problem solving verywell mind

How to Build Your Problem-Solving Skills

Get curious, think big, and get outside of your comfort zone..

Posted March 4, 2022 | Reviewed by Tyler Woods

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People say you can't teach an old dog new tricks. I prefer the expression "it takes more effort to teach an old dog new tricks." Any time you want to learn something new it takes your brain a great amount of energy to build new neural pathways. If you are trying to change something you've already learned, it takes extra effort to build pathways that override the previous ones.

There are many ways to help build new skills, particularly problem-solving skills; they start with getting curious, thinking big, and then trying new things.

Get Curious

It will be hard to learn anything unless you are genuinely interested in it. So find ways to get curious. You can align the new topic to something that already motivates you—this can be a passion, a value, an attribute you like about yourself, or a goal you have. For example, you may want to be that go-to expert or may want to develop deeper relationships with others. Choose whatever will keep you engaged in the learning and build upon that. From there, here are some tips on how to get curious:

• Block out time in your calendar to get curious, either in isolation or with others
• Ponder and expose yourself to how people from an opposing viewpoint see a topic
• Ask others their opinion or their input before making a choice
• Ask people to walk you through how they made previous decisions
• Reflect back on successes and failures: were there themes?
• Have coffee with colleagues once-removed to understand what they do and figure out how your roles may intertwine
• Find connections between others or the bigger picture. For example, how do the other department's objectives impact your day-to-day? How do your customers' actions impact your role?
• Read the news and determine how events/laws/policies impact you or your organization

To see if you are building on your knowledge from someone else's viewpoint, say summary statements of what you have heard and whether you have heard them correctly.

Once you have had time to get curious and gather information, it's time to dream big. What would you do with unlimited time, money, and resources? What would you do if there were no office politics or bureaucracy? "Blue sky" thinking can help you get outside existing processes and thought patterns to find new solutions. Some tips on how to build daydreaming into your routine are:

• Schedule time for daydreaming and block out distractions (either individually or as part of a team)
• Break the adrenaline rush of firefighting the small problems. The quick checklist items feel good in the moment but don't contribute to your sense of meaning or purpose in your work
• Think one step ahead, about how others may react to your moves
• Become a student of the competitor. Act as if you are an employee of the competitor and try to understand why they are choosing their strategy
• Consider how your daydreams could become reality. How much effort and resources are needed and compare it to the potential payoff

To check yourself on this is to see whether you are actually spending the time daydreaming. Whether it's weekly/monthly/quarterly, hold yourself accountable for achieving this goal.

Work outside your comfort zone

It's one thing to have a well-thought-out plan, but it's another to be able to flex that plan at a moment's notice. If you have done your due diligence in getting curious and daydreaming, you will know the pros/cons of contingency plans by understanding the drivers, the downstream implications, and who needs to be looped in. Here are some ideas and tips on how to try different solutions:

• Make "what if" plans for likely risks/bumps in the process
• Take on a task that is ambiguous or has a high likelihood of failing
• Do a feasibility study to determine potential risks/rewards of a new idea
• If and when resources are limited, look for alternatives (e.g., what tasks can be done with tightened budgets)
• Offer to do the budget or forecast
• Get out of perfectionist thinking and recognize when 80 percent is good enough

You will know your problem-solving skills are developing when you begin to get excited about change and ambiguity rather than anxious .

As learning and trying new things becomes more exciting and second nature, you will find that this energy transfers across your whole life. You are more likely to gain empathy for others , you can build resilience during stressful times , and you gain confidence and self-esteem to take on bigger challenges.

Lauren Florko has a Ph.D. in Industrial/Organizational Psychology. She also owns her own company, Triple Threat Consulting, based out of Vancouver, British Columbia.

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“One thing is sure. We have to do something. We have to do the best we know how at the moment… If it doesn’t turn out right, we can modify it as we go along.” –  Franklin D.Roosevelt

P roblems in life can take on a variety of forms, but many of them share common characteristics that serve as cues, alerting us to the presence of a bonafide problem. The attitude that we choose to take toward the problem can serve as a powerful determinant of our ability to reduce distress and use emotional information in helpful ways. Many of the problems or chaos that we invite , create, or have thrust upon us become less intimidating and paralyzing when we take a proactive stance toward solving them. A mindfully open and alert stance can serve as a stable foundation as you begin the process of confronting the problem and moving toward a solution.

Part of the wisdom inherent in effective problem solving is discerning between solvable and unsolvable problems … and being willing to radically accept and let go of those problems which are truly out of your control. For all of the problems that you have the power to solve, remember that quite often a puzzling or painful problem is actually just a very difficult decision that is waiting to be made. It is possible that the looming “problem” in your life has taken on its imposing or frightening form due to a conscious or unconscious un willingness on your part to make a tough decision.

Brief Mindfulness Exercise:

Before you begin the following five steps of problem solving from your base of mindfulness, allow yourself a few moments to slow down and take a some slow deep breaths. Bring your full awareness to this  moment. Allow your thoughts, emotions, and sensations to naturally emerge; notice them just as they are, accept their presence, and release them with each breath that leaves your lungs. If confusing or unsettling thoughts enter into awareness, observe them with an open heart and nonjudgmental mind. Allow yourself to become disentangled from those thoughts as you notice that they are just thoughts … not “facts” or absolute truth.

Notice your emotions as they arise naturally from within. Perhaps you sense a deep-seated fear as you approach this problem. Observe this experience and direct compassion toward your fear, anxiety , or doubt. Embrace your suffering , rather than push it away. Notice what useful information is embedded within those painful disavowed experiences. Observe any physical sensations that emerge at this time, reconnecting with your body . Direct your full awareness in a nonjudgmental, accepting, and curious way toward those sensations. Perhaps there is a tightness in your throat or chest, shaking in your hands, a racing heart, or queasiness at your core.

Be kind toward yourself and notice the delicate way that your thoughts, emotions, and sensations are all coming together in a nuanced dance as you approach solving this problem. Allow wise mind to guide you, bringing together reason with emotion, as you begin to become open, reflective, and alert to the problem. When you are ready, direct your mindful awareness and focus  completely to the problem you are facing. Remember that part of being mindful involves directing your full presence toward one thing at a time , so give yourself the gift of slowing down as you go through this five step process of problem solving.

Mindful Problem Solving

R ead through the following five steps of problem solving and write down your authentic responses at each step along the way. Let go of the notion of “right” or “wrong” responses and trust yourself . As you go through these steps, make a commitment to yourself to follow through with your plan. When you take the time to move through solving a difficult problem with an open heart and awakened mind, you may begin to see that the right path out of the woods was there all along… just waiting for you to notice it and summon the courage to make the journey.

(1) State your problem

Problems cannot be solved and decisions cannot be made effectively before you have clearly and accurately identified the problem. If this step is easy for you, simply write down in simple and concise terms exactly what problem you are facing. If it seems challenging to identify the problem, try writing down some characteristics of the problem or common themes. For example, “health issues: illness, sleep, diet, mental health” or “relationship issues: conflict, loneliness, dissatisfaction.”

Once you have clearly identified and stated your current problem, take the time to engage in a bit of “ problem analysis ” to help you understand the various dimensions of the problem with greater clarity:

• What is the problem?
• Who is involved?
• What happens? What bothers you?
• Where does the problem occur?
• When does it occur?
• How does it happen? (Is there a pattern ?)
• Why do you think it happens?
• What else is important in this situation?
• How do you respond to the situation? (List your behaviors .)
• How does it make you feel?
• What outcome do you want to see?

(2) Outline your solutions

Once you have sufficiently identified the problem from various perspectives, you are ready to start identifying the best solutions available. Maintain a mindfully open attitude as you approach potential solutions from a place of creativity. Even if your “ideal” solution may not be realistic at this present moment, stay open to making the most out of the tools you do  have to work with at this point in time. Notice if any potential solutions come to you as you reflect on your responses to the last three questions from step one, regarding what you do , what you feel , and what you truly want .

Try coming up with and writing down three possible solutions based on those responses. For example, possible solutions may be worded in some of the following ways: “Figure out better ways to respond when I feel confused or frozen by the problem,” or  “Learn how to manage intense emotions more effectively when the problem occurs,” or  “Deliver painful news or express authentic feelings , no matter how scary it may feel.”

As you begin to set goals that will move you closer to your desired solution , remember to describe what you do want  to happen, as opposed to what you don’t want  to happen. For example, instead of “I don’t want to feel sad and confused,” rephrase that as, “I do want to feel happiness and a sense of clarity.” It is easier to move toward desired goals when they are stated in positive terms. If your goals feel general or vague (e.g., “I want to feel happier”), simply notice this for now – you will develop specific strategies intended to help you realize your goals in the next step.

Remember to state your intended goal from your own point of view, taking responsibility and ownership… this is what you  want to do. For example, instead of “I don’t want my friend to get angry with me so easily,” rephrase it as, “I want to learn how to develop a better relationship with my friend.” When goals are stated in these terms, you can become empowered by realizing the amount of control you have in reaching your goal, instead of depending on or wondering about the thoughts or behaviors of others.

(3) List your strategies

Maintain the creative mindful attitude that you took while generating possible solutions, as you allow your heart and mind to fully open to the process of recognizing strategies that will move you closer toward your goals. As you begin the process of coming up with ideas that may or may not help you reach your goal(s), remember: (1) don’t criticize/judge your ideas, (2) allow yourself to generate lots  of ideas/possibilities, (3) think creatively – allow yourself to be free of censorship, and (4) integrate and improve on ideas if needed – perhaps a few of your strategies have the potential to integrate into one amazing idea.

As you begin to create a brainstorm list of potential strategies, reflect back on your three possible solutions from the previous step. This exercise in brainstorming possible strategies involves the following steps:

• Write down the clearly stated/defined problem
• List your three possible solutions
• Underneath each solution, write at least 10 possible strategies

Part of engaging in this process of brainstorming from a centered place of mindfulness involves giving yourself permission to take your time, slow down your mind , and allow creative and productive strategies to emerge naturally into conscious awareness. Creative, effective, and mindful problem solving allows for strategies/ideas to be borne out of your authentic self … from your innermost sense of values , intuition, and alert wisdom.

(4) View the consequences of your strategies

At this step in the problem solving process, you have clearly stated the problem, come up with three possible solutions (think of them as solutions A, B, & C), and at least 10 possible strategies for each. Now that you are equipped with at least 30 problem-solving strategies, you are prepared to narrow down that list as you evaluate the potential (realistic) consequences of putting them into action.

• Look at the three lists of strategies you created for solutions A, B, and C. Notice which solution has generated the most strategies that appear to have the greatest chances of actually  succeeding.
• After you mindfully evaluate which of the three lists contains strategies that seem most effective (likely to bring about the desired outcome), choose the solution that you believe has the greatest chance of bringing success.
• Using the solution you chose (A, B, or C), begin to narrow down the strategies to three. These three strategies should be the best strategies for that particular solution; bear in mind you can always combine a few strategies into an even more powerful one. During the process of narrowing down your list, cross out any ideas that strike you as exceedingly unrealistic or not aligned with your true values or authentic self.
• In order to evaluate the consequences of each strategy, reflect on how each may positively and negative impact yourself, others, and your short-term/long-term goals.
• Write down each of your three narrowed down strategies in specific terms and list the positive and negative consequences in two columns underneath each strategy.
• If the best strategy does not become readily apparent to you at this point, try rating the positive and negative consequences for each of the three strategies on a scale of 1 to 4 (1 = not too important or significant, 4 = very important or significant).
• You can now go through all three strategies and add up those scores. The idea is that the most effective strategy is the one with the highest positive/lowest negative consequence score.
• If you feel at peace and content with the strategy that yielded the greatest positive consequences for yourself/others and your short-term/long-term goals, carry this knowledge and confidence with you to the final step of this problem-solving process.

(5) Evaluate your results

Now that you have selected the best strategy as a result of your deliberate, focused, and mindful process of problem solving, the time has come to put that strategy into action . It is time to take your carefully selected strategy and break it down into simple, specific, realistic steps that you will commit to enacting. Remember to insert different/specific words into the following example that allow you to connect this final step to the personal problem you are currently facing. A specific example of breaking down your chosen strategy into concrete steps can be found at step five of the following example.

General example of final outcome – “Five steps of effective and mindful problem solving” :

(1) Problem : “I’m at a major crossroads in my life and don’t know what to do.”

(2) Best solution – based on which of the three primary solutions generated the most effective list of strategies: “Figure out better ways to respond when I feel confused or frozen by the problem.”

(3) Best strategy – based on greatest/realistic chances of success and mindful weighing of potential consequences: “Practice mindfulness meditation , emotion regulation exercises , & interpersonal assertiveness .”

(4) Awareness of consequences  – accurate recognition of short-term/long-term consequences to yourself/others based on enacting the best strategy: “ Positive : feel more centered/relaxed/in touch with my authentic experience, increased ability to effectively identify/respond to emotions in myself and others, & increased confidence in ability to take a stand and speak my true feelings with healthy assertiveness ; Negative : fears of becoming lost within the process of meditation, temporary discomfort with allowing and responding to uncomfortable emotions authentically, & potential that expressing authentic thoughts/feelings may cause short-term/long-term hurt to others.”

(5)   Evaluate & break down strategy into manageable steps  – consider desired actions based on chosen strategy and commit to specific steps you will take toward putting that strategy into action: “Read about simple mindfulness exercise s and set aside 20 minutes each morning/evening to practice, write out specific emotion regulation coping skills onto flashcards and practice using them when feeling calm/centered as well as during times of emotional distress, & learn about interpersonal effectiveness and assertiveness skills – actively practice clearly stating thoughts, feelings, and needs on a daily basis.”

P roblem solving becomes significantly easier and less intimidating when you take a proactive approach toward solving the problem and become mindfully attuned with your authentic inner experience (focusing less on what others may think, want, or do as you determine what you  are feeling). Give yourself the opportunity go through this type of deliberate, thoughtful, and wise process of reaching healthy resolutions to your problems.

Remember that even when taking a mindful approach, problems aren’t always solved in the first, second, or even third attempts. This is because there are so many unknowns inherent within life’s mysteries and the only person’s behaviors you can ultimately control are your own. If your initial attempts at problem solving go awry, choose to reframe that perceived failure as a learning opportunity and a valuable chance to do things differently next time. The sooner you start taking active steps toward solving problems and recognize what works and what doesn’t work… the sooner you can shed the heavy robes of indecision and emotional paralysis and begin to live your most authentic life.

– – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –

Wood, J.C. (2010). The cognitive behavioral therapy workbook for personality disorders.  Oakland, CA: New Harbinger Publications, Inc.

Featured image: For What It’s Worth by Adam Swank / CC BY-SA 2.0

About Laura K. Schenck, Ph.D., LPC

I am a Licensed Professional Counselor (LPC) with a Ph.D. in Counseling Psychology from the University of Northern Colorado. Some of my academic interests include: Dialectical Behavior Therapy, mindfulness, stress reduction, work/life balance, mood disorders, identity development, supervision & training, and self-care.

Extremely helpful, Laura. Thank you so much.

I would so enjoy seeing more about problem-solving and decision-making.

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The Anatomy of the Brain

The brain controls your thoughts, feelings, and physical movements

Associated Conditions

The brain is a unique organ that is responsible for many functions such as problem-solving, thinking, emotions, controlling physical movements, and mediating the perception and responses related to the five senses. The many nerve cells of the brain communicate with each other to control this activity.

Each area of the brain has one or more functions. The skull, which is composed of bone, protects the brain. A number of different health conditions can affect the brain, including headaches , seizures , strokes , multiple sclerosis , and more. These conditions can often be managed with medical or surgical care.

The brain is primarily composed of nerve cells, which are also called neurons. Blood vessels supply oxygen and nutrients to the neurons of the brain. Cerebrospinal fluid (CSF), a fluid that provides nourishment and immune protection to the brain, flows around the brain and within the ventricular system (spaces between the regions of the brain).

The brain and the CSF are protected by the meninges, composed of three layers of connective tissue: the pia, arachnoid, and dura layers. The skull surrounds the meninges.

The brain has many important regions, such as the cerebral cortex, brainstem, and cerebellum. The areas of the brain all interact with each other through hormones and nerve stimulation.

The regions of the brain include:

• Cerebral cortex : This is the largest portion of the brain. It includes two hemispheres (halves), which are connected to each other—physically and functionally—by the corpus callosum. The corpus callosum runs from the front of the cerebral cortex to the back of the cerebral cortex. The outer part of the cerebral cortex is often described as gray matter, and the deeper areas are often described as white matter due to their microscopic appearance.
• Lobes of the cerebral cortex : Each hemisphere of the cerebral cortex is composed of four lobes. The frontal lobes are the largest, and they are located at the front of the brain. The temporal lobes are located on the sides of the brain, near and above the ears. The parietal lobes are at the top middle section of the brain. And the occipital lobes, which are the smallest lobes, are located in the back of the cerebral cortex.
• Limbic system : The limbic system is located deep in the brain and is composed of several small structures, including the hippocampus, amygdala, thalamus, and hypothalamus .
• Internal capsule : This area is located deep in the brain and is considered white matter. The frontal regions of the cerebral cortex surround the left and right internal capsules. The internal capsule is located near the lateral ventricles.
• Thalamus : The left and right thalami are below the internal capsule, above the brainstem, and near the lateral ventricles.
• Hypothalamus and pituitary gland : The hypothalamus is a tiny region of the brain located directly above the pituitary gland. The pituitary gland is a structure that extends directly above the optic chiasm, where the optic nerves meet.
• Brainstem : The brainstem is the lowest region of the brain and is continuous with the spinal cord. It is composed of three sections: the midbrain, pons, and medulla. The cranial nerves emerge from the brainstem.
• Cerebellum : The cerebellum is located at the lower back of the brain, under the occipital lobe and behind the brainstem. It has two hemispheres (left and right) that are connected by a middle structure called the vermis.
• Blood vessels : The blood vessels that supply your brain include the anterior cerebral arteries , middle cerebral arteries , posterior cerebral arteries, basilar artery , and vertebral arteries . These blood vessels and the blood vessels that connect them to each other compose a collection of blood vessels described as the circle of Willis .
• Ventricular system : CSF flows in the right and left lateral ventricles, the third ventricle, the cerebral aqueduct, the fourth ventricle, and down into the central canal in the spinal cord.

The brain has a number of functions, including motor function (controlling the body’s movements), coordination, sensory functions (being aware of sensations), hormone control, regulation of the heart and lungs, emotions, memory, behavior, and creativity.

These functions often rely on and interact with each other. For example, you might experience an emotion based on something that you see and/or hear. Or you might try to solve a problem with the help of your memory. Messages travel very quickly between the different regions in the brain, which makes the interactions almost instantaneous.

Functions of the brain include:

• Motor function : Motor function is initiated in an area at the back of the frontal lobe called the motor homunculus. This region controls movement on the opposite side of the body by sending messages through the internal capsule to the brainstem, then to the spinal cord, and finally to a spinal nerve through a pathway described as the corticospinal tract.
• Coordination and balance : Your body maintains balance and coordination through a number of pathways in the cerebral cortex, cerebellum, and brainstem.
• Sensation : The brain receives sensory messages through a pathway that travels from the nerves in the skin and organs to the spine, then to the brainstem, up through the thalamus, and finally to an area of the parietal lobe called the sensory homunculus, which is directly behind the motor homunculus. Each hemisphere receives sensory input from the opposite side of the body. This pathway is called the spinothalamic tract.
• Vision : Your optic nerves in your eyes can detect whatever you see, sending messages through your optic tract (pathway) to your occipital lobes. The occipital lobes put those messages together so that you can perceive what you are seeing in the world around you.
• Taste and smell : Your olfactory nerve detects smell, while several of your cranial nerves work together to detect taste. These nerves send messages to your brain. The sensations of smell and taste often interact, as smell amplifies your experience of taste.
• Hearing : You can detect sounds when a series of vibrations in your ear stimulate your vestibulocochlear nerve. The message is sent to your brainstem and then to your temporal cortex so that you can make sense of the sounds that you hear.
• Language : Speaking and understanding language is a specialized brain function that involves several regions of your dominant hemisphere (the side of the brain opposite your dominant hand). The two major areas that control speech are Wernicke’s area , which controls the understanding of speech, and Broca’s area, which controls the fluency of your speech.
• Emotions and memory : Your amygdala and hippocampus play important roles in storing memory and associating certain memories with emotion.
• Hormones : Your hypothalamus, pituitary gland, and medulla all respond to the conditions of your body, such as your temperature, carbon dioxide level, and hormone levels, by releasing hormones and other chemicals that help regulate your body’s functions. Emotions such as fear can also have an influence on these functions.
• Behavior and judgment : The frontal lobes control reasoning, planning, and maintaining social interactions. This area of the brain is also involved in judgment and maintaining appropriate behavior.
• Analytical thinking : Mathematical problem solving is located in the dominant hemisphere. Often, this type of reasoning involves interaction with the decision-making regions of the frontal lobes.
• Creativity : There are many types of creativity, including the production of visual art, music, and creative writing. These skills can involve three-dimensional thinking, also described as visual-spatial skills. Creativity also involves analytical reasoning and usually requires a balance between traditional ways of thinking (which occurs in the frontal lobes) and "thinking outside the box."

There are many conditions that can affect the brain. You may experience self-limited issues, such as the pain of a headache, or more lasting effects of brain disease, such as paralysis due to a stroke. The diagnosis of brain illnesses may be complex and can involve a variety of medical examinations and tests, including a physical examination, imaging tests, neuropsychological testing, electroencephalography (EEG) , and/or lumbar puncture .

Common conditions that involve the brain include:

• Headaches : Head pain can occur due to chronic migraines or tension headaches. You can also have a headache when you feel sleepy, stressed, or due to an infection like meningitis (an infection of the meninges).
• Traumatic brain injury : An injury to the head can cause damage such as bleeding in the brain, a skull fracture, a bruise in the brain, or, in severe cases, death. These injuries may cause vision loss, paralysis, or severe cognitive (thinking) problems.
• Concussion : Head trauma can cause issues like loss of consciousness, memory impairment, and mood changes. These problems may develop even in the absence of bleeding or a skull fracture. Often, symptoms of a concussion resolve over time, but recurrent head trauma can cause serious and persistent problems with brain function, described as chronic traumatic encephalopathy (CTE).
• Transient ischemic attack (TIA) : A temporary interruption in the blood supply to the brain can cause the affected areas to temporarily lose function. This can happen due to a blood clot, usually coming from the heart or carotid arteries. If the interruption in blood flow resolves before permanent brain damage occurs, this is called a TIA . Generally, a TIA is considered a warning that a person is at risk of having a stroke, so a search for stroke causes is usually necessary—and stroke prevention often needs to be initiated.
• Stroke : A stroke is brain damage that occurs due to an interruption of blood flow to the brain. This can occur due to a blood clot (ischemic stroke) or a bleed in the brain (hemorrhagic stroke) . There are a number of causes of ischemic and hemorrhagic stroke, including heart disease, hypertension, and brain aneurysms.
• Brain aneurysm : An aneurysm is an outpouching of a blood vessel. A brain aneurysm can cause symptoms due to pressure on nearby structures. An aneurysm can also bleed or rupture, causing a hemorrhage in the brain. Sometimes an aneurysm can be surgically repaired before it ruptures, preventing serious consequences.
• Dementia : Degenerative disease of the regions in the brain that control memory and behavior can cause a loss of independence. This can occur in several conditions, such as Alzheimer’s disease , Lewy body dementia, Pick’s disease, and vascular dementia (caused by having many small strokes).
• Multiple sclerosis (MS) : This is a condition characterized by demyelination (loss of the protective fatty coating around nerves) in the brain and spine. MS can cause a variety of effects, such as vision loss, muscle weakness, and sensory changes. The disease course can be characterized by exacerbations and remissions, a progressive decline, or a combination of these processes.
• Parkinson’s disease : This condition is a progressive movement disorder that causes tremors of the body (especially the arms), stiffness of movements, and a slow, shuffling pattern of walking. There are treatments for this condition, but it is not curable.
• Epilepsy : Recurrent seizures can occur due to brain damage or congenital (from birth) epilepsy. These episodes may involve involuntary movements, diminished consciousness, or both. Seizures usually last for a few seconds at a time, but prolonged seizures (status epilepticus) can occur as well. Anti-epileptic medications can help prevent seizures, and some emergency anti-epileptic medications can be used to stop a seizure while it is happening.
• Meningitis or encephalitis : An infection or inflammation of the meninges (meningitis) or the brain (encephalitis) can cause symptoms such as fever, stiff neck, headache, or seizures. With treatment, meningitis usually improves without lasting effects, but encephalitis can cause brain damage, with long-term neurological impairment.
• Brain tumors : A primary brain tumor starts in the brain, and brain tumors from the body can metastasize (spread) to the brain as well. These tumors can cause symptoms that correlate to the affected area of the brain. Brain tumors also may cause swelling in the brain and hydrocephalus (a disruption of the CSF flow in the ventricular system). Treatments include surgery, chemotherapy, and radiation therapy.

If you have a condition that could be affecting your brain, there are a number of complex tests that your medical team may use to identify the problem. Most important, a physical exam and mental status examination can determine whether there is any impairment of brain function and pinpoint the deficits. For example, you may have weakness of one part of the body, vision loss, trouble walking, personality or memory changes, or a combination of these issues. Other signs, such as rash or fever, which are not part of the neurological physical examination, can also help identify systemic issues that could be causing your symptoms.

Diagnostic tests include brain imaging tests such as computerized tomography (CT), magnetic resonance imaging (MRI), or functional magnetic resonance imaging (fMRI). These tests can identify structural and functional abnormalities. And sometimes, tests such as CT angiography (CTA), MRI angiography (MRA), or interventional cerebral angiography are needed to visualize the blood vessels in the brain.

Another test, an evoked potential test, can be used to identify hearing or vision problems in some circumstances. And a lumbar puncture may be used to evaluate the CSF surrounding the brain. This test can detect evidence of infection, inflammation, or cancer. Rarely, a brain biopsy is used to sample a tiny area of the brain to assess the abnormalities.

Thau L, Singh P. Anatomy, central nervous system . StatPearls.

Calso C, Besnard J, Allain P. Frontal lobe functions in normal aging: Metacognition, autonomy, and quality of life . Exp Aging Res . 2019;45(1):10-27. doi:10.1080/0361073X.2018.1560105

Ferry B, DeCastro A. Concussion . StatPearls.

Panuganti KK, Tadi P, Lui F. Transient ischemic attack . StatPearls.

Párraga RG, Possatti LL, Alves RV, Ribas GC, Türe U, de Oliveira E. Microsurgical anatomy and internal architecture of the brainstem in 3D images: surgical considerations . J Neurosurg . 2016;124(5):1377-95. doi:10.3171/2015.4.JNS132778

Talo M, Yildirim O, Baloglu UB, Aydin G, Acharya UR. Convolutional neural networks for multi-class brain disease detection using MRI images . Comput Med Imaging Graph . 2019;10:101673. doi:10.1016/j.compmedimag.2019.101673

By Heidi Moawad, MD Dr. Moawad is a neurologist and expert in brain health. She regularly writes and edits health content for medical books and publications.

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How Groupthink Impacts Our Behavior

Why going along with the group can lead to poor decisions

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How Groupthink Works

What causes groupthink, examples of groupthink, groupthink can have serious effects, potential pitfalls of groupthink, what can you do to avoid groupthink.

Have you ever been in a situation where everyone seems to agree without giving the problem much thought? This is often an example of a psychological phenomenon known as groupthink. Groups tend to think in harmony, which can make reaching a consensus easier while also reducing critical thinking and novel ideas.

What Exactly Is Groupthink?

Groupthink is a psychological phenomenon in which people strive for consensus within a group. In many cases, people will set aside their own personal beliefs or adopt the opinions of the rest of the group. The term was first used in 1972 by social psychologist Irving L. Janis.

People opposed to the group's decisions or overriding opinions frequently remain quiet, preferring to keep the peace rather than disrupt the crowd's uniformity. This phenomenon can be problematic, but even well-intentioned people are prone to making irrational decisions in the face of overwhelming pressure from the group.

Keep reading to learn more about how to spot the signs of groupthink, what causes it, and the effects it can have on decision-making and behavior.

8 Signs of Groupthink

Groupthink may not always be easy to discern, but there are some signs that it is present. There are also some situations where it may be more likely to occur. Janis identified eight different "symptoms" that indicate groupthink.

• Illusions of unanimity lead members to believe that everyone is in agreement and feels the same way. It is often much more difficult to speak out when it seems that everyone else in the group is on the same page.
• Unquestioned beliefs lead members to ignore possible moral problems and not consider the consequences of individual and group actions.
• Rationalizing prevents members from reconsidering their beliefs and causes them to ignore warning signs.
• Stereotyping leads members of the in-group to ignore or even demonize out-group members who may oppose or challenge the group's ideas. This causes members of the group to ignore important ideas or information.
• Self-censorship causes people who might have doubts to hide their fears or misgivings. Rather than sharing what they know, people remain quiet and assume that the group must know best.
• "Mindguards" act as self-appointed censors to hide problematic information from the group. Rather than sharing important information, they keep quiet or actively prevent sharing.
• Illusions of invulnerability lead group members to be overly optimistic and engage in risk-taking. When no one speaks out or voices an alternative opinion, people believe that the group must be right.
• Direct pressure to conform is often placed on members who pose questions, and those who question the group are often seen as disloyal or traitorous.

Four of the main characteristics of groupthink include pressure to conform, the illusion of invulnerability, self-censorship, and unquestioned beliefs. Other signs include rationalizing, self-censorship, mindguards, and direct pressure.

Why does groupthink occur? Think about the last time you were part of a group, perhaps during a school project. Imagine that someone proposes an idea that you think is terrible, ineffective, or just downright dumb.

However, everyone else in the group agrees with the person who suggested the idea, and the group seems set on pursuing that course of action. Do you voice your dissent or just go along with the majority opinion?

In many cases, people end up engaging in groupthink when they fear that their objections might disrupt the harmony of the group or suspect that their ideas might cause other members to reject them .

Groupthink is complex and there are many influences that can impact when and how it happens. Some causes that may play a part include:

Group Identity

It tends to occur more in situations where group members are very similar to one another. When there is strong group identity, members of the group tend to perceive their group as correct or superior while expressing disdain or disapproval toward people outside of the group, a phenomenon known as the ingroup bias.

When people have a lot in common and are very similar to one another, their beliefs and decision-making are often biased in similar ways. This means that they may come to the same conclusions and interpret the available information in the same ways.

Leader Influences

Groupthink is also more likely to occur when a powerful and charismatic leader commands the group. People may be more likely to go along with authoritarian leaders because they fear punishment. Transformational leaders can sometimes produce this same effect because group members are more willing to buy into their vision for the group.

Low Knowledge

When people lack personal knowledge of something or feel that other members of the group are more qualified, they are more likely to engage in groupthink. Since they lack the expertise and experience, they tend to let other people set the pace and make the decisions.

Situations where the group is placed under extreme stress or where moral dilemmas exist also increase the occurrence of groupthink. It's easier to maintain peace and stick to the group consensus rather than rock the boat and slow things down by introducing conflicting ideas.

Contributing Factors

Janis suggested that groupthink tends to be the most prevalent in conditions:

• When there is a high degree of cohesiveness.
• When there are situational factors that contribute to deferring to the group (such as external threats, moral problems, and difficult decisions).
• When there are structural issues (such as group isolation and a lack of impartial leadership ).

Groupthink has been attributed to many real-world political decisions that have had consequential effects. In his original descriptions of groupthink, Janis suggested that the escalation of the Vietnam War, the Bay of Pigs invasion, and the failure of the U.S. to heed warnings about a potential attack on Pearl Harbor were all influenced by groupthink.

Other examples where decision-making is believed to be heavily influenced by groupthink include:

• The Watergate scandal
• The Challenger space shuttle disaster
• The 2003 invasion of Iraq
• The 2008 economic crisis
• The Tiananmen Square disaster
• Internet cancel culture

In more everyday settings, researchers suggest that groupthink might play a part in decisions made by professionals in healthcare settings.

In each instance, factors such as pressure to conform, closed-mindedness, feelings of invulnerability, and the illusion of group unanimity contribute to poor decisions and often devastating outcomes.

Groupthink can cause people to ignore important information and can ultimately lead to poor decisions . This can be damaging even in minor situations but can have much more dire consequences in certain settings.

Medical, military, or political decisions, for example, can lead to unfortunate outcomes when they are impaired by the effects of groupthink.

The phenomenon can have high costs. These include:

• The suppression of individual opinions and creative thought can lead to inefficient problem-solving .
• It can contribute to group members engaging in self-censorship. This tendency to seek consensus above all else also means that group members may not adequately assess the potential risks and benefits of a decision. 
• Groupthink also tends to lead group members to perceive the group as inherently moral or right. Stereotyped beliefs about other groups can contribute to this biased sense of rightness.

Groupthink can be a way to preserve the harmony in the group, which may be helpful in some situations that require rapid decision-making. However, it can also lead to poor problem-solving and contribute to bad decisions .

Groupthink vs. Conformity

It is important to note that while groupthink and conformity are similar and related concepts, there are important distinctions between the two. Groupthink involves the decision-making process.

On the other hand, conformity is a process in which people change their own actions so they can fit in with a specific group. Conformity can sometimes cause groupthink, but it isn't always the motivating factor.

While groupthink can generate consensus, it is by definition a negative phenomenon that results in faulty or uninformed thinking and decision-making. Some of the problems it can cause include:

• Blindness to potentially negative outcomes
• Failure to listen to people with dissenting opinions
• Lack of creativity
• Lack of preparation to deal with negative outcomes
• Ignoring important information
• Inability to see other solutions
• Not looking for things that might not yet be known to the group
• Obedience to authority without question
• Overconfidence in decisions
• Resistance to new information or ideas

Group consensus can allow groups to make decisions, complete tasks, and finish projects quickly and efficiently—but even the most harmonious groups can benefit from some challenges.   Finding ways to reduce groupthink can improve decision-making and assure amicable relationships within the group.

There are steps that groups can take to minimize this problem. First, leaders can give group members the opportunity to express their own ideas or argue against ideas that have already been proposed.

Breaking up members into smaller independent teams can also be helpful. Here are some more ideas that might help prevent groupthink.

• Initially, the leader of the group should avoid stating their opinions or preferences when assigning tasks. Give people time to come up with their own ideas first.
• Assign at least one individual to take the role of the "devil's advocate."
• Discuss the group's ideas with an outside member in order to get impartial opinions.
• Encourage group members to remain critical. Don't discourage dissent or challenges to the prevailing opinion.
• Before big decisions, leaders should hold a "second-chance" meeting where members have the opportunity to express any remaining doubts.
• Reward creativity and give group members regular opportunities to share their ideas and thoughts.
• Assign specific roles to certain members of the group.
• Establish metrics or definitions to make sure that everyone is basing decisions or judgments on the same information.
• Consider allowing people to submit anonymous comments, suggestions, or opinions.

Diversity among group members has also been shown to enhance decision-making and reduce groupthink.  

When people in groups have diverse backgrounds and experiences, they are better able to bring different perspectives, information, and ideas to the table. This enhances decisions and makes it less likely that groups will fall into groupthink patterns.

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