list each of the problem solving steps apex

Apex Problem-Solving

Product design is a problem-solving hierarchy. The problem at the apex is the unsolved market need. It's the Tallest Order Problem (TOP).  Solving this TOP problem requires a new and/or better solution and getting there first matters.  This is a real value proposition that customers seek.  It’s a real answer to a real problem, the Summit Solution.  Hence, we're on an expedition to first ascent.  To do so requires navigating through all the sub or “meta” problems along the way. These meta problems are the mountain. Let's ascend.

A complex Summit Solution may be made of hundreds or thousands of meta problems. These problems are not just technical.  They can also be logistical, organizational or operational.  They are anything and everything that can impede upward progress.  Some of the problems will be easy, some will be hard, some will be excruciatingly hard (the juiciest ones).  Some have never been solved before.  The chasm was so wide that those that tried before gave up (or fell in). The ones that have never been solved before may be the key to winning the race to the Summit Solution.  They are likely the reason no one has been to the top before. Many have heard of the summit, some have seen it in the distance, a few have thought they could climb it and less have actually tried.  But no one (yet) has overcome all that is required on the journey to put their flag there first.

The very difficult problems that have never been solved before are called the "Menacing Metas".   The Menacing Metas are the project/expedition killers.  These problems can be black holes of time and resources.  These are sometimes referred to as "science projects" because they require more than applying canned solutions without fundamental understanding. They require understanding theory and first principles to derive new solutions. They require going farther and farther into the abyss, thinking the end is in sight only to discover another false peak.  Often the Menacing Metas won't even emerge until integration, near the end of a project.  At the time when resources and morale may be low.  When the air is thin, and frostbite is setting in. So menacing.

The Menacing Metas pose high project risk.  For this reason, they should be project front loaded. Putting the most difficult problems first takes discipline.  Often the opposite is done, tackling the easiest problems first to build momentum and get "wins" under one’s belt. The problem with this problem-solving approach is that it is a form of procrastination.  One of the reasons the Grand Canyon experience scores of hiker distress issues is because the hikers are lured by the initial easy downhill hiking. On the descent their energy is being drained so slowly it is almost imperceptible. Then they turn around and start their ascent to find their energy drain rate is nothing like it was before, very perceptible.  They can quickly feel they don't have the necessary reserves, but it's too late, they have over committed.

Lean in to the Menacing Metas right away. Go straight up the sheer mountain face.  Take them on with fresh energy when focus and morale are highest.  They require full resources and commitment and can't be overcome when depleted. When failure occurs, if early enough, it's possible to go back to basecamp, regroup and try again.  At a certain stage there is no turning back, the only way is forward, the point of no return. This forces risky decisions.  Failing early, when recoverable, is a great level setter, it brings to light the true difficulty and severity. It causes revaluation of what will truly be required and one is likely to better train, better prepare before trying again. Queue the Menacing Metas Montage.

It is difficult to estimate the Level of Effort of Menacing Metas because of their unprecedented nature.  As a runner, I can estimate the time it will take me to complete different length foot races based on a trial 5k. It won't be exact, due to factors like weather, rest, diet and course variability but it will be close. Trying to predict Menacing Metas can be off by orders of magnitude.  Menacing Metas are an insane Ninja Warrior/American Gladiator obstacle course. A runner, having never done anything like those activities, has no basis for estimation having developed the skill of running but not gymnastics and acrobatics.  A guinea pig, being the test pilot for an experimental course nobody has completed or maybe even tried before lacks empirical data for predictive decision making. Also, it has a brain the size of a walnut.

"Minor Metas" are a straightforward execution exercise for an appropriate person. A person with the right education, industry knowledge, or institutional knowledge (sometimes called "tribal knowledge"). A person who has run a similar "race" before.  This person is called a Subject Matter Expert. The SME has the know-how and if needed the tool(s) for the job. The SME (pronounced Suh-Mee) is the key. 

 Sometimes, the tool or awareness of the tool is present without the SME. A tool without a SME is of little use. A puppet without a puppet master.  A tool is an extension of the SME.  When a SME is needed (always) and one doesn't exist, the two options are to find one externally or create one by training someone internally. Some learning while doing, "field learning", is a matter of course. No expedition goes exactly to plan. Flexibility, adaptability, improvisation are as important as preparation and luck. The time to start learning mountaineering is not on the mountain. The tools that are packed may be the only tools available. Time spent learning is time not spent marching forward. Conditions on the mountain are inhospitable. Exposure begins to set in from the start and progressively worsens. And don't get me started on the Wi-Fi. Wisely prepare your tools and SMEs, or be willing to freeze.

"Mystery Metas" are problems of unknown difficulty to the expedition team. They could be minor or menacing. They may be truly novel to the world problems or just novel to your world view.  Most likely, it's the latter.  Most likely, a SME is out there that knows exactly what category the problem falls into. They can hand over critical information with almost no work involved. When to go, what to expect, what route to take. When the path forks, they can tell you which way leads to the top and which one leads to a dead end. They just know. There are few hacks or shortcuts in the product design journey but if there is one, it is this, find the SME. SMEasy peasy.

All successful expeditions (and even unsuccessful) were predicated with months or years of studying charts, maps, language, flora and fauna, weather patterns and anthropology. This is the research and preparation phase.  Indiana Jones is an archaeology professor most of the time.  Hire Sherpas (bring the SME).  Climbing requires grit and bravery.  A lack of planning isn't bravery, it's a self-destructive death march.  Don't underestimate the value of expertise and documentation.

The story of epic expeditions is a story of two tales.  A tale of glory or of the most gruesome fates that can be succumbed to. Human nature compels us to climb the tallest mountains simply because they are there.  It also compels us to fly too close to the sun.  To take on an epic challenge and attempt something that hasn't been done before requires ego.  To do it successfully requires putting aside the ego. This is the Apex Paradox.  Admitting we don't know the answers (we aren't the SME) and finding the SMEs.  Doing the unexciting work of planning, preparation and training for however long it takes to set up for success. And doing that in spite of tremendous internal and external pressures like losing a window of opportunity or the race. Survivorship bias results in disproportionately hearing about the successes and paints an unrealistic history of failure.  This fuels overconfidence and disaster. Perhaps a better question to think about than, has that been done before is how many attempts have been made? Risk is high, probability of success is unknown but low, failure could mean freezing or starvation.  So why do it?  Because of the view from the TOP.

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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A guide to problem-solving techniques, steps, and skills

You might associate problem-solving with the math exercises that a seven-year-old would do at school. But problem-solving isn’t just about math — it’s a crucial skill that helps everyone make better decisions in everyday life or work.

Problem-solving involves finding effective solutions to address complex challenges, in any context they may arise.

Unfortunately, structured and systematic problem-solving methods aren’t commonly taught. Instead, when solving a problem, PMs tend to rely heavily on intuition. While for simple issues this might work well, solving a complex problem with a straightforward solution is often ineffective and can even create more problems.

In this article, you’ll learn a framework for approaching problem-solving, alongside how you can improve your problem-solving skills.

The 7 steps to problem-solving

When it comes to problem-solving there are seven key steps that you should follow: define the problem, disaggregate, prioritize problem branches, create an analysis plan, conduct analysis, synthesis, and communication.

1. Define the problem

Problem-solving begins with a clear understanding of the issue at hand. Without a well-defined problem statement, confusion and misunderstandings can hinder progress. It’s crucial to ensure that the problem statement is outcome-focused, specific, measurable whenever possible, and time-bound.

Additionally, aligning the problem definition with relevant stakeholders and decision-makers is essential to ensure efforts are directed towards addressing the actual problem rather than side issues.

2. Disaggregate

Complex issues often require deeper analysis. Instead of tackling the entire problem at once, the next step is to break it down into smaller, more manageable components.

Various types of logic trees (also known as issue trees or decision trees) can be used to break down the problem. At each stage where new branches are created, it’s important for them to be “MECE” – mutually exclusive and collectively exhaustive. This process of breaking down continues until manageable components are identified, allowing for individual examination.

The decomposition of the problem demands looking at the problem from various perspectives. That is why collaboration within a team often yields more valuable results, as diverse viewpoints lead to a richer pool of ideas and solutions.

3. Prioritize problem branches

The next step involves prioritization. Not all branches of the problem tree have the same impact, so it’s important to understand the significance of each and focus attention on the most impactful areas. Prioritizing helps streamline efforts and minimize the time required to solve the problem.

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4. Create an analysis plan

For prioritized components, you may need to conduct in-depth analysis. Before proceeding, a work plan is created for data gathering and analysis. If work is conducted within a team, having a plan provides guidance on what needs to be achieved, who is responsible for which tasks, and the timelines involved.

5. Conduct analysis

Data gathering and analysis are central to the problem-solving process. It’s a good practice to set time limits for this phase to prevent excessive time spent on perfecting details. You can employ heuristics and rule-of-thumb reasoning to improve efficiency and direct efforts towards the most impactful work.

6. Synthesis

After each individual branch component has been researched, the problem isn’t solved yet. The next step is synthesizing the data logically to address the initial question. The synthesis process and the logical relationship between the individual branch results depend on the logic tree used.

7. Communication

The last step is communicating the story and the solution of the problem to the stakeholders and decision-makers. Clear effective communication is necessary to build trust in the solution and facilitates understanding among all parties involved. It ensures that stakeholders grasp the intricacies of the problem and the proposed solution, leading to informed decision-making.

Exploring problem-solving in various contexts

While problem-solving has traditionally been associated with fields like engineering and science, today it has become a fundamental skill for individuals across all professions. In fact, problem-solving consistently ranks as one of the top skills required by employers.

Problem-solving techniques can be applied in diverse contexts:

• Individuals — What career path should I choose? Where should I live? These are examples of simple and common personal challenges that require effective problem-solving skills
• Organizations — Businesses also face many decisions that are not trivial to answer. Should we expand into new markets this year? How can we enhance the quality of our product development? Will our office accommodate the upcoming year’s growth in terms of capacity?
• Societal issues — The biggest world challenges are also complex problems that can be addressed with the same technique. How can we minimize the impact of climate change? How do we fight cancer?

Despite the variation in domains and contexts, the fundamental approach to solving these questions remains the same. It starts with gaining a clear understanding of the problem, followed by decomposition, conducting analysis of the decomposed branches, and synthesizing it into a result that answers the initial problem.

Real-world examples of problem-solving

Let’s now explore some examples where we can apply the problem solving framework.

Problem: In the production of electronic devices, you observe an increasing number of defects. How can you reduce the error rate and improve the quality?

Before delving into analysis, you can deprioritize branches that you already have information for or ones you deem less important. For instance, while transportation delays may occur, the resulting material degradation is likely negligible. For other branches, additional research and data gathering may be necessary.

Once results are obtained, synthesis is crucial to address the core question: How can you decrease the defect rate?

While all factors listed may play a role, their significance varies. Your task is to prioritize effectively. Through data analysis, you may discover that altering the equipment would bring the most substantial positive outcome. However, executing a solution isn’t always straightforward. In prioritizing, you should consider both the potential impact and the level of effort needed for implementation.

By evaluating impact and effort, you can systematically prioritize areas for improvement, focusing on those with high impact and requiring minimal effort to address. This approach ensures efficient allocation of resources towards improvements that offer the greatest return on investment.

Problem : What should be my next job role?

When breaking down this problem, you need to consider various factors that are important for your future happiness in the role. This includes aspects like the company culture, our interest in the work itself, and the lifestyle that you can afford with the role.

However, not all factors carry the same weight for us. To make sense of the results, we can assign a weight factor to each branch. For instance, passion for the job role may have a weight factor of 1, while interest in the industry may have a weight factor of 0.5, because that is less important for you.

By applying these weights to a specific role and summing the values, you can have an estimate of how suitable that role is for you. Moreover, you can compare two roles and make an informed decision based on these weighted indicators.

Key problem-solving skills

This framework provides the foundation and guidance needed to effectively solve problems. However, successfully applying this framework requires the following:

• Creativity — During the decomposition phase, it’s essential to approach the problem from various perspectives and think outside the box to generate innovative ideas for breaking down the problem tree
• Decision-making — Throughout the process, decisions must be made, even when full confidence is lacking. Employing rules of thumb to simplify analysis or selecting one tree cut over another requires decisiveness and comfort with choices made
• Analytical skills — Analytical and research skills are necessary for the phase following decomposition, involving data gathering and analysis on selected tree branches
• Teamwork — Collaboration and teamwork are crucial when working within a team setting. Solving problems effectively often requires collective effort and shared responsibility
• Communication — Clear and structured communication is essential to convey the problem solution to stakeholders and decision-makers and build trust

How to enhance your problem-solving skills

Problem-solving requires practice and a certain mindset. The more you practice, the easier it becomes. Here are some strategies to enhance your skills:

• Practice structured thinking in your daily life — Break down problems or questions into manageable parts. You don’t need to go through the entire problem-solving process and conduct detailed analysis. When conveying a message, simplify the conversation by breaking the message into smaller, more understandable segments
• Regularly challenging yourself with games and puzzles — Solving puzzles, riddles, or strategy games can boost your problem-solving skills and cognitive agility.
• Engage with individuals from diverse backgrounds and viewpoints — Conversing with people who offer different perspectives provides fresh insights and alternative solutions to problems. This boosts creativity and helps in approaching challenges from new angles

Final thoughts

Problem-solving extends far beyond mathematics or scientific fields; it’s a critical skill for making informed decisions in every area of life and work. The seven-step framework presented here provides a systematic approach to problem-solving, relevant across various domains.

Now, consider this: What’s one question currently on your mind? Grab a piece of paper and try to apply the problem-solving framework. You might uncover fresh insights you hadn’t considered before.

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2.6 Problem-Solving Basics for One-Dimensional Kinematics

Learning objectives.

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

• Apply problem-solving steps and strategies to solve problems of one-dimensional kinematics.
• Apply strategies to determine whether or not the result of a problem is reasonable, and if not, determine the cause.

Problem-solving skills are obviously essential to success in a quantitative course in physics. More importantly, the ability to apply broad physical principles, usually represented by equations, to specific situations is a very powerful form of knowledge. It is much more powerful than memorizing a list of facts. Analytical skills and problem-solving abilities can be applied to new situations, whereas a list of facts cannot be made long enough to contain every possible circumstance. Such analytical skills are useful both for solving problems in this text and for applying physics in everyday and professional life.

Problem-Solving Steps

While there is no simple step-by-step method that works for every problem, the following general procedures facilitate problem solving and make it more meaningful. A certain amount of creativity and insight is required as well.

Examine the situation to determine which physical principles are involved . It often helps to draw a simple sketch at the outset. You will also need to decide which direction is positive and note that on your sketch. Once you have identified the physical principles, it is much easier to find and apply the equations representing those principles. Although finding the correct equation is essential, keep in mind that equations represent physical principles, laws of nature, and relationships among physical quantities. Without a conceptual understanding of a problem, a numerical solution is meaningless.

Make a list of what is given or can be inferred from the problem as stated (identify the knowns) . Many problems are stated very succinctly and require some inspection to determine what is known. A sketch can also be very useful at this point. Formally identifying the knowns is of particular importance in applying physics to real-world situations. Remember, “stopped” means velocity is zero, and we often can take initial time and position as zero.

Identify exactly what needs to be determined in the problem (identify the unknowns) . In complex problems, especially, it is not always obvious what needs to be found or in what sequence. Making a list can help.

Find an equation or set of equations that can help you solve the problem . Your list of knowns and unknowns can help here. It is easiest if you can find equations that contain only one unknown—that is, all of the other variables are known, so you can easily solve for the unknown. If the equation contains more than one unknown, then an additional equation is needed to solve the problem. In some problems, several unknowns must be determined to get at the one needed most. In such problems it is especially important to keep physical principles in mind to avoid going astray in a sea of equations. You may have to use two (or more) different equations to get the final answer.

Substitute the knowns along with their units into the appropriate equation, and obtain numerical solutions complete with units . This step produces the numerical answer; it also provides a check on units that can help you find errors. If the units of the answer are incorrect, then an error has been made. However, be warned that correct units do not guarantee that the numerical part of the answer is also correct.

Check the answer to see if it is reasonable: Does it make sense? This final step is extremely important—the goal of physics is to accurately describe nature. To see if the answer is reasonable, check both its magnitude and its sign, in addition to its units. Your judgment will improve as you solve more and more physics problems, and it will become possible for you to make finer and finer judgments regarding whether nature is adequately described by the answer to a problem. This step brings the problem back to its conceptual meaning. If you can judge whether the answer is reasonable, you have a deeper understanding of physics than just being able to mechanically solve a problem.

When solving problems, we often perform these steps in different order, and we also tend to do several steps simultaneously. There is no rigid procedure that will work every time. Creativity and insight grow with experience, and the basics of problem solving become almost automatic. One way to get practice is to work out the text’s examples for yourself as you read. Another is to work as many end-of-section problems as possible, starting with the easiest to build confidence and progressing to the more difficult. Once you become involved in physics, you will see it all around you, and you can begin to apply it to situations you encounter outside the classroom, just as is done in many of the applications in this text.

Unreasonable Results

Physics must describe nature accurately. Some problems have results that are unreasonable because one premise is unreasonable or because certain premises are inconsistent with one another. The physical principle applied correctly then produces an unreasonable result. For example, if a person starting a foot race accelerates at 0 . 40 m/s 2 0 . 40 m/s 2 for 100 s, his final speed will be 40 m/s (about 150 km/h)—clearly unreasonable because the time of 100 s is an unreasonable premise. The physics is correct in a sense, but there is more to describing nature than just manipulating equations correctly. Checking the result of a problem to see if it is reasonable does more than help uncover errors in problem solving—it also builds intuition in judging whether nature is being accurately described.

Use the following strategies to determine whether an answer is reasonable and, if it is not, to determine what is the cause.

Solve the problem using strategies as outlined and in the format followed in the worked examples in the text . In the example given in the preceding paragraph, you would identify the givens as the acceleration and time and use the equation below to find the unknown final velocity. That is,

Check to see if the answer is reasonable . Is it too large or too small, or does it have the wrong sign, improper units, …? In this case, you may need to convert meters per second into a more familiar unit, such as miles per hour.

This velocity is about four times greater than a person can run—so it is too large.

If the answer is unreasonable, look for what specifically could cause the identified difficulty . In the example of the runner, there are only two assumptions that are suspect. The acceleration could be too great or the time too long. First look at the acceleration and think about what the number means. If someone accelerates at 0 . 40 m/s 2 0 . 40 m/s 2 , their velocity is increasing by 0.4 m/s each second. Does this seem reasonable? If so, the time must be too long. It is not possible for someone to accelerate at a constant rate of 0 . 40 m/s 2 0 . 40 m/s 2 for 100 s (almost two minutes).

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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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Member Podcast

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

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

Updated: Jan 24, 2023

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

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

9 PROFITABLE PROBLEM-SOLVING TECHNIQUES AND METHODS

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

1. CREATIVE PROBLEM SOLVING (CPS)

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

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

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

Develop : Formulate solutions as part of an overall plan.

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

2. APPRECIATIVE INQUIRY

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

Discovery (fact-finding)

Dream (visioning the future)

Design (strategic purpose)

Destiny (continuous improvement)

3. “FIVE WHYS” METHOD

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

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

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

The vehicle will not start. (the problem)

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

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

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

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

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

4. LEAN SIX SIGMA (DMAIC METHOD)

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

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

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

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

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

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

5. ROOT CAUSE ANALYSIS

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

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

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

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

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

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

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

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

7. 8D PROBLEM-SOLVING

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

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

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

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

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

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

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

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

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

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

8. ARMY PROBLEM SOLVING PROCESS

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

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

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

Develop Screening and Evaluation Criteria :

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

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

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

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

9. HURSON'S PRODUCTIVE THINKING MODEL

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

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

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

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

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

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

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

STEAL THIS THOROUGH 8-STEP PROBLEM-SOLVING PROCESS

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

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

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

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

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

2. DIG DEEPER: ROOT CAUSE ANALYSIS

This part of the process involves identifying these three items :

What happened?

Why did it happen?

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

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

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

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

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

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

3. PRODUCE A VARIETY OF SOLUTION OPTIONS

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

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

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

4. FULLY EVALUATE AND SELECT PLANNED FIX(ES)

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

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

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

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

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

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

5. DOCUMENT THE FINAL SOLUTION AND WHAT SUCCESS LOOKS LIKE

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

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

6. SUCCESSFULLY SELL AND EXECUTE THE FIX

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

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

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

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

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

8. COLLABORATIVE CONTINGENCIES, ITERATION, AND COURSE CORRECTION

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

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

14 FRUITFUL RESOURCES AND EXERCISES FOR YOUR PROBLEM-SOLVING JOURNEY

Want to test your problem-solving skills?

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

Still have a desire to discover more about solving problems?

Check out these 14 articles and books...

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

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

2. SOME SAGE PROBLEM SOLVING ADVICE

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

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

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

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

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

5. THE BASICS OF CREATIVE PROBLEM SOLVING – CPS

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

6. APPRECIATIVE INQUIRY : A POSITIVE REVOLUTION IN CHANGE

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

7. PROBLEM SOLVING: NINE CASE STUDIES AND LESSONS LEARNED

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

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

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

9. SOLVING BUSINESS PROBLEMS : THE CASE OF POOR FRANK

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

10. THE 8-DISCIPLINES PROBLEM SOLVING METHODOLOGY

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

11. THE PROBLEM-SOLVING PROCESS THAT PREVENTS GROUPTHINK HBR

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

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

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

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

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

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

LOOKING FOR ASSISTANCE WITH YOUR PROBLEM-SOLVING PROCESS?

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

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

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

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• The Art of Effective Problem Solving: A Step-by-Step Guide
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• 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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#18 - Teenager

Given a person’s age, return true if the person is a teenager (age 13 - 19). isTeenager(5) = false isTeenager(15) = true

#4 - Number Difference

Implement a function diff that calculates the absolute difference between two integers. diff(5, 2) = 3 diff(2, 5) = 3

#14 - Sum Equals

Given Integers a, b, and c, return true if a and b add up to c. sumEquals(5, 5, 10) = true sumEquals(2, 8, 9) = false

#20 - Ascending Order

Given three Integers a, b, and c, return true if they are in ascending order. For our purposes, two equal numbers will be considered to be in an ascending order. ascendingOrder(10, 10, 15) = true ascendingOrder(15, 14, 13) = false

#21 - A or An

Given a work, prepend it with the correct indefinite article (“a” or “an”) followed by a space based on the following rule: words starting with a vowel (a, e, i, o, or u) are prepended with “an”, while words starting with any other letter are prepended with “a”. aOrAn(‘apple’) = ‘an apple’ aOrAn(‘banana’) = ‘a banana’

#3 - Largest of Three

Given three Integers, return the largest

#19 - Passing Students

A student passes a course if any two of the following three conditions are true: they have passed the exam, they have passed assignments, and they have passed the course project. Implement the function isPassed that takes in three parameters passedExam, passedAssignments, and passedProject, and returns true of at least two of the passed variables are true. isPassed(true, false, true) = true. Student did not pass assignments, but passes overall because they passed the exam and the project. isPassed(false, false, true) = false. Student only passed the project, and therefore does not pass overall.

#90 - Ends With 0

Contributed by: Pritha Gupta Given an integer, return true if the integer ends with 0, otherwise return false. isEndWithZero(12) == false isEndWithZero(1230) == true

#15 - Which Two

Given Integers a, b, and c, determine if any two of them add up to the third and return ‘a’, ‘b’, ‘c’ depending on which the sum is. If no two numbers add up to a third number, return an empty string. Assume that multiple solutions do not exist. whichTwo(5, 10, 5) = ‘b’ whichTwo(2, 0, 3) = ''

#5 - Even or Odd

Given an Integer, return ‘even’ if the Integer is even, or ‘odd’ if the Integer is odd. Remember to use the Math.mod function. evenOrOdd(15) = ‘odd’ evenOrOdd(-64) = ‘even’

#12 - Rock Paper Scissors

Rock beats scissors, scissors beats paper, paper beats rock. Implement the method rockPaperScissors that takes as parameters two strings player1 and player2 representing the moves played by player 1 and player 2, valid moves being ‘rock’, ‘paper’, and ‘scissors’. Return 1 if player 1 wins, 2 if player 2 wins, and 0 if no one wins. rockPaperScissors(‘rock’, ‘paper’) = 2 rockPaperScissors(‘scissors’, ‘paper’) = 1 rockPaperScissors(‘paper’, ‘paper’) = 0

#17 - Age Group

Given a person’s age, return their age group as a string: ‘Infant’ for ages 0-1, ‘Child’ for ages 2 - 14, ‘Youth’ for ages 15 - 21, and ‘Adult’ for ages 22+. ageGroup(5) = ‘Child’ ageGroup(15) = ‘Youth’

#54 - Companion Plants

Some plants are considered companion plants. They grow better when planted next to each other. For the purpose of this problem, we consider the following plants to be companions: lettuce and cucumbers, lettuce and onions, onions and carrots, and onions and tomatoes. Write a function isCompanion that takes as input two strings plant1 and plant2. If the two plants are companion plants based on the criteria described above, return true. Otherwise, return false. companionPlants(‘onions’, ‘lettuce’) = true companionPlants(‘lettuce’, ‘tomatoes’) = false

#6 - Leap Year

A year is considered a leap year if it is evenly divisible by 4, with the exception of years that are also evenly divisible by 100. Years evenly divisible by 100 must also be evenly evenly divisible by 400 to by considered leap years. Implement a method isLeapYear that takes as input an Integer year and returns true if the year is a leap year, and false otherwise. isLeapYear(1900) = false. Year 1900 is evenly divisible by 4, but it is also evenly divisible by 100 which means it additionally needs to be evenly divisible by 400 to qualify as a leap year. 1900 is not evenly divisible by 400. isLeapYear(2000) = true. Year 2000 is evenly divisible by 4. It is also evenly divisibly by 100, which means it additionally needs to be evenly divisible by 400, which it is. Therefore, it is a leap year. isLeapYear(2004) = true. Year 2004 is evenly divisible by 4. It is not divisible by 100, and therefore a leap year. isLeapYear(1933) = false. Year 1933 is not evenly divisible by 4, and therefore not a leap year.

#7 - Prime Number

A prime number is a number greater than 1 that is not evenly divisible by any number greater than one and smaller than itself. For example, 13 is a prime number because it is not evenly divisible by any number between 1 and 13. Implement the function isPrime that takes as input an integer greater than 1, returns true if the integer is a prime number, and returns false otherwise. Assume that the input will always be greater than 1. isPrime(10) = false. 10 is not a prime number because it is evenly divisible by 2 and 5. isPrime(23) = true. 23 is a prime number because it is not evenly divisible by any number from 2 to 22.

#16 - Sum 1 to N

Implement the method sumToN that calculates and returns the sum of all numbers (inclusive) from 1 to n. Assume that n will be non-zero positive integer. sumToN(5) = 15 sumToN(2) = 3

#9 - Full Name

Given two non-empty strings firstName and lastName, return the name as a single string with a space in between (firstName lastName). formatName(‘Jane’, ‘Doe’) = ‘Jane Doe’

#10 - Format Name

Given two strings firstName and lastName, return the name in the format LastName, FirstName. In case one of the names is null or empty, return only the non-empty part of the name. If both are null or empty, return an empty string. formatName(‘Jane’, ‘Doe’) = ‘Doe, Jane’ formatName(‘Jane’, ‘') = ‘Jane’

#11 - Name from Email

Implement a function nameFromEmail that takes as input a valid email address in the format [email protected] . The function should extract the first name and last name from this email address and return a capitalized full name (i.e. FirstName LastName). Assume that the input will always be a valid email address with both the first name and last name separated by a period (.). nameFromEmail(‘ [email protected] ’) = ‘John Doe’ nameFromEmail(‘ [email protected] ’) = ‘Jane Doe’

#79 - Change Time Format

Contributed by: Mehdi Maujood 13:50 and 01:50 PM are 24-hour and 12-hour representations of the same time. Implement the method changeTimeFormat that takes as input a string strTime formatted as a 24-hour string, and returns the equivalent 12-hour string.

Examples: changeTimeFormat(‘08:05’) returns ‘08:05 AM’ changeTimeFormat(‘00:05’) returns ‘12:00 AM’ changeTimeFormat(‘23:15’) returns ‘11:15 PM’

#13 - Fibonacci

The first two numbers in the fibonacci sequence are 1, and all other numbers in the sequence are defined as the sum of the last two fibonacci numbers. The first 10 numbers in the fibonacci sequence are 1, 1, 2, 3, 5, 8, 13, 21, 34, and 55. Implement the function fibonacci that takes as input an Integer n and returns the nth fibonacci number. Assume that n will always be greater than 0.

fibonacci(1) = 1 fibonacci(2) = 1 fibonacci(5) = 5

#8 - Next Prime

A prime number is a number greater than 1 that is not evenly divisible by any number greater than one and smaller than itself. For example, 13 is a prime number because it is not evenly divisible by any number from 2 to 12. Implement the function nextPrime that takes as input an integer num and returns the smallest prime number greater than num. nextPrime(10) = 11. 11 is the smallest prime number greater than 10 nextPrime(8) = 11. 11 is the smallest prime number greater than 8

#113 - Reverse Order of Words

Contributed by: Girish Shinde Implement a function reverseWordsInASentence that will take a String containing words separated by spaces as an argument, and return a string with the order of the words reversed.

Example : If the sentence is The quick brown fox jumps over the lazy dog , then reverseWordsInASentence(String sentence) should evaluate to dog lazy the over jumps fox brown quick The

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Problem solving techniques: Steps and methods

Posted on May 29, 2019

Constant disruption has become a hallmark of the modern workforce and organisations want problem solving skills to combat this. Employers need people who can respond to change – be that evolving technology, new competitors, different models for doing business, or any of the other transformations that have taken place in recent years.

In addition, problem solving techniques encompass many of the other top skills employers seek . For example, LinkedIn’s list of the most in-demand soft skills of 2019 includes creativity, collaboration and adaptability, all of which fall under the problem-solving umbrella.

Despite its importance, many employees misunderstand what the problem solving method really involves.

What constitutes effective problem solving?

Effective problem solving doesn’t mean going away and coming up with an answer immediately. In fact, this isn’t good problem solving at all, because you’ll be running with the first solution that comes into your mind, which often isn’t the best.

Instead, you should look at problem solving more as a process with several steps involved that will help you reach the best outcome. Those steps are:

• Define the problem
• List all the possible solutions
• Evaluate the options
• Select the best solution
• Create an implementation plan
• Communicate your solution

Let’s look at each step in a little more detail.

1. Define the problem

The first step to solving a problem is defining what the problem actually is – sounds simple, right? Well no. An effective problem solver will take the thoughts of everyone involved into account, but different people might have different ideas on what the root cause of the issue really is. It’s up to you to actively listen to everyone without bringing any of your own preconceived notions to the conversation. Learning to differentiate facts from opinion is an essential part of this process.

An effective problem solver will take the opinions of everyone involved into account

The same can be said of data. Depending on what the problem is, there will be varying amounts of information available that will help you work out what’s gone wrong. There should be at least some data involved in any problem, and it’s up to you to gather as much as possible and analyse it objectively.

2. List all the possible solutions

Once you’ve identified what the real issue is, it’s time to think of solutions. Brainstorming as many solutions as possible will help you arrive at the best answer because you’ll be considering all potential options and scenarios. You should take everyone’s thoughts into account when you’re brainstorming these ideas, as well as all the insights you’ve gleaned from your data analysis. It also helps to seek input from others at this stage, as they may come up with solutions you haven’t thought of.

Depending on the type of problem, it can be useful to think of both short-term and long-term solutions, as some of your options may take a while to implement.

3. Evaluate the options

Each option will have pros and cons, and it’s important you list all of these, as well as how each solution could impact key stakeholders. Once you’ve narrowed down your options to three or four, it’s often a good idea to go to other employees for feedback just in case you’ve missed something. You should also work out how each option ties in with the broader goals of the business.

There may be a way to merge two options together in order to satisfy more people.

4. Select an option

Only now should you choose which solution you’re going to go with. What you decide should be whatever solves the problem most effectively while also taking the interests of everyone involved into account. There may be a way to merge two options together in order to satisfy more people.

5. Create an implementation plan

At this point you might be thinking it’s time to sit back and relax – problem solved, right? There are actually two more steps involved if you want your problem solving method to be truly effective. The first is to create an implementation plan. After all, if you don’t carry out your solution effectively, you’re not really solving the problem at all. 

Create an implementation plan on how you will put your solution into practice. One problem solving technique that many use here is to introduce a testing and feedback phase just to make sure the option you’ve selected really is the most viable. You’ll also want to include any changes to your solution that may occur in your implementation plan, as well as how you’ll monitor compliance and success.

6. Communicate your solution

There’s one last step to consider as part of the problem solving methodology, and that’s communicating your solution . Without this crucial part of the process, how is anyone going to know what you’ve decided? Make sure you communicate your decision to all the people who might be impacted by it. Not everyone is going to be 100 per cent happy with it, so when you communicate you must give them context. Explain exactly why you’ve made that decision and how the pros mean it’s better than any of the other options you came up with.

Prove your problem solving skills with Deakin

Employers are increasingly seeking soft skills, but unfortunately, while you can show that you’ve got a degree in a subject, it’s much harder to prove you’ve got proficiency in things like problem solving skills. But this is changing thanks to Deakin’s micro-credentials. These are university-level micro-credentials that provide an authoritative and third-party assessment of your capabilities in a range of areas, including problem solving. Reach out today for more information .

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A3 Problem Solving for Continuous Improvement

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Instructor: Sam Yankelevitch

A3 helps companies learn and achieve sustainable solutions. When problems don’t have a single root cause, a cross-functional team approach is required to identify multiple contributing causes and find holistic solutions. The A3 process guides your team through a step-by-step process laid out on an 11 x 17-inch worksheet. In this course, lean author Sam Yankelevitch explains how to adopt the A3 process in order to approach problems, improve results, and drive organizational learning. Discover how to clarify the role of each stakeholder, identify and quantify the problem, find multiple contributing causes, and brainstorm countermeasures. Plus, learn how to create an action plan that everybody agrees on, measure results, and share lessons learned with the rest of your organization.

What are the 7 Steps to Problem-Solving? & Its Examples

7 steps to problem-solving.

7 Steps to Problem-Solving is a systematic process that involves analyzing a situation, generating possible solutions, and implementing the best course of action. While different problem-solving models exist, a common approach often involves the following seven steps:

Define the Problem:

• Clearly articulate and understand the nature of the problem. Define the issue, its scope, and its impact on individuals or the organization.

Gather Information:

• Collect relevant data and information related to the problem. This may involve research, observation, interviews, or any other method to gain a comprehensive understanding.

Generate Possible Solutions:

• Brainstorm and generate a variety of potential solutions to the problem. Encourage creativity and consider different perspectives during this phase.

Evaluate Options:

• Assess the strengths and weaknesses of each potential solution. Consider the feasibility, potential risks, and the likely outcomes associated with each option.

Make a Decision:

• Based on the evaluation, choose the most suitable solution. This decision should align with the goals and values of the individual or organization facing the problem.

Implement the Solution:

• Put the chosen solution into action. Develop an implementation plan, allocate resources, and carry out the necessary steps to address the problem effectively.

Evaluate the Results:

• Assess the outcomes of the implemented solution. Did it solve the problem as intended? What can be learned from the process? Use this information to refine future problem-solving efforts.

It’s important to note that these steps are not always linear and may involve iteration. Problem-solving is often an ongoing process, and feedback from the implementation and evaluation stages may lead to adjustments in the chosen solution or the identification of new issues that need to be addressed.

Problem-Solving Example in Education

• Certainly: Let’s consider a problem-solving example in the context of education.
• Problem: Declining Student Engagement in Mathematics Classes

Background:

A high school has noticed a decline in student engagement and performance in mathematics classes over the past few years. Students seem disinterested, and there is a noticeable decrease in test scores. The traditional teaching methods are not effectively capturing students’ attention, and there’s a need for innovative solutions to rekindle interest in mathematics.

Steps in Problem-Solving

Identify the problem:.

• Clearly define the issue: declining student engagement and performance in mathematics classes.
• Gather data on student performance, attendance, and feedback from teachers and students.

Root Cause Analysis

• Conduct surveys, interviews, and classroom observations to identify the root causes of disengagement.
• Identify potential factors such as teaching methods, curriculum relevance, or lack of real-world applications.

Brainstorm Solutions

• Organize a team of educators, administrators, and even students to brainstorm creative solutions.
• Consider integrating technology, real-world applications, project-based learning, or other interactive teaching methods.

Evaluate and Prioritize Solutions

• Evaluate each solution based on feasibility, cost, and potential impact.
• Prioritize solutions that are likely to address the root causes and have a positive impact on student engagement.

Implement the Chosen Solution

• Develop an action plan for implementing the chosen solution.
• Provide training and resources for teachers to adapt to new teaching methods or technologies.

Monitor and Evaluate

• Continuously monitor the implementation of the solution.
• Collect feedback from teachers and students to assess the effectiveness of the changes.

Adjust as Needed

• Be willing to make adjustments based on ongoing feedback and data analysis.
• Fine-tune the solution to address any unforeseen challenges or issues.

Example Solution

• Introduce a project-based learning approach in mathematics classes, where students work on real-world problems that require mathematical skills.
• Incorporate technology, such as educational apps or interactive simulations, to make learning more engaging.
• Provide professional development for teachers to enhance their skills in implementing these new teaching methods.

Expected Outcomes:

• Increased student engagement and interest in mathematics.
• Improvement in test scores and overall academic performance.
• Positive feedback from both teachers and students.

Final Words

This problem-solving approach in education involves a systematic process of identifying, analyzing, and addressing issues to enhance the learning experience for students.

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