.

Here are three examples of how you can apply business problem solving techniques to common workplace challenges.

Scenario #1: Manufacturing

Building on our original manufacturing example, you determine that your company is consistently short producing 25 widgets a day and needs to increase daily production by 50%.

Since you’d like to gather data and input from both your manufacturing and sales order departments, you schedule a brainstorming session to discover the root cause of the shortage.

After examining four key production areas – machines, materials, methods, and management – you determine the cause of the problem: the material used to manufacture your widgets can only be fed into your equipment once the machinery warms up to a specific temperature for the day.

Your team comes up with three possible solutions.

• Leave your machinery running 24 hours so it’s always at temperature.
• Invest in equipment that heats up faster.
• Find an alternate material for your widgets.

After weighing the expense of the first two solutions, and conducting some online research, you decide that switching to a comparable but less expensive material that can be worked at a lower temperature is your best option.

You implement your plan, monitor your widget quality and output over the following week, and declare your solution a success when daily production increases by 100%.

Scenario #2: Service Delivery

Business training is booming and you’ve had to onboard new staff over the past month. Now you learn that several clients have expressed concern about the quality of your recent training sessions.

After speaking with both clients and staff, you discover there are actually two distinct factors contributing to your quality problem:

• The additional conference room you’ve leased to accommodate your expanding training sessions has terrible acoustics
• The AV equipment you’ve purchased to accommodate your expanding workforce is on back-order – and your new hires have been making do without

You could look for a new conference room or re-schedule upcoming training sessions until after your new equipment arrives. But your team collaboratively determines that the best way to mitigate both issues at once is by temporarily renting the high-quality sound and visual system they need.

Using benchmarks that include several weeks of feedback from session attendees, and random session spot-checks you conduct personally, you conclude the solution has worked.

Scenario #3: Marketing

You’ve invested heavily in product marketing, but still can’t meet your sales goals. Specifically, you missed your revenue target by 30% last year and would like to meet that same target this year.

After collecting and examining reams of information from your sales and accounting departments, you sit down with your marketing team to figure out what’s hindering your success in the marketplace.

Determining that your product isn’t competitively priced, you map out two viable solutions.

• Hire a third-party specialist to conduct a detailed market analysis.
• Drop the price of your product to undercut competitors.

Since you’re in a hurry for results, you decide to immediately reduce the price of your product and market it accordingly.

When revenue figures for the following quarter show sales have declined even further – and marketing surveys show potential customers are doubting the quality of your product – you revert back to your original pricing, revisit your problem solving process, and implement the market analysis solution instead.

With the valuable information you gain, you finally arrive at just the right product price for your target market and sales begin to pick up. Although you miss your revenue target again this year, you meet it by the second quarter of the following year.

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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.

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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."

• 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!

Table of Contents

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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Six Steps to Thinking Systemically

B ijou Bottling Company is a fictitous beverage bottler with an all too real problem: chronic late shipments. Its customers—major chain retailers—are looking for orders shipped complete and on time. About five years ago, in a U. S. region covering about six states, this problem reached crisis proportions…

In the face of day-to-day pressures, groups often leap to solutions after only a modest amount of brainstorming. A systemic approach, however, provides a structured problem-solving process for digging deeper into our most vexing problems.

To get a sense for how systems thinking can be used for problem identification, problem solving, and solution testing, we have outlined a six-step process. To use this process on a problem in your workplace, try the worksheet on page 9.

1. Tell the Story

The starting point for a systems thinking analysis is to get your head above water enough to start thinking about the problem instead of just acting on it. An effective way to do this is to gather together all of the important players in the situation and have each one describe the problem from his or her point of view.

At Bijou Bottling Company, the problem was usually a customer complaint: “Where were the 40 cases of 2-litre Baseball tie-in product that were ordered last week?!” Somehow Bijou would get the goods there on time, whatever it took—including air shipping heavy soda in glass bottles at enormous costs. But this crisis management led to a culture where people built their careers on coming in at the 11th hour and turning around a customer complaint.

2. Draw “Behavior Over Time” Graphs

In the storytelling stage, most of the energy is focused on the pressures of the current moment. When we move to “Behavior Over Time” (BOT) graphs, however, we begin to connect the present to the past and move from seeing events to recognizing patterns over time.

Draw only one variable per graph on a Post-it™ note so it can be easily moved around in the steps that follow. The time frame should span from past up to the present—but it can also include future projections (see “Bijou Over Time”).

3. Create a Focusing Statement

At this point, you want to create a statement that will help channel energy during the rest of the process. This statement may involve a picture of what people want, or a question about why certain problems are occurring. At Bijou, for example, the focusing statement was: “We’re pretty good at solving each problem as it arises. But why are these problems recurring with greater frequency and intensity? What is causing them?”

BIJOU OVER TIME

At Bijou, crisis management efforts had increased over time, while the effectiveness of the production/distribution system had decreased.

4. Identify the Structure

You now want to describe the systemic structures that are creating the behavior patterns you identified. The systems archetypes are an easy way to begin building a theory of why and how things are happening (see “Systems Archetypes at a Glance,” V22N6, August 2011).

Begin by reviewing the story, graphs, and focusing statement to see if they follow the storyline of an archetype. If so, draw the loop diagram for that archetype, place the Post-its of the variables in the diagram, and move them around on a flip chart until you have a diagram that seems to capture what is going on.

The group at Bijou decided that their problem matched the “Shifting the Burden” storyline, in which a problem is “solved” by applying a short-term solution that takes attention away from more fundamental improvements. They identified a balancing loop that described how customer problems were solved with heroic “11th-Hour” efforts (the symptomatic solution) at the expense of improvement and redesign of the production/distribution system (the fundamental solution). As people “learned” over time that heroism is rewarded, their willingness and ability to address system-wide problems decreased (see “Shifting the Burden to Heroism”).

SHIFTING THE BURDEN TO HEROISM

At Bijou, customer problems were solved with heroic “11th-Hour” efforts (B1) rather than with improvements in the production/distribution system (B2). Over time, people at Bijou “learned” that heroism is rewarded, which reduced their willingness and ability to address system-wide problems and increased the company’s dependence on heroic efforts (R3). One negative side-effect of Bijou’s “heroism” attitude was that customers were taking problem situations and escalating them to crises in order to get the company’s attention (B4).

5. Going Deeper™ into the Issues

Once you have a reasonably good theory of what is happening, it is time to take a deeper look at the underlying issues in order to move from understanding to action. There are four areas you should clarify:

• Purpose of the System. Ask yourself, “In the larger context, what do we really want here?”
• Mental Models. Begin the exploration of mental models by adding “thought bubbles” to those links in the diagram that represent choices being made (see “Mental Models and Systems Thinking: Going Deeper into Systemic Issues,” V23N5, June/July 2012).
• The Larger System. Add links and loops to enrich the story and connect the relationships to the larger system.
• Personal Role. Acknowledge and clarify your own role in the situation.

For example, when the people at Bijou looked at the larger system, they wondered what role their customers played in the system. They theorized that customers were taking problem situations and escalating them into crises in order to get the company’s attention (B4).

6. Plan an Intervention

When planning an intervention, use your knowledge of the system to design a solution that will structurally change it to produce the results you want. This might take the form of adding a new link or loop that will produce desirable behavior, breaking a link or loop that produces undesirable behavior, or a combination of the two. The most powerful interventions often involve changing the thinking of the people involved in the system.

At Bijou, the key to change was realizing that the problems were largely self-inflicted. They realized that they had to make progress on production/distribution system improvements while still doing enough fire-fighting to keep things afloat. In the longer term, they would need to change the reward systems that promoted heroic behavior. They also recognized the need to sustain the improvement efforts even when the pressure came off—otherwise the problems would be back again soon.

Part of a Cycle

Even as systems thinkers, it is easy to fall back into a linear process. But learning is a cycle—not a once-through process with a beginning and an end. Once you have designed and tested an intervention, it is time to shift into the active side of the learning cycle. This process includes taking action, seeing the results, and then coming back to examine the outcomes from a systemic perspective.

Michael Goodman is an internationally recognized speaker, author, and practitioner in the fields of systems thinking, organizational learning and change, and leadership.

Richard Karash is a founding trustee of the Society for Organizational Learning, a founding member of the SoL Coaching Community of Practice, and a co-creator of “Coaching from a Systems Perspective.”

Editorial support for this article was provided by Colleen Lannon.

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Self-Assessment • 20 min read

How Good Is Your Problem Solving?

Use a systematic approach..

By the Mind Tools Content Team

Good problem solving skills are fundamentally important if you're going to be successful in your career.

But problems are something that we don't particularly like.

They're time-consuming.

They muscle their way into already packed schedules.

They force us to think about an uncertain future.

And they never seem to go away!

That's why, when faced with problems, most of us try to eliminate them as quickly as possible. But have you ever chosen the easiest or most obvious solution – and then realized that you have entirely missed a much better solution? Or have you found yourself fixing just the symptoms of a problem, only for the situation to get much worse?

To be an effective problem-solver, you need to be systematic and logical in your approach. This quiz helps you assess your current approach to problem solving. By improving this, you'll make better overall decisions. And as you increase your confidence with solving problems, you'll be less likely to rush to the first solution – which may not necessarily be the best one.

Once you've completed the quiz, we'll direct you to tools and resources that can help you make the most of your problem-solving skills.

How Good Are You at Solving Problems?

Instructions.

For each statement, click the button in the column that best describes you. Please answer questions as you actually are (rather than how you think you should be), and don't worry if some questions seem to score in the 'wrong direction'. When you are finished, please click the 'Calculate My Total' button at the bottom of the test.

Answering these questions should have helped you recognize the key steps associated with effective problem solving.

This quiz is based on Dr Min Basadur's Simplexity Thinking problem-solving model. This eight-step process follows the circular pattern shown below, within which current problems are solved and new problems are identified on an ongoing basis. This assessment has not been validated and is intended for illustrative purposes only.

Below, we outline the tools and strategies you can use for each stage of the problem-solving process. Enjoy exploring these stages!

Step 1: Find the Problem (Questions 7, 12)

Some problems are very obvious, however others are not so easily identified. As part of an effective problem-solving process, you need to look actively for problems – even when things seem to be running fine. Proactive problem solving helps you avoid emergencies and allows you to be calm and in control when issues arise.

These techniques can help you do this:

PEST Analysis helps you pick up changes to your environment that you should be paying attention to. Make sure too that you're watching changes in customer needs and market dynamics, and that you're monitoring trends that are relevant to your industry.

Risk Analysis helps you identify significant business risks.

Failure Modes and Effects Analysis helps you identify possible points of failure in your business process, so that you can fix these before problems arise.

After Action Reviews help you scan recent performance to identify things that can be done better in the future.

Where you have several problems to solve, our articles on Prioritization and Pareto Analysis help you think about which ones you should focus on first.

Step 2: Find the Facts (Questions 10, 14)

After identifying a potential problem, you need information. What factors contribute to the problem? Who is involved with it? What solutions have been tried before? What do others think about the problem?

If you move forward to find a solution too quickly, you risk relying on imperfect information that's based on assumptions and limited perspectives, so make sure that you research the problem thoroughly.

Step 3: Define the Problem (Questions 3, 9)

Now that you understand the problem, define it clearly and completely. Writing a clear problem definition forces you to establish specific boundaries for the problem. This keeps the scope from growing too large, and it helps you stay focused on the main issues.

A great tool to use at this stage is CATWOE . With this process, you analyze potential problems by looking at them from six perspectives, those of its Customers; Actors (people within the organization); the Transformation, or business process; the World-view, or top-down view of what's going on; the Owner; and the wider organizational Environment. By looking at a situation from these perspectives, you can open your mind and come to a much sharper and more comprehensive definition of the problem.

Cause and Effect Analysis is another good tool to use here, as it helps you think about the many different factors that can contribute to a problem. This helps you separate the symptoms of a problem from its fundamental causes.

Step 4: Find Ideas (Questions 4, 13)

With a clear problem definition, start generating ideas for a solution. The key here is to be flexible in the way you approach a problem. You want to be able to see it from as many perspectives as possible. Looking for patterns or common elements in different parts of the problem can sometimes help. You can also use metaphors and analogies to help analyze the problem, discover similarities to other issues, and think of solutions based on those similarities.

Traditional brainstorming and reverse brainstorming are very useful here. By taking the time to generate a range of creative solutions to the problem, you'll significantly increase the likelihood that you'll find the best possible solution, not just a semi-adequate one. Where appropriate, involve people with different viewpoints to expand the volume of ideas generated.

Tip: Don't evaluate your ideas until step 5. If you do, this will limit your creativity at too early a stage.

Step 5: Select and Evaluate (Questions 6, 15)

After finding ideas, you'll have many options that must be evaluated. It's tempting at this stage to charge in and start discarding ideas immediately. However, if you do this without first determining the criteria for a good solution, you risk rejecting an alternative that has real potential.

Decide what elements are needed for a realistic and practical solution, and think about the criteria you'll use to choose between potential solutions.

Paired Comparison Analysis , Decision Matrix Analysis and Risk Analysis are useful techniques here, as are many of the specialist resources available within our Decision-Making section . Enjoy exploring these!

Step 6: Plan (Questions 1, 16)

You might think that choosing a solution is the end of a problem-solving process. In fact, it's simply the start of the next phase in problem solving: implementation. This involves lots of planning and preparation. If you haven't already developed a full Risk Analysis in the evaluation phase, do so now. It's important to know what to be prepared for as you begin to roll out your proposed solution.

The type of planning that you need to do depends on the size of the implementation project that you need to set up. For small projects, all you'll often need are Action Plans that outline who will do what, when, and how. Larger projects need more sophisticated approaches – you'll find out more about these in the article What is Project Management? And for projects that affect many other people, you'll need to think about Change Management as well.

Here, it can be useful to conduct an Impact Analysis to help you identify potential resistance as well as alert you to problems you may not have anticipated. Force Field Analysis will also help you uncover the various pressures for and against your proposed solution. Once you've done the detailed planning, it can also be useful at this stage to make a final Go/No-Go Decision , making sure that it's actually worth going ahead with the selected option.

Step 7: Sell the Idea (Questions 5, 8)

As part of the planning process, you must convince other stakeholders that your solution is the best one. You'll likely meet with resistance, so before you try to “sell” your idea, make sure you've considered all the consequences.

As you begin communicating your plan, listen to what people say, and make changes as necessary. The better the overall solution meets everyone's needs, the greater its positive impact will be! For more tips on selling your idea, read our article on Creating a Value Proposition and use our Sell Your Idea Skillbook.

Step 8: Act (Questions 2, 11)

Finally, once you've convinced your key stakeholders that your proposed solution is worth running with, you can move on to the implementation stage. This is the exciting and rewarding part of problem solving, which makes the whole process seem worthwhile.

This action stage is an end, but it's also a beginning: once you've completed your implementation, it's time to move into the next cycle of problem solving by returning to the scanning stage. By doing this, you'll continue improving your organization as you move into the future.

Problem solving is an exceptionally important workplace skill.

Being a competent and confident problem solver will create many opportunities for you. By using a well-developed model like Simplexity Thinking for solving problems, you can approach the process systematically, and be comfortable that the decisions you make are solid.

Given the unpredictable nature of problems, it's very reassuring to know that, by following a structured plan, you've done everything you can to resolve the problem to the best of your ability.

This assessment has not been validated and is intended for illustrative purposes only. It is just one of many Mind Tool quizzes that can help you to evaluate your abilities in a wide range of important career skills.

If you want to reproduce this quiz, you can purchase downloadable copies in our Store .

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New Designs for School 5 Steps to Teaching Students a Problem-Solving Routine

Jeff Heyck-Williams (He, His, Him) Director of the Two Rivers Learning Institute in Washington, DC

We’ve all had the experience of truly purposeful, authentic learning and know how valuable it is. Educators are taking the best of what we know about learning, student support, effective instruction, and interpersonal skill-building to completely reimagine schools so that students experience that kind of purposeful learning all day, every day.

Students can use the 5 steps in this simple routine to solve problems across the curriculum and throughout their lives.

When I visited a fifth-grade class recently, the students were tackling the following problem:

If there are nine people in a room and every person shakes hands exactly once with each of the other people, how many handshakes will there be? How can you prove your answer is correct using a model or numerical explanation?

There were students on the rug modeling people with Unifix cubes. There were kids at one table vigorously shaking each other’s hand. There were kids at another table writing out a diagram with numbers. At yet another table, students were working on creating a numeric expression. What was common across this class was that all of the students were productively grappling around the problem.

On a different day, I was out at recess with a group of kindergarteners who got into an argument over a vigorous game of tag. Several kids were arguing about who should be “it.” Many of them insisted that they hadn’t been tagged. They all agreed that they had a problem. With the assistance of the teacher they walked through a process of identifying what they knew about the problem and how best to solve it. They grappled with this very real problem to come to a solution that all could agree upon.

Then just last week, I had the pleasure of watching a culminating showcase of learning for our 8th graders. They presented to their families about their project exploring the role that genetics plays in our society. Tackling the problem of how we should or should not regulate gene research and editing in the human population, students explored both the history and scientific concerns about genetics and the ethics of gene editing. Each student developed arguments about how we as a country should proceed in the burgeoning field of human genetics which they took to Capitol Hill to share with legislators. Through the process students read complex text to build their knowledge, identified the underlying issues and questions, and developed unique solutions to this very real problem.

Problem-solving is at the heart of each of these scenarios, and an essential set of skills our students need to develop. They need the abilities to think critically and solve challenging problems without a roadmap to solutions. At Two Rivers Public Charter School in Washington, D.C., we have found that one of the most powerful ways to build these skills in students is through the use of a common set of steps for problem-solving. These steps, when used regularly, become a flexible cognitive routine for students to apply to problems across the curriculum and their lives.

The Problem-Solving Routine

At Two Rivers, we use a fairly simple routine for problem solving that has five basic steps. The power of this structure is that it becomes a routine that students are able to use regularly across multiple contexts. The first three steps are implemented before problem-solving. Students use one step during problem-solving. Finally, they finish with a reflective step after problem-solving.

Problem Solving from Two Rivers Public Charter School

Before Problem-Solving: The KWI

The three steps before problem solving: we call them the K-W-I.

The “K” stands for “know” and requires students to identify what they already know about a problem. The goal in this step of the routine is two-fold. First, the student needs to analyze the problem and identify what is happening within the context of the problem. For example, in the math problem above students identify that they know there are nine people and each person must shake hands with each other person. Second, the student needs to activate their background knowledge about that context or other similar problems. In the case of the handshake problem, students may recognize that this seems like a situation in which they will need to add or multiply.

The “W” stands for “what” a student needs to find out to solve the problem. At this point in the routine the student always must identify the core question that is being asked in a problem or task. However, it may also include other questions that help a student access and understand a problem more deeply. For example, in addition to identifying that they need to determine how many handshakes in the math problem, students may also identify that they need to determine how many handshakes each individual person has or how to organize their work to make sure that they count the handshakes correctly.

The “I” stands for “ideas” and refers to ideas that a student brings to the table to solve a problem effectively. In this portion of the routine, students list the strategies that they will use to solve a problem. In the example from the math class, this step involved all of the different ways that students tackled the problem from Unifix cubes to creating mathematical expressions.

This KWI routine before problem solving sets students up to actively engage in solving problems by ensuring they understand the problem and have some ideas about where to start in solving the problem. Two remaining steps are equally important during and after problem solving.

The power of teaching students to use this routine is that they develop a habit of mind to analyze and tackle problems wherever they find them.

During Problem-Solving: The Metacognitive Moment

The step that occurs during problem solving is a metacognitive moment. We ask students to deliberately pause in their problem-solving and answer the following questions: “Is the path I’m on to solve the problem working?” and “What might I do to either stay on a productive path or readjust my approach to get on a productive path?” At this point in the process, students may hear from other students that have had a breakthrough or they may go back to their KWI to determine if they need to reconsider what they know about the problem. By naming explicitly to students that part of problem-solving is monitoring our thinking and process, we help them become more thoughtful problem solvers.

After Problem-Solving: Evaluating Solutions

As a final step, after students solve the problem, they evaluate both their solutions and the process that they used to arrive at those solutions. They look back to determine if their solution accurately solved the problem, and when time permits they also consider if their path to a solution was efficient and how it compares to other students’ solutions.

The power of teaching students to use this routine is that they develop a habit of mind to analyze and tackle problems wherever they find them. This empowers students to be the problem solvers that we know they can become.

Jeff Heyck-Williams (He, His, Him)

Director of the two rivers learning institute.

Jeff Heyck-Williams is the director of the Two Rivers Learning Institute and a founder of Two Rivers Public Charter School. He has led work around creating school-wide cultures of mathematics, developing assessments of critical thinking and problem-solving, and supporting project-based learning.

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Creative Problem-Solving

• First Online: 29 January 2023

Cite this chapter

• Terence Lee 4 ,
• Lauren O’Mahony 5 &
• Pia Lebeck 6  

509 Accesses

This chapter presents Alex Osborn’s 1953 creative problem-solving (CPS) model as a three-procedure approach that can be deployed to problems that emerge in our everyday lives. The three procedures are fact-finding, idea-finding and solution-finding, with each step carefully informed by both divergent and convergent thinking. Using case studies to elaborate on the efficacy of CPS, the chapter also identifies a few common flaws that can impact on creativity and innovation. This chapter explores the challenges posed by ‘wicked problems’ that are particularly challenging in that they are ill-defined, unique, contradictory, multi-causal and recurring; it considers the practical importance of building team environments, of embracing diversity and difference, and other characteristics of effective teams. The chapter builds conceptually and practically on the earlier chapters, especially Chapter 4 , and provides case studies to help make sense of the key principles of creative problem-solving.

• Creative problem-solving
• Fact-finding
• Idea-finding
• Solution-finding
• Divergent thinking
• Convergent thinking
• Wicked problems

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The creative problem-solving process explored in this chapter is not to be confused with the broader ‘creative process’ that is presented in Chapter 2 of this book. See Chapter 2 to understand what creative process entails.

A general online search of the Osborn-Parnes Creative Problem-Solving (CPS) process will generate many results. One of them is: https://projectbliss.net/osborn-parnes-creative-problem-solving-process/ . Osborn is largely credited as the creator of CPS, hence references are largely made to him (Osborn 1953 , 1957 ).

Founded in 2002, Fahrenheit 212 described itself as “a global innovation consultancy delivering sustainable, profitable growth for companies by pairing business acumen and consumer empathy.” It merged with Capgemini Consulting in 2016 and remains based in New York City, USA. ( https://www.capgemini.com/in-en/news/press-releases/capgemini-acquires-innovation-and-design-consultancy-fahrenheit-212-to-drive/ ).

More information on the NeoNurture incubator can be found in the Design That Matters website ( https://www.designthatmatters.org/ ) and in a TEDx presentation by Timothy Prestero ( https://www.ted.com/talks/timothy_prestero_design_for_people_not_awards ) (Prestero 2012 ).

For more information on the Embrace infant warmer, see Embrace Global: https://www.embraceglobal.org/ .

See also David Alger’s popular descriptions of the ‘Rules of Improv’ (Parts 1 and 2): https://www.pantheater.com/rules-of-improv.html ; and, ‘How to be a better improvisor’: https://www.pantheater.com/how-to-be-a-better-improvisor.html .

For more information about the Bay of Pigs, visit the John F. Kennedy Presidential Library and Museum at Columbia Point, Boston, Massachusetts, USA. Online information can be accessed here: https://www.jfklibrary.org/learn/about-jfk/jfk-in-history/the-bay-of-pigs .

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Lee, T., O’Mahony, L., Lebeck, P. (2023). Creative Problem-Solving. In: Creativity and Innovation. Palgrave Macmillan, Singapore. https://doi.org/10.1007/978-981-19-8880-6_5

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The 5 Steps in Problem Analysis

One technique that is extremely useful to gain a better understanding of the problems before determining a solution is problem analysis .

Problem analysis is the process of understanding real-world problems and user’s needs and proposing solutions to meet those needs. The goal of problem analysis is to gain a better understanding of the problem being solved before developing a solution.

There are five useful steps that can be taken to gain a better understanding of the problem before developing a solution.

• Gain agreement on the problem definition
• Understand the root-causes – the problem behind the problem
• Identify the stakeholders and the users
• Define the solution boundary
• Identify the constraints to be imposed on the solution

Table of Contents

Gain agreement on the problem definition.

The first step is to gain agreement on the definition of the problem to be solved. One of the simplest ways to gain agreement is to simply write the problem down and see whether everyone agrees.

Business Problem Statement Template

A helpful and standardised format to write the problem definition is as follows:

• The problem of – Describe the problem
• Affects – Identify stakeholders affected by the problem
• The results of which – Describe the impact of this problem on stakeholders and business activity
• Benefits of – Indicate the proposed solution and list a few key benefits

Example Business Problem Statement

There are many problems statement examples that can be found in different business domains and during the discovery when the business analyst is conducting analysis. An example business problem statement is as follows:

The problem of  having to manually maintain an accurate single source of truth for finance product data across the business, affects the finance department. The results of which has the impact of not having to have duplicate data, having to do workarounds and difficulty of maintaining finance product data across the business and key channels. A successful solution would  have the benefit of providing a single source of truth for finance product data that can be used across the business and channels and provide an audit trail of changes, stewardship and maintain data standards and best practices.

Understand the Root Causes Problem Behind the Problem

You can use a variety of techniques to gain an understanding of the real problem and its real causes. One such popular technique is root cause analysis, which is a systematic way of uncovering the root or underlying cause of an identified problem or a symptom of a problem.

Root cause analysis helps prevents the development of solutions that are focussed on symptoms alone .

To help identify the root cause, or the problem behind the problem, ask the people directly involved.

The primary goal of the technique is to determine the root cause of a defect or problem by repeating the question “Why?” . Each answer forms the basis of the next question. The “five” in the name derives from an anecdotal observation on the number of iterations needed to resolve the problem .

Identify the Stakeholders and the Users

Effectively solving any complex problem typically involves satisfying the needs of a diverse group of stakeholders. Stakeholders typically have varying perspectives on the problem and various needs that must be addressed by the solution. So, involving stakeholders will help you to determine the root causes to problems.

Define the Solution Boundary

Once the problem statement is agreed to and the users and stakeholders are identified, we can turn our attention of defining a solution that can be deployed to address the problem.

Identify the Constraints  Imposed on Solution

We must consider the constraints that will be imposed on the solution. Each constraint has the potential to severely restrict our ability to deliver a solution as we envision it.

Some example solution constraints and considerations could be:-

• Economic – what financial or budgetary constraints are applicable?
• Environmental – are there environmental or regulatory constraints?
• Technical  – are we restricted in our choice of technologies?
• Political – are there internal or external political issues that affect potential solutions?

Conclusion – Problem Analysis

Try the five useful steps for problem solving when your next trying to gain a better understanding of the problem domain on your business analysis project or need to do problem analysis in software engineering.

The problem statement format can be used in businesses and across industries. 

Jerry Nicholas

Jerry continues to maintain the site to help aspiring and junior business analysts and taps into the network of experienced professionals to accelerate the professional development of all business analysts. He is a Principal Business Analyst who has over twenty years experience gained in a range of client sizes and sectors including investment banking, retail banking, retail, telecoms and public sector. Jerry has mentored and coached business analyst throughout his career. He is a member of British Computer Society (MBCS), International Institute of Business Analysis (IIBA), Business Agility Institute, Project Management Institute (PMI), Disciplined Agile Consortium and Business Architecture Guild. He has contributed and is acknowledged in the book: Choose Your WoW - A Disciplined Agile Delivery Handbook for Optimising Your Way of Working (WoW).

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Group problem solving process.

Organizational challenges are many times disruptive to productivity. Group problem solving is the process of bringing together stakeholders who through their analytical decision making abilities can influence the outcome of the problem. The use of groups in problem solving is encouraged as groups tend to evaluate diverse solutions and action plans. The core objectives of the group are identifying the problem and developing solutions. This five-step systematic group problem solving process provides a defined strategy for a teamwork approach to generating creative and workable resolutions.

Process Description

Have you ever tried to get a group of people to agree on one answer to a problem? It's nearly impossible. However, there are positive approaches to this issue that anyone can employ with some minimal training and review. This project outlines a one-hour group problem solving technique that you can use with your organization. It helps clarify issues and provides an outline of actionable solutions.

Group Problem Solving Process Outline

1. define the problem.

Provide history relevant to the problem. Make a comparison: how are things now versus the way you would like them to be? How long has the problem existed? How frequently does it occur? Who is affected by the problem?

2. Determine Causes

Look for the cause of the gap between the present (what's now) and the desired (future) state or resolution.

3. Develop Alternative Approaches

Brainstorm. (Write exactly what is said. Capturing specific words can be powerful.) Make a list of as many possible solutions as you can. Do NOT judge correctness or feasibility here. Just list everything.

4. Assess the Consequences

Ask what possible results may come from each alternative. Who is affected? Who pays? Are there uncontrollable challenges? 

5. Develop Action Plans

Identify what you want success to look like. Use the Action Planning Worksheet to choose feasible alternatives that are acceptable to the group. Note: This is where most of the work is done!

Questioning Approach

Below are some additional, specific questions that you may use to help guide the process. As you move through each section, allow your group to take sufficient time to think critically before moving on.

Begin this portion of the exercise by asking people to write individually on an index card what they think the problem is. This may seem redundant or simplistic for some seemingly obvious problems (e.g., budget shortfall). However, individual responses may point to confounding issues, related problems, or causative items.

After writing individually, ask everyone to share. (If it's a very sensitive issue, collect the cards, shuffle the cards, and then ask one person to read them.)

• How are things now versus the way you would like them to be?
• How long has the problem existed?
• How frequently does it occur?
• Who is affected by the problem?
• Why does this problem exist?
• What needs to be changed in both the immediate future and for the long term?

3. Develop Alternative Approaches: What is feasible?

• Based on the outlined causes, what first step could we take to address the issue?
• What else could we do?
• Can the problem be handled by internal resources? Do we need outside/expert assistance?
• Are personnel and funds available?
• Does sufficient data exist to make a plan?
• Can the needed data be gathered within the time available?
• Does the issue involve large costs or major consequences for the organization?
• Who or what will be affected by this solution?
• What are the possible side effects . . . immediate and long-run?
• What would be the likely consequences of this solution?
• What would be the reaction of [citizens in the community/employees/patrons/customers]?
• Who would complain?
• Who would be glad? Why?
• Use the Action Planning Worksheet to choose feasible alternatives that are acceptable to the group.
• What would be accepted as evidence of its success?

Conclusions and Recommendations

The step-by-step process outlined in this fact sheet can help lead you to a successful outcome for even the most complicated group problems. Results are especially effective when using a neutral, skilled facilitator. A facilitator can come from within the group but runs the risk of inserting influence and suggestion. The best-case scenario is a facilitator who understands the group, understands the problem, and has no direct stake in the solution. The role of the facilitator is to assist the group in performing more effectively (Keltner, 1989).

Drawing out group members to generate potential solutions is central to problem solving, just as long as it's managed and facilitated well. There should be no criticism of ideas, and novel or seemingly unusual ideas should be encouraged. Involving all group members in the process is critical if everyone is to buy into the final solution. The best approach to making this work smoothly is to establish formal rules for positive participation.

When a large group is involved in the decision making, the Nominal Group Technique (NGT) may be used in conjunction with this outlined process. The NGT is a weighted ranking method that allows a group to generate and prioritize issues. The procedure encourages balanced participation and creates a quantitative output.

With any problem solving process, defining the problem may be the most important, but likely the most difficult step. This forces the group to collectively recognize the scope of the problem and need to devise a solution. And yet, if the group is facilitated through the process of solving a problem and is successful in developing an action plan, but does not implement the plan, all efforts are for naught.

Bolton, Elizabeth. 2009.  IFAS Leadership Development: Problem Solving in Groups . IFAS Extension. University of Florida. FCS9064.

Keltner, S. 1989.  Facilitation: Catalyst for group problem solving . Management Communication Quarterly, 3, 1. Sage Publications.

Rebori, Marlene K. 1997.  Effective Problem-Solving Techniques for Groups.  Cooperative Extension. University of Nevada. Fact Sheet 97-26.

Scholl, Richard W. 2003.  Group Decision Making and Problem Solving . Charles T. Schmidt, Jr. Labor Research Center. University of Rhode Island.

Adapted from Conone, R., Brown, D., and Willis, R. (no date). Understanding the Process, CDFS-13. Ohio State University Extension Fact Sheet. Originally available online at ohioline.osu.edu/bc-fact/0013.html

Additional Resources: Seven Steps to Problem Solving,  pacwrc.pitt.edu/Curriculum/521Strength-BasedSolution-FocusedSupervision/Handouts/HO%206%207%20Key%20S_F%20Strategies.pdf

CFAES provides research and related educational programs to clientele on a nondiscriminatory basis. For more information, visit cfaesdiversity.osu.edu. For an accessible format of this publication, visit cfaes.osu.edu/accessibility.

Copyright © 2015, The Ohio State University

Module 14: Small Group Communication

The reflective-thinking method for decision-making, learning objectives.

Identify the steps of the reflective-thinking method for decision-making in small groups.

The reflective-thinking method originated with John Dewey, a leading American social philosopher. This method provides a structured way for small groups to approach decision-making and problem-solving, especially as people are increasingly distracted by electronics or overwhelmed by access to complex and endless information. Dewey maintained that people need a scientific method and a “disciplined mind” to both tap into the strength of a group and to come up with logical solutions. The term disciplined mind  refers to gaining intellectual control, rather than just being emotionally based. Discipline in this context isn’t seen as restrictive; in fact, Dewey believed that having a disciplined mind offers intellectual freedom. While the reflective-thinking method can be applied to individual decision-making, we’ll apply it here to small group communication. [1] We’ll explore the five steps of the reflective-thinking method below.

• What steps should our planning team take to prepare and execute an appropriate and fun activity for children in foster care? Notice that this statement is specific and unbiased about the problem to be solved and allows for various possible solutions.
• Analyze the problem . Once again, this step preemptively prevents a small group from jumping to solutions. Here, the group needs to explore the problem in depth, which involves gathering material and researching what has been done, if anything, in the past. You need solid evidence, data, and even anecdotal evidence to better analyze what’s going on. The group planning a holiday event for children in foster care might look at what has been done in past years and gather feedback about those events. The group might create and send an online survey to foster parents and ask what types of activities their children are most interested in. The group might consult with a trauma expert about what types of considerations they should take to ensure any activity is safe and inclusive. Finally, the group would likely research its budget, timelines, demographic information of the children, etc.
• The event fits into our budget of $3,000.
• The event is appropriate for ages 2–18.
• The event allows children and foster parents to interact with one another.
• The event feels safe and inclusive for all children.
• The event is held in convenient locations at appropriate times for younger children.
• The event is relatively simple.
• Brunch, Polar Express party, Winter Wonderland theme, gift drive, gingerbread-making activity, hot chocolate bar, lots of lights, live DJ, mariachi band, etc.
• Select the best solution . Finally, you work to ascertain the best solution. You evaluate the merits and feasibility of each proposed solution. Use the criteria established in Step 3 to evaluate each possible solution. How do you define best ? That definition might be the most feasible, the most effective, the most politically viable, the quickest, etc. The discussion for the event planning team might look something like this:

We kept going back to the simple part, so Polar Express and Winter Wonderland themed events were off the table. We decided the brunch idea best fit the criteria for timing, budget, and location. Then, we remembered the kid-friendly and interactive part, and added an element of a gingerbread-making project for children of all ages. To help children and parents get to know each other in a safe, low-key environment, we decided to have each child or family display their gingerbread houses on tables and let others write positive comments about them.

Once the group decides on its final solution, they can continue further planning, or present their decision (when applicable).

Practice Question

• Lucas, Stephen.  The Art of Public Speaking . United States, McGraw-Hill Education, 2020. ↵
• The Reflective-Thinking Method for Decision Making. Authored by : Susan Bagley-Koyle with Lumen Learning. License : CC BY: Attribution