why is define included in the problem solving process

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Why Problem Identification is the Critical First Step in Every Project

Many organizations think that the most important thing to do when faced with a problem is to solve it as quickly as possible – but they couldn’t be more wrong.

Abraham Lincoln famously once said, “give me six hours to chop down a tree and I will spend the first four sharpening the axe.”

That advice can apply to solving business problems too.              

The Importance of Problem Identification

There are a number of reasons why you want to properly identify the problem right from the get-go. Without clearly identifying and understanding the problem at hand, you won’t be able to find its root cause. Here are a few more reasons why this is so important:

Get the Objectives, Scope, and Requirements Right

If a project doesn’t start with a well-defined problem, it will be harder to get accurate objectives, scope and requirements. This will often translate into the final solution not meeting the business and user’s needs – because how can you satsify a need if you aren’t truly sure what that need entails? Taking the time to identify the problem up front will lead to a better solution more efficiently than trying to quickly implement the first solution that comes to mind.

Save Time and Money 

Albert Einstein once said, “if I were given one hour to save the planet, I would spend 59 minutes defining the problem and one minute resolving it.” 

While that may sound a little far-fetched, it does highlight the fact that properly defining the problem is a must. Moreover, it shows us the importance of mastering the ability to identify and define challenges.   

If you take the time to identify and define the problem before jumping into action, you’ll often be able to provide a solution that meets the unique needs of the organization. Doing it this way will help you solve their pain points more efficiently and save you and your clients time, money, and resources. It’s for this reason that all reputable BA’s place importance on project initiation.

How Problem-Solving is Initiated

Problem-solving is an important form of critical thinking. It’s part of our role as Business Analysts to recognize and acknowledge challenges and opportunities, and commit ourselves to resolving them.  

During this process, we should periodically be asking ourselves, “What problem are we solving and why is it important?” Being clear on the problem and why we are tackling allows us to identify the problem at its root and devise a solution that will most efficiently and effectively meet the needs of the business.

While that’s great, we should acknowledge a very critical question: how are problems identified?

Requested by the Organization 

This type of initiation is often done through some type of request. Usually created by an executive, member of management, a team lead, an administrator, or anyone else who is close to the problem and has identified that there’s potential value in solving it. This could be a manager that sees an issue their team is experiencing, an executive who sees an opportunity to move into a new market or launch a new product, or someone from the IT department who informs the Operations team that the software their company is using is soon going to be irrelevant or unsupported. 

But regardless, various members of the organization who experience or see the challenges or opportunities can put in a request to kick off the problem identification process.

Self-identified

Self-identified problem identification usually occurs through some type of observation on your part. Perhaps in a meeting you hear someone mention that it’s a challenge for them to get data to make decisions, uncover inefficient and problematic processes that coworkers experience in other departments in casual conversation, or hear someone vent that that software they’re using isn’t fulfilling their needs. Many pain points and constraints are often opportunities in disguise. The key is to always be observant of those pain points felt during typical workdays.

Regardless of how the problem is initiated, digging into the root of that problem is an essential process for Business Analysts. Because in order to generate the most value, we must first identify and define the problem . It is only through proper problem identification that we’ll be able to create a plan and truly solve it, providing the much-needed value that Business Analysts are known for in organizations.

– Written by Jeremy Aschenbrenner, The BA Guide

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What Is Problem Solving?

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Article • 10 min read

The Problem-Definition Process

Developing the right solution.

Written by the Mind Tools Content Team

When we try to solve business problems, we can often pressurize ourselves to find solutions quickly.

The problem with this is that we can end up only partially solving the problem, or we can solve the wrong problem altogether, with all of the delay, expense, and lost business opportunity that goes with this.

The Problem-Definition Process helps you avoid this. In this article, we'll look at this process and we'll see how to apply it.

Dwayne Spradlin published the Problem-Definition Process in September 2012's Harvard Business Review . (We refer to this with permission.)

Spradlin was the President and CEO of Innocentive, an organization that connected organizations with freelance problem solvers. He developed the process over 10 years, while working with a community of more than 25,000 "problem solvers" such as engineers, scientists, and industry experts.

The process gives you four steps that help you better understand complex problems. These steps are:

• Establish the need.
• Justify the need.
• Understand the problem and its wider context.
• Write a problem statement.

The Problem-Definition Process encourages you to define and understand the problem that you're trying to solve, in detail. It also helps you confirm that solving the problem contributes towards your organization's objectives.

This stops you spending time, energy, and resources on unimportant problems, or on initiatives that don't align with your organization's overall strategy.

It also encourages you to fully define the problem and its boundaries. You can then use this information to justify the need for change, brief designers and contractors, and kick-off new projects successfully.

Use the Problem-Definition Process alongside tools such as Simplex and Hurson's Productive Thinking Model . These will guide you through the full problem-solving process .

Using the Problem-Definition Process

The four main steps in the Problem-Definition Process contain several smaller questions that, once answered, help you define and clarify the problem thoroughly.

Let's look at each step in more detail.

The process we present below is an adaptation of Spradlin's original model. We’ve included additional questions and sub-steps where appropriate.

1. Establish the Need

The first step is to identify why you need a solution to the problem. To do this, answer these questions:

a. What is the basic need? First, write your problem down in simple terms. Then, identify the basic need that you'll fulfill once you've solved the problem.

For example:

b. What is the ideal outcome? Next, identify the outcome that you want to see once you've implemented a solution.

Don't think of any particular solutions at this point – your aim is to visualize the result of a successful solution, not the solution itself.

It helps to be specific here: "Increase weekly sign-ups by 20 percent" is more useful than "Increase weekly sign-ups."

c. Who will (and won't) benefit? Finally in this step, identify all of the stakeholders who will benefit, both directly and indirectly, once you've solved the problem and reached your desired outcome. Write down who these people or groups are, and the advantages that they'll see.

Also consider who may be at a disadvantage if you solve the problem.

Tools like Impact Analysis and the Futures Wheel are useful here, as they help identify the possible consequences of a change.

As you work through the next steps of this process and get more of an understanding of your problem, you may find it useful to go back and refine your answers to previous questions.

2. Justify the Need

Once you understand the need for solving the problem, you must then justify why you should solve it. To do this, answer these questions:

a. Is effort aligned with your overall strategy? This problem, and the effort that you'll be putting into solving it, must align with your organization's strategic priorities , as well as its mission and values .

b. What benefits do we want, and how can we measure these? Identify what benefits your organization, as a whole, will see when you solve this problem, and think about how you can measure these in relation to its overall strategy and objectives. Be as specific as possible.

c. Are we likely to be able to implement a solution? Think about factors such as how you'll get support from stakeholders and decision-makers, and how you'll access the required resources and expertise. This may involve speaking with senior managers in your organization to understand what resources may be available.

3. Understand the Problem and Its Wider Context

In steps 1 and 2, you identified why you need a solution, and why it's important to your strategy and mission.

The three questions in this third step encourage you to look at the problem in more depth, and to look back into the past to see what you can learn from past efforts.

a. What's the cause? First in this step, make sure that you've identified all of the causes of your problem, using tools like CATWOE , Root Cause Analysis , Cause and Effect Analysis , Systems Diagrams , and Interrelationship Diagrams .

b. What solutions already exist? Have other people in your organization tried to solve this or a similar problem in the past? If so, what did they do? What worked and what didn't work?

Next you need to find out if people outside of your organization have already tried to do something about this problem. Widen your search to include trade journals, field studies, past research, competitors, industry experts, and your personal network.

Your goal is to look at what's been done already, and what hasn't worked, so that you don't waste time working on a solution that already exists, or working on a solution that's likely to fail.

c. What are the constraints? By now, you're starting to have a deeper understanding of the problem and how it relates to your organization. Now you can brainstorm factors that might prevent you from implementing a solution. (Use your answers from question c in step 2 to help with this.)

First, look at internal constraints. Will you have access to enough people, money, and other resources to solve this problem? Are there any stakeholders who might try to block your efforts? Are there any rules or procedures that you must follow? (For instance, a new website would need to align with your organization's brand guidelines.)

Next, look externally. Are there any government regulations or laws that might stall or block your solutions? Is the technology available?

d. What requirements must a solution meet? Write down the requirements that the solution must meet in order to solve the problem successfully. As part of this, also identify other factors that, while not essential for solving the problem successfully, would add value to the final solution. For example, you might want "quiet machinery," or a "database that you can access from anywhere with an Internet connection."

e. How will we define success? Identify how you'll define success once you've implemented a solution.

4. Write a Problem Statement

The final step is to pull together all of the information that you've gathered into a clear, comprehensive problem statement. This should provide a thorough overview of the problem, and outline a plan for how you will go about solving it.

If someone else (for example, a contractor, outside organization, or other department) will be tasked with solving the problem, also work through the following questions, and include the answers to these in your problem statement:

a. Which problem solvers should we use? Identify who, specifically, is best placed to help solve this problem. This could be a person, a team, or an outside firm.

b. What information and language should the problem statement include? The problem statement needs to be clear, specific, and understood by the people who should solve it. Avoid industry jargon , and make sure that it relates to its intended audience.

c. What do problem solvers need to produce? What will you or your organization need from them? For instance, will you need a comprehensive report, or a presentation on the proposed solution? Do you want a prototype? Is there a deadline? Spell the details out here.

d. What incentives do solvers need? This question addresses motivation. If an internal team will be working on the solution, how will they be rewarded? If an external team or firm will be addressing this problem, what incentives are you offering?

e. How will we evaluate the solutions? Who will be responsible for analyzing proposals, and what evaluation method will you use?

Dwayne Spradlin published the Problem-Definition Process in the September 2012 Harvard Business Review.

The process presents four steps that help you better understand complex problems. These four steps are:

The main advantage of using the process is that it helps you to define and understand the problem in detail, and helps you understand how important a problem is in relation to your organization's mission and strategy. From this, you can determine whether or not it's worth developing a solution.

Spradlin, D. (2012) 'Are You Solving the Right Problem?' Harvard Business Review . Available here . [Accessed November 8, 2018.]

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Problem Definition Process

Problem Definition Process: this article provides you with a practical explanation of the Problem Definition Process .After reading, you will understand the basics of this powerful problem solving method .

What is the Problem Definition Process?

It seems obvious to think that problems tend to define themselves and that the focus should be on determining the consequences and looking for solutions. To some extent this is true. However, an accurate problem definition, to be achieved with the Problem Definition Process, simplifies the way to a suitable solution.

Because the problem is defined analytically, the problem is examined from different angles and the problem definition process clarifies the points to focus on in the analysis performed on major critical problems.

Problem Definition Process is a tool that can be used to compare different problems, for example, within an organisation or in a project, and can highlight general problems that were previously unclear. What initially appears to be the whole problem is often only a part or a symptom of a larger, deeper, and more complex issue.

The problem definition process helps to visualise the problem, by presenting it from different angles and to help define the broader context and associated problems.

Implementing the Problem Definition Process is especially effective when all stakeholders are involved. In this way, one can develop valuable insights about the size of the problem and its possible consequences.

In addition, one can develop ideas about creative solutions, even if the solutions are not part of the problem definition process. However, defining the problem is essential before switching to, for example, a Root Cause Analysis , making an Ishikawa diagram or performing a cause-and-effect analysis .

Steps in the Problem Definition Process

1. describe the vision.

Start by describing how things should work in the most ideal situation. Before the problem is described or treated, a few sentences should be used to explain what the situation would be if the problem did not exist.

Take, for example, the check-in protocol of a small airline. If every passenger has to check in at the airport, long queues develop as a result and this takes up a lot of time. An inefficient check-in protocol is time consuming and entails extra costs.

This is a problem. After all, the aircraft has to depart as soon as possible. The check-in protocol must therefore be optimised, while making the situation understandable for all passengers.

2. Describe the problem

Accurately describing the problem is often half the work. Summarise the problem briefly and position the key information at the beginning of the single-phrase problem definition.

In the case of the airline company, this could be that: The company’s current check-in protocol is inefficient in use. By wasting man-hours, the current protocol makes the company less competitive and a slower check-in process creates an unfavourable brand image.

3. Describe the financial consequences of the problem

Once the problem is defined, it must be explained why it is a problem. After all, nobody has the means to solve every small problem. For example, if the airline transports 50 passengers per day, and if the current check-in protocol wastes about 6 minutes per passenger, this results in a loss of about 5 hours per day, which amounts to €100 per day, or €36,500 per year. A cost-benefit analysis, for example, can show whether the investment into an online check-in portal can be recouped.

Use Lean’s 5-times why

Approaching the problem with sufficient background information is advantageous, in that one can spot previously unforeseen issues. When engaging in the Problem Definition Process, use Lean’s “ 5 times why ” method: who, what, where, when and why. While defining the problem definition, all five W’s should be fully answered.

• Who causes or can influence the problem?
• What would the situation be if the problem did not exist, and what is the situation in the future if the problem persists?
• Where does the problem take place?
• When does the problem have to be solved?
• Why is it important to solve the problem?

What are some questions that can be asked here?

• Is the problem temporary or permanent?
• How many people are affected by the problem?
• Does this analysis of the problem possibly affect existing knowledge, practices or protocols?

Polish the problem definition

Some tips for improving the problem definition are:

One thing to keep in mind when writing the problem definition is to keep it as short and clear as possible. The problem definition must not be longer than necessary and must be understood by everyone who reads it. Use clear, direct language and don’t get stuck in small details. Only the essence of the problem should be dealt with.

Write for others

Since it is likeliest that different parties will be dealing with the problem, it is important that everyone interprets the problem in the same way. Therefore, adjust the tone, style and diction accordingly. Ask yourself: for whom am I writing this? Do these people know the same terms and concepts as I do? Do these people share the same attitude as I do?

Thus, do try to avoid using jargon

As mentioned above, the problem definition must be written in such a way that everyone interprets it correctly. This means that, unless it can be assumed that the reader does have the right knowledge, technical terminology should be avoided or these terms should be explained.

Problem Definition Process summary

Problems do not often solve themselves, which is why it is crucial to address problems without wasting time or inciting other inefficiencies. Since more than one party is usually working on a solution to the problem, the problem definition is the most important part of the solution because different interpretations of the problem cause a lot of uncertainty.

It’s Your Turn

What do you think? Are you familiar with the Problem Definition Process explanation? What do you think are things that contribute to a clear problem definition? How do you apply the Problem Definition Process in your environment? Do you have any tips or additional comments?

Share your experience and knowledge in the comments box below.

More information

• Cavana, R. Y., Delahaye, B. L., & Sekaran, U. (2001). Applied business research: Qualitative and quantitative methods . John Wiley & Sons Australia.
• Hicks, M. J. (2013). Problem solving in business and management: hard, soft and creative approaches . Springer .
• Gray, B. (1989). Collaborating: Finding common ground for multiparty problems .

How to cite this article: Janse, B. (2018). Problem Definition Process . Retrieved [insert date] from toolshero: https://www.toolshero.com/problem-solving/problem-definition-process/

Add a link to this page on your website: <a href=”https://www.toolshero.com/problem-solving/problem-definition-process/”>toolshero: Problem Definition Process</a>

Published on: 29/11/2018 | Last update: 04/03/2022

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Ben Janse is a young professional working at ToolsHero as Content Manager. He is also an International Business student at Rotterdam Business School where he focusses on analyzing and developing management models. Thanks to his theoretical and practical knowledge, he knows how to distinguish main- and side issues and to make the essence of each article clearly visible.

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Overview of the Problem-Solving Mental Process

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

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

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

Frequently Asked Questions

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

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

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

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

The following steps include developing strategies and organizing knowledge.

1. Identifying the Problem

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

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

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

2. Defining the Problem

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

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

3. Forming a Strategy

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

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

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

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

4. Organizing Information

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

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

5. Allocating Resources

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

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

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

6. Monitoring Progress

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

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

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

7. Evaluating the Results

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

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

A Word From Verywell​

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

Get Advice From The Verywell Mind Podcast

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

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You can become a better problem solving by:

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

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

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

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

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

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

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

Simple Business Transformation

Organisational Transformation

• August 6, 2024

Table of Contents

 introduction.

The problem definition process is a critical skill that can determine the success or failure of an organisation.

However, before diving into solutions, it’s essential to start with a clear and precise definition of the problem at hand.

This foundational step is often overlooked, leading to misguided efforts and wasted resources.

Importance of Problem Definition in Problem-Solving

A well-defined problem is like a roadmap for your problem-solving journey.

It guides you toward relevant solutions, ensuring that your efforts are focused and effective.

Without a clear understanding of what you are trying to solve, you risk addressing symptoms rather than the root cause, leading to temporary fixes instead of lasting solutions.

Proper problem definition not only saves time and resources but also fosters a structured approach that enhances decision-making and innovation.

Overview of the Problem Definition Process

The problem definition process is a systematic approach that helps you articulate the core issue clearly and comprehensively.

This process involves several key steps, including identifying the problem, understanding its context, and framing it in a way that sets the stage for effective solutions.

By following a structured problem definition process, you can ensure that all stakeholders have a shared understanding of the issue, which is crucial for collaborative problem-solving and successful implementation of solutions.

In this blog, we will delve into the critical steps of the problem definition process, explore its benefits, and provide practical tips to help you master this essential skill.

Whether you’re tackling business challenges, organisational issues, or personal dilemmas, learning how to define problems accurately will empower you to find more effective and sustainable solutions.

Understanding the Problem

Effectively solving a problem starts with a deep understanding of the issue at hand.

This involves a few critical steps that ensure you’re not only identifying the right problem but also setting the stage for finding the most impactful solutions.

Identifying the Need for Problem-Solving

The first step in understanding the problem is recognising when there is a need for problem-solving. This often involves:

Recognising Symptoms: Noticing signs that indicate something is wrong, such as declining sales, customer complaints, or operational inefficiencies.

Determining Urgency: Assessing whether the problem requires immediate attention or if it can be addressed over time.

Evaluating Impact: Understanding how the problem affects different areas of the business, including operations, finances, and customer satisfaction.

By accurately identifying the need for problem-solving, you ensure that your efforts are directed toward issues that truly matter.

Defining the Scope and Boundaries of the Problem

Once the need for problem-solving is identified, it’s crucial to define the scope and boundaries of the problem. This involves:

Clarifying the Problem Statement : Articulate the problem in a clear, concise manner. For example, instead of saying “Sales are low,” say “Sales have declined by 20% in the last quarter due to increased competition.”

Setting Boundaries: Determine what is and isn’t included in the problem. This helps to avoid scope creep and keeps the focus on the core issue.

Identifying Stakeholders: Recognise who is affected by the problem and who needs to be involved in the problem-solving process.

Defining the scope and boundaries ensures that everyone has a shared understanding of the problem, which is essential for collaborative problem-solving.

Gathering Relevant Information and Data

With a well-defined problem, the next step is to gather all relevant information and data. This includes:

Collecting Quantitative Data: Gathering measurable data such as financial reports, sales figures, and performance metrics.

Gathering Qualitative Data: Obtaining insights through interviews, surveys, and observations to understand the problem from different perspectives.

Analysing Trends and Patterns: Looking for trends and patterns in the data that can provide deeper insights into the problem’s root causes.

Thorough data collection helps in forming a complete picture of the problem, which is crucial for developing effective solutions.

Describing the Financial Consequences of the Problem

Understanding the financial consequences of the problem is vital for prioritising and justifying the problem-solving efforts. This involves:

Calculating Direct Costs: Identifying immediate costs related to the problem, such as lost sales, increased expenses, or wasted resources.

Estimating Indirect Costs: Considering longer-term financial impacts, such as damage to brand reputation, customer churn, or decreased employee morale.

Evaluating Opportunity Costs: Assessing the potential revenue or growth opportunities lost due to the problem.

Describing the financial consequences provides a compelling case for addressing the problem and helps in securing necessary resources and support from stakeholders.

By thoroughly understanding the problem through these steps, you lay a strong foundation for finding effective, sustainable solutions.

This process ensures that you are addressing the right issues, with a clear understanding of their scope and impact, backed by relevant data and insights.

Analysing the Situation

After understanding the problem, the next crucial step is to analyse the situation in depth.

This involves assessing the current state, identifying key stakeholders, and exploring the underlying causes and potential challenges.

These steps help in gaining a comprehensive view of the problem and laying the groundwork for effective solutions.

Assessing the Current State and Impact of the Problem

To effectively analyse the situation, it’s important to have a clear picture of the current state and the impact of the problem. This involves:

Detailed Assessment: Conducting a thorough review of the current processes, systems, and operations affected by the problem.

This includes identifying specific areas where the problem manifests and evaluating their condition.

Measuring Impact: Quantifying the problem’s impact on various aspects of the business.

This can include metrics such as reduced productivity, lower customer satisfaction, financial losses, or decreased employee morale.

Comparative Analysis: Comparing the current state with desired outcomes or industry benchmarks to highlight gaps and areas needing improvement.

By assessing the current state and impact, you can better understand the magnitude of the problem and prioritise areas that require immediate attention.

Identifying Key Stakeholders and Their Perspectives

Understanding the perspectives of those involved or affected by the problem is essential for a holistic analysis. This involves:

Stakeholder Identification: Listing all individuals or groups who have a stake in the problem and its resolution.

This can include employees, customers, suppliers, investors, and regulatory bodies.

Gathering Perspectives: Engaging with stakeholders to understand their views, concerns, and suggestions regarding the problem.

This can be done through interviews, surveys, focus groups, or informal conversations.

Analysing Stakeholder Interests: Assessing the interests and influence of each stakeholder to understand how the problem affects them and what they hope to achieve through its resolution.

Identifying and understanding stakeholder perspectives ensures that the problem-solving process considers diverse viewpoints and addresses the needs of all parties involved.

Exploring Underlying Causes and Potential Challenges

To develop effective solutions, it’s crucial to go beyond surface symptoms and explore the underlying causes and potential challenges. This involves:

Root Cause Analysis: Using techniques like the 5 Whys, Fishbone Diagram, or Pareto Analysis to identify the fundamental causes of the problem.

Understanding the root causes helps in addressing the core issues rather than just alleviating symptoms.

Identifying Contributing Factors: Recognising secondary factors that contribute to the problem, such as organisational culture, communication gaps, or external market conditions.

Anticipating Challenges: Foreseeing potential obstacles and challenges that may arise during the problem-solving process. This includes resistance to change, resource constraints, or technical limitations.

By exploring underlying causes and potential challenges, you can develop more targeted and sustainable solutions that address the problem at its core and prepare for any difficulties that may arise during implementation.

In summary, analysing the situation involves a comprehensive assessment of the current state and impact of the problem, understanding stakeholder perspectives, and delving into the underlying causes and challenges.

This thorough analysis provides a solid foundation for developing effective and sustainable solutions.

Setting Objectives and Goals

Setting clear objectives and measurable goals is a critical step in the problem-solving process.

This ensures that efforts are focused, progress is trackable, and outcomes are aligned with organisational priorities.

Establishing Clear Objectives for Problem Resolution

The first step in setting objectives and goals is to establish clear objectives for resolving the problem. This involves:

Specificity: Clearly defining what needs to be achieved to resolve the problem. Objectives should be specific and unambiguous to provide clear direction.

Relevance: Ensuring that the objectives are directly related to addressing the identified problem. This helps in focusing efforts on the most critical issues.

Achievability: Setting realistic and attainable objectives that consider the available resources and constraints.

For example, if the problem is declining customer satisfaction, a clear objective could be: “Improve customer satisfaction scores by addressing the top three areas of concern identified in customer feedback.”

Defining Measurable Goals to Track Progress

Once clear objectives are established, the next step is to define measurable goals to track progress. This involves:

Quantifiable Metrics: Identifying specific metrics that can be measured to track progress toward each objective. These metrics should be quantifiable and objective.

Timeframes: Setting clear deadlines or timeframes for achieving each goal. This helps in maintaining momentum and providing a sense of urgency.

Milestones : Breaking down larger objectives into smaller, manageable milestones. This allows for regular progress checks and adjustments as needed.

For example, if the objective is to improve customer satisfaction scores, measurable goals could include: “Increase Net Promoter Score (NPS) by 10 points within six months” or “Reduce average response time to customer inquiries by 50% within three months.”

Aligning Objectives and Goals with Organisational Priorities

To ensure that the problem-solving efforts contribute to the overall success of the organisation, it’s crucial to align objectives and goals with organisational priorities. This involves:

Strategic Alignment: Ensuring that the objectives and goals support the broader strategic goals of the organisation. This helps in securing buy-in from leadership and aligning resources.

Resource Allocation: Allocating resources, such as budget, personnel, and technology, in a way that supports the achievement of the objectives and goals. This ensures that the necessary support is in place.

Communication: Clearly communicating the objectives and goals to all stakeholders to ensure understanding and alignment. This helps in fostering collaboration and accountability.

For example, if an organisational priority is to enhance customer experience, aligning the objective of improving customer satisfaction scores with this priority ensures that efforts are focused on what matters most to the organisation.

In summary, setting objectives and goals involves establishing clear objectives for problem resolution, defining measurable goals to track progress, and aligning these objectives and goals with organisational priorities.

This structured approach ensures that problem-solving efforts are focused, trackable, and aligned with the overall strategic direction of the organisation.

Generating Solutions

Generating solutions is a creative and analytical phase in the problem-solving process where potential answers to the identified problem are developed, evaluated, and prioritised.

This ensures that the chosen solutions are both practical and effective.

Brainstorming Potential Solutions to Address the Problem

The first step in generating solutions is brainstorming. This involves:

Encouraging Creativity : Fostering an open and creative environment where team members feel free to suggest ideas without fear of criticism.

Techniques such as mind mapping, free writing, and role-playing can stimulate creativity.

Diverse Perspectives: Involving a diverse group of stakeholders to bring different perspectives and expertise. This can lead to more innovative and fully thought out solutions.

Quantity Over Quality: Initially focusing on generating as many ideas as possible without evaluating them. This helps in exploring a wide range of possibilities.

For example, if the problem is low employee engagement, a brainstorming session might generate ideas such as implementing flexible work hours, offering professional development opportunities, improving workplace culture, or introducing employee recognition programs.

Evaluating the Feasibility and Effectiveness of Each Solution

After brainstorming, the next step is to evaluate the feasibility and effectiveness of each potential solution. This involves:

Feasibility Analysis: Assessing whether each solution is realistic given the available resources, time, and constraints. Considerations include budget, technology, expertise, and potential risks.

Effectiveness Assessment: Evaluating how well each solution addresses the root cause of the problem and meets the established objectives.

This might involve pilot testing, simulations, or consulting with experts.

Criteria-Based Evaluation: Developing criteria for evaluation, such as cost, time to implement, expected benefits, and alignment with organisational goals.

Using a scoring system or decision matrix can help quantify the evaluations.

For example, in addressing low employee engagement, solutions like flexible work hours might be highly feasible and effective, while implementing a comprehensive employee development program might require more resources and time.

Prioritising Solutions Based on Their Potential Impact and Resource Requirements

Once potential solutions have been evaluated, they need to be prioritised based on their potential impact and the resources required for implementation. This involves:

Impact Analysis : Estimating the potential positive outcomes and benefits of each solution. This includes immediate and long-term effects on the problem and overall organisational performance.

Resource Assessment: Considering the resources required for each solution, including financial costs, human resources, time, and technological needs.

Cost-Benefit Analysis: Comparing the expected benefits of each solution against the costs and resources needed.

This helps in identifying high-impact, cost-effective solutions.

Prioritisation Matrix: Using tools like a prioritisation matrix to rank solutions based on impact and feasibility. This helps in making informed decisions and focusing efforts on the most promising solutions.

For example, solutions to low employee engagement might be prioritised with a focus on those that offer significant improvements with manageable resource requirements, such as introducing flexible work hours first, followed by more resource-intensive initiatives like employee development programs.

In summary, generating solutions involves brainstorming potential ideas, evaluating their feasibility and effectiveness, and prioritising them based on their potential impact and resource requirements.

This structured approach ensures that the chosen solutions are practical, effective, and aligned with organisational capabilities and goals.

Selecting the Best Solution in the Problem Definition Process

After generating and evaluating potential solutions, the next step is to select the best one. This involves a thorough analysis of each solution, considering various factors, and choosing the one that aligns best with the defined objectives and goals.

Conducting a Thorough Analysis of Each Solution

To ensure that the best solution is selected, it is essential to conduct a detailed analysis of each potential solution. This includes:

In-Depth Evaluation: Reassessing each solution in detail, considering all aspects of feasibility, effectiveness, and alignment with objectives.

This might involve conducting pilot tests, running simulations, or seeking expert opinions.

Scenario Analysis: Exploring different scenarios for each solution to understand potential outcomes and impacts. This helps in anticipating challenges and opportunities.

Stakeholder Feedback: Gathering input from key stakeholders to ensure that their insights and concerns are considered.

This ensures that the chosen solution has broad support and is practical from various perspectives.

For example, in solving a problem of low employee engagement, an in-depth evaluation might involve running a small-scale pilot of a flexible work hours program to gather data on its effectiveness and feasibility.

Considering Factors Such as Cost, Time, and Risk

When analysing potential solutions, it’s crucial to consider factors such as cost, time, and risk. This involves:

Cost Analysis: Estimating the total costs associated with each solution, including initial investment, ongoing expenses, and potential cost savings.

A detailed cost-benefit analysis can help quantify the financial implications.

Time Considerations: Assessing the time required to implement each solution and achieve desired results. Solutions that deliver quick wins might be prioritised if immediate results are needed.

Risk Assessment: Identifying potential risks associated with each solution and evaluating their likelihood and impact.

This includes considering technical risks, operational risks, and resistance to change.

For example, in addressing low employee engagement, offering flexible work hours might have low implementation costs and minimal risks compared to a comprehensive employee development program, which could be more costly and complex.

Choosing the Solution That Best Meets the Defined Objectives and Goals

The final step is to choose the solution that best meets the defined objectives and goals. This involves:

Alignment with Objectives: Ensuring that the selected solution directly addresses the root cause of the problem and aligns with the specific objectives set earlier. The solution should contribute to achieving the desired outcomes effectively.

Balancing Trade-Offs: Considering the trade-offs between different factors such as cost, time, impact, and risk. The selected solution should offer the best balance, delivering the maximum benefit with manageable costs and risks.

Decision-Making Tools: Utilising decision-making tools such as decision matrices or weighted scoring models to systematically compare solutions and make an informed choice.

For example, if the objective is to quickly improve employee engagement with minimal cost, the flexible work hours solution might be selected over a more resource-intensive employee development program, even if the latter offers more comprehensive benefits in the long term.

In summary, selecting the best solution involves conducting a thorough analysis of each option, considering factors like cost, time, and risk, and choosing the solution that best meets the defined objectives and goals.

This structured approach ensures that the chosen solution is practical, effective, and aligned with the organisation’s capabilities and strategic priorities.

Implementing the Solution

Once the best solution is selected, the next critical phase is its implementation.

This involves developing a detailed action plan, assigning responsibilities, allocating resources, and monitoring progress to ensure the solution is effectively put into practice and achieves the desired outcomes.

Developing an Action Plan for Implementation

An action plan is a roadmap that outlines the steps required to implement the solution. This involves:

Defining Tasks and Activities: Breaking down the solution into specific tasks and activities that need to be completed.

This helps in organising the implementation process and ensuring all necessary steps are included.

Establishing Timelines: Setting clear timelines and deadlines for each task. This ensures that the implementation stays on track and that progress can be monitored.

Setting Milestones: Identifying key milestones and deliverables that mark significant points in the implementation process.

This helps in tracking progress and celebrating achievements along the way.

For example, if implementing a flexible work hours program to improve employee engagement, the action plan might include tasks such as drafting a new policy, conducting training sessions, and setting up a feedback system, with specific deadlines for each.

Assigning Responsibilities and Allocating Resources

Successful implementation requires clear assignment of responsibilities and efficient allocation of resources. This involves:

Assigning Roles and Responsibilities: Clearly defining who is responsible for each task and activity.

This includes assigning project leaders, team members, and other stakeholders involved in the implementation.

Allocating Resources: Ensuring that the necessary resources, such as budget, personnel, technology, and materials, are available and allocated appropriately.

This helps in avoiding bottlenecks and ensuring smooth execution.

Providing Training and Support: Offering training and support to those involved in the implementation to ensure they have the skills and knowledge needed to perform their roles effectively.

For instance, for the flexible work hours program, responsibilities might be assigned to HR for policy development, managers for overseeing implementation within teams, and IT for setting up necessary systems, with appropriate resources allocated to each.

Monitoring Progress and Making Adjustments as Needed

Continuous monitoring and flexibility are key to successful implementation. This involves:

Tracking Progress: Regularly tracking the progress of the implementation against the action plan. This includes monitoring task completion, timelines, and milestones.

Evaluating Performance: Assessing the performance of the implementation by collecting data and feedback. This helps in understanding how well the solution is working and identifying any issues.

Making Adjustments : Being prepared to make adjustments and improvements based on the feedback and data collected.

This ensures that any problems are addressed promptly and that the solution remains effective.

For example, in implementing the flexible work hours program, regular check-ins with employees and managers can help track progress, while surveys and feedback sessions can provide insights into the program’s effectiveness and areas for improvement.

In summary, implementing the solution involves developing a comprehensive action plan, assigning responsibilities and allocating resources, and continuously monitoring progress to make necessary adjustments.

This structured approach ensures that the solution is effectively executed and achieves the desired outcomes, contributing to the overall success of the problem-solving effort.

Evaluating Results

Evaluating the results of an implemented solution is a crucial step in the problem-solving process. This involves assessing the effectiveness of the solution, comparing outcomes with initial objectives and goals, and identifying lessons learned and areas for improvement.

Assessing the Effectiveness of the Implemented Solution

The first step in evaluating results is to assess how effectively the implemented solution addressed the problem. This involves:

Data Collection: Gathering quantitative and qualitative data related to the solution’s performance. This might include metrics such as sales figures, customer satisfaction scores, productivity rates, and feedback from stakeholders.

Performance Analysis: Analysing the collected data to determine whether the solution has met the expected standards.

This includes identifying any deviations from expected outcomes and understanding the reasons behind them.

Stakeholder Feedback: Soliciting feedback from stakeholders involved in or affected by the solution.

Their insights can provide valuable information on the solution’s practical impact and any unforeseen issues.

For example, if the solution was a flexible work hours program, effectiveness might be assessed through employee engagement surveys, productivity metrics, and feedback from both employees and managers.

Comparing Outcomes with Initial Objectives and Goals

Once the effectiveness is assessed, it’s important to compare the actual outcomes with the initial objectives and goals set during the problem-solving process. This involves:

Objective Comparison: Reviewing the specific objectives and goals defined earlier and comparing them with the results achieved.

This helps in determining the extent to which the solution met its intended targets.

Gap Analysis: Identifying any gaps between the desired outcomes and the actual results. Understanding these gaps helps in recognising areas where the solution may have fallen short.

Success Metrics: Evaluating key success metrics to understand the overall impact.

This includes both quantitative measures (e.g., percentage increase in customer satisfaction) and qualitative measures (e.g., improvements in employee morale).

For instance, if the initial goal was to increase employee engagement by 20% within six months, the actual engagement levels post-implementation would be compared to this target to assess success.

Identifying Lessons Learned and Areas for Improvement

The final step in evaluating results is to identify lessons learned and areas for improvement. This involves:

Reflective Analysis : Reflecting on the entire problem-solving process to identify what worked well and what didn’t.

This includes considering both the implementation and the outcomes.

Documenting Insights: Documenting lessons learned, including successful strategies, encountered challenges, and how they were addressed.

This information is valuable for future problem-solving efforts.

Continuous Improvement: Identifying specific areas where improvements can be made.

This might involve tweaking the current solution, enhancing processes, or addressing any shortcomings revealed during the evaluation.

For example, if the flexible work hours program led to increased employee engagement but also highlighted issues with team coordination, this insight would be documented, and strategies to improve team collaboration would be developed.

In summary, evaluating results involves assessing the effectiveness of the implemented solution, comparing outcomes with initial objectives and goals, and identifying lessons learned and areas for improvement.

This thorough evaluation ensures that the problem-solving process is continuously refined and that future efforts are more effective and efficient.

In navigating the complexities of problem-solving, the process of problem definition stands as a foundational pillar that guides the journey from identification to resolution.

Through this process, clarity is achieved, enabling focused efforts and strategic solutions that drive impactful outcomes.

Quick Recap of the Problem Definition Process

The problem definition process begins with a thorough understanding of the issue at hand.

It involves identifying the need for problem-solving, defining the scope and boundaries, gathering relevant information, and assessing the financial implications.

This initial phase sets the stage for a systematic approach to problem-solving.

Emphasis on the Importance of Clear Problem Definition

Clear problem definition is not merely a preliminary step but a critical factor in achieving successful outcomes.

By clearly defining the problem, organisations can avoid addressing symptoms instead of root causes, thereby ensuring that solutions are targeted and effective.

It fosters a shared understanding among stakeholders, aligns efforts with strategic objectives, and enhances the likelihood of sustainable resolutions.

Final Thoughts on the Problem Definition Process

As we conclude, I encourage you to apply the outlined problem-solving process in your future endeavours.

Whether tackling business challenges, organisational issues, or personal dilemmas, the structured approach of defining the problem, generating solutions, implementing them effectively, and evaluating results ensures a methodical and informed decision-making process.

By embracing this approach, you equip yourself and your organisation with the tools needed to overcome obstacles, innovate, and achieve lasting success.

By embracing clear problem definition, we pave the way for transformative solutions that propel us towards our goals, fostering growth, resilience, and continuous improvement in every facet of our endeavours.

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Suzanne Powell

Business consultant.

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

By Status.net Editorial Team on May 7, 2023 — 4 minutes to read

What Is Problem Solving?

Definition and importance.

Problem solving is the process of finding solutions to obstacles or challenges you encounter in your life or work. It is a skill that allows you to tackle complex situations, adapt to changes, and overcome difficulties with ease.

Problem-Solving Steps

The problem-solving process typically includes the following steps:

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

Defining the Problem

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

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

Generating Solutions

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

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

Evaluating and Selecting Solutions

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

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

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

Implementing and Monitoring the Solution

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

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

Utilize feedback from stakeholders and consider potential improvements.

Problem-Solving Techniques

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

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

Brainstorming

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

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

When brainstorming:

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

Root Cause Analysis

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

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

SWOT Analysis

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

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

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

Mind Mapping

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

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

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

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