the problem solving model consists of problem identification solution design

Solution Tree Blog

Using the Problem-Solving Model

Based on the book An Educator’s Guide to Schoolwide Positive Behavioral Interventions and Supports .

Imagine a situation where a student continually receives referrals from the commons area during lunchtime. How would you address this issue? Is it reflective of a schoolwide issue, or is it confined to just that student? To address such issues, schools can use the problem-solving model (PSM). The PSM is used to identify and solve issues that arise, whether they are systems-level issues or concerns with individual students. The PSM consists of four distinct steps.

The Four Steps of the Problem-Solving Model (PSM)

Step 1: problem identification.

During this step, educators identify if a problem exists and if it’s actually a large enough problem to solve. Once the problem is verified to be true and is severe enough to be deemed worth solving, educators proceed to step 2.

Step 2: Problem Analysis

Here, educators analyze the problem to determine why it is occurring, which includes understanding the context in which the problem occurs. Educators identify the malleable factors that can be altered to improve the student’s performance, as well as identify the skills the student has and does not have. Data collection is organized using the RIOT/ICEL framework.

RIOT stands for Review , Interview , Observe , and Test . RIOT refers to types of assessments and is an organizing framework to enhance the likelihood that teams conduct comprehensive information review and to help organize information to use for problem solving individualized supports.

• Review consists of examining existing and past records of the student.
• Interview involves, at minimum, talking to the teachers or school staff members (including paraprofessionals, administrators, or previous teachers).
• Observations can provide an opportunity for direct measurement of the problem.
• Testing typically refers to the administration of academic, behavioral, or social-emotional assessments to directly measure skills.

Next, Instruction , Curriculum , Environment , and Learner ( ICEL ) are variables that can be modified when attempting to understand the problem and design supports.

• Instruction practices are important to examine because they can either help or hinder student outcomes.
• Curriculum represents the full set of academic or behavioral skills students should master.
• Environment is an extremely important focus for problem solving. We must also look at the environment to precisely understand variables contributing to and maintaining the problem.
• The Learner is the obvious focal point of all sources of information we review, but this is not because we believe the problem lies within the student or intend to blame the student. Rather, the learner characteristics are those unique qualities that interact with the instruction, curriculum, and environment to develop patterns of success and challenges over time.

This level of analysis of patterns over time allows us to develop hypothesis statements about why student behavior is occurring under specific conditions. These hypothesis statements are then used as a basis for solutions that include modifications and accommodations to the environment, curriculum, and/or instruction to facilitate student success.

Step 3: Plan Identification and Analysis

During this step, educators identify and develop a plan to solve the problem. They have analyzed information during step 2, and now they can define a plan to solve the issue. This plan is comprehensive and targets the malleable factors identified in step 2.

Step 4: Plan Evaluation

At this step, the plan is reviewed to see if it’s working. Educators check the implementation fidelity of the plan and the impact of it (the outcomes) to see if the student’s behavior or skills have improved.

PSM in Action

This four-step model is used within schools, and many of us can identify its use for individual students. For example, a student has received three major referrals in a week, the problem is verified, and we determine a plan is needed. We proceed to step 2 and analyze issues surrounding the student and then develop a plan at step 3. We follow up and evaluate the plan’s impact at step 4. But the PSM is not limited to individual students. In fact, it can be applied at three levels:

• Individual or student level
• Systems level
• Fidelity of systems

As schools use schoolwide positive behavioral interventions and supports (SWPBIS), they will need to consider their entire system and whether or not issues are occurring with individual students, groups of students, or with schoolwide issues. For these more complex determinations and implementations, we suggest a more detailed resource than this blog post can provide.

Our book An Educator’s Guide to Schoolwide Positive Behavioral Interventions and Supports shows readers not only how to use the PSM for individual students, but also at the systems-level and for examining the fidelity of their system. We illustrate how to answer questions such as “Do we have a healthy Tier 1?” or “Are students receiving Tier 2 being successful?” We show educators a step-by-step, data-based process to address their identified systems-level and student-level concerns.

Solution Tree

Here's some awesome bio info about me! Short codes are not allowed, but perhaps we can work something else out.

Leave a Reply Cancel reply

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

Save my name, email, and website in this browser for the next time I comment.

Welcome to a collaborative resource that offers practical guidance and inspiring stories from authors and expert practitioners.

Subscribe to Our Blog

3 Vital Approaches to Ensuring a Successful Class

24 Surprising Benefits of Strong School-Family Partnerships

Developing a Model PLC at Work® School: A Pathway to Blue Ribbon Success

Part 2: Integrating Professional Learning Communities (PLCs) and the Lifelong Learning Education (LLE) Framework

Problem Solving Model: A Comprehensive Analysis of Its Key Components

In the complex tapestry of human endeavors, problem solving stands as an indispensable thread, intricately woven into the fabric of both our professional and personal lives. Whether we are navigating the labyrinth of organizational challenges, confronting technical setbacks, or managing interpersonal disputes, the need for robust problem-solving skills is universally recognized.

This necessity has precipitated the development of structured methodologies designed to distill chaos into clarity and uncertainty into actionable strategies. With an expert approach grounded in psychological and managerial sciences, this article offers a comprehensive dissection of the problem-solving model, revealing its integral components and applications.

We will explore the theoretical underpinnings of problem-solving, the meticulous steps involved, and their practical applications in real-life scenarios, all while remaining attuned to the needs and experiences of our readers.

Introduction to Problem Solving

The act of problem solving permeates every sphere of human activity. Problems, defined as any obstruction that impedes our path to a desired outcome, universally demand our attention and resolution. In addressing these inevitable complexities of life, we are often guided, perhaps unknowingly, by underlying models that structure our approach and thought processes. This systematic approach to problem-solving is not just relevant, but essential, providing a scaffold from which we can reliably navigate difficulties both mundane and extraordinary.

In the realms beyond the personal, in the professional world and amid the collaborative efforts of teams and organizations, proficiency in problem-solving assumes a role of heightened significance. Success in these contexts is frequently measured by one's adeptness at identifying issues, formulating solutions, and executing them with efficacy. This skill set, honed through experience and training, has become a prized acquisition, leading many individuals to seek formal acknowledgment of their capabilities through credentials such as a problem solving certification .

Embarking on the journey this blog presents, we delve into the anatomy of the problem-solving model, dissecting its constituent parts to understand the role each plays in the broader process. From the grassroots of recognizing a problem to the crucial analysis of implemented solutions, this article provides an analytical expedition into the labyrinthine world of problem solving, inviting the reader to join in unravelling the complex threads that constitute its fabric.

The Concept of a Problem-Solving Model

At its core, a problem-solving model is an intellectual architecture, a framework that allows us to tackle problems systematically and effectively. Designed to break down the often-intimidating facade of an issue into manageable segments, these models lend structure to our thoughts and actions, instilling a sense of order and purpose in our approach to diverse challenges.

Models serve as cognitive tools which not only maximize efficiency but also enhance the quality of solutions generated, by ensuring that all relevant facets of a problem are considered.

Their utility is evident across various spheres spanning from individual decision-making to the strategic operations of global corporations. Such models are profoundly beneficial, for they provide a universal language of strategy and analysis, unbounded by the specifics of context or industry.

A plethora of problem-solving models exist, each with its peculiarities and specialized applications. From the heuristic simplicity of trial-and-error methods to intricate algorithmic approaches grounded in mathematical logic, the spectrum is broad and eclectic.

Certain models prioritize rapid action and are favored in crisis management scenarios, while others lean towards thorough analysis and are applied in research and development. Regardless of their nuances, each model shares a common goal: to facilitate the identification, investigation, and resolution of problems in a methodical manner.

Key Components of a Problem-Solving Model

Understanding the intricacies of a problem is the first step in any effective problem-solving model. This phase is essential, as misidentification or incomplete understanding of the issue can lead to misguided efforts and ineffective solutions.

Root cause analysis, the practice of peeling back the layers of symptoms to reveal the underlying problem, is a hallmark of this stage.

The journey from recognition to resolution requires a strategic sequence of steps, one of which is the exploration of possible solutions.

The creative spirit of human thinking is at its most valuable here, with brainstorming sessions and lateral thinking exercises broadening the horizon of potential fixes. There is a beauty in the diversity of thought that emerges when multiple stakeholders are rallied behind the task of ideation, unleashing the collective cognitive resources of a group.

After choices have been formulated, their implementation takes center stage. The conversion of abstract concepts into tangible actions marks a critical transition in the problem-solving process.

Moreover, it's the assessment of outcomes that closes the loop; the careful review of results informs future strategies and contributes to a cycle of continuous improvement. It is in the reflection on actions taken—what worked, what didn't, and why—that learning and growth transpire, solidifying the value of the problem-solving endeavor.

Steps Involved in a Problem-Solving Model

A structured problem-solving model often adheres to a series of methodical steps that guide the resolver from problem identification through to the implementation of a solution. Each phase is crucial and resonates with the principles of systematic inquiry and evidence-based action.

Even though the specific nomenclature and number of steps may vary across different models, the underlying philosophy remains consistent: a move from the unknown to the known, from disorder to order.

This process aligns with our cognitive propensities for categorizing and sequencing our thoughts, which in turn mitigates the cognitive load associated with complex problem solving. It also facilitates communication and collaboration, as team members can align their activities to a shared schema.

While some models espouse a linear progression, others adopt a more recursive approach, offering flexibility to revisit and revise earlier steps based on new insights or changing conditions.

Problem Identification

Problem identification is universally acknowledged as a pivotal phase in any problem-solving model. This is where the journey begins, with an acknowledgment that there is a barrier to be surmounted or a gap to be filled.

Techniques employed during this initial step may include asking probing questions, utilizing checklists, conducting interviews, or performing SWOT analyses (Strengths, Weaknesses, Opportunities, Threats).

The accuracy of problem identification sets the stage for the effectiveness of the entire problem-solving process. Failure to correctly pinpoint the root cause or misunderstanding the nature of the problem can derail subsequent efforts, potentially leading to wasted resources or exacerbation of the issue.

Effective problem solvers are detail-oriented and analytical, yet also open-minded and receptive to diverse inputs, ensuring a comprehensive understanding of the problem at hand.

Generating Possible Solutions

Once the problem is clearly defined, the next critical step is brainstorming for potential solutions. During this phase, the free flow of ideas is encouraged, with quantity often valued over quality.

The goal is to generate a wide pool of potential solutions before any critical evaluation takes place, ensuring that creativity is not prematurely stifled.

Flexibility and a departure from conventional thinking are prized in this phase. Being open to unconventional perspectives may unearth novel solutions that would otherwise remain obscured by established thought patterns.

This exercise benefits greatly from diversity, as participants with varied backgrounds and expertise can contribute unique insights that enrich the collective output.

Decision Making

After potential solutions have been laid out, decision making comes into play. During this step, the solutions are sifted through methodically, evaluating each in terms of feasibility, impact, resources required, and potential risks. It's where critical thinking intersects with strategic foresight, leading to the selection of the most promising solution.

Decision-making skills encompass the ability to weigh evidence against goals, to consider both short-term and long-term consequences, and to remain judicious under pressure. The final choice of solution is often a balance between idealism and pragmatism, aspiration and operational capacity.

Solution Implementation

Guiding the selected solution to fruition is the essence of the implementation phase. This step is often multi-faceted, involving planning, resource allocation, delegation, and management. The execution of a solution is a testament to the practical wisdom inherent in the problem-solving model—turning theory into action.

This stage is shaped by meticulous attention to detail and an adaptive mindset, as unforeseen challenges often arise. A well-crafted implementation plan accounts for contingencies and is characterized by clear communication channels and defined milestones, facilitating monitoring and course-correction as needed.

Review and Evaluation

Finally, the problem-solving loop is completed with a thorough review and evaluation of the results. This retrospective analysis not only measures the efficacy of the solution in addressing the initial problem but also serves as an invaluable source of lessons learned, shaping future problem-solving efforts.

The iterative nature of the problem-solving process is particularly evident in this phase, as deficiencies in solution implementation may warrant a return to earlier steps. This continual refinement and learning culminate in organizational resilience and individual growth, as problem-solving proficiency is honed through experience and reflection.

Application of a Problem-Solving Model in Real-life Scenarios

The practical utility of a problem-solving model is perhaps most vividly demonstrated through its application in real-world contexts. These models find relevance across a spectrum of scenarios, from the daily concerns of personal life to the strategic decision-making processes of large corporations. Through an understanding of their function and applicability, individuals and organizations can navigate obstacles with confidence and precision.

Case studies drawn from fields as diverse as healthcare, engineering, business, and education showcase the adaptability and efficacy of these problem-solving frameworks. For instance, whether it's a medical team diagnosing a complex case or a technology firm strategizing a product launch, the principles of a structured problem-solving model remain a steadfast guide to approaching and overcoming challenges.

In synthesizing the vast expanse of information explored in this blog, it becomes evident that the problem-solving model is not merely an academic construct, but a pragmatic guide to action in both personal and professional landscapes. Its key components, from identification to evaluation, function as gears in a sophisticated cognitive machine poised to tackle the multifarious puzzles of our existence.

The recognition of a problem solving certification or an online certificate course is more than an ornamental achievement. It embodies the rigorous training and mastery of this intellectual discipline, equipping individuals with a transferable skill set that transcends domains and industries.

As readers consider the insights offered herein, they are encouraged to observe the workings of these models in their own lives, to regard each problem not as an insurmountable obstacle but as an opportunity for growth and learning. By embracing these frameworks and weaving them into the very fabric of daily practice, one cultivates the essential ability to convert chaos into order, transforming life's myriad challenges into stepping stones on the path to success.

What are the most critical components of an effective problem solving model in general contexts?

Understanding the problem.

Effective problem solving begins with clear comprehension . A problem stated is half-solved. One must identify the core issue . This involves stripping away the extraneous details. One seeks to understand the boundaries and constraints . Knowledge of the problem's context is essential.

Generating Options

One cannot overstate the import of ideation. Relevant stakeholders must engage in this process. Diverse perspectives often cultivate novel solutions. Brainstorming must remain judgment-free . Quantity often leads to quality.

Decision-Making Criteria

After generating options, criteria to evaluate them are vital. These criteria must be relevant and clear . Prioritization involves identifying key performance indicators . Feasibility, impact, and resources available are usual suspects.

Assessing and Analyzing

Analysis is a cornerstone of problem solving. One must utilize applicable analytical tools . This phase requires data and methodological rigor . Consider both quantitative and qualitative data.

Decision-Making

This phase is the pivot point . One must commit to a solution . This involves considering the trade-offs carefully. Solutions must align with overarching goals and values .

Implementation

An elegant solution is worthless if not executed. Execution requires meticulous planning . Resource allocation must be strategic . Implementation often involves change management . Stakeholders need clear communication throughout this phase.

Monitoring and Feedback

Post-implementation review is non-negotiable. It involves tracking success indicators . Feedback loops identify unforeseen outcomes. Adaptations may be necessary. Continuous improvement is the end goal.

One must document the problem-solving journey. Lessons learned become institutional knowledge . They foster better problem-solving cultures. Each problem becomes a learning opportunity .

In summary, problem solving is a multifaceted process. It involves understanding, ideation, evaluation, and decision-making. Critical is the commitment to implement and review outcomes. Continuous learning cements these processes in the fabric of an organization.

How do different components of a problem solving model interrelate and contribute to overall effective implementation?

Breaking down the problem solving model, understanding the model.

A problem-solving model offers a structured method for addressing issues. It comprises various components. These elements work together. They enable systematic tackling of complex challenges. Their interrelation becomes critical for effective problem-solving.

Defining the Problem Clearly

The first step involves problem identification. One must grasp the core issue. Clarity at this stage proves essential. It sets the stage for all subsequent actions.

Developing Alternative Solutions

Once defined, the generation of alternatives follows. Here, the diversity of possible solutions comes into play. Creative thinking is crucial. Each potential solution offers a different path forward.

Evaluating and Selecting Alternatives

The next stage involves evaluation. This step assesses feasibility and effectiveness. Decision-making skills become key here. The evaluations lead to informed choices. These choices influence the ultimate success.

Implementing the Solution

With a selected alternative, implementation begins. This step breathes life into the chosen solution. It translates theory into action. Implementation depends on careful planning. It contributes to achieving desired outcomes.

Reviewing and Reflecting on the Process

After implementation comes review. The focus here is on learning. This phase seeks to understand outcomes. Reflecting on each step's effectiveness reinforces the model's value. It informs future problem-solving efforts.

How Components Interrelate

Each component feeds into the next. For instance, a well-defined problem simplifies solution generation. Likewise, strong alternatives lead to better selection decisions.

- Define problems

- Develop solutions

- Evaluate alternatives

- Implement solutions

- Review outcomes

Each step is a building block. Together, they form a comprehensive approach. Interrelation facilitates a sequence that enhances problem-solving.

Contributing to Effective Implementation

The collective performance of these components ensures effective implementation. Sound problem definition prevents misguided efforts. Creative solutions expand possibilities. Rigorous evaluation ensures resources are well applied. Proper implementation turns planning into results. Continuous review optimizes the model over time.

Interrelation is not just sequential. It is also iterative and dynamic. This characteristic allows the problem-solving model to adapt. It can evolve as new information becomes available.

In conclusion , understanding the synergy between the model's components unlocks its potential. It is this interconnectedness that drives successful problem-solving.

What unique approaches or modifications can be made to the existing problem solving model to fit the dynamics of a particular situation or context?

Problem solving in context.

Problem solving serves as the backbone of human ingenuity. It propels us to overcome challenges. However, there is no one-size-fits-all procedure. Different contexts demand unique approaches. This demands modifications to existing models.

Understanding the Context

First, grasp the situation. Every problem features unique nuances. These nuances shape problem-solving strategies. Take stock of cultural, environmental, and personal factors. They play a critical role.

Modifying the Model

Following this, consider the established problem-solving steps. Start with identification. Each context can distort problem perception. Seek multiple perspectives. This broadens understanding. Next, consider the generation of solutions. Encourage creativity. Frame problems in novel ways. This breeds innovative solutions.

Iterative Process

Remember, problem-solving is iterative. You need to reflect and learn. Solutions may fail. That's part of the process. Document each outcome. It provides valuable insight for future challenges.

Tailored Communication

Communication plays a pivotal role. Every context requires a different approach. Tailors your messaging to your audience. Address beliefs, values, and common knowledge. It ensures effective information exchange.

Leveraging Technology

Technology can offer distinct advantages. Use it wisely. Deploy context-specific tools. They can enhance data gathering and analysis. They can also facilitate collaboration.

Real-World Application

In practice, consider a healthcare setting. Doctors diagnose based on symptoms and tests. They rely on medical knowledge tailored to individual needs. Treatment plans thus also vary. They are patient-specific. Every decision considers the unique patient context.

In contrast, consider an engineering problem. Solutions must account for material properties and physics laws. Engineers must consider environmental conditions. They also factor in user experience.

Flexibility and Adaptability

Throughout this process, flexibility is crucial. Stay open to changing course. Adaptability allows for fitting the model to new information. Rigid adherence to a single method can often be counterproductive.

Collaboration and Diversity

Involve diverse viewpoints. Collaborative efforts expose blind spots. They can enrich the problem-solving process. A variety of backgrounds fosters innovation.

In summary, tailor problem-solving to fit the context. Start with thorough understanding. Modify the model accordingly. Remember, problem solving thrives on flexibility and diverse perspectives. These are keys to success across different situations.

He is a content producer who specializes in blog content. He has a master's degree in business administration and he lives in the Netherlands.

Unlocking Da Vinci's Problem Solving Skills

Decision Tree: A Strategic Approach for Effective Decision Making

How Darwin Cultivated His Problem-Solving Skills

Problem Solving in 9 Steps

• Contact Dean
• The Game Has Changed
• Publications

Problem Identification Process (How To Solve Problems Effectively)

Solving problems can be difficult. Mainly because most of the time, we’re not actually identifying the real problem. But problem identification can help. 

Problem identification is a multi-step method that pinpoints and solves life’s difficult dilemmas. With problem identification, you identify the root cause of a problem, develop a detailed problem statement and implement an ideal solution. The problem identification process allows you to look deeply into the issues at hand. And it encourages you to create a solution that directly targets the problem at its source. 

Of course, not all of life’s problems require a detailed identification process. But many times throughout your professional career and your personal life, you’ll run into issues that need some top-notch problem-solving skills.

Whether you’ve recently found yourself in a jam you can’t seem to wiggle out of, or you’re just preparing for the potential hurdles on your path, we’re here to help. Consider this 7-step problem identification process (plus a personal anecdote from Dean!) to help you solve issues effectively. 

What is a Problem Identity and Why is Problem Identification Important?

Before we dive into the definition of problem identity, let’s back up a bit. Why is problem identification important in the first place? Think about it this way: How many times have you seen a commercial for a product that boasts a “breakthrough solution,” only to discover the “solution” addresses the wrong problem? 

From business software to kitchen appliances, the world is full of entrepreneurs bursting with ideas. But for these ideas to be successful, they must address a clear need, solving for it at its root. And more often than not, a company won’t do its due diligence in clearly defining the problem they’re attempting to solve or even consider why those issues need to be addressed.

Ultimately, these organizations miss opportunities, waste resources and end up pursuing initiatives that address a problem’s symptoms rather than its root cause. In the words of Dean Graziosi , they ultimately go faster than ever before, but they’re on a treadmill —not a ladder. Businesses need to become better at asking the right questions, so they can tackle the right problems to create products and services that address real issues . 

This is where problem identification comes in!

A “problem identity” is a simple way of defining the obstacle at hand to better understand the goal to accomplish or issue to solve. Problem identification is how you can get to the heart of the issue, learn how the issue affects yourself or others and develop an effective solution. It’s a way for you and your business to climb the ladder and get off the treadmill— for good.

The Proven 7-Step Problem-Solving Process

Of course, simple questions like picking coffee or tea in the morning don’t require expert-level problem-solving skills. But, there will be moments in life and in business when you’ll need to have a solid process for working through the obstacles standing in your way—even if you’re just having fun with friends. 

Case in point: A fishing trip in the mountains Dean took with 10 close (and highly competitive) friends. What started began as a simple day of fly-fishing quickly turned into a day of problem-solving when the host of the trip announced a competition. 

Teams of two would each tackle 8 individual fishing holes that were home to 6 different types of trout. The catch? Each team only had 20 minutes at each fishing hole to catch as many fish as possible.

The stakes were high: Points were given for each type of trout caught AND the size of the trout. Plus, the winner had bragging rights for the entire rest of the trip. Once Dean was paired with his partner, he knew it was go-time. 

To win the competition, it was going to take some serious problem-solving. 

Learn the ropes of what it takes to solve real-word problems with this 7-step problem-solving process, plus discover how Dean used problem-solving for the ultimate fishing trip bragging rights in the article below!

Step 1: Establish the Need for the Solution

Problem-solving can be frustrating—especially if you’ve spent days on end brainstorming possible solutions. But before brainstorming solutions, you need to zoom all the way out and uncover the real problem. Problem identification requires that you look at the big picture first.

So, start by establishing why you need the solution. What is the basic need that must be addressed? 

Here are some possible big-picture needs:

• Finances or monetary gain for supporting your family
• Logistics to keep your business or career moving
• Peace of mind to ease troubled nerves or pent-up anger
• Professional kudos for introducing new solutions to your industry
• Individual growth to boost your skills or professional development

After deciding on the basic need, ask yourself who stands to benefit from the solution. If not you, then who? Is it your family, your colleagues, your students or a third party? 

Then, picture your desired outcome. Will you be earning more money, elevating your family life or growing your business? 

Think about why all of this matters to you. Like Dean says, “When you focus on the outcome rather than the obstacle, your life will never be the same.” 

Sometimes, you realize that you’ve poured so much effort into finding a solution that you’ve lost sight of the real problem. By establishing the need that must be solved, you can keep track of your priorities. In Dean’s case, his priority in this situation was to win the competition. 

Step 2: Confirm the Need Aligns with Your Core Values

Once you’ve established the need for a solution, ask yourself if the need falls in line with your core values. Your core values are your main principles in life. They’re the beliefs and qualities you use to navigate your personal and professional worlds. 

Some common core values include:

• Authenticity
• Growth 
• Loyalty 
• Responsibility 

Before moving forward with the problem-identification process, make sure that your reasoning for solving the problem matches your core values. The purpose of this step is to justify that the problem is worth your energy and attention, and that solving it would fit your character.

For Dean on his fishing trip, his desire to win was fueled by his core values. Dean’s grandfather, who was like a second dad to him, loved fishing and taught Dean to fly-fish as a child. Even though Dean hadn’t fly-fished in a while, it meant something to him—he was anchored to it. That desire to make his grandfather proud by flexing his fly-fishing skills pushed Dean to problem-solve his way to win.

For yourself, consider all of the desired benefits for solving your problem. Will the solution amplify your long-term goals? Does it feed into your purpose in life or the people you love, like Dean’s admiration for his grandfather? If the answer is yes, go ahead and move along to Step 3. 

Step 3: Add Context to the Problem Analysis 

At Step 1, we started with the big picture. Now, it’s time to dive into the problem’s details. Think of this step as setting the stage for the potential solution. The problem’s details can lend a hand in creating the criteria your solution must meet.

Whether it’s your 1st, 4th or 400th time returning to the problem, ask yourself:

• What possible solutions have you tried?
• What solutions have others tried?
• Are there any limitations to implementing a potential solution?

This is a great time to loop family, friends or colleagues into your problem analysis. You can combine your different thinking styles to create a list of details that could help shape a possible solution. For Dean standing riverside, this was a time to investigate how his other competitors were doing.

At fishing hole 1, no trout were biting—none, zero, zilch. So, he started analyzing the details of the situation. By fishing hole 2, Dean noticed that trout could see him approaching through the crystal clear water. By fishing hole 3, he realized that if he hid or crawled up to the fishing hole to avoid the trout from seeing him, he can catch better fish.

Suddenly, fish were biting for Dean and not his other friends! As Dean was catching fish left and right, his friends were continuing to cast their lines as hard as possible, not understanding what was going wrong. Instead of problem-solving, they were running harder on the treadmill rather than joining Dean on the ladder. 

That’s when Dean moved along to the next fishing hole and the next step of the problem-solving process.

Remember: You don’t have to have an answer to your problem just yet! The goal with Step 3 is to add context to the issue so you can construct a specific problem statement.

Step 4: Brainstorm a Problem Statement 

Ready for the fun part? Let’s create a problem statement! A problem statement is a short and sweet description of the issue that needs solving. Your statement should clearly outline the gap between the current state of the problem and how you’d ideally like the problem to be solved.

A problem statement uses the famous 5 W’s:

Ideally, your problem statement should tell you what the issue is, why it’s an issue and why it’s necessary to solve it.

Use all of the previous steps to construct your problem statement. For instance, the “who” in your statement can be the person who will benefit from the solution. The “why” can be the basic need or your core values that support the need.

It’s important for you to set the scene with a problem statement, the same way that Dean did on his fishing trip. Right at the start, he identified the problem and how his core values motivate him. He also realized that each of his competitors were equal to him: Every friend had the same fly rods, the same flies and the same fishing hole. So, he set forward with a way to brainstorm the best solution—just like you can!

Step 5: Brainstorm the Best Solution for the Specific Problem

The last step was a little fun, but this one is a lot of fun! In Step 5 of the problem identification process, you finally brainstorm the best solution for your specific problem. 

There is only one rule in brainstorming: Don’t dismiss any ideas! With your detailed problem statement in mind, ask yourself what potential solutions would solve the issue. Then, write down every possible solution that comes to mind, without judgment. 

Next, clearly outline the requirements that your solution must meet. Think about all the details it must solve for, and consider if there are any constraints on resources (time, money, people, etc.). Once you have your criteria, identify any fellow problem-solvers or stakeholders you should involve in the decision-making process. 

Do they have any additional requirements the solution must meet? Can they think of any possible solutions? Bring them in to get their point of view, and record all the potential solutions they provide.  

Now that you have a master list of possible solutions, it’s time to find the best one. Run each possibility through your criteria. Then, run it through the previous steps: Does the solution match the need? Does it align with your core values and what you stand for? Has anyone tried to implement this solution and failed?

For Dean, he combined his previous tactics of crawling up to the fishing hole with a new method he learned: Landing his bait right where the water in the river is churning to catch the attention of fish. He learned—just like you will—that after careful analysis, one solution reigns supreme. 

Step 6: Implement the Right Solution to the Right Problem

You’ve almost reached the finish line! Once you’ve identified the most suitable solution, identify the necessary steps to implement it. Keep in mind that you don’t need to take this step alone. Tap in any fellow problem-solvers or stakeholders who can help put the plan in motion. 

Think about how Dean finished out his competition: By the time he reached the second-to-last hole, he was combining all of the details he’d learned from his problem analysis to create the best possible solution. So much in fact, that he caught 13 fish in the last fishing hole alone! 

So, follow suit with Dean and once you’ve made a plan for implementation, roll out the solution! Be sure to consider how you will evaluate your solution. How will you measure success? If you’re unsure, go back through the steps in the problem-identification process to remind yourself of what you’re trying to achieve.

Step 7: Create a Problem-Solving Case Study or Feedback Loop 

Once you implement your solution, create a way to evaluate the impacts of your decision-making. Design your own case study or feedback loop, weighing what you thought the results would be vs. what really happened. 

Ask yourself the same questions Dean asked himself, like “What did I do that worked?” Whatever worked, do more of it. Then ask yourself, “What did I do that didn’t work?” Change those things or throw them out entirely. 

Next, create a flowchart of your methodology for future reference. Start documenting what’s working and magnify it. Realize what moves the needle and what makes an impact, and do more of that.

Feel free to share this resource with peers and students. That way, the next time a major problem comes your way, you can return to this process to find a clear path.

Problem Identification: Turning Major Problems into Breakthroughs 

There’s nothing worse than getting sidetracked by a major roadblock—or in Dean’s case, losing to a group of amazing but ultra-competitive friends. Fortunately, this 7-step process of problem identification can turn heart-stopping problems into life-changing breakthroughs. When you take the time to better organize the issue, you can turn complex problems into actionable solutions, just like Dean. 

Will you use this 7-step process to overcome a hurdle in your life? 

Text Dean at 480-400-9019 to let him know you discovered this process on the blog. 

Your text will go straight to dean’s personal cell—seriously, related posts, join now to the game has changed – virtual live event, how matthew mcconaughey taught me the art of livin’, 6 steps to achieving your ideal future, how to visualize your goals and stay motivated, 5 more ways to make your goals become reality, 5 ways to make your goals become reality, millionaire habits vs. dollar habits .

Take the  30 day Better Life challenge starting today.

Receive the latest tips via email.

Automated page speed optimizations for fast site performance

Problem Identification in Engineering Design

Problem identification is the first step of the engineering problem solving method. The relevant themes, processes and techniques for electrical engineering and their application to the senior design project are presented here.

Theory and Background

Engineering is a profession of applied science.  Engineers must creatively find new ways to solve problems, and are always real-world problems.  As a result, they are usually more complex than most problems studied in school, since many of the assumptions that are made to illustrate a concept are no longer valid.  Yet, engineers still must come up with some solution.  With so many new factors to consider when forming a solution, the entire process may seem daunting.  In this way, one of the most critical steps in the problem solving process is solid problem identification.  By effectively identifying the exact problem, and engineer may limit his or her focus to only the factors required to solve that problem (Shaw, 2001).

When inexperienced students go about the problem solving process, there are several paths they might take.  For example, suppose students are building some type of robot.  They have wired all their circuits together, but upon testing the robot, it simply does not work.  The worst path they could take in this problem solving situation is to place all the blame upon factors out of their control.  “The wires we have are faulty, so there is nothing we can do.”  While this might be the case, it should be the last resort, as it leads to giving up on all prior work.

More motivated students might check several parts of their design and tinker with it until it works.  This ad-hoc method is most common.  The students can recall different ideas they have heard might cause problems, and check each one sequentially until a solution is found.  In this manner, the problem identification is melded directly to the solution, as finding the latter leads to discovering the former.  The difficulty with this ad-hoc method is that it varies with each project, so a more general system to fix problems cannot be extracted from this.

The best students may look at generalized problem solving methods that have been studied and improved upon for decades, and find a way to apply it to their project.  This is the path that we will examine, and to do so, we will look at several example methods.

Common Themes

The similarities among the problem solving methods can be seen across many industries, especially business.  Even with no scientific or technical aspects to a situation, the same ideas identify the problems effectively.  One main cause for the similarities is the desire in business and other fields to have a rigorous methodology aimed at improving the target idea, project, company, etc.

To look at some common themes in problem solving methods, we will compare four widely used techniques: the TRIZ method, Root Cause Failure Analysis, and the two methods described in How to Solve It by Pólya (1957).

TRIZ Method

TRIZ, which is a Russian acronym for Theory of Inventive Problem Solving , is a problem solving method based on the study of patterns in problems and solutions.  The developers of this method have analyzed over three million inventions with the intent of predicting where breakthroughs will come from (Jugulum & Samuel, 2008). The idea is that problems and solutions are repeated across a wide variety of applications, so by generalizing the problem, one can find a proven solution.  Once the abstracted problem has been solved, the solution must then be adapted to the specific situation.

This method, like many other problem solving methods, is an iterative process.  Identifying the problem is the first step.  Once all the TRIZ analysis tools have been used and a solution has been identified, the process cycles back to identification again.  Any new factors that arise from the initial solution must be addressed and attacked in the same manner as the original situation.

The main tool of classical TRIZ analysis for problem definition is the contradiction matrix.  The axes of the matrix are engineering parameters, and potential general solutions are filled in the boxes.  When one solution leads to a larger problem, a contradiction is identified. Kutz describes the tool:

The objective of the matrix is to direct the problem-solving process to incorporate an idea that has been utilized before to solve an analogous ‘‘inventive’’ problem. The contradiction matrix accomplishes this by asking two simple questions: Which element of the system is in need of improvement? If improved, which element of the system is deteriorated?” (Kutz, 2006, p. 622)

This is a useful tool if the design process is certain to be a long and iterative one.  By going through such exhaustive planning and searching in the beginning, one can cut down many iterations in the process.  However, the tool falls short if the scope is problem.  It simply may not be necessary to write out the entire matrix for a problem that has only a few clear parameters to it.

Root Cause Failure Analysis

In reliability engineering and quality control, the main objective is to deal with problems and failures.  It seems clear that a systematic approach to identifying the problem would arise in this field.  This is the aim of Root Cause Failure Analysis (RFCA) (Mobley, 1999).  The main idea is to identify the root cause of the problem that arises and eliminate it, as opposed to waiting for effects and mitigating them.  It is analogous to getting vaccinated for the flu instead of waiting to catch it and then buying tissues.

There are several analysis techniques used in RFCA.  These include Failure Mode and Effects Analysis, Cause and Effect Analysis, also known as fishbone analysis, and Sequence of Events Analysis.  The applicability of each technique depends on what type of problem is present and what you want to focus on.  For example, when the problem arose over time, the sequence analysis might be best.  Alternatively, when you just want to lay out all possible causes without giving weight to any, the fishbone analysis is useful.  A diagram of fishbone analysis is shown in Figure 1.

Fishbone Analysis.

The main issue unique to RFCA is the high cost of performing such an analysis (Mobley,1999). This means it should be used only when it is absolutely necessary. Also, it is somewhat limited in scope, as it was originally designed for use in chemical plant analysis.

How to Solve It

The book How to Solve It , written in 1957 by mathematician George Pólya, gives the methods used to solve many math problems and abstracts them to general problems.  He generally describes the steps as understanding the problem, making a plan, carrying it out, and analyzing.

One of the most useful ideas he puts forth that is widely used in mathematics is to find an analogous problem and solve it.  This is more useful in the extremely abstract world of mathematics where assumptions always hold true and objects are perfect, but the technique can be used to get a good approximation of a real world problem.  In the world of engineering, this may be sufficient to get the job done.

While the techniques outlined in the book are very interesting to me as a mathematician, there are times when the methods can fall short.  It is good practice to see how rigorous problem identifications and solutions can be generalized, but that is the majority of what the method does.  To go out and solve your specific problem, there are still many specific connections to be made.

Application to Senior Project

The problem identification process is critical to the senior design project’s success.  Before any design, implementation, or even productive planning can be done, the central problems behind the project must be laid out.  This process goes hand in hand with identifying customer specifications.  It is always critical to know precisely what the customer wants; however, in the ECE senior design projects , where student have essentially no prior experience, this step should get special care.  See Ulrich & Eppinger (2004) for more information on customer specifications.

Once the customer’s needs and desires have been finalized, the problem identification may begin.  There will almost certainly be multiple areas of the project that have a main problem.  As you look at all the items the customer has suggested or demanded, you may find contradicting qualities.  Here is where breaking the problem down to its most basic form is crucial. Only then can engineering decisions be made about which areas to compromise for the good of the whole project.

While the customer specification process only should occur once, the problem identification occurs many times as the design process is iterated.  For example, in the Red Team’s senior project , which involved modifying a Parrot AR Drone toy helicopter to be able to autonomously collect data, the first major problem was finding usable and inexpensive hardware to add (Video 1).  Once that had been solved, the next problem area was designing software that would allow the drone to hover stably at a target.  Initially these two problems appeared to be the largest challenges; however, upon completing preliminary testing, it was discovered that no matter how sophisticated the stabilizing algorithm became, the helicopter would not remain very stable.  As a result, the problem solving branched out in a direction previously unexpected.  The process of identifying this new problem led to a workable solution.

The Red Team’s autonomous drone project navigating and gathering data. Source: Tufts SPARTN Channel on YouTube.com.

Cited References

• Jugulum, R., & Samuel, P. (2008). Design for Lean Six Sigma – A Holistic Approach to Design and Innovation . Hoboken: John Wiley & Sons. OCLC WorldCat Permalink: http://www.worldcat.org/oclc/637224080
• Kutz, M. (2006). Mechanical Engineers’ Handbook – Materials and Mechanical Design (3rd ed.). Hoboken: John Wiley & Sons. OCLC WorldCat Permalink: http://www.worldcat.org/oclc/59003354
• Mobley, R.K. (1999). Root Cause Failure Analysis . Boston: Newnes/Elsevier. OCLC WorldCat Permalink: http://www.worldcat.org/oclc/40255833
• Pólya, G. (1957).  How to Solve It . Garden City, NY: Doubleday. OCLC WorldCat Permalink: http://www.worldcat.org/oclc/523312
• Shaw, M. C. (2001). Engineering Problem Solving – A Classical Perspective . Norwich: William Andrew Publishing/Noyes. OCLC WorldCat Permalink: http://www.worldcat.org/oclc/633151037

Additional Sources / Recommended Reading

• Ulrich, K. T. & Eppinger, S. D. (2004). Product Design and Development . Boston/New York: McGraw-Hill/ Irwin. OCLC WorldCat Permalink: http://www.worldcat.org/oclc/122424997
• Articles > 1. Design Process > Problem Identification in Engineering Design

Search the Handbook:

Handbook overview.

• Introduction and Acknowledgements
• Senior Capstone Projects Summary for the 2022-23 Academic Year
• Senior Capstone Projects Summary for the 2021-22 Academic Year
• Senior Capstone Projects Summary for the 2020-21 Academic Year
• Senior Capstone Projects Summary for the 2019-20 Academic Year
• Senior Capstone Projects Summary for the 2018-19 Academic Year
• Senior Capstone Projects Summary for the 2017-18 Academic Year
• Senior Capstone Projects Summary for the 2016-17 Academic Year
• Senior Capstone Projects Summary for the 2015-16 Academic Year
• Senior Capstone Projects Summary for the 2014-15 Academic Year
• Senior Capstone Projects Summary for the 2013-14 Academic Year
• Senior Capstone Projects Summary for the 2012-13 Academic Year
• 1. Design Process
• 2. Management
• 3. Technologies
• 4. Communications And Life Skills
• 5. Tech Notes
• Electrical and Computer Engineering Design Handbook

Disclaimer | Non-Discrimination | Privacy | Terms for Creating and Maintaining Sites

• Product overview
• All features
• App integrations

CAPABILITIES

• project icon Project management
• Project views
• Custom fields
• Status updates
• goal icon Goals and reporting
• Reporting dashboards
• workflow icon Workflows and automation
• portfolio icon Resource management
• Capacity planning
• Time tracking
• my-task icon Admin and security
• Admin console
• asana-intelligence icon Asana AI
• list icon Personal
• premium icon Starter
• briefcase icon Advanced
• Goal management
• Organizational planning
• Campaign management
• Creative production
• Content calendars
• Marketing strategic planning
• Resource planning
• Project intake
• Product launches
• Employee onboarding
• View all uses arrow-right icon
• Project plans
• Team goals & objectives
• Team continuity
• Meeting agenda
• View all templates arrow-right icon
• Work management resources Discover best practices, watch webinars, get insights
• What's new Learn about the latest and greatest from Asana
• Customer stories See how the world's best organizations drive work innovation with Asana
• Help Center Get lots of tips, tricks, and advice to get the most from Asana
• Asana Academy Sign up for interactive courses and webinars to learn Asana
• Developers Learn more about building apps on the Asana platform
• Community programs Connect with and learn from Asana customers around the world
• Events Find out about upcoming events near you
• Partners Learn more about our partner programs
• Support Need help? Contact the Asana support team
• Asana for nonprofits Get more information on our nonprofit discount program, and apply.

Featured Reads

• Project planning |
• How to solve problems using the design ...

How to solve problems using the design thinking process

The design thinking process is a problem-solving design methodology that helps you develop solutions in a human-focused way. Initially designed at Stanford’s d.school, the five stage design thinking method can help solve ambiguous questions, or more open-ended problems. Learn how these five steps can help your team create innovative solutions to complex problems.

As humans, we’re approached with problems every single day. But how often do we come up with solutions to everyday problems that put the needs of individual humans first?

This is how the design thinking process started.

What is the design thinking process?

The design thinking process is a problem-solving design methodology that helps you tackle complex problems by framing the issue in a human-centric way. The design thinking process works especially well for problems that are not clearly defined or have a more ambiguous goal.

One of the first individuals to write about design thinking was John E. Arnold, a mechanical engineering professor at Stanford. Arnold wrote about four major areas of design thinking in his book, “Creative Engineering” in 1959. His work was later taught at Stanford’s Hasso-Plattner Institute of Design (also known as d.school), a design institute that pioneered the design thinking process. 

This eventually led Nobel Prize laureate Herbert Simon to outline one of the first iterations of the design thinking process in his 1969 book, “The Sciences of the Artificial.” While there are many different variations of design thinking, “The Sciences of the Artificial” is often credited as the basis. 

Anatomy of Work Special Report: How to spot—and overcome—the most crucial enterprise challenges

Learn how enterprises can improve processes and productivity, no matter how complex your organization is. With fewer redundancies, leaders and their teams can hit goals faster.

A non-linear design thinking approach

Design thinking is not a linear process. It’s important to understand that each stage of the process can (and should) inform the other steps. For example, when you’re going through user testing, you may learn about a new problem that didn’t come up during any of the previous stages. You may learn more about your target personas during the final testing phase, or discover that your initial problem statement can actually help solve even more problems, so you need to redefine the statement to include those as well. 

Why use the design thinking process

The design thinking process is not the most intuitive way to solve a problem, but the results that come from it are worth the effort. Here are a few other reasons why implementing the design thinking process for your team is worth it.

Focus on problem solving

As human beings, we often don’t go out of our way to find problems. Since there’s always an abundance of problems to solve, we’re used to solving problems as they occur. The design thinking process forces you to look at problems from many different points of view. 

The design thinking process requires focusing on human needs and behaviors, and how to create a solution to match those needs. This focus on problem solving can help your design team come up with creative solutions for complex problems. 

Encourages collaboration and teamwork

The design thinking process cannot happen in a silo. It requires many different viewpoints from designers, future customers, and other stakeholders . Brainstorming sessions and collaboration are the backbone of the design thinking process.

Foster innovation

The design thinking process focuses on finding creative solutions that cater to human needs. This means your team is looking to find creative solutions for hyper specific and complex problems. If they’re solving unique problems, then the solutions they’re creating must be equally unique.

The iterative process of the design thinking process means that the innovation doesn’t have to end—your team can continue to update the usability of your product to ensure that your target audience’s problems are effectively solved. 

The 5 stages of design thinking

Currently, one of the more popular models of design thinking is the model proposed by the Hasso-Plattner Institute of Design (or d.school) at Stanford. The main reason for its popularity is because of the success this process had in successful companies like Google, Apple, Toyota, and Nike. Here are the five steps designated by the d.school model that have helped many companies succeed.

1. Empathize stage

The first stage of the design thinking process is to look at the problem you’re trying to solve in an empathetic manner. To get an accurate representation of how the problem affects people, actively look for people who encountered this problem previously. Asking them how they would have liked to have the issue resolved is a good place to start, especially because of the human-centric nature of the design thinking process. 

Empathy is an incredibly important aspect of the design thinking process.  The design thinking process requires the designers to put aside any assumptions and unconscious biases they may have about the situation and put themselves in someone else’s shoes. 

For example, if your team is looking to fix the employee onboarding process at your company, you may interview recent new hires to see how their onboarding experience went. Another option is to have a more tenured team member go through the onboarding process so they can experience exactly what a new hire experiences.

2. Define stage

Sometimes a designer will encounter a situation when there’s a general issue, but not a specific problem that needs to be solved. One way to help designers clearly define and outline a problem is to create human-centric problem statements. 

A problem statement helps frame a problem in a way that provides relevant context in an easy to comprehend way. The main goal of a problem statement is to guide designers working on possible solutions for this problem. A problem statement frames the problem in a way that easily highlights the gap between the current state of things and the end goal. 

Tip: Problem statements are best framed as a need for a specific individual. The more specific you are with your problem statement, the better designers can create a human-centric solution to the problem. 

Examples of good problem statements:

We need to decrease the number of clicks a potential customer takes to go through the sign-up process.

We need to decrease the new subscriber unsubscribe rate by 10%. 

We need to increase the Android app adoption rate by 20%.

3. Ideate stage

This is the stage where designers create potential solutions to solve the problem outlined in the problem statement. Use brainstorming techniques with your team to identify the human-centric solution to the problem defined in step two. 

Here are a few brainstorming strategies you can use with your team to come up with a solution:

Standard brainstorm session: Your team gathers together and verbally discusses different ideas out loud.

Brainwrite: Everyone writes their ideas down on a piece of paper or a sticky note and each team member puts their ideas up on the whiteboard. 

Worst possible idea: The inverse of your end goal. Your team produces the most goofy idea so nobody will look silly. This takes out the rigidity of other brainstorming techniques. This technique also helps you identify areas that you can improve upon in your actual solution by looking at the worst parts of an absurd solution. 

It’s important that you don’t discount any ideas during the ideation phase of brainstorming. You want to have as many potential solutions as possible, as new ideas can help trigger even better ideas. Sometimes the most creative solution to a problem is the combination of many different ideas put together.

4. Prototype stage

During the prototype phase, you and your team design a few different variations of inexpensive or scaled down versions of the potential solution to the problem. Having different versions of the prototype gives your team opportunities to test out the solution and make any refinements. 

Prototypes are often tested by other designers, team members outside of the initial design department, and trusted customers or members of the target audience. Having multiple versions of the product gives your team the opportunity to tweak and refine the design before testing with real users. During this process, it’s important to document the testers using the end product. This will give you valuable information as to what parts of the solution are good, and which require more changes.

After testing different prototypes out with teasers, your team should have different solutions for how your product can be improved. The testing and prototyping phase is an iterative process—so much so that it’s possible that some design projects never end.

After designers take the time to test, reiterate, and redesign new products, they may find new problems, different solutions, and gain an overall better understanding of the end-user. The design thinking framework is flexible and non-linear, so it’s totally normal for the process itself to influence the end design. 

Tips for incorporating the design thinking process into your team

If you want your team to start using the design thinking process, but you’re unsure of how to start, here are a few tips to help you out. 

Start small: Similar to how you would test a prototype on a small group of people, you want to test out the design thinking process with a smaller team to see how your team functions. Give this test team some small projects to work on so you can see how this team reacts. If it works out, you can slowly start rolling this process out to other teams.

Incorporate cross-functional team members : The design thinking process works best when your team members collaborate and brainstorm together. Identify who your designer’s key stakeholders are and ensure they’re included in the small test team. 

Organize work in a collaborative project management software : Keep important design project documents such as user research, wireframes, and brainstorms in a collaborative tool like Asana . This way, team members will have one central source of truth for anything relating to the project they’re working on.

Foster collaborative design thinking with Asana

The design thinking process works best when your team works collaboratively. You don’t want something as simple as miscommunication to hinder your projects. Instead, compile all of the information your team needs about a design project in one place with Asana. 

Related resources

Scaling clinical trial management software with PM solutions

Data-driven decision making: A step-by-step guide

How Asana uses work management for employee onboarding

4 ways to establish roles and responsibilities for team success

Problem Finding

• Living reference work entry
• First Online: 11 December 2019
• Cite this living reference work entry

• Roni Reiter-Palmon 2 &
• Sanaa Ahmed 2  

146 Accesses

Problem finding or problem construction is commonly seen as the first step in creative problem-solving. Problem construction consists of two main aspects. The first aspect focuses on the identification of problems in the environment. The second aspect of problem construction focuses on the structure and description of a problem in order to then create a solution. The problem construction process most often occurs quickly and automatically; however, actively engaging in problem construction has been linked to an increase in creativity. Additionally, problem construction has been associated with creativity across a wide range of domains. There are a variety of factors that may affect problem construction, such as expertise and personality variables, as well as the amount of time or information provided to the problem-solver. While problem construction tends to be automatic, training in problem construction or instructions to actively engage in problem construction increase creativity. Engaging in the problem construction process takes time and requires effort on the part of the problem-solver. Problem construction provides a road map for the possible. Goals identified in the problem construction process relate to what is possible, which constraints relate to what is impossible.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Institutional subscriptions

Similar content being viewed by others

Creative Problem-Solving

A Japanese Problem-Solving Approach: The KJ Ho Method

Abdulla, A. M., Paek, S. H., Cramond, B., & Runco, M. A. (2018). Problem finding and creativity: A meta-analytic review. Psychology of Aesthetics, Creativity, and the Arts . Advance online publication. https://doi.org/10.1037/aca0000194 .

Article   Google Scholar  

Baer, J. M. (1988). Long-term effects of creativity training with middle school students. Journal of Early Adolescence, 8 , 183–193. https://doi.org/10.1177/0272431688082006 .

Basadur, M. (1995). Optimal ideation-evaluation ratios. Creativity Research Journal, 8 , 63–75.

Butler, A. B., Scherer, L. L., & Reiter-Palmon, R. (2003). Effects of solution elicitation aids and need for cognition on the generation of solutions to ill-structured problems. Creativity Research Journal, 15 (2), 235–244.

Getzels, J. W., & Csikszentmihalyi, M. (1975). From problem-solving to problem finding, In I. A. Taylor & J. W. Getzels (Eds.), Perspectives in Creativity (pp. 90–116). Chicago: Aldine.

Google Scholar  

Guilford, J. (1967). Creativity: Yesterday, today, and tomorrow. Journal of Creative Behavior, 1 , 3–14.

Holyoak, K. (1984). Mental models in problem solving. In J. R. Anderson & K. M. Kosslyn (Eds.), Tutorials in working memory (pp. 193–218). New York: Freeman.

Ma, H. H. (2009). The effect size of variables associated with creativity: A meta-analysis. Creativity Research Journal, 21 (1), 30–42. https://doi.org/10.1080/10400410802633400 .

Mumford, M. D., Mobley, M. I., Reiter-Palmon, R., Uhlman, C. E., & Doares, L. M. (1991). Process analytic models of creative capacities. Creativity Research Journal, 4 , 91–122.

Mumford, M. D., Reiter-Palmon, R., & Redmond, M. R. (1994). Problem construction and cognition: Applying problem representations in ill-defined domains. In M. A. Runco (Ed.), Problem finding, problem solving, and creativity (pp. 3–39). Norwood: Ablex.

Okuda, S. M., Runco, M. A., & Berger, D. E. (1991). Creativity and the finding and solving of real-world problems. Journal of Psychoeducational Assessment, 9 , 45–53.

Redmond, M., Mumford, M., & Teach, R. (1993). Putting creativity to work: Effects of leader behavior on subordinate creativity. Organizational Behavior and Human Decision Processes, 55 , 120–151. https://doi.org/10.1006/obhd.1993.1027 .

Reiter-Palmon, R., & Robinson, E. (2009). Problem identification and construction: What do we know, what is the future? Psychology of Aesthetics, Creativity, and the Arts, 3 , 43–47. https://doi.org/10.1037/a0014629 .

Reiter-Palmon, R., Mumford, M., O’Connor Boes, J., & Runco, M. (1997). Problem construction and creativity: The role of ability, cue consistency and active processing. Creativity Research Journal, 10 , 9–23. https://doi.org/10.1207/s15326934crj1001_2 .

Reiter-Palmon, R., Mumford, M. D., & Threlfall, K. V. (1998). Solving everyday problems creatively: The role of problem construction and personality type. Creativity Research Journal, 11 (3), 187–197.

Rostan, S. M. (1997). A study of young artists: The development of artistic talent and creativity. Creativity Research Journal, 10 (2–3), 175–192. https://doi.org/10.1207/s15326934crj1002&3_6 .

Runco, M., & Okuda, S. (1988). Problem discovery, divergent thinking, and the creative process. Journal of Youth and Adolescence, 17 , 211–220. https://doi.org/10.1007/BF01538162 .

Article   PubMed   Google Scholar  

Scott, G., Leritz, L. E., & Mumford, M. D. (2004). The effectiveness of creativity training: A quantitative review. Creativity Research Journal, 16 (4), 361–388. https://doi.org/10.1080/10400410409534549 .

Stokes, P. D. (2014). Thinking inside the tool box: Creativity, constraints, and the colossal portraits of chuck close. Journal of Creative Behavior, 48 , 276–289. https://doi.org/10.1002/jocb.52 .

Vernon, D., & Hocking, I. (2016). Beyond belief: Structured techniques prove more effective than a placebo intervention in a problem construction task. Thinking Skills and Creativity, 19 , 153–159. https://doi.org/10.1016/j.tsc.2015.10.009 .

Download references

Author information

Authors and affiliations.

Department of Psychology, University of Nebraska at Omaha, Omaha, NE, USA

Roni Reiter-Palmon & Sanaa Ahmed

You can also search for this author in PubMed   Google Scholar

Corresponding author

Correspondence to Roni Reiter-Palmon .

Section Editor information

No affiliation provided

Sergio Agnoli

Rights and permissions

Reprints and permissions

Copyright information

© 2020 The Author(s), under exclusive licence to Springer Nature Switzerland AG

About this entry

Cite this entry.

Reiter-Palmon, R., Ahmed, S. (2020). Problem Finding. In: The Palgrave Encyclopedia of the Possible. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-319-98390-5_72-1

Download citation

DOI : https://doi.org/10.1007/978-3-319-98390-5_72-1

Received : 25 September 2019

Accepted : 25 November 2019

Published : 11 December 2019

Publisher Name : Palgrave Macmillan, Cham

Print ISBN : 978-3-319-98390-5

Online ISBN : 978-3-319-98390-5

eBook Packages : Springer Reference Behavioral Science and Psychology Reference Module Humanities and Social Sciences Reference Module Business, Economics and Social Sciences

• Publish with us

Policies and ethics

• Find a journal
• Track your research

Beyond the Buzzword: Why Your Business Needs Design Thinking

• Click to share on LinkedIn (Opens in new window)
• Click to share on Facebook (Opens in new window)
• Click to share on X (Opens in new window)
• Click to email a link to a friend (Opens in new window)
• Click to print (Opens in new window)

First things first: Design thinking isn’t the same thing as design.

Rather, design thinking is “both an effective problem-solving approach and a mindset,” explains  Sebastian Fixson , Babson College associate professor and design thinking researcher.

And, for companies using design thinking, it’s much more than a buzzword—it’s an effective path to innovation.

Design Thinking as a Problem-Solving Approach

To illustrate the need for design thinking, Fixson gives this example: in the U.S. today, there are thousands of cereals available. Says Fixson, “Making a cereal a bit crunchier is probably not going to do anything.”

That’s where design thinking comes in: to help companies innovate and develop a strategic advantage within their industry.

Expert Tim Brown’s design thinking model has three steps: inspiration (finding the problem or opportunity), ideation (developing possible solutions), and implementation (testing solutions). Other models have four or five steps but all involve applying user-focused, or human-centered, design to find, identify, and understand the problem and opportunity. “We need to understand what users really need,” says Fixson. “As a famous anthropologist once said, what people say and do, and what people say they do, are entirely different things.”

Here’s an example of design thinking in action: Pepsi hoped a smaller, pink package would help them sell chips to women in Japan. But that hypothesis was incorrect. “When someone took the time to understand how things are consumed,” Fixson reveals, “they found that women like to snack, but the cultural context makes it inappropriate. It’s noisy in an office environment.”

That single insight led to a redesign of the chip to make it smaller and less noisy when crunched. “A deep understanding of user context was the relevant piece—not trivial, surface-level gender associations.”

The implementation stage varies greatly from traditional problem-solving, too. Instead of a full-scale implementation, design thinking is about performing quick tests to see how people respond to the solution. “Let users tell you what’s right and what’s wrong,” says Fixson.

At Blue Cross, Blue Shield of Massachusetts, Molly Mazzaferro, Director of Innovation, is using this approach to get customer feedback as early as possible. “[We could] spend months, years building something only to find you’re solving the wrong problem,” she explains.

“That’s where the power of design thinking lies: the time and attention to understand users in a deeper way,” Fixson said. “Having a better idea of the problem allows you to develop a better solution.” And, implementing small tests lets you fail fast and iterate quickly.

Design Thinking as a Mindset

Another important note: design thinking is a mindset that requires patience.

“We all tend to want to develop solutions quickly,” empathizes Fixson. But for design thinking to work, you’ve got to focus on finding the problem. “It takes patience and a willingness to suspend solution generation for a while and focus on identifying the problem first. Accept not having the question yet. That’s a mental problem for many of us.”

The mindset also requires a shift in the perception of failure; taking the time to observe, learn, and understand the actual problem.

Instead, companies need to strike a balance between the two mindsets. “There are three characteristics a product needs to be successful: it needs to be desirable, technically feasible, and economically viable,” Fixson explains. While most companies are good at assessing technical and economic viability, they’ve lost touch with the details and emotions of customers. And, that emotional element may lead to a completely different—more effective—solution.

Mazzaferro believes the mindset is equally (if not more) important than the process. “For us, it’s about being human-centered and bringing the customer into the conversation,” she explains. “That’s not traditionally how we’ve approached problem solving.”

Her team also utilizes “radical collaboration”—bringing in provider partners, government agencies, students in the Boston area, and doctors. “We want to bring all these voices to the table for everything from problem identification through solution development.”

Developing a New Mindset

Understanding design thinking is just the beginning. For design thinking to work, a company’s culture must support experimentation. “In many companies, traditional evaluation methods would quickly suggest some of it is wasteful,” points out Fixson. “Most budgeting methods are good at measuring costs, but poor at measuring missed opportunities. There’s no way of putting a dollar sign on an opportunity you didn’t find a solution for.”

There’s also the issue of time. “You’ve spend X hours and haven’t produced something yet,” Fixson says. “Using design thinking on every project may be wasteful. But, on the other hand, if your goal is to think about a new or better solution, then the question becomes can your organization find a way to spend time and attention to rethink the problem?”

For Mazzaferro, it’s getting people to “fall in love with the problem. It’s human nature to fall in love with the solution before you know it’s the right thing,” she explains.

Taking the First Step

“Every company has a different approach, and it depends on how deeply they want to embed design thinking into their way of working,” says Fixson. Some organizations are hiring designers in leadership roles. Others are training large swaths of employees in design thinking, while still others are hiring design consultancies on a project basis.

At Blue Cross Blue Shield, Mazzaferro’s team was born out of a project that recommended what innovation could and should look like at the company. Dedicated to innovation, the team is charged with two things: increasing incremental innovation and pursuing more disruptive ideas.

“Part of it is arming employees with the tools and mindset to work differently on a day-to-day basis,” explains Mazzaferro. This cultural change piece is slow, steady work for a company filled with employees that have been there for many years. “Change is harder the longer you are someplace doing things the same way.”

“The other side of our work is thinking about health insurance and the rapid changes happening in the industry,” Mazzaferro continues, citing provider consolidation, startup activity, and possible changes due to the current political administration. “Health insurance won’t look the same in five years, and definitely not in 10 years, how can we think about healthcare more broadly than insurance?”

Now five members strong, the Innovation team at BCBSMA is sharing the design thinking methodology across her organization with a curriculum which includes a 90-minute crash courses and two-day bootcamps, programming developed with the help of Fixson. In each session, teams experience every step of the process, trying on different behaviors and mindsets. After attending a bootcamp, associates receive a black bracelet that says “catalyst.” “It’s a small symbol to show they’re empowered to start using the design thinking mindset,” explains Mazzaferro.

Some boot camps have rolled into sprints for deeper exploration of a business problem; eventually, those sprints will form the basis of a full incubator program. The Innovation team also helps anyone in the business set up user testing parties to test emerging ideas with actual customers. To date, they’ve touched over one-third of the organization with the design thinking process, always bringing in individuals from outside the organization to demonstrate the radical collaboration idea. The team’s ultimate goal is to build an innovation center—a dedicated physical space where unlikely partners collaborate for better health.

So far, Mazzaferro has seen Post-it notes up on walls of the insurance provider’s offices, something she hadn’t seen before. “The buzz is growing. It’s felt like we’ve been doing it forever, but it’s only been a year and a half. We have to be patient,” she says. “Some people are never going to be comfortable with it. But we keep marching on.”

Posted in Insights

Tagged Company Culture , Advice , Corporate Innovation , Entrepreneurship Education

More from  »

Related Stories

Latest stories.

Why Is Communication Important in Leadership?

Five Thoughts on Finding a Fulfilling Job

Michael bastian ’87 brings brooks brothers to campus, more babson.

The Art of Effective Problem Solving: A Step-by-Step Guide

Author: Daniel Croft

Daniel Croft is an experienced continuous improvement manager with a Lean Six Sigma Black Belt and a Bachelor's degree in Business Management. With more than ten years of experience applying his skills across various industries, Daniel specializes in optimizing processes and improving efficiency. His approach combines practical experience with a deep understanding of business fundamentals to drive meaningful change.

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

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

Problem Solving Methodologies

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

Methodology of 8D (Eight Discipline) Problem Solving:

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

The 8D process consists of the following steps:

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

Download the 8D Problem Solving Template

A3 Problem Solving Method:

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

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

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

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

Step 1 – Define the Problem

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

To begin, ask yourself some clarifying questions:

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

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

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

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

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

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

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

Step 2 – Gather Information and Brainstorm Ideas

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

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

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

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

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

Step 3 – Evaluate Options and Choose the Best Solution

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

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

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

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

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

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

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

Step 4 – Implement and Monitor the Solution

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

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

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

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

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

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

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

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

Was this helpful?

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 www.learnleansigma.com, a platform dedicated to Lean Six Sigma and process improvement insights.

SIPOC vs COPIS: Which Process Mapping Tool Should You Use?

The Four Perspectives of the Balanced Scorecard: Explained and Analyzed

Free lean six sigma templates.

Improve your Lean Six Sigma projects with our free templates. They're designed to make implementation and management easier, helping you achieve better results.

LIFO or FIFO for Stock Management?

Choosing between LIFO and FIFO for stock management depends on factors like product nature, market…

Are There Any Official Standards for Six Sigma?

Are there any official standards for Six Sigma? While Six Sigma is a well-defined methodology…

5S Floor Marking Best Practices

In lean manufacturing, the 5S System is a foundational tool, involving the steps: Sort, Set…

How to Measure the ROI of Continuous Improvement Initiatives

When it comes to business, knowing the value you’re getting for your money is crucial,…

8D Problem-Solving: Common Mistakes to Avoid

In today’s competitive business landscape, effective problem-solving is the cornerstone of organizational success. The 8D…

The Evolution of 8D Problem-Solving: From Basics to Excellence

In a world where efficiency and effectiveness are more than just buzzwords, the need for…

40 problem-solving techniques and processes

All teams and organizations encounter challenges. Approaching those challenges without a structured problem solving process can end up making things worse.

Proven problem solving techniques such as those outlined below can guide your group through a process of identifying problems and challenges , ideating on possible solutions , and then evaluating and implementing the most suitable .

In this post, you'll find problem-solving tools you can use to develop effective solutions. You'll also find some tips for facilitating the problem solving process and solving complex problems.

Design your next session with SessionLab

Join the 150,000+ facilitators 
using SessionLab.

Recommended Articles

A step-by-step guide to planning a workshop, 54 great online tools for workshops and meetings, how to create an unforgettable training session in 8 simple steps.

• 18 Free Facilitation Resources We Think You’ll Love

What is problem solving?

Problem solving is a process of finding and implementing a solution to a challenge or obstacle. In most contexts, this means going through a problem solving process that begins with identifying the issue, exploring its root causes, ideating and refining possible solutions before implementing and measuring the impact of that solution.

For simple or small problems, it can be tempting to skip straight to implementing what you believe is the right solution. The danger with this approach is that without exploring the true causes of the issue, it might just occur again or your chosen solution may cause other issues.

Particularly in the world of work, good problem solving means using data to back up each step of the process, bringing in new perspectives and effectively measuring the impact of your solution.

Effective problem solving can help ensure that your team or organization is well positioned to overcome challenges, be resilient to change and create innovation. In my experience, problem solving is a combination of skillset, mindset and process, and it’s especially vital for leaders to cultivate this skill.

What is the seven step problem solving process?

A problem solving process is a step-by-step framework from going from discovering a problem all the way through to implementing a solution.

With practice, this framework can become intuitive, and innovative companies tend to have a consistent and ongoing ability to discover and tackle challenges when they come up.

You might see everything from a four step problem solving process through to seven steps. While all these processes cover roughly the same ground, I’ve found a seven step problem solving process is helpful for making all key steps legible.

We’ll outline that process here and then follow with techniques you can use to explore and work on that step of the problem solving process with a group.

The seven-step problem solving process is:

1. Problem identification 

The first stage of any problem solving process is to identify the problem(s) you need to solve. This often looks like using group discussions and activities to help a group surface and effectively articulate the challenges they’re facing and wish to resolve.

Be sure to align with your team on the exact definition and nature of the problem you’re solving. An effective process is one where everyone is pulling in the same direction – ensure clarity and alignment now to help avoid misunderstandings later.

2. Problem analysis and refinement

The process of problem analysis means ensuring that the problem you are seeking to solve is  the   right problem . Choosing the right problem to solve means you are on the right path to creating the right solution.

At this stage, you may look deeper at the problem you identified to try and discover the root cause at the level of people or process. You may also spend some time sourcing data, consulting relevant parties and creating and refining a problem statement.

Problem refinement means adjusting scope or focus of the problem you will be aiming to solve based on what comes up during your analysis. As you analyze data sources, you might discover that the root cause means you need to adjust your problem statement. Alternatively, you might find that your original problem statement is too big to be meaningful approached within your current project.

Remember that the goal of any problem refinement is to help set the stage for effective solution development and deployment. Set the right focus and get buy-in from your team here and you’ll be well positioned to move forward with confidence.

3. Solution generation

Once your group has nailed down the particulars of the problem you wish to solve, you want to encourage a free flow of ideas connecting to solving that problem. This can take the form of problem solving games that encourage creative thinking or techniquess designed to produce working prototypes of possible solutions. 

The key to ensuring the success of this stage of the problem solving process is to encourage quick, creative thinking and create an open space where all ideas are considered. The best solutions can often come from unlikely places and by using problem solving techniques that celebrate invention, you might come up with solution gold. 

4. Solution development

No solution is perfect right out of the gate. It’s important to discuss and develop the solutions your group has come up with over the course of following the previous problem solving steps in order to arrive at the best possible solution. Problem solving games used in this stage involve lots of critical thinking, measuring potential effort and impact, and looking at possible solutions analytically. 

During this stage, you will often ask your team to iterate and improve upon your front-running solutions and develop them further. Remember that problem solving strategies always benefit from a multitude of voices and opinions, and not to let ego get involved when it comes to choosing which solutions to develop and take further.

Finding the best solution is the goal of all problem solving workshops and here is the place to ensure that your solution is well thought out, sufficiently robust and fit for purpose. 

5. Decision making and planning

Nearly there! Once you’ve got a set of possible, you’ll need to make a decision on which to implement. This can be a consensus-based group decision or it might be for a leader or major stakeholder to decide. You’ll find a set of effective decision making methods below.

Once your group has reached consensus and selected a solution, there are some additional actions that also need to be decided upon. You’ll want to work on allocating ownership of the project, figure out who will do what, how the success of the solution will be measured and decide the next course of action.

Set clear accountabilities, actions, timeframes, and follow-ups for your chosen solution. Make these decisions and set clear next-steps in the problem solving workshop so that everyone is aligned and you can move forward effectively as a group. 

Ensuring that you plan for the roll-out of a solution is one of the most important problem solving steps. Without adequate planning or oversight, it can prove impossible to measure success or iterate further if the problem was not solved. 

6. Solution implementation 

This is what we were waiting for! All problem solving processes have the end goal of implementing an effective and impactful solution that your group has confidence in.

Project management and communication skills are key here – your solution may need to adjust when out in the wild or you might discover new challenges along the way. For some solutions, you might also implement a test with a small group and monitor results before rolling it out to an entire company.

You should have a clear owner for your solution who will oversee the plans you made together and help ensure they’re put into place. This person will often coordinate the implementation team and set-up processes to measure the efficacy of your solution too.

7. Solution evaluation 

So you and your team developed a great solution to a problem and have a gut feeling it’s been solved. Work done, right? Wrong. All problem solving strategies benefit from evaluation, consideration, and feedback.

You might find that the solution does not work for everyone, might create new problems, or is potentially so successful that you will want to roll it out to larger teams or as part of other initiatives. 

None of that is possible without taking the time to evaluate the success of the solution you developed in your problem solving model and adjust if necessary.

Remember that the problem solving process is often iterative and it can be common to not solve complex issues on the first try. Even when this is the case, you and your team will have generated learning that will be important for future problem solving workshops or in other parts of the organization. 

It’s also worth underlining how important record keeping is throughout the problem solving process. If a solution didn’t work, you need to have the data and records to see why that was the case. If you go back to the drawing board, notes from the previous workshop can help save time.

What does an effective problem solving process look like?

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

The format of a workshop ensures that you can get buy-in from your group, encourage free-thinking and solution exploration before making a decision on what to implement following the session.

This Design Sprint 2.0 template is an effective problem solving process from top agency AJ&Smart. It’s a great format for the entire problem solving process, with four-days of workshops designed to surface issues, explore solutions and even test a solution.

Check it for an example of how you might structure and run a problem solving process and feel free to copy and adjust it your needs!

For a shorter process you can run in a single afternoon, this remote problem solving agenda will guide you effectively in just a couple of hours.

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

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

Complete problem-solving methods

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

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

Six Thinking Hats

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

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

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

The Six Thinking Hats   #creative thinking   #meeting facilitation   #problem solving   #issue resolution   #idea generation   #conflict resolution   The Six Thinking Hats are used by individuals and groups to separate out conflicting styles of thinking. They enable and encourage a group of people to think constructively together in exploring and implementing change, rather than using argument to fight over who is right and who is wrong.

Lightning Decision Jam

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

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

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

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

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

Lightning Decision Jam (LDJ)   #action   #decision making   #problem solving   #issue analysis   #innovation   #design   #remote-friendly   It doesn’t matter where you work and what your job role is, if you work with other people together as a team, you will always encounter the same challenges: Unclear goals and miscommunication that cause busy work and overtime Unstructured meetings that leave attendants tired, confused and without clear outcomes. Frustration builds up because internal challenges to productivity are not addressed Sudden changes in priorities lead to a loss of focus and momentum Muddled compromise takes the place of clear decision- making, leaving everybody to come up with their own interpretation. In short, a lack of structure leads to a waste of time and effort, projects that drag on for too long and frustrated, burnt out teams. AJ&Smart has worked with some of the most innovative, productive companies in the world. What sets their teams apart from others is not better tools, bigger talent or more beautiful offices. The secret sauce to becoming a more productive, more creative and happier team is simple: Replace all open discussion or brainstorming with a structured process that leads to more ideas, clearer decisions and better outcomes. When a good process provides guardrails and a clear path to follow, it becomes easier to come up with ideas, make decisions and solve problems. This is why AJ&Smart created Lightning Decision Jam (LDJ). It’s a simple and short, but powerful group exercise that can be run either in-person, in the same room, or remotely with distributed teams.

Problem Definition Process

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

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

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

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

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

The 5 Whys 

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

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

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

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

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

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

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

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

Discovery & Action Dialogue (DAD)

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

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

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

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

Design Sprint 2.0

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

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

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

Open space technology

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

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

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

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

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

Techniques to identify and analyze problems

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

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

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

Let’s take a look!

Fishbone Analysis

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

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

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

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

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

Problem Tree 

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

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

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

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

SWOT Analysis

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

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

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

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

Agreement-Certainty Matrix

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

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

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

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

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

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

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

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

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

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

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

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

The Journalistic Six

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

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

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

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

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

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

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

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

LEGO Challenge

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

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

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

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

What, So What, Now What?

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

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

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

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

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

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

Journalists  

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

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

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

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

Problem-solving techniques for brainstorming solutions

Now you have the context and background of the problem you are trying to solving, now comes the time to start ideating and thinking about how you’ll solve the issue.

Here, you’ll want to encourage creative, free thinking and speed. Get as many ideas out as possible and explore different perspectives so you have the raw material for the next step.

Looking at a problem from a new angle can be one of the most effective ways of creating an effective solution. TRIZ is a problem-solving tool that asks the group to consider what they must not do in order to solve a challenge.

By reversing the discussion, new topics and taboo subjects often emerge, allowing the group to think more deeply and create ideas that confront the status quo in a safe and meaningful way. If you’re working on a problem that you’ve tried to solve before, TRIZ is a great problem-solving method to help your team get unblocked.

Making Space with TRIZ   #issue analysis   #liberating structures   #issue resolution   You can clear space for innovation by helping a group let go of what it knows (but rarely admits) limits its success and by inviting creative destruction. TRIZ makes it possible to challenge sacred cows safely and encourages heretical thinking. The question “What must we stop doing to make progress on our deepest purpose?” induces seriously fun yet very courageous conversations. Since laughter often erupts, issues that are otherwise taboo get a chance to be aired and confronted. With creative destruction come opportunities for renewal as local action and innovation rush in to fill the vacuum. Whoosh!

Mindspin  

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

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

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

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

The Creativity Dice

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

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

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

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

Idea and Concept Development

Brainstorming without structure can quickly become chaotic or frustrating. In a problem-solving context, having an ideation framework to follow can help ensure your team is both creative and disciplined.

In this method, you’ll find an idea generation process that encourages your group to brainstorm effectively before developing their ideas and begin clustering them together. By using concepts such as Yes and…, more is more and postponing judgement, you can create the ideal conditions for brainstorming with ease.

Idea & Concept Development   #hyperisland   #innovation   #idea generation   Ideation and Concept Development is a process for groups to work creatively and collaboratively to generate creative ideas. It’s a general approach that can be adapted and customized to suit many different scenarios. It includes basic principles for idea generation and several steps for groups to work with. It also includes steps for idea selection and development.

Problem-solving techniques for developing and refining solutions 

The success of any problem-solving process can be measured by the solutions it produces. After you’ve defined the issue, explored existing ideas, and ideated, it’s time to develop and refine your ideas in order to bring them closer to a solution that actually solves the problem.

Use these problem-solving techniques when you want to help your team think through their ideas and refine them as part of your problem solving process.

Improved Solutions

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

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

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

Four Step Sketch

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

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

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

Ensuring that everyone in a group is able to contribute to a discussion is vital during any problem solving process. Not only does this ensure all bases are covered, but its then easier to get buy-in and accountability when people have been able to contribute to the process.

1-2-4-All is a tried and tested facilitation technique where participants are asked to first brainstorm on a topic on their own. Next, they discuss and share ideas in a pair before moving into a small group. Those groups are then asked to present the best idea from their discussion to the rest of the team.

This method can be used in many different contexts effectively, though I find it particularly shines in the idea development stage of the process. Giving each participant time to concretize their ideas and develop them in progressively larger groups can create a great space for both innovation and psychological safety.

1-2-4-All   #idea generation   #liberating structures   #issue analysis   With this facilitation technique you can immediately include everyone regardless of how large the group is. You can generate better ideas and more of them faster than ever before. You can tap the know-how and imagination that is distributed widely in places not known in advance. Open, generative conversation unfolds. Ideas and solutions are sifted in rapid fashion. Most importantly, participants own the ideas, so follow-up and implementation is simplified. No buy-in strategies needed! Simple and elegant!

15% Solutions

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

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

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

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

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

Problem-solving techniques for making decisions and planning

After your group is happy with the possible solutions you’ve developed, now comes the time to choose which to implement. There’s more than one way to make a decision and the best option is often dependant on the needs and set-up of your group.

Sometimes, it’s the case that you’ll want to vote as a group on what is likely to be the most impactful solution. Other times, it might be down to a decision maker or major stakeholder to make the final decision. Whatever your process, here’s some techniques you can use to help you make a decision during your problem solving process.

How-Now-Wow Matrix

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

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

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

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

Impact and Effort Matrix

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

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

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

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

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

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

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

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

Straddling the gap between decision making and planning, MoSCoW is a simple and effective method that allows a group team to easily prioritize a set of possible options.

Use this method in a problem solving process by collecting and summarizing all your possible solutions and then categorize them into 4 sections: “Must have”, “Should have”, “Could have”, or “Would like but won‘t get”.

This method is particularly useful when its less about choosing one possible solution and more about prioritorizing which to do first and which may not fit in the scope of your project. In my experience, complex challenges often require multiple small fixes, and this method can be a great way to move from a pile of things you’d all like to do to a structured plan.

MoSCoW   #define intentions   #create   #design   #action   #remote-friendly   MoSCoW is a method that allows the team to prioritize the different features that they will work on. Features are then categorized into “Must have”, “Should have”, “Could have”, or “Would like but won‘t get”. To be used at the beginning of a timeslot (for example during Sprint planning) and when planning is needed.

When it comes to managing the rollout of a solution, clarity and accountability are key factors in ensuring the success of the project. The RAACI chart is a simple but effective model for setting roles and responsibilities as part of a planning session.

Start by listing each person involved in the project and put them into the following groups in order to make it clear who is responsible for what during the rollout of your solution.

• Responsibility  (Which person and/or team will be taking action?)
• Authority  (At what “point” must the responsible person check in before going further?)
• Accountability  (Who must the responsible person check in with?)
• Consultation  (Who must be consulted by the responsible person before decisions are made?)
• Information  (Who must be informed of decisions, once made?)

Ensure this information is easily accessible and use it to inform who does what and who is looped into discussions and kept up to date.

RAACI   #roles and responsibility   #teamwork   #project management   Clarifying roles and responsibilities, levels of autonomy/latitude in decision making, and levels of engagement among diverse stakeholders.

Problem-solving warm-up activities

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

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

Check-in / Check-out

Solid processes are planned from beginning to end, and the best facilitators know that setting the tone and establishing a safe, open environment can be integral to a successful problem-solving process. Check-in / Check-out is a great way to begin and/or bookend a problem-solving workshop. Checking in to a session emphasizes that everyone will be seen, heard, and expected to contribute. 

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

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

Doodling Together  

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

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

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

Show and Tell

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

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

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

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

Constellations

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

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

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

Draw a Tree

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

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

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

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

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

Closing activities for a problem-solving process

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

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

One Breath Feedback

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

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

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

Who What When Matrix 

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

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

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

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

Response cards

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

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

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

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

Tips for effective problem solving

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

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

Clearly define the problem

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

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

Don’t jump to conclusions

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

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

Try different approaches  

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

Don’t take it personally 

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

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

Get the right people in the room

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

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

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

Create psychologically safe spaces for discussion

Identifying a problem accurately also requires that all members of a group are able to contribute their views in an open and safe manner.

It can be tough for people to stand up and contribute if the problems or challenges are emotive or personal in nature. Try and create a psychologically safe space for these kinds of discussions and where possible, create regular opportunities for challenges to be brought up organically.

Document everything

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

Bring a facilitator 

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

Develop your problem-solving skills

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

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

Design a great agenda

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

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

Save time and effort creating an effective problem solving process

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

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

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

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

Over to you

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

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

thank you very much for these excellent techniques

Certainly wonderful article, very detailed. Shared!

Your list of techniques for problem solving can be helpfully extended by adding TRIZ to the list of techniques. TRIZ has 40 problem solving techniques derived from methods inventros and patent holders used to get new patents. About 10-12 are general approaches. many organization sponsor classes in TRIZ that are used to solve business problems or general organiztational problems. You can take a look at TRIZ and dwonload a free internet booklet to see if you feel it shound be included per your selection process.

Leave a Comment Cancel reply

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

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

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

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

Design your next workshop with SessionLab

Join the 150,000 facilitators using SessionLab

Sign up for free

• Reviews / Why join our community?
• For companies
• Frequently asked questions

Stage 2 in the Design Thinking Process: Define the Problem and Interpret the Results

An integral part of the Design Thinking process is the definition of a meaningful and actionable problem statement, which the design thinker will focus on solving. This is perhaps the most challenging part of the Design Thinking process, as the definition of a problem (also called a design challenge) will require you to synthesise your observations about your users from the first stage in the Design Thinking process, which is called the Empathise stage.

When you learn how to master the definition of your problem, problem statement, or design challenge, it will greatly improve your Design Thinking process and result. Why? A great definition of your problem statement will guide you and your team’s work and kick start the ideation process in the right direction. It will bring about clarity and focus to the design space. On the contrary, if you don’t pay enough attention to defining your problem, you will work like a person stumbling in the dark.

In the Define stage you synthesise your observations about your users from the first stage, the Empathise stage. A great definition of your problem statement will guide you and your team’s work and kick start the ideation process (third stage) in the right direction. The five stages are not always sequential — they do not have to follow any specific order and they can often occur in parallel and be repeated iteratively. As such, the stages should be understood as different modes that contribute to a project, rather than sequential steps.

Analysis and Synthesis

Before we go into what makes a great problem statement, it’s useful to first gain an understanding of the relationship between analysis and synthesis that many design thinkers will go through in their projects. Tim Brown, CEO of the international design consultancy firm IDEO, wrote in his book Change by Design: How Design Thinking Transforms Organizations and Inspires Innovation , that analysis and synthesis are “equally important, and each plays an essential role in the process of creating options and making choices.”

Analysis is about breaking down complex concepts and problems into smaller, easier-to-understand constituents. We do that, for instance, during the first stage of the Design Thinking process, the Empathise stage, when we observe and document details that relate to our users. Synthesis , on the other hand, involves creatively piecing the puzzle together to form whole ideas. This happens during the Define stage when we organise, interpret, and make sense of the data we have gathered to create a problem statement.

Although analysis takes place during the Empathise stage and synthesis takes place during the Define stage, they do not only happen in the distinct stages of Design Thinking. In fact, analysis and synthesis often happen consecutively throughout all stages of the Design Thinking process. Design thinkers often analyse a situation before synthesising new insights, and then analyse their synthesised findings once more to create more detailed syntheses.

What Makes a Good Problem Statement?

A problem statement is important to a Design Thinking project, because it will guide you and your team and provides a focus on the specific needs that you have uncovered. It also creates a sense of possibility and optimism that allows team members to spark off ideas in the Ideation stage, which is the third and following stage in the Design Thinking process. A good problem statement should thus have the following traits. It should be:

Human-centered. This requires you to frame your problem statement according to specific users, their needs and the insights that your team has gained in the Empathise phase. The problem statement should be about the people the team is trying to help, rather than focusing on technology, monetary returns or product specifications.

Broad enough for creative freedom. This means that the problem statement should not focus too narrowly on a specific method regarding the implementation of the solution. The problem statement should also not list technical requirements, as this would unnecessarily restrict the team and prevent them from exploring areas that might bring unexpected value and insight to the project.

Narrow enough to make it manageable. On the other hand, a problem statement such as , “Improve the human condition,” is too broad and will likely cause team members to easily feel daunted. Problem statements should have sufficient constraints to make the project manageable.

As well as the three traits mentioned above, it also helps to begin the problem statement with a verb, such as “Create”, “Define”, and “Adapt”, to make the problem become more action-oriented.

How to Define a Problem Statement

Methods of interpreting results and findings from the observation oriented Empathise phase include:

Space Saturate and Group and Affinity Diagrams – Clustering and Bundling Ideas and Facts

In space saturate and group, designers collate their observations and findings into one place, to create a collage of experiences, thoughts, insights, and stories. The term 'saturate' describes the way in which the entire team covers or saturates the display with their collective images, notes, observations, data, experiences, interviews, thoughts, insights, and stories in order to create a wall of information to inform the problem-defining process. It will then be possible to draw connections between these individual elements, or nodes, to connect the dots, and to develop new and deeper insights, which help define the problem(s) and develop potential solutions. In other words: go from analysis to synthesis.

Empathy Mapping

An empathy map consists of four quadrants laid out on a board, paper or table, which reflect the four key traits that the users demonstrated/possessed during the observation stage. The four quadrants refer to what the users: Said , Did , Thought , and Felt . Determining what the users said and did are relatively easy; however, determining what they thought and felt is based on careful observation of how they behaved and responded to certain activities, suggestions, conversations etc. (including subtle cues such as body language displayed and the tone of voice used).

Point Of View – Problem Statement

A Point Of view (POV) is a meaningful and actionable problem statement, which will allow you to ideate in a goal-oriented manner. Your POV captures your design vision by defining the RIGHT challenge to address in the ideation sessions. A POV involves reframing a design challenge into an actionable problem statement. You articulate a POV by combining your knowledge about the user you are designing for, his or her needs and the insights which you’ve come to know in your research or Empathise mode. Your POV should be an actionable problem statement that will drive the rest of your design work.

You articulate a POV by combining these three elements – user, need, and insight. You can articulate your POV by inserting your information about your user, the needs and your insights in the following sentence:

[ User . . . (descriptive)] needs [ need . . . (verb)] because [ insight. . . (compelling)]

“How Might We” Questions

When you’ve defined your design challenge in a POV, you can start to generate ideas to solve your design challenge. You can start using your POV by asking a specific question starting with: “ How Might We ” or “in what ways might we”. How Might We ( HMW ) questions are questions that have the potential to spark ideation sessions such as brainstorms. They should be broad enough for a wide range of solutions, but narrow enough that specific solutions can be created for them. “How Might We” questions should be based on the observations you’ve gathered in the Empathise stage of the Design Thinking process.

For example, you have observed that youths tend not to watch TV programs on the TV at home, some questions which can guide and spark your ideation session could be:

How might we make TV more social, so youths feel more engaged?

How might we enable TV programs to be watched anywhere, at anytime?

How might we make watching TV at home more exciting?

The HMW questions open up to Ideation sessions where you explore ideas, which can help you solve your design challenge in an innovative way.

Why-How Laddering

"As a general rule, asking 'why’ yields more abstract statements and asking 'how’yields specific statements. Often times abstract statements are more meaningful but not as directly actionable, and the opposite is true of more specific statements." – d.school, Method Card, Why-How Laddering

For this reason, during the Define stage designers seek to define the problem, and will generally ask why . Designers will use why to progress to the top of the so-called Why-How Ladder where the ultimate aim is to find out how you can solve one or more problems. Your How Might We questions will help you move from the Define stage and into the next stage in Design Thinking, the Ideation stage, where you start looking for specific innovative solutions . In other words you could say that the Why-How Laddering starts with asking Why to work out How they can solve the specific problem or design challenge.

The Take Away

The second stage in a typical Design Thinking process is called the Define phase. It involves collating data from the observation stage (first stage called Empathise ) to define the design problems and challenges. By using methods for synthesising raw data into a meaningful and usable body of knowledge — such as empathy mapping and space saturate and group — we will be able to create an actionable design problem statement or Point of View that inspire the generation of ideas to solve it. The How Might We questions open up to Ideation sessions where you explore ideas, which can help you solve your design challenge in an innovative way.

References & Where to Learn More

Course: “Design Thinking - The Ultimate Guide” .

d.school: Space Saturation and Group .

d.school: Empathy Map .

d.school: “How might we” questions .

Hero Image: Author/Copyright holder: gdsteam. Copyright terms and licence: CC BY 2.0

Design Thinking: The Ultimate Guide

Get Weekly Design Tips

Topics in this article, what you should read next, the 5 stages in the design thinking process.

• 1.8k shares

What is Design Thinking and Why Is It So Popular?

• 1.6k shares

Personas – A Simple Introduction

• 1.5k shares

What is Ideation – and How to Prepare for Ideation Sessions

• 1.2k shares

Affinity Diagrams: How to Cluster Your Ideas and Reveal Insights

• 2 years ago

Stage 4 in the Design Thinking Process: Prototype

• 3 years ago

Stage 3 in the Design Thinking Process: Ideate

• 4 years ago

Stage 1 in the Design Thinking Process: Empathise with Your Users

Empathy Map – Why and How to Use It

What Is Empathy and Why Is It So Important in Design Thinking?

Open Access—Link to us!

We believe in Open Access and the  democratization of knowledge . Unfortunately, world-class educational materials such as this page are normally hidden behind paywalls or in expensive textbooks.

If you want this to change , cite this article , link to us, or join us to help us democratize design knowledge !

Privacy Settings

Our digital services use necessary tracking technologies, including third-party cookies, for security, functionality, and to uphold user rights. Optional cookies offer enhanced features, and analytics.

Experience the full potential of our site that remembers your preferences and supports secure sign-in.

Governs the storage of data necessary for maintaining website security, user authentication, and fraud prevention mechanisms.

Enhanced Functionality

Saves your settings and preferences, like your location, for a more personalized experience.

Referral Program

We use cookies to enable our referral program, giving you and your friends discounts.

Error Reporting

We share user ID with Bugsnag and NewRelic to help us track errors and fix issues.

Optimize your experience by allowing us to monitor site usage. You’ll enjoy a smoother, more personalized journey without compromising your privacy.

Analytics Storage

Collects anonymous data on how you navigate and interact, helping us make informed improvements.

Differentiates real visitors from automated bots, ensuring accurate usage data and improving your website experience.

Lets us tailor your digital ads to match your interests, making them more relevant and useful to you.

Advertising Storage

Stores information for better-targeted advertising, enhancing your online ad experience.

Personalization Storage

Permits storing data to personalize content and ads across Google services based on user behavior, enhancing overall user experience.

Advertising Personalization

Allows for content and ad personalization across Google services based on user behavior. This consent enhances user experiences.

Enables personalizing ads based on user data and interactions, allowing for more relevant advertising experiences across Google services.

Receive more relevant advertisements by sharing your interests and behavior with our trusted advertising partners.

Enables better ad targeting and measurement on Meta platforms, making ads you see more relevant.

Allows for improved ad effectiveness and measurement through Meta’s Conversions API, ensuring privacy-compliant data sharing.

LinkedIn Insights

Tracks conversions, retargeting, and web analytics for LinkedIn ad campaigns, enhancing ad relevance and performance.

LinkedIn CAPI

Enhances LinkedIn advertising through server-side event tracking, offering more accurate measurement and personalization.

Google Ads Tag

Tracks ad performance and user engagement, helping deliver ads that are most useful to you.

Share Knowledge, Get Respect!

or copy link

Cite according to academic standards

Simply copy and paste the text below into your bibliographic reference list, onto your blog, or anywhere else. You can also just hyperlink to this article.

New to UX Design? We’re giving you a free ebook!

Download our free ebook The Basics of User Experience Design to learn about core concepts of UX design.

In 9 chapters, we’ll cover: conducting user interviews, design thinking, interaction design, mobile UX design, usability, UX research, and many more!

New to UX Design? We’re Giving You a Free ebook!