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Problem Solving

Building People-Focused Problem-Solving Capacity

By Lean Leaper

September 21, 2020

While Lean promises robust solutions to the most pressing of problems, it’s core promise offers something even more enduring: the organizational capacity to frame and face problems in a dynamic manner. This piece explores how the best lean organizations discover that disciplined lean practice helps develop a capacity to explore, learn, and indeed, solve problems by everyone.

While Lean promises robust solutions to the most pressing of problems, it’s core promise offers something even more enduring: the organizational capacity to frame and face problems in a dynamic manner. Beyond the rewards of quick fixes, the best organizations discover that disciplined lean practice helps develop a capacity to explore, learn, and indeed, solve problems by everyone.

That’s why lean thinkers always stress the importance of focusing on the process of tackling problems over the gains of any one-time solution–to be vigilant about mindfully developing healthy habits with each turn of the cycle. Tracey Richardson shares a handful of key questions in support of this approach in Are You Having Problems with Your Problem-Solving? :

Does every individual in your organization understand the Purpose of their work ?
Is everyone utilizing the power of the Gemba ?
Are you digging down to find root cause?
Are you measuring in specific performance terms?
Are you doing this everyday with everything you do?

She counsels people to replace kaizen “blitzes” (episodic events that frame problem-solving as something done on special occasions) with sustained daily efforts that become ingrained as healthy habits. “No labels, make it a way of business,” she says. This anchors the work in daily details, and guides improvers toward tangible targets.

Sustained lean practice inevitably focuses people on the specific details of any gap to be closed, say Jim Luckman and David Verble. In How a Problem-Solving Culture Takes Root , they advise people to “grasp the actual conditions of problem situations,” a principle that prevents people from jumping to conclusions with predetermined fixes.

While this may appear to be plain old common sense, they explain how this core principle grounds problem-solvers in a humble and open approach: “Rather than assume you know enough about the nature of a problem situation, go to the gemba (wherever the work processes are) and try to understand the sources of performance problems yourself. Look for and ask about the problems, often caused by variation in the way the work is being done.”

Indeed, starting with a commitment to the actual problems subsequently colors how you will interact with the people touching this problem. It will lead you to show respect for what your employees know, think, feel, and can do, they say; and drive you to ask open-ended questions in the spirit of inquiry as opposed to advocacy. It will also lead you to, per their advice, “pay attention to how employees talk to you (and each other) about problems.”

Following such a formal problem-solving process invariably develops teamwork, says John Shook, who has written often about the value of applying A3 thinking to challenges large and small. His terrific book Managing to Learn shares the iterative value of exposing how one person tackles a problem, emphasizing the mutual discovery of manager and managee as they address a focused (indeed, an increasingly narrow) problem.

In The A3 Process—Discovery at Toyota and What it Can Do For You , Shook talks about his experience that inspired the book, noting how one simple episode from his time at Toyota provided a scaffolding for a simple challenge that has helped illuminate the larger purpose of a PDCA -oriented leadership style:

“Where’s the damned file?” was a simple problem, but the value of the Process extended far beyond its face value of enabling us to find files faster. Education and learning were embedded in the Process of working on the A3 (the improvement project) itself. It exemplified learning through doing at its best. The more A3s I wrote, the better I became at the thought Process . Internalizing the thinking is the objective, not technical mastery of the format. The more cycles of reflection and learning that can be experienced, the better it is for the individual and for the organization.

The most fundamental use of the A3 is as a simple problem-solving tool. But the underlying principles and practices can be applied in any organizational settings. Given that the first use of the A3 as a tool is to standardize a methodology to understand and respond to problems, A3s encourage root cause analysis, reveal processes, and represent goals and action plans in a format that triggers conversation and learning. A good A3 has sound problem-solving — science — embedded inside, but it achieves much more, exemplifying this great quote by a great scientist:

“Science is built of facts the way a house is built of bricks, but an accumulation of facts is no more science than a pile of bricks is a house.” – Henri Poincaré

In exactly the same way, a good A3 is more than a collection of data that solves a problem — it tells a story that can coalesce an organization.

This generative quality of mutual problem-solving is highlighted in two recent Posts by John Shook and Isao Yoshino tracing the Kanri Noryoku Program (Kan-Pro) at Toyota. Tackling any problem was always linked to the eternal challenge of developing proficient managers who would learn through leading, and lead through learning (a reference to Katie Anderson’s new book on this topic.)

The two remind us once more of the need to lead mindfully, always open to the process of learning and developing while pursuing specific results: “One of the hallmarks of a successfully executed A3 process is that it is a collaborative activity (“it takes 2 to A3”), a learning process for everyone involved. For learner and teacher, senpai and kohai, sensei and deshi. The A3 paper is simply a convenience, a job aid to facilitate structured discovery.”

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7 Problem-Solving Skills That Can Help You Be a More Successful Manager

Discover what problem-solving is, and why it's important for managers. Understand the steps of the process and learn about seven problem-solving skills.

[Featured Image]: A manager wearing a black suit is talking to a team member, handling an issue utilizing the process of problem-solving

1Managers oversee the day-to-day operations of a particular department, and sometimes a whole company, using their problem-solving skills regularly. Managers with good problem-solving skills can help ensure companies run smoothly and prosper.

If you're a current manager or are striving to become one, read this guide to discover what problem-solving skills are and why it's important for managers to have them. Learn the steps of the problem-solving process, and explore seven skills that can help make problem-solving easier and more effective.

What is problem-solving?

Problem-solving is both an ability and a process. As an ability, problem-solving can aid in resolving issues faced in different environments like home, school, abroad, and social situations, among others. As a process, problem-solving involves a series of steps for finding solutions to questions or concerns that arise throughout life.

The importance of problem-solving for managers

Managers deal with problems regularly, whether supervising a staff of two or 100. When people solve problems quickly and effectively, workplaces can benefit in a number of ways. These include:

Greater creativity

Higher productivity

Increased job fulfillment

Satisfied clients or customers

Better cooperation and cohesion

Improved environments for employees and customers

7 skills that make problem-solving easier

Companies depend on managers who can solve problems adeptly. Although problem-solving is a skill in its own right, a subset of seven skills can help make the process of problem-solving easier. These include analysis, communication, emotional intelligence, resilience, creativity, adaptability, and teamwork.

1. Analysis

As a manager , you'll solve each problem by assessing the situation first. Then, you’ll use analytical skills to distinguish between ineffective and effective solutions.

2. Communication

Effective communication plays a significant role in problem-solving, particularly when others are involved. Some skills that can help enhance communication at work include active listening, speaking with an even tone and volume, and supporting verbal information with written communication.

3. Emotional intelligence

Emotional intelligence is the ability to recognize and manage emotions in any situation. People with emotional intelligence usually solve problems calmly and systematically, which often yields better results.

4. Resilience

Emotional intelligence and resilience are closely related traits. Resiliency is the ability to cope with and bounce back quickly from difficult situations. Those who possess resilience are often capable of accurately interpreting people and situations, which can be incredibly advantageous when difficulties arise.

5. Creativity

When brainstorming solutions to problems, creativity can help you to think outside the box. Problem-solving strategies can be enhanced with the application of creative techniques. You can use creativity to:

Approach problems from different angles

Improve your problem-solving process

Spark creativity in your employees and peers

6. Adaptability

Adaptability is the capacity to adjust to change. When a particular solution to an issue doesn't work, an adaptable person can revisit the concern to think up another one without getting frustrated.

7. Teamwork

Finding a solution to a problem regularly involves working in a team. Good teamwork requires being comfortable working with others and collaborating with them, which can result in better problem-solving overall.

Steps of the problem-solving process

Effective problem-solving involves five essential steps. One way to remember them is through the IDEAL model created in 1984 by psychology professors John D. Bransford and Barry S. Stein [ 1 ]. The steps to solving problems in this model include: identifying that there is a problem, defining the goals you hope to achieve, exploring potential solutions, choosing a solution and acting on it, and looking at (or evaluating) the outcome.

1. Identify that there is a problem and root out its cause.

To solve a problem, you must first admit that one exists to then find its root cause. Finding the cause of the problem may involve asking questions like:

Can the problem be solved?

How big of a problem is it?

Why do I think the problem is occurring?

What are some things I know about the situation?

What are some things I don't know about the situation?

Are there any people who contributed to the problem?

Are there materials or processes that contributed to the problem?

Are there any patterns I can identify?

2. Define the goals you hope to achieve.

Every problem is different. The goals you hope to achieve when problem-solving depend on the scope of the problem. Some examples of goals you might set include:

Gather as much factual information as possible.

Brainstorm many different strategies to come up with the best one.

Be flexible when considering other viewpoints.

Articulate clearly and encourage questions, so everyone involved is on the same page.

Be open to other strategies if the chosen strategy doesn't work.

Stay positive throughout the process.

3. Explore potential solutions.

Once you've defined the goals you hope to achieve when problem-solving , it's time to start the process. This involves steps that often include fact-finding, brainstorming, prioritizing solutions, and assessing the cost of top solutions in terms of time, labor, and money.

4. Choose a solution and act on it.

Evaluate the pros and cons of each potential solution, and choose the one most likely to solve the problem within your given budget, abilities, and resources. Once you choose a solution, it's important to make a commitment and see it through. Draw up a plan of action for implementation, and share it with all involved parties clearly and effectively, both verbally and in writing. Make sure everyone understands their role for a successful conclusion.

5. Look at (or evaluate) the outcome.

Evaluation offers insights into your current situation and future problem-solving. When evaluating the outcome, ask yourself questions like:

Did the solution work?

Will this solution work for other problems?

Were there any changes you would have made?

Would another solution have worked better?

As a current or future manager looking to build your problem-solving skills, it is often helpful to take a professional course. Consider Improving Communication Skills offered by the University of Pennsylvania on Coursera. You'll learn how to boost your ability to persuade, ask questions, negotiate, apologize, and more.

You might also consider taking Emotional Intelligence: Cultivating Immensely Human Interactions , offered by the University of Michigan on Coursera. You'll explore the interpersonal and intrapersonal skills common to people with emotional intelligence, and you'll learn how emotional intelligence is connected to team success and leadership.

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Article sources

Tennessee Tech. “ The Ideal Problem Solver (2nd ed.) , https://www.tntech.edu/cat/pdf/useful_links/idealproblemsolver.pdf.” Accessed December 6, 2022.

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How to Be Mentally Strong: 14 Ways to Build Mental Toughness

Some people seem to quickly bounce back from personal failures and setbacks, while others find it much more difficult.

When life knocks you down, are you quick to pick yourself up and adapt to the circumstances? Or do you find yourself completely overwhelmed with little confidence in your ability to deal with the challenge?

If you find yourself in the latter category, not to worry. Luckily there are many practical strategies for building mental resilience; it is a quality that can be learned and honed through practice, discipline and hard work.

Our resilience is often tested when life circumstances change unexpectedly and for the worse — such as the death of a loved one, the loss of a job, or the end of a relationship. Such challenges, however, present the opportunity to rise above and come back even stronger than you were before.

Read on to learn techniques to build and improve your mental resilience, and deal effectively with the challenges of life.

Before you read on, we thought you might like to download our three Resilience Exercises for free . These engaging, science-based exercises will help you to effectively deal with difficult circumstances and give you the tools to improve the resilience of your clients, students or employees.

This Article Contains:

How to be mentally strong, on building resilience and mental toughness, how to build resilience in adults, increase mental strength in students, 14 ways to build and improve resilience, the road to resilience (apa), the resilience builder program, the realizing resilience masterclass, improving mental stamina, enhancing resilience in the community, what builds resilient relationships, how do people learn to become resilient for life, case study showing ways to build resilience, how to get a better, stronger and more confident mind, 3 youtube videos on how to be mentally strong, a take-home message.

Mental Strength is the capacity of an individual to deal effectively with stressors, pressures and challenges and perform to the best of their ability, irrespective of the circumstances in which they find themselves (Clough, 2002).

Building mental strength is fundamental to living your best life . Just as we go to the gym and lift weights in order to build our physical muscles, we must also develop our mental health through the use of mental tools and techniques.

Optimal mental health helps us to live a life that we love, have meaningful social connections, and positive self-esteem . It also aids in our ability to take risks, try new things, and cope with any difficult situations that life may throw at us.

Mental strength involves developing daily habits that build mental muscle. It also involves giving up bad habits that hold you back.

Morin, 2017

In order to be mentally healthy, we must build up our mental strength! Mental strength is something that is developed over time by individuals who choose to make personal development a priority. Much like seeing physical gains from working out and eating healthier, we must develop healthy mental habits, like practicing gratitude , if we want to experience mental health gains.

Likewise, to see physical gains we must also give up unhealthy habits, such as eating junk food, and for mental gains, give up unhealthy habits such as feeling sorry for oneself.

We are all able to become mentally stronger, the key is to keep practicing and exercising your mental muscles — just as you would if you were trying to build physical strength!

The term “ Resilience ,” commonly used in relation to positive mental health, is actually borrowed from engineering, where it refers to the ability of a substance or object to spring back into shape (“Resilience,” 2019). In the same way that a material object would require strength and flexibility in order to bounce back, so too does an individual require these characteristics in order to be mentally resilient.

The American Psychological Association (2014) defines Mental Resilience as:

“The process of adapting well in the face of adversity, trauma, tragedy, threats or even significant sources of stress.”

A similar concept, Mental Toughness , refers to the ability to stay strong in the face of adversity; to keep your focus and determination despite the difficulties you encounter. A mentally tough individual sees challenge and adversity as an opportunity and not a threat, and has the confidence and positive approach to take what comes in their stride (Strycharczyk, 2015).

To be mentally tough, you must have some degree of resilience , but not all resilient individuals are necessarily mentally tough. If you think of it as a metaphor, resilience would be the mountain, while mental toughness might be one of the strategies for climbing that mountain.

Strycharczyk (2015) finds it useful to think of the difference in terms of the phrase ‘survive and prosper.’ Resilience helps you to survive, and mental toughness helps you to prosper.

Mental toughness begins when you choose to take notice of what’s passing through your mind, without identifying personally with those thoughts or feelings. Then, finding the determination to evoke optimistic thoughts about the situation at hand.

According to Strycharczyk and Clough (n.d.), techniques for developing mental toughness revolve around five themes:

Positive Thinking
Anxiety Control
Visualization
Goal Setting
Attentional Control

As with building mental strength, developing mental toughness does require self-awareness and commitment. Generally speaking, mentally tough individuals appear to achieve more than the mentally sensitive and enjoy a greater degree of contentment.

Prof Clough (Strycharczyk & Clough (n.d.)) describes four important traits of mental toughness, which he calls the 4C’s: Control, Commitment, Challenge, and Confidence. One may possess a few of these traits, but having the four qualities in combination is the key to success.

Mental toughness can be measured using the MTQ48 Psychometric Tool, constructed by Professor Peter Clough of Manchester Metropolitan University. The MTQ48 Tool is scientifically valid and reliable and based on this 4C’s framework, which measures key components of mental toughness.

The 4 C’s of Mental Toughness:

This is the extent to which you feel you are in control of your life, including your emotions and sense of life purpose . The control component can be considered your self-esteem. To be high on the Control scale means to feel comfortable in your own skin and have a good sense of who you are.

You’re able to control your emotions — less likely to reveal your emotional state to others — and be less distracted by the emotions of others. To be low on the Control scale means you might feel like events happen to you and that you have no control or influence over what happens.

2. Commitment

This is the extent of your personal focus and reliability. To be high on the Commitment scale is to be able to effectively set goals and consistently achieve them, without getting distracted. A high Commitment level indicates that you’re good at establishing routines and habits that cultivate success.

To be low on the Commitment scale indicates that you may find it difficult to set and prioritize goals, or adapt routines or habits indicative of success. You might also be easily distracted by other people or competing priorities.

Together, the Control and Commitment scales represent the Resilience part of the Mental Toughness definition. This makes sense because the ability to bounce back from setbacks requires a sense of knowing that you are in control of your life and can make a change. It also requires focus and the ability to establish habits and targets that will get you back on track to your chosen path.

3. Challenge

This is the extent to which you are driven and adaptable. To be high on the Challenge scale means that you are driven to achieve your personal best, and you see challenges, change, and adversity as opportunities rather than threats; you are likely to be flexible and agile. To be low on the Challenge scale means that you might see change as a threat, and avoid novel or challenging situations out of fear of failure.

4. Confidence

This is the extent to which you believe in your ability to be productive and capable; it is your self-belief and the belief that you can influence others. To be high on the Confidence scale is to believe that you will successfully complete tasks, and to take setbacks in stride while maintaining routine and even strengthening your resolve. To be low on the

Confidence scale means that you are easily unsettled by setbacks, and do not believe that you are capable or have any influence over others.

Together, the Challenge and Confidence scales represent the Confidence part of the Mental Toughness definition. This represents one’s ability to identify and seize an opportunity, and to see situations as opportunities to embrace and explore. This makes sense because if you are confident in yourself and your abilities and engage easily with others, you are more likely to convert challenges into successful outcomes.

Download 3 Free Resilience Exercises (PDF)

These detailed, science-based exercises will equip you or your clients to recover from personal challenges and turn setbacks into opportunities for growth.

Download 3 Free Resilience Tools Pack (PDF)

By filling out your name and email address below.

As mentioned earlier, mental resilience is not a trait that people either have or don’t have. Rather, it involves behaviors, thoughts, and actions that can be learned and developed in everyone. Of course, there may be a genetic component to a person’s level of mental resilience, but it is certainly something that can be built upon.

In a paper inspired by the 2013 panel of the International Society for Traumatic Stress Studies, Drs. Southwick, Bonanno, Masten, Panter-Brick, and Yehuda (2013) tackled some of the most pressing current questions in the field of resilience research.

The panelists had slightly different definitions of resilience, but most of the definitions included a concept of healthy, adaptive, positive functioning in the aftermath of adversity. They agreed that “ resilience is a complex construct and it may be defined differently in the context of individuals, families, organizations, societies, and cultures. ”

There was also a consensus that one’s ability to develop resilience is based on many factors, including genetic, developmental, demographic, cultural, economic, and social variables; but that resilience can be cultivated, nonetheless (Southwick et al., 2013).

Simply put, resilience can be cultivated through will-power, discipline, and hard work; and there are many strategies by which to do so. The key is to identify ways that are likely to work well for you as part of your own personal strategy for cultivating resilience.

Just like adults, mentally strong children and adolescents are able to tackle problems, bounce back from failure, and cope with life’s challenges and hardships. They are resilient and have the courage and confidence to reach their full potential.

Developing mental strength in students is just as important, if not more important, as developing mental strength in adults. According to Morin (2018), helping kids develop mental strength requires a three-pronged approach, teaching them how to:

Replace negative thoughts with positive, more realistic thoughts
Control their emotions so their emotions don’t control them
Take positive action.

Though there are many strategies, discipline techniques, and teaching tools that help children to build their mental muscle, here are 10 strategies to help students develop the strength they need to become a mentally strong adult:

1. Teach Specific Skills

Rather than making kids suffer for their mistakes, discipline should be about teaching kids how to do better next time. Instead of punishment, use consequences that teach useful skills, such as problem-solving and impulse control.

2. Let Your Child Make Mistakes

Mistakes are an inevitable part of life and learning. Teach your child or student that this is so and that they shouldn’t be embarrassed or ashamed about getting something wrong.

3. Teach Your Child How to Develop Healthy Self-Talk

It’s important to help children develop a realistic and optimistic outlook on life, and how to reframe negative thoughts when they arise. Learning this skill early in life will help them persevere through difficult times.

4. Encourage Your Child to Face Fears Head-On

Enabling a child to face their fears head-on will help them gain invaluable confidence. One way to do this is to teach your child to step outside of their comfort zone and face their fears one small step at a time while praising and rewarding their efforts.

5. Allow Your Child to Feel Uncomfortable

It can be tempting to soothe or rescue your child or student whenever they are struggling, but it’s important to allow them to sometimes lose or struggle, and insist that they are responsible even when they don’t want to be. Dealing with small struggles on their own can help children to build their mental strength.

6. Build Character

Children with a strong moral compass and value system will be better able to make healthy decisions. You can help by instilling values such as honesty and compassion , and creating learning opportunities that reinforce these values, regularly.

7. Make Gratitude a Priority

Practicing gratitude is one of the greatest things you can do for your mental health, and it’s no different for children (for more, see our Gratitute Tree for Kids .) Gratitude helps us to keep things in perspective, even during the most challenging times. To raise a mentally strong child you should encourage them to practice gratitude on a regular basis.

8. Affirm Personal Responsibility

Accepting responsibility for your actions or mistakes is also part of building mental strength involves. If your student is trying to blame others for the way he/she thinks, feels or behaves, simply steer them away from excuses and allow for explanations.

9. Teach Emotion Regulation Skills

Instead of soothing or calming down your child every time they are upset, teach them how to deal with uncomfortable emotions on their own so that they don’t grow up depending on you to regulate their mood. Children who understand their range of feelings (see the Emotion Wheel ) and have experience dealing with them are better prepared to deal with the ups and downs of life.

10. Be A Role Model for Mental Strength

There’s no better way to teach a child than by example. To encourage mental strength in your students or children, you must demonstrate mental strength. Show them that you make self-improvement a priority in your life, and talk about your goals and steps you take to grow stronger.

As we’ve learned, your level of mental resilience is not something that is decided upon at birth — it can be improved over the course of an individual’s life. Below we will explore a number of different strategies and techniques used to improve mental resilience.

Rob Whitley, Ph.D. (2018), suggests three resilience-enhancing strategies:

1. Skill Acquisition

Acquiring new skills can play an important part in building resilience, as it helps to develop a sense of mastery and competency — both of which can be utilized during challenging times, as well as increase one’s self-esteem and ability to problem solve.

Skills to be learned will depend on the individual. For example, some might benefit from improving cognitive skills such as working memory or selective attention, which will help with everyday functioning. Others might benefit from learning new hobbies activities through competency-based learning.

Acquiring new skills within a group setting gives the added benefit of social support, which also cultivates resilience.

2. Goal Setting

The ability to develop goals , actionable steps to achieve those goals , and to execute, all help to develop will-power and mental resilience. Goals can be large or small, related to physical health, emotional wellbeing, career, finance, spirituality, or just about anything. Goals that involve skill-acquisition will have a double benefit. For example, learning to play an instrument or learning a new language.

Some research indicates that setting and working towards goals beyond the individual, i.e. religious involvement or volunteering for a cause, can be especially useful in building resiliency. This may provide a deeper sense of purpose and connection, which can be valuable during challenging times.

3. Controlled Exposure

Controlled exposure refers to the gradual exposure to anxiety-provoking situations, and is used to help individuals overcome their fears. Research indicates that this can foster resilience, and especially so when it involves skill-acquisition and goal setting — a triple benefit.

Public speaking, for example, is a useful life skill but also something that evokes fear in many people. People who are afraid of public speaking can set goals involving controlled exposure, in order to develop or acquire this particular skill. They can expose themselves to a small audience of one or two people, and progressively increase their audience size over time.

This type of action plan can be initiated by the individual, or it can be developed with a therapist trained in Cognitive Behavioral Therapy . Successful efforts can increase self-esteem and a sense of autonomy and mastery, all of which can be utilized in times of adversity.

11 Further Strategies From The APA

The American Psychology Association (“Road to Resilience,” n.d.) shares 11 strategies for building mental resilience:

1. Make connections.

Resilience can be strengthened through our connection to family, friends, and community. Healthy relationships with people who care about you and will listen to your problems, offer support during difficult times and can help us to reclaim hope. Likewise, assisting others in their time of need can benefit us greatly and foster our own sense of resilience .

2. Avoid seeing crises as insurmountable problems.

We cannot change the external events happening around us, but we can control our reaction to these events. In life, there will always be challenges, but it’s important to look beyond whatever stressful situation you are faced with, and remember that circumstances will change. Take notice of the subtle ways in which you may already start feeling better as you deal with the difficult situation.

3. Accept that change is a part of living.

They say that the only thing constant in life is change. As a result of difficult circumstances, certain goals may no longer be realistic or attainable. By accepting that which you cannot change, it allows you to focus on the things that you do have control over.

4. Move toward your goals. (*also suggested by Whitley, 2018)

Though it is important to develop long-term, big-picture goals, it is essential to make sure they’re realistic. Creating small, actionable steps makes our goals achievable, and helps us to regularly work towards these goals, creating small “wins” along the way. Try to accomplish one small step towards your goal every day.

5. Take decisive actions.

Instead of shying away from problems and stresses, wishing they would just go away, try to take decisive action whenever possible.

6. Look for opportunities for self-discovery.

Sometimes tragedy can result in great learnings and personal growth. Living through a difficult situation can increase our self-confidence and sense of self-worth, strengthen our relationships, and teach us a great deal about ourselves. Many people who have experienced hardship have also reported a heightened appreciation for life and deepened spirituality.

7. Nurture a positive view of yourself.

Working to develop confidence in yourself can be beneficial in preventing difficulties, as well as building resilience. Having a positive view of yourself is crucial when it comes to problem-solving and trusting your own instincts.

8. Keep things in perspective.

When times get tough, always remember that things could be worse; try to avoid blowing things out of proportion. In cultivating resilience it helps to keep a long-term perspective when facing difficult or painful events.

9. Maintain a hopeful outlook.

When we focus on what is negative about a situation and remain in a fearful state, we are less likely to find a solution. Try to maintain a hopeful, optimistic outlook, and expect a positive outcome instead of a negative one. Visualization can be a helpful technique in this respect.

10. Take care of yourself.

Self-care is an essential strategy for building resilience and helps to keep your mind and body healthy enough to deal with difficult situations as they arise. Taking care of yourself means paying attention to your own needs and feelings, and engaging in activities that bring you joy and relaxation. Regular physical exercise is also a great form of self-care.

11. Additional ways of strengthening resilience may be helpful.

Resilience building can look like different things to different people. Journaling , practicing gratitude , meditation , and other spiritual practices help some people to restore hope and strengthen their resolve.

The American Psychological Association (2014) defines resilience as the process of adapting well in the face of adversity, trauma, tragedy, threats or significant sources of stress — such as family and relationship problems, serious health problems or workplace and financial stressors. In other words, “bouncing back” from difficult experiences. Resilience is not a trait that people either have or do not have.

It involves behaviors, thoughts, and actions that can be learned and developed in anyone.

Research has shown that resilience is ordinary, not extraordinary and that people commonly demonstrate resilience. A good example of this is the response of many Americans to the September 11 2001, terrorist attacks, and individuals’ efforts to rebuild their lives.

According to the APA, being resilient does not mean that a person doesn’t experience hardships or adversities. In fact, a considerable amount of emotional distress is common in people who have dealt with difficulties and trauma in their lives.

Factors in Resilience

Many factors contribute to resilience, but studies have shown that the primary factor is having supportive relationships within and outside of the family. Relationships that are caring, loving, and offer encouragement and reassurance, help cultivate a person’s resilience.

The APA suggests several additional factors that are associated with resilience, including:

The capacity to make realistic plans and actionable steps to carry them out.
A positive self-view and confidence in your strengths and abilities.
Communication and problem-solving skills.
The capacity to manage and regulate strong feelings and impulses.

All of these are factors that people can develop within themselves.

Strategies For Building Resilience

When it comes to developing resilience , strategies will vary between each individual. We all react differently to traumatic and stressful life events, so an approach that works well for one person might not work for another. For example, some variation as to how one might communicate feelings and deal with adversity may reflect cultural differences, etc.

Learning from your Past

Taking a look at past experiences and sources of personal strength may provide insight as to which resilience building strategies will work for you. Below are some guiding questions from the American Psychology Association, that you can ask yourself about how you’ve reacted to challenging situations in the past. Exploring the answers to these questions can help you develop future strategies.

Consider the following:

What types of events have been most stressful for me?
How have those events typically affected me?
Have I found it helpful to think of important people in my life when I am distressed?
To whom have I reached out for support in working through a traumatic or stressful experience?
What have I learned about myself and my interactions with others during difficult times?
Has it been helpful for me to assist someone else going through a similar experience?
Have I been able to overcome obstacles, and if so, how?
What has helped make me feel more hopeful about the future?

Staying Flexible

A resilient mindset is a flexible mindset. As you encounter stressful circumstances and events in your life, it is helpful to maintain flexibility and balance in the following ways:

Let yourself experience strong emotions, and realize when you may need to put them aside in order to continue functioning.
Step forward and take action to deal with your problems and meet the demands of daily living; but also know when to step back and rest/reenergize yourself.
Spend time with loved ones who offer support and encouragement; nurture yourself.
Rely on others, but also know when to rely on yourself.

Places to Look for Help

Sometimes the support of family and friends is just not enough. Know when to seek help outside of your circle. People often find it helpful to turn to:

Self-help and community support groups Sharing experiences, emotions, information and ideas can provide great comfort to those who may feel like they’re alone during difficult times.
Books and other publications Hearing from others who have successfully navigated adverse situations like the one you’re going through, can provide great motivation and inspiration for developing a personal strategy.
Online resources There is a wealth of resources and information on the web about dealing with trauma and stress; just be sure the information is coming from a reputable source.
A licensed mental health professional For many, the above suggestions may be sufficient to cultivate resilience, but sometimes it’s best to seek professional help if you feel like you are unable to function in your daily life, as a result of traumatic or other stressful life events.

Continuing on your Journey

To help summarize the APA’s main points, a useful metaphor for resilience involves taking a journey on a kayak. On a rafting trip, you can encounter all kinds of different waters — rapids, slow water, shallow water and all kinds of crazy turns.

Much like in life, these changing circumstances affect your thoughts, mood, and the ways in which you will navigate yourself. In life, as in traveling down a river, it helps to have past experience and knowledge from which to draw on. Your journey should be guided by a strategy that is likely to work well for you.

Other important aspects include confidence and belief in your abilities to navigate the sometimes choppy waters, and perhaps having trusted companions to accompany and support you on the ride.

The Resilience Builder Program for Children and Adolescents — Enhancing Social Competence and Self-Regulation is an innovative program designed to increase resilience in youth. The book is based on a 12-week resilience-based group therapy program and applies Cognitive Behavioral Theory and strategies.

The program outlines 30 group sessions that work on the areas of self-esteem, self-control, confidence and coping strategies (Karapetian Alvord, Zucker, Johnson Grados, 2011).

Key competencies addressed in each session include self-awareness, flexible thinking, and social competence. Through discussion and hands-on techniques such as role-playing, group members learn about anger/anxiety management, problem-solving, personal space awareness, self-talk, friendship skills, and other essential topics pertaining to social and personal wellbeing.

These group activities help develop specific protective factors associated with resilience.

The program includes relaxation techniques such as visualization , calm breathing, progressive muscle relaxation, and yoga , to enhance self-regulation. In order to apply their learnings to the outside world, the program assigns homework, community field trips, as well as a parent’s involvement component.

Resilience Builder Program is inventive, well thought out, sequenced and formatted, and offers a well-structured group framework, concrete enough for beginners. If you are looking for a detailed program to teach your child or student how to be resilient, this is an excellent option.

If you are a coach, teacher or counselor and it is your passion to help others become more resilient, then the Realizing Resilience Masterclass© is exactly what you need.

Consisting of six modules which include positive psychology, resilience, attention, thoughts, action and motivation, this comprehensive online course will provide you with key psychological concepts, in an easily digestible manner for anyone that is new to the field.

Upon completion of the self-paced course, you will be awarded a certificate and can use the extensive library of tools, worksheets, videos, and presentations to teach resiliency.

“ Stamina ” is defined by The Oxford Dictionary as the ability to sustain prolonged physical or mental effort (“Stamina,” 2019).

Mental Stamina is the single defining trait that enables us to endure the adversities of life. It is essential for withstanding both long-term challenges or unforeseen and unexpected struggles, concerns or trauma, and is only developed by practice and repetition.

Mental stamina requires planning, strength, perseverance, and concentration (Walkaden, 2016).

Mental Stamina is like an evolved hybrid between grit and resilience.

(Walkaden, 2016).

Often when we talk about stamina we reference elite athletes and sports teams, as both physical and mental stamina is crucial for this type of performance. However, everyone can benefit from increased mental stamina, not just athletes. Although no one builds mental stamina overnight, below Corb (n.d.) offers 5 tips for building your mental stamina over time:

1. Think Positively

Self-confidence and the belief in one’s ability to perform and to make decisions is one of the most important characteristics of a healthy mind. Training yourself to think optimistically and find the positive in every situation will most certainly help to build mental stamina over time.

2. Use Visualization

Visualization is an excellent tool for managing stress, overwhelming situations, and performance anxiety. Close your eyes and imagine a time that you succeeded in a similar situation. This includes remembering the feeling that accompanied that achievement, not just the visual.

3. Plan for Setbacks

Life most certainly does not always go the way we hoped or planned that it would. It’s important to re-center yourself and regain focus after a setback, as opposed to dwelling on the loss or misfortune. We cannot control the external events that happen around us, but we can control what we do afterward. It’s a good idea to have a plan in place that will help you to deal when things don’t go according to plan.

4. Manage Stress

Our ability to manage stress plays a large role in our ability to build mental stamina. Though not all stress is bad — positive stress (excitement) can be a motivating factor — it has the same physical effects on our bodies.

Useful techniques for managing stress include meditation and progressive muscle relaxation. It’s important to remember that you are in control and of your mental state, and how you will handle the stressor at hand.

5. Get More Sleep

It’s no secret that getting enough sleep is vital to our physical and mental functioning in everyday life. Sufficient sleep can help with on-the-spot decision making and reaction time. A sufficient amount of sleep is said to be seven to nine hours, or more if you are performing high-stress activities, both physical and mental.

Community resilience is the sustained ability of a community to utilize available resources (energy, communication, transportation, food, etc.) to respond to, withstand, and recover from adverse situations (e.g. economic collapse to global catastrophic risks) (Bosher, L. & Chmutina, K., 2017).

Successful adaptation in the aftermath of a disaster ensures that a community can return to normal life as effortlessly as possible. Community adaptation is largely dependent on population wellness, functioning, and quality of life (Norris, Stevens, Pfefferbaum, Wyche, & Pfefferbaum, 2007).

As is the case when faced with any problem, a community should implement a plan of action in order to come together and rebuild after a disaster. Below are the key components necessary for a community to build collective resilience after a tragedy:

Reduce risk and resource inequities
Engage local people in mitigation
Create organizational linkages
Boost and protect social supports
Plan for not having a plan, which requires flexibility, decision‐making skills, and trusted sources of information that function in the face of unknowns.

While Mental Health Awareness draws attention to the importance of valuing your own mental health, it is also about positively impacting the lives (and mental wellness) of the people around you.

According to research on the foundation of social networks, the most important parts of establishing positive relationships are showing appreciation, being a good listener, and giving support to others when they need it (Ditzen & Heinrichs, 2014).

Furthermore, a strong social support network has been linked to a decrease in alcohol use, cardiovascular disease, and depressive thoughts (Cherry, 2020).

So do yourself and the ones around you a favor and remind them how loved and deserving they are of a little mood boost.

Remember : you never know what somebody else might be going through, so your random act of kindness might make a world of difference.

Resilience is a very important aspect of any relationship. Relationships require ongoing attention and cultivation, especially during times of adversity. Have you ever wondered what makes some friendships or romantic relationships more likely to survive than others? Below, Everly (2018) suggests certain factors which seem to foster resiliency in relationships, and increase their likelihood of survival.

Seven Characteristics of Highly Resilient Relationships

1. active optimism.

Active optimism is not just hoping that things will turn out well, rather, it is believing that things will turn out well and then taking action that will lead to a better outcome. In a relationship, this means an agreement to avoid critical, hurtful, cynical comments, and to instead, work together to harness the power of a positive self-fulfilling prophecy .

2. Honesty, Integrity, Accepting Responsibility for One’s Actions, and the Willingness to Forgive

When we commit to accepting responsibility for our actions, being loyal to one another and forgiving each other (and ourselves), we are bound to cultivate resilience within our relationships. This includes the old adage that honesty is the best policy, regardless of the outcome and consequences.

3. Decisiveness

This means having the courage to take action, even when the action is unpopular or provokes anxiety in a relationship. Decisive action sometimes means leaving a toxic relationship or one that is not serving you well anymore, often times promoting one’s own personal resilience.

4. Tenacity

Tenacity is to persevere , especially in the face of discouragement, setbacks, and failures. It is important in relationships to remember that there will always be ebbs and flows, good times as well as hard times.

5. Self-Control

As it pertains to relationships, the ability to control impulses, resist temptations and delay gratification are clearly important qualities. Self-control helps one to avoid practices that will negatively impact their relationship, while promoting healthy practices, especially in the face of adversity.

6. Interpersonal Connectedness Through Honest Communication

The sense of “belonging” and connectedness in a relationship is maintained and honed through open, honest communication . Often times the most difficult conversations to have are the most important ones.

7. Presence of Mind

Present mindedness has many positive implications for the individual, and this is also true for partners in a relationship. Present-minded awareness within a relationship leads to a calm, non-non-judgmental thinking style and open communication. Presence of mind enables collaborative thinking and openness to new solutions, rather than shooting them down and projecting blame.

These are just some of the characteristics that predict resilience in a relationship and increase the likelihood of a relationship rebounding after difficult situations.

If you want to become resilient for life, it’s best to start with building your resilience in the present moment! Practice and commitment to the strategies and tips discussed above, will over time increase your ability to bounce back and adapt once life has presented you with hardships.

The silver lining to experiencing adverse life events is that the more you are able to flex your resiliency muscle, the better you will be able to bounce back again the next time life throws you a curveball!

In this study, Lipaz Shamoa-Nir (2014) presents a description of building organizational and personal resilience at three levels of institution: management, faculty, and students of a multi-cultural college. To do so, the college utilized three different framework models: the contact hypothesis model, the joint projects model, and the theoretical model.

The study discusses the complexities of constructing this multi-dimensional framework for improving communication between a radically diverse group of students with opposing political and cultural views. The students are immigrants living under a continuous threat of social and economic crisis, with tension and conflicts both internally and externally.

Each level of the institution must contribute to developing coping strategies for crisis situations as well as everyday reality. For faculty, this includes building a program that considers the strengths and weaknesses of students from social minority groups. For students, this includes social projects that express their cultural and national diversity.

Most importantly, the process requires leadership from management-focused solutions and activities intended to instill a sense of confidence and certainty at all levels of the organization.

Some key takeaways from the case study are that although processes for building resilience may take several years, they can be accelerated by changes or crises that arise; and that while aspects of resilience are built-in routine situations, most of them are only tested in crisis situations.

Although every individual develops their own unique coping style, the proposed multi-dimensional resilience model references these six factors that comprise each style:

Beliefs and Values
Imagination

Lastly, the case study may very well be relevant to other organizations or communities during or post-conflict.

17 Tools To Build Resilience and Coping Skills

Empower others with the skills to manage and learn from inevitable life challenges using these 17 Resilience & Coping Exercises [PDF] , so you can increase their ability to thrive.

Created by Experts. 100% Science-based.

Confidence is one of the 4C’s of mental toughness! Nurturing a positive self-view and developing confidence in your ability to solve problems and in trusting your instincts, is one of the main factors in building resiliency. So how do we cultivate a more confident mind?

Below are 10 surefire ways that you can begin building your confidence (Bridges, 2017):

1. Get Things Done

Confidence and accomplishment go hand-in-hand. Accomplishing goals, and even taking small steps towards your goals, can help build your self-esteem and confidence in your abilities.

2. Monitor Your Progress

When working towards a goal, big or small, it is important to break it down into smaller, more manageable steps. In doing so, one will find it easier to monitor their progress and build confidence as they see the progress happening in real time. It helps to quantify your goals, as well as the actionable steps towards those goals.

3. Do The Right Thing

Highly confident people tend to live by a value system and make decisions based on that value system, even when it’s not necessarily in their best interest. When your decisions are aligned with your highest self, it can cultivate a more confident mind.

4. Exercise

Exercise not only benefits your physical body but your mind as well. Mental benefits of exercise include improved focus, memory retention, and stress and anxiety management. Exercise is also said to prevent and aid in depression. Confidence from exercising comes not only from the physical, visible benefits but also from the mental benefits.

5. Be Fearless

To be fearless in the pursuit of your dreams and goals requires a level of confidence. Conversely, challenging yourself by diving head first into things that scare you, will help to build your confidence. Often when we set big goals for ourselves it is easy to get overwhelmed and be fearful of failure. In these instances, it is important to gather up your courage and just keep going, one step at a time.

6. Stand-up For Yourself

To stand up for yourself when someone tells you that you can’t accomplish something is an effective way to develop your confidence. All too often we may end up believing the naysayers, as they are echoing the self-doubt we may be hearing in our heads. To nurture a positive self-view is to replace those negative thoughts with positive ones. Try to do so as well when someone does not believe in you.

7. Follow Through

Following through on what you say you’re going to do, not only helps to earn the respect of others but also respect for and confidence in yourself. Developing your follow-through skills will also help you accomplish your goals and likely strengthen your relationships, too.

8. Think Long-term

Often times, we trade in long-term happiness for more immediate gratification. We can build up our confidence by making sacrifices and decisions based on long-term goals rather than short-term comforts. Finding the discipline to do so will bring greater happiness in the long-term and a higher likelihood of achieving the goals you’ve set for yourself.

9. Don’t Care What Others Think

It is easy to fall into the trap of wondering what others may think of you, but it’s important to remember that what others think actually means nothing in the pursuit of your dreams. Build your confidence by believing in yourself and continuing to move forward, even when others might not agree with you.

10. Do More Of What Makes You Happy

When we take time for self-care and doing the things that bring us joy, it helps to enrich our lives and becomes our best selves. Confidence comes when we are aligned with our highest selves and proud of it.

At the root of many of these tools and strategies for building your mental fitness, are Self-Awareness and Acceptance . In order to enhance, improve or build upon our existing mental strength, we must be aware of where we are at, and also accept that this is where we are at. Only then can we begin to take steps toward a stronger, healthier mental state.

Another key takeaway is that you cannot control everything that happens to you but you absolutely can control how you react to what happens. In these cases, your mind can be your biggest asset or your worst enemy. When you learn how to train it well, you can bounce back from difficult situations and can accomplish incredible feats.

If you want to experience greater overall life satisfaction, you must be in good mental health. Mental fitness includes strength, toughness, and resilience. Building these muscles may be very challenging, and might take years of effort and commitment, but the benefits of being mentally fit and resilient will be seen in all aspects of your life.

Enhanced performance, better relationships, and a greater sense of wellbeing can all be achieved by developing healthy mental habits while giving up unhealthy mental habits.

We can all improve our mental health by implementing these strategies and committing to the process for the long-term.

We hope you enjoyed reading this article. Don’t forget to download our three Resilience Exercises for free .

Bosher, L. & Chmutina, K. (2017). Disaster Risk Reduction for the Built Environment . Hoboken, NJ: John Wiley & Sons.
Bridges, F. (2017, July 21). 10 Ways To Build Confidence. Forbes.com. Retrieved from https://www.forbes.com/sites/francesbridges/2017/07/21/10-ways-to-build-confidence/#6f1a4a293c59
Cherry, K. (2020). How social support contributes to psychological health . Verywellmind.com.
Clough, P.J., Earle, K., & Sewell, D. (2002). Mental toughness: The concept and its measurement. In Kobasa SC, 1979. Stressful events, Personality, and health: An inquiry into hardiness. Journal of Personality and Social Psychology . 7: 413-423.
Corb, R.E. (n.d.). 5 Tips for Building Mental Stamina. Retrieved from https://www.webmd.com/fitness-exercise/features/mental-stamina#1
Ditzen, B., & Heinrichs, M. (2014). Psychobiology of social support: the social dimension of stress buffering. Restorative Neurology and Neuroscience, 32(1) , 149-162.
Everly, Jr., G.S. (2018, April 24). 7 Characteristics of Resilient Relationships. Psychology Today . Retrieved from https://www.psychologytoday.com/intl/blog/when-disaster-strikes-inside-disaster-psychology/201804/7-characteristics-resilient
Karapetian Alvord, M., Zucker, B., & Johnson Grados, J. (2011). Resilience Builder Program for Children and Adolescents — Enhancing Social Competence and Self-Regulation . Retrieved from https://www.researchpress.com/books/682/resilience-builder-program-children-and-adolescents
Morin, A. (2017, April 29). Is It Best to Be Emotionally Intelligent or Mentally Strong? Psychology Today . Retrieved from https://www.psychologytoday.com/gb/blog/what-mentally-strong-people-dont-do/201704/is-it-best-be-emotionally-intelligent-or-mentally
Morin, A. (2019, January 24). 10 Tips for Raising Mentally Strong Kids. Retrieved from https://www.verywellfamily.com/tips-for-raising-mentally-strong-kids-1095020
Norris, F.H., Stevens, S.P., Pfefferbaum, B., Wyche, K.F., & Pfefferbaum, R.L. (2007). Community Resilience as a Metaphor, Theory, Set of Capacities, and Strategy for Disaster Readiness. Wiley Online Library . Retrieved from https://onlinelibrary.wiley.com/doi/abs/10.1007/s10464-007-9156-6
Resilience. (2019). In OxfordDictionaries.com. Retrieved from http://www.oxforddictionaries.com/definition/english/resilience
Shamoa-Nir, L. (2014). Defining Resilience from Practice: Case Study of Resilience Building in a Multi-Cultural College. ScienceDirect, Procedia Economics and Finance , (18), 279–286. Retrieved from https://ac.els-cdn.com/S2212567114009411/1-s2.0-S2212567114009411-main.pdf?
Southwick, S.M., Bonanno, G.A., Masten, A.S., Panter-Brick, C., & Yehuda, R. (2014). Resilience definitions, theory, and challenges: interdisciplinary perspectives. Eur J Psychotraumatol. Retrieved from https://www.ncbi.nlm.nih.gov/pmc/articles/PMC4185134/
Stamina. (2019). In OxfordDictionaries.com. Retrieved from http://www.oxforddictionaries.com/definition/english/stamina
Strycharczyk, D. (2015, July 31). Resilience and Mental Toughness: Is There a Difference and Does it Matter? Retrieved from https://www.koganpage.com/article/resilience-and-mental-toughness-is-there-a-difference-and-does-it-matter
Strycharczyk, D. & Clough, P. (n.d.). Resilience, Mental Toughness. Retrieved from https://www.fahr.gov.ae/Portal/Userfiles/Assets/Documents/4d12e7a0.pdf
The Road to Resilience. (n.d.). American Psychology Association . Retrieved from https://www.apa.org/helpcenter/road-resilience.aspx
Walkaden, C. (2017, July 14). What is Mental Stamina. Retrieved from https://www.cwcounselling.com.au/what-is-mental-stamina-watch-free-webinar/
What is Mental Toughness? (n.d.). Retrieved from http://www.mentaltoughnessinc.com/what-is-mental-toughness/
Whitley, R. (2018, February 15). Three Simple Ways to Enhance Mental Health Resilience. Psychology Today . Retrieved from https://www.psychologytoday.com/us/blog/talking-about-men/201802/three-simple-ways-enhance-mental-health-resilience

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Help me a lot to take a life forward with a lot of confidence. Actually after the pandemic i am a jobless person. Still i am jobless but i decided to face my challenge. Thanks for valuable article

Hello Doctors! The lessons are interesting and beneficial, I learned so much. kudos! to all, what you all shared in here are invaluable and that will remain as of the bests part of our lives.

These guidelines are really very useful. I have read through once but Iam going to give them more attention,because I have met of those that I had already practiced. Iam very grateful,and shall soon be sharing more. Kindest.

we appreciate your great work from RWANDA

very helpful for me i am in difficult situation in my life in am very diperresed my mid wos stuck but my confidence is not ded and i wos stand amd move on with problems thanks.

Really needed to hear this, today a warrior was born!

This seems to make sense but an overconfidence or ignorance can actually lead to inefficiency. As a gamer I have defeated many players who seemed more confident but did not really know what they were doing. So, this advice is good in a sense but does not really work as things are more complicated I guess.

I have learnt great motivation from this article. It’s a great ideas those who want mentally strong.

To Nicole Celestine Thank you so much for your great work. It is so good for all those who are willing to be good humans. So many people are in need of this kind of writing. I hope that you will write more of this kind.

I am 57 and on the outside, My disability is 2399 per month.I’ve because and tired and often want to not be on this planet, No one will help me friend. I have 2 narcisistc men are mean to me and so is boyfriend. I want out if Washington so badly. I have some money to use from paris. PLEASE countt me into this program. Thank this would peaceful to start over. I’m in. trap. 714 4933483.

Thank you @

I’m sorry to hear that you are struggling. Please know there are services and people in your area who care and can help you leave an abusive situation (which it sounds like you may be in). Therefore, I would encourage you to reach out for support. A good starting point may be to reach out to one or more of these shelters/services in the Washington area. At a minimum, they should be able to connect you to further support.

Keep safe, and I hope things start looking up for you soon.

– Nicole | Community Manager

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7 Best Problem-Solving Skills: Examples & How To Develop Them

Problem Solving Skills What Are They Definition & Examples

Problem-solving skills are valuable soft skills to have in today’s increasingly competitive and fast-changing workplace. In the workplace, problem-solving skills are about one’s capacity to deal with tough or unexpected challenges and situations.

They are also essential in other aspects of our lives, such as building relationships and making decisions. Individuals who can properly assess the situations and offer solutions are in high demand in organizations. And problem-solving skills are abilities that allow you to do so.

In this article, we will discuss what are key problem-solving skills and the skills related to problem-solving. You will also learn about how to conduct a problem-solving process when you encounter a problem. We will share with you the benefits and importance of key problem-solving skills and how to improve these skills.

What Are Problem-Solving Skills?

Problem-solving is a soft skill (a personal strength), not a hard skill learned from school or specialized training. Problem-solving skills assist you in resolving challenges swiftly and effectively.

It gives you a keen eye to spot underlying problems and put a solution in place. Problem-solving skills are crucial in every profession and at every level. As a result, technical expertise relevant to the sector or role may be required for effective problem-solving.

Problem-solving skills can be improved by familiarizing yourself with common organizational challenges and learning from more experienced employees. Although problem-solving is usually thought of as an independent skill, it depends on a combination of other skills (we will come to this in the next section).

Why is Problem-Solving Skill Important in the Workplace?

Having problem-solving skills enables you to be prepared to manage any problems that your employers throw at you. You can analyze, evaluate, and act promptly when issues arise.

Furthermore, you are not frightened of the uncertainty because you are confident that you can handle anything that comes your way. Strong problem-solving skills are valuable to organizations that depend on their employees to identify and solve problems.

10 benefits of having problem-solving skills

Ability to manage their time effectively.
Ability to prioritize, plan and carry out plans.
Ability to think out of the box and identify opportunities in problems.
Ability to work under pressure and deal with stress.
Ability to evaluate and take calculated risks.
Ability to continuously improve performance and implement new improvements when necessary.
Ability to identify and seize opportunities in an ever-changing environment.
Recognized and appreciated by the people around them.
Increased confidence in one’s ability to deal with anything that comes their way.
Ability to make the impossible possible by synergizing their knowledge with systematic problem-solving approaches.

7 Best Problem-Solving Skills

You will adopt a combination of different examples of skills to address a problem effectively.

Here is a list of skills you can leverage to solve a problem:

Research Skills

Problem-solving requires the use of research skills. As a problem solver, you must define the root cause of the issues before addressing them.

You can start by gathering deeper and related information about the topic. To do that, you can discuss with your team members, speak with senior colleagues, conduct online research, or learn from online classes.

Analysis Skills

Analyzing the situation is the first step in addressing any problem. Strong analytical skills allow you to grasp the issues quickly and develop effective strategies. You will also utilize analytical skills when researching to discern between good and poor ideas.

Decision-making Skills

Problem-solving and decision-making are distinct but interrelated skills. Decision-making is a crucial element of the problem-solving process because you will be presented with many choices and possibilities.

Sometimes you can make a quick decision if you happen to have related industry experience. Having strong research and analytical skills may be beneficial to those with less experience or industry knowledge.

There may be instances when it is necessary to set aside time to develop a solution for a challenging problem. Alternatively, you may decide to refer the situation to someone who is in a better position to tackle the issue.

Communication Skills

Strong communication skills are necessary when you are solving a problem. You will need to know how to explain the problem clearly to others and seek their input.

You will also need to know who to approach or which communication channels to use when asking for help. To eliminate uncertainty and make implementation easier, you will need to present and explain the solution to others.

Listening Skills

In general, active listeners are excellent problem solvers. They will listen to others to get the knowledge that will help them address the challenge at hand.

They value and appreciate other people’s perspectives and experiences. This way, they can understand why an issue happened and devise the best course of action to resolve it.

In most cases, problems are solved either spontaneously or methodically. You tend to use your intuition to solve a problem when no new information is required. You either know what you need to know to make a snap decision, or you use common sense or experience to solve them.

You will need to use a more structured approach to solve more complicated problems or issues that you’ve not encountered before. For such problems, you may also need to tap into your creative thinking.

Risk Management

Problem-solving happens when problems arise or when things do not go as planned, and we need to rectify them. During your initial planning stage, you will carry out risk management to weigh the benefits and risks of your solutions.

This way, you can prevent potential hazards or risks from happening the moment you implement the solution.

How Problem-Solving Skills Work?

1. analyze the factors contributing to the problem.

This step entails identifying the presence of a problem, determining its nature, and articulating the problem. The first phase of problem-solving requires further research and investigation. It involves collecting and analyzing data, isolating potential contributing factors, and determining what has to be addressed for a solution.

What is the nature of the problem? Is there more than one problem? What is the best way to define the problem? Spending time identifying the problem will allow you to not only comprehend it better but also articulate the thought process to others.

2. Generate possible solutions

At this stage, you will start developing several possible solutions. But, you will not spend too much time examining them. Usually, a single approach is rarely the clear way to solve a complicated problem.

Generating a variety of alternatives will help you to protect your interests and decrease your likelihood of failing. You can start brainstorming for solutions in a group setting with your team members.

Such sessions provide each team member with a chance to express their thoughts on potential solutions or ideas. An organization has a diverse group of employees who have different skills in different areas. Thus it is essential to hear the perspectives of all parties involved before deciding on the potential interventions.

3. Evaluate solutions and make decisions

This step is possibly the most difficult aspect of the problem-solving process. This stage comprises conducting a detailed analysis of the many alternative options you brainstormed earlier. Then, you will decide on the most effective solution for execution.

Some alternatives may be difficult to implement because of issues such as time limits or money restrictions. It is critical to evaluate what may happen if nothing is done to remedy the situation.

Sometimes when you are trying to resolve a problem, it could potentially lead to a slew of other issues. Finally, decide on the best solution or approach to take to resolve the problem. When deciding, you must consider the potential expenses, hurdles, and necessary resources for effective solution implementation.

4. Implement a plan

This step involves embracing and executing the decision made in the previous stage. Implementation refers to putting the chosen solution into action. During this stage, more difficulties may arise, particularly if the initial problem identification or structure was not completed thoroughly.

Hence, the plan must be executed with benchmarks that can accurately inform you if it is working or not. Implementing a plan includes communicating to your employees about changes in standard operating procedures.

5. Assess the solution’s effectiveness

The last stage involves evaluating the results after implementing the solution. It includes soliciting feedback from related parties on the effectiveness of the solution in solving the problem.

Once a solution is put in place, you need to have procedures to determine if and how the solution is working. This way, you will know immediately if the problem has been fixed or whether an adjustment is needed.

You should record the feedback, results, and new challenges that you encountered through this entire problem-solving process. It is recommended that you make this step a habit of yours to improve your problem-solving skills.

How to Improve Your Problem-Solving Skills in the Workplace?

There are various techniques you could consider to develop your problem-solving skills. Whether you are looking for work or already have one, strengthening your problem-solving skills and related competencies can help you stand out among the rest of the group.

Here are a few methods you can consider to improve your problem-solving skills:

Strengthen your specialist knowledge in your industry

Depending on your profession, having deep specialist knowledge may make it easier for you to address problems. Attending an external course, workshop, mentorship, or practicing your skills can help you gain deeper technical knowledge.

Constantly look for opportunities to solve problems

You can increase your chances of bumping into new opportunities to solve problems by going out of your comfort zone. Start by seeking new opportunities around you. You can volunteer for a new project or task, be it in your existing team, on another team, or on an external group within your field.

Practice! Practice! Practice!

As the saying goes, practice makes perfect. Practicing or performing role-playing will help to strengthen your problem-solving skills. You can search online or go to your local bookshop to look for practice books on problem-solving scenarios.

Through role-playing, you can experiment with different ways to tackle the challenges and see whether your solutions are practical. Practicing how you can solve the common problems prevalent in your field might help you find answers when such problems arise in your job.

How to Improve Your Problem-solving Skills in the Workplace

Watch and learn how others overcome problems

There are people around you who are excellent problem solvers. These people could be your close friends or colleagues in the workplace. You may improve your problem-solving skills by observing how they develop effective solutions to problems.

You can ask a more experienced colleague and ask if you can shadow them when they are doing problem-solving. Be curious and ask questions that could be useful when you do problem-solving in the future.

How To Highlight Problem-Solving Skills in a Resume?

As problem-solving skills are essential to many organizations, you can put this skill at the top of your resume. You can indicate this skill on your resume in various sections, such as “skills” and “achievements” sections.

You can also highlight it in your “experience” section, but remember to provide specific examples of problems you solved. Instead of writing down the word “problem-solving” in the “skills” section, you may want to mention specific skills you have.

It could be your job-specific technical skills or soft skills related to problem-solving, such as analytical skills, communication skills, etc. Storytelling is powerful. During interview questions, you can highlight specific examples of obstacles you faced and how you solved the problems.

The problems you solved may come from your prior roles – whether academic, work, or volunteer. Be prepared to discuss the issues you faced, the methods or skills you used to tackle the problems, and the results you achieved.

Problem-Solving Skills FAQ

How do you describe problem-solving skills.

Problem-solving is a soft skill (a personal strength), not a hard skill learned from school or specialized training. Problem-solving skills assist you in resolving challenges swiftly and effectively. It gives you a keen eye to spot underlying problems and put a solution in place quickly.

What are the three key attributes of a good problem solver?

A good problem solver has strong analytical skills to understand problems quickly and discern between good and poor ideas. They also have strong communication skills to explain the issues and present solutions clearly to others. They also have high emotional intelligence.

What is problem-solving behavior?

Problem-solving behavior refers to a person’s ability to analyze and think critically to solve problems. They can decide which best course of action to take after conducting a thorough risk analysis of all the available solutions. They can implement solutions to resolve any challenges or difficulties they encounter in their life, work, or relationships.

What are Problem-Solving Skills for Students?

Be curious and put on your investigative hat

Being curious and conducting an in-depth investigation will assist you in finding out the root cause of an issue. When the root cause of a problem is identified, it becomes much easier to address it.

Be open to feedback and suggestions from others

Seeking constructive feedback or suggestions from others is beneficial to the students in the long run. It saves students time, and they can avoid making the mistakes made by others. They will also be able to finetune their solutions to make them more effective. Being open to feedback is also an essential component of problem-solving skills.

Troubleshooting skills

Troubleshooting skills help students to address issues quickly and effectively without any delay. This skill helps students to analyze the problem, develop various solutions, evaluate and choose the best option, and implement the preferred solution.

What are Problem-Solving Skills for Kids?

Growth mindset

Reflecting on the process of solving a problem helps children to build a growth mindset. We should instill a mindset in children that getting a “wrong” answer is not wrong.

It is through these mistakes that we can learn and improve ourselves. What matters most is to encourage children to reflect on the steps they took and how they might handle the problem differently next time.

Emotional intelligence

Children need to be taught that every emotion (positive and negative) that they are experiencing is acceptable. Having high emotional intelligence will help the kids to learn and think differently when faced with problems.

Grappling refers to whatever the kids will do when presented with a problem that lacks a clear answer. They will try to solve the problem first and not think about failing. Even if they fail, they will continue to persevere to find a solution to the problem.

They will think critically, ask questions, and form hypotheses to have a comprehensive understanding of the problem that they encounter. Then, they will use every information and resource that they acquired to find a solution to the problem.

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Introduction to Problem Solving Skills

What is problem solving and why is it important.

The ability to solve problems is a basic life skill and is essential to our day-to-day lives, at home, at school, and at work. We solve problems every day without really thinking about how we solve them. For example: it’s raining and you need to go to the store. What do you do? There are lots of possible solutions. Take your umbrella and walk. If you don't want to get wet, you can drive, or take the bus. You might decide to call a friend for a ride, or you might decide to go to the store another day. There is no right way to solve this problem and different people will solve it differently.

Problem solving is the process of identifying a problem, developing possible solution paths, and taking the appropriate course of action.

Why is problem solving important? Good problem solving skills empower you not only in your personal life but are critical in your professional life. In the current fast-changing global economy, employers often identify everyday problem solving as crucial to the success of their organizations. For employees, problem solving can be used to develop practical and creative solutions, and to show independence and initiative to employers.

Throughout this case study you will be asked to jot down your thoughts in idea logs. These idea logs are used for reflection on concepts and for answering short questions. When you click on the "Next" button, your responses will be saved for that page. If you happen to close the webpage, you will lose your work on the page you were on, but previous pages will be saved. At the end of the case study, click on the "Finish and Export to PDF" button to acknowledge completion of the case study and receive a PDF document of your idea logs.

What Does Problem Solving Look Like?

IDEAL heuristic strategy for problem solving

The ability to solve problems is a skill, and just like any other skill, the more you practice, the better you get. So how exactly do you practice problem solving? Learning about different problem solving strategies and when to use them will give you a good start. Problem solving is a process. Most strategies provide steps that help you identify the problem and choose the best solution. There are two basic types of strategies: algorithmic and heuristic.

Algorithmic strategies are traditional step-by-step guides to solving problems. They are great for solving math problems (in algebra: multiply and divide, then add or subtract) or for helping us remember the correct order of things (a mnemonic such as “Spring Forward, Fall Back” to remember which way the clock changes for daylight saving time, or “Righty Tighty, Lefty Loosey” to remember what direction to turn bolts and screws). Algorithms are best when there is a single path to the correct solution.

But what do you do when there is no single solution for your problem? Heuristic methods are general guides used to identify possible solutions. A popular one that is easy to remember is IDEAL [ Bransford & Stein, 1993 ] :

I dentify the problem
D efine the context of the problem
E xplore possible strategies
A ct on best solution

IDEAL is just one problem solving strategy. Building a toolbox of problem solving strategies will improve your problem solving skills. With practice, you will be able to recognize and use multiple strategies to solve complex problems.

Watch the video

What is the best way to get a peanut out of a tube that cannot be moved? Watch a chimpanzee solve this problem in the video below [ Geert Stienissen, 2010 ].

[PDF transcript]

Describe the series of steps you think the chimpanzee used to solve this problem.

[Page 2: What does Problem Solving Look Like?] Describe the series of steps you think the chimpanzee used to solve this problem.

Think of an everyday problem you've encountered recently and describe your steps for solving it.

[Page 2: What does Problem Solving Look Like?] Think of an everyday problem you've encountered recently and describe your steps for solving it.

Developing Problem Solving Processes

Problem solving is a process that uses steps to solve problems. But what does that really mean? Let's break it down and start building our toolbox of problem solving strategies.

What is the first step of solving any problem? The first step is to recognize that there is a problem and identify the right cause of the problem. This may sound obvious, but similar problems can arise from different events, and the real issue may not always be apparent. To really solve the problem, it's important to find out what started it all. This is called identifying the root cause .

Example: You and your classmates have been working long hours on a project in the school's workshop. The next afternoon, you try to use your student ID card to access the workshop, but discover that your magnetic strip has been demagnetized. Since the card was a couple of years old, you chalk it up to wear and tear and get a new ID card. Later that same week you learn that several of your classmates had the same problem! After a little investigation, you discover that a strong magnet was stored underneath a workbench in the workshop. The magnet was the root cause of the demagnetized student ID cards.

The best way to identify the root cause of the problem is to ask questions and gather information. If you have a vague problem, investigating facts is more productive than guessing a solution. Ask yourself questions about the problem. What do you know about the problem? What do you not know? When was the last time it worked correctly? What has changed since then? Can you diagram the process into separate steps? Where in the process is the problem occurring? Be curious, ask questions, gather facts, and make logical deductions rather than assumptions.

Watch Adam Savage from Mythbusters, describe his problem solving process [ ForaTv, 2010 ]. As you watch this section of the video, try to identify the questions he asks and the different strategies he uses.

Adam Savage shared many of his problem solving processes. List the ones you think are the five most important. Your list may be different from other people in your class—that's ok!

[Page 3: Developing Problem Solving Processes] Adam Savage shared many of his problem solving processes. List the ones you think are the five most important.

“The ability to ask the right question is more than half the battle of finding the answer.” — Thomas J. Watson , founder of IBM

Voices From the Field: Solving Problems

In manufacturing facilities and machine shops, everyone on the floor is expected to know how to identify problems and find solutions. Today's employers look for the following skills in new employees: to analyze a problem logically, formulate a solution, and effectively communicate with others.

In this video, industry professionals share their own problem solving processes, the problem solving expectations of their employees, and an example of how a problem was solved.

Meet the Partners:

Taconic High School in Pittsfield, Massachusetts, is a comprehensive, fully accredited high school with special programs in Health Technology, Manufacturing Technology, and Work-Based Learning.
Berkshire Community College in Pittsfield, Massachusetts, prepares its students with applied manufacturing technical skills, providing hands-on experience at industrial laboratories and manufacturing facilities, and instructing them in current technologies.
H.C. Starck in Newton, Massachusetts, specializes in processing and manufacturing technology metals, such as tungsten, niobium, and tantalum. In almost 100 years of experience, they hold over 900 patents, and continue to innovate and develop new products.
Nypro Healthcare in Devens, Massachusetts, specializes in precision injection-molded healthcare products. They are committed to good manufacturing processes including lean manufacturing and process validation.

Making Decisions

Now that you have a couple problem solving strategies in your toolbox, let's practice. In this exercise, you are given a scenario and you will be asked to decide what steps you would take to identify and solve the problem.

Scenario: You are a new employee and have just finished your training. As your first project, you have been assigned the milling of several additional components for a regular customer. Together, you and your trainer, Bill, set up for the first run. Checking your paperwork, you gather the tools and materials on the list. As you are mounting the materials on the table, you notice that you didn't grab everything and hurriedly grab a few more items from one of the bins. Once the material is secured on the CNC table, you load tools into the tool carousel in the order listed on the tool list and set the fixture offsets.

Bill tells you that since this is a rerun of a job several weeks ago, the CAD/CAM model has already been converted to CNC G-code. Bill helps you download the code to the CNC machine. He gives you the go-ahead and leaves to check on another employee. You decide to start your first run.

What problems did you observe in the video?

[Page 5: Making Decisions] What problems did you observe in the video?
What do you do next?
Try to fix it yourself.
Ask your trainer for help.

As you are cleaning up, you think about what happened and wonder why it happened. You try to create a mental picture of what happened. You are not exactly sure what the end mill hit, but it looked like it might have hit the dowel pin. You wonder if you grabbed the correct dowel pins from the bins earlier.

You can think of two possible next steps. You can recheck the dowel pin length to make sure it is the correct length, or do a dry run using the CNC single step or single block function with the spindle empty to determine what actually happened.

Check the dowel pins.
Use the single step/single block function to determine what happened.

You notice that your trainer, Bill, is still on the floor and decide to ask him for help. You describe the problem to him. Bill asks if you know what the end mill ran into. You explain that you are not sure but you think it was the dowel pin. Bill reminds you that it is important to understand what happened so you can fix the correct problem. He suggests that you start all over again and begin with a dry run using the single step/single block function, with the spindle empty, to determine what it hit. Or, since it happened at the end, he mentions that you can also check the G-code to make sure the Z-axis is raised before returning to the home position.

Run the single step/single block function.
Edit the G-code to raise the Z-axis.

You finish cleaning up and check the CNC for any damage. Luckily, everything looks good. You check your paperwork and gather the components and materials again. You look at the dowel pins you used earlier, and discover that they are not the right length. As you go to grab the correct dowel pins, you have to search though several bins. For the first time, you are aware of the mess - it looks like the dowel pins and other items have not been put into the correctly labeled bins. You spend 30 minutes straightening up the bins and looking for the correct dowel pins.

Finally finding them, you finish setting up. You load tools into the tool carousel in the order listed on the tool list and set the fixture offsets. Just to make sure, you use the CNC single step/single block function, to do a dry run of the part. Everything looks good! You are ready to create your first part. The first component is done, and, as you admire your success, you notice that the part feels hotter than it should.

You wonder why? You go over the steps of the process to mentally figure out what could be causing the residual heat. You wonder if there is a problem with the CNC's coolant system or if the problem is in the G-code.

Look at the G-code.

After thinking about the problem, you decide that maybe there's something wrong with the setup. First, you clean up the damaged materials and remove the broken tool. You check the CNC machine carefully for any damage. Luckily, everything looks good. It is time to start over again from the beginning.

You again check your paperwork and gather the tools and materials on the setup sheet. After securing the new materials, you use the CNC single step/single block function with the spindle empty, to do a dry run of the part. You watch carefully to see if you can figure out what happened. It looks to you like the spindle barely misses hitting the dowel pin. You determine that the end mill was broken when it hit the dowel pin while returning to the start position.

After conducting a dry run using the single step/single block function, you determine that the end mill was damaged when it hit the dowel pin on its return to the home position. You discuss your options with Bill. Together, you decide the best thing to do would be to edit the G-code and raise the Z-axis before returning to home. You open the CNC control program and edit the G-code. Just to make sure, you use the CNC single step/single block function, to do another dry run of the part. You are ready to create your first part. It works. You first part is completed. Only four more to go.

As you are cleaning up, you notice that the components are hotter than you expect and the end mill looks more worn than it should be. It dawns on you that while you were milling the component, the coolant didn't turn on. You wonder if it is a software problem in the G-code or hardware problem with the CNC machine.

It's the end of the day and you decide to finish the rest of the components in the morning.

You decide to look at the G-code in the morning.
You leave a note on the machine, just in case.

You decide that the best thing to do would be to edit the G-code and raise the Z-axis of the spindle before it returns to home. You open the CNC control program and edit the G-code.

While editing the G-code to raise the Z-axis, you notice that the coolant is turned off at the beginning of the code and at the end of the code. The coolant command error caught your attention because your coworker, Mark, mentioned having a similar issue during lunch. You change the coolant command to turn the mist on.

You decide to talk with your supervisor.
You discuss what happened with a coworker over lunch.

As you reflect on the residual heat problem, you think about the machining process and the factors that could have caused the issue. You try to think of anything and everything that could be causing the issue. Are you using the correct tool for the specified material? Are you using the specified material? Is it running at the correct speed? Is there enough coolant? Are there chips getting in the way?

Wait, was the coolant turned on? As you replay what happened in your mind, you wonder why the coolant wasn't turned on. You decide to look at the G-code to find out what is going on.

From the milling machine computer, you open the CNC G-code. You notice that there are no coolant commands. You add them in and on the next run, the coolant mist turns on and the residual heat issues is gone. Now, its on to creating the rest of the parts.

Have you ever used brainstorming to solve a problem? Chances are, you've probably have, even if you didn't realize it.

You notice that your trainer, Bill, is on the floor and decide to ask him for help. You describe the problem with the end mill breaking, and how you discovered that items are not being returned to the correctly labeled bins. You think this caused you to grab the incorrect length dowel pins on your first run. You have sorted the bins and hope that the mess problem is fixed. You then go on to tell Bill about the residual heat issue with the completed part.

Together, you go to the milling machine. Bill shows you how to check the oil and coolant levels. Everything looks good at the machine level. Next, on the CNC computer, you open the CNC G-code. While looking at the code, Bill points out that there are no coolant commands. Bill adds them in and when you rerun the program, it works.

Bill is glad you mentioned the problem to him. You are the third worker to mention G-code issues over the last week. You noticed the coolant problems in your G-code, John noticed a Z-axis issue in his G-code, and Sam had issues with both the Z-axis and the coolant. Chances are, there is a bigger problem and Bill will need to investigate the root cause .

Talking with Bill, you discuss the best way to fix the problem. Bill suggests editing the G-code to raise the Z-axis of the spindle before it returns to its home position. You open the CNC control program and edit the G-code. Following the setup sheet, you re-setup the job and use the CNC single step/single block function, to do another dry run of the part. Everything looks good, so you run the job again and create the first part. It works. Since you need four of each component, you move on to creating the rest of them before cleaning up and leaving for the day.

It's a new day and you have new components to create. As you are setting up, you go in search of some short dowel pins. You discover that the bins are a mess and components have not been put away in the correctly labeled bins. You wonder if this was the cause of yesterday's problem. As you reorganize the bins and straighten up the mess, you decide to mention the mess issue to Bill in your afternoon meeting.

You describe the bin mess and using the incorrect length dowels to Bill. He is glad you mentioned the problem to him. You are not the first person to mention similar issues with tools and parts not being put away correctly. Chances are there is a bigger safety issue here that needs to be addressed in the next staff meeting.

In any workplace, following proper safety and cleanup procedures is always important. This is especially crucial in manufacturing where people are constantly working with heavy, costly and sometimes dangerous equipment. When issues and problems arise, it is important that they are addressed in an efficient and timely manner. Effective communication is an important tool because it can prevent problems from recurring, avoid injury to personnel, reduce rework and scrap, and ultimately, reduce cost, and save money.

You now know that the end mill was damaged when it hit the dowel pin. It seems to you that the easiest thing to do would be to edit the G-code and raise the Z-axis position of the spindle before it returns to the home position. You open the CNC control program and edit the G-code, raising the Z-axis. Starting over, you follow the setup sheet and re-setup the job. This time, you use the CNC single step/single block function, to do another dry run of the part. Everything looks good, so you run the job again and create the first part.

At the end of the day, you are reviewing your progress with your trainer, Bill. After you describe the day's events, he reminds you to always think about safety and the importance of following work procedures. He decides to bring the issue up in the next morning meeting as a reminder to everyone.

In any workplace, following proper procedures (especially those that involve safety) is always important. This is especially crucial in manufacturing where people are constantly working with heavy, costly, and sometimes dangerous equipment. When issues and problems arise, it is important that they are addressed in an efficient and timely manner. Effective communication is an important tool because it can prevent problems from recurring, avoid injury to personnel, reduce rework and scrap, and ultimately, reduce cost, and save money. One tool to improve communication is the morning meeting or huddle.

The next morning, you check the G-code to determine what is wrong with the coolant. You notice that the coolant is turned off at the beginning of the code and also at the end of the code. This is strange. You change the G-code to turn the coolant on at the beginning of the run and off at the end. This works and you create the rest of the parts.

Throughout the day, you keep wondering what caused the G-code error. At lunch, you mention the G-code error to your coworker, John. John is not surprised. He said that he encountered a similar problem earlier this week. You decide to talk with your supervisor the next time you see him.

You are in luck. You see your supervisor by the door getting ready to leave. You hurry over to talk with him. You start off by telling him about how you asked Bill for help. Then you tell him there was a problem and the end mill was damaged. You describe the coolant problem in the G-code. Oh, and by the way, John has seen a similar problem before.

Your supervisor doesn't seem overly concerned, errors happen. He tells you "Good job, I am glad you were able to fix the issue." You are not sure whether your supervisor understood your explanation of what happened or that it had happened before.

The challenge of communicating in the workplace is learning how to share your ideas and concerns. If you need to tell your supervisor that something is not going well, it is important to remember that timing, preparation, and attitude are extremely important.

It is the end of your shift, but you want to let the next shift know that the coolant didn't turn on. You do not see your trainer or supervisor around. You decide to leave a note for the next shift so they are aware of the possible coolant problem. You write a sticky note and leave it on the monitor of the CNC control system.

How effective do you think this solution was? Did it address the problem?

In this scenario, you discovered several problems with the G-code that need to be addressed. When issues and problems arise, it is important that they are addressed in an efficient and timely manner. Effective communication is an important tool because it can prevent problems from recurring and avoid injury to personnel. The challenge of communicating in the workplace is learning how and when to share your ideas and concerns. If you need to tell your co-workers or supervisor that there is a problem, it is important to remember that timing and the method of communication are extremely important.

You are able to fix the coolant problem in the G-code. While you are glad that the problem is fixed, you are worried about why it happened in the first place. It is important to remember that if a problem keeps reappearing, you may not be fixing the right problem. You may only be addressing the symptoms.

You decide to talk to your trainer. Bill is glad you mentioned the problem to him. You are the third worker to mention G-code issues over the last week. You noticed the coolant problems in your G-code, John noticed a Z-axis issue in his G-code, and Sam had issues with both the Z-axis and the coolant. Chances are, there is a bigger problem and Bill will need to investigate the root cause .

Over lunch, you ask your coworkers about the G-code problem and what may be causing the error. Several people mention having similar problems but do not know the cause.

You have now talked to three coworkers who have all experienced similar coolant G-code problems. You make a list of who had the problem, when they had the problem, and what each person told you.

When you see your supervisor later that afternoon, you are ready to talk with him. You describe the problem you had with your component and the damaged bit. You then go on to tell him about talking with Bill and discovering the G-code issue. You show him your notes on your coworkers' coolant issues, and explain that you think there might be a bigger problem.

You supervisor thanks you for your initiative in identifying this problem. It sounds like there is a bigger problem and he will need to investigate the root cause. He decides to call a team huddle to discuss the issue, gather more information, and talk with the team about the importance of communication.

Root Cause Analysis

Root cause analysis ( RCA ) is a method of problem solving that identifies the underlying causes of an issue. Root cause analysis helps people answer the question of why the problem occurred in the first place. RCA uses clear cut steps in its associated tools, like the "5 Whys Analysis" and the "Cause and Effect Diagram," to identify the origin of the problem, so that you can:

Determine what happened.
Determine why it happened.
Fix the problem so it won’t happen again.

RCA works under the idea that systems and events are connected. An action in one area triggers an action in another, and another, and so on. By tracing back these actions, you can discover where the problem started and how it developed into the problem you're now facing. Root cause analysis can prevent problems from recurring, reduce injury to personnel, reduce rework and scrap, and ultimately, reduce cost and save money. There are many different RCA techniques available to determine the root cause of a problem. These are just a few:

Root Cause Analysis Tools
5 Whys Analysis
Fishbone or Cause and Effect Diagram
Pareto Analysis

How Huddles Work

Communication is a vital part of any setting where people work together. Effective communication helps employees and managers form efficient teams. It builds trusts between employees and management, and reduces unnecessary competition because each employee knows how their part fits in the larger goal.

One tool that management can use to promote communication in the workplace is the huddle . Just like football players on the field, a huddle is a short meeting where everyone is standing in a circle. A daily team huddle ensures that team members are aware of changes to the schedule, reiterated problems and safety issues, and how their work impacts one another. When done right, huddles create collaboration, communication, and accountability to results. Impromptu huddles can be used to gather information on a specific issue and get each team member's input.

The most important thing to remember about huddles is that they are short, lasting no more than 10 minutes, and their purpose is to communicate and identify. In essence, a huddle’s purpose is to identify priorities, communicate essential information, and discover roadblocks to productivity.

Who uses huddles? Many industries and companies use daily huddles. At first thought, most people probably think of hospitals and their daily patient update meetings, but lots of managers use daily meetings to engage their employees. Here are a few examples:

Brian Scudamore, CEO of 1-800-Got-Junk? , uses the daily huddle as an operational tool to take the pulse of his employees and as a motivational tool. Watch a morning huddle meeting .
Fusion OEM, an outsourced manufacturing and production company. What do employees take away from the daily huddle meeting .
Biz-Group, a performance consulting group. Tips for a successful huddle .

Brainstorming

One tool that can be useful in problem solving is brainstorming . Brainstorming is a creativity technique designed to generate a large number of ideas for the solution to a problem. The method was first popularized in 1953 by Alex Faickney Osborn in the book Applied Imagination . The goal is to come up with as many ideas as you can in a fixed amount of time. Although brainstorming is best done in a group, it can be done individually. Like most problem solving techniques, brainstorming is a process.

Define a clear objective.
Have an agreed a time limit.
During the brainstorming session, write down everything that comes to mind, even if the idea sounds crazy.
If one idea leads to another, write down that idea too.
Combine and refine ideas into categories of solutions.
Assess and analyze each idea as a potential solution.

When used during problem solving, brainstorming can offer companies new ways of encouraging staff to think creatively and improve production. Brainstorming relies on team members' diverse experiences, adding to the richness of ideas explored. This means that you often find better solutions to the problems. Team members often welcome the opportunity to contribute ideas and can provide buy-in for the solution chosen—after all, they are more likely to be committed to an approach if they were involved in its development. What's more, because brainstorming is fun, it helps team members bond.

Watch Peggy Morgan Collins, a marketing executive at Power Curve Communications discuss How to Stimulate Effective Brainstorming .
Watch Kim Obbink, CEO of Filter Digital, a digital content company, and her team share their top five rules for How to Effectively Generate Ideas .

Importance of Good Communication and Problem Description

talking too much when describing a problem

Communication is one of the most frequent activities we engage in on a day-to-day basis. At some point, we have all felt that we did not effectively communicate an idea as we would have liked. The key to effective communication is preparation. Rather than attempting to haphazardly improvise something, take a few minutes and think about what you want say and how you will say it. If necessary, write yourself a note with the key points or ideas in the order you want to discuss them. The notes can act as a reminder or guide when you talk to your supervisor.

Tips for clear communication of an issue:

Provide a clear summary of your problem. Start at the beginning, give relevant facts, timelines, and examples.
Avoid including your opinion or personal attacks in your explanation.
Avoid using words like "always" or "never," which can give the impression that you are exaggerating the problem.
If this is an ongoing problem and you have collected documentation, give it to your supervisor once you have finished describing the problem.
Remember to listen to what's said in return; communication is a two-way process.

Not all communication is spoken. Body language is nonverbal communication that includes your posture, your hands and whether you make eye contact. These gestures can be subtle or overt, but most importantly they communicate meaning beyond what is said. When having a conversation, pay attention to how you stand. A stiff position with arms crossed over your chest may imply that you are being defensive even if your words state otherwise. Shoving your hands in your pockets when speaking could imply that you have something to hide. Be wary of using too many hand gestures because this could distract listeners from your message.

The challenge of communicating in the workplace is learning how and when to share your ideas or concerns. If you need to tell your supervisor or co-worker about something that is not going well, keep in mind that good timing and good attitude will go a long way toward helping your case.

Like all skills, effective communication needs to be practiced. Toastmasters International is perhaps the best known public speaking organization in the world. Toastmasters is open to anyone who wish to improve their speaking skills and is willing to put in the time and effort to do so. To learn more, visit Toastmasters International .

Methods of Communication

Communication of problems and issues in any workplace is important, particularly when safety is involved. It is therefore crucial in manufacturing where people are constantly working with heavy, costly, and sometimes dangerous equipment. As issues and problems arise, they need to be addressed in an efficient and timely manner. Effective communication is an important skill because it can prevent problems from recurring, avoid injury to personnel, reduce rework and scrap, and ultimately, reduce cost and save money.

There are many different ways to communicate: in person, by phone, via email, or written. There is no single method that fits all communication needs, each one has its time and place.

In person: In the workplace, face-to-face meetings should be utilized whenever possible. Being able to see the person you need to speak to face-to-face gives you instant feedback and helps you gauge their response through their body language. Be careful of getting sidetracked in conversation when you need to communicate a problem.

Email: Email has become the communication standard for most businesses. It can be accessed from almost anywhere and is great for things that don’t require an immediate response. Email is a great way to communicate non-urgent items to large amounts of people or just your team members. One thing to remember is that most people's inboxes are flooded with emails every day and unless they are hyper vigilant about checking everything, important items could be missed. For issues that are urgent, especially those around safety, email is not always be the best solution.

Phone: Phone calls are more personal and direct than email. They allow us to communicate in real time with another person, no matter where they are. Not only can talking prevent miscommunication, it promotes a two-way dialogue. You don’t have to worry about your words being altered or the message arriving on time. However, mobile phone use and the workplace don't always mix. In particular, using mobile phones in a manufacturing setting can lead to a variety of problems, cause distractions, and lead to serious injury.

Written: Written communication is appropriate when detailed instructions are required, when something needs to be documented, or when the person is too far away to easily speak with over the phone or in person.

There is no "right" way to communicate, but you should be aware of how and when to use the appropriate form of communication for your situation. When deciding the best way to communicate with a co-worker or manager, put yourself in their shoes, and think about how you would want to learn about the issue. Also, consider what information you would need to know to better understand the issue. Use your good judgment of the situation and be considerate of your listener's viewpoint.

Did you notice any other potential problems in the previous exercise?

[Page 6:] Did you notice any other potential problems in the previous exercise?

Summary of Strategies

In this exercise, you were given a scenario in which there was a problem with a component you were creating on a CNC machine. You were then asked how you wanted to proceed. Depending on your path through this exercise, you might have found an easy solution and fixed it yourself, asked for help and worked with your trainer, or discovered an ongoing G-code problem that was bigger than you initially thought.

When issues and problems arise, it is important that they are addressed in an efficient and timely manner. Communication is an important tool because it can prevent problems from recurring, avoid injury to personnel, reduce rework and scrap, and ultimately, reduce cost, and save money. Although, each path in this exercise ended with a description of a problem solving tool for your toolbox, the first step is always to identify the problem and define the context in which it happened.

There are several strategies that can be used to identify the root cause of a problem. Root cause analysis (RCA) is a method of problem solving that helps people answer the question of why the problem occurred. RCA uses a specific set of steps, with associated tools like the “5 Why Analysis" or the “Cause and Effect Diagram,” to identify the origin of the problem, so that you can:

Once the underlying cause is identified and the scope of the issue defined, the next step is to explore possible strategies to fix the problem.

If you are not sure how to fix the problem, it is okay to ask for help. Problem solving is a process and a skill that is learned with practice. It is important to remember that everyone makes mistakes and that no one knows everything. Life is about learning. It is okay to ask for help when you don’t have the answer. When you collaborate to solve problems you improve workplace communication and accelerates finding solutions as similar problems arise.

One tool that can be useful for generating possible solutions is brainstorming . Brainstorming is a technique designed to generate a large number of ideas for the solution to a problem. The method was first popularized in 1953 by Alex Faickney Osborn in the book Applied Imagination. The goal is to come up with as many ideas as you can, in a fixed amount of time. Although brainstorming is best done in a group, it can be done individually.

Depending on your path through the exercise, you may have discovered that a couple of your coworkers had experienced similar problems. This should have been an indicator that there was a larger problem that needed to be addressed.

In any workplace, communication of problems and issues (especially those that involve safety) is always important. This is especially crucial in manufacturing where people are constantly working with heavy, costly, and sometimes dangerous equipment. When issues and problems arise, it is important that they be addressed in an efficient and timely manner. Effective communication is an important tool because it can prevent problems from recurring, avoid injury to personnel, reduce rework and scrap, and ultimately, reduce cost and save money.

One strategy for improving communication is the huddle . Just like football players on the field, a huddle is a short meeting with everyone standing in a circle. A daily team huddle is a great way to ensure that team members are aware of changes to the schedule, any problems or safety issues are identified and that team members are aware of how their work impacts one another. When done right, huddles create collaboration, communication, and accountability to results. Impromptu huddles can be used to gather information on a specific issue and get each team member's input.

To learn more about different problem solving strategies, choose an option below. These strategies accompany the outcomes of different decision paths in the problem solving exercise.

View Problem Solving Strategies Select a strategy below... Root Cause Analysis How Huddles Work Brainstorming Importance of Good Problem Description Methods of Communication

Provide a clear summary of the problem. Start at the beginning, give relevant facts, timelines, and examples.

In person: In the workplace, face-to-face meetings should be utilized whenever possible. Being able to see the person you need to speak to face-to-face gives you instant feedback and helps you gauge their response in their body language. Be careful of getting sidetracked in conversation when you need to communicate a problem.

There is no "right" way to communicate, but you should be aware of how and when to use the appropriate form of communication for the situation. When deciding the best way to communicate with a co-worker or manager, put yourself in their shoes, and think about how you would want to learn about the issue. Also, consider what information you would need to know to better understand the issue. Use your good judgment of the situation and be considerate of your listener's viewpoint.

"Never try to solve all the problems at once — make them line up for you one-by-one.” — Richard Sloma

Problem Solving: An Important Job Skill

Problem solving improves efficiency and communication on the shop floor. It increases a company's efficiency and profitability, so it's one of the top skills employers look for when hiring new employees. Recent industry surveys show that employers consider soft skills, such as problem solving, as critical to their business’s success.

The 2011 survey, "Boiling Point? The skills gap in U.S. manufacturing ," polled over a thousand manufacturing executives who reported that the number one skill deficiency among their current employees is problem solving, which makes it difficult for their companies to adapt to the changing needs of the industry.

In this video, industry professionals discuss their expectations and present tips for new employees joining the manufacturing workforce.

Quick Summary

[Quick Summary: Question1] What are two things you learned in this case study?
What question(s) do you still have about the case study?
[Quick Summary: Question2] What question(s) do you still have about the case study?
Is there anything you would like to learn more about with respect to this case study?
[Quick Summary: Question3] Is there anything you would like to learn more about with respect to this case study?

Activating middle managers through capability building

Few groups are as maligned as middle managers—that vast middle tier of sales managers, program managers, account managers, branch managers, and more wedged between senior management and the front line. As we argue in our recently published book, Power to the Middle (Harvard Business Review Press, July 2023), middle managers who are equipped with the skills and support they need to succeed can reduce friction, accelerate action, and ensure that an organization achieves its vision. 1 “ Power to the Middle ,” McKinsey, accessed September 11, 2023.

However, in many companies, middle managers have been left behind, consigned to act merely as paper pushers, bureaucrats, and rule enforcers. This means that when businesses flatten their organizational structures and look for ways to automate processes, middle managers tend to be the first groups targeted for layoffs and restructuring. Those who are left behind are often underinvested in or even ignored, left with lagging skill sets as the world changes around them. This became abundantly clear during the COVID-19 pandemic, when leaders pushing for greater operational speed found that their middle managers lacked necessary skills. 2 Aaron De Smet, Daniel Pacthod, Charlotte Relyea, and Bob Sternfels, “ Ready, set, go: Reinventing the organization for speed in the post-COVID-19 era ,” McKinsey, June 26, 2020; “ Reimagining the postpandemic organization ,” McKinsey Quarterly , May 15, 2020.

As the pace of organizational change accelerates, 3 Ana Mendy, Mary Lass Stewart, and Kate Van Akin, “ A leader’s guide: Communicating with teams, stakeholders, and communities during COVID-19 ,” McKinsey, April 17, 2020. C-suite leaders and other decision makers can empower middle managers by training them in the skills they need to succeed: strategic thinking, problem solving, effective communication, and coaching. In this article, we explore real-world examples of companies that have successfully built the capabilities of their middle managers. We also discuss common hurdles to implementing capability-building programs and how leaders can overcome these obstacles to activate the potential of their middle managers.

Unlocking the potential of middle managers with capability building

As the connective tissue between strategy and execution, middle managers have a unique ability to power organizations. Sandwiched between layers of the organization, middle managers can accelerate the execution of a company’s strategy by translating ideas between layers of hierarchy and solving problems with data. They are also critical people leaders, helping their direct reports grow, building connections across the organization, and attracting new talent. Middle managers can even be “talent multipliers,” increasing the effectiveness of their people with coaching and thereby cascading impact throughout the organization.

But too often, through no fault of their own, middle managers are unable to achieve their full potential. They are pulled in many directions and asked to do too much without having the skills to succeed. As a result, middle managers can be the most burned-out employees in an organization—but they are often the last to get a coach. When they do receive training, these programs are far too often monthly or annual “check the box” exercises.

Because they are accountable for decisions regarding middle managers, senior leaders need to prioritize capability building for this group and engage in purposeful coaching to support their development. A few skills stand out as being particularly useful to middle managers:

designing and executing strategic plans (creating strategies that align, engage, and mobilize teams toward common goals)
engaging in complex problem solving (defining the problem, structuring relevant components, and prioritizing issues for analysis)
synthesizing ideas and communicating effectively (structuring communications in a top-down format, tailoring messages for the intended audience, and inspiring others to action)
coaching direct reports to amplify their impact (developing and empowering people, leading with emotional intelligence, engaging people, and attracting and retaining top talent)

A wide variety of organizations illustrate what is possible when senior leaders take the time to reimagine the role of middle managers. Below, we explore how several companies have made great strides in empowering middle managers by building these targeted capabilities.

Designing and executing strategic plans

During a major transformation, a large North American bank identified a need to strengthen strategic thinking and related problem-solving approaches within its marketing organization. Marketing managers had not been empowered to make strategic decisions or expected to cultivate the strategic thinking or problem-solving skills that could make them peers to business unit leaders. By treating marketing managers as executors instead of thought partners, the company had missed an opportunity to integrate marketing expertise in high-level decisions and limited marketing team managers’ sightlines into the strategic objectives of business units.

To enhance the impact of its marketing managers, the bank implemented a capability-building program focused primarily on business strategy and problem solving. Over ten months, participants engaged in virtual and in-person workshops, digital coursework, peer group work, and mentoring and coaching. Managers learned how to better align programs with the overall business strategy, ensuring that their campaigns would reach the businesses’ intended audience most effectively. Most marketing managers (93 percent) highly recommended the program and were set up for success, leading more than 20 new initiatives to create additional value for the bank.

Engaging in complex problem solving

As the world of work continues to change, middle managers will confront increasingly complex problems. 4 Sam Bourton, Johanne Lavoie, and Tiffany Vogel, “ Leading with inner agility ,” McKinsey Quarterly , March 29, 2018. This makes problem solving an increasingly important area of expertise for middle managers. A global not-for-profit focused on public health recognized that many of its middle managers had challenges solving problems effectively. Leaders often dove into solutions without taking the time to properly assess the problem at hand. Because these managers came from a range of backgrounds and regions, they did not have a common skill set, process, or language for finding solutions, even though everyone had good intentions aligned with the organization’s mission.

As the world of work continues to change, middle managers will confront increasingly complex problems.

Senior leaders decided that middle managers would benefit from a standardized, structured process to smooth and speed problem solving across the organization. This involved breaking down the process into seven distinct actions across four key phases: debating and aligning the team on the core problem, using the right approach to address key issues, ensuring reliable results with analytic rigor and appropriate tools, and developing synthesized recommendations and building momentum by engaging leadership (exhibit). After engaging in deep capability building, participants reported a 51 percent increase in core problem-solving competencies. Moreover, participants were able to cascade lessons and behaviors throughout the broader company by teaching the core seven-step process to their direct reports, unifying company culture and accelerating problem solving across the entire organization.

Synthesizing ideas and communicating effectively

For any insight or solution to be effective, middle managers must also have strong communication skills. 5 “ The people power of transformations ,” McKinsey, February 2017. However, communication from middle managers often gets lost in translation, particularly when coordinating activities across the organization or cascading directives downward. As a result, team members might prioritize the wrong work actions, resulting in wasted time and unmet objectives. This has a corollary impact on culture and morale, because poor communication and wasted work can erode trust and confidence in middle managers. This was the case at a multinational insurance company, where the chief information officer of the IT group identified that middle managers in IT were having challenges communicating synthesized recommendations to advance their work at the required pace.

To help its IT managers build skills, this organization embarked on a two-phase journey, starting with building a core communication skill set and a common language among managers. After IT managers developed these skills, they focused on cascading their skills across their teams. The company found that the program improved communication skills across the IT organization, with 100 percent of colleagues reporting an improvement in their fellow managers. IT middle managers were able to convey well-structured, synthesized messages across diverse media (such as virtual meetings, in-person meetings, and email), modeling these skills so effectively that the organization has explored training other business units in communication capabilities.

Coaching direct reports to amplify their impact

In the most effective organizations, middle managers don’t just manage; they coach. By investing time in their team members without being overly directive, coaches multiply the impact of talent, foster personal growth, and maximize the overall contribution of the team. But too many middle managers suffer from a gap in coaching skills, simply ensuring individual compliance rather than actively coaching.

To create a coaching culture, a beverage retailer carried out a capability-building program to hone the team-management skills of managers. Participants learned a coaching tool kit that included critical people-leadership skills, which integrated directly with their day-to-day team-management practice. The program started with a set of 40 managers who subsequently served as ambassadors to roll out coaching skills to their top 300 people leaders. The ambassador structure not only enabled the organization to cascade skills but also empowered this subset of 40 managers to actively practice coaching by leading huddles with small groups. As a result, managers were transformed into dynamic coaches with a strong focus on the personal development of their direct reports, which led to improved employee engagement scores across the organization.

Hurdles to implementing capability-building programs

In all of the above examples, proactive skill-building investments by senior leadership empowered middle managers to develop themselves as strategic thought partners, problem-solving navigators, communicative connectors, and talent multipliers. 6 “ Author Talks: What does it mean to be a good middle manager? ,” McKinsey, June 1, 2023. However, designing effective programs to upskill middle managers is not easy. Even in the most well-intentioned organizations, senior leaders looking to build programs frequently encounter roadblocks, particularly in the following areas:

Time. Many middle managers are very busy, making skill-building programs just another time-consuming task on their already overloaded plates. When facilitators present a large quantity of information all at once without reinforcing it, many learnings can be lost, particularly when focus is limited in the first place. Capability-building programs also may not undertake interventions at specific times when they matter more, such as during role transitions, wasting an opportunity to accelerate growth in new domains and duties.
Scale. The sheer size of some middle-manager groups means that training every individual manager can be daunting. Frequently, the scale of the program may not be commensurate with the size of the group that needs to be trained. Companies may not take the time to consider which members of a group truly need to hear a given message, or they may rely on one-time interventions or programs that are too restricted in size to be effective.
Curation of skills. Programs can fail to strike the right balance between teaching what is generally applicable and curating training to middle managers’ specific needs. As previously outlined, the following skills are pivotal for middle managers: executing strategy, solving complex problems, communicating effectively, and coaching direct reports. That said, given constraints on time and resources, organizations should prioritize and sequence capability building based on what their middle managers need most.
Budget. Companies can struggle to build capabilities in a cost-effective way while still making an impact. They may not know how to structure programs to get the most out of their investments. In addition, budgets for upskilling middle managers can be particularly limited, putting high pressure on programs that are rolled out. However, organizations with strong managers realize 21 times greater TSR than those with weak managers. 7 Emily Field, Brian Hancock, Stephanie Smallets, and Brooke Weddle, “ Investing in middle managers pays off—literally ,” McKinsey, June 26, 2023. In other words, it is pivotal for organizations to prioritize skill building for this group even when budgets for middle managers are limited.

If these hurdles are not addressed early, they can reduce the effectiveness of a program or stop it before it even begins. Senior leaders would do well to pay attention to each of these concerns if they want to unlock the potential of their middle managers for the benefit of the organization.

How to build better programs and capabilities for middle managers

Four principles can help senior leaders implement capability-building programs that drive impact and accelerate the personal growth of middle managers. These principles are symbiotic in nature; for example, by integrating learning in the flow of work via supervisor-led coaching, cohort-based peer support groups, and digital learning, organizations can not only reinforce skills but also scale learning while being mindful of their bottom line.

1. Practice and reinforce skills in the flow of work

Capability-building programs don’t have to be time-intensive energy drains for already-busy middle managers. Instead, learning can be purposeful, bite-size, and integrated into the flow of work. When capabilities are practiced and built on the job, middle managers can immediately apply what they’ve learned and continue building their capabilities even after the seminar or webinar is over. With an ongoing focus on skills, senior leaders can also make data-driven point-in-time interventions, such as for brand-new middle managers who are stepping into a people-leader role for the first time. Furthermore, when senior leaders create space to be role models and coaches for their middle managers, they enhance learning and build an apprenticeship culture of intentional development across the organization.

2. Cascade skills across the broader organization

To address the problem of scale, programs can be designed to cascade skills throughout the organization. Combining a “train the trainer” approach with digital reinforcements allows a smaller group of direct participants to teach the skills they have learned to their peers and direct reports, which has the added benefit of reinforcing their own skill sets. This allows programs to reach more people and builds a sense of ownership and responsibility with minimal additional cost.

3. Prioritize skills that add value

Senior leaders should assess the needs of middle managers and choose targeted capabilities that can help managers do what’s necessary to achieve the business strategy. Leaders can consider whether to target one or two specific skills or conduct holistic skill transformations. Making these decisions requires clarifying which role middle managers will be expected to play and which critical competencies they will need to fulfill those roles. With these guiding principles established, leaders can identify skills gaps and design the learning journey to address them—for example, through design hackathons or by gathering insights from other programs.

4. Measure impact and ROI

Beyond making programs more effective, as we have described above, it is important to measure the bottom line and behavioral impact of a program to justify budgetary decisions. To effectively measure business impact and long-term ROI from a program, senior leaders must first identify the critical business outcomes that new capabilities are expected to generate. Senior leaders can then establish a baseline across these key measures before launching a capability-building journey.

For example, leaders can use “behavioral 360” assessments to track manager competency before and after a program through self, peer, leader, and direct-report feedback, or they can measure time to project completion to see how a program has improved organizational speed. Measurement can also help sustain behavior changes in the long term and help leaders identify future critical interventions for middle managers.

As the single most important determinant of employee outcomes ranging from performance to satisfaction, middle managers are central to organizational success. However, middle managers will fail if they are not equipped with the skills they need to unlock their performance. For middle managers to thrive in increasingly dynamic roles, senior leadership must invest in their training and development. And in a rapidly changing world, the time to activate the middle is now.

Emily Field is a partner in McKinsey’s Seattle office; Bryan Hancock is a partner in the Washington, DC, office; Marc Metakis is a partner in the New York office; and Donnie Stuart is an associate partner in the Southern California office.

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Resume and Cover Letter
7 Best Problem-Solving Skills...

7 Best Problem-Solving Skills for Your Resume + Examples

11 min read · Updated on April 17, 2024

If you're a strong problem solver, your resume needs to prove it!

Imagine this scenario: a supplier delivers the wrong piece of equipment, your deadline is tomorrow, and your logistics person is out sick. What would you do if you were the one who had to respond?

All businesses encounter problems at one time or another. That's why companies need high-quality employees on hand who can solve problems like shifting deadlines, equipment failure, and changing client needs. Those problem-solving skills can mean the difference between success and failure.

That's why today's employers are actively seeking candidates who possess these critical problem-solving skills.

But what are problem-solving skills?

How do you identify which ones you might have or which ones a hiring manager might be looking for?

Most importantly, how can you present problem-solving on your resume to land that interview?

In this post, we'll help you learn to identify, define, and present problem-solving skills in your resume.

What are problem-solving skills?

Put simply, problem-solving skills help you overcome challenges and obstacles. They enable you to identify the core issue, propose solutions, choose the best option, and implement it.

When employers talk about problem-solving skills, they're usually referring to the ability to deal with challenging, complex, or unexpected situations. While they enable someone to assess and solve problems calmly, these skills can also be useful for relationship building and routine decision-making.

Why do companies need employees with problem-solving skills?

All companies experience challenges that can impact their operations and effectiveness. Those businesses will always need people to help them to find solutions to their problems. In fact, according to the National Association of Colleges and Employers' Job Outlook, 86% of employers look for problem-solving skills on student resumes.

Employers like to see good problem-solving skills because it also shows them you have a range of other talents, like logic, creativity, resilience, imagination, and lateral thinking.

Looking for problem-solving skills in a job description

Sometimes, a job description will plainly state the problem-solving skills that the job requires. More often, however, problem-solving is one of those skill sets that don't necessarily appear in the “requirements” section of a job post. Employers simply expect candidates to demonstrate an analytical mind. So, instead, they will describe those desired skills using other phrases.

In those instances, you can look for keywords to identify the skills the employer is seeking. When you find any relevant keywords in the job description, you'll be able to tell what skills you should highlight in the resume you send in.

How to include problem-solving skills on a resume

It should be easy to highlight these skills during an interview, where you can describe a specific problem and paint a picture of how you successfully solved it. But it's also easy to find ways to illustrate your problem-solving on your resume.

Problem-solving skills sound like they're self-explanatory, but they can be difficult to describe without good storytelling. Unlike conceptual skills like abstract thinking and ideation, problem-solving skills are all about developing and implementing an action plan. That's why the best strategy to demonstrate your problem-solving skills is to tell a story: find specific examples of challenging scenarios and explain the plan you implemented and the results you achieved.

Related post : How to Create an Effective STAR Method Resume (With Examples)

Many resumes will use terms like “critical thinker” or “problem-solver.” Instead, get specific by showing how you've used a skill in a way that has solved a problem at work.

Give examples of scenarios where those skills lead to a solution

Describe a specific process you employed

List major accomplishments enabled by your solution

Add specific training related to problem-solving skills

Use various keywords to avoid repeating “problem-solving”

Let's look at 4 places on a resume where you can describe your problem-solving skills.

Where to include problem-solving skills on your resume

The summary.

The summary is a great place to present a core skill that has benefitted you and your employers. If you've been responsible for finding out-of-the-box solutions to unexpected problems or been a team leader known for adjusting to personnel or process challenges, this is the place to introduce those talents.

Solutions-driven sales specialist with 10 years of experience managing sales teams, analyzing markets, expanding market reach, and solving logistics issues. Extensive experience with rolling out new products and reinventing campaigns. Transformed market by 40% despite a period of intense market fluctuation.

In the work experience section

The work experience section is the ideal place to list problem-solving skills that have contributed to proven solutions. When detailing past job roles, you can use details like percentages, dollar amounts, and specific scenarios to show how your ability to analyze issues, find options, and communicate action plans has solved problems.

Mention a time when you took the initiative to troubleshoot key areas

Explain your habit of collecting new data regularly

Give examples of instances when you assumed a leadership role in process optimization

Look at the following resume example. It shows how this candidate's ability to design solutions, optimize testing processes, and adjust the process to the client helped to optimize process efficiency and save the client money.

In addition, the candidate highlights his communication skills by showing that he can collaborate with clients to adapt processes to their needs.

Solar Engineer, Acme Corp, 2010 - 2020

Developed solution designs in collaboration with Software Architects that improved process efficiency by 150% and reduced costs by $300K

Supported testing on 3 large-scale projects to refine solutions and ensure they were fit for purpose and matched the customer's needs, resulting in $1M savings for the client

The skills section

If problem-solving skills are needed for a particular role, the hiring manager will be looking for them in the skills section. The key, however, is to only list skills that specifically relate to the job posting.

Remember, it's crucial to tailor each resume to a specific job advertisement, including the skills section. This is obviously easier if the job post explicitly lists desired skills. If it doesn't, look for keywords in the bullet points of the requirements part of the job description to find specific problem-solving skills to include in your resume.

Is it a management position looking for a “proven leader?” Communication skills are a must-have talent.

Is it a logistics position that requires experience with scaling? Then, troubleshooting and negotiation skills will be paramount.

There are both soft skills and hard skills that can be defined as problem-solving skills. “Test development” can be trained, but “troubleshooting” improves with experience. When considering which skills you possess, look at both categories.

Data analysis / Process analysis / Project design / Solution design / Test development / Benchmark development / Troubleshooting / Collaboration

A notable achievements section

A notable achievements section isn't always necessary, but some resumes can benefit from including one. If, for example, you're using a functional resume format for a career change resume or you're a senior executive looking to emphasize career highlights, an accomplishments section can really highlight those skills in action.

If you're using this section to focus on your problem-solving skills, describe accomplishments with demonstrable results.

ACCOMPLISHMENTS AND ACHIEVEMENTS

Re-designed and upgraded front-end on 20+ sites with jQuery, AJAX, and Handlebars.js
Oversaw process improvements, which reduced expenses by $225,000 per quarter
Restructured the supply chain team following vendor flow issues

Related post : Seven Key Resume Sections and How to Organize Them

7 Important problem-solving skills for your resume

Problem-solving skills can range from detail-oriented diagnostics to team leadership. Here's a list of skills involved in various stages of the problem-solving process. When crafting your resume, look to these examples to see what problem-solving skills you might have.

1. Research

Research skills are an essential component of the problem-solving skill set, enabling you to identify and understand the root cause of an issue. Research involves gathering data and information, consulting with more experienced colleagues, acquiring knowledge online or from external sources, and collating newfound data for dissemination. This skill is about the ability to find and use the right resources, extract the data you need, and brainstorm with the right group of people. This means:

Studying specific cases without generalizing

Aiming at variables that make the desired differences

Reporting findings in understandable terms

2. Analysis

The first step in finding a solution is an effective analysis of the problem. To solve a problem, you must be able to analyze it from every angle. Your analytical skills will also help you identify and propose solutions that can resolve the problem.

Analytical skills allow you to assess data and processes to find solutions to a company's challenges. These include:

Forecasting

Data analysis

Interpretation of data and metrics

Deductive reasoning

Inductive reasoning

Diagnostics

3. Critical-thinking

Critical thinking is the ability to process details with a particular flow and draw connections between concepts and facts. In other words, it's “thinking about thinking” – or finding and fixing flaws in the way we think.

The ability to think critically is the foundation of problem solving. Unless you can see the big picture, you won't be able to identify the pros and cons of different action plans.

Critical thinking includes:

Interpretation

Open-mindedness

4. Decision making

Decision-making is the ability to choose solutions to problems. Simply stated, it's taking the relevant collected data, considering multiple viewpoints, and making an informed choice.

Once the choices are narrowed down, you'll need to pull the trigger – knowing you'll be held accountable for the decision. At times, you may need to make these decisions quickly, even if the wrong decision might make the problem worse. The ability to make proper use of your research and analysis to select the best action plan is a valuable skill. Components of this skill include:

Emotional Intelligence

Organization

5. Creativity

Sometimes, the best solution is only found by thinking outside the box. That demands creativity.

Creativity is the ability to approach a task or a challenge in a different way. In other words, it's possessing the imagination to generate new ideas and find interesting approaches and unique perspectives. Creativity is often described as

Divergent thinking

Inspirational thinking

Outside-the-box thinking

Experimental thinking

6. Communication

Strong communication skills are vital during all phases of problem solving:

While identifying and analyzing the problem, you'll need to know how to communicate the core issues to others.

When researching the background of the issue, you'll need to know what communication channels are appropriate when seeking guidance.

When brainstorming possible solutions, you will need to know how to guide a team through positive and effective discussions.

Then, once you find a solution, communicating the action plan with clarity and precision is key to avoiding confusion and achieving proper implementation.

No problem would ever be solved without good communication skills at work.

Communication skills, however, include a much broader array of abilities beyond just speaking clearly. They also encompass listening in ways that make your colleagues feel heard, body language that puts your audience at ease, and vocal pitch adjustments to make your point land better. Here are a few common communication skills:

Active listening

Giving constructive feedback

Presentation / visual communication

Nonverbal communication

Written communication

Oral communication

Voice modulation

Rapport building

7. Collaboration

In the business world, most problems are solved by teams of dedicated personnel, working in collaboration with one another. When highlighting this skill, you need to show how you've worked effectively as part of a team to generate and implement solutions.

Collaboration, by definition, means working with one or more individuals to complete a task. In the workplace, collaboration can be brainstorming ideas, delegating tasks to individual strengths, layering pieces of a process, or bringing together the team to understand the bigger picture.

When people work together, they're more effective at problem solving than when attempting to go it alone. Successful collaboration with your coworkers also increases their motivation and engagement at work, making them feel like they're an important part of the team.

Collaboration includes:

Long-term thinking

Adaptability

Positive debate

Emotional intelligence

The bottom line

In an increasingly complex business environment, the ability to solve problems is more important than ever before. As a result, including these high-value problem-solving skills on your resume can help to ensure that employers recognize your full value proposition as a prospective new hire. That, in turn, can help to separate you from your competition and increase your odds of landing an interview and job offer.

If you want to make sure that the problem-solving skills in your resume are making the right impression on employers, take a few moments to get your free resume review from our team of experts today!

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American Administrative Capacity pp 41–71 Cite as

The Concept of Capacity

M. Ernita Joaquin 3 &
Thomas J. Greitens 4
First Online: 30 September 2021

238 Accesses

The recent stress test of American governance raises questions of administrative capacity, a concept that runs the risk of oversimplification. Capacity has induced wide-ranging studies in organization, public administration, and political science. Synthesizing the ideas from the literature and anchoring them in the knowledge of American political development let us arrive at a definition that captures the complex challenges of modern administration. In this chapter's theoretical foray, the core dimensions of capacity and resilience as the goal of capacity building are identified and set against the backdrop of political change.

Capacity – noun: competency or fitness, the potential or suitability for holding, storing, or accommodating; mental or physical ability; duty, position, or role; the facility or power to produce, perform, or deploy . Merriam-Webster Dictionary (n.d.)

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Interview Questions

Comprehensive Interview Guide: 60+ Professions Explored in Detail

26 Good Examples of Problem Solving (Interview Answers)

By Biron Clark

Published: November 15, 2023

Employers like to hire people who can solve problems and work well under pressure. A job rarely goes 100% according to plan, so hiring managers will be more likely to hire you if you seem like you can handle unexpected challenges while staying calm and logical in your approach.

But how do they measure this?

They’re going to ask you interview questions about these problem solving skills, and they might also look for examples of problem solving on your resume and cover letter. So coming up, I’m going to share a list of examples of problem solving, whether you’re an experienced job seeker or recent graduate.

Then I’ll share sample interview answers to, “Give an example of a time you used logic to solve a problem?”

Problem-Solving Defined

It is the ability to identify the problem, prioritize based on gravity and urgency, analyze the root cause, gather relevant information, develop and evaluate viable solutions, decide on the most effective and logical solution, and plan and execute implementation.

Problem-solving also involves critical thinking, communication, listening, creativity, research, data gathering, risk assessment, continuous learning, decision-making, and other soft and technical skills.

Solving problems not only prevent losses or damages but also boosts self-confidence and reputation when you successfully execute it. The spotlight shines on you when people see you handle issues with ease and savvy despite the challenges. Your ability and potential to be a future leader that can take on more significant roles and tackle bigger setbacks shine through. Problem-solving is a skill you can master by learning from others and acquiring wisdom from their and your own experiences.

It takes a village to come up with solutions, but a good problem solver can steer the team towards the best choice and implement it to achieve the desired result.

Watch: 26 Good Examples of Problem Solving

Examples of problem solving scenarios in the workplace.

Correcting a mistake at work, whether it was made by you or someone else
Overcoming a delay at work through problem solving and communication
Resolving an issue with a difficult or upset customer
Overcoming issues related to a limited budget, and still delivering good work through the use of creative problem solving
Overcoming a scheduling/staffing shortage in the department to still deliver excellent work
Troubleshooting and resolving technical issues
Handling and resolving a conflict with a coworker
Solving any problems related to money, customer billing, accounting and bookkeeping, etc.
Taking initiative when another team member overlooked or missed something important
Taking initiative to meet with your superior to discuss a problem before it became potentially worse
Solving a safety issue at work or reporting the issue to those who could solve it
Using problem solving abilities to reduce/eliminate a company expense
Finding a way to make the company more profitable through new service or product offerings, new pricing ideas, promotion and sale ideas, etc.
Changing how a process, team, or task is organized to make it more efficient
Using creative thinking to come up with a solution that the company hasn’t used before
Performing research to collect data and information to find a new solution to a problem
Boosting a company or team’s performance by improving some aspect of communication among employees
Finding a new piece of data that can guide a company’s decisions or strategy better in a certain area

Problem Solving Examples for Recent Grads/Entry Level Job Seekers

Coordinating work between team members in a class project
Reassigning a missing team member’s work to other group members in a class project
Adjusting your workflow on a project to accommodate a tight deadline
Speaking to your professor to get help when you were struggling or unsure about a project
Asking classmates, peers, or professors for help in an area of struggle
Talking to your academic advisor to brainstorm solutions to a problem you were facing
Researching solutions to an academic problem online, via Google or other methods
Using problem solving and creative thinking to obtain an internship or other work opportunity during school after struggling at first

You can share all of the examples above when you’re asked questions about problem solving in your interview. As you can see, even if you have no professional work experience, it’s possible to think back to problems and unexpected challenges that you faced in your studies and discuss how you solved them.

Interview Answers to “Give an Example of an Occasion When You Used Logic to Solve a Problem”

Now, let’s look at some sample interview answers to, “Give me an example of a time you used logic to solve a problem,” since you’re likely to hear this interview question in all sorts of industries.

Example Answer 1:

At my current job, I recently solved a problem where a client was upset about our software pricing. They had misunderstood the sales representative who explained pricing originally, and when their package renewed for its second month, they called to complain about the invoice. I apologized for the confusion and then spoke to our billing team to see what type of solution we could come up with. We decided that the best course of action was to offer a long-term pricing package that would provide a discount. This not only solved the problem but got the customer to agree to a longer-term contract, which means we’ll keep their business for at least one year now, and they’re happy with the pricing. I feel I got the best possible outcome and the way I chose to solve the problem was effective.

Example Answer 2:

In my last job, I had to do quite a bit of problem solving related to our shift scheduling. We had four people quit within a week and the department was severely understaffed. I coordinated a ramp-up of our hiring efforts, I got approval from the department head to offer bonuses for overtime work, and then I found eight employees who were willing to do overtime this month. I think the key problem solving skills here were taking initiative, communicating clearly, and reacting quickly to solve this problem before it became an even bigger issue.

Example Answer 3:

In my current marketing role, my manager asked me to come up with a solution to our declining social media engagement. I assessed our current strategy and recent results, analyzed what some of our top competitors were doing, and then came up with an exact blueprint we could follow this year to emulate our best competitors but also stand out and develop a unique voice as a brand. I feel this is a good example of using logic to solve a problem because it was based on analysis and observation of competitors, rather than guessing or quickly reacting to the situation without reliable data. I always use logic and data to solve problems when possible. The project turned out to be a success and we increased our social media engagement by an average of 82% by the end of the year.

Answering Questions About Problem Solving with the STAR Method

When you answer interview questions about problem solving scenarios, or if you decide to demonstrate your problem solving skills in a cover letter (which is a good idea any time the job description mention problem solving as a necessary skill), I recommend using the STAR method to tell your story.

STAR stands for:

It’s a simple way of walking the listener or reader through the story in a way that will make sense to them. So before jumping in and talking about the problem that needed solving, make sure to describe the general situation. What job/company were you working at? When was this? Then, you can describe the task at hand and the problem that needed solving. After this, describe the course of action you chose and why. Ideally, show that you evaluated all the information you could given the time you had, and made a decision based on logic and fact.

Finally, describe a positive result you got.

Whether you’re answering interview questions about problem solving or writing a cover letter, you should only choose examples where you got a positive result and successfully solved the issue.

Example answer:

Situation : We had an irate client who was a social media influencer and had impossible delivery time demands we could not meet. She spoke negatively about us in her vlog and asked her followers to boycott our products. (Task : To develop an official statement to explain our company’s side, clarify the issue, and prevent it from getting out of hand). Action : I drafted a statement that balanced empathy, understanding, and utmost customer service with facts, logic, and fairness. It was direct, simple, succinct, and phrased to highlight our brand values while addressing the issue in a logical yet sensitive way. We also tapped our influencer partners to subtly and indirectly share their positive experiences with our brand so we could counter the negative content being shared online. Result : We got the results we worked for through proper communication and a positive and strategic campaign. The irate client agreed to have a dialogue with us. She apologized to us, and we reaffirmed our commitment to delivering quality service to all. We assured her that she can reach out to us anytime regarding her purchases and that we’d gladly accommodate her requests whenever possible. She also retracted her negative statements in her vlog and urged her followers to keep supporting our brand.

What Are Good Outcomes of Problem Solving?

Whenever you answer interview questions about problem solving or share examples of problem solving in a cover letter, you want to be sure you’re sharing a positive outcome.

Below are good outcomes of problem solving:

Saving the company time or money
Making the company money
Pleasing/keeping a customer
Obtaining new customers
Solving a safety issue
Solving a staffing/scheduling issue
Solving a logistical issue
Solving a company hiring issue
Solving a technical/software issue
Making a process more efficient and faster for the company
Creating a new business process to make the company more profitable
Improving the company’s brand/image/reputation
Getting the company positive reviews from customers/clients

Every employer wants to make more money, save money, and save time. If you can assess your problem solving experience and think about how you’ve helped past employers in those three areas, then that’s a great start. That’s where I recommend you begin looking for stories of times you had to solve problems.

Tips to Improve Your Problem Solving Skills

Throughout your career, you’re going to get hired for better jobs and earn more money if you can show employers that you’re a problem solver. So to improve your problem solving skills, I recommend always analyzing a problem and situation before acting. When discussing problem solving with employers, you never want to sound like you rush or make impulsive decisions. They want to see fact-based or data-based decisions when you solve problems.

Next, to get better at solving problems, analyze the outcomes of past solutions you came up with. You can recognize what works and what doesn’t. Think about how you can get better at researching and analyzing a situation, but also how you can get better at communicating, deciding the right people in the organization to talk to and “pull in” to help you if needed, etc.

Finally, practice staying calm even in stressful situations. Take a few minutes to walk outside if needed. Step away from your phone and computer to clear your head. A work problem is rarely so urgent that you cannot take five minutes to think (with the possible exception of safety problems), and you’ll get better outcomes if you solve problems by acting logically instead of rushing to react in a panic.

You can use all of the ideas above to describe your problem solving skills when asked interview questions about the topic. If you say that you do the things above, employers will be impressed when they assess your problem solving ability.

If you practice the tips above, you’ll be ready to share detailed, impressive stories and problem solving examples that will make hiring managers want to offer you the job. Every employer appreciates a problem solver, whether solving problems is a requirement listed on the job description or not. And you never know which hiring manager or interviewer will ask you about a time you solved a problem, so you should always be ready to discuss this when applying for a job.

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7 Problem-Solving Skills That Can Help You Be a More Successful Manager

What is problem-solving?

The importance of problem-solving for managers

7 skills that make problem-solving easier

1. Analysis

2. Communication

3. Emotional intelligence

4. Resilience

5. Creativity

6. Adaptability

7. Teamwork

Steps of the problem-solving process

1. Identify that there is a problem and root out its cause.

2. Define the goals you hope to achieve.

3. Explore potential solutions.

4. Choose a solution and act on it.

5. Look at (or evaluate) the outcome.

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1. Teach Specific Skills

2. Let Your Child Make Mistakes

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8. Affirm Personal Responsibility

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1. Make connections.

2. Avoid seeing crises as insurmountable problems.

3. Accept that change is a part of living.

4. Move toward your goals. (*also suggested by Whitley, 2018)

5. Take decisive actions.

6. Look for opportunities for self-discovery.

7. Nurture a positive view of yourself.

8. Keep things in perspective.

9. Maintain a hopeful outlook.

10. Take care of yourself.

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