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The Problem-Solving Process

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

By the Mind Tools Content Team

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

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

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

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

1. Define the Problem

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

2. Analyze the Problem

Ask yourself, and others, the following questions.

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

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

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

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

3. Generate Potential Solutions

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

4. Select Best Solution

When selecting the best solution, consider:

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

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

5. Take Action

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

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

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

6. Monitor and Review

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

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

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

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

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Overview of the Problem-Solving Mental Process

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

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

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

Frequently Asked Questions

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

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

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

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

The following steps include developing strategies and organizing knowledge.

1. Identifying the Problem

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

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

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

2. Defining the Problem

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

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

3. Forming a Strategy

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

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

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

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

4. Organizing Information

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

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

5. Allocating Resources

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

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

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

6. Monitoring Progress

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

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

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

7. Evaluating the Results

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

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

A Word From Verywell

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

Get Advice From The Verywell Mind Podcast

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

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You can become a better problem solving by:

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

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

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

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

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

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

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

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

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

What Is Problem Solving?

Definition and importance.

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

Problem-Solving Steps

The problem-solving process typically includes the following steps:

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

Defining the Problem

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

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

Generating Solutions

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

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

Evaluating and Selecting Solutions

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

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

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

Implementing and Monitoring the Solution

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

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

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

Problem-Solving Techniques

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

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

Brainstorming

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

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

When brainstorming, remember to:

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

Root Cause Analysis

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

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

SWOT Analysis

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

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

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

Mind Mapping

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

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

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

Examples of Problem Solving in Various Contexts

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

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

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

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

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

Overcoming a personal obstacle, such as improving your fitness level, by establishing achievable goals, measuring progress, and adjusting your approach accordingly
Navigating a new environment or city by researching your surroundings, asking for directions, or using technology like GPS to guide you
Dealing with a sudden change, like a change in your work schedule, by assessing the situation, identifying potential impacts, and adapting your plans to accommodate the change.
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The Ultimate Problem-Solving Process Guide: 31 Steps and Resources

Updated: Jan 24, 2023

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

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

9 PROFITABLE PROBLEM-SOLVING TECHNIQUES AND METHODS

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

1. CREATIVE PROBLEM SOLVING (CPS)

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

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

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

Develop : Formulate solutions as part of an overall plan.

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

2. APPRECIATIVE INQUIRY

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

Discovery (fact-finding)

Dream (visioning the future)

Design (strategic purpose)

Destiny (continuous improvement)

3. “FIVE WHYS” METHOD

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

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

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

The vehicle will not start. (the problem)

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

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

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

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

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

4. LEAN SIX SIGMA (DMAIC METHOD)

Define, Measure, Analyze, Design, Verify

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

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

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

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

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

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

5. ROOT CAUSE ANALYSIS

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

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

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

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

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

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

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

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

7. 8D PROBLEM-SOLVING

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

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

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

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

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

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

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

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

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

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

8. ARMY PROBLEM SOLVING PROCESS

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

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

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

Develop Screening and Evaluation Criteria :

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

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

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

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

9. HURSON'S PRODUCTIVE THINKING MODEL

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

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

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

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

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

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

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

STEAL THIS THOROUGH 8-STEP PROBLEM-SOLVING PROCESS

Little Girl Reaching For Strawberries On The Counter

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

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

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

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

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

2. DIG DEEPER: ROOT CAUSE ANALYSIS

This part of the process involves identifying these three items :

What happened?

Why did it happen?

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

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

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

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

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

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

3. PRODUCE A VARIETY OF SOLUTION OPTIONS

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

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

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

4. FULLY EVALUATE AND SELECT PLANNED FIX(ES)

"Time To Evaluate" Written on a Notepad with Pink Glasses & Pen

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

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

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

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

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

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

5. DOCUMENT THE FINAL SOLUTION AND WHAT SUCCESS LOOKS LIKE

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

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

6. SUCCESSFULLY SELL AND EXECUTE THE FIX

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

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

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

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

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

8. COLLABORATIVE CONTINGENCIES, ITERATION, AND COURSE CORRECTION

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

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

14 FRUITFUL RESOURCES AND EXERCISES FOR YOUR PROBLEM-SOLVING JOURNEY

Resources | People Working Together At A Large Table With Laptops, Tablets & Paperwork Everywhere

Want to test your problem-solving skills?

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

Still have a desire to discover more about solving problems?

Check out these 14 articles and books...

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

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

2. SOME SAGE PROBLEM SOLVING ADVICE

Hands Holding Up a Comment Bubble That Says "Advice"

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

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

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

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

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

5. THE BASICS OF CREATIVE PROBLEM SOLVING – CPS

A Drawn Lightbulb Where The Lightbulb is a Crumbled Piece Of Yellow Paper

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

6. APPRECIATIVE INQUIRY : A POSITIVE REVOLUTION IN CHANGE

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

7. PROBLEM SOLVING: NINE CASE STUDIES AND LESSONS LEARNED

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

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

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

9. SOLVING BUSINESS PROBLEMS : THE CASE OF POOR FRANK

Business Team Looking At Multi-Colored Sticky Notes On A Wall

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

10. THE 8-DISCIPLINES PROBLEM SOLVING METHODOLOGY

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

11. THE PROBLEM-SOLVING PROCESS THAT PREVENTS GROUPTHINK HBR

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

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

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

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

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

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

LOOKING FOR ASSISTANCE WITH YOUR PROBLEM-SOLVING PROCESS?

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

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

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

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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

Communication the missing peice from Lean Six Sigma - Learnleansigma

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

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

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

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

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

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

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

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

Daniel Croft

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

Brainstorming - 7 Methods - Feature Image - Learnleansigma

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Problem Solving Process: The Ultimate Guide to the Process of Problem Solving

What is problem solving, the process for problem solving, be smart about problem solving.

Whether you manage a team or the entire organization, you need to apply excellent problem solving techniques to keep your organization going. Problems can occur between employees, which needs quick and effective problem solving tricks to continue with your business operations. That is why you need to learn about problem solving stages. Read on to learn more about problem solving.

Problem solving is the ability to offer solutions to difficult or complex issues and devising ways to avoid repetitive occurrences in the future.

Develop a positive approach

Before you handle any issue, the first thing is to have a positive mentality towards the problem. It could be a huge problem that may cause you to panic, but try as much as possible to remain composed and confident during the problem solving process. You want to give it the best outcome without involving emotions. So, stay positive as you figure out how to deal with the issue.

Understand the problem

The next problem solving method is to define the problem you are facing. The issue could be more profound than you think, and that is why you need to be intentional about diagnosing the root cause of the problem. This is the only way to solve the issue, because you can't solve what you cannot diagnose. Know the root cause and the effect of the issue. If possible, write down everything and use the notes as a guide on how to solve the problem.

Be creative about the problem

Creativity is a vital skill that a good problem solver should possess. It helps you think outside the box and approach the issue strategically. You need to address the issue from different angles to avoid leaning on one side.

Determine whether other issues could be a stumbling block to the current problem and devise ways to address it first before you proceed.

Looking for solutions

A single problem can have tens of practical solutions. This is why you need to think deeper and analyze all the possible solutions before making the final decision. Determine the problem solving model you're going to use to solve the issue.

You can brainstorm with your colleagues and take note of the possible solutions. Let it be an open platform where everyone can air out their views and ideas about the proposed solutions. But this doesn't mean that every solution is applicable.

Determine the effective solution

Once you highlight various scenarios, determine the problem solving techniques and approaches you will use. You do not have to apply every proposed solution. It is best to analyze what you have noted and settle for the best option.

Please choose an alternative that will solve the issue at hand without complicating it further. You only need to be smart and sensible when choosing the best problem solving strategies.

Solve the problem

Now, you already have a solution to the problem, and are ready to make the final decision. Go on and execute. Be patient at this moment as you weigh both sides to see how the involved parties react to the final decision. If you experience a drawback, you can quickly counter it by applying creative tips and remain persistent until you achieve your goals.

Be ready for the outcome

One thing you need to know is that not all decisions end up well with the involved parties. The solution could fail and cause more chaos in the long run. It is imperative to prepare for such outcomes to avoid dilemmas and confusion.

Remember, even if you do not get it right at first, this will be a learning lesson and you can be sure of doing better the next time. However, to avoid such scenarios, prepare adequately to handle the outcome, whether positive or negative. 

Create a follow-up strategy

No matter the outcome, find creative problem solving steps to follow up until you're sure that the problem is entirely resolved. Do not assume that everything is okay, since this could be the beginning of new problems. You can involve your colleagues to offer support until you achieve your goals.

Today, there are more advanced ways of problem solving. Problem-solving software is a crucial tool that will help you solve your issues within a short time and without compromising quality. Check out MindManager to get all the tools you need for collaborative problem solving!

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Master the 7-Step Problem-Solving Process for Better Decision-Making

Discover the powerful 7-Step Problem-Solving Process to make better decisions and achieve better outcomes. Master the art of problem-solving in this comprehensive guide. Download the Free PowerPoint and PDF Template.

StrategyPunk

Master the 7-Step Problem-Solving Process for Better Decision-Making

Introduction

Mastering the art of problem-solving is crucial for making better decisions. Whether you're a student, a business owner, or an employee, problem-solving skills can help you tackle complex issues and find practical solutions. The 7-Step Problem-Solving Process is a proven method that can help you approach problems systematically and efficiently.

The 7-Step Problem-Solving Process involves steps that guide you through the problem-solving process. The first step is to define the problem, followed by disaggregating the problem into smaller, more manageable parts. Next, you prioritize the features and create a work plan to address each. Then, you analyze each piece, synthesize the information, and communicate your findings to others.

By following this process, you can avoid jumping to conclusions, overlooking important details, or making hasty decisions. Instead, you can approach problems with a clear and structured mindset, which can help you make better decisions and achieve better outcomes.

In this article, we'll explore each step of the 7-Step Problem-Solving Process in detail so you can start mastering this valuable skill. At the end of the blog post, you can download the process's free PowerPoint and PDF templates .

Step 1: Define the Problem

The first step in the problem-solving process is to define the problem. This step is crucial because finding a solution is only accessible if the problem is clearly defined. The problem must be specific, measurable, and achievable.

One way to define the problem is to ask the right questions. Questions like "What is the problem?" and "What are the causes of the problem?" can help. Gathering data and information about the issue to assist in the definition process is also essential.

Another critical aspect of defining the problem is identifying the stakeholders. Who is affected by it? Who has a stake in finding a solution? Identifying the stakeholders can help ensure that the problem is defined in a way that considers the needs and concerns of all those affected.

Once the problem is defined, it is essential to communicate the definition to all stakeholders. This helps to ensure that everyone is on the same page and that there is a shared understanding of the problem.

Step 2: Disaggregate

After defining the problem, the next step in the 7-step problem-solving process is to disaggregate the problem into smaller, more manageable parts. Disaggregation helps break down the problem into smaller pieces that can be analyzed individually. This step is crucial in understanding the root cause of the problem and identifying the most effective solutions.

Disaggregation can be achieved by breaking down the problem into sub-problems, identifying the contributing factors, and analyzing the relationships between these factors. This step helps identify the most critical factors that must be addressed to solve the problem.

A tree or fishbone diagram is one effective way to disaggregate a problem. These diagrams help identify the different factors contributing to the problem and how they are related. Another way is to use a table to list the other factors contributing to the situation and their corresponding impact on the issue.

Disaggregation helps in breaking down complex problems into smaller, more manageable parts. It helps understand the relationships between different factors contributing to the problem and identify the most critical factors that must be addressed. By disaggregating the problem, decision-makers can focus on the most vital areas, leading to more effective solutions.

Step 3: Prioritize

After defining the problem and disaggregating it into smaller parts, the next step in the 7-step problem-solving process is prioritizing the issues that need addressing. Prioritizing helps to focus on the most pressing issues and allocate resources more effectively.

There are several ways to prioritize issues, including:

Urgency: Prioritize issues based on their urgency. Problems that require immediate attention should be addressed first.
Impact: Prioritize issues based on their impact on the organization or stakeholders. Problems with a high impact should be given priority.
Resources: Prioritize issues based on the resources required to address them. Problems that require fewer resources should be dealt with first.

It is important to involve stakeholders in the prioritization process, considering their concerns and needs. This can be done through surveys, focus groups, or other forms of engagement.

Once the issues have been prioritized, developing a plan of action to address them is essential. This involves identifying the resources required, setting timelines, and assigning responsibilities.

Prioritizing issues is a critical step in problem-solving. By focusing on the most pressing problems, organizations can allocate resources more effectively and make better decisions.

Step 4: Workplan

After defining the problem, disaggregating, and prioritizing the issues, the next step in the 7-step problem-solving process is to develop a work plan. This step involves creating a roadmap that outlines the steps needed to solve the problem.

The work plan should include a list of tasks, deadlines, and responsibilities for each team member involved in the problem-solving process. Assigning tasks based on each team member's strengths and expertise ensures the work is completed efficiently and effectively.

Creating a work plan can help keep the team on track and ensure everyone is working towards the same goal. It can also help to identify potential roadblocks or challenges that may arise during the problem-solving process and develop contingency plans to address them.

Several tools and techniques can be used to develop a work plan, including Gantt charts, flowcharts, and mind maps. These tools can help to visualize the steps needed to solve the problem and identify dependencies between tasks.

Developing a work plan is a critical step in the problem-solving process. It provides a clear roadmap for solving the problem and ensures everyone involved is aligned and working towards the same goal.

Step 5: Analysis

Once the problem has been defined and disaggregated, the next step is to analyze the information gathered. This step involves examining the data, identifying patterns, and determining the root cause of the problem.

Several methods can be used during the analysis phase, including:

Root cause analysis
Pareto analysis
SWOT analysis

Root cause analysis is a popular method used to identify the underlying cause of a problem. This method involves asking a series of "why" questions to get to the root cause of the issue.

Pareto analysis is another method that can be used during the analysis phase. This method involves identifying the 20% of causes responsible for 80% of the problems. By focusing on these critical causes, organizations can make significant improvements.

Finally, SWOT analysis is a valuable tool for analyzing the internal and external factors that may impact the problem. This method involves identifying the strengths, weaknesses, opportunities, and threats related to the issue.

Overall, the analysis phase is critical for identifying the root cause of the problem and developing practical solutions. By using a combination of methods, organizations can gain a deeper understanding of the issue and make informed decisions.

Step 6: Synthesize

Once the analysis phase is complete, it is time to synthesize the information gathered to arrive at a solution. During this step, the focus is on identifying the most viable solution that addresses the problem. This involves examining and combining the analysis results for a clear and concise conclusion.

One way to synthesize the information is to use a decision matrix. This involves creating a table that lists the potential solutions and the essential criteria for making a decision. Each answer is then rated against each standard, and the scores are tallied to arrive at a final decision.

Another approach to synthesizing the information is to use a mind map. This involves creating a visual representation of the problem and the potential solutions. The mind map can identify the relationships between the different pieces of information and help prioritize the solutions.

During the synthesis phase, it is vital to remain open-minded and consider all potential solutions. Involving all stakeholders in the decision-making process is essential to ensure everyone's perspectives are considered.

Step 7: Communicate

After synthesizing the information, the next step is communicating the findings to the relevant stakeholders. This is a crucial step because it helps to ensure that everyone is on the same page and that the decision-making process is transparent.

One effective way to communicate the findings is through a well-organized report. The report should include the problem statement, the analysis, the synthesis, and the recommended solution. It should be clear, concise, and easy to understand.

In addition to the report, a presentation explaining the findings is essential. The presentation should be tailored to the audience and highlight the report's key points. Visual aids such as tables, graphs, and charts can make the presentation more engaging.

During the presentation, it is essential to be open to feedback and questions from the audience. This helps ensure everyone agrees with the recommended solution and addresses concerns or objections.

Effective communication is vital to ensuring the decision-making process is successful. Stakeholders can make informed decisions and work towards a common goal by communicating the findings clearly and concisely.

The 7-step problem-solving process is a powerful tool for helping individuals and organizations make better decisions. By following these steps, individuals can identify the root cause of a problem, prioritize potential solutions, and develop a clear plan of action. This process can be applied to various scenarios, from personal challenges to complex business problems.

Through disaggregation, individuals can break down complex problems into smaller, more manageable parts. By prioritizing potential solutions, individuals can focus their efforts on the most impactful actions. The work step allows individuals to develop a clear action plan, while the analysis step provides a framework for evaluating possible solutions.

The synthesis step combines all the information gathered to develop a comprehensive solution. Finally, the communication step allows individuals to share their answers with others and gather feedback.

By mastering the 7-step problem-solving process, individuals can become more effective decision-makers and problem-solvers. This process can help individuals and organizations save time and resources while improving outcomes. With practice, individuals can develop the skills to apply this process to a wide range of scenarios and make better decisions in all areas of life.

7-Step Problem-Solving Process PPT Template

Free powerpoint and pdf template, executive summary: the 7-step problem-solving process.

The 7-Step Problem-Solving Process is a robust and systematic method to help individuals and organizations make better decisions by tackling complex issues and finding practical solutions. This process comprises defining the problem, disaggregating it into smaller parts, prioritizing the issues, creating a work plan, analyzing the data, synthesizing the information, and communicating the findings.

By following these steps, individuals can identify the root cause of a problem, break it down into manageable components, and prioritize the most impactful actions. The work plan, analysis, and synthesis steps provide a framework for developing comprehensive solutions, while the communication step ensures transparency and stakeholder engagement.

Mastering this process can improve decision-making and problem-solving capabilities, save time and resources, and improve outcomes in personal and professional contexts.

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How to improve your problem solving skills and build effective problem solving strategies

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What is a problem solving process?

What are the problem solving steps I need to follow?

Problem solving strategies

What skills do i need to be an effective problem solver, how can i improve my problem solving skills.

Solving problems is like baking a cake. You can go straight into the kitchen without a recipe or the right ingredients and do your best, but the end result is unlikely to be very tasty!

Using a process to bake a cake allows you to use the best ingredients without waste, collect the right tools, account for allergies, decide whether it is a birthday or wedding cake, and then bake efficiently and on time. The result is a better cake that is fit for purpose, tastes better and has created less mess in the kitchen. Also, it should have chocolate sprinkles. Having a step by step process to solve organizational problems allows you to go through each stage methodically and ensure you are trying to solve the right problems and select the most appropriate, effective solutions.

What are the problem solving steps I need to follow?

All problem solving processes go through a number of steps in order to move from identifying a problem to resolving it.

Depending on your problem solving model and who you ask, there can be anything between four and nine problem solving steps you should follow in order to find the right solution. Whatever framework you and your group use, there are some key items that should be addressed in order to have an effective process.

We’ve looked at problem solving processes from sources such as the American Society for Quality and their four step approach , and Mediate ‘s six step process. By reflecting on those and our own problem solving processes, we’ve come up with a sequence of seven problem solving steps we feel best covers everything you need in order to effectively solve problems.

1. Problem identification

The first stage of any problem solving process is to identify the problem or problems you might want to solve. Effective problem solving strategies always begin by allowing a group scope to articulate what they believe the problem to be and then coming to some consensus over which problem they approach first. Problem solving activities used at this stage often have a focus on creating frank, open discussion so that potential problems can be brought to the surface.

2. Problem analysis

Though this step is not a million miles from problem identification, problem analysis deserves to be considered separately. It can often be an overlooked part of the process and is instrumental when it comes to developing effective solutions.

The process of problem analysis means ensuring that the problem you are seeking to solve is the right problem . As part of this stage, you may look deeper and try to find the root cause of a specific problem at a team or organizational level.

Remember that problem solving strategies should not only be focused on putting out fires in the short term but developing long term solutions that deal with the root cause of organizational challenges.

Whatever your approach, analyzing a problem is crucial in being able to select an appropriate solution and the problem solving skills deployed in this stage are beneficial for the rest of the process and ensuring the solutions you create are fit for purpose.

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 problem solving activities 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 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 likely to be 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 frontrunning 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

Nearly there! Once your group has reached consensus and selected a solution that applies to the problem at hand you have some decisions to make. You will 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.

The decision making stage is a part of the problem solving process that can get missed or taken as for granted. Fail to properly allocate roles and plan out how a solution will actually be implemented and it less likely to be successful in solving the problem.

Have clear accountabilities, actions, timeframes, and follow-ups. 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 strategies have the end goal of implementing a solution and solving a problem in mind.

Remember that in order for any solution to be successful, you need to help your group through all of the previous problem solving steps thoughtfully. Only then can you ensure that you are solving the right problem but also that you have developed the correct solution and can then successfully implement and measure the impact of that solution.

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.

7. Solution evaluation

So you and your team developed a great solution to a problem and have a gut feeling its 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 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. Data and insight is invaluable at every stage of the problem solving process and this one is no different.

Problem solving workshops made easy

Problem solving strategies are methods of approaching and facilitating the process of problem-solving with a set of techniques , actions, and processes. Different strategies are more effective if you are trying to solve broad problems such as achieving higher growth versus more focused problems like, how do we improve our customer onboarding process?

Broadly, the problem solving steps outlined above should be included in any problem solving strategy though choosing where to focus your time and what approaches should be taken is where they begin to differ. You might find that some strategies ask for the problem identification to be done prior to the session or that everything happens in the course of a one day workshop.

The key similarity is that all good problem solving strategies are structured and designed. Four hours of open discussion is never going to be as productive as a four-hour workshop designed to lead a group through a problem solving process.

Good problem solving strategies are tailored to the team, organization and problem you will be attempting to solve. Here are some example problem solving strategies you can learn from or use to get started.

Use a workshop to lead a team through a group process

Often, the first step to solving problems or organizational challenges is bringing a group together effectively. Most teams have the tools, knowledge, and expertise necessary to solve their challenges – they just need some guidance in how to use leverage those skills and a structure and format that allows people to focus their energies.

Facilitated workshops are one of the most effective ways of solving problems of any scale. By designing and planning your workshop carefully, you can tailor the approach and scope to best fit the needs of your team and organization.

Problem solving workshop

Creating a bespoke, tailored process
Tackling problems of any size
Building in-house workshop ability and encouraging their use

Workshops are an effective strategy for solving problems. By using tried and test facilitation techniques and methods, you can design and deliver a workshop that is perfectly suited to the unique variables of your organization. You may only have the capacity for a half-day workshop and so need a problem solving process to match.

By using our session planner tool and importing methods from our library of 700+ facilitation techniques, you can create the right problem solving workshop for your team. It might be that you want to encourage creative thinking or look at things from a new angle to unblock your groups approach to problem solving. By tailoring your workshop design to the purpose, you can help ensure great results.

One of the main benefits of a workshop is the structured approach to problem solving. Not only does this mean that the workshop itself will be successful, but many of the methods and techniques will help your team improve their working processes outside of the workshop.

We believe that workshops are one of the best tools you can use to improve the way your team works together. Start with a problem solving workshop and then see what team building, culture or design workshops can do for your organization!

Run a design sprint

Great for:

aligning large, multi-discipline teams
quickly designing and testing solutions
tackling large, complex organizational challenges and breaking them down into smaller tasks

By using design thinking principles and methods, a design sprint is a great way of identifying, prioritizing and prototyping solutions to long term challenges that can help solve major organizational problems with quick action and measurable results.

Some familiarity with design thinking is useful, though not integral, and this strategy can really help a team align if there is some discussion around which problems should be approached first.

The stage-based structure of the design sprint is also very useful for teams new to design thinking. The inspiration phase, where you look to competitors that have solved your problem, and the rapid prototyping and testing phases are great for introducing new concepts that will benefit a team in all their future work.

It can be common for teams to look inward for solutions and so looking to the market for solutions you can iterate on can be very productive. Instilling an agile prototyping and testing mindset can also be great when helping teams move forwards – generating and testing solutions quickly can help save time in the long run and is also pretty exciting!

Break problems down into smaller issues

Organizational challenges and problems are often complicated and large scale in nature. Sometimes, trying to resolve such an issue in one swoop is simply unachievable or overwhelming. Try breaking down such problems into smaller issues that you can work on step by step. You may not be able to solve the problem of churning customers off the bat, but you can work with your team to identify smaller effort but high impact elements and work on those first.

This problem solving strategy can help a team generate momentum, prioritize and get some easy wins. It’s also a great strategy to employ with teams who are just beginning to learn how to approach the problem solving process. If you want some insight into a way to employ this strategy, we recommend looking at our design sprint template below!

Use guiding frameworks or try new methodologies

Some problems are best solved by introducing a major shift in perspective or by using new methodologies that encourage your team to think differently.

Props and tools such as Methodkit , which uses a card-based toolkit for facilitation, or Lego Serious Play can be great ways to engage your team and find an inclusive, democratic problem solving strategy. Remember that play and creativity are great tools for achieving change and whatever the challenge, engaging your participants can be very effective where other strategies may have failed.

LEGO Serious Play

Improving core problem solving skills
Thinking outside of the box
Encouraging creative solutions

LEGO Serious Play is a problem solving methodology designed to get participants thinking differently by using 3D models and kinesthetic learning styles. By physically building LEGO models based on questions and exercises, participants are encouraged to think outside of the box and create their own responses.

Collaborate LEGO Serious Play exercises are also used to encourage communication and build problem solving skills in a group. By using this problem solving process, you can often help different kinds of learners and personality types contribute and unblock organizational problems with creative thinking.

Problem solving strategies like LEGO Serious Play are super effective at helping a team solve more skills-based problems such as communication between teams or a lack of creative thinking. Some problems are not suited to LEGO Serious Play and require a different problem solving strategy.

Card Decks and Method Kits

New facilitators or non-facilitators
Approaching difficult subjects with a simple, creative framework
Engaging those with varied learning styles

Card decks and method kids are great tools for those new to facilitation or for whom facilitation is not the primary role. Card decks such as the emotional culture deck can be used for complete workshops and in many cases, can be used right out of the box. Methodkit has a variety of kits designed for scenarios ranging from personal development through to personas and global challenges so you can find the right deck for your particular needs.

Having an easy to use framework that encourages creativity or a new approach can take some of the friction or planning difficulties out of the workshop process and energize a team in any setting. Simplicity is the key with these methods. By ensuring everyone on your team can get involved and engage with the process as quickly as possible can really contribute to the success of your problem solving strategy.

Source external advice

Looking to peers, experts and external facilitators can be a great way of approaching the problem solving process. Your team may not have the necessary expertise, insights of experience to tackle some issues, or you might simply benefit from a fresh perspective. Some problems may require bringing together an entire team, and coaching managers or team members individually might be the right approach. Remember that not all problems are best resolved in the same manner.

If you’re a solo entrepreneur, peer groups, coaches and mentors can also be invaluable at not only solving specific business problems, but in providing a support network for resolving future challenges. One great approach is to join a Mastermind Group and link up with like-minded individuals and all grow together. Remember that however you approach the sourcing of external advice, do so thoughtfully, respectfully and honestly. Reciprocate where you can and prepare to be surprised by just how kind and helpful your peers can be!

Mastermind Group

Solo entrepreneurs or small teams with low capacity
Peer learning and gaining outside expertise
Getting multiple external points of view quickly

Problem solving in large organizations with lots of skilled team members is one thing, but how about if you work for yourself or in a very small team without the capacity to get the most from a design sprint or LEGO Serious Play session?

A mastermind group – sometimes known as a peer advisory board – is where a group of people come together to support one another in their own goals, challenges, and businesses. Each participant comes to the group with their own purpose and the other members of the group will help them create solutions, brainstorm ideas, and support one another.

Mastermind groups are very effective in creating an energized, supportive atmosphere that can deliver meaningful results. Learning from peers from outside of your organization or industry can really help unlock new ways of thinking and drive growth. Access to the experience and skills of your peers can be invaluable in helping fill the gaps in your own ability, particularly in young companies.

A mastermind group is a great solution for solo entrepreneurs, small teams, or for organizations that feel that external expertise or fresh perspectives will be beneficial for them. It is worth noting that Mastermind groups are often only as good as the participants and what they can bring to the group. Participants need to be committed, engaged and understand how to work in this context.

Coaching and mentoring

Focused learning and development
Filling skills gaps
Working on a range of challenges over time

Receiving advice from a business coach or building a mentor/mentee relationship can be an effective way of resolving certain challenges. The one-to-one format of most coaching and mentor relationships can really help solve the challenges those individuals are having and benefit the organization as a result.

A great mentor can be invaluable when it comes to spotting potential problems before they arise and coming to understand a mentee very well has a host of other business benefits. You might run an internal mentorship program to help develop your team’s problem solving skills and strategies or as part of a large learning and development program. External coaches can also be an important part of your problem solving strategy, filling skills gaps for your management team or helping with specific business issues.

Now we’ve explored the problem solving process and the steps you will want to go through in order to have an effective session, let’s look at the skills you and your team need to be more effective problem solvers.

Problem solving skills are highly sought after, whatever industry or team you work in. Organizations are keen to employ people who are able to approach problems thoughtfully and find strong, realistic solutions. Whether you are a facilitator , a team leader or a developer, being an effective problem solver is a skill you’ll want to develop.

Problem solving skills form a whole suite of techniques and approaches that an individual uses to not only identify problems but to discuss them productively before then developing appropriate solutions.

Here are some of the most important problem solving skills everyone from executives to junior staff members should learn. We’ve also included an activity or exercise from the SessionLab library that can help you and your team develop that skill.

If you’re running a workshop or training session to try and improve problem solving skills in your team, try using these methods to supercharge your process!

Active listening

Active listening is one of the most important skills anyone who works with people can possess. In short, active listening is a technique used to not only better understand what is being said by an individual, but also to be more aware of the underlying message the speaker is trying to convey. When it comes to problem solving, active listening is integral for understanding the position of every participant and to clarify the challenges, ideas and solutions they bring to the table.

Some active listening skills include:

Paying complete attention to the speaker.
Removing distractions.
Avoid interruption.
Taking the time to fully understand before preparing a rebuttal.
Responding respectfully and appropriately.
Demonstrate attentiveness and positivity with an open posture, making eye contact with the speaker, smiling and nodding if appropriate. Show that you are listening and encourage them to continue.
Be aware of and respectful of feelings. Judge the situation and respond appropriately. You can disagree without being disrespectful.
Observe body language.
Paraphrase what was said in your own words, either mentally or verbally.
Remain neutral.
Reflect and take a moment before responding.
Ask deeper questions based on what is said and clarify points where necessary.

Active Listening #hyperisland #skills #active listening #remote-friendly This activity supports participants to reflect on a question and generate their own solutions using simple principles of active listening and peer coaching. It’s an excellent introduction to active listening but can also be used with groups that are already familiar with it. Participants work in groups of three and take turns being: “the subject”, the listener, and the observer.

Analytical skills

All problem solving models require strong analytical skills, particularly during the beginning of the process and when it comes to analyzing how solutions have performed.

Analytical skills are primarily focused on performing an effective analysis by collecting, studying and parsing data related to a problem or opportunity.

It often involves spotting patterns, being able to see things from different perspectives and using observable facts and data to make suggestions or produce insight.

Analytical skills are also important at every stage of the problem solving process and by having these skills, you can ensure that any ideas or solutions you create or backed up analytically and have been sufficiently thought out.

Nine Whys #innovation #issue analysis #liberating structures With breathtaking simplicity, you can rapidly clarify for individuals and a group what is essentially important in their work. You can quickly reveal when a compelling purpose is missing in a gathering and avoid moving forward without clarity. When a group discovers an unambiguous shared purpose, more freedom and more responsibility are unleashed. You have laid the foundation for spreading and scaling innovations with fidelity.

Collaboration

Trying to solve problems on your own is difficult. Being able to collaborate effectively, with a free exchange of ideas, to delegate and be a productive member of a team is hugely important to all problem solving strategies.

Remember that whatever your role, collaboration is integral, and in a problem solving process, you are all working together to find the best solution for everyone.

Marshmallow challenge with debriefing #teamwork #team #leadership #collaboration In eighteen minutes, teams must build the tallest free-standing structure out of 20 sticks of spaghetti, one yard of tape, one yard of string, and one marshmallow. The marshmallow needs to be on top. The Marshmallow Challenge was developed by Tom Wujec, who has done the activity with hundreds of groups around the world. Visit the Marshmallow Challenge website for more information. This version has an extra debriefing question added with sample questions focusing on roles within the team.

Communication

Being an effective communicator means being empathetic, clear and succinct, asking the right questions, and demonstrating active listening skills throughout any discussion or meeting.

In a problem solving setting, you need to communicate well in order to progress through each stage of the process effectively. As a team leader, it may also fall to you to facilitate communication between parties who may not see eye to eye. Effective communication also means helping others to express themselves and be heard in a group.

Bus Trip #feedback #communication #appreciation #closing #thiagi #team This is one of my favourite feedback games. I use Bus Trip at the end of a training session or a meeting, and I use it all the time. The game creates a massive amount of energy with lots of smiles, laughs, and sometimes even a teardrop or two.

Creative problem solving skills can be some of the best tools in your arsenal. Thinking creatively, being able to generate lots of ideas and come up with out of the box solutions is useful at every step of the process.

The kinds of problems you will likely discuss in a problem solving workshop are often difficult to solve, and by approaching things in a fresh, creative manner, you can often create more innovative solutions.

Having practical creative skills is also a boon when it comes to problem solving. If you can help create quality design sketches and prototypes in record time, it can help bring a team to alignment more quickly or provide a base for further iteration.

The paper clip method #sharing #creativity #warm up #idea generation #brainstorming The power of brainstorming. A training for project leaders, creativity training, and to catalyse getting new solutions.

Critical thinking

Critical thinking is one of the fundamental problem solving skills you’ll want to develop when working on developing solutions. Critical thinking is the ability to analyze, rationalize and evaluate while being aware of personal bias, outlying factors and remaining open-minded.

Defining and analyzing problems without deploying critical thinking skills can mean you and your team go down the wrong path. Developing solutions to complex issues requires critical thinking too – ensuring your team considers all possibilities and rationally evaluating them.

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.

Data analysis

Though it shares lots of space with general analytical skills, data analysis skills are something you want to cultivate in their own right in order to be an effective problem solver.

Being good at data analysis doesn’t just mean being able to find insights from data, but also selecting the appropriate data for a given issue, interpreting it effectively and knowing how to model and present that data. Depending on the problem at hand, it might also include a working knowledge of specific data analysis tools and procedures.

Having a solid grasp of data analysis techniques is useful if you’re leading a problem solving workshop but if you’re not an expert, don’t worry. Bring people into the group who has this skill set and help your team be more effective as a result.

Decision making

All problems need a solution and all solutions require that someone make the decision to implement them. Without strong decision making skills, teams can become bogged down in discussion and less effective as a result.

Making decisions is a key part of the problem solving process. It’s important to remember that decision making is not restricted to the leadership team. Every staff member makes decisions every day and developing these skills ensures that your team is able to solve problems at any scale. Remember that making decisions does not mean leaping to the first solution but weighing up the options and coming to an informed, well thought out solution to any given problem that works for the whole team.

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

Dependability

Most complex organizational problems require multiple people to be involved in delivering the solution. Ensuring that the team and organization can depend on you to take the necessary actions and communicate where necessary is key to ensuring problems are solved effectively.

Being dependable also means working to deadlines and to brief. It is often a matter of creating trust in a team so that everyone can depend on one another to complete the agreed actions in the agreed time frame so that the team can move forward together. Being undependable can create problems of friction and can limit the effectiveness of your solutions so be sure to bear this in mind throughout a project.

Team Purpose & Culture #team #hyperisland #culture #remote-friendly This is an essential process designed to help teams define their purpose (why they exist) and their culture (how they work together to achieve that purpose). Defining these two things will help any team to be more focused and aligned. With support of tangible examples from other companies, the team members work as individuals and a group to codify the way they work together. The goal is a visual manifestation of both the purpose and culture that can be put up in the team’s work space.

Emotional intelligence

Emotional intelligence is an important skill for any successful team member, whether communicating internally or with clients or users. In the problem solving process, emotional intelligence means being attuned to how people are feeling and thinking, communicating effectively and being self-aware of what you bring to a room.

There are often differences of opinion when working through problem solving processes, and it can be easy to let things become impassioned or combative. Developing your emotional intelligence means being empathetic to your colleagues and managing your own emotions throughout the problem and solution process. Be kind, be thoughtful and put your points across care and attention.

Being emotionally intelligent is a skill for life and by deploying it at work, you can not only work efficiently but empathetically. Check out the emotional culture workshop template for more!

Facilitation

As we’ve clarified in our facilitation skills post, facilitation is the art of leading people through processes towards agreed-upon objectives in a manner that encourages participation, ownership, and creativity by all those involved. While facilitation is a set of interrelated skills in itself, the broad definition of facilitation can be invaluable when it comes to problem solving. Leading a team through a problem solving process is made more effective if you improve and utilize facilitation skills – whether you’re a manager, team leader or external stakeholder.

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.

Flexibility

Being flexible is a vital skill when it comes to problem solving. This does not mean immediately bowing to pressure or changing your opinion quickly: instead, being flexible is all about seeing things from new perspectives, receiving new information and factoring it into your thought process.

Flexibility is also important when it comes to rolling out solutions. It might be that other organizational projects have greater priority or require the same resources as your chosen solution. Being flexible means understanding needs and challenges across the team and being open to shifting or arranging your own schedule as necessary. Again, this does not mean immediately making way for other projects. It’s about articulating your own needs, understanding the needs of others and being able to come to a meaningful compromise.

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.

Working in any group can lead to unconscious elements of groupthink or situations in which you may not wish to be entirely honest. Disagreeing with the opinions of the executive team or wishing to save the feelings of a coworker can be tricky to navigate, but being honest is absolutely vital when to comes to developing effective solutions and ensuring your voice is heard.

Remember that being honest does not mean being brutally candid. You can deliver your honest feedback and opinions thoughtfully and without creating friction by using other skills such as emotional intelligence.

Explore your Values #hyperisland #skills #values #remote-friendly Your Values is an exercise for participants to explore what their most important values are. It’s done in an intuitive and rapid way to encourage participants to follow their intuitive feeling rather than over-thinking and finding the “correct” values. It is a good exercise to use to initiate reflection and dialogue around personal values.

Initiative

The problem solving process is multi-faceted and requires different approaches at certain points of the process. Taking initiative to bring problems to the attention of the team, collect data or lead the solution creating process is always valuable. You might even roadtest your own small scale solutions or brainstorm before a session. Taking initiative is particularly effective if you have good deal of knowledge in that area or have ownership of a particular project and want to get things kickstarted.

That said, be sure to remember to honor the process and work in service of the team. If you are asked to own one part of the problem solving process and you don’t complete that task because your initiative leads you to work on something else, that’s not an effective method of solving business challenges.

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.

Impartiality

A particularly useful problem solving skill for product owners or managers is the ability to remain impartial throughout much of the process. In practice, this means treating all points of view and ideas brought forward in a meeting equally and ensuring that your own areas of interest or ownership are not favored over others.

There may be a stage in the process where a decision maker has to weigh the cost and ROI of possible solutions against the company roadmap though even then, ensuring that the decision made is based on merit and not personal opinion.

Empathy map #frame insights #create #design #issue analysis An empathy map is a tool to help a design team to empathize with the people they are designing for. You can make an empathy map for a group of people or for a persona. To be used after doing personas when more insights are needed.

Being a good leader means getting a team aligned, energized and focused around a common goal. In the problem solving process, strong leadership helps ensure that the process is efficient, that any conflicts are resolved and that a team is managed in the direction of success.

It’s common for managers or executives to assume this role in a problem solving workshop, though it’s important that the leader maintains impartiality and does not bulldoze the group in a particular direction. Remember that good leadership means working in service of the purpose and team and ensuring the workshop is a safe space for employees of any level to contribute. Take a look at our leadership games and activities post for more exercises and methods to help improve leadership in your organization.

Leadership Pizza #leadership #team #remote-friendly This leadership development activity offers a self-assessment framework for people to first identify what skills, attributes and attitudes they find important for effective leadership, and then assess their own development and initiate goal setting.

In the context of problem solving, mediation is important in keeping a team engaged, happy and free of conflict. When leading or facilitating a problem solving workshop, you are likely to run into differences of opinion. Depending on the nature of the problem, certain issues may be brought up that are emotive in nature.

Being an effective mediator means helping those people on either side of such a divide are heard, listen to one another and encouraged to find common ground and a resolution. Mediating skills are useful for leaders and managers in many situations and the problem solving process is no different.

Conflict Responses #hyperisland #team #issue resolution A workshop for a team to reflect on past conflicts, and use them to generate guidelines for effective conflict handling. The workshop uses the Thomas-Killman model of conflict responses to frame a reflective discussion. Use it to open up a discussion around conflict with a team.

Planning

Solving organizational problems is much more effective when following a process or problem solving model. Planning skills are vital in order to structure, deliver and follow-through on a problem solving workshop and ensure your solutions are intelligently deployed.

Planning skills include the ability to organize tasks and a team, plan and design the process and take into account any potential challenges. Taking the time to plan carefully can save time and frustration later in the process and is valuable for ensuring a team is positioned for success.

3 Action Steps #hyperisland #action #remote-friendly This is a small-scale strategic planning session that helps groups and individuals to take action toward a desired change. It is often used at the end of a workshop or programme. The group discusses and agrees on a vision, then creates some action steps that will lead them towards that vision. The scope of the challenge is also defined, through discussion of the helpful and harmful factors influencing the group.

Prioritization

As organisations grow, the scale and variation of problems they face multiplies. Your team or is likely to face numerous challenges in different areas and so having the skills to analyze and prioritize becomes very important, particularly for those in leadership roles.

A thorough problem solving process is likely to deliver multiple solutions and you may have several different problems you wish to solve simultaneously. Prioritization is the ability to measure the importance, value, and effectiveness of those possible solutions and choose which to enact and in what order. The process of prioritization is integral in ensuring the biggest challenges are addressed with the most impactful solutions.

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.

Project management

Some problem solving skills are utilized in a workshop or ideation phases, while others come in useful when it comes to decision making. Overseeing an entire problem solving process and ensuring its success requires strong project management skills.

While project management incorporates many of the other skills listed here, it is important to note the distinction of considering all of the factors of a project and managing them successfully. Being able to negotiate with stakeholders, manage tasks, time and people, consider costs and ROI, and tie everything together is massively helpful when going through the problem solving process.

Record keeping

Working out meaningful solutions to organizational challenges is only one part of the process. Thoughtfully documenting and keeping records of each problem solving step for future consultation is important in ensuring efficiency and meaningful change.

For example, some problems may be lower priority than others but can be revisited in the future. If the team has ideated on solutions and found some are not up to the task, record those so you can rule them out and avoiding repeating work. Keeping records of the process also helps you improve and refine your problem solving model next time around!

Personal Kanban #gamestorming #action #agile #project planning Personal Kanban is a tool for organizing your work to be more efficient and productive. It is based on agile methods and principles.

Research skills

Conducting research to support both the identification of problems and the development of appropriate solutions is important for an effective process. Knowing where to go to collect research, how to conduct research efficiently, and identifying pieces of research are relevant are all things a good researcher can do well.

In larger groups, not everyone has to demonstrate this ability in order for a problem solving workshop to be effective. That said, having people with research skills involved in the process, particularly if they have existing area knowledge, can help ensure the solutions that are developed with data that supports their intention. Remember that being able to deliver the results of research efficiently and in a way the team can easily understand is also important. The best data in the world is only as effective as how it is delivered and interpreted.

Customer experience map #ideation #concepts #research #design #issue analysis #remote-friendly Customer experience mapping is a method of documenting and visualizing the experience a customer has as they use the product or service. It also maps out their responses to their experiences. To be used when there is a solution (even in a conceptual stage) that can be analyzed.

Risk management

Managing risk is an often overlooked part of the problem solving process. Solutions are often developed with the intention of reducing exposure to risk or solving issues that create risk but sometimes, great solutions are more experimental in nature and as such, deploying them needs to be carefully considered.

Managing risk means acknowledging that there may be risks associated with more out of the box solutions or trying new things, but that this must be measured against the possible benefits and other organizational factors.

Be informed, get the right data and stakeholders in the room and you can appropriately factor risk into your decision making process.

Decisions, Decisions… #communication #decision making #thiagi #action #issue analysis When it comes to decision-making, why are some of us more prone to take risks while others are risk-averse? One explanation might be the way the decision and options were presented. This exercise, based on Kahneman and Tversky’s classic study , illustrates how the framing effect influences our judgement and our ability to make decisions . The participants are divided into two groups. Both groups are presented with the same problem and two alternative programs for solving them. The two programs both have the same consequences but are presented differently. The debriefing discussion examines how the framing of the program impacted the participant’s decision.

Team-building

No single person is as good at problem solving as a team. Building an effective team and helping them come together around a common purpose is one of the most important problem solving skills, doubly so for leaders. By bringing a team together and helping them work efficiently, you pave the way for team ownership of a problem and the development of effective solutions.

In a problem solving workshop, it can be tempting to jump right into the deep end, though taking the time to break the ice, energize the team and align them with a game or exercise will pay off over the course of the day.

Remember that you will likely go through the problem solving process multiple times over an organization’s lifespan and building a strong team culture will make future problem solving more effective. It’s also great to work with people you know, trust and have fun with. Working on team building in and out of the problem solving process is a hallmark of successful teams that can work together to solve business problems.

9 Dimensions Team Building Activity #ice breaker #teambuilding #team #remote-friendly 9 Dimensions is a powerful activity designed to build relationships and trust among team members. There are 2 variations of this icebreaker. The first version is for teams who want to get to know each other better. The second version is for teams who want to explore how they are working together as a team.

Time management

The problem solving process is designed to lead a team from identifying a problem through to delivering a solution and evaluating its effectiveness. Without effective time management skills or timeboxing of tasks, it can be easy for a team to get bogged down or be inefficient.

By using a problem solving model and carefully designing your workshop, you can allocate time efficiently and trust that the process will deliver the results you need in a good timeframe.

Time management also comes into play when it comes to rolling out solutions, particularly those that are experimental in nature. Having a clear timeframe for implementing and evaluating solutions is vital for ensuring their success and being able to pivot if necessary.

Improving your skills at problem solving is often a career-long pursuit though there are methods you can use to make the learning process more efficient and to supercharge your problem solving skillset.

Remember that the skills you need to be a great problem solver have a large overlap with those skills you need to be effective in any role. Investing time and effort to develop your active listening or critical thinking skills is valuable in any context. Here are 7 ways to improve your problem solving skills.

Share best practices

Remember that your team is an excellent source of skills, wisdom, and techniques and that you should all take advantage of one another where possible. Best practices that one team has for solving problems, conducting research or making decisions should be shared across the organization. If you have in-house staff that have done active listening training or are data analysis pros, have them lead a training session.

Your team is one of your best resources. Create space and internal processes for the sharing of skills so that you can all grow together.

Ask for help and attend training

Once you’ve figured out you have a skills gap, the next step is to take action to fill that skills gap. That might be by asking your superior for training or coaching, or liaising with team members with that skill set. You might even attend specialized training for certain skills – active listening or critical thinking, for example, are business-critical skills that are regularly offered as part of a training scheme.

Whatever method you choose, remember that taking action of some description is necessary for growth. Whether that means practicing, getting help, attending training or doing some background reading, taking active steps to improve your skills is the way to go.

Learn a process

Problem solving can be complicated, particularly when attempting to solve large problems for the first time. Using a problem solving process helps give structure to your problem solving efforts and focus on creating outcomes, rather than worrying about the format.

Tools such as the seven-step problem solving process above are effective because not only do they feature steps that will help a team solve problems, they also develop skills along the way. Each step asks for people to engage with the process using different skills and in doing so, helps the team learn and grow together. Group processes of varying complexity and purpose can also be found in the SessionLab library of facilitation techniques . Using a tried and tested process and really help ease the learning curve for both those leading such a process, as well as those undergoing the purpose.

Effective teams make decisions about where they should and shouldn’t expend additional effort. By using a problem solving process, you can focus on the things that matter, rather than stumbling towards a solution haphazardly.

Create a feedback loop

Some skills gaps are more obvious than others. It’s possible that your perception of your active listening skills differs from those of your colleagues.

It’s valuable to create a system where team members can provide feedback in an ordered and friendly manner so they can all learn from one another. Only by identifying areas of improvement can you then work to improve them.

Remember that feedback systems require oversight and consideration so that they don’t turn into a place to complain about colleagues. Design the system intelligently so that you encourage the creation of learning opportunities, rather than encouraging people to list their pet peeves.

While practice might not make perfect, it does make the problem solving process easier. If you are having trouble with critical thinking, don’t shy away from doing it. Get involved where you can and stretch those muscles as regularly as possible.

Problem solving skills come more naturally to some than to others and that’s okay. Take opportunities to get involved and see where you can practice your skills in situations outside of a workshop context. Try collaborating in other circumstances at work or conduct data analysis on your own projects. You can often develop those skills you need for problem solving simply by doing them. Get involved!

Use expert exercises and methods

Learn from the best. Our library of 700+ facilitation techniques is full of activities and methods that help develop the skills you need to be an effective problem solver. Check out our templates to see how to approach problem solving and other organizational challenges in a structured and intelligent manner.

There is no single approach to improving problem solving skills, but by using the techniques employed by others you can learn from their example and develop processes that have seen proven results.

Try new ways of thinking and change your mindset

Using tried and tested exercises that you know well can help deliver results, but you do run the risk of missing out on the learning opportunities offered by new approaches. As with the problem solving process, changing your mindset can remove blockages and be used to develop your problem solving skills.

Most teams have members with mixed skill sets and specialties. Mix people from different teams and share skills and different points of view. Teach your customer support team how to use design thinking methods or help your developers with conflict resolution techniques. Try switching perspectives with facilitation techniques like Flip It! or by using new problem solving methodologies or models. Give design thinking, liberating structures or lego serious play a try if you want to try a new approach. You will find that framing problems in new ways and using existing skills in new contexts can be hugely useful for personal development and improving your skillset. It’s also a lot of fun to try new things. Give it a go!

Encountering business challenges and needing to find appropriate solutions is not unique to your organization. Lots of very smart people have developed methods, theories and approaches to help develop problem solving skills and create effective solutions. Learn from them!

Books like The Art of Thinking Clearly , Think Smarter, or Thinking Fast, Thinking Slow are great places to start, though it’s also worth looking at blogs related to organizations facing similar problems to yours, or browsing for success stories. Seeing how Dropbox massively increased growth and working backward can help you see the skills or approach you might be lacking to solve that same problem. Learning from others by reading their stories or approaches can be time-consuming but ultimately rewarding.

A tired, distracted mind is not in the best position to learn new skills. It can be tempted to burn the candle at both ends and develop problem solving skills outside of work. Absolutely use your time effectively and take opportunities for self-improvement, though remember that rest is hugely important and that without letting your brain rest, you cannot be at your most effective.

Creating distance between yourself and the problem you might be facing can also be useful. By letting an idea sit, you can find that a better one presents itself or you can develop it further. Take regular breaks when working and create a space for downtime. Remember that working smarter is preferable to working harder and that self-care is important for any effective learning or improvement process.

Want to design better group processes?

Over to you

Now we’ve explored some of the key problem solving skills and the problem solving steps necessary for an effective process, you’re ready to begin developing more effective solutions and leading problem solving workshops.

Need more inspiration? Check out our post on problem solving activities you can use when guiding a group towards a great solution in your next workshop or meeting. Have questions? Did you have a great problem solving technique you use with your team? Get in touch in the comments below. We’d love to chat!

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10 Problem-solving strategies to turn challenges on their head

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What is an example of problem-solving?

What are the 5 steps to problem-solving, 10 effective problem-solving strategies, what skills do efficient problem solvers have, how to improve your problem-solving skills.

Problems come in all shapes and sizes — from workplace conflict to budget cuts.

Creative problem-solving is one of the most in-demand skills in all roles and industries. It can boost an organization’s human capital and give it a competitive edge.

Problem-solving strategies are ways of approaching problems that can help you look beyond the obvious answers and find the best solution to your problem .

Let’s take a look at a five-step problem-solving process and how to combine it with proven problem-solving strategies. This will give you the tools and skills to solve even your most complex problems.

Good problem-solving is an essential part of the decision-making process . To see what a problem-solving process might look like in real life, let’s take a common problem for SaaS brands — decreasing customer churn rates.

To solve this problem, the company must first identify it. In this case, the problem is that the churn rate is too high.

Next, they need to identify the root causes of the problem. This could be anything from their customer service experience to their email marketing campaigns. If there are several problems, they will need a separate problem-solving process for each one.

Let’s say the problem is with email marketing — they’re not nurturing existing customers. Now that they’ve identified the problem, they can start using problem-solving strategies to look for solutions.

This might look like coming up with special offers, discounts, or bonuses for existing customers. They need to find ways to remind them to use their products and services while providing added value. This will encourage customers to keep paying their monthly subscriptions.

They might also want to add incentives, such as access to a premium service at no extra cost after 12 months of membership. They could publish blog posts that help their customers solve common problems and share them as an email newsletter.

The company should set targets and a time frame in which to achieve them. This will allow leaders to measure progress and identify which actions yield the best results.

Perhaps you’ve got a problem you need to tackle. Or maybe you want to be prepared the next time one arises. Either way, it’s a good idea to get familiar with the five steps of problem-solving.

Use this step-by-step problem-solving method with the strategies in the following section to find possible solutions to your problem.

1. Identify the problem

The first step is to know which problem you need to solve. Then, you need to find the root cause of the problem.

The best course of action is to gather as much data as possible, speak to the people involved, and separate facts from opinions.

Once this is done, formulate a statement that describes the problem. Use rational persuasion to make sure your team agrees .

2. Break the problem down

Identifying the problem allows you to see which steps need to be taken to solve it.

First, break the problem down into achievable blocks. Then, use strategic planning to set a time frame in which to solve the problem and establish a timeline for the completion of each stage.

3. Generate potential solutions

At this stage, the aim isn’t to evaluate possible solutions but to generate as many ideas as possible.

Encourage your team to use creative thinking and be patient — the best solution may not be the first or most obvious one.

Use one or more of the different strategies in the following section to help come up with solutions — the more creative, the better.

4. Evaluate the possible solutions

Once you’ve generated potential solutions, narrow them down to a shortlist. Then, evaluate the options on your shortlist.

There are usually many factors to consider. So when evaluating a solution, ask yourself the following questions:

Will my team be on board with the proposition?
Does the solution align with organizational goals ?
Is the solution likely to achieve the desired outcomes?
Is the solution realistic and possible with current resources and constraints?
Will the solution solve the problem without causing additional unintended problems?

woman-helping-her-colleague-problem-solving-strategies

5. Implement and monitor the solutions

Once you’ve identified your solution and got buy-in from your team, it’s time to implement it.

But the work doesn’t stop there. You need to monitor your solution to see whether it actually solves your problem.

Request regular feedback from the team members involved and have a monitoring and evaluation plan in place to measure progress.

If the solution doesn’t achieve your desired results, start this step-by-step process again.

There are many different ways to approach problem-solving. Each is suitable for different types of problems.

The most appropriate problem-solving techniques will depend on your specific problem. You may need to experiment with several strategies before you find a workable solution.

Here are 10 effective problem-solving strategies for you to try:

Use a solution that worked before
Brainstorming
Work backward
Use the Kipling method
Draw the problem
Use trial and error
Sleep on it
Get advice from your peers
Use the Pareto principle
Add successful solutions to your toolkit

Let’s break each of these down.

1. Use a solution that worked before

It might seem obvious, but if you’ve faced similar problems in the past, look back to what worked then. See if any of the solutions could apply to your current situation and, if so, replicate them.

2. Brainstorming

The more people you enlist to help solve the problem, the more potential solutions you can come up with.

Use different brainstorming techniques to workshop potential solutions with your team. They’ll likely bring something you haven’t thought of to the table.

3. Work backward

Working backward is a way to reverse engineer your problem. Imagine your problem has been solved, and make that the starting point.

Then, retrace your steps back to where you are now. This can help you see which course of action may be most effective.

4. Use the Kipling method

This is a method that poses six questions based on Rudyard Kipling’s poem, “ I Keep Six Honest Serving Men .”

What is the problem?
Why is the problem important?
When did the problem arise, and when does it need to be solved?
How did the problem happen?
Where is the problem occurring?
Who does the problem affect?

Answering these questions can help you identify possible solutions.

5. Draw the problem

Sometimes it can be difficult to visualize all the components and moving parts of a problem and its solution. Drawing a diagram can help.

This technique is particularly helpful for solving process-related problems. For example, a product development team might want to decrease the time they take to fix bugs and create new iterations. Drawing the processes involved can help you see where improvements can be made.

woman-drawing-mind-map-problem-solving-strategies

6. Use trial-and-error

A trial-and-error approach can be useful when you have several possible solutions and want to test them to see which one works best.

7. Sleep on it

Finding the best solution to a problem is a process. Remember to take breaks and get enough rest . Sometimes, a walk around the block can bring inspiration, but you should sleep on it if possible.

A good night’s sleep helps us find creative solutions to problems. This is because when you sleep, your brain sorts through the day’s events and stores them as memories. This enables you to process your ideas at a subconscious level.

If possible, give yourself a few days to develop and analyze possible solutions. You may find you have greater clarity after sleeping on it. Your mind will also be fresh, so you’ll be able to make better decisions.

8. Get advice from your peers

Getting input from a group of people can help you find solutions you may not have thought of on your own.

For solo entrepreneurs or freelancers, this might look like hiring a coach or mentor or joining a mastermind group.

For leaders , it might be consulting other members of the leadership team or working with a business coach .

It’s important to recognize you might not have all the skills, experience, or knowledge necessary to find a solution alone.

9. Use the Pareto principle

The Pareto principle — also known as the 80/20 rule — can help you identify possible root causes and potential solutions for your problems.

Although it’s not a mathematical law, it’s a principle found throughout many aspects of business and life. For example, 20% of the sales reps in a company might close 80% of the sales.

You may be able to narrow down the causes of your problem by applying the Pareto principle. This can also help you identify the most appropriate solutions.

10. Add successful solutions to your toolkit

Every situation is different, and the same solutions might not always work. But by keeping a record of successful problem-solving strategies, you can build up a solutions toolkit.

These solutions may be applicable to future problems. Even if not, they may save you some of the time and work needed to come up with a new solution.

three-colleagues-looking-at-computer-problem-solving-strategies

Improving problem-solving skills is essential for professional development — both yours and your team’s. Here are some of the key skills of effective problem solvers:

Critical thinking and analytical skills
Communication skills , including active listening
Decision-making
Planning and prioritization
Emotional intelligence , including empathy and emotional regulation
Time management
Data analysis
Research skills
Project management

And they see problems as opportunities. Everyone is born with problem-solving skills. But accessing these abilities depends on how we view problems. Effective problem-solvers see problems as opportunities to learn and improve.

Ready to work on your problem-solving abilities? Get started with these seven tips.

1. Build your problem-solving skills

One of the best ways to improve your problem-solving skills is to learn from experts. Consider enrolling in organizational training , shadowing a mentor , or working with a coach .

2. Practice

Practice using your new problem-solving skills by applying them to smaller problems you might encounter in your daily life.

Alternatively, imagine problematic scenarios that might arise at work and use problem-solving strategies to find hypothetical solutions.

3. Don’t try to find a solution right away

Often, the first solution you think of to solve a problem isn’t the most appropriate or effective.

Instead of thinking on the spot, give yourself time and use one or more of the problem-solving strategies above to activate your creative thinking.

two-colleagues-talking-at-corporate-event-problem-solving-strategies

4. Ask for feedback

Receiving feedback is always important for learning and growth. Your perception of your problem-solving skills may be different from that of your colleagues. They can provide insights that help you improve.

5. Learn new approaches and methodologies

There are entire books written about problem-solving methodologies if you want to take a deep dive into the subject.

We recommend starting with “ Fixed — How to Perfect the Fine Art of Problem Solving ” by Amy E. Herman.

6. Experiment

Tried-and-tested problem-solving techniques can be useful. However, they don’t teach you how to innovate and develop your own problem-solving approaches.

Sometimes, an unconventional approach can lead to the development of a brilliant new idea or strategy. So don’t be afraid to suggest your most “out there” ideas.

7. Analyze the success of your competitors

Do you have competitors who have already solved the problem you’re facing? Look at what they did, and work backward to solve your own problem.

For example, Netflix started in the 1990s as a DVD mail-rental company. Its main competitor at the time was Blockbuster.

But when streaming became the norm in the early 2000s, both companies faced a crisis. Netflix innovated, unveiling its streaming service in 2007.

If Blockbuster had followed Netflix’s example, it might have survived. Instead, it declared bankruptcy in 2010.

Use problem-solving strategies to uplevel your business

When facing a problem, it’s worth taking the time to find the right solution.

Otherwise, we risk either running away from our problems or headlong into solutions. When we do this, we might miss out on other, better options.

Use the problem-solving strategies outlined above to find innovative solutions to your business’ most perplexing problems.

If you’re ready to take problem-solving to the next level, request a demo with BetterUp . Our expert coaches specialize in helping teams develop and implement strategies that work.

Boost your productivity

Maximize your time and productivity with strategies from our expert coaches.

Elizabeth Perry, ACC

Elizabeth Perry is a Coach Community Manager at BetterUp. She uses strategic engagement strategies to cultivate a learning community across a global network of Coaches through in-person and virtual experiences, technology-enabled platforms, and strategic coaching industry partnerships. With over 3 years of coaching experience and a certification in transformative leadership and life coaching from Sofia University, Elizabeth leverages transpersonal psychology expertise to help coaches and clients gain awareness of their behavioral and thought patterns, discover their purpose and passions, and elevate their potential. She is a lifelong student of psychology, personal growth, and human potential as well as an ICF-certified ACC transpersonal life and leadership Coach.

8 creative solutions to your most challenging problems

5 problem-solving questions to prepare you for your next interview, what are metacognitive skills examples in everyday life, what is lateral thinking 7 techniques to encourage creative ideas, 31 examples of problem solving performance review phrases, learn what process mapping is and how to create one (+ examples), leadership activities that encourage employee engagement, can dreams help you solve problems 6 ways to try, how much do distractions cost 8 effects of lack of focus, similar articles, the pareto principle: how the 80/20 rule can help you do more with less, thinking outside the box: 8 ways to become a creative problem solver, experimentation brings innovation: create an experimental workplace, effective problem statements have these 5 components, contingency planning: 4 steps to prepare for the unexpected, stay connected with betterup, get our newsletter, event invites, plus product insights and research..

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

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16 Min Read

Got Challenges with Your Problem-Solving Process? Are You Frustrated?

prob·lem-solv·ing noun

-the process of finding solutions to difficult or complex issues.

It sounds so simple, doesn’t it?

But in reality problem-solving is hard. It’s almost always more complex than it seems. That’s why problem-solving can be so frustrating sometimes. You can feel like you’re spinning your wheels, arguing in circles, or just failing to find answers that actually work.

And when you’ve got a group working on a problem, it can get even muddier …differences of opinions, viewpoints colored by different backgrounds, history, life experiences, you name it. We’re all looking at life and work from different angles, and that often means disagreement. Sometimes sharp disagreement.

That human element, figuring out how to take ourselves out of the equation and make solid, fact-based decisions , is precisely why there’s been so much written on problem-solving. Which creates its own set of problems.

Whose method is best? How can you possibly sift through them all? Are we to have one person complete the entire problem-solving process by themselves or rely on a larger team to find answers to our most vexing challenges in the workplace ?

Today, we’re going to make sense of it all. We’ll take a close look at nine top problem-solving methods. Then we’ll grab the best elements of all of them to give you a process that will have your team solving problems faster, with better results , and maybe with less sharp disagreement.

Ready to dive in?

9 Profitable Problem-Solving Techniques and Methods

A helpful bit of advice here is to reassure people that you aren’t here to identify the person that caused the problem . You’re working to surface the issue, solve it and make sure it doesn’t happen again, regardless of the person working on the process. It can’t be understated how important it is to continually reassure people of this so that you get unfiltered access to information.

Without this, people will often hide things to protect themselves . After all, nobody wants to look bad, do they?

With that said, let’s get started…

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

Clarify : Explore the vision, gather data, and formulate questions.
Ideate : This stage should use brainstorming to generate divergent thinking and ideas rather than the random ideas normally associated with brainstorming.
Develop : Formulate solutions as part of an overall plan.
Implement : Put the plan into practice and communicate it to all parties.

Source: http://www.davidcooperrider.com/ai-process/

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

Discovery (fact-finding)
Dream (visioning the future)
Design (strategic purpose)
Destiny (continuous improvement)

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

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

The vehicle will not start. (the problem)

Why? – The battery is dead. (First why)
Why? – The alternator is not functioning. (Second why)
Why? – The alternator belt has broken. (Third why)
Why? – The alternator belt was well beyond its useful service life and not replaced. (Fourth why)
Why? – The vehicle was not maintained according to the recommended service schedule. (Fifth why, a root cause)

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

Define : Clearly laying out the problem and soliciting feedback from those who are customers of the process is necessary to starting off on the right foot.
Measure : Quantifying the current state of the problem is a key to measuring how well the fix performed once it was implemented.
Analyze : Finding out the root cause of the problem (see number 5 “Root Cause Analysis” below) is one of the hardest and least explored steps of Six Sigma.
Improve : Crafting, executing, and testing the solution for measureable improvement is key. What doesn’t get implemented and measured really won’t make a difference.
Control : Sustaining the fix through a monitoring plan will ensure things continue to stay on track rather than being a short-lived solution.

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

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

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

Plan : Establish goals and objectives at the outset to gain agreement . It’s best to start on a small scale in order to test results and get a quick win.
Do : This step is all about the implementation and execution of the solution .
Check : Study and compare actual to expected results. Chart this data to identify trends.
Act/Adjust : If the check phase showed different results, then adjust accordingly . If worse than expected, then try another fix. If the same or better than expected, then use that as the new baseline for future improvements.

Prepare and Plan : Collecting initial information from the team and preparing your approach to the process is a necessary first step.
Form a Team : Select a cross-functional team of people, one leader to run meetings and the process, and one champion/sponsor who will be the final decision-maker.
Describe the Problem : Using inductive and deductive reasoning approaches , lay out the precise issue to be corrected.
Interim Containment Action : Determine if an interim solution needs to be implemented or if it can wait until the final fix is firmed up. If necessary, the interim action is usually removed once the permanent solution is ready for implementation.
Root Cause Analysis and Escape Point : Finding the root of the issue and where in the process it could’ve been found but was not will help identify where and why the issue happened.
Permanent Corrective Action : Incorporating key criteria into the solution, including requirements and wants, will help ensure buy-in from the team and your champion.
Implement and Validate the Permanent Corrective Action : Measuring results from the fix implemented validates it or sends the team back to the drawing board to identity a more robust solution.
Prevent Recurrence : Updating work procedure documents and regular communication about the changes are important to keep old habits in check.
Closure and Team Celebration : Taking time to praise the team for their efforts in resolving the problem acknowledges the part each person played and offers a way to move forward.

Identify the Problem : Take time to understand the situation and define a scope and limitations before moving forward.
Gather Information : Uncover facts, assumptions, and opinions about the problem, and challenge them to get to the truth.
Five screening items should be questioned. Is it feasible, acceptable, distinguishable, and complete?
Evaluation criteria should have these 5 elements: short title, definition, unit of measure, benchmark, and formula.
Generate, Analyze, and Compare Possible Solutions : Most fixes are analyzed, but do you compare yours to one another as a final vetting method?
Choose a Solution and Implement : Put the fix into practice and follow up to ensure it is being followed consistently and having the desired effect.

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

Ask “What is going on?” : Define the impact of the problem and the aim of its solution.
Ask “What is success?” : Spell out the expected outcome, what should not be in fix, values to be considered, and how things will be evaluated.
Ask “What is the question?” : Tailor questions to the problem type. Valuable resources can be wasted asking questions that aren’t truly relevant to the issue.
Generate answers : Prioritize answers that are the most relevant to solutions, without excluding any suggestion to present to the decision-makers.
Forge the solution : Refine the raw list of prioritized fixes, looking for ways to combine them for a more powerful solution or eliminate fixes that don’t fit the evaluation criteria.
Align resources: Identify resources, team, and stakeholders needed to implement and maintain the solution.

Steal This Thorough 8-Step Problem-Solving Process

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

Dig Deep: Identify, Define, and Clarify the Issue

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

Dig Deeper: Root Cause Analysis

This part of the process involves identifying these three items :

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

Physical: Perhaps a part failed due to poor design or manufacturing.
Human error: A person either did something wrong or didn’t do what needed to be done.
Organizational: This one is mostly about a system, process, or policy that contributed to the error .

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

Produce a Variety of Solution Options

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

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

Fully Evaluate and Select Planned Fix(es)

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

High Cost/Low Impact: Implement these last, if at all, since t hey are expensive and won’t move the needle much .
Low Cost/Low Impact: These are cheap, but you won’t get much impact.
High Cost/High Impact: These can be used but should be second to the next category.
Low Cost/High Impact: Getting a solid “bang for your buck” is what these fixes are all about. Start with these first .

Document the Final Solution and What Success Looks Like

Successfully Sell and Execute the Fix

Rinse and Repeat: Evaluate, Monitor, and Follow Up

Collaborative Contingencies, Iteration, and Course Correction

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

14 Fruitful Resources and Exercises for Your Problem-Solving Journey

Want to test your problem-solving skills?

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

Still have a desire to discover more about solving problems? Check out these 14 articles and books…

The Lean Six Sigma Pocket Toolbook: A Quick Reference Guide to Nearly 100 Tools for Improving Quality and Speed

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

The American Society for Quality has a short article on how it’s important to focus on the problem before searching for a solution. Wondering if you are solving the right problems? Check out this Harvard Business Review article. Looking for a fun and easy problem-solving book that was written by a McKinsey consultant? Take a look!

If you want a deeper dive into the seven steps of Creative Problem Solving , see this article. Appreciative Inquiry has been proven effective in organizations ranging from Roadway Express and British Airways to the United Nations and the United States Navy. Review this book to join the positive revolution. The Seattle Police Department has put together nine case studies that you can practice solving . While they are about police work, they have practical application in the sleuthing of work-related problems. Need a resource to delve further into Root Cause Analysis? Look no further than this book for answers to your most vexing questions .

This solid case study illustrates the complexities of solving problems in business. Learn all about the “8Ds” with this concise primer. Need to reduce groupthink in your organization’s problem-solving process ? Check out this article from the Harvard Business Review.

Tim Hurson details his own Productive Thinking Model at great length in this book from the author. This simple five-step process will help you break down the problem, analyze it, prioritize solutions, and sell them internally.

Critical Thinking : A Beginner’s Guide To Critical Thinking, Better Decision Making, And Problem Solving!

Looking for assistance with your problem-solving process.

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

Originally published at www.initiative-one.com

The Power of Systemized Decision-Making with Dhiraj Rajaram CFO Weekly

Big companies need a better art of problem-solving. You can't simply rely on luck or intuition. Data and analytics must become your greatest allies in your decision-making process. However, it's not just about employing any tool you find; it's about finding the right tool for your needs. In the case of big companies, Dhiraj Rajaram has the solution. Dhiraj is the founder of Mu Sigma, where he leads the company's strategic direction. Before starting Mu Sigma, he gained experience at Booz Allen Hamilton and PwC. Dhiraj was listed in Fortune Magazine's "40 under 40" in 2011 and 2013. In 2012, Ernst and Young India honored him with the "Entrepreneur Of The Year India" award in the Services sector. Additionally, in early 2014, CNBC TV18 India Business Leaders Awards presented him with the Young Turk award. In this episode, we discuss: - The financial benefits of systemized decision-making - The art of problem-solving - Financial planning and optionality through analytics - The changing role of CFOs - AI and machine learning in finance

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Understanding Fire and Rescue Service Practices Through Problems and Problem-Solving Networks: An Analysis of a Critical Incident

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Published: 10 May 2024

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Lotta Vylund ORCID: orcid.org/0000-0002-7222-798X 1 , 2 ,
Tove Frykmer ORCID: orcid.org/0000-0002-4122-8437 3 ,
Margaret McNamee 4 &
Kerstin Eriksson ORCID: orcid.org/0000-0002-0494-0089 1

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This study explores how the Fire and Rescue Service can better prepare for solving complex problems in emergencies by using the concept of problems and problem-solving networks. Primary and secondary data from an extensive fire incident were analysed, including semi-structured interviews and incident assessment reports. Complex problems that arise during emergencies can be challenging to define, and solutions can be difficult to identify. However, this study demonstrates that breaking down complex problems into sub-problems can facilitate the identification of what kind of problem-solving network is needed to be able to solve problems in emergencies. Overall, this study contributes to a deeper understanding of the rationale behind problem-solving network in emergency situations and highlights the importance of relationships in problem-solving network to address complex problems during emergencies.

Avoid common mistakes on your manuscript.

1 Introduction

Emergency situations are often complex and dynamic events that require quick and effective responses to mitigate potential harm to individuals and societies. While many definitions of emergency exist (see e.g. [ 1 , 2 , 3 , 4 , 5 ]) in this paper we define emergency as situations characterised by a high level of uncertainty, unpredictability, and ambiguity. Under such conditions societal response challenges the ability of the Fire and Rescue Services (FRS), and other stakeholders, to solve the myriad of problems that can occur, e.g., fires, explosions, vehicle accidents, shootings. Problems that arise in emergencies often center around complex, or wicked, problems, i.e. those that are ambiguous, open-ended and, in some way, require the flexible adaptation of existing routines as part of their response [ 6 , 7 ]. These problems are difficult to define, and solutions can be hard to identify [ 8 , 9 ].

Solving complex problems requires a diversity of perspectives, skills, and knowledge and, therefore, a need for different emergency actors to come together and work towards a common goal [ 10 , 11 , 12 ]. This collaboration between emergency actors can be seen as taking place through networks, which can be helpful to quickly identify and access resources, share information, and coordinate efforts [ 13 , 14 , 15 , 16 , 17 , 18 , 19 ]. A network of inter-organisational relationships with the primary purpose of solving problems in a coordinated fashion can be defined as a Problem-Solving Network (PSN) [ 20 ]. Although previous studies have mentioned PSN, their usefulness in emergencies has only been briefly touched upon, as was confirmed by a search in the database Scopus. General research on emergency management networks describes a lack of knowledge of what the driving forces are behind network formation and development [ 15 ]. Therefore, studying the rationale behind the network formation and development can be important to fully understand the importance of PSN in emergencies and what drives the networks to form.

In this paper, the aim is to explore how problems and sub-problems can be used as a means to understand the rationale behind PSNs. Although complex problems present challenges in understanding and analysis, Head and Alford [ 6 ] posit that it is possible in most cases to break the complex problems down into sub-problems that could be easier to understand. The analysis of an emergency in terms of problems and sub-problems, and their associated PSN fits well with the idea of problem-solving in emergencies [ 21 ]. Further, such understanding can help the FRS to better prepare for complex problems by understanding what kind of sub-problems could be encountered and which network could or should be mobilised to solve those problems. In other words, we maintain that it is possible for the FRS to improve their ability to solve problems during incident response, by analysing and understanding how PSN are formed during specific events and learning from such analysis. To this end, we have performed a case study of a major explosion in Gothenburg, Sweden in 2021 [ 22 ]. The study involved identifying problems and sub-problems encountered during emergency response, along with the PSN formed around these sub-problems. To evaluate the incident and why the PSN was formed we have used a conceptual framework based on complexity theory.

2 Conceptual Framework

Problem-solving in emergencies are dependent on collective efforts where organisations need to work together to solve the problems that appear [ 10 , 11 , 21 , 23 ]. Similarly, Moynihan [ 13 ] argues that to identify and apply effective problem-solving when faced with complex problems, such as in emergencies, networks of actors may be required. There are many different ways to describe how actors collectively respond to problems in emergencies, e.g. through teamwork [ 24 , 25 ], interteam work [ 26 ], or social networks [ 16 ]. While teamwork is often discussed in terms of how two or more people cooperate, coordinate and communicate towards a common goal, network formation and development is often studied in wider terms drawing on organisational, contextual, inter-organisational or structural factors [ 15 ]. Collaborating in networks is a well-known feature in emergency management literature (see e.g. [ 13 , 14 , 27 ]). Milward and Provan [ 20 ] denote networks created to facilitate collective problem-solving in emergencies as Problem Solving Networks (PSN), which is at the centre of this paper.

To further understand how networks are formed and developed in emergencies, this paper focuses on networks which arise in direct response to the problems that are identified. They will therefore specifically be identified as PSN to differentiate them from networks which could exist to foster connections without the immediate desire to find solutions to specific problems. Milward and Provan [ 20 ] define a PSN as a set of interorganisational relationships that are shaped by an imminent problem that requires immediate attention and response. This paper has adapted this definition by including the interpretation that the purpose of the PSN is to solve a particular problem, which could be extinguishing a fire or rescuing people from a flooded area, and include components and relationships needed to find solutions to the problem at hand without limiting the network to only interorganisational relationships. In other words, we adopt a view that networks are connected to general system theory [ 28 ], where networks that solve a particular problem are interpreted as a collection of interconnected nodes that allow for the exchange, transfer, or flow of information, resources, or entities between the nodes. Nodes in this sense is not limited to people or organisations, instead it includes anything that could be a part of solving the problem at hand. Such PSNs could leverage existing professional networks or develop entirely new connections.

To better understand the rationale behind PSN formation and development in emergencies, this paper explores the concepts of problems and sub-problems. In much of the problem-solving literature, there is considerable agreement that a problem means that there is an undesirable current state, a desired future state with no direct, obvious way to move from the given state to the goal state [ 29 , 30 , 31 ].

In emergencies, problems often centre around complex problems. Also called wicked [ 32 ], ill-defined [ 33 , 34 ] or unstructured-unbounded [ 35 ]. These types of problems are ambiguous, unconstrained and there are no objective solutions to be found. Current states and goal states are difficult to define, and, in fact, whether there is a problem or not is highly subjective [ 8 , 9 ], and how to reach the goal might not be agreed upon [ 36 ]. In addition, these types of problems cannot be separated from the environment, i.e., they are difficult to place boundaries around, and they appear to have an infinite number of solutions, where one often has to make to with a “good enough” solution.

How humans solve problems has been the subject of lively debate and there are many ways to present the diverse area of problem-solving. A related concept to problem-solving is decision-making and, frequently, the different terms are used interchangeably [ 37 , 38 , 39 ]. Theories related to decision making are important to understanding problem-solving. For example, the Recognition Primed Decision model [ 40 ] or the simplification of cognitive processes through the use of heuristics (see e.g. [ 41 , 42 , 43 ]) are used to understand problem-solving in the FRS. However, these theories are used to understand individual processes and actions whereas the focus in this paper is on collective problem-solving within a network context. In this paper, problem-solving is viewed as a search process using actions to reduce or eliminate the difference between the goal state and the undesired current state [ 30 , 44 ]. This search process can be illustrated through Newell and Simon [ 30 ] problem space , see Fig. 1 . Here, the nodes represent the current state, the goal state, and possible solution steps along the way. There may be several ways to reach the goal state and selecting a suitable strategy is crucial.

The problem space with the current state, goal state, possible solution steps and the selected strategy. Based on Newell and Simon [ 30 ]

During an emergency, at a given moment in time, some problems are known, and some can be envisaged as possible future problems. New problems, foreseen or unforeseen, appear over time. The situation resembles a dynamic system of problems, similar to Ackoff [ 45 ] messes , i.e., situations consisting of complex systems of problems that are changing and interacting with each other and are difficult to define. These complex systems demonstrate characteristics such as non-linear interactions, openness to the surrounding and internal adaptiveness, and the system as a whole cannot be understood entirely by looking at its parts in isolation [ 46 , 47 ]. Despite this latter aspect, in emergencies where important values are at stake and there is a need for swift action, it can nevertheless be useful to analyse the present situation by help of the perspective of sub-problems [ 6 ]. Here, we acknowledge the risk of losing the holistic understanding of the situation, but we view the breakdown of complex problems into sub-problems as a necessary first step in dealing with a complex emergency situation.

Figure 2 illustrates the perspective of a complex system of problems in emergencies, using Newell and Simon’s problem space [ 30 ]. The emergency event represents the main problem, which is the reason for the responding actors to be active in the first place. Within the main problem are sub-problems, some of which are known, and some are future, potential problems that may appear. Sub-problems and future, potential problems must often be solved before progress can be made toward the main problem's goal state. Distinguishing one solution strategy from another is virtually impossible due to the non-linear interactions between problems and the dynamic properties of the system. This means that it is possible to identify numerous possible sub-problems, and the strategy for moving between them, as well as towards the main goal state, will vary depending on the participants in the process and the situation itself.

Illustration of the problem space as containing main problem and sub-problems in emergencies (adapted from Newell & Simon [ 30 ])

Using the concepts of problem space explained above, we investigate the rationale behind PSN formation and development, by applying the Complexity Framework brought forward by Bergström et al. [ 48 ]. The framework facilitates an analysis of the complex combination of components needed to address problem-solving in emergency management by systematically exploring sub-problems, components and activities that are needed to find solutions to the problems at hand.

Originally brought forward for studying how emergency response systems achieve direction and coordination, the framework presents how a complex understanding of emergency response management can be generated. The framework is rooted in Cilliers’ approach to complexity [ 47 ] which implies the need to analyse multiple interpretations of complex systems, make transparent analytical choices, and be modest by making clear that additional interpretations will always be possible. The framework is based on constructing multiple system interpretations where each interpretation is based on analytical choices according to three system aspects: dimension, scope and resolution.

System dimension refers to the types of components the system comprises and the types of relationships that bind these components together. Components are, for example, humans, artefacts or functions. Relationships could be, e.g., a flow of information or resources, power, or trust. System scope represents the boundary around what components and relationships that are to be included in the interpretation. It usually represents a spatial or functional/organisational delineation, for example, humans present in a certain geographical area, or in a specific organisation. In this study, scope denotes relevant problems that the FRS is trying to solve during a response operation. This will be further described in the data analysis section. System resolution concerns the level of detail at which the components of the system are observed, e.g., at single, group or organisational level. A high degree of detail means high system resolution and vice versa.

3 Methodology

Identification of problems, sub-problems and PSN is based on analysis of a single case study [ 49 ] of a large-scale incident which occurred in Gothenburg, Sweden in 2021. This section presents the methodology in more detail as a backdrop for the later analysis of both primary and secondary data sources.

The primary data consisted of semi-structured interviews with nine interview participants, see Table 1 . The focus of the study was on the FRS and how they collaborate in a wider PSN to solve problems, i.e., the sample was chosen to get the FRS perspective. The single non-FRS participant was from the insurance industry, but this participant had extensive experience of the FRS having worked for over 20 years in the FRS.

The sampling procedure started with identifying persons in the FRS who were involved in the incident in a variety of ways based on a combination of the following:

Recommendations from the FRS accident investigators,

Recommendations from those involved in initial interviews, and

Availability to participate in the interviews.

The secondary data used in this study included the incident assessment report created on behalf of the Swedish Civil Contingencies Agency (MSB) [ 22 ], the local FRS assessment report [ 50 ], an educational video developed by MSB [ 51 ], and various media articles. See Table 1 for a summary of primary and secondary data used to develop the empirical data for analysis.

3.2 Data Collection

An interview guide was created for the semi-structured interviews, see supplementary material file 1. All individuals identified for interviews were contacted, received information about the study and, after informed consent, were given the opportunity to participate in an interview. Two researchers participated in each interview; the first author was present in all interviews while one of the other authors was an observer. The observer was specifically given the opportunity to ask follow-up questions that the primary interviewer may have missed at the end of each interview. All interviews were conducted in a hybrid setting where the person leading the interview was in-person and the observer was virtual. The interviews were all conducted over approximately 1 h. All interviews were transcribed. All interviews were confidential, and handling of personal details was in accordance with Lund University and RISE Research Institutes of Sweden policy for personal data handling.

3.3 Data Analysis

The primary and secondary data collected as part of this study were analysed using the perspective of the problem space, including identification of the main problem and sub-problems, and application of the complexity framework described in Sect. 2. A PSN was defined as a network that arose in direct response to identified problems [ 20 ]. Breaking the main problem into sub-problems was viewed as a first step in dealing with this complex system of problems. Therefore, when analysing the rationale behind PSN using the complexity framework, we defined the scope in terms of what sub-problems were to be solved during the response operation (main problem). Thereby, the analytic boundary was drawn around what components and relationships were involved in solving those sub-problems (defined as dimension in the complexity framework), and the corresponding level of analysis (defined as resolution in the complexity framework). Consequently, the data were entered into NVivo 12 and coded according to the sub-problems ( scope ) together with relationships ( dimensions ) and a chosen level of detail ( resolution ).

During this coding process, two of the authors coded a small number of interviews independently and then compared their coding to ensure that these were similar. After this comparison the first author conducted the remaining coding independently while the analysis involved all authors. To gain a deeper understanding of the selected case study, secondary data was identified and included in NVivo for coding in the same way as the interview material. The results of the coding were discussed between the authors until agreement concerning the interpretation of the data was reached. Illuminating quotes are presented to clarify how the empirical data supports the results. Note that all quotes have been translated from Swedish to English by the authors.

4 Case Description

In the early morning of September 28, 2021, an explosion occurred in an apartment building in central Gothenburg, resulting in a fire with extensive smoke spread [ 22 ]. Gothenburg is the second largest city in Sweden and their FRS is a local federation which, in 2021, included six municipalities over the region surrounding Gothenburg. The area encompassed around 850 000 residents and had a total area of 3300 square kilometres [ 52 ].

In the part of the city where the explosion occurred, most buildings contain private residences (apartments) in the upper floors, with different types of businesses in the lower floors. The explosion occurred in the basement and was so powerful that several fire cell boundaries were compromised, and entrance doors were pushed out by the pressure wave, which allowed the fire smoke to be dispersed throughout almost the whole building. The potential threat to building stability resulting from the explosion was quickly disregarded because the building was deemed capable of withstanding this type of explosions. Additionally, the risk of subsequent explosions was thought minimal, leading the FRS to immediately commence evacuation and firefighting efforts. An illustration of the affected building is given in Fig. 3 .

Conceptual illustration of the affected building

A large number of units from the FRS were called to the scene Upon arrival the FRS observed smoke from windows and balcony doors of various apartments, and about fifty people calling for help. The initial evacuation of approximately 60 apartments was carried out from the courtyard side of the building, during the first two hours. In all, three stairwells and associated apartments were affected. One person died due to injuries resulting from the fire and several people had to be taken to hospital for observation. All injured were removed from the scene by ambulance or bus. Residents who were evacuated but not injured, were referred to the nearby church where additional practical help was available, e.g. insurance company contacts, social support and sustenance [ 22 ].

The smoke dispersing in the building lead to the initial assessment that multiple fires had broken out and fire identification and firefighting was carried out during the first two hours on both sides of the building, but after the initial evacuation was completed, these activities were intensified at the front side of the building. Almost four hours into the incident response, the FRS realised that the explosion had compromised the fire cell boundaries, and that smoke was crossing these boundaries causing them to initially overestimate the number of individual fires distributed throughout the building. The seat of the fire could ultimately be localised to the storage room in the basement, although the fire had also spread to an adjacent store on the same floor. In the afternoon, the fire was under control, and approximately 24h hours after the explosion, the rescue operation was ended [ 22 ]. The approximate timeline of the event is shown in Fig. 4 , focusing on the first hours of the incident. Apart from evacuation, identification of the fire and fighting the fire, other problems of a more indirect nature included, e.g. traffic congestion due to the building's central location in the city and anxiety among the public, resulting in an inflow of media requests to the FRS [ 22 ].

Approximate timeline of event from start of the incident at approximately 5 am day 1 to end of operations at approximately 11 am day 2. The start and close are from the FRS perspective

5 Results and Analysis

To understand the rationale behind PSN from an FRS perspective, the conceptual framework described above, including the concept of problem space and the complexity framework, was applied to the case. Relevant sub-problems were identified for analysis (see Sect. 5.1). Thereafter, the resulting PSN were developed for each selected sub-problem.

5.1 Sub-Problems Used to Analyse PSN

Upon arrival, the FRS identified the current state of the main problem as a burning building with residents in danger, and the goal state as having extinguished the fire and ensured the safety of the residents [ 22 ].

Beyond the main problem, the data revealed a complex system of problems that could be further defined through different sub-problems. Respondents described the situation as complex due to the building construction and location in the central city. They further described the situation as chaotic and dramatic due to the large number of residents in need of evacuation and expressed that this incident was different from other incidents that they had encountered due to its chaotic nature and complexity. Due to the extensive resource demand, the respondents described problems of handling the personnel management both on site and in terms of being prepared for other incidents. The chaotic situation also created problems in understanding the situation, both on site and in the command centre. Handling documentation was also described as a problem, along with concerns regarding building stability, informing other actors and taking care of residents after the evacuation. These aspects were described by several respondents as well as in incident reports [ 22 , 50 ]. The main problem and examples of sub-problems from the FRS perspective is illustrated in Fig. 5 using the concept of problem space previously presented. Potential dependencies between the difference sub-problems have not been investigated in this paper.

The main problem and example of sub-problems as revealed in the data

Despite the complexity of the situation, data indicated that the focus of the FRS was initially on the evacuation of residents and locating the seat of the fire. Therefore, these two sub-problems were chosen for further analysis in terms of which PSN were formed to solve these problems. Connected to the complexity framework, these sub-problems make up the scope of the two analytic interpretations. These scopes, together with relevant dimension and resolution (see Sect. 5.2 and 5.3), are summarised in Table 2 .

5.2 The PSN for Initial Evacuation of Residents

The FRS prioritised the initial evacuation of approximately 60 apartments across three stairwells during the first two hours of the incident. All injured residents were taken from the scene by ambulance or bus, while uninjured residents were directed to a nearby church where their needs were addressed [ 22 ]. The PSN which formed to deal with the initial evacuation is illustrated in Fig. 6 . Applying the complexity framework, this PSN consists of humans connected by relationships of coordination and different kinds of support (dimension). The resolution is on group level to illustrate that actions from the FRS, police, ambulance, and residents were executed in teams.

SN for the initial evacuation of residents. Red colour symbolizes the groups from FRS

The evacuation activities were mainly performed by four fire teams, as shown in the middle of Fig. 6 . The relationship between these fire teams concerns coordination of activities. In terms of relationships of support, the Incident Command relieved the fire teams by undertaking tasks of a more comprehensive nature, such as overall organisation and information to other actors [ 22 ]. At the same time, however, one respondent from a fire team mentioned that “ [The Incident Command] became very absent in relation to what we are used to [in this type of incident]. Therefore, there was some form of self-organisation at the scene .” Thus, in a sense, the four fire teams acted as one unit, which is why they are depicted with a dashed circle surrounding them.

The relationship of support between the fire teams and the other groups is demonstrated by the ambulance teams taking care of first aid and transportation of injured residents to local hospitals; police teams registering and redirecting residents after evacuation, provided they did not need medical assistance. These types of support allowed the fire teams to focus on searching the apartments rather than taking care of residents after evacuation. This means that the skill sets of the various organisations could be applied to solving problems for their particular skill sets. The fire teams were further supported by support personnel from FRS responsible for logistical matters such as equipment and water [ 22 ]. In addition to professional first responders, especially in the start-up phase, two residents offered support by providing their knowledge of the building, including familiarity with the building layout and keys to unlock gates blocking the passage to the building entrance. One of these residents (an off-duty firefighter) also spoke to residents on balconies to prevent them from jumping [ 53 ].

The FRS and the other first responders (police and ambulance) encountered a, for them, clear and known problem (apartment fires are common incidents). In some respect, the FRS fell into habitual patterns [ 22 ] as exemplified by one respondent: “ … what experience do we have? So, references around past events are a big part of my thinking ”. The fact that the residents were standing on their balconies surrounded by smoke made it clear to the FRS that the most urgent problem was evacuation, and it was also clear which resources were needed to solve this problem. As one respondent stated “ It was quite obvious. It's so clear that lifesaving is our priority ”. Similarly, one respondent identified the most important supporting partners by stating “ I want the police's support here with parts of evacuation and registration of it. And ambulance is very important here…[taking care of injured residents] ”. Previous experiences between the FRS, police and ambulance teams enabled the team members to comprehend each other's roles and responsibilities, facilitating the formation of the PSN. This is also described by one respondent as a capability of the PSN members to identify the right context for each actor in a particular moment.

On the other hand, while evacuation is something the FRS train for and are experienced with, the situation was nevertheless perceived as different from what they typically deal with, as exemplified by one of the respondents “ In this case, the conditions for self-evacuation were eliminated and the situation was overwhelming for both the residents and for us at the same time ”. Therefore, the outcome was a shift towards a PSN with self-organisation among the fire teams, as opposed to the traditional hierarchical command structure with the Incident Command at the top. One team member experienced that they had to establish a more comprehensive level of communication between themselves compared to in other incidents. In other words, they needed to work as a team of teams rather than as individual teams. This resulted in fire team members experiencing a PSN that was larger than usual and required more collaboration on the part of team leaders. The respondent described that the team leaders needed to take control of on-site activities without waiting for instructions from the Incident Commander. It was also mentioned that this self-organisation between the fire teams was a result of previous training with the police. One firefighter involved in the incident, who was not interviewed in this study, expressed this in an educational video that was developed after the fire [ 51 ]: “ … education has given us the ability to work independently, you understand that you need to make many decisions yourself [and not wait for instructions from a higher Incident Commander] ”.

Despite the unique scale of the incident, as described both in primary and secondary data, it could be noted that the Incident Command had confidence in the fire teams’ abilities to autonomously manage the on-site operations and that detailed management was neither necessary nor desirable. This assessment is reinforced by another respondent who noted that " In this context, if there had been detailed management, top management, central management, then it would have been very unfortunate. Here, it is important to have control over the right things further up”. The MSB incident report [ 22 ] established that there was an insufficient number of firefighters involved in the initial evacuation. Despite the Fire Chief's communication to the on-site Incident Commander that additional resources were available to assist the teams, it was not perceived that additional resources were needed, leading to a shared perception among the fire teams on-site in the courtyard that no further assistance could be expected. Therefore, the PSN was not developed further even if there was a need for it.

5.3 PSN for Locating the Fire

Locating the seat of the fire is a crucial prerequisite for effective suppression by the FRS. In this case, the fire was caused by an explosion in the basement and during the whole incident the fire was mainly contained within the basement and an adjacent store. However, the process of locating the fire was problematic due to two reasons, leading to a delay of almost four hours before the FRS could understand where the fire was and how it was developing. Firstly, FRS needed to prioritise evacuation of residents in the initial stages of the response and could not focus on locating the fire. Secondly, the explosion that caused the fire breached multiple fire cell boundaries which resulted in the dispersion of smoke throughout almost the entire building. This ultimately lead to the perception of multiple fires and, therefore, the FRS searched for several fires in different locations in the building [ 22 ]. Figure 7 present a visual representation of the proposed PSN that emerged to solve the problem of locating the fire. This PSN consists of both artefacts, i.e., floorplans and smoke emerging from the building, and humans, i.e., fire teams, residents, representatives from businesses and the building owner as components, connected by relationships of information flow. The resolution is both at single and group level as the actions needed to solve the problem involve both single components and groups of components.

PSN for locating the fire. Red colour symbolizes components connected to the FRS

Locating the fire was centred around the Incident Command which was responsible for the overall situation understanding and for coordinating the FRS overall response [ 22 ]. The figure indicates two important processes where the Incident Command needed to create a flow of information between different components (both artefacts and humans) in order to solve the problem of locating the fire. The two processes were to locate the fire by dispatching fire teams to report on potential fire locations and contacting different actors to gather information about the building [ 22 ].

Finding information about the building is one process which is shown in the upper part of Fig. 7 . This included different components e.g., the FRS command centre, with help from the municipality, provided information about the building layout by finding technical drawings. The property owner, found through the insurance representative, was able to provide further insights regarding the building layout. Moreover, since the building had undergone renovation, it was imperative to contact the relevant parties involved in the renovation process for input on changes relative to the technical drawings [ 22 ].

The lower part in Fig. 7 shows the other process, where the information flow included evaluating each presumed location of the fire within the building. First, smoke was observed emanating from multiple apartments in the courtyard side of the building. Although the primary focus for the fire teams was on initial evacuation, they also attempted to locate the source of the fire in the apartments. The dashed line in Fig. 7 illustrates the lack of information between Incident Command on the front side and the fire teams in the courtyard as exemplified by one respondent “ We had no idea there was a fire on the front side…We wondered why our extinction efforts didn’t have expected effect…It was the lack of this information [that it was a fire in the basement] that would have been of value to us .”

Early in the incident, a crackling sound was identified from the basement by a person walking by (named individual in the figure), and a fire team was sent to evaluate the sound. The fire team found a fire in the basement but was unable to extinguish it. Later, a person in the Incident Command observed smoke from a store located next to the basement. Subsequently, a fire team was dispatched to the location, whereupon they successfully located that the fire in the basement had spread to this location. After a couple of hours into the incident, the Incident Commander discovered smoke from the roof which prompted the FRS to prepare for a possible attic fire, but this risk was soon dismissed due to effective communication between the UAV (Unmanned Aerial Vehicle), fire teams and Incident Command [ 22 ].

The PSN developed to locate the assumed fires was formed because of the need to obtain a better understanding of the unusual smoke dispersion and the complicated building layout. Although the incident was atypical and did not conform to previously encountered scenarios [ 22 ], the Incident Command handled the incident as usual and predicted that where there is smoke, there should be a fire. Two respondents sum this up well: “ it seemed that there were several apartment fires going on together with maybe some type of fire in the basement so that you are very focused on finding these apartment fires at the beginning then. But then after a while you realise that you are inside these apartments and there is no fire but just smoke from somewhere else… ” and, “ the whole house was leaking smoke in a way that it normally shouldn't ”. The complicated building layout is exemplified by the following quote: “ It's a tricky building… If it had been a normal Swedish apartment building with three staircases and four floors, that we could have run around with ease, then we would have understood the incident almost immediately ”.

This PSN indicates that artifacts can be integral components and can have an impact on the problem-solving process. It seems especially important to obtain an understanding of the building through visual observations, which include on-site inspections and the examination of the building layout and UAV images. Furthermore, the visual dispersion of smoke played a critical role in shaping the network, as shown by the network's formation.

The rationale behind this PSN could be a case of how the FRS try to solve problems by focusing on different sub-problems in both time and space. One respondent describes this way of working through: “ I fly with a drone in my head, I zoom in to the firefighter to think about whether they have the right conditions at the sharp end, then I zoom back and zoom in on Incident Command if they have the capacity, then I zoom out further to see which other actors we have. Then I jump forward in time and think about what it looks like if we continue with the same tactics and what it looks like if we were to do nothing ”.

6 Discussion

This section discusses how the conceptual framework can be used to understand the rationale behind PSN and how the use of evaluating FRS practice from the perspective of problems and PSN better can help FRS to prepare for solving complex problems in emergencies.

6.1 Using the Concept of Problem Space to Understand the Rationale Behind PSN

The purpose of a PSN is to solve a particular problem. In this paper, we have shown that the FRS develop PSN by breaking down complex problems into manageable sub-problems. In these sub-problems, components and relationships within the PSN can be found more easily. Dividing complex problems into sub-problems is a way to match the situation to previous experience and to more easily identify which actions to take. Actions in this context can be interpreted as the FRS searching for which resources (or components in the network) are needed to solve the problem. Our results indicate that the matching with previous experience [ 54 ] will affect the formation and development of PSN, e.g. in the context of locating the fire where the layout of the building and the dispersion of smoke presented a challenge. The Incident Command created a PSN by dividing the problem into several known sub-problem, finding resources that could assist in understanding the building layout and sending resources to investigate each location emitting smoke. This is consistent with previous studies where it is argued that it is possible to divide complex problems into more manageable sub-problems [ 6 ] and manage the sub-problems through sub-networks that operate within the larger response network [ 13 , 16 , 55 ]. Even though the initial interpretation of the fire location was incorrect, the use of sub-problems allowed the ultimate outcome of the fire location.

6.2 The Rationale for PSN Formation and Development Exists in Relationships Between Components

The results indicate that the rationale behind the PSN could not be found in the main problem itself, nor the sub-problems per se, but rather in the relationships which contribute to the process of using actions to reduce or eliminate the difference between the current state and goal state. For instance, in the context of the initial evacuation, a clear problem for those directly involved, and the corresponding PSN, was developed based on previous experience. The fire team knew which support they needed and the PSN was formed around the relationships associated with this support. Similarly, the need for coordinated actions between the fire team and the lack of support from the Incident Command shaped the PSN, with the relationship of coordination between the fire teams and surrounding support functions at the heart of the PSN formation. In the context of locating the fire, the incident command function needed different types of information to understand the fire behaviour within the building. This in turn led to the creation of the PSN for the purpose of gathering information, thereby establishing relationships of information flows between different components. An understanding of network relationships can be beneficial to FRS organisations, as it enables them to identify the key actors to approach for information, personnel support, and collaboration on tasks [ 15 ].

6.3 The Practical Contributions of this Study

The main practical contribution of the present study is the application of the conceptual framework in the context of learning from incidents.

When it comes to learning from incidents, Frykmer [ 23 ] has noted that emergency evaluations often lead to conclusions that are too broad or general to be readily operationalised. Conversely, by applying the conceptual framework in this study and zooming in on different sub-problems in an incident, organisations can identify important components and types of relationships needed to solve the problems and use this as an input to their learning process. The learning outcome from this incident can be summarized in four main lessons learned:

Breaking down a complex problem into more manageable sub-problems makes the problem clear and easier to identify which resources are needed to solve the problem in hand. A downside of this approach is potentially the risk of losing the overall holistic understanding of the situation, as illustrated by the initial inability of the FRS to locate the fire. The perception of multiple fires was a result of incorrectly decomposing the main problem into (incorrect) sub-problems. This identifies the value of experienced FRS personnel with the ability to quickly reanalyse and redraft their understanding of a given situation .

Informal contacts are important to be able to solve problems at the scene of an accident. This is exemplified by the support provided by the local resident with firefighting experience and local knowledge of the building and the building owner providing timely structural drawings of the building. Not all buildings have a resident firefighter but building owners can provide detailed building specific information on short notice. Establishing contacts between the FRS and such stakeholders provides significant support as part of a PSN.

Comprehension of different roles and responsibilities facilitates rapid problem-solving. This is illustrated in the initial evacuation where established routines and contacts between the FRS, police and ambulance personnel facilitated rapid deployment of the PSN and effective evacuation of all residents. This emphasizes the importance of continuous networking and common professional terminology.

Problem solving is not only affected by the people and organisations involved in the incident, but artifacts are also an integral component of the PSN.

This is illustrated in the case of locating the fire where artifacts such as building drawings affected how the problems was ultimately identified and solved. This emphasizes the need to train FRS to include such artifacts in their PSN.

By identifying relationships and components needed to solve problems, the FRS could plan and exercise for important components for problem-solving during emergencies [ 13 ]. Using the relevant sub-problems to determine related parameters based on the chosen scope, dimension and resolution [ 48 ] can improve the learning potential in an exercise [ 56 ]. This approach could also assist the FRS in managing relationships as vital resources, and better comprehending the efficacy of different relationships in addressing emergency challenges [ 15 ].

6.4 The Theoretical Contributions of this Study

This study contains several theoretical contributions. First, we have addressed the call for more knowledge of what lies in the relationships within a network (as presented in Hu, Yeo [ 15 ]). We see the relationships within a PSN as tools for reducing or eliminating the difference between the current state and goal state [ 30 , 44 ]. For example, this study has illustrated that the relationships can consist of different types of support, information flow and coordination, that are used to solve the specific problems.

Second, we have contributed to the literature on PSN, as exemplified with Milward and Provan [ 20 ]. We argue that it is not only inter-organisational relationships that could explain the rationale behind PSN (as in the current definition by Milward and Provan [ 20 ]) instead we should include all components and relationships that affect the process of finding a solution to the sub-problem. To obtain a better understanding of the purpose of a PSN in emergencies, we suggest that the definition of a PSN is expanded to include not only organisations and humans within organisations, but also different artifacts relevant for reducing the difference between the current state and the goal state.

Third, the study contributes to developing the complexity framework by Bergström et al. [ 48 ] We believe that the framework can be expanded to incorporate multiple levels of resolution within the same scope, such as components on single and group level. For example, the resolution needed for analysing the PSN in the case of locating the fire contained system components at both single and group level to ensure that interactions between the Incident Command and various components could be captured. The study has also introduced an additional view on scope that can be applied in the framework; that of problems and sub-problems.

6.5 Reflecting on the Research Quality

The perception of a given situation or circumstance can vary widely between individuals due to their unique experiences, biases or role in a specific emergency situation. This implies that what one individual considers to be a problem, another may not [ 8 , 9 ]. Therefore, the problems identified in this study would most likely have been impacted if more or other respondents had been interviewed.

Moreover, it should be noted that the PSN depicted in this study constitutes a condensed representation. The dynamic nature of a PSN implies that its configuration is in a constant state of change, and a particular representation of the PSN is only applicable within specific temporal and spatial limitations [ 48 ], which is a limitation in our study.

In our work, we used two different interpretations of sub-problems. We acknowledge that there will always be additional interpretations. We however maintain that these interpretations captured the most important sub-problems perceived by the respondents and were thus the main problems to cover.

Last, our findings are based on a single case. While the findings may not be directly generalisable, they have contributed valuable insight into how the conceptual framework can be used to gain a more comprehensive understanding of FRS practices through problems and problem-solving networks.

6.6 Further Research

Collaboration in networks has been widely investigated by numerous researchers (e.g., [ 13 , 14 , 15 , 16 , 17 , 18 ]. In this paper, we have taken a first step of going beyond collaboration relationships in networks. Our study can be seen as a first step towards developing a better understanding of what network relationships actually mean in problem solving networks. This is relevant for other kinds of network research as previously stated by Hu et al. [ 15 ]. Further research could focus on the deeper understanding of the constituents of the relationships, to gain a more profound understanding of the rationale behind the PSN.

In this paper, we have seen how PSN are formed by both formal and informal relationships between the components. Examples are formal relationships between the FRS and other first responders and informal relationships between the fire teams and the off-duty firefighter in the case of initial evacuation. Further research could be conducted to examine whether PSN exhibit formal or informal characteristics. Such research would serve to evaluate the significance of formal organisational structures or prior experience in shaping effective incident management practices.

Finally, investigating the dynamic nature of PSN can provide important insight into how these networks develop over time. Such insight can, for example, be useful for understanding which components and relationships might be valuable at what time during an emergency, to further improve the solving of complex problems in this context.

7 Conclusions

This study has explored the rationale behind problem-solving networks (PSN) in emergency management and how these networks are developed in relation to complex problems that arise in an emergency. It has focused on the FRS and their role in a PSN relative to other actors. The findings indicate that the FRS practice could be understood as breaking down complex problems into manageable sub-problems, which facilitate the identification of components and relationships needed within the PSN. Components includes both people, organisations and artifacts and both formal and informal relationships is important to be able to solve problems at the scene of an accident. Accordingly, the rationale behind PSN in emergencies lies in the relationships that contribute to solve the sub-problems. The conceptual framework used in this paper can assist the FRS in effectively preparing for future complex problems in emergencies by identifying the essential components and relationships required in the PSN to transition from the current state to the goal state of the present complex system of problems.

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Acknowledgements

The research for this paper was financially supported by NordForsk within the project Nordic Fire and Rescue Services in the Twenty First Century, No. 97830.

Open access funding provided by RISE Research Institutes of Sweden.

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Lotta Vylund

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All authors contributed to the study conception and design. LV was responsible for the data collection and coding of the data. TF was responsible for the conceptual framework. The analysis was performed by LV, TF, MM and KE. LV wrote the first draft and all authors contributed to the development of the final manuscript for submission.

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Interview guide

The interview guide that was created for the semi-structured interviews is presented below. Note that the questions have been translated from Swedish to English by the authors.

Could you describe the response to the explosion in Gothenburg in 2021

In what way were you involved in the incident?

What needs could you identify in the accident?

How did you identify the needs?

What did you need to understand what had happened and what was about to happen?

How did you identify what actions were needed to meet the identified needs?

Are there any aids that were most important to you in dealing with this accident? What would happen if you didn't have access to these?

How has your organization prepared for this type of event? For example. emergency plans/instructions/practices/resources/materials etc.?

With the experiences from the accident that you have today, would you have done anything differently? Would you have prepared differently?

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Vylund, L., Frykmer, T., McNamee, M. et al. Understanding Fire and Rescue Service Practices Through Problems and Problem-Solving Networks: An Analysis of a Critical Incident. Fire Technol (2024). https://doi.org/10.1007/s10694-024-01582-0

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Houston rockets land third pack in upcoming nba draft, as knicks and rangers captivate new york, the yankees quietly roll along, there’s a hole in the bucket.

“There’s a hole in the bucket.” This is a children’s song that has been around in various forms for more than 200 years.

It tells a simple story of Henry, whose bucket leaks. Liza tells him to fix it. But to do that, he needs straw. To cut the straw, he needs a knife. To use the knife, he needs to sharpen it. But the sharpening stone must be damp, so he needs water. But to fetch water, he needs the bucket, and the bucket has a hole in it.

The moral of the story: Problems are often more complicated than they first appear to be.

So, if we learn this as children, why do we often forget it as business leaders?

Three reasons stand out.

First, business moves fast. The bottom line doesn’t always wait for a complete solution. Second, the closer we are to a problem, the harder it may be for us to see the way out. This “proximity paradox” occurs when workarounds stick around, and stop being seen as workarounds. The third, and arguably the most impactful, reason is that most problems involve people, and people are complicated.

In consulting, it’s our job to find and help fix problems, layer by layer. On paper, solutions might seem relatively simple. Apply management principles, develop performance measurement tools, streamline processes, target the point of constraint, reduce inefficiency, and maximize productivity. These are logical stages of process improvement and organizational alignment.

But if logical equaled simple, all organizations would operate at peak performance. The fact that most achieve roughly 60 to 70% of their maximum productivity for any given process tells us there’s a hole in the bucket. That operational improvement must account for the human factor.

The Human Factor

Years ago, our firm engaged in a process improvement project for an automotive parts manufacturer. One of our consultants observed that the plant had created its own time zone. All the clocks in the plant were set ten minutes ahead of the actual time. No one knew why except a single long-term employee, who eventually recalled that the clocks were changed many years before so that shift workers could finish early to catch a bus that came on the hour.

The bus had not run on the hour for several years, but the practice had continued. This caused a problem at the injection molding machines because in the ten-minute gap, the plastic congealed, leaving the next shift to spend their first fifteen minutes purging the machines.

Management was advised of the molding machine problem and decided to end the early departure practice and implement a “hot change” at the end of the shift so that the machines could keep running.

Three months later, nothing had changed. Not even the clocks.

What seemed like a simple change had a multitude of implications throughout the plant and directly impacted the activities of employees, production schedulers, and frontline managers. Changing the process affected how crews were scheduled and appeared to ask people to work more than they had previously. The planning standards and staging areas needed to be modified to reflect new input and output expectations, and managers now had to be physically on the floor at shift change to make sure the transition ran smoothly. Coordinating this among different shifts and different departments was more complicated than it looked on paper.

We see this scenario play out repeatedly. Few process changes are simple. They often have implications for other parts of the organization, and sometimes those implications are far deeper than leaders realize until the changes are made. And sometimes, the logical solution doesn’t address the underlying problem.

At a hotel resort property, there was a mismatch between when guests dined, and when the stewarding staff were available to clean dishes. A design was configured to stagger shift starts to better align staffing with the demand patterns of the restaurants. But, unique to this location, the stewarding employees lived in a neighboring community and relied on a single bus for transportation. It ran only twice per day, and the bus schedule did not align with the new shifts. This situation highlighted the often-complex balance between cost containment and labor management.

The Not-So-Quick Fix

Complex problems require respect, careful consideration, flexibility, and hands-on solutions. When tackling the layers added or impacted by the human factor, there are no shortcuts to effectiveness. Transformation of any kind within an organization takes time and effort. The following guiding principles offer a good place to start.

1. Create a Results Strategy and an Implementation Plan

The Results Strategy is a working road map and a problem-solving tool that guides the allocation of time and resources. It articulates, in practical terms , how results will be achieved and how the impact will be realized in key indicators and financial statements. It identifies potential issues and complications that need to be considered. The strategy also sets expectations regarding activities, focus, timing, and participation.

Understanding the depths of the changes being implemented is critical to success. The objective is not to make a few method changes and claim victory. Sustainable solutions often require transitioning to a new way of managing the organization.

2. Provide Managers with a Supportive Environment

Managers are the lynchpin to improvement. How they schedule work, communicate expectations, follow up on performance, and problem-solve issues with their staff are vital elements to a successful change initiative. Leaders must make sure their front-line managers are prepared sufficiently in advance of a change program and have the appropriate tools they need. One key area to focus on is the alignment between strategic objectives, day-to-day performance planning, and the measurement systems designed to highlight where there are disconnects.

3. Recognize That Bumps Are Part of the Road

Change affects people differently, and adjustments will not always be smooth. Many people experience what has been termed an “Emotional Cycle of Change,” navigating five distinct stages before successfully adapting. Recognizing this cycle helps people normalize the range of emotions they may experience and can help an organization respond empathetically, provide necessary support, maintain resilience, and move forward effectively.

Leaders need to anticipate challenges and resistance and make sure managers understand why these reactions happen and how to manage them.

4. View the Path to High Performance as Never-Ending

High performance is not an end goal but an ongoing journey. Leaders must nurture a culture of continuous improvement where each level of achievement paves the way to the next.

In addressing the human factor, the not-so-quick fixes teach a valuable lesson in business problem-solving. They underscore the need for an analytical and empathetic approach to operational dilemmas, ensuring that solutions foster not just immediate benefits but sustainable progress—an approach where “fixing the hole in the bucket” considers the bucket’s purpose, design, and the person carrying the water.

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The Problem-Solving Process
The Problem-Solving Process. Problem-solving is an important part of planning and decision-making. The process has much in common with the decision-making process, and in the case of complex decisions, can form part of the process itself. We face and solve problems every day, in a variety of guises and of differing complexity.
The Problem-Solving Process
Overview of the Problem-Solving Mental Process. Problem-solving is a mental process that involves discovering, analyzing, and solving problems. The ultimate goal of problem-solving is to overcome obstacles and find a solution that best resolves the issue. The best strategy for solving a problem depends largely on the unique situation.
What is Problem Solving? Steps, Process & Techniques
1. Define the problem. Diagnose the situation so that your focus is on the problem, not just its symptoms. Helpful problem-solving techniques include using flowcharts to identify the expected steps of a process and cause-and-effect diagrams to define and analyze root causes.. The sections below help explain key problem-solving steps.
What is Problem Solving? (Steps, Techniques, Examples)
The problem-solving process typically includes the following steps: Identify the issue: Recognize the problem that needs to be solved. Analyze the situation: Examine the issue in depth, gather all relevant information, and consider any limitations or constraints that may be present. Generate potential solutions: Brainstorm a list of possible ...
Problem-Solving Strategies: Definition and 5 Techniques to Try
In insight problem-solving, the cognitive processes that help you solve a problem happen outside your conscious awareness. 4. Working backward. Working backward is a problem-solving approach often ...
The Ultimate Problem-Solving Process Guide: 31 Steps & Resources
Prepare and Plan: Collecting initial information from the team and preparing your approach to the process is a necessary first step.. Form a Team: Select a cross-functional team of people, one leader to run meetings and the process, and one champion/sponsor who will be the final decision-maker.. Describe the Problem: Using inductive and deductive reasoning approaches, lay out the precise issue ...
The Art of Effective Problem Solving: A Step-by-Step Guide
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.
Problem solving
Problem solving is the process of finding solutions to complex or challenging issues. It involves various skills, such as creativity, logic, analysis, and decision making. This article on Wikipedia provides an overview of different problem solving methods, models, techniques, and applications in various domains.
How to master the seven-step problem-solving process
To discuss the art of problem solving, I sat down in California with McKinsey senior partner Hugo Sarrazin and also with Charles Conn. Charles is a former McKinsey partner, entrepreneur, executive, and coauthor of the book Bulletproof Problem Solving: The One Skill That Changes Everything [John Wiley & Sons, 2018].
The McKinsey guide to problem solving
May 14, 2023 - Leaders today are confronted with more problems, of greater magnitude, than ever before. In these volatile times, it's natural to react based on what's worked best in the past. But when you're solving the toughest business challenges on an ongoing basis, it's crucial to start from a place of awareness.
Problem Solving Process: The Ultimate Guide
Develop a positive approach. Before you handle any issue, the first thing is to have a positive mentality towards the problem. It could be a huge problem that may cause you to panic, but try as much as possible to remain composed and confident during the problem solving process. You want to give it the best outcome without involving emotions.
Master the 7-Step Problem-Solving Process for Better ...
Step 1: Define the Problem. The first step in the problem-solving process is to define the problem. This step is crucial because finding a solution is only accessible if the problem is clearly defined. The problem must be specific, measurable, and achievable. One way to define the problem is to ask the right questions.
How to improve your problem solving skills and strategies
6. Solution implementation. This is what we were waiting for! All problem solving strategies have the end goal of implementing a solution and solving a problem in mind. Remember that in order for any solution to be successful, you need to help your group through all of the previous problem solving steps thoughtfully.
5 Steps To Create a Problem-Solving Process (Plus Tips)
A problem-solving process is a specific method involving a series of steps for creating solutions to overcome challenges or issues that arise in the workplace. ... Ultimately, the goal of a problem-solving process is to overcome obstacles in your career and prepare you for potential challenges in the future. Related: Problem-Solving Skills: ...
5 Steps (And 4 Techniques) for Effective Problem Solving
4. Implement the Solution. At this stage of problem solving, be prepared for feedback, and plan for this. When you roll out the solution, request feedback on the success of the change made. 5. Review, Iterate, and Improve. Making a change shouldn't be a one time action.
10 Problem-solving strategies to turn challenges on their head
2. Break the problem down. Identifying the problem allows you to see which steps need to be taken to solve it. First, break the problem down into achievable blocks. Then, use strategic planning to set a time frame in which to solve the problem and establish a timeline for the completion of each stage. 3.
The easy 4 step problem-solving process (+ examples)
Consider the problem-solving steps applied in the following example. I know that I want to say "I don't eat eggs" to my Mexican waiter. That's the problem. I don't know how to say that, but last night I told my date "No bebo alcohol" ("I don't drink alcohol"). I also know the infinitive for "eat" in Spanish (comer).
The Eight-Step Process for Solving Problems: A Complete Guide
The 8-step problem-solving process is a powerful tool for tackling complex problems and driving organizational success. By following each step in a systematic and structured manner, you can define ...
12 Approaches To Problem-Solving for Every Situation
Brainstorm options to solve the problem. Select an option. Create an implementation plan. Execute the plan and monitor the results. Evaluate the solution. Read more: Effective Problem Solving Steps in the Workplace. 2. Collaborative. This approach involves including multiple people in the problem-solving process.
THE PROBLEM-SOLVING PROCESS Flashcards
Step 1: Define the Problem. Differentiate fact from opinion. Specify underlying causes. Consult each faction involved for information. State the problem specifically. Identify what standard or expectation is violated. Determine in which process the problem lies. Avoid trying to solve the problem without data.
The Ultimate Problem-Solving Process Guide: 31 Steps and Resources
Named for W. Edwards Deming and Walter A. Shewhart, this model follows a four-step process: Plan: Establish goals and objectives at the outset to gain agreement. It's best to start on a small scale in order to test results and get a quick win. Do: This step is all about the implementation and execution of the solution.
Problem Solving Process Flashcards
a situation that needs to be corrected or solved. Problem Solving Process. A strategy for solving problems involving the following steps: Define, Prepare, Try and Reflect. Study with Quizlet and memorize flashcards containing terms like Which question would be part of the define stage of problem solving?, Which statement would be the best ...
Unit 1: Problem Solving Process Flashcards
a list of steps needed to finish a task. phone sensor. a measurement added on to a smartphone, examples accelerometer, touchscreen, GPS, camera focus lens, accelerometer. phone sensor that measure acceleration. Study with Quizlet and memorize flashcards containing terms like problem solving process, What are "Define's" questions or power terms ...
‎CFO Weekly: The Power of Systemized Decision-Making with Dhiraj
Big companies need a better art of problem-solving. You can't simply rely on luck or intuition. Data and analytics must become your greatest allies in your decision-making process. However, it's not just about employing any tool you find; it's about finding the right tool for your needs. In the case of big companies, Dhiraj Rajaram has the ...
Understanding Fire and Rescue Service Practices Through ...
This study explores how the Fire and Rescue Service can better prepare for solving complex problems in emergencies by using the concept of problems and problem-solving networks. Primary and secondary data from an extensive fire incident were analysed, including semi-structured interviews and incident assessment reports. Complex problems that arise during emergencies can be challenging to ...
The Problem Behind the Problem: The Human Factor
Three reasons stand out. First, business moves fast. The bottom line doesn't always wait for a complete solution. Second, the closer we are to a problem, the harder it may be for us to see the ...
Sustainability
For this problem, a neural network model was built in Python (version 3.12) using the Keras library. Before the training stage, the entire process was presented to the students: data preprocessing, cleaning, and random splitting of the dataset into training, validation, and testing sets.
Rule 281-41.313
A systematic problem-solving process may be used for any child suspected of being an eligible individual, and nothing in this chapter nor in Part B of the Act shall be construed to limit the applicability of a systematic problem-solving process to children suspected of having a certain type of disability. Iowa Admin. Code r. 281-41.313
The Impact of Large Language Models on Programming Education and ...
Recent advancements in Large Language Models (LLMs) like ChatGPT and Copilot have led to their integration into various educational domains, including software development education. Regular use of LLMs in the learning process is still not well-researched; thus, this paper intends to fill this gap. The paper explores the nuanced impact of informal LLM usage on undergraduate students ...
Rule 281-41.313
A systematic problem-solving process may be used for any child suspected of being an eligible individual, and nothing in this chapter nor in Part B of the Act is to be construed to limit the applicability of a systematic problem-solving process to children suspected of having a certain type of disability. Iowa Admin. Code rr. 281-41.313

The Problem-Solving Process

1. Define the Problem

2. Analyze the Problem

3. Generate Potential Solutions

4. Select Best Solution

5. Take Action

6. Monitor and Review

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Develop a positive approach

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Determine the effective solution

Solve the problem

Be ready for the outcome

Create a follow-up strategy

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