what is the last step in the traditional problem solving approach

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Overview of the Problem-Solving Mental Process

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

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

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

Frequently Asked Questions

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

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

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

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

The following steps include developing strategies and organizing knowledge.

1. Identifying the Problem

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

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

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

2. Defining the Problem

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

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

3. Forming a Strategy

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

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

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

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

4. Organizing Information

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

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

5. Allocating Resources

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

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

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

6. Monitoring Progress

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

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

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

7. Evaluating the Results

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

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

A Word From Verywell​

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

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You can become a better problem solving by:

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

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

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

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

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

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

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

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

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

StrategyPunk

Introduction

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

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

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

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

Step 1: Define the Problem

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

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

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

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

Step 2: Disaggregate

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

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

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

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

Step 3: Prioritize

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

There are several ways to prioritize issues, including:

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

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

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

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

Step 4: Workplan

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

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

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

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

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

Step 5: Analysis

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

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

• Root cause analysis
• Pareto analysis
• SWOT analysis

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

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

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

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

Step 6: Synthesize

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

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

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

During the synthesis phase, remaining open-minded and considering all potential solutions is vital. To ensure everyone's perspectives are considered, it is also essential to involve all stakeholders in the decision-making process.

Step 7: Communicate

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

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

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

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

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

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

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

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

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

7-Step Problem-Solving Process PPT Template

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

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

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

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

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The Problem-Solving Process

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

By the Mind Tools Content Team

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

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

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

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

1. Define the Problem

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

2. Analyze the Problem

Ask yourself, and others, the following questions.

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

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

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

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

3. Generate Potential Solutions

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

4. Select Best Solution

When selecting the best solution, consider:

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

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

5. Take Action

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

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

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

6. Monitor and Review

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

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

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

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

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The Art of Problem Solving: Understanding Win-Lose and Win-Win Approaches

Whenever we encounter a problem, our instinct often leads us to think in terms of winning or losing. In a win-lose situation, the problem is approached as a competition where one person triumphs over the other. On the other hand, a win-win situation allows everyone to come out on top.

To achieve a win-win outcome, it’s important to understand the distinguishing characteristics between the two approaches. The communication climate refers to the way we communicate with one another, and the words we choose to use can have a tremendous impact on the outcome of the problem.

Confirming messages, which are statements that show respect and acknowledge the other person’s point of view, can help foster a positive communication climate and prevent conflict. But why is it that win-win problem solving is seldom used? Let’s dive deeper and find out.

Furthermore, we’ll explore the first steps in win-win problem solving, which involves understanding the importance of descriptive communication and perception checking. We will also look at how brainstorming can be an effective tool in the win-win collaborative process.

A complete assertive message has five parts and begins with an “I” statement, expressing our thoughts, feelings and intentions. Additionally, we will discuss the concept of empathy and how it plays a major role in finding mutually acceptable solutions to problems.

Finally, we’ll look at the importance of ensuring that everyone involved in the problem reaches their goals, and how to take the last step to make sure that the win-win solution is sustainable in the long term.

In this blog post, we’ll be exploring these topics in-depth and showing you how to master win-win problem solving techniques. With this knowledge, you’ll be able to approach any problem with confidence and create win-win outcomes that benefit everyone involved.

The Communication Climate Refers To…

In a win-lose problem-solving scenario, the communication climate is crucial. It’s the overall tone and atmosphere that defines how people work together to solve the problem. Here are some key facts to know about it:

Positive and Negative Communication Climates

A positive communication climate means people feel comfortable sharing ideas and concerns without fear of criticism or judgment. On the other hand, a negative communication climate creates tension and conflict, making it challenging to find common ground.

Nonverbal Communication Elements

Body language, facial expressions, and tone of voice all contribute to the communication climate. Therefore, it’s critical to be mindful of these elements when approaching problem-solving in a team setting.

Active Listening Skills

Active listening is another crucial element of the communication climate. By being genuinely interested in what others have to say and seeking to understand their perspective, you can create a more positive communication climate.

The Importance of Respect

Finally, showing respect for your teammates’ thoughts and ideas, even if you don’t agree with them, is essential for building a positive communication climate. This ultimately leads to more effective problem-solving and a win-win outcome.

In conclusion, the communication climate plays a crucial role in win-lose problem-solving scenarios. Fostering a positive atmosphere that encourages openness, active listening, and respect can help teams find common ground and achieve a mutually beneficial outcome.

Confirming Messages: What They Are and Why They Matter

In win-lose problem solving, it’s easy to get caught up in our own interests and forget about the other person’s needs. Fortunately, confirming messages can help us bridge that gap and build stronger, more productive relationships.

A confirming message is a statement that acknowledges and affirms the other person’s perspective. It shows that you’re listening, that you care about their feelings, and that you’re committed to finding a mutually beneficial solution.

Some examples of confirming messages might include:

• “I understand where you’re coming from”
• “I can see how that would be frustrating”
• “I appreciate you taking the time to discuss this with me”

Confirming messages might seem like small gestures, but they can have a big impact on the outcome of a negotiation or conflict. Here are just a few reasons why they matter:

• They build trust: When you show that you’re attentive and empathetic, the other person is more likely to trust you and feel comfortable opening up.
• They reduce defensiveness: By acknowledging the other person’s perspective, you’re less likely to trigger a defensive response. This can help keep the conversation constructive and positive.
• They encourage collaboration: When both parties feel that their views are being heard and validated, they’re more likely to work together to find a solution that meets everyone’s needs.

Tips for Using Confirming Messages

If you’re not used to using confirming messages, it can take some practice to incorporate them into your problem-solving toolkit. Here are a few tips to help you get started:

• Listen actively: To use confirming messages effectively, you need to be genuinely invested in understanding the other person’s point of view. Listen carefully and ask follow-up questions to show that you’re engaged.
• Use “I” statements: Instead of saying “You’re right” (which can come across as insincere), try saying “I understand where you’re coming from” or “I can see why you feel that way”. This puts the focus on your own perceptions rather than the other person’s.
• Be genuine: Confirming messages only work if they’re authentic. If you’re not genuinely interested in finding common ground, the other person is likely to see through your attempts to placate them.

By incorporating confirming messages into your win-lose problem-solving approach, you can create a more collaborative, rewarding, and effective negotiation process. Give them a try in your next conversation and see how much of a difference they can make!

Win-Win Problem Solving is Seldom Used Because…

When faced with a problem, the most common approach is to find a solution that benefits us the most, disregarding the other party’s interests. This approach is known as “win-lose problem solving.” In contrast, win-win problem-solving involves finding a solution that benefits both parties equally. Unfortunately, win-win problem solving is seldom used because…

Lack of Practice and Awareness

Many of us have been conditioned to believe that negotiations, whether in business or personal contexts, are a zero-sum game. Thus, we believe that to win, someone has to lose. The concept of win-win problem solving is relatively new, and most people have not practiced or been educated on it.

Lack of Trust

The foundation of a win-win problem-solving approach is trust, which can be challenging to establish. When parties involved in a negotiation have a history of mistrust, it’s challenging to move towards a mutually beneficial solution. Win-win problem solving requires a willingness to communicate openly and honestly, and this can only happen when there’s a certain level of trust between the parties.

Time-Consuming

Win-win problem-solving requires patience and time to find a solution that benefits both parties. It often involves brainstorming sessions, exploring different options, and creative problem-solving. This process can be time-consuming, and in some cases, parties may opt for a faster, win-lose approach.

Ego and Competitive Nature

Our ego and competitive nature can sometimes get in the way of finding a mutually beneficial solution. Some parties may feel the need to “win” the negotiation, which can lead to an adversarial approach. In such a situation, it is challenging to move towards a win-win approach, as parties’ interests become more important than the solution’s outcome.

In Conclusion

In the right circumstances, win-win problem-solving can lead to better outcomes for all parties involved. However, various obstacles often prevent its implementation, including lack of practice and awareness, lack of trust, time constraints, and ego and competitive nature. It’s essential to recognize these obstacles and work towards implementing a win-win approach whenever possible.

What is the First Step in Win-Win Problem Solving?

When it comes to problem-solving, the traditional approach is often win-lose. This approach involves one person winning at the expense of another person or group, resulting in an unsatisfactory outcome for one of the parties involved. Luckily, win-win problem-solving provides a much better approach to resolving issues, where both parties can come out as winners.

So, what is the first step in win-win problem-solving? Let’s dive in:

1. Understand the Situation

The first step in win-win problem solving is to gain a full understanding of the situation. This involves taking a step back, collecting all the relevant information, and identifying the needs, interests, and concerns of all parties involved.

2. Identify Common Ground

Once you have a full understanding of the situation, the next step is to identify common ground. This is where you look for mutual interests and shared goals between all parties. This shared ground can be used as a starting point for finding a win-win solution.

3. Brainstorm Solutions

After identifying common ground, it’s time to brainstorm possible solutions. Encourage all parties to contribute to the ideas, and remember to keep an open mind. Consider all of the potential solutions regardless of how unrealistic or out of the box they appear.

4. Evaluate the Solutions

After brainstorming potential solutions, the next step is to evaluate them. Look at the pros and cons of each solution and assess how well they meet the needs and interests of all parties involved. When evaluating the solutions, remember to keep a positive attitude and remain respectful of everyone’s needs and concerns.

5. Choose the Best Solution

Once all solutions have been evaluated, it’s time to choose the best one. The chosen solution should be one that meets the needs of all parties involved, and one that everyone feels comfortable with. Once the solution has been chosen, it’s important to create a plan for implementing it.

In conclusion, win-win problem-solving involves finding a solution that benefits all parties involved. By understanding the situation, identifying common ground, brainstorming solutions, evaluating the options, and choosing the best solution, everyone can come out as a winner. Try applying these steps the next time you encounter a problem and see the difference it can make!

Descriptive Communication Can Be Characterized By:

When it comes to win-lose problem-solving, descriptive communication is key. Here are some characteristics that epitomize this kind of communication:

Clarity Is Key

Descriptive communication is clear and concise, making sure everyone understands the message being conveyed. Your language should be simple, straightforward, and free from ambiguity, to ensure that your message isn’t lost in translation.

Honesty Is The Best Policy

A descriptive communicator is honest about what they want and why, which can help to create a sense of mutual respect and trust. This helps to avoid misunderstandings and facilitates fairness during the problem-solving process.

Use Simple Examples

Descriptive communicators use simple examples to make their points. This can improve understanding and make it easier for everyone to weigh the choices. Keeping it simple can save time, aid in decision-making, and ensure everyone is on the same page.

Be Empathetic

Descriptive communication fosters empathy. Understanding the feelings of all parties involved creates an environment of strong communication. This can help to prevent natural biases from creeping in and create a shared understanding of the nature of the problem and potential solutions.

Prescriptive Approach

With descriptive communication, you should be prescriptive in your approach. Avoid assumptions and unpredictable decision-making processes. Clear solutions are often created by considering the problem at hand and then developing a course of action with clear and measurable milestones.

Active Listening

Descriptive communication involves active listening skills. Acknowledge the other party during the conversation and allow them to express themselves freely and honestly. Active listening can reduce misunderstandings, increase empathy, and improve decision-making processes.

Open Mindedness

Descriptive communicators are open-minded. Be willing to hear other perspectives before dismissing them outright. Taking the technical approach of listening can sometimes reveal new perspectives, leading to better and more innovative decisions.

The Importance of Communication Climate in a Relationship

Effective communication is crucial to the success of any relationship. However, the communication climate also plays a significant role, shaping how people communicate and interact with one another. Here, we will delve deeper into what determines the communication climate of a relationship.

Understanding Communication Climate

The communication climate refers to the prevailing mood or atmosphere in a relationship. It consists of the verbal and nonverbal cues that people exchange when communicating with one another. A positive communication climate fosters trust, openness, and understanding, while a negative climate can cause tension, conflict, and misunderstanding.

Factors that Determine the Communication Climate

Several factors contribute to the communication climate in a relationship, including:

Trust: Trust is the foundation of any healthy relationship. When individuals feel secure and confident in each other, they are more likely to communicate openly and honestly, creating a positive communication climate.

Respect: Respect for each other’s thoughts, feelings, and opinions is essential for a healthy communication climate. It allows individuals to express themselves freely without fear of judgment or ridicule.

Listening Skills: Active listening – giving full attention, reflecting, and providing feedback – is critical to effective communication. It helps to build rapport and creates a positive communication climate.

Body Language: Nonverbal cues such as facial expressions, gestures, and eye contact can greatly impact the communication climate. Positive body language, such as smiling or nodding, can create a sense of comfort, while negative body language can contribute to a hostile atmosphere.

Benefits of a Positive Communication Climate

A positive communication climate can have several benefits, including:

Increased Trust: Trust is essential for building a healthy relationship. When individuals feel secure and confident in each other, they are more likely to communicate openly and honestly.

Improved Conflict Resolution: A positive communication climate allows individuals to address conflicts and differences in a constructive manner. It encourages empathy and understanding, leading to effective problem-solving.

Enhanced Intimacy: Open and honest communication creates a sense of intimacy and closeness between individuals. It fosters emotional connection and strengthens relationships.

In conclusion, the communication climate is a critical factor in determining the success of a relationship. Positive communication allows individuals to connect emotionally, build trust, and resolve conflicts. By understanding the factors that contribute to the communication climate, individuals can create a healthy, positive atmosphere that fosters healthy relationships.

What is a Complete Assertive Message Has Five Parts Beginning with A?

When communicating assertively, building a complete message is crucial. A complete assertive message comprises five parts, which starts with the letter A. Here are the five parts that make up a complete assertive message.

Attention is the first part of a complete assertive message. When delivering an assertive message, you need the listener’s full attention. Ensure the listener has ample time and focus to understand your message.

The second part of an assertive message is assertion. Assertion is the statement of facts and feelings that support your message. It’s what you want to communicate.

Affirmation

The third part of an assertive message is affirmation. It’s a form of positive feedback that acknowledges the listener’s perspective and emotions. Affirmation helps you establish a common ground before delivering your main message.

The fourth part of an assertive message is action. After you have communicated your message, you need to suggest a course of action that could lead to a positive outcome. The action statement must be clear and concise.

Alternative

The final part of an assertive message is an alternative. Presenting a possible alternative shows that you respect the listener’s opinion and are open to finding a mutually beneficial solution. It’s important to offer alternatives that benefit both parties.

In conclusion, the complete assertive message contains five parts, beginning with A: Attention, Assertion, Affirmation, Action, and Alternative. Each part plays an important role in creating an effective and constructive communication pattern. By using all the five elements, you can assert your needs and beliefs without resulting in destructive communication.

Understanding Empathy: Imagining Situations from Another Person’s Point of View

Empathy is the ability to put ourselves in someone else’s shoes and understand their perspectives and feelings. It is a fundamental human trait that enables us to connect with others on a deeper level. The capacity to imagine what it must be like to be in another person’s situation is an essential component of empathy.

What is it called when you imagine what it must be like to be in someone else’s position?

The ability to imagine what it must be like to be in another person’s situation is called empathy. Empathy allows us to connect with others by acknowledging their emotions and recognizing their experiences. It involves understanding and feeling the emotions of others without necessarily adopting them as our own.

How does empathy help in win-lose problem-solving situations?

Empathy can play a crucial role in win-lose problem-solving situations. By putting ourselves in the other person’s shoes, we can gain a better understanding of their position and their needs. This understanding can help us identify ways to resolve the conflict in a mutually beneficial way. Empathy can also help reduce tensions and foster healthier relationships, even in challenging situations.

How can you improve your empathy skills?

Empathy is a skill that can be developed and improved over time. Here are some tips to help you improve your empathy skills:

• Practice active listening, where you listen with the intent to understand rather than simply waiting for your turn to speak.
• Put yourself in the other person’s shoes and try to imagine how they are feeling and what they are experiencing.
• Pay attention to non-verbal cues such as body language and tone of voice, as they can convey a wealth of information about someone’s emotions.
• Be curious and ask questions to gain a deeper understanding of the other person’s perspective.
• Practice self-awareness and reflection to understand your own emotions and how they may be impacting your ability to empathize with others.

Why is empathy important in today’s world?

In today’s interconnected world, empathy is more important than ever. It allows us to connect with people from different backgrounds and cultures and build bridges of understanding. Empathy helps us to overcome differences and find common ground, which is crucial in resolving conflicts and promoting peace. It enables us to create more compassionate and supportive communities, where people can thrive and feel valued.

In conclusion, empathy is a powerful tool that can help us navigate win-lose problem-solving situations effectively. By imagining what it must be like to be in another person’s situation, we can gain a deeper understanding of their perspectives and needs. We can use this understanding to find mutually beneficial solutions and build stronger, more empathetic relationships.

Perception Checking in Assertive Message

When it comes to conflict resolution, assertive communication is one of the most useful tools we have. Assertive messages are a powerful way to express yourself without stepping on anyone’s toes. However, during which step of an assertive message do you engage in perception checking? In this section, we’ll explore perception checking and how it fits into assertive communication.

What is Perception Checking?

Perception checking is a communication technique in which you seek to understand the other person’s perspective by confirming or clarifying what you think they said or meant. By checking your perceptions with the other person, you can avoid misunderstandings and ensure that you are both on the same page. Perception checking involves three steps:

• Describe the behavior or situation you want to discuss
• Suggest two possible interpretations
• Ask the other person which interpretation is correct, or if there is another interpretation you have not considered

How Does Perception Checking Fit into Assertive Communication?

Assertive communication involves expressing yourself in a clear and direct way while respecting the needs and feelings of the other person. Perception checking is an essential part of assertive communication because it helps you to avoid making assumptions or jumping to conclusions. By checking your perceptions with the other person, you can ensure that your message is being received as intended.

During an assertive message, perception checking typically occurs after you have described the behavior or situation you want to discuss but before you state your feelings or make a request. In this way, perception checking sets the stage for a productive conversation by establishing a shared understanding of the issue at hand.

Tips for Effective Perception Checking

Here are some tips for using perception checking effectively:

• Be specific and objective when describing the behavior or situation
• Suggest two interpretations that are both plausible and respectful
• Avoid using loaded language or making assumptions
• Be open to the other person’s perspective and willing to adjust your own if necessary
• Remember that perception checking is not about being right or wrong, but about understanding each other better

By following these tips, you can use perception checking to build stronger relationships and resolve conflicts in a constructive way.

Which Step in the Win-Win Collaborative Process Would Brainstorming Be Appropriate?

Brainstorming is a critical step in the win-win collaborative process, and it is an effective way to generate new ideas and solutions. Below are the steps in the win-win process that brainstorming would be appropriate:

Step 1: Define the problem

Brainstorming is a suitable technique to use when defining the problem. It helps to explore the problem thoroughly and gain a deeper understanding of the situation.

Step 2: Identify the interests

Brainstorming is crucial when identifying the interests of all parties involved in the problem. It provides an opportunity for everyone to express their needs and concerns and helps to develop a common ground for finding solutions.

Step 3: Share Information

Brainstorming is an appropriate step for sharing information about the problem. It helps to gather additional data that was not previously considered, leading to a better understanding of the issue.

Step 4: Generate Options

Brainstorming is the primary approach in generating multiple options that can address the problem. It encourages free-flowing ideas from all parties involved and creates a platform for evaluating and choosing the best alternatives.

Step 5: Evaluate Options

Brainstorming is useful when evaluating the different options generated. It allows for a more comprehensive and logical analysis of each proposal and enables the identification of the highest-rated solutions.

Step 6: Reach an Agreement

Brainstorming is beneficial when reaching an agreement. It provides the opportunity to explore creative solutions, build trust, and improve relationships between parties.

In conclusion, brainstorming is an essential part of the win-win collaborative process, and it is appropriate to use it in all the steps involved. It encourages active participation, builds relationships, and increases the likelihood of finding sustainable and mutually beneficial solutions.

Messages That Say “You Exist,” “You Matter,” And “You Are Important” Are Called…

The power of words cannot be overemphasized. Words can be used to build or destroy, inspire or discourage, uplift or demean. In the world of conflict resolution and problem-solving, certain words hold a special place in helping individuals feel valued and heard. Messages that say “you exist,” “you matter,” and “you are important” are called affirmations.

What Are Affirmations?

Affirmations are words or phrases that aim to provide emotional support, encouragement, and positivity. They are often used to promote self-confidence, self-esteem, and self-worth. However, affirmations can also be used to help others feel seen and heard, especially in win-lose problem-solving situations.

Why Affirmations Matter in Problem-Solving

Win-lose problem-solving situations can often leave individuals feeling undervalued, ignored, or even invisible. In such situations, affirmations can be powerful tools for improving communication, increasing empathy, and promoting understanding. When used effectively, affirmations can help participants feel recognized and respected, even if their ideas or opinions are not ultimately accepted.

Examples of Affirmations

• “I see you and acknowledge your perspective.”
• “Your ideas are valued and considered.”
• “Your input is essential to finding a solution.”
• “I appreciate your willingness to engage in this dialogue.”
• “I respect your point of view, even if I do not agree with it.”
• “Your contribution to this process is essential and appreciated.”

The Impact of Affirmations

Affirmations can be powerful tools for building relationships, promoting understanding, and preventing conflicts. When individuals feel recognized, seen, and heard, they are more likely to engage in constructive dialogue and work collaboratively towards finding solutions. In win-lose problem-solving situations, affirmations can help transform the process from one of competition to one of mutual respect and understanding.

In conclusion, affirmations are essential tools for effective problem-solving, particularly in win-lose situations. By acknowledging and valuing the perspectives and opinions of others, affirmations can help create a more collaborative and constructive problem-solving environment. Ultimately, the use of affirmations can help individuals feel seen, heard, and valued, even in the midst of conflict.

Using Win-Win Problem Solving to Meet Common Goals

Win-win problem solving is a collaborative approach to resolving conflicts or issues where all parties involved aim to find a solution that works for everyone. This method is beneficial because it helps to build trust, creates a positive environment, and boosts morale.

If you want to use win-win problem solving to achieve common goals, here are some critical steps to follow:

1. Identify the Problem

First, identify the problem and determine the root cause of the issue. Discuss the matter as a team and ensure everyone agrees on the main problem.

2. Brainstorm Solutions

Allow everyone to suggest possible solutions to the problem. Encourage everyone to participate and provide their opinions. Write down all the suggested solutions and evaluate them.

3. Evaluate the Solutions

Evaluate all solutions and identify the pros and cons. Determine which solutions are feasible, sustainable, and have minimal negative consequences.

4. Choose the Best Solution

Select the most viable solution that satisfies everyone’s needs. Explain why this solution is the best, and ensure that everyone agrees before moving forward.

5. Implement the Solution

Implement the chosen solution and monitor its progress. Ensure that everyone understands the implementation process and actively participates.

6. Evaluate the Results

Evaluate the outcome of the solution and determine if it has resolved the problem. If the solution is successful, celebrate the accomplishment as a team.

In conclusion, the last step in using win-win problem solving to achieve common goals is to evaluate the results. This step is essential to determine the effectiveness of the chosen solution and to make adjustments or improvements if needed. Remember that win-win problem solving requires teamwork, open and effective communication, and a collaborative mindset. By following these steps, you and your team can achieve your goals while maintaining a positive work environment.

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

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

What Is Problem Solving?

Definition and importance.

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

Problem-Solving Steps

The problem-solving process typically includes the following steps:

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

Defining the Problem

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

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

Generating Solutions

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

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

Evaluating and Selecting Solutions

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

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

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

Implementing and Monitoring the Solution

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

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

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

Problem-Solving Techniques

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

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

Brainstorming

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

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

When brainstorming, remember to:

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

Root Cause Analysis

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

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

SWOT Analysis

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

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

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

Mind Mapping

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

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

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

Examples of Problem Solving in Various Contexts

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

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

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

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

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

• Overcoming a personal obstacle, such as improving your fitness level, by establishing achievable goals, measuring progress, and adjusting your approach accordingly
• Navigating a new environment or city by researching your surroundings, asking for directions, or using technology like GPS to guide you
• Dealing with a sudden change, like a change in your work schedule, by assessing the situation, identifying potential impacts, and adapting your plans to accommodate the change.
• How to Resolve Employee Conflict at Work [Steps, Tips, Examples]
• How to Write Inspiring Core Values? 5 Steps with Examples
• 30 Employee Feedback Examples (Positive & Negative)

The Lean Post / Articles / Kaizen Learning vs. Traditional Problem-Solving

Problem Solving

Kaizen Learning vs. Traditional Problem-Solving

By Art Byrne

December 10, 2015

"Lean offers a fundamentally different approach to problem-solving than most traditional companies practice," writes Art Byrne. "Most [traditional] companies delegate important problems to teams of experts that take months to create a plan and even longer to get lasting improvements." What would a problem-solving process look like at a lean company? Read this article and find out.

Lean offers a fundamentally different approach to problem-solving than most traditional companies practice. It’s a “learn-by-doing” method that involves the people doing the work in improving the work right now. Most companies delegate important problems to teams of experts that take months to create a plan and even longer to get lasting improvements.

Most companies approach problem-solving or improvement activities by forming a team. While cross-functional, the team will probably consist primarily of salaried employees. These important people are all very busy with their day jobs. As a result, the team will start out with a plan to meet once per week to address the situation they have been assigned. As time goes on, however, two or three people will be missing from subsequent meeting because they were “too busy.”

As the team moves along, people will start to discuss various approaches or fixes to problems and goals. These proposals will often create additional requests for more data. After several months and extensive analysis, the team will agree on a plan. It’s worth noting that at this point, the entire output from the team is just a “plan.” Any actual change activities will take place some time in the future. But first, the plan will have to be reviewed and approved by senior management. And, nothing will have actually been done.

This risk-averse approach is pretty common at most companies. Management wants to make sure that any proposed changes have a high degree of certainty, and perhaps just as important, fit into the current way of doing things. Many times this means that you will have to respect the current functional departments or other management silos and not step on anyone’s toes.

Sticking with this old, slow, cautious approach won’t get you much change. It certainly won’t let you improve quickly. I think that the comfort most companies have with this traditional approach goes a long way in explaining why companies make the choices they do when they decide to go down the lean path.

Lets take Six Sigma for example. Many companies select Six Sigma as their fundamental approach to lean. This, of course, is wrong-headed. Six Sigma is one of the tools in the lean toolbox— but it is not lean . Most companies choose Six Sigma because it is very close to their traditional approach. And so for them, making the leap to lean is actually just a situation of doing essentially the same thing—only slightly better. Which is not lean at all.

Traditional companies using Six Sigma as their lean approach will typically start by selecting a group of mostly salaried employees, including engineers and managers, to be trained in the statistical process -control tools that underlie Six Sigma. This will take a number of months. Once you have trained the first batch of “green belts” or “black belts” then you assign them various projects to work on over the next 3-6 months. They study, analyze and eventually find a solution to some problem you have been having. This is great and realizes some gains.

Unfortunately, this approach only goes after about 10-20 percent of the gains that are possible. Six Sigma might improve one step in a 20-step process, for example, but that doesn’t affect the organizational structure. If the 20 steps are in 20 different functional silos nothing important changes. You feel great that you now have a number of green belts and black belts but you still have a six-week lead-time. The basic status quo can be maintained. You get gains without discomfort. Nothing too radical. A good match for the traditional company that wants to improve but still stay in their comfort zone. The problem is you are running a business—not a karate class.

Adopting lean through a kaizen “learn-by-doing” approach is radically different—a “doing” activity as opposed to the “planning” activity described above. Equipment that you may not have moved since it was first installed in the plant 10 to 15 years ago will be moving by the afternoon of the first day. You will get dramatic results by the end of the first week. I have seen this happen over and over again. The main reason is that during a kaizen the team members are assigned full time for the week (or whatever the kaizen duration is). This short, intense effort focuses every person on obtaining some stretch goals in a set period of time—an approach that really distinguishes kaizen from any other problem-solving mindset. It is what makes it so powerful.

Before the traditional team holds its second planning meeting the kaizen team has already achieved significant improvements in your business. You get fixes, not plans. But there is a lot more going on here than just that. To begin with, a kaizen team includes a mixture of salaried and hourly employees (vs. the mostly salaried composition of the traditional team, meaning that the people who actually do the work are improving the work, along with the leader of their area. This gives the team the capacity to learn as they go along. The team also includes people who can implement things on the spot—such as maintenance, IT, building services, or other roles. The rest of the team can be managers, engineers, sales force members, union heads or whatever mix you think would be best. Because they are the people doing the work, they will naturally come up with the best ideas for improvement. That is why they need to be on the team.

In addition, having these people participate in the improvements will also help to insure that the changes stick. It also gives everyone a sense of empowerment and an excitement that positive changes can finally start to happen.

Kaizen is for doing and learning. You get rapid gains and it will change your culture.

Written by:

About Art Byrne

Retired CEO, The Wiremold Company

Author, The Lean Turnaround and The Lean Turnaround Action Guide

Best known as the CEO who led an aggressive lean conversion that increased The Wiremold Company’s enterprise value by 2,467% in just under ten years, Art is the author of the best-selling books  The Lean Turnaround  and  The Lean Turnaround Action Guide . His lean journey began with his first general manager’s job at General Electric Company in January 1982. Later, as group executive of Danaher Corporation, Art worked with Shingijutsu Global Consulting from Nagoya, Japan, all ex-Toyota Corporation experts, to initiate lean at Danaher. 

During his career, the Shingo Institute recognized Art with two awards: it bestowed the Shingo Prize to Wiremold in 1999 while he was CEO and the Shingo Publication Award to The Lean Turnaround Action Guide in 2018. Art is also a member of the AME (American Association of Manufacturing Excellence) Hall of Fame and the IndustryWeek magazine Manufacturing Hall of Fame. In addition, he has written the popular “Ask Art” articles monthly since mid-2013, compiling more than 80 of them for LEI’s Lean Post . 

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Problem solving techniques: Steps and methods

Posted on May 29, 2019

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

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

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

What constitutes effective problem solving?

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

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

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

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

1. Define the problem

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

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

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

2. List all the possible solutions

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

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

3. Evaluate the options

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

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

4. Select an option

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

5. Create an implementation plan

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

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

6. Communicate your solution

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

Prove your problem solving skills with Deakin

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

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3.2: Problem Solving Approaches and Interventions

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• Page ID 43049

• Vera Kennedy
• West Hills College Lemoore

There are six problem solving approaches and interventions most commonly used among practitioners. Each approach examines a different aspect of a social problem. The nature of the problem and people involved determines the most appropriate intervention to apply.

A social systems approach examines the social structure surrounding the problem or issue. This approach requires macro, meso, and micro levels of analysis (see pages 12-13) to help understand the structure of the problem and the arrangement of individuals and social groups involved. Analysis requires comprehension of the entire issue and parts associated, as well as, which components and protocols of the structure are independent or dependent of each other. Application of this approach requires grasp of the complete problem including the hierarchy, order, patterns, and boundaries of individuals and social groups including their interactions, relationships, and processes as a body or structure surrounding the issue (Bruhn and Rebach 2007).

The interventions deployed using a social systems approach focus on establishing and maintaining stability for all parties even while change is occurring. Social system interventions require change agents or leaders such as sociological practitioners to help control and guide inputs (what is put in or taken into the problem) and outputs (what is produced, delivered, or supplied resulting from change) used in problem solving (Bruhn and Rebach 2007). This approach requires the involvement of everyone in the social structure to design or re-design the system and processes around the issue.

The human ecology approach examines the “web of life” or the ecosystem of a social problem or issue. This approach is often visually represented by a spider web to demonstrate how lives are interlinked and interdependent. A human ecology approach focuses on macro and meso levels of analysis to develop knowledge about the social bonds, personal needs, and environmental conditions that impede or support life challenges and opportunities for individuals. Practitioners evaluate and analyze where individuals and groups fit in the social structure or ecosystem and their roles. The purpose of this approach is to identify cognitive and emotional boundaries people experience living in social systems to help confront and remove the obstacles they face.

Interventions applied in a human ecological approach target changes in families, institutions, and small communities. The goal is to confront the stressors and strain created by social situations and settings. Interventions from a human ecology approach help people determine acceptable behaviors within different social environments (Bruhn and Rebach 2007). Practitioners work with social groups to remove collaborative challenges between groups in a social ecosystem and the individuals working and living within them. Change is concentrated on developing a new system and process to support and remove obstacles for individuals effected by a social problem.

• Describe the social systems approach and explain what type of social problems or issues this approach is the most valid method to use.
• Describe the human ecology approach and explain what type of social problem or issues this approach is the most valid method to use.
• A county mental health court
• Gender neutral bathrooms on a college campus
• Anti-bullying campaign in local K-12 schools

A life cycle approach examines the developmental stages and experiences of individuals facing issues or various life crises. Meso and micro levels of analysis are required with this method. Data gathered assists practitioners in understanding the adaption of individuals or groups to change, challenges, and demands at each developmental stage of life (Bruhn and Rebach 2007). Analysis incorporates evaluation of interpersonal connections between a person and the environment, life transitions, and patterns. This approach if applicable when working with individuals, groups, and organizations, which all have and go through a life cycle and stages of development.

Interventions using this approach target changes in social norms and expectations of individuals or groups facing difficulties. Practitioners help identify the context and issues creating anxiety among individuals or groups and facilitate coping strategies to attack their issues. This approach builds on positive personal and social resources and networks to mend, retrain, or enable development and growth.

The clinical approach evaluates disease, illness, and distress. Both meso and micro levels of analysis are required for this method. Practitioners assess biological, personal, and environmental connections by surveying the patient or client’s background, and current and recent conditions (Bruhn and Rebach 2007). A Patient Evaluation Grid (PEG) is the most commonly used tool for data collection. This approach requires in-depth interactions with the patient or client to identify themes associated with their condition and the structure of the social system related to their illness and support. When applying this approach in medical practice, the evaluation and analysis leads to a diagnosis.

• Describe the life cycle approach and explain what type of social problems or issues this approach is the most valid method to use.
• Describe the clinical approach and explain what type of social problem or issues this approach is the most valid method to use.
• Policing strategies to reduce crime and improve community relationships
• Reductions in self-injury or cutting among teens
• A community college social work education degree program

Intervention in a clinical approach concentrates on removal of symptoms, condition, or changes in the individual to solve the problem. The overarching goal of this method is to prevent the problem from reoccurring and the solution from interfering with the individual’s functioning. Problem management must minimally disrupt the social system of the patient or client.

A social norms approach focuses on peer influences to provide individuals with accurate information and role models to induce change (Bruhn and Rebach 2007). This approach observes macro, meso, and micro levels of analysis. Intervention centers on providing correct perceptions about thinking and behavior to induce change in one’s thoughts and actions. This technique is a proactive prevention model aimed at addressing something from happening or arising.

There are three levels of intervention when applying a social norms approach (Bruhn and Rebach 2007). Practitioners use interventions independently or together for a comprehensive solution. At the universal level of intervention , all members of a population receive the intervention without identifying which individuals are at risk. A selective level of intervention directs assistance or services to an entire group of at risk individuals. When specific individuals are beyond risk and already show signs of the problem, they receive an indicated level of intervention . A comprehensive intervention requires an integration of all three levels.

Practitioners assist communities in problem solving by applying a community based approach . All three levels of analysis (macro, meso, and micro) are required for this method. The aim of this approach is to plan, develop, and implement community based interventions whereby local institutions and residents participate in problem solving and work towards preventing future issues. Practitioners work with communities on three outcomes, individual empowerment, connecting people, and improving social interactions and cooperation (Bruhn and Rebach 2007). Concentrating on these outcomes builds on community assets while tailoring solutions to local political, economic, and social conditions. By building bridges among individuals and groups in the community, practitioners facilitate connections between services, programs, and policies while attacking the problem from multiple vantage points.

A community based approach helps ensure problem analysis, evaluation, and interventions are culturally and geographically appropriate for local residents, groups, and organizations. To operate effectively, this intervention requires practitioners to help facilitate face-to-face interactions among community members and develop a communication pattern for solving community problems. To build an appropriate intervention, practitioners must develop knowledge and understanding about the purpose, structure, and process of each group, organization, and collaboration within the community (Bruhn and Rebach 2007). Upon implementation, a community based approach endows local residents and organizations to observe and monitor their own progress and solutions directly.

• Describe the social norms approach and explain what type of social problems or issues this approach is the most valid method to use.
• Describe the community based approach and explain what type of social problem or issues this approach is the most valid method to use.
• Human trafficking prevention program
• Reductions in electronic cigarette, vaping, and new tobacco product usage

Is the Traditional Problem-Solving Process Obsolete?

• Jean Scheid
• Categories : Resource management
• Tags : Project management

It’s Almost Perfect

All traditional problem solving processes were pretty much the same and in the end, project managers would often settle with a solution that worked best—most of these solutions weren’t perfect, however.

During a project, a problem was defined and analyzed, and a solution (perhaps several) were chosen to “fix” the problem. The solution that offered the most promise to project teams was usually selected and implemented. If the solution was ineffective, only after it was implemented was the traditional problem-solving process started again .

The basics of problem solving and fixes, in the age of obsolete project management, were much like a chef developing a recipe. The taste test ruled and if an element was missing, the chef kept adding until the recipe achieved the desired outcome.

Are the traditional ways of solving problems lost in the world of today’s project management, or are they delicately hidden within the various project management methodologies we utilize today?

Image Credit ( Free Digital Photos )

Hide and Seek

Initially, most problems aren’t clear or defined. Managers and teams find hidden flaws and seek ways to improve the errors made. In fact, the traditional problem-solving process is a much longer avenue than those seen in methodologies like 5S, Lean, or even Six Sigma.

While researching this topic of traditional problem solving, I found that most problem-solving experts offered between ten and twelve steps in a traditional approach. These steps more commonly started with who should be the decision maker to defining the problem to choosing the “best” fix and then monitoring the fix to see if it did indeed correct the problem.

Perhaps for new project managers, these traditional ways of problem solving are effective, but they are hardly ever efficient. With Six Sigma phases that include DMAIC, DMADV or DMEDI , you can tell by these acronyms alone that you’ve got five steps in each of these processes, and tucked inside these famous Six Sigma acronyms are standards for identifying a problem, repairing it, and realizing a defect-free outcome.

Traditional vs. New

If we look at traditional problem-solving processes suggested by Master Class Management , where twelve steps are offered, they include:

• Who is the person who will be the decision maker?
• Why is the problem present?
• Where is the problem?
• Why should it be called a “problem?”
• What is the cause of the problem?
• How large is the problem?
• Is the problem urgent?
• If the problem didn’t exist, what would be the ideal outcome?
• What are possible solutions to the problem?
• Pick the best or agreed-upon solution.
• Plan for the problem fix and implement that fix.
• Monitor the fix to see if the problem was solved.

These twelve steps, while effective, can lengthen project finish times. What if instead, a Six Sigma process was utilized such as DMEDI wherein the problem solving process was considered throughout the project? Or, what if problems could be solved using an Agile Methodology?

Shortening the Problem Solving Cycle

One of the processes utilized in Six Sigma, DMEDI–or define, measure, explore, develop, and implement–has only five phases.

With DMEDI the problem-solving phase is completed long before the final phase, or the “implement” phase. While the implement phase means the project outcome is ready for market, in DMEDI, the Explore and Develop phases ensure, through project problem-solving controls, that concerns are addressed, analyzed, and fixed, and future fixes or improvements are developed prior to the Implement phase.

The phases of an Agile project are much the same where an iteration isn’t passed along until it’s totally complete; in Agile, done really does mean done . Some detriments to using more modern problem-solving techniques may be if the methodology is not utilized correctly or if a methodology doesn’t include a root cause analysis to identify problems during the project process.

Using a traditional problem-solving process is more than likely the best way for project management students and entry-level managers to grasp the basic knowledge of problem solving, but as technology and creativity continue to be inserted into projects, problem solving as a standalone management tool in today’s world of project management, is really not considered a best practice.

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Do You Understand the Problem You’re Trying to Solve?

To solve tough problems at work, first ask these questions.

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Problem solving skills are invaluable in any job. But all too often, we jump to find solutions to a problem without taking time to really understand the dilemma we face, according to Thomas Wedell-Wedellsborg , an expert in innovation and the author of the book, What’s Your Problem?: To Solve Your Toughest Problems, Change the Problems You Solve .

In this episode, you’ll learn how to reframe tough problems by asking questions that reveal all the factors and assumptions that contribute to the situation. You’ll also learn why searching for just one root cause can be misleading.

Key episode topics include: leadership, decision making and problem solving, power and influence, business management.

HBR On Leadership curates the best case studies and conversations with the world’s top business and management experts, to help you unlock the best in those around you. New episodes every week.

• Listen to the original HBR IdeaCast episode: The Secret to Better Problem Solving (2016)
• Find more episodes of HBR IdeaCast
• Discover 100 years of Harvard Business Review articles, case studies, podcasts, and more at HBR.org .

HANNAH BATES: Welcome to HBR on Leadership , case studies and conversations with the world’s top business and management experts, hand-selected to help you unlock the best in those around you.

Problem solving skills are invaluable in any job. But even the most experienced among us can fall into the trap of solving the wrong problem.

Thomas Wedell-Wedellsborg says that all too often, we jump to find solutions to a problem – without taking time to really understand what we’re facing.

He’s an expert in innovation, and he’s the author of the book, What’s Your Problem?: To Solve Your Toughest Problems, Change the Problems You Solve .

  In this episode, you’ll learn how to reframe tough problems, by asking questions that reveal all the factors and assumptions that contribute to the situation. You’ll also learn why searching for one root cause can be misleading. And you’ll learn how to use experimentation and rapid prototyping as problem-solving tools.

This episode originally aired on HBR IdeaCast in December 2016. Here it is.

SARAH GREEN CARMICHAEL: Welcome to the HBR IdeaCast from Harvard Business Review. I’m Sarah Green Carmichael.

Problem solving is popular. People put it on their resumes. Managers believe they excel at it. Companies count it as a key proficiency. We solve customers’ problems.

The problem is we often solve the wrong problems. Albert Einstein and Peter Drucker alike have discussed the difficulty of effective diagnosis. There are great frameworks for getting teams to attack true problems, but they’re often hard to do daily and on the fly. That’s where our guest comes in.

Thomas Wedell-Wedellsborg is a consultant who helps companies and managers reframe their problems so they can come up with an effective solution faster. He asks the question “Are You Solving The Right Problems?” in the January-February 2017 issue of Harvard Business Review. Thomas, thank you so much for coming on the HBR IdeaCast .

THOMAS WEDELL-WEDELLSBORG: Thanks for inviting me.

SARAH GREEN CARMICHAEL: So, I thought maybe we could start by talking about the problem of talking about problem reframing. What is that exactly?

THOMAS WEDELL-WEDELLSBORG: Basically, when people face a problem, they tend to jump into solution mode to rapidly, and very often that means that they don’t really understand, necessarily, the problem they’re trying to solve. And so, reframing is really a– at heart, it’s a method that helps you avoid that by taking a second to go in and ask two questions, basically saying, first of all, wait. What is the problem we’re trying to solve? And then crucially asking, is there a different way to think about what the problem actually is?

SARAH GREEN CARMICHAEL: So, I feel like so often when this comes up in meetings, you know, someone says that, and maybe they throw out the Einstein quote about you spend an hour of problem solving, you spend 55 minutes to find the problem. And then everyone else in the room kind of gets irritated. So, maybe just give us an example of maybe how this would work in practice in a way that would not, sort of, set people’s teeth on edge, like oh, here Sarah goes again, reframing the whole problem instead of just solving it.

THOMAS WEDELL-WEDELLSBORG: I mean, you’re bringing up something that’s, I think is crucial, which is to create legitimacy for the method. So, one of the reasons why I put out the article is to give people a tool to say actually, this thing is still important, and we need to do it. But I think the really critical thing in order to make this work in a meeting is actually to learn how to do it fast, because if you have the idea that you need to spend 30 minutes in a meeting delving deeply into the problem, I mean, that’s going to be uphill for most problems. So, the critical thing here is really to try to make it a practice you can implement very, very rapidly.

There’s an example that I would suggest memorizing. This is the example that I use to explain very rapidly what it is. And it’s basically, I call it the slow elevator problem. You imagine that you are the owner of an office building, and that your tenants are complaining that the elevator’s slow.

Now, if you take that problem framing for granted, you’re going to start thinking creatively around how do we make the elevator faster. Do we install a new motor? Do we have to buy a new lift somewhere?

The thing is, though, if you ask people who actually work with facilities management, well, they’re going to have a different solution for you, which is put up a mirror next to the elevator. That’s what happens is, of course, that people go oh, I’m busy. I’m busy. I’m– oh, a mirror. Oh, that’s beautiful.

And then they forget time. What’s interesting about that example is that the idea with a mirror is actually a solution to a different problem than the one you first proposed. And so, the whole idea here is once you get good at using reframing, you can quickly identify other aspects of the problem that might be much better to try to solve than the original one you found. It’s not necessarily that the first one is wrong. It’s just that there might be better problems out there to attack that we can, means we can do things much faster, cheaper, or better.

SARAH GREEN CARMICHAEL: So, in that example, I can understand how A, it’s probably expensive to make the elevator faster, so it’s much cheaper just to put up a mirror. And B, maybe the real problem people are actually feeling, even though they’re not articulating it right, is like, I hate waiting for the elevator. But if you let them sort of fix their hair or check their teeth, they’re suddenly distracted and don’t notice.

But if you have, this is sort of a pedestrian example, but say you have a roommate or a spouse who doesn’t clean up the kitchen. Facing that problem and not having your elegant solution already there to highlight the contrast between the perceived problem and the real problem, how would you take a problem like that and attack it using this method so that you can see what some of the other options might be?

THOMAS WEDELL-WEDELLSBORG: Right. So, I mean, let’s say it’s you who have that problem. I would go in and say, first of all, what would you say the problem is? Like, if you were to describe your view of the problem, what would that be?

SARAH GREEN CARMICHAEL: I hate cleaning the kitchen, and I want someone else to clean it up.

THOMAS WEDELL-WEDELLSBORG: OK. So, my first observation, you know, that somebody else might not necessarily be your spouse. So, already there, there’s an inbuilt assumption in your question around oh, it has to be my husband who does the cleaning. So, it might actually be worth, already there to say, is that really the only problem you have? That you hate cleaning the kitchen, and you want to avoid it? Or might there be something around, as well, getting a better relationship in terms of how you solve problems in general or establishing a better way to handle small problems when dealing with your spouse?

SARAH GREEN CARMICHAEL: Or maybe, now that I’m thinking that, maybe the problem is that you just can’t find the stuff in the kitchen when you need to find it.

THOMAS WEDELL-WEDELLSBORG: Right, and so that’s an example of a reframing, that actually why is it a problem that the kitchen is not clean? Is it only because you hate the act of cleaning, or does it actually mean that it just takes you a lot longer and gets a lot messier to actually use the kitchen, which is a different problem. The way you describe this problem now, is there anything that’s missing from that description?

SARAH GREEN CARMICHAEL: That is a really good question.

THOMAS WEDELL-WEDELLSBORG: Other, basically asking other factors that we are not talking about right now, and I say those because people tend to, when given a problem, they tend to delve deeper into the detail. What often is missing is actually an element outside of the initial description of the problem that might be really relevant to what’s going on. Like, why does the kitchen get messy in the first place? Is it something about the way you use it or your cooking habits? Is it because the neighbor’s kids, kind of, use it all the time?

There might, very often, there might be issues that you’re not really thinking about when you first describe the problem that actually has a big effect on it.

SARAH GREEN CARMICHAEL: I think at this point it would be helpful to maybe get another business example, and I’m wondering if you could tell us the story of the dog adoption problem.

THOMAS WEDELL-WEDELLSBORG: Yeah. This is a big problem in the US. If you work in the shelter industry, basically because dogs are so popular, more than 3 million dogs every year enter a shelter, and currently only about half of those actually find a new home and get adopted. And so, this is a problem that has persisted. It’s been, like, a structural problem for decades in this space. In the last three years, where people found new ways to address it.

So a woman called Lori Weise who runs a rescue organization in South LA, and she actually went in and challenged the very idea of what we were trying to do. She said, no, no. The problem we’re trying to solve is not about how to get more people to adopt dogs. It is about keeping the dogs with their first family so they never enter the shelter system in the first place.

In 2013, she started what’s called a Shelter Intervention Program that basically works like this. If a family comes and wants to hand over their dog, these are called owner surrenders. It’s about 30% of all dogs that come into a shelter. All they would do is go up and ask, if you could, would you like to keep your animal? And if they said yes, they would try to fix whatever helped them fix the problem, but that made them turn over this.

And sometimes that might be that they moved into a new building. The landlord required a deposit, and they simply didn’t have the money to put down a deposit. Or the dog might need a $10 rabies shot, but they didn’t know how to get access to a vet.

And so, by instigating that program, just in the first year, she took her, basically the amount of dollars they spent per animal they helped went from something like $85 down to around $60. Just an immediate impact, and her program now is being rolled out, is being supported by the ASPCA, which is one of the big animal welfare stations, and it’s being rolled out to various other places.

And I think what really struck me with that example was this was not dependent on having the internet. This was not, oh, we needed to have everybody mobile before we could come up with this. This, conceivably, we could have done 20 years ago. Only, it only happened when somebody, like in this case Lori, went in and actually rethought what the problem they were trying to solve was in the first place.

SARAH GREEN CARMICHAEL: So, what I also think is so interesting about that example is that when you talk about it, it doesn’t sound like the kind of thing that would have been thought of through other kinds of problem solving methods. There wasn’t necessarily an After Action Review or a 5 Whys exercise or a Six Sigma type intervention. I don’t want to throw those other methods under the bus, but how can you get such powerful results with such a very simple way of thinking about something?

THOMAS WEDELL-WEDELLSBORG: That was something that struck me as well. This, in a way, reframing and the idea of the problem diagnosis is important is something we’ve known for a long, long time. And we’ve actually have built some tools to help out. If you worked with us professionally, you are familiar with, like, Six Sigma, TRIZ, and so on. You mentioned 5 Whys. A root cause analysis is another one that a lot of people are familiar with.

Those are our good tools, and they’re definitely better than nothing. But what I notice when I work with the companies applying those was those tools tend to make you dig deeper into the first understanding of the problem we have. If it’s the elevator example, people start asking, well, is that the cable strength, or is the capacity of the elevator? That they kind of get caught by the details.

That, in a way, is a bad way to work on problems because it really assumes that there’s like a, you can almost hear it, a root cause. That you have to dig down and find the one true problem, and everything else was just symptoms. That’s a bad way to think about problems because problems tend to be multicausal.

There tend to be lots of causes or levers you can potentially press to address a problem. And if you think there’s only one, if that’s the right problem, that’s actually a dangerous way. And so I think that’s why, that this is a method I’ve worked with over the last five years, trying to basically refine how to make people better at this, and the key tends to be this thing about shifting out and saying, is there a totally different way of thinking about the problem versus getting too caught up in the mechanistic details of what happens.

SARAH GREEN CARMICHAEL: What about experimentation? Because that’s another method that’s become really popular with the rise of Lean Startup and lots of other innovation methodologies. Why wouldn’t it have worked to, say, experiment with many different types of fixing the dog adoption problem, and then just pick the one that works the best?

THOMAS WEDELL-WEDELLSBORG: You could say in the dog space, that’s what’s been going on. I mean, there is, in this industry and a lot of, it’s largely volunteer driven. People have experimented, and they found different ways of trying to cope. And that has definitely made the problem better. So, I wouldn’t say that experimentation is bad, quite the contrary. Rapid prototyping, quickly putting something out into the world and learning from it, that’s a fantastic way to learn more and to move forward.

My point is, though, that I feel we’ve come to rely too much on that. There’s like, if you look at the start up space, the wisdom is now just to put something quickly into the market, and then if it doesn’t work, pivot and just do more stuff. What reframing really is, I think of it as the cognitive counterpoint to prototyping. So, this is really a way of seeing very quickly, like not just working on the solution, but also working on our understanding of the problem and trying to see is there a different way to think about that.

If you only stick with experimentation, again, you tend to sometimes stay too much in the same space trying minute variations of something instead of taking a step back and saying, wait a minute. What is this telling us about what the real issue is?

SARAH GREEN CARMICHAEL: So, to go back to something that we touched on earlier, when we were talking about the completely hypothetical example of a spouse who does not clean the kitchen–

THOMAS WEDELL-WEDELLSBORG: Completely, completely hypothetical.

SARAH GREEN CARMICHAEL: Yes. For the record, my husband is a great kitchen cleaner.

You started asking me some questions that I could see immediately were helping me rethink that problem. Is that kind of the key, just having a checklist of questions to ask yourself? How do you really start to put this into practice?

THOMAS WEDELL-WEDELLSBORG: I think there are two steps in that. The first one is just to make yourself better at the method. Yes, you should kind of work with a checklist. In the article, I kind of outlined seven practices that you can use to do this.

But importantly, I would say you have to consider that as, basically, a set of training wheels. I think there’s a big, big danger in getting caught in a checklist. This is something I work with.

My co-author Paddy Miller, it’s one of his insights. That if you start giving people a checklist for things like this, they start following it. And that’s actually a problem, because what you really want them to do is start challenging their thinking.

So the way to handle this is to get some practice using it. Do use the checklist initially, but then try to step away from it and try to see if you can organically make– it’s almost a habit of mind. When you run into a colleague in the hallway and she has a problem and you have five minutes, like, delving in and just starting asking some of those questions and using your intuition to say, wait, how is she talking about this problem? And is there a question or two I can ask her about the problem that can help her rethink it?

SARAH GREEN CARMICHAEL: Well, that is also just a very different approach, because I think in that situation, most of us can’t go 30 seconds without jumping in and offering solutions.

THOMAS WEDELL-WEDELLSBORG: Very true. The drive toward solutions is very strong. And to be clear, I mean, there’s nothing wrong with that if the solutions work. So, many problems are just solved by oh, you know, oh, here’s the way to do that. Great.

But this is really a powerful method for those problems where either it’s something we’ve been banging our heads against tons of times without making progress, or when you need to come up with a really creative solution. When you’re facing a competitor with a much bigger budget, and you know, if you solve the same problem later, you’re not going to win. So, that basic idea of taking that approach to problems can often help you move forward in a different way than just like, oh, I have a solution.

I would say there’s also, there’s some interesting psychological stuff going on, right? Where you may have tried this, but if somebody tries to serve up a solution to a problem I have, I’m often resistant towards them. Kind if like, no, no, no, no, no, no. That solution is not going to work in my world. Whereas if you get them to discuss and analyze what the problem really is, you might actually dig something up.

Let’s go back to the kitchen example. One powerful question is just to say, what’s your own part in creating this problem? It’s very often, like, people, they describe problems as if it’s something that’s inflicted upon them from the external world, and they are innocent bystanders in that.

SARAH GREEN CARMICHAEL: Right, or crazy customers with unreasonable demands.

THOMAS WEDELL-WEDELLSBORG: Exactly, right. I don’t think I’ve ever met an agency or consultancy that didn’t, like, gossip about their customers. Oh, my god, they’re horrible. That, you know, classic thing, why don’t they want to take more risk? Well, risk is bad.

It’s their business that’s on the line, not the consultancy’s, right? So, absolutely, that’s one of the things when you step into a different mindset and kind of, wait. Oh yeah, maybe I actually am part of creating this problem in a sense, as well. That tends to open some new doors for you to move forward, in a way, with stuff that you may have been struggling with for years.

SARAH GREEN CARMICHAEL: So, we’ve surfaced a couple of questions that are useful. I’m curious to know, what are some of the other questions that you find yourself asking in these situations, given that you have made this sort of mental habit that you do? What are the questions that people seem to find really useful?

THOMAS WEDELL-WEDELLSBORG: One easy one is just to ask if there are any positive exceptions to the problem. So, was there day where your kitchen was actually spotlessly clean? And then asking, what was different about that day? Like, what happened there that didn’t happen the other days? That can very often point people towards a factor that they hadn’t considered previously.

SARAH GREEN CARMICHAEL: We got take-out.

THOMAS WEDELL-WEDELLSBORG: S,o that is your solution. Take-out from [INAUDIBLE]. That might have other problems.

Another good question, and this is a little bit more high level. It’s actually more making an observation about labeling how that person thinks about the problem. And what I mean with that is, we have problem categories in our head. So, if I say, let’s say that you describe a problem to me and say, well, we have a really great product and are, it’s much better than our previous product, but people aren’t buying it. I think we need to put more marketing dollars into this.

Now you can go in and say, that’s interesting. This sounds like you’re thinking of this as a communications problem. Is there a different way of thinking about that? Because you can almost tell how, when the second you say communications, there are some ideas about how do you solve a communications problem. Typically with more communication.

And what you might do is go in and suggest, well, have you considered that it might be, say, an incentive problem? Are there incentives on behalf of the purchasing manager at your clients that are obstructing you? Might there be incentive issues with your own sales force that makes them want to sell the old product instead of the new one?

So literally, just identifying what type of problem does this person think about, and is there different potential way of thinking about it? Might it be an emotional problem, a timing problem, an expectations management problem? Thinking about what label of what type of problem that person is kind of thinking as it of.

SARAH GREEN CARMICHAEL: That’s really interesting, too, because I think so many of us get requests for advice that we’re really not qualified to give. So, maybe the next time that happens, instead of muddying my way through, I will just ask some of those questions that we talked about instead.

THOMAS WEDELL-WEDELLSBORG: That sounds like a good idea.

SARAH GREEN CARMICHAEL: So, Thomas, this has really helped me reframe the way I think about a couple of problems in my own life, and I’m just wondering. I know you do this professionally, but is there a problem in your life that thinking this way has helped you solve?

THOMAS WEDELL-WEDELLSBORG: I’ve, of course, I’ve been swallowing my own medicine on this, too, and I think I have, well, maybe two different examples, and in one case somebody else did the reframing for me. But in one case, when I was younger, I often kind of struggled a little bit. I mean, this is my teenage years, kind of hanging out with my parents. I thought they were pretty annoying people. That’s not really fair, because they’re quite wonderful, but that’s what life is when you’re a teenager.

And one of the things that struck me, suddenly, and this was kind of the positive exception was, there was actually an evening where we really had a good time, and there wasn’t a conflict. And the core thing was, I wasn’t just seeing them in their old house where I grew up. It was, actually, we were at a restaurant. And it suddenly struck me that so much of the sometimes, kind of, a little bit, you love them but they’re annoying kind of dynamic, is tied to the place, is tied to the setting you are in.

And of course, if– you know, I live abroad now, if I visit my parents and I stay in my old bedroom, you know, my mother comes in and wants to wake me up in the morning. Stuff like that, right? And it just struck me so, so clearly that it’s– when I change this setting, if I go out and have dinner with them at a different place, that the dynamic, just that dynamic disappears.

SARAH GREEN CARMICHAEL: Well, Thomas, this has been really, really helpful. Thank you for talking with me today.

THOMAS WEDELL-WEDELLSBORG: Thank you, Sarah.  

HANNAH BATES: That was Thomas Wedell-Wedellsborg in conversation with Sarah Green Carmichael on the HBR IdeaCast. He’s an expert in problem solving and innovation, and he’s the author of the book, What’s Your Problem?: To Solve Your Toughest Problems, Change the Problems You Solve .

We’ll be back next Wednesday with another hand-picked conversation about leadership from the Harvard Business Review. If you found this episode helpful, share it with your friends and colleagues, and follow our show on Apple Podcasts, Spotify, or wherever you get your podcasts. While you’re there, be sure to leave us a review.

We’re a production of Harvard Business Review. If you want more podcasts, articles, case studies, books, and videos like this, find it all at HBR dot org.

This episode was produced by Anne Saini, and me, Hannah Bates. Ian Fox is our editor. Music by Coma Media. Special thanks to Maureen Hoch, Adi Ignatius, Karen Player, Ramsey Khabbaz, Nicole Smith, Anne Bartholomew, and you – our listener.

See you next week.

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

7 steps to problem-solving.

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

Define the Problem:

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

Gather Information:

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

Generate Possible Solutions:

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

Evaluate Options:

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

Make a Decision:

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

Implement the Solution:

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

Evaluate the Results:

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

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

Problem-Solving Example in Education

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

Background:

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

Steps in Problem-Solving

Identify the problem:.

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

Root Cause Analysis

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

Brainstorm Solutions

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

Evaluate and Prioritize Solutions

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

Implement the Chosen Solution

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

Monitor and Evaluate

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

Adjust as Needed

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

Example Solution

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

Expected Outcomes:

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

Final Words

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

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