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The Business Analyst’s Approach to Problem Solving

Written by Giorgos Sioutzos on April 27, 2022 . Posted in Articles .

As a business analyst you will have to understand your clients’ needs and constructively provide valuable solution options. You will have to find the real roots of the needs and approach problems in a way that will enable change.

Your task is not just to collect requirements. It’s to elicit requirements in order to ensure long – lasting change. It is common for clients to come up with the solution in mind. For example, a client may request an addition of a step to the process. Diving more and trying to figure out the actual need behind this request may reveal that there is another way of treating the actual need.

The following stages are commonly used by Business Analysts when problem solving is required.

1) Problem Definition

Τhe first step in the approach is the problem definition. Gathering information, ascertaining its validity against other sources of information, and analyzing the available information are key at this stage. The way a problem is identified first and then defined can have a significant impact on the alternatives that may be emerge. Identifying the problem will also delineate the goals and objectives that the alternative solutions should cover. The more complete a problem statement is, the easier it will be to identify alternatives, selection & evaluation.

Common pitfalls in this stage include:

• Too wide or too narrow definitions of the problem can impact the quality of the solution. Analysts are asked to find the balance between small and large range so that there are several alternatives.
• Focusing on the symptoms rather than the causes is a common mistake in defining a problem. Of course the subjectivity involved in characterizing the symptom often makes this mistake inevitable. Many techniques such as the “5 Whys” can help in avoiding this pitfall.
• Choosing the right problem means that while there may be parallel problems we must choose with a systemic approach the problem that is most possible to some extent another problem. Systemic thinking is of paramount importance as there is usually an interdependence between seemingly unrelated problems.

2) Alternative Solutions

Once the problem is identified, the analyst, should, together with the technical team to search for possible solutions.

Solution options has to be aligned with the project scope, the overall business needs and the technical feasibility. Solutions options must be realistic from business and technical side and of course valid in the eyes of the stakeholders.

A common mistake in this step is to abandon an alternative too quickly. This often happens under the pressure of time and other circumstances. However, because an alternative seems convenient, this does not make it ideal. It may have harmful side effects, or it may be less effective than other alternatives that would result if given enough time at this stage.

One way to limit the error of the incomplete “pool of alternatives” is to involve key stakeholders in discussions of identifying different solutions. It’s a good way for different perspectives to be presented and contribute to different solution alternatives.

3) Identify the best solution

For every solution option an assessment shall be done against the other solution options. The business analysts in collaboration with the key stakeholders identify the criteria that will be used for this comparison.

A cost-benefit analysis is commonly used for each solution option in order to figure out the benefits against the costs. However sometimes the full benefits or costs cannot be monetized, and indirect benefits or costs may be derived by the implementation of a solution. So, it is not a good idea to compare different options based strictly on a cost – benefit analysis as it is not easy to think about all costs and benefits and give them a value.

An analyst understands the cognitive limitations of human information processing capabilities and the difficulty of making optimization decisions. It is worth noting that the best alternative is choosing an environment of delimited rationality. An environment of delimited rationality is created as the limits of the decision-making process are set by the available information and the context.

Problem solving is vital in all aspects of business from people problems to technical problems and from short-term to long-term problems. And problem-solving involves two completely different, possibly conflicting thought processes: creativity and decision making. A business analyst shall continuously try to improve problem solving skills by implementing in practice useful techniques and approaches and continuously following up the outcomes.

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Problem Solving for Business Analysts

This article explores the discipline of problem solving. Some might consider problem solving an art, while others might define it as science. The reality is a little in between since part of problem solving involves creativity, which by definition cannot be rationalized as science since we are basically unaware or not conscious of it occurring. Creative formulation of new concepts and ideas is a process lies deep within the sub consciousness and we are only aware of the output of the creative process; a new idea is a good example. We don’t understand how the idea was created, but we know we thought of it.

This article does consider the creative process and instead deems it out of scope. Instead a process for problem solving is proposed that defines a number of phases that can be rationally quantified, executed and basically tested and verified.

Introduction

What does it mean to solve a problem? It relies upon two things occurring in the following order; an issue, or undesirable state that remains to cause angst, disadvantage, some negative consequence, or a limited capability and as a result some drive to overcome this situation through the formulation of some kind of a solution to resolve, nullify, or improve the current state of affairs.

How do we solve problems? Some people would say, by thinking. Thinking about what? The problem, right? Not necessarily. Thinking about the problem may help the situation and provide a starting point, but if thinking about the problem alone is not immediately returning positive inspiration and results then you are probably selling yourself short, being too narrow minded in breath and/or depth or focused on the symptoms rather than the cause. If the solution is not obvious, then there is obviously something missing from the equation.

For languages sake of descriptions, the term ‘problem’ is sometimes used interchangeably with the word ‘issue’. We don’t say ‘issue solving’, only ‘problem solving’. Issue is used since it is a more positive expression of the situation. One might say that there are no problems, only issues.

Practical Context

Undertaking business analysis, business architecture, or enterprise architecture involve the use of a broad spectrum of knowledge and best practice in frameworks and techniques to solve business problems. Apart from information relative to the professional practices, there are other domains such as the specific context in the organisation; the drivers & motivations, constraints, legacies, culture, etc. and issue or problem.

Finding a solution to a problem involves some kind of change within the organisation to be realized and formulated that could include a new product or service, capability, technology improvement, process maturity uplift, etc. All of these examples represent solutions to underling issues/problems that impact capability, and value to shareholders, customers, partners and suppliers.

Solving business problems always involves some kind of starting point, and a finishing point in terms of where in the spectrum one lies with respect to the problem and the solution. 

Important Elements of Consideration

There are a number of important elements of problem solving which will be explored in detail later when considering the proposed overall process of problem solving. See below;

·        Problem Statement: Describes the nature of the issue at hand

·        Scope & Information: Associated information contained within boundaries of consideration

·        Association and Relationships: Linkages between information within the scope

·        Rationale: The logical deduction within the scope that links the problem to the solution

·        Solution: A defined change in the system that nullifies, the problem and/or problem driver

The following are a series of sequential phases that should occur to complete a problem solving exercise, which would result in a solution to the problem statement. The phases can be viewed as a waterfall. If however a phase cannot be completed, it means that a previous stage is incomplete and requires further exploring. Hence each phase has an optional feedback loop.

Problem Statement

The problem itself should be understood as something discrete, defined or quantifiable. It can be represented as question or a statement that describes something. Problems can also be ambiguous in that they are hard to understand or pin down as something concrete. Ambiguous problems require further exploration that can occur from proceeding to the next phase of defining the scope, and then returning to reevaluate the problem statement.

Definition of Scope

The scope of the problem is extremely important and provides the platform to which all other considerations are included and excluded. A good analogy to scope is the expressions of ‘ring fencing’. Picture yourself actually laying a fence around an area to encapsulate something. The goal of building a fence is to keep something in, and to keep something out. Seems obvious but it’s worth thinking about this in terms of information and problem solving. All information that needs to be considered is within the fence line, and everything else is outside.

This is important from a planning perspective since if one knows what information needs to be considered, one must review the information. Because the information is known one can actually plan and put constraints around this; who needs to be consulted, where the information is obtained from, what systems and resource needs to be drawn upon.

Scope itself is a constraint. The output or solution to a problem is directly dependent on the information that went into the problem solving process. Information that is critical to formulating the correct solution is essential to being included in the scope. This can be demonstrated through a mathematical equation.

Take the following equation, which the problem is to find the value of X;

X = Y + 10           

Consider for a second that the problem is X, and X cannot be determined. What can be determined is that Y has the value of 5.

Unfortunately, due to poor research Y is not considered, only X. This equation is them impossible to solve and a solution is not found.

If however, you broadened the scope to include Y (Equals 5) then you could add 5 to 10 and have the solution;

This may seem elementary but it highlights that without proper considering and scoping, one’s perspective may not be adequate to see the whole picture.

Quite often in business some information is considered, but not everything due to time constraints and economic pressure guiding a shorter term perspective on the solution. Often when this is done the depth of analysis is limited resulting in shallow or knee jerk reactions and band aid solutions that do not address the underlying cause.

In this sense scoping can be strategic since it takes into account the broader perspective including a broader more considerate base of information that is often not focused on the short term.

Resolving Ambiguity: Ambiguity factors

Resolving ambiguity is very import. When there is confusion or uncertainty statements made become imprecise approximations that fuel a culture of anxiety. People need to have the right knowledge at the right time to solve problems by making sound decisions. It’s important to note that nothing sure footed can really be achieved when there is confusion.

Resolving ambiguity or confusion is present in the following situations. Note that the following does not include any human communication dynamics.

·        Missing Information: Information that is not present

·        Incorrect information: Information that can be verified by other information to be incorrect

·        Conflicting Information: Information in at least two separate places that contradicts

·        Duplicate information: Same or similar information that is in more than one place

·        Incomplete information: Information that is present but has an unsatisfactory level of detail

How do you know if you’re missing information? Sometimes this is obvious based on the existing information. (You can see the outline of the footprint.). Other times there is no footprint, all your have is your current information, which is the best starting point for further information and traceability.

Traceability

Traceability is the art of defining concepts and their associated connection points. Consider a dot to dot drawing or a mind map; what presents is an interconnected network. This network can be used to explore its boundaries, both its breath of scope and level of scope. This two way exploration can always start with the existing information, considering other related concepts and relationships.

For example, if the word ‘Interface’ was on a mind map, I could also draw other branches with connections that say ‘client’, ‘server’, ‘api’, ‘web service’, ‘xml’, ‘meta-data’, ‘contract’, ‘data flow’ etc. The root of this exploration is the word ‘interface’.

Traceability can be explored within a mind map, or in any other conceptual model where you are connecting information, to other information through some kind of relationships.

Root Cause Analysis

Since the entire scope has now been defined, the process of identifying the problem symptoms and problem causes can begin. The symptoms are obvious effects, outcomes, metrics, sales figures, costs, performance measures; negative qualitative or quantitative measurements.

Asking the question why is the basis for root cause analysis. It considers the result of questions and then traces backwards to underlying causes. If we ask the question why, the result is the answer and potentially the basis to another question. This is an iterative process that is continued until the underlying cause is uncovered. Note, that the underlying cause should also be within the bounds of the scope already defined.

For example, the problem is a person driving a car along the highway breaks down and is stuck on the side of the road. The problem is “Car has broken down”. See below for root cause analysis.

·        Question: Why has the car broken down?

·        Answer: Engine has overheated.

·        Question: Why has the engine overheated?

·        Answer: No water in the radiator.

·        Question: Why is there no water in the radiator?

·        Answer: Didn’t get the car serviced

·        Question: Why didn’t the car get serviced?

·        Answer: Forgot to get the car serviced.

·        Question: Why did you forget to get the car serviced?

·        Answer: It was a new car and the owner never had to get the car serviced before.

·        Question: What is the servicing requirements of the car?

·        Answer: Get it serviced 6 months after purchase, then 12 months thereafter. (Stated in contract.)

·        Question: Did the owner read the contract?

·        Answer: No. Owner didn’t read the contract and was unaware of car servicing requirements.

·        Problem Symptom (Effect) = “Car broken down. Can’t go anywhere. Stranded on highway.”

·        Real Problem (Cause) = “Owner didn’t read the contract and had no idea that car needed to be serviced”

Identification and realization to solution

Once the underlying cause is attained through root cause analysis, the solution is often the formulation of a preventative action that is undertaken to resolve the problem symptom from ever occurring. This is usually obvious since it is only a single ‘jump’ to understand the resolution.

In the above example, the solution would be for the owner after they purchased the vehicle to read the contract or ask the sales dealer. That way they would have understood the responsibilities of owner the car and taken it in for service, preventing the breakdown from ever occurring.

A less savvy car owner would have opted for a more reactive solution. In this example, the owner could have just carried a jerrycan of water in the car. When the car breaks down the owner can simply fill the radiator up again with water and restart the car. (Assuming the engine is still working.)

The most challenging aspect to problem solving is having the right information and doing adequate work in scoping the issue. When the right information has been considered, mapping out the context and domain diagrams, the relationships can be defined; the problems and their causal drivers can easily be identified through logical deduction.

It’s also important to point out that sometimes it’s better not to be too focused on the actual problem, since as we have demonstrated here, the problem itself is just a single breadcrumb in the investigation; a mere starting point for exploration. This is what problem solving can be described as, a process of guided exploration within a domain, that has boundaries and has been defined to be within scope. Exploration starts at the symptom and goes backward, forward, underneath and around the problem to provide context and understanding of the bigger picture.

Often it’s the bigger picture that allows us the understanding to see the problem relative to the context and proceed in a process of questioning from a defined starting point to an ending point. This is one way to solve problems that starts by considering the problem statement, examining the scope boundaries and information, conducting logical deductions; asking questions and assessing answers, asking further questions etc, and deriving a solution that addresses the cause or root of the problem.  Sometimes root cause analysis is not required, other times there a multiple problems, seemingly interrelated with dependencies - and this is all compounded with complexity and ambiguity of course, not to mention miss communication and misinterpretation related to human factors. 

Yes, problem solving can be challenging, but it can be made less so with a methodical and logical approach that works.

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MBA059: Problem Solving for Business Analysts

by Dave Saboe | Feb 16, 2016 | Podcast , Start | 0 comments

In this episode, Matt Fishbeck shares a six step problem solving framework that can help you to address the right problem and come up with the best solution for your organization and customers.

After listening to this episode, you'll understand:.

• Why the skill of problem is so critical
• How to apply a 6 step problem solving framework
• How to apply problem solving techniques
• Defining the problem statement
• Defining scope
• Elicit information & resolving ambiguity
• Identifying associations and relationships
• Root cause analysis
• Solution proposal

The Problem Solving Process Start by creating the problem statement.  The problem statement is a well-defined statement or question to frame the context. After you have a clear and unambiguous problem statement, define the scope of the effort.  The scope definition is probably the most important stage since it basically whether or not the problem can be solved satisfactorily.  Scope is defined to apply constraints to the domain of consideration. When we have scope we know what to consider and what not to consider.  Therefore, all possible solutions are directly dependant on the information within the scope. Once the scope is defined, you can move on to eliciting information & resolving ambiguity.  Perform a stakeholder analysis and elicit information from all known stakeholders/sources as a basis for investigation.  You can use workshops, focus groups, interviews, document analysis, and other approaches to elicit information. When we elicit information, we try to remove ambiguity as ambiguity represents the unknown, liability, and risk.  To reduce ambiguity, we need to consider the taxonomy of ambiguity to provide a frame of reference to how we will resolve it.  Ambiguity may be:

• Missing information
• Incorrect information
• Duplicate information
• Conflicting information
• Incomplete information

The above provide a basis to ask questions concerning all information that is within scope, to challenge this information to be reliable and suitable for use.  Context diagrams and domain diagram can help resolve ambiguity. Next, we identify associations and relationships to organize the information so we can derive meaning from it.  Information needs to be structured, aligned, and associated that provides an additional level of meaning. This is the basis for traceability. The linking of concepts. It’s not just solely used for requirements. Once we thoroughly understand the information, we can move on to performing a root cause analysis.  A root cause analysis helps you to understand the underlying cause of the problem so you can address it instead of addressing a symptom of a greater issue. There are many techniques for root cause analysis including 5 Whys and Fishbone diagrams. Now that we understand the real root cause, we can propose solutions that will address that root cause.  When identifying proposed solutions, consider the scope, constraints, and relative cost and value of each option.   Problem solving is not some illusive black art; it’s an analytical process that can be broken down, quantified, and analyzed to identify the root cause to give rise to a viable solution. Listen to the full episode to hear all of Matt’s examples and tips for problem solving.

Your Homework

• Begin applying Matt’s six-stage problem solving approach.  Often, the most difficult part of problem solving is knowing where to start.
• Start learning the root cause analysis techniques in the Guide to the Business Analysis Body of Knowledge (BABOK).  The techniques will give you more tools to help in your problem solving efforts.

Links mentioned in this episode:

• Matt’s Problem Solving article on ModernAnalyst.com

Matt Fishbeck

Senior Business Analyst and Writer

Thank you for listening to the program

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Business Analysis Problem Solving Techniques

Why is problem solving important to the business analyst.

The expression problem solving refers to the intellectual process that people go through to uncover, analyse and solve problems. Problem solving is a major discipline within business analysis. You’ll often hear business analysts state that the thing they love about their work is solving problems. This makes sense because as a business analyst, your role is to identify and solve problems in an organisation.

Examples of Business Analysis Problem Solving

Here are some examples of problem-solving scenarios that a business analyst might face:

• Process Improvement: This is about improving a organisation’s manufacturing or operational processes. You would gather data on current processes, identify bottlenecks, and work with the team to design and implement a more efficient workflow.
• Decreasing Sales: You would be determining why a company’s sales have been decreasing. To solve this problem, you would analyse sales data, conduct customer surveys, and review competitors’ strategies to determine the root cause of the issue.
• Customer Retention: This where you would be be tasked with improving customer retention rates. You would conduct surveys to gather feedback, analyse customer data, and work with the marketing team to develop targeted retention strategies.
• Cost Reduction: You are asked to reduce costs for a company by analysing the budget, identifying areas where costs can be reduced without compromising quality, and work with the team to implement cost-saving measures.
• New Product Development: This is where you are asked to assist in developing a new product. You would conduct market research to determine customer needs, develop product specifications, and work with the product development team to ensure that the product meets customer requirements.

These are just a few examples of the types of problems that a business analyst may solve. The key is to approach each problem with a structured, analytical mindset and work collaboratively with stakeholders to find the best solution.

Process Improvement Example

To further expand on this here is an example of how you could could solve a process improvement problem.

Problem : A manufacturing company is experiencing delays in production due to bottlenecks in their production process.

• Define the problem: Gather data on the production process and identify the specific bottlenecks causing the delays.
• Analyse the process: Use process mapping tools to visually map out the production process and identify areas for improvement.
• Identify solutions: Work with the production team to brainstorm solutions to the bottlenecks identified in the process analysis. Possible solutions could include streamlining the process flow, improving the quality of raw materials, or upgrading equipment.
• Evaluate alternatives: Evaluate the potential impact of each solution and determine the most effective solution based on the resources available to the company.
• Implement the solution: Work with the production team to implement the chosen solution and monitor the results to ensure that the bottleneck has been successfully resolved.
• Continuous improvement: Continue to monitor the production process and make adjustments as needed to ensure that the process remains efficient and effective.

By using a structured approach to problem-solving, you can help the manufacturing company to identify and solve bottlenecks in their production process, resulting in improved productivity, reduced costs, and increased customer satisfaction.

Problem Solving Techniques

There are many techniques that you can use to help solve problems in a business environment. Here are some common tools that can be used for problem-solving. These techniques can be used in brainstorming sessions / workshops or as personal thinking tools.

Brainstorming

This tool helps to generate new ideas and solutions to a problem by encouraging open discussion and collaboration.

Process Mapping

This tool helps to visually map out the current process to identify bottlenecks, inefficiencies, and areas for improvement.

Root Cause Analysis

This tool helps to identify the underlying cause of a problem by looking at the relationship between various factors. Root Cause Analysis is another common technique and assumes that systems and events are interrelated. An action in one area triggers an action in another, and another, and so on. By tracing back these actions, you can discover where the problem started and how it grew into the symptom you are now facing. There are three basic causes of problems: physical, human and organisational.

The Five Whys

The Five Whys technique is simply the process of asking “why” enough times that you eventually get to the root cause of a problem. It is an effective way to solving problems that can be used by any business analyst to improve a business process or write better requirements. Learn more about this questioning technique in  “Why” is the How of Getting to the Root Cause of a Problem .

Mind Mapping

This visual technique is used to outline information around a central word or phrase. This central concept may form the known issue that may be causing the problem. Learn more about Mind Mapping in  How to Explore a Problem Using a Mind Map and 6 Strategic Categories .

Fishbone Diagram

This tool helps to identify the various factors that contribute to a problem by creating a diagram that looks like a fishbone. Like Mind Mapping, Fishbone Analysis is a visual technique for exploring a central problem or concept. This tool is also called the Ishikawa Diagram as it was first used by Dr. Kaoru Ishikawa of the University of Tokyo in 1943. Learn more about this technique in  How to Identify the Likely Causes of a Problem with a Fishbone Diagram .

SWOT Analysis

This tool helps to identify the strengths, weaknesses, opportunities, and threats facing a business.

Pareto Chart

This tool helps to identify the most important factors contributing to a problem by plotting them in a bar chart.

Cost-Benefit Analysis

This tool helps to evaluate the costs and benefits of different solutions to a problem to determine the most effective option.

Decision Matrix

This tool helps to compare different options by evaluating various criteria and assigning weights to each criterion.

CATWOE can be used as a stand-alone tool or can be combined with other techniques to ensure that the identified problem has been given full consideration, i.e. you don’t have a problem statement that is really a solution instead. CATWOE allows you to look at the issue from a variety of perspectives: customers, actors, transformation process, world view, owner and environmental constraints.

These are just a few examples of the tools and techniques that can be used by a business analyst to solve problems. The key is to select the most appropriate tool for the specific problem at hand and use it to guide the problem-solving process.

Resources >

Mckinsey approach to problem solving, a guide to the 7-step mckinsey problem solving process.

McKinsey and Company is recognized for its rigorous approach to problem solving. They train their consultants on their seven-step process that anyone can learn.

This resource guides you through that process, largely informed by the McKinsey Staff Paper 66. It also includes a PowerPoint Toolkit with slide templates of each step of the process that you can download and customize for your own use.

In this guide you'll learn:

Overview of the mckinsey approach to problem solving, problem solving process, problem definition.

• Problem Statement

Stakeholder Analysis Worksheet

Structure the problem, hypothesis trees, issue trees, analyses and workplan, synthesize findings, craft recommendations, communicate, distinctiveness practices, harness the power of collaboration, sources and additional reading, request the mckinsey approach to problem solving.

Problem solving — finding the optimal solution to a given business opportunity or challenge — is the very heart of how consultants create client impact, and considered the most important skill for success at McKinsey.

The characteristic “McKinsey method” of problem solving is a structured, inductive approach that can be used to solve any problem. Using this standardized process saves us from reinventing the problem-solving wheel, and allows for greater focus on distinctiveness in the solution. Every new McKinsey associate must learn this method on his or her first day with the firm.

There are four fundamental disciplines of the McKinsey method:

1. Problem definition

A thorough understanding and crisp definition of the problem.

2. The problem-solving process

Structuring the problem, prioritizing the issues, planning analyses, conducting analyses, synthesizing findings, and developing recommendations.

3. Distinctiveness practices

Constructing alternative perspectives; identifying relationships; distilling the essence of an issue, analysis, or recommendation; and staying ahead of others in the problem-solving process.

4. Collaboratio n

Actively seeking out client, customer, and supplier perspectives, as well as internal and external expert insight and knowledge.

Once the problem has been defined, the problem-solving process proceeds with a series of steps:

• Structure the problem
• Prioritize the issues
• Plan analyses
• Conduct analyses
• Synthesize findings
• Develop recommendations

Not all problems require strict adherence to the process. Some steps may be truncated, such as when specific knowledge or analogies from other industries make it possible to construct hypotheses and associated workplans earlier than their formal place in the process. Nonetheless, it remains important to be capable of executing every step in the basic process.

When confronted with a new and complex problem, this process establishes a path to defining and disaggregating the problem in a way that will allow the team to move to a solution. The process also ensures nothing is missed and concentrates efforts on the highest-impact areas. Adhering to the process gives the client clear steps to follow, building confidence, credibility, and long-term capability.

The most important step in your entire project is to first carefully define the problem. The problem definition will serve the guide all of the team’s work, so it is critical to ensure that all key stakeholders agree that it is the right problem to be solving.

The problem definition will serve the guide all of the team’s work, so it is critical to ensure that all key stakeholders agree that it is the right problem to be solving.

There are often dozens of issues that a team could focus on, and it is often not obvious how to define the problem.

In any real-life situation, there are many possible problem statements. Your choice of problem statement will serve to constrain the range of possible solutions.

Constraints can be a good thing (e.g., limit solutions to actions within the available budget.) And constraints can be a bad thing (e.g., eliminating the possibility of creative ideas.) So choose wisely.

The problem statement may ignore many issues to focus on the priority that should be addressed. The problem statement should be phrased as a question, such that the answer will be the solution.

Example scenario – A family on Friday evening :

A mother, a father, and their two teenage children have all arrived home on a Friday at 6 p.m. The family has not prepared dinner for Friday evening. The daughter has lacrosse practice on Saturday and an essay to write for English class due on Monday. The son has theatre rehearsal on both Saturday and Sunday and will need one parent to drive him to the high school both days, though he can get a ride home with a friend.

The family dog, a poodle, must be taken to the groomer on Saturday morning. The mother will need to spend time this weekend working on assignments for her finance class she is taking as part of her Executive MBA. The father plans to go on a 100-mile bike ride, which he can do either Saturday or Sunday. The family has two cars, but one is at the body shop. They are trying to save money to pay for an addition to their house.

Potential problem definitions – A family on Friday evening :

The problem definition should not be vague, without clear measures of success. Rather, it should be a SMART definition:

• Action-oriented

Given one set of facts, it is possible to come up with many possible problem statements. The choice of problem statement constrains the range of possible solutions.

Before starting to solve the problem, the family first needs to agree on what problem they want to solve.

• What should the family do for dinner on Friday night?
• How can the family schedule their activities this weekend to accomplish everything planned given that they only have one vehicle available?
• How can the family increase income or reduce expenses to allow them to save $75K over the next 12 months to pay for the planned addition to their house?

Problem Statement Worksheet

This is a helpful tool to use to clearly define the problem. There are often dozens of issues that a team could focus on, and it is often not obvious how to define the problem. In any real-life situation, there are many possible problem statements. Your choice of problem statement will serve to constrain the range of possible solutions.

• Use a question . The problem statement should be phrased as a question, such that the answer will be the solution. Make the question SMART: specific, measurable, action-oriented, relevant, and time-bound. Example: “How can XYZ Bank close the $100 million profitability gap in two years?”
• Context . What are the internal and external situations and complications facing the client, such as industry trends, relative position within the industry, capability gaps, financial flexibility, and so on?
• Success criteria . Understand how the client and the team define success and failure. In addition to any quantitative measures identified in the basic question, identify other important quantitative or qualitative measures of success, including timing of impact, visibility of improvement, client capability building required, necessary mindset shifts, and so on.
• Scope and constraints . Scope most commonly covers the markets or segments of interest, whereas constraints govern restrictions on the nature of solutions within those markets or segments.
• Stakeholders . Explore who really makes the decisions — who decides, who can help, and who can block.
• Key sources of insight . What best-practice expertise, knowledge, and engagement approaches already exist? What knowledge from the client, suppliers, and customers needs to be accessed? Be as specific as possible: who, what, when, how, and why.

In completing the Problem Statement Worksheet, you are prompted to define the key stakeholders.

As you become involved in the problem-solving process, you should expand the question of key stakeholders to include what the team wants from them and what they want from the team, their values and motivations (helpful and unhelpful), and the communications mechanisms that will be most effective for each of them.

Using the Stakeholder Analysis Worksheet allows you to comprehensively identify:

• Stakeholders
• What you need from them
• Where they are
• What they need from you

The two most helpful techniques for rigorously structuring any problem are hypothesis trees and issue trees. Each of these techniques disaggregates the primary question into a cascade of issues or hypotheses that, when addressed, will together answer the primary question.

A hypothesis tree might break down the same question into two or more hypotheses. 

The aim at this stage is to structure the problem into discrete, mutually exclusive pieces that are small enough to yield to analysis and that, taken together, are collectively exhaustive.

Articulating the problem as hypotheses, rather than issues, is the preferred approach because it leads to a more focused analysis of the problem. Questions to ask include:

• Is it testable – can you prove or disprove it?
• It is open to debate? If it cannot be wrong, it is simply a statement of fact and unlikely to produce keen insight.
• If you reversed your hypothesis – literally, hypothesized that the exact opposite were true – would you care about the difference it would make to your overall logic?
• If you shared your hypothesis with the CEO, would it sound naive or obvious?
• Does it point directly to an action or actions that the client might take?

Quickly developing a powerful hypothesis tree enables us to develop solutions more rapidly that will have real impact. This can sometimes seem premature to clients, who might find the “solution” reached too quickly and want to see the analysis behind it.

Take care to explain the approach (most important, that a hypothesis is not an answer) and its benefits (that a good hypothesis is the basis of a proven means of successful problem solving and avoids “boiling the ocean”).

Example: Alpha Manufacturing, Inc.

Problem Statement: How can Alpha increase EBITDA by $13M (to $50M) by 2025?

The hypotheses might be:

• Alpha can add $125M revenues by expanding to new customers, adding $8M of EBITDA
• Alpha can reduce costs to improve EBITDA by $5M

These hypotheses will be further disaggregated into subsidiary hypotheses at the next level of the tree.

Often, the team has insufficient knowledge to build a complete hypothesis tree at the start of an engagement. In these cases, it is best to begin by structuring the problem using an issue tree.

An issue tree is best set out as a series of open questions in sentence form. For example, “How can the client minimize its tax burden?” is more useful than “Tax.” Open questions – those that begin with what, how, or why– produce deeper insights than closed ones. In some cases, an issue tree can be sharpened by toggling between issue and hypothesis – working forward from an issue to identify the hypothesis, and back from the hypothesis to sharpen the relevant open question.

Once the problem has been structured, the next step is to prioritize the issues or hypotheses on which the team will focus its work. When prioritizing, it is common to use a two-by-two matrix – e.g., a matrix featuring “impact” and “ease of impact” as the two axes.

Applying some of these prioritization criteria will knock out portions of the issue tree altogether. Consider testing the issues against them all, albeit quickly, to help drive the prioritization process.

Once the criteria are defined, prioritizing should be straightforward: Simply map the issues to the framework and focus on those that score highest against the criteria.

As the team conducts analysis and learns more about the problem and the potential solution, make sure to revisit the prioritization matrix so as to remain focused on the highest-priority issues.

The issues might be:

• How can Alpha increase revenue?
• How can Alpha reduce cost?

Each of these issues is then further broken down into deeper insights to solutions.

If the prioritization has been carried out effectively, the team will have clarified the key issues or hypotheses that must be subjected to analysis. The aim of these analyses is to prove the hypotheses true or false, or to develop useful perspectives on each key issue. Now the task is to design an effective and efficient workplan for conducting the analyses.

Transforming the prioritized problem structure into a workplan involves two main tasks:

• Define the blocks of work that need to be undertaken. Articulate as clearly as possible the desired end products and the analysis necessary to produce them, and estimate the resources and time required.
• Sequence the work blocks in a way that matches the available resources to the need to deliver against key engagement milestones (e.g., important meetings, progress reviews), as well as to the overall pacing of the engagement (i.e., weekly or twice-weekly meetings, and so on).

A good workplan will detail the following for each issue or hypothesis: analyses, end products, sources, and timing and responsibility. Developing the workplan takes time; doing it well requires working through the definition of each element of the workplan in a rigorous and methodical fashion.

It’s useful to match the workplan to three horizons:

• What is expected at the end of the engagement
• What is expected at key progress reviews
• What is due at daily and/or weekly team meetings

The detail in the workplan will typically be greater for the near term (the next week) than for the long term (the study horizon), especially early in a new engagement when considerable ambiguity about the end state remains.

Here are three different templates for a workplan:

This is the most difficult element of the problem-solving process. After a period of being immersed in the details, it is crucial to step back and distinguish the important from the merely interesting. Distinctive problem solvers seek the essence of the story that will underpin a crisp recommendation for action.

Although synthesis appears, formally speaking, as the penultimate step in the process, it should happen throughout. Ideally, after you have made almost any analytical progress, you should attempt to articulate the “Day 1” or “Week 1” answer. Continue to synthesize as you go along. This will remind the team of the question you are trying to answer, assist prioritization, highlight the logical links of the emerging solution, and ensure that you have a story ready to articulate at all times during the study.

McKinsey’s primary tool for synthesizing is the pyramid principle. Essentially, this principle asserts that every synthesis should explain a single concept, per the “governing thought.” The supporting ideas in the synthesis form a thought hierarchy proceeding in a logical structure from the most detailed facts to the governing thought, ruthlessly excluding the interesting but irrelevant.

While this hierarchy can be laid out as a tree (like with issue and hypothesis trees), the best problem solvers capture it by creating dot-dash storylines — the Pyramid Structure for Grouping Arguments.

Pyramid Structure for Grouping Arguments

• Focus on action. Articulate the thoughts at each level of the pyramid as declarative sentences, not as topics. For example, “expansion” is a topic; “We need to expand into the European market” is a declarative sentence.
• Use storylines. PowerPoint is poor at highlighting logical connections, therefore is not a good tool for synthesis. A storyline will clarify elements that may be ambiguous in the PowerPoint presentation.
• Keep the emerging storyline visible. Many teams find that posting the storyline or story- board on the team-room wall helps keep the thinking focused. It also helps in bringing the client along.
• Use the situation-complication-resolution structure. The situation is the reason there is action to be taken. The com- plication is why the situation needs thinking through – typically an industry or client challenge. The resolution is the answer.
• Down the pyramid: does each governing thought pose a single question that is answered completely by the group of boxes below it?
• Across: is each level within the pyramid MECE?
• Up: does each group of boxes, taken together, provide one answer – one “so what?” – that is essentially the governing thought above it?
• Test the solution. What would it mean if your hypotheses all came true?

It is at this point that we address the client’s questions: “What do I do, and how do I do it?” This means not offering actionable recommendations, along with a plan and client commitment for implementation.

The essence of this step is to translate the overall solution into the actions required to deliver sustained impact. A pragmatic action plan should include:

• Relevant initiatives, along with a clear sequence, timing, and mapping of activities required
• Clear owners for each initiative
• Key success factors and the challenges involved in delivering on the initiatives

Crucial questions to ask as you build recommendations for organizational change are:

• Does each person who needs to change (from the CEO to the front line) understand what he or she needs to change and why, and is he or she committed to it?
• Are key leaders and role models throughout the organization personally committed to behaving differently?
• Has the client set in place the necessary formal mechanisms to reinforce the desired change?
• Does the client have the skills and confidence to behave in the desired new way?

Once the recommendations have been crafted in the problem-solving process, it’s vital to effectively communicate those findings and recommendations.

An executive summary is a great slide to use for this. See more on executive summary slides, including 30 templates, at our Ultimate Guide to Executive Summary Slides .

Great problem solvers identify unique disruptions and discontinuities, novel insights, and step-out opportunities that lead to truly distinctive impact. This is done by applying a number of practices throughout the problem-solving process to help develop these insights.

Expand: Construct multiple perspectives

Identifying alternative ways of looking at the problem expands the range of possibilities, opens you up to innovative ideas, and allows you to formulate more powerful hypotheses. Questions that help here include:

• What changes if I think from the perspective of a customer, or a supplier, or a frontline employee, or a competitor?
• How have other industries viewed and addressed this same problem?
• What would it mean if the client sought to run the company like a low-cost airline or a cosmetics manufacturer?

Link: Identify relationships

Strong problem solvers discern connections and recognize patterns in two different ways:

• They seek out the ways in which different problem elements – issues, hypotheses, analyses, work elements, findings, answers, and recommendations – relate to one another.
• They use these relationships throughout the basic problem-solving process to identify efficient problem-solving approaches, novel solutions, and more powerful syntheses.

Distill: Find the essence

Cutting through complexity to identify the heart of the problem and its solution is a critical skill.

• Identify the critical problem elements. Are there some issues, approaches, or options that can be eliminated completely because they won’t make a significant difference to the solution?
• Consider how complex the different elements are and how long it will take to complete them. Wherever possible, quickly advance simpler parts of the problem that can inform more complex or time-consuming elements.

Lead: Stay ahead/step back

Without getting ahead of the client, you cannot be distinctive. Paradoxically, to get ahead – and stay ahead – it is often necessary to step back from the problem to validate or revalidate the approach and the solution.

• Spend time thinking one or more steps ahead of the client and team.
• Constantly check and challenge the rigor of the underlying data and analysis.
• Stress-test the whole emerging recommendation
• Challenge the solution against a set of hurdles. Does it satisfy the criteria for success as set out on the Problem Statement Worksheet?

No matter how skilled, knowledgeable, or experienced you are, you will never create the most distinctive solution on your own. The best problem solvers know how to leverage the power of their team, clients, the Firm, and outside parties. Seeking the right expertise at the right time, and leveraging it in the right way, are ultimately how we bring distinctiveness to our work, how we maximize efficiency, and how we learn.

When solving a problem, it is important to ask, “Have I accessed all the sources of insight that are available?” Here are the sources you should consider:

• Your core team
• The client’s suppliers and customers
• Internal experts and knowledge
• External sources of knowledge
• Communications specialists

The key here is to think open, not closed. Opening up to varied sources of data and perspectives furthers our mission to develop truly innovative and distinctive solutions for our clients.

• McKinsey Staff Paper 66 — not published by McKinsey but possibly found through an internet search
• The McKinsey Way , 1999, by Ethan M. Rasiel

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The 5 Steps in Problem Analysis

One technique that is extremely useful to gain a better understanding of the problems before determining a solution is problem analysis .

Problem analysis is the process of understanding real-world problems and user’s needs and proposing solutions to meet those needs. The goal of problem analysis is to gain a better understanding of the problem being solved before developing a solution.

There are five useful steps that can be taken to gain a better understanding of the problem before developing a solution.

• Gain agreement on the problem definition
• Understand the root-causes – the problem behind the problem
• Identify the stakeholders and the users
• Define the solution boundary
• Identify the constraints to be imposed on the solution

Table of Contents

Gain agreement on the problem definition.

The first step is to gain agreement on the definition of the problem to be solved. One of the simplest ways to gain agreement is to simply write the problem down and see whether everyone agrees.

Business Problem Statement Template

A helpful and standardised format to write the problem definition is as follows:

• The problem of – Describe the problem
• Affects – Identify stakeholders affected by the problem
• The results of which – Describe the impact of this problem on stakeholders and business activity
• Benefits of – Indicate the proposed solution and list a few key benefits

Example Business Problem Statement

There are many problems statement examples that can be found in different business domains and during the discovery when the business analyst is conducting analysis. An example business problem statement is as follows:

The problem of  having to manually maintain an accurate single source of truth for finance product data across the business, affects the finance department. The results of which has the impact of not having to have duplicate data, having to do workarounds and difficulty of maintaining finance product data across the business and key channels. A successful solution would  have the benefit of providing a single source of truth for finance product data that can be used across the business and channels and provide an audit trail of changes, stewardship and maintain data standards and best practices.

Understand the Root Causes Problem Behind the Problem

You can use a variety of techniques to gain an understanding of the real problem and its real causes. One such popular technique is root cause analysis, which is a systematic way of uncovering the root or underlying cause of an identified problem or a symptom of a problem.

Root cause analysis helps prevents the development of solutions that are focussed on symptoms alone .

To help identify the root cause, or the problem behind the problem, ask the people directly involved.

The primary goal of the technique is to determine the root cause of a defect or problem by repeating the question “Why?” . Each answer forms the basis of the next question. The “five” in the name derives from an anecdotal observation on the number of iterations needed to resolve the problem .

Identify the Stakeholders and the Users

Effectively solving any complex problem typically involves satisfying the needs of a diverse group of stakeholders. Stakeholders typically have varying perspectives on the problem and various needs that must be addressed by the solution. So, involving stakeholders will help you to determine the root causes to problems.

Define the Solution Boundary

Once the problem statement is agreed to and the users and stakeholders are identified, we can turn our attention of defining a solution that can be deployed to address the problem.

Identify the Constraints  Imposed on Solution

We must consider the constraints that will be imposed on the solution. Each constraint has the potential to severely restrict our ability to deliver a solution as we envision it.

Some example solution constraints and considerations could be:-

• Economic – what financial or budgetary constraints are applicable?
• Environmental – are there environmental or regulatory constraints?
• Technical  – are we restricted in our choice of technologies?
• Political – are there internal or external political issues that affect potential solutions?

Conclusion – Problem Analysis

Try the five useful steps for problem solving when your next trying to gain a better understanding of the problem domain on your business analysis project or need to do problem analysis in software engineering.

The problem statement format can be used in businesses and across industries. 

Jerry Nicholas

Jerry continues to maintain the site to help aspiring and junior business analysts and taps into the network of experienced professionals to accelerate the professional development of all business analysts. He is a Principal Business Analyst who has over twenty years experience gained in a range of client sizes and sectors including investment banking, retail banking, retail, telecoms and public sector. Jerry has mentored and coached business analyst throughout his career. He is a member of British Computer Society (MBCS), International Institute of Business Analysis (IIBA), Business Agility Institute, Project Management Institute (PMI), Disciplined Agile Consortium and Business Architecture Guild. He has contributed and is acknowledged in the book: Choose Your WoW - A Disciplined Agile Delivery Handbook for Optimising Your Way of Working (WoW).

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

Author: Daniel Croft

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

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

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

Problem Solving Methodologies

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

Methodology of 8D (Eight Discipline) Problem Solving:

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

The 8D process consists of the following steps:

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

Download the 8D Problem Solving Template

A3 Problem Solving Method:

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

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

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

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

Step 1 – Define the Problem

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

To begin, ask yourself some clarifying questions:

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

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

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

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

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

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

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

Step 2 – Gather Information and Brainstorm Ideas

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

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

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

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

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

Step 3 – Evaluate Options and Choose the Best Solution

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

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

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

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

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

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

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

Step 4 – Implement and Monitor the Solution

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

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

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

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

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

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

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

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

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Hi im Daniel continuous improvement manager with a Black Belt in Lean Six Sigma and over 10 years of real-world experience across a range sectors, I have a passion for optimizing processes and creating a culture of efficiency. I wanted to create Learn Lean Siigma to be a platform dedicated to Lean Six Sigma and process improvement insights and provide all the guides, tools, techniques and templates I looked for in one place as someone new to the world of Lean Six Sigma and Continuous improvement.

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The previous two chapters have laid the foundation of systems theories and already mentioned that these concepts are used for analysis, solving problems and decision making; to this end, this chapter will go into more detail about how to analyse problems, how to find solutions and how to make decisions. In doing so, it takes a rational approach. This contrast for part with reality when people often feel pressured, some associate decisions with emotions and past experiences, some procrastinate and others do not know how to put all information together in sense-making overview; hence, they tend to respond with a decision that seemed to work before, even for relatively new situations, or with a decision that may relate poorly to facts and information available.

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Dekkers, R. (2017). Generic Approaches to Problem Analysis and Solving. In: Applied Systems Theory. Springer, Cham. https://doi.org/10.1007/978-3-319-57526-1_4

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40 problem-solving techniques and processes

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

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

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

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What is problem solving?

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

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

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

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

What is the seven step problem solving process?

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

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

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

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

The seven-step problem solving process is:

1. Problem identification 

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

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

2. Problem analysis and refinement

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

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

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

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

3. Solution generation

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

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

4. Solution development

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

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

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

5. Decision making and planning

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

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

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

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

6. Solution implementation 

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

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

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

7. Solution evaluation 

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

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

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

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

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

What does an effective problem solving process look like?

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

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

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

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

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

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

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

Complete problem-solving methods

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

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

Six Thinking Hats

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

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

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

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

Lightning Decision Jam

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

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

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

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

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

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

Problem Definition Process

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

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

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

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

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

The 5 Whys 

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

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

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

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

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

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

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

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

Discovery & Action Dialogue (DAD)

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

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

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

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

Design Sprint 2.0

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

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

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

Open space technology

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

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

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

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

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

Techniques to identify and analyze problems

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

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

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

Let’s take a look!

Fishbone Analysis

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

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

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

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

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

Problem Tree 

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

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

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

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

SWOT Analysis

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

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

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

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

Agreement-Certainty Matrix

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

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

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

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

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

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

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

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

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

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

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

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

The Journalistic Six

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

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

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

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

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

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

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

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

LEGO Challenge

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

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

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

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

What, So What, Now What?

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

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

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

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

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

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

Journalists  

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

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

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

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

Problem-solving techniques for brainstorming solutions

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

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

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

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

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

Mindspin  

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

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

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

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

The Creativity Dice

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

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

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

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

Idea and Concept Development

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

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

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

Problem-solving techniques for developing and refining solutions 

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

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

Improved Solutions

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

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

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

Four Step Sketch

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

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

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

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

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

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

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

15% Solutions

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

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

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

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

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

Problem-solving techniques for making decisions and planning

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

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

How-Now-Wow Matrix

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

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

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

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

Impact and Effort Matrix

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Problem-solving warm-up activities

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

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

Check-in / Check-out

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

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

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

Doodling Together  

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

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

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

Show and Tell

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

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

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

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

Constellations

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

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

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

Draw a Tree

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

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

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

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

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

Closing activities for a problem-solving process

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

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

One Breath Feedback

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

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

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

Who What When Matrix 

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

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

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

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

Response cards

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

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

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

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

Tips for effective problem solving

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

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

Clearly define the problem

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

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

Don’t jump to conclusions

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

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

Try different approaches  

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

Don’t take it personally 

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

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

Get the right people in the room

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

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

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

Create psychologically safe spaces for discussion

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

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

Document everything

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

Bring a facilitator 

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

Develop your problem-solving skills

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

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

Design a great agenda

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

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

Save time and effort creating an effective problem solving process

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

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

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

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

Over to you

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

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

James Smart is Head of Content at SessionLab. He’s also a creative facilitator who has run workshops and designed courses for establishments like the National Centre for Writing, UK. He especially enjoys working with young people and empowering others in their creative practice.

thank you very much for these excellent techniques

Certainly wonderful article, very detailed. Shared!

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

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The Basics of Structured Problem-Solving Methodologies: DMAIC & 8D

Topics: Minitab Engage

When it comes to solving a problem, organizations want to get to the root cause of the problem, as quickly as possible. They also want to ensure that they find the most effective solution to that problem, make sure the solution is implemented fully, and is sustained into the future so that the problem no longer occurs. The best way to do this is by implementing structured problem-solving. In this blog post, we’ll briefly cover structured problem-solving and the best improvement methodologies to achieve operational excellence. Before we dive into ways Minitab can help, let’s first cover the basics of problem-solving.

WHAT IS STRUCTURED PROBLEM-SOLVING?

Structured problem-solving is a disciplined approach that breaks down the problem-solving process into discrete steps with clear objectives. This method enables you to tackle complex problems, while ensuring you’re resolving the right ones. It also ensures that you fully understand those problems, you've considered the reasonable solutions, and are effectively implementing and sustaining them.

WHAT IS A STRUCTURED PROBLEM-SOLVING METHODOLOGY?

A structured problem-solving methodology is a technique that consists of a series of phases that a project must pass through before it gets completed. The goal of a methodology is to highlight the intention behind solving a particular problem and offers a strategic way to resolve it. WHAT ARE THE BEST PROBLEM-SOLVING METHODOLOGIES?

That depends on the problem you’re trying to solve for your improvement initiative. The structure and discipline of completing all the steps in each methodology is more important than the specific methodology chosen. To help you easily visualize these methodologies, we’ve created the Periodic Table of Problem-Solving Methodologies. Now let’s cover two important methodologies for successful process improvement and problem prevention: DMAIC and 8D .

8D is known as the Eight Disciplines of problem-solving. It consists of eight steps to solve difficult, recurring, or critical problems. The methodology consists of problem-solving tools to help you identify, correct, and eliminate the source of problems within your organization. If the problem you’re trying to solve is complex and needs to be resolved quickly, 8D might be the right methodology to implement for your organization. Each methodology could be supported with a project template, where its roadmap corresponds to the set of phases in that methodology. It is a best practice to complete each step of a given methodology, before moving on to the next one.

MINITAB ENGAGE, YOUR SOLUTION TO EFFECTIVE PROBLEM-SOLVING

Minitab Engage TM was built to help organizations drive innovation and improvement initiatives. What makes our solution unique is that it combines structured problem-solving methodologies with tools and dashboards to help you plan, execute, and measure your innovation initiatives! There are many problem-solving methodologies and tools to help you get started. We have the ultimate end-to-end improvement solution to help you reach innovation success.

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Most Problems Fall Into 1 of 3 Layers — Here's How to Effectively Approach Each One In entrepreneurship, not all problems are created equal. I've found that there are three layers of problems, and each one requires its own type of solution — here's what they are and how to approach each one.

By Hope Horner Edited by Chelsea Brown Sep 13, 2024

Key Takeaways

• I have found that most problems fall into one of three layers, and each one calls for a different approach to solve.
• In this article, I break down these three layers and explain how each one should be approached.

Opinions expressed by Entrepreneur contributors are their own.

As business owners and leaders, we often encounter a variety of problems in our organizations, but not all problems are created equal.

I've found that most issues fall into one of three layers, each requiring a different approach to solve. Below, I'll break down the three layers so you can tailor your business's solutions to the right problem type.

Related: 2 Steps to Determine the Best Possible Solution to Any Problem

Layer 1: Simple mistakes

For Layer 1 problems, a process is in place, and the person involved knows exactly what they should be doing. The issue here is that they simply made a mistake . It happens to the best of us — sometimes, we just slip up.

When a Layer 1 problem pops up, your first move should be to remind the person of the correct process. A quick, gentle nudge is often all that's needed to get things back on track. These are the kinds of problems that can be fixed with a brief conversation or a simple reminder.

If this kind of mistake starts happening regularly, it's time to dig a little deeper. There may be something else going on — stress, disengagement or even burnout. In these cases, it's important to address the root cause rather than just the symptom. Consistent Layer 1 problems could signal that the employee needs support, whether that's through better time management, more frequent breaks or addressing any personal issues that might be affecting their work.

No matter what the specifics entail, it's best to address a Layer 1 problem quickly, ideally providing feedback within 24 hours. The sooner you address it, the easier it is to course-correct and prevent the mistake from becoming a recurring issue.

Layer 2: Lack of understanding

The second layer of problems is a bit more complex. For Layer 2 problems, a process is in place, but the person doesn't fully understand it. This could happen for several reasons — maybe they're new and still learning, or maybe their training wasn't as thorough as it should have been. Either way, the root of the problem is a lack of understanding, not just a simple mistake.

The solution for a Layer 2 problem is straightforward: training. Whether that involves a refresher course or sitting down one-on-one to go over the process again, the goal is to ensure the person fully understands what's expected of them. Training helps close the knowledge gap and equips the employee with the tools they need to succeed.

If a Layer 2 problem keeps happening, it's a sign that your training materials — or your training methods — might need an update. Take a look at what you're teaching compared to the outcomes you're seeing. Are there gaps in the training? Are there certain parts of the process that employees consistently struggle with? If so, it might be time to update your training to better meet the needs of your team.

When you're addressing a Level 2 problem, aim to share feedback within a week. This gives you enough time to reassess and retrain while keeping the issue fresh in the employee's mind. Also, consider including others who might also benefit from the refresher. This proactive approach can help prevent similar problems from arising with other team members.

Related: 5 Steps to Creatively Solving Business Problems

Layer 3: Lack of process

Finally, we have the third layer of problems, which occurs when there's no process in place at all. If there's no process, you can't expect your team to know what to do. Layer 3 problems often happen when your business has grown or changed, and you're facing new challenges that existing processes just don't cover. They're a great sign that it's time to create or overhaul some new processes.

Layer 3 problems are the most complex because they require you to build something from scratch. The first step is to assess the situation and define what needs to be done. Once you have a clear understanding of the problem, you can begin creating a process that addresses the issue. This might involve mapping out the steps, assigning responsibilities and ensuring that the process aligns with the overall goals of the organization.

Once the process is in place, it's also essential to train your team so they know how to execute it. You may need to hold workshops, provide ongoing support and be available to answer any questions as they arise.

If a Layer 3 problem keeps happening, it could mean that the process you created isn't quite right for the team's needs. In this case, you may need to tweak or update the process or create supplemental processes to cover other parts of the business.

Typically, it takes 2-4 weeks to properly assess a Layer 3 problem, define and document the solution and then train (and retrain) the relevant teams. This might seem like a long time, but it's worth it to ensure that the process is solid and that your team is prepared to follow it long-term.

Why it matters

Understanding the three layers of problems is crucial for effective problem-solving in any organization. You don't want your managers to overthink or waste too much time solving Layer 1 problems — these should be quick fixes. On the other hand, you don't want them to rush through solving Layer 3 problems, as these require more careful planning and execution.

It's also important to look for trends. For example, if you have a lot of Layer 2 problems, it might be a sign that your training methods need improvement. If you're seeing a lot of Layer 1 problems, it could be time to review your hiring practices or provide more support to your team.

Related: Facing a Tough Problem? Try These Hacks to Find the Solution You Need

By identifying the layer of the problem, you can set the right expectations around the amount of time and effort needed to find a solution. Next time you face a challenge, ask yourself: Which layer does this problem belong to? Approaching it with this framework will save you time, effort and maybe even a few headaches along the way.

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Root Cause Analysis 5 Whys: Mastering Problem-Solving Tool

Last Updated on September 8, 2024 by andrewshih

Ever found yourself repeatedly facing the same issue in your projects, despite implementing various solutions?

If so, understanding the Root Cause Analysis 5 Whys technique might be the key to uncovering and addressing the underlying problems effectively.

This method, rooted in simplicity and effectiveness, is a powerful tool for project managers aiming to identify the fundamental causes of recurring issues.

What is Root Cause Analysis 5 Whys?

The technique was developed by Sakichi Toyoda and is a critical component of Lean manufacturing and Six Sigma methodologies. By asking “Why?” five times (or as many times as necessary), the technique helps peel away the layers of symptoms to reveal the core issue.

The Purpose of Root Cause Analysis 5 Whys

By peeling away the symptoms, project managers can uncover the fundamental cause and implement solutions that prevent recurrence, ensuring long-term success and efficiency.

This method is not just about fixing the immediate problem but about understanding the deeper issues to prevent future occurrences.

When to Use Root Cause Analysis 5 Whys

Root cause analysis 5 whys in project management.

In project management, the 5 Whys technique helps in:

Advantages and Disadvantages

Disadvantages

Steps to Conduct Root Cause Analysis 5 Whys

Best practices, common mistakes to avoid, root cause analysis 5 whys examples, example 1: delayed project delivery, example 2: budget overrun, root cause analysis 5 whys vs other techniques comparison.

Alternatives to Root Cause Analysis 5 Whys

Tools for root cause analysis.

Root Cause Analysis 5 Whys is a straightforward yet powerful tool for project managers.

By asking the right questions and drilling down to the root cause, you can address issues more effectively and prevent them from recurring. Implementing this technique, along with best practices and avoiding common pitfalls, can significantly enhance your problem-solving capabilities and project outcomes.

How many times should you ask “Why?” in the 5 Whys technique?

If the problem has multiple root causes, it’s important to address each one separately using the 5 Whys method. Documenting each cause and its contributing factors can help develop comprehensive solutions.

How can you ensure the accuracy of the 5 Whys analysis?

If the root cause identified is too broad, break it down further by applying the 5 Whys technique again to drill down into more specific issues. This helps in developing targeted and effective solutions.

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An Introduction to Statistical Analysis for Business and Industry: A Problem Solving Approach

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Comparative analysis of optimization approaches for combined economic emission dispatch- a comprehensive review

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Vehicle-uav integrated routing optimization problem for emergency delivery of medical supplies.

1. Introduction

2. literature review, 2.1. current research status of emergency material distribution, 2.2. current research status of vehicle-uav integrated delivery path optimization, 2.3. current research on solving methods for routing optimization problem, 3. research methodology, 3.1. modeling ideas, 3.1.1. objective functions, 3.1.2. constraints, 4. results and discussions, 4.1. data preprocessing for uav delivery to customers, 4.1.1. uav customer clustering processing based on dbscan algorithm.

• If “No”, then a is marked as noise, and the process loops back to select another random point.
• If “Yes”, then a new class C will be created, and a will be added to this class.
• If “No”, then the current points are added to the class C.
• If “Yes”, then the delivery points are added to the set N , all midpoints are marked, and the classes are outputted.

4.1.2. Dual Objective Processing in the Model

4.1.3. artificial bee colony algorithm initialization and neighborhood search strategy, 4.1.4. decoding strategy for uav path, 4.1.5. adaptive probability design for following bees, 4.2. a demonstrative case, 4.3. discussions, 5. improved artificial bee colony, results analysis, 6. conclusions and discussion, 6.1. conclusions, 6.2. future work, author contributions, data availability statement, conflicts of interest.

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Share and Cite

Ghaffar, M.A.; Peng, L.; Aslam, M.U.; Adeel, M.; Dassari, S. Vehicle-UAV Integrated Routing Optimization Problem for Emergency Delivery of Medical Supplies. Electronics 2024 , 13 , 3650. https://doi.org/10.3390/electronics13183650

Ghaffar MA, Peng L, Aslam MU, Adeel M, Dassari S. Vehicle-UAV Integrated Routing Optimization Problem for Emergency Delivery of Medical Supplies. Electronics . 2024; 13(18):3650. https://doi.org/10.3390/electronics13183650

Ghaffar, Muhammad Arslan, Lei Peng, Muhammad Umer Aslam, Muhammad Adeel, and Salim Dassari. 2024. "Vehicle-UAV Integrated Routing Optimization Problem for Emergency Delivery of Medical Supplies" Electronics 13, no. 18: 3650. https://doi.org/10.3390/electronics13183650

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Broncos' M.I.A. WR Marvin Mims Jr. Could be Answer to Offensive Problems

Luke patterson | sep 11, 2024.

• Denver Broncos

When Denver Broncos head coach Sean Payton moved up to select wide receiver Marvin Mims Jr. in the second round of the 2023 NFL draft (No. 63), he was met with much criticism from the fan base and local media. Folks felt that the 5-foot-11, 182-pound playmaker from Oklahoma was a long way from replicating the dynamic, deep-threat type of receiver needed to lift the lid off NFL defenses. 

As a rookie, Mims quieted the doubters in Denver with an explosive first quarter of the season as a receiver and primary punt and kickoff returner, earning a Pro Bowl bid and second-team All-Pro honors. His dynamic returns ranked him No. 1 in average yards returned while also making him the fourth rookie in team history to earn a trip to the Pro Bowl, with just two Broncos having ever been named as a return specialist.

Mims disappeared on offense from Week 6 on but was a welcome addition to the Broncos' historically bad special teams. He showed early promise as a receiver, playing in 19 games with 22 receptions for 377 yards and a touchdown, including nine first downs. 

Surely, he’d be primed for an increased role in Year 2, especially with Payton singing Mims' praises for most of the offseason, vowing to more consistently utilize him as a receiver in 2024.

But that's not how it shook out in Week 1's loss in Seattle. Mims was mostly missing in action, finishing with just one target and zero receptions. Let's examine the disappearing act and how the Broncos can involve him to help lift Payton's failure-to-launch offense.

Snoozing in Seattle 

The Broncos' 26-20 opening loss to the Seattle Seahawks spelled a frustrating start to the season and the beginning of the Bo Nix era in Denver. In the aftermath, Payton remained loyal to his first-round rookie QB, accepting accountability for the mismanagement of offensive play calling and expressing frustration with the skilled positions of the Broncos offense.

The Broncos' leading receiver in Seattle was rookie seventh-rounder Devaughn Vele with eight catches for 39 yards, while Josh Reynolds led the team with 45 yards receiving (a long of 25 yards). Team captain Courtland Sutton was limited to four catches for 38 yards in Denver’s atrocious and ineffective passing game. 

Mims was nearly non-existent against Seattle, logging just 12 of Denver’s 69 offensive snaps with only that single target to speak of evidence that he played on offense. He did return five punts for 47 yards and three kickoffs for 69 yards, though.

While Mims doesn't have the right to insert himself into a game or influence formations and snap counts, the dynamic playmaker should be expected to receive reps on offense. As it stands, Mims is getting outworked by a late-round rookie and veteran practice-squad receiver in Lil’ Jordan Humphrey. 

Jerry Jeudy is in Cleveland and Tim Patrick in Detroit, which should motivate Mims to earn a prominent role in Payton’s offense. But it’s up to Mims to prove to Payton that he can be trusted to assist Nix in his development and ability to win football games every week. 

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Solving Broncos' Playmaker Problem

Say what you will about Payton, but the man has complete control over this football team. Nary a peep nor a rumor leaves Broncos HQ without the head coach’s knowledge or stamp of approval. 

Some folks in Broncos Country have speculated that perhaps Mims is confused and frustrated in his second season. There were some minor rumblings about him exchanging words with assistant and positional coaches during some of Denver's public training camp practices where a helmet may or may not have been thrown in the heat of the moment. 

If true, we’ve all been there before, where frustration gets the better of us, and before we’ve had time to reflect and recollect ourselves to move on. Mims likely shares the same frustration as his head coach, teammates, and fan base after opening the season with a loss, especially in a very winnable game for the Broncos. 

The good news is that Mims has an opportunity to get on the same page with Nix and Payton on Sunday against the Pittsburgh Steelers in Denver’s home opener. Steelers head coach Mike Tomlin’s infamously physical and intelligent defense presents threats via a pass rush led by T.J. Watt, while guarding the defensive backfield with veterans like Minkah Fitzpatrick.

Pittsburgh’s defense recorded two sacks, two interceptions, and five pass deflections in an 18-10 upset win on the road vs. the Atlanta Falcons in Week 1. This matchup dictates that Payton tasks Nix with the same quick release and deliberate decision-making that made him a first-round pick last April and won him the starting quarterback position. 

The best way to do that is to have Mims operate out of the slot in the short-to-medium pass game. He’ll need to be willing to contend with much bigger and more physically imposing defenders, including the Steelers' linebacker corps. Mims should get worked into that action with some creative play-calls. 

Bottom Line

Mims is the type of player who thirsts for the ball in open space, as most undersized offensive threats do. The man runs a 4.38-second 40-yard dash, for crying out loud, which screams for him to get the ball. An end-around or surprise reverse could catch the ‘Blitz-burgh’ defense off guard, especially with its formidable pass rush screaming upfield to sack Nix. 

Getting the football into Mims’ hands early and often as a receiver could restore the 22-year-old playmaker's missing confidence and momentum. That same momentum could transfer to special teams, an area where he's already made a name for himself in 2023 and assisted the Broncos in earning some tough wins. 

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LUKE PATTERSON

Luke Patterson has covered the Denver Broncos and NFL Draft at Mile High Huddle since 2020, though he's been on the beat since 2017. His works have been featured on Yahoo.com and BleacherReport.com and he has covered many college Pro Days on-site, the Shrine Bowl, the Senior Bowl, Broncos Training Camp, Broncos Local Pro Days, and various Broncos credentialed events.

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Senior Scientist in Immunogenicity & Mechanistic Immunology (80-100%*)

About the role.

We are seeking to hire a motivated candidate with background in cellular and molecular human immunology to join the Immunogenicity & Mechanistic Immunology (IMI) Unit in Basel. The group is a research exploratory team within the Biologics Research Center (BRC) at BR, with the mission to provide an immune platform to support immunogenicity and mechanistic immune profiling of biotherapeutics across different modalities in collaboration with all Disease Areas from early drug discovery to the clinic. The candidate will leverage their expertise in immunology and mass spectrometry to drive innovative approaches to improve the understanding of immunogenicity and promote the development of safe and efficacious biotherapeutics.

Your responsibilities include, but are not limited to:

• Design and execute experiments to evaluate the immunogenicity of biotherapeutics with the main focus on the analysis of cell-derived peptide samples using liquid chromatography mass spectrometry (LC-MS), but also partially including isolation and culture of human cells, their quality control via flow cytometry and isolation of cell-derived peptidomes via biochemical approaches.
• Develop and optimize LC-MS-based methods for the identification and characterization of peptides and proteins involved in immune responses
• Perform data analysis, interpretation, and visualization of mass spectrometry data to identify potential immunogenic peptide epitopes and understand their role in immune responses.
• Stay up-to-date with the latest advancements in mass spectrometry techniques and immunology immune assays to identify opportunities to enhance assay sensitivity, specificity, and throughput.
• Coordinate and communicate effectively with colleagues and collaborators to ensure timely execution of projects.
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• Communicate data and results within the group and to the project teams 

Minimum Requirements:

• University degree (BSc and/or MSc) in a Life Science discipline, with a preference for a background in Immunology, Biochemistry, or a related field.
• Demonstrated hands-on experience with LC-MS systems for peptidome analysis. Experience with Orbitrap-based systems of advantage.
• Demonstrated proficiency in mass spectrometry data analysis softwares (e.g., PEAKS, SEQUEST/Proteome Discoverer), proficiency in Excel, and basic knowledge of statistical analysis
• Understanding of basic immunology including principles of driving immune responses.
• Experience with the identification of HLA class II associated peptides via LC-MS of advantage
• Interest in primary cell culture and cell-based technologies
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• Strong problem-solving and critical-thinking skills, with the ability to design and execute experiments independently.
• Ability to work collaboratively within teams and across different departments.

*Restrictions on working flexibility may apply to this position and can be discussed at interview as required Accessibility and accommodation Novartis is committed to working with and providing reasonable accommodation to all individuals. If, because of a medical condition or disability, you need a reasonable accommodation for any part of the recruitment process, or in order to receive more detailed information about the essential functions of a position, please send an e-mail to inclusion.switzerland@novartis.com and let us know the nature of your request and your contact information. Please include the job requisition number in your message.

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