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Why Problem-Solving Skills Are Essential for Leaders in Any Industry

• 17 Jan 2023

Any organization offering a product or service is in the business of solving problems.

Whether providing medical care to address health issues or quick convenience to those hungry for dinner, a business’s purpose is to satisfy customer needs .

In addition to solving customers’ problems, you’ll undoubtedly encounter challenges within your organization as it evolves to meet customer needs. You’re likely to experience growing pains in the form of missed targets, unattained goals, and team disagreements.

Yet, the ubiquity of problems doesn’t have to be discouraging; with the right frameworks and tools, you can build the skills to solve consumers' and your organization’s most challenging issues.

Here’s a primer on problem-solving in business, why it’s important, the skills you need, and how to build them.

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What Is Problem-Solving in Business?

Problem-solving is the process of systematically removing barriers that prevent you or others from reaching goals.

Your business removes obstacles in customers’ lives through its products or services, just as you can remove obstacles that keep your team from achieving business goals.

Design Thinking

Design thinking , as described by Harvard Business School Dean Srikant Datar in the online course Design Thinking and Innovation , is a human-centered , solutions-based approach to problem-solving and innovation. Originally created for product design, design thinking’s use case has evolved . It’s now used to solve internal business problems, too.

The design thinking process has four stages :

• Clarify: Clarify a problem through research and feedback from those impacted.
• Ideate: Armed with new insights, generate as many solutions as possible.
• Develop: Combine and cull your ideas into a short list of viable, feasible, and desirable options before building prototypes (if making physical products) and creating a plan of action (if solving an intangible problem).
• Implement: Execute the strongest idea, ensuring clear communication with all stakeholders about its potential value and deliberate reasoning.

Using this framework, you can generate innovative ideas that wouldn’t have surfaced otherwise.

Creative Problem-Solving

Another, less structured approach to challenges is creative problem-solving , which employs a series of exercises to explore open-ended solutions and develop new perspectives. This is especially useful when a problem’s root cause has yet to be defined.

You can use creative problem-solving tools in design thinking’s “ideate” stage, which include:

• Brainstorming: Instruct everyone to develop as many ideas as possible in an allotted time frame without passing judgment.
• Divergent thinking exercises: Rather than arriving at the same conclusion (convergent thinking), instruct everyone to come up with a unique idea for a given prompt (divergent thinking). This type of exercise helps avoid the tendency to agree with others’ ideas without considering alternatives.
• Alternate worlds: Ask your team to consider how various personas would manage the problem. For instance, how would a pilot approach it? What about a young child? What about a seasoned engineer?

It can be tempting to fall back on how problems have been solved before, especially if they worked well. However, if you’re striving for innovation, relying on existing systems can stunt your company’s growth.

Related: How to Be a More Creative Problem-Solver at Work: 8 Tips

Why Is Problem-Solving Important for Leaders?

While obstacles’ specifics vary between industries, strong problem-solving skills are crucial for leaders in any field.

Whether building a new product or dealing with internal issues, you’re bound to come up against challenges. Having frameworks and tools at your disposal when they arise can turn issues into opportunities.

As a leader, it’s rarely your responsibility to solve a problem single-handedly, so it’s crucial to know how to empower employees to work together to find the best solution.

Your job is to guide them through each step of the framework and set the parameters and prompts within which they can be creative. Then, you can develop a list of ideas together, test the best ones, and implement the chosen solution.

Related: 5 Design Thinking Skills for Business Professionals

4 Problem-Solving Skills All Leaders Need

1. problem framing.

One key skill for any leader is framing problems in a way that makes sense for their organization. Problem framing is defined in Design Thinking and Innovation as determining the scope, context, and perspective of the problem you’re trying to solve.

“Before you begin to generate solutions for your problem, you must always think hard about how you’re going to frame that problem,” Datar says in the course.

For instance, imagine you work for a company that sells children’s sneakers, and sales have plummeted. When framing the problem, consider:

• What is the children’s sneaker market like right now?
• Should we improve the quality of our sneakers?
• Should we assess all children’s footwear?
• Is this a marketing issue for children’s sneakers specifically?
• Is this a bigger issue that impacts how we should market or produce all footwear?

While there’s no one right way to frame a problem, how you do can impact the solutions you generate. It’s imperative to accurately frame problems to align with organizational priorities and ensure your team generates useful ideas for your firm.

To solve a problem, you need to empathize with those impacted by it. Empathy is the ability to understand others’ emotions and experiences. While many believe empathy is a fixed trait, it’s a skill you can strengthen through practice.

When confronted with a problem, consider whom it impacts. Returning to the children’s sneaker example, think of who’s affected:

• Your organization’s employees, because sales are down
• The customers who typically buy your sneakers
• The children who typically wear your sneakers

Empathy is required to get to the problem’s root and consider each group’s perspective. Assuming someone’s perspective often isn’t accurate, so the best way to get that information is by collecting user feedback.

For instance, if you asked customers who typically buy your children’s sneakers why they’ve stopped, they could say, “A new brand of children’s sneakers came onto the market that have soles with more traction. I want my child to be as safe as possible, so I bought those instead.”

When someone shares their feelings and experiences, you have an opportunity to empathize with them. This can yield solutions to their problem that directly address its root and shows you care. In this case, you may design a new line of children’s sneakers with extremely grippy soles for added safety, knowing that’s what your customers care most about.

Related: 3 Effective Methods for Assessing Customer Needs

3. Breaking Cognitive Fixedness

Cognitive fixedness is a state of mind in which you examine situations through the lens of past experiences. This locks you into one mindset rather than allowing you to consider alternative possibilities.

For instance, your cognitive fixedness may make you think rubber is the only material for sneaker treads. What else could you use? Is there a grippier alternative you haven’t considered?

Problem-solving is all about overcoming cognitive fixedness. You not only need to foster this skill in yourself but among your team.

4. Creating a Psychologically Safe Environment

As a leader, it’s your job to create an environment conducive to problem-solving. In a psychologically safe environment, all team members feel comfortable bringing ideas to the table, which are likely influenced by their personal opinions and experiences.

If employees are penalized for “bad” ideas or chastised for questioning long-held procedures and systems, innovation has no place to take root.

By employing the design thinking framework and creative problem-solving exercises, you can foster a setting in which your team feels comfortable sharing ideas and new, innovative solutions can grow.

How to Build Problem-Solving Skills

The most obvious answer to how to build your problem-solving skills is perhaps the most intimidating: You must practice.

Again and again, you’ll encounter challenges, use creative problem-solving tools and design thinking frameworks, and assess results to learn what to do differently next time.

While most of your practice will occur within your organization, you can learn in a lower-stakes setting by taking an online course, such as Design Thinking and Innovation . Datar guides you through each tool and framework, presenting real-world business examples to help you envision how you would approach the same types of problems in your organization.

Are you interested in uncovering innovative solutions for your organization’s business problems? Explore Design Thinking and Innovation —one of our online entrepreneurship and innovation courses —to learn how to leverage proven frameworks and tools to solve challenges. Not sure which course is right for you? Download our free flowchart .

About the Author

Learn Creative Problem Solving Techniques to Stimulate Innovation in Your Organization

By Kate Eby | October 20, 2017 (updated August 27, 2021)

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In today’s competitive business landscape, organizations need processes in place to make strong, well-informed, and innovative decisions. Problem solving - in particular creative problem solving (CPS) - is a key skill in learning how to accurately identify problems and their causes, generate potential solutions, and evaluate all the possibilities to arrive at a strong corrective course of action. Every team in any organization, regardless of department or industry, needs to be effective, creative, and quick when solving problems. 

In this article, we’ll discuss traditional and creative problem solving, and define the steps, best practices, and common barriers associated. After that, we’ll provide helpful methods and tools to identify the cause(s) of problematic situations, so you can get to the root of the issue and start to generate solutions. Then, we offer nearly 20 creative problem solving techniques to implement at your organization, or even in your personal life. Along the way, experts weigh in on the importance of problem solving, and offer tips and tricks. 

What Is Problem Solving and Decision Making?

Problem solving is the process of working through every aspect of an issue or challenge to reach a solution. Decision making is choosing one of multiple proposed solutions  — therefore, this process also includes defining and evaluating all potential options. Decision making is often one step of the problem solving process, but the two concepts are distinct. 

Collective problem solving is problem solving that includes many different parties and bridges the knowledge of different groups. Collective problem solving is common in business problem solving because workplace decisions typically affect more than one person. 

Problem solving, especially in business, is a complicated science. Not only are business conflicts multifaceted, but they often involve different personalities, levels of authority, and group dynamics. In recent years, however, there has been a rise in psychology-driven problem solving techniques, especially for the workplace. In fact, the psychology of how people solve problems is now studied formally in academic disciplines such as psychology and cognitive science.

Joe Carella is the Assistant Dean for Executive Education at the University of Arizona . Joe has over 20 years of experience in helping executives and corporations in managing change and developing successful business strategies. His doctoral research and executive education engagements have seen him focus on corporate strategy, decision making and business performance with a variety of corporate clients including Hershey’s, Chevron, Fender Musical Instruments Corporation, Intel, DP World, Essilor, BBVA Compass Bank.

He explains some of the basic psychology behind problem solving: “When our brain is engaged in the process of solving problems, it is engaged in a series of steps where it processes and organizes the information it receives while developing new knowledge it uses in future steps. Creativity is embedded in this process by incorporating diverse inputs and/or new ways of organizing the information received.”

Laura MacLeod is a Professor of Social Group Work at City University of New York, and the creator of From The Inside Out Project® , a program that coaches managers in team leadership for a variety of workplaces. She has a background in social work and over two decades of experience as a union worker, and currently leads talks on conflict resolution, problem solving, and listening skills at conferences across the country. 

MacLeod thinks of problem solving as an integral practice of successful organizations. “Problem solving is a collaborative process — all voices are heard and connected, and resolution is reached by the group,” she says. “Problems and conflicts occur in all groups and teams in the workplace, but if leaders involve everyone in working through, they will foster cohesion, engagement, and buy in. Everybody wins.”

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What Is the First Step in Solving a Problem?

Although problem solving techniques vary procedurally, experts agree that the first step in solving a problem is defining the problem. Without a clear articulation of the problem at stake, it is impossible to analyze all the key factors and actors, generate possible solutions, and then evaluate them to pick the best option. 

Dr. Elliott Jaffa is a behavioral and management psychologist with over 25 years of problem solving training and management experience. “Start with defining the problem you want to solve,” he says, “And then define where you want to be, what you want to come away with.” He emphasizes these are the first steps in creating an actionable, clear solution. 

Bryan Mattimore is Co-Founder of Growth Engine, an 18-year old innovation agency based in Norwalk, CT. Bryan has facilitated over 1,000 ideation sessions and managed over 200 successful innovation projects leading to over $3 billion in new sales. His newest book is 21 Days to a Big Idea . When asked about the first critical component to successful problem solving, Mattimore says, “Defining the challenge correctly, or ‘solving the right problem’ … The three creative techniques we use to help our clients ‘identify the right problem to be solved’ are questioning assumptions, 20 questions, and problem redefinition. A good example of this was a new product challenge from a client to help them ‘invent a new iron. We got them to redefine the challenge as first: a) inventing new anti-wrinkle devices, and then b) inventing new garment care devices.”

What Are Problem Solving Skills?

To understand the necessary skills in problem solving, you should first understand the types of thinking often associated with strong decision making. Most problem solving techniques look for a balance between the following binaries:

• Convergent vs. Divergent Thinking: Convergent thinking is bringing together disparate information or ideas to determine a single best answer or solution. This thinking style values logic, speed, and accuracy, and leaves no chance for ambiguity. Divergent thinking is focused on generating new ideas to identify and evaluate multiple possible solutions, often uniting ideas in unexpected combinations. Divergent thinking is characterized by creativity, complexity, curiosity, flexibility, originality, and risk-taking.
• Pragmatics vs. Semantics: Pragmatics refer to the logic of the problem at hand, and semantics is how you interpret the problem to solve it. Both are important to yield the best possible solution.
• Mathematical vs. Personal Problem Solving: Mathematical problem solving involves logic (usually leading to a single correct answer), and is useful for problems that involve numbers or require an objective, clear-cut solution. However, many workplace problems also require personal problem solving, which includes interpersonal, collaborative, and emotional intuition and skills. 

The following basic methods are fundamental problem solving concepts. Implement them to help balance the above thinking models.

• Reproductive Thinking: Reproductive thinking uses past experience to solve a problem. However, be careful not to rely too heavily on past solutions, and to evaluate current problems individually, with their own factors and parameters. 
• Idea Generation: The process of generating many possible courses of action to identify a solution. This is most commonly a team exercise because putting everyone’s ideas on the table will yield the greatest number of potential solutions. 

However, many of the most critical problem solving skills are “soft” skills: personal and interpersonal understanding, intuitiveness, and strong listening. 

Mattimore expands on this idea: “The seven key skills to be an effective creative problem solver that I detail in my book Idea Stormers: How to Lead and Inspire Creative Breakthroughs are: 1) curiosity 2) openness 3) a willingness to embrace ambiguity 4) the ability to identify and transfer principles across categories and disciplines 5) the desire to search for integrity in ideas, 6) the ability to trust and exercise “knowingness” and 7) the ability to envision new worlds (think Dr. Seuss, Star Wars, Hunger Games, Harry Potter, etc.).”

“As an individual contributor to problem solving it is important to exercise our curiosity, questioning, and visioning abilities,” advises Carella. “As a facilitator it is essential to allow for diverse ideas to emerge, be able to synthesize and ‘translate’ other people’s thinking, and build an extensive network of available resources.”

MacLeod says the following interpersonal skills are necessary to effectively facilitate group problem solving: “The abilities to invite participation (hear all voices, encourage silent members), not take sides, manage dynamics between the monopolizer, the scapegoat, and the bully, and deal with conflict (not avoiding it or shutting down).” 

Furthermore, Jaffa explains that the skills of a strong problem solver aren’t measurable. The best way to become a creative problem solver, he says, is to do regular creative exercises that keep you sharp and force you to think outside the box. Carella echoes this sentiment: “Neuroscience tells us that creativity comes from creating novel neural paths. Allow a few minutes each day to exercise your brain with novel techniques and brain ‘tricks’ – read something new, drive to work via a different route, count backwards, smell a new fragrance, etc.”

What Is Creative Problem Solving? History, Evolution, and Core Principles

Creative problem solving (CPS) is a method of problem solving in which you approach a problem or challenge in an imaginative, innovative way. The goal of CPS is to come up with innovative solutions, make a decision, and take action quickly. Sidney Parnes and Alex Osborn are credited with developing the creative problem solving process in the 1950s. The concept was further studied and developed at SUNY Buffalo State and the Creative Education Foundation. 

The core principles of CPS include the following:

• Balance divergent and convergent thinking
• Ask problems as questions
• Defer or suspend judgement
• Focus on “Yes, and…” rather than “No, but…”

According to Carella, “Creative problem solving is the mental process used for generating innovative and imaginative ideas as a solution to a problem or a challenge. Creative problem solving techniques can be pursued by individuals or groups.”

When asked to define CPS, Jaffa explains that it is, by nature, difficult to create boundaries for. “Creative problem solving is not cut and dry,” he says, “If you ask 100 different people the definition of creative problem solving, you’ll get 100 different responses - it’s a non-entity.”

Business presents a unique need for creative problem solving. Especially in today’s competitive landscape, organizations need to iterate quickly, innovate with intention, and constantly be at the cutting-edge of creativity and new ideas to succeed. Developing CPS skills among your workforce not only enables you to make faster, stronger in-the-moment decisions, but also inspires a culture of collaborative work and knowledge sharing. When people work together to generate multiple novel ideas and evaluate solutions, they are also more likely to arrive at an effective decision, which will improve business processes and reduce waste over time. In fact, CPS is so important that some companies now list creative problem solving skills as a job criteria.

MacLeod reiterates the vitality of creative problem solving in the workplace. “Problem solving is crucial for all groups and teams,” she says. “Leaders need to know how to guide the process, hear all voices and involve all members - it’s not easy.”

“This mental process [of CPS] is especially helpful in work environments where individuals and teams continuously struggle with new problems and challenges posed by their continuously changing environment,” adds Carella. 

Problem Solving Best Practices

By nature, creative problem solving does not have a clear-cut set of do’s and don’ts. Rather, creating a culture of strong creative problem solvers requires flexibility, adaptation, and interpersonal skills. However, there are a several best practices that you should incorporate:

• Use a Systematic Approach: Regardless of the technique you use, choose a systematic method that satisfies your workplace conditions and constraints (time, resources, budget, etc.). Although you want to preserve creativity and openness to new ideas, maintaining a structured approach to the process will help you stay organized and focused. 
• View Problems as Opportunities: Rather than focusing on the negatives or giving up when you encounter barriers, treat problems as opportunities to enact positive change on the situation. In fact, some experts even recommend defining problems as opportunities, to remain proactive and positive.
• Change Perspective: Remember that there are multiple ways to solve any problem. If you feel stuck, changing perspective can help generate fresh ideas. A perspective change might entail seeking advice of a mentor or expert, understanding the context of a situation, or taking a break and returning to the problem later. “A sterile or familiar environment can stifle new thinking and new perspectives,” says Carella. “Make sure you get out to draw inspiration from spaces and people out of your usual reach.”
• Break Down Silos: To invite the greatest possible number of perspectives to any problem, encourage teams to work cross-departmentally. This not only combines diverse expertise, but also creates a more trusting and collaborative environment, which is essential to effective CPS. According to Carella, “Big challenges are always best tackled by a group of people rather than left to a single individual. Make sure you create a space where the team can concentrate and convene.”
• Employ Strong Leadership or a Facilitator: Some companies choose to hire an external facilitator that teaches problem solving techniques, best practices, and practicums to stimulate creative problem solving. But, internal managers and staff can also oversee these activities. Regardless of whether the facilitator is internal or external, choose a strong leader who will value others’ ideas and make space for creative solutions.  Mattimore has specific advice regarding the role of a facilitator: “When facilitating, get the group to name a promising idea (it will crystalize the idea and make it more memorable), and facilitate deeper rather than broader. Push for not only ideas, but how an idea might specifically work, some of its possible benefits, who and when would be interested in an idea, etc. This fleshing-out process with a group will generate fewer ideas, but at the end of the day will yield more useful concepts that might be profitably pursued.” Additionally, Carella says that “Executives and managers don’t necessarily have to be creative problem solvers, but need to make sure that their teams are equipped with the right tools and resources to make this happen. Also they need to be able to foster an environment where failing fast is accepted and celebrated.”
• Evaluate Your Current Processes: This practice can help you unlock bottlenecks, and also identify gaps in your data and information management, both of which are common roots of business problems.

MacLeod offers the following additional advice, “Always get the facts. Don’t jump too quickly to a solution – working through [problems] takes time and patience.”

Mattimore also stresses that how you introduce creative problem solving is important. “Do not start by introducing a new company-wide innovation process,” he says. “Instead, encourage smaller teams to pursue specific creative projects, and then build a process from the ground up by emulating these smaller teams’ successful approaches. We say: ‘You don’t innovate by changing the culture, you change the culture by innovating.’”

Barriers to Effective Problem Solving

Learning how to effectively solve problems is difficult and takes time and continual adaptation. There are several common barriers to successful CPS, including:

• Confirmation Bias: The tendency to only search for or interpret information that confirms a person’s existing ideas. People misinterpret or disregard data that doesn’t align with their beliefs.
• Mental Set: People’s inclination to solve problems using the same tactics they have used to solve problems in the past. While this can sometimes be a useful strategy (see Analogical Thinking in a later section), it often limits inventiveness and creativity.
• Functional Fixedness: This is another form of narrow thinking, where people become “stuck” thinking in a certain way and are unable to be flexible or change perspective.
• Unnecessary Constraints: When people are overwhelmed with a problem, they can invent and impose additional limits on solution avenues. To avoid doing this, maintain a structured, level-headed approach to evaluating causes, effects, and potential solutions.
• Groupthink: Be wary of the tendency for group members to agree with each other — this might be out of conflict avoidance, path of least resistance, or fear of speaking up. While this agreeableness might make meetings run smoothly, it can actually stunt creativity and idea generation, therefore limiting the success of your chosen solution.
• Irrelevant Information: The tendency to pile on multiple problems and factors that may not even be related to the challenge at hand. This can cloud the team’s ability to find direct, targeted solutions.
• Paradigm Blindness: This is found in people who are unwilling to adapt or change their worldview, outlook on a particular problem, or typical way of processing information. This can erode the effectiveness of problem solving techniques because they are not aware of the narrowness of their thinking, and therefore cannot think or act outside of their comfort zone.

According to Jaffa, the primary barrier of effective problem solving is rigidity. “The most common things people say are, ‘We’ve never done it before,’ or ‘We’ve always done it this way.’” While these feelings are natural, Jaffa explains that this rigid thinking actually precludes teams from identifying creative, inventive solutions that result in the greatest benefit.

“The biggest barrier to creative problem solving is a lack of awareness – and commitment to – training employees in state-of-the-art creative problem-solving techniques,” Mattimore explains. “We teach our clients how to use ideation techniques (as many as two-dozen different creative thinking techniques) to help them generate more and better ideas. Ideation techniques use specific and customized stimuli, or ‘thought triggers’ to inspire new thinking and new ideas.” 

MacLeod adds that ineffective or rushed leadership is another common culprit. “We're always in a rush to fix quickly,” she says. “Sometimes leaders just solve problems themselves, making unilateral decisions to save time. But the investment is well worth it — leaders will have less on their plates if they can teach and eventually trust the team to resolve. Teams feel empowered and engagement and investment increases.”

Strategies for Problem Cause Identification

As discussed, most experts agree that the first and most crucial step in problem solving is defining the problem. Once you’ve done this, however, it may not be appropriate to move straight to the solution phase. Rather, it is often helpful to identify the cause(s) of the problem: This will better inform your solution planning and execution, and help ensure that you don’t fall victim to the same challenges in the future. 

Below are some of the most common strategies for identifying the cause of a problem:

• Root Cause Analysis: This method helps identify the most critical cause of a problem. A factor is considered a root cause if removing it prevents the problem from recurring. Performing a root cause analysis is a 12 step process that includes: define the problem, gather data on the factors contributing to the problem, group the factors based on shared characteristics, and create a cause-and-effect timeline to determine the root cause. After that, you identify and evaluate corrective actions to eliminate the root cause.

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Problem Solving Techniques and Strategies

In this section, we’ll explain several traditional and creative problem solving methods that you can use to identify challenges, create actionable goals, and resolve problems as they arise. Although there is often procedural and objective crossover among techniques, they are grouped by theme so you can identify which method works best for your organization.

Divergent Creative Problem Solving Techniques

Brainstorming: One of the most common methods of divergent thinking, brainstorming works best in an open group setting where everyone is encouraged to share their creative ideas. The goal is to generate as many ideas as possible – you analyze, critique, and evaluate the ideas only after the brainstorming session is complete. To learn more specific brainstorming techniques, read this article . 

Mind Mapping: This is a visual thinking tool where you graphically depict concepts and their relation to one another. You can use mind mapping to structure the information you have, analyze and synthesize it, and generate solutions and new ideas from there. The goal of a mind map is to simplify complicated problems so you can more clearly identify solutions.

Appreciative Inquiry (AI): The basic assumption of AI is that “an organization is a mystery to be embraced.” Using this principle, AI takes a positive, inquisitive approach to identifying the problem, analyzing the causes, and presenting possible solutions. The five principles of AI emphasize dialogue, deliberate language and outlook, and social bonding. 

Lateral Thinking: This is an indirect problem solving approach centered on the momentum of idea generation. As opposed to critical thinking, where people value ideas based on their truth and the absence of errors, lateral thinking values the “movement value” of new ideas: This means that you reward team members for producing a large volume of new ideas rapidly. With this approach, you’ll generate many new ideas before approving or rejecting any.

Problem Solving Techniques to Change Perspective

Constructive Controversy: This is a structured approach to group decision making to preserve critical thinking and disagreement while maintaining order. After defining the problem and presenting multiple courses of action, the group divides into small advocacy teams who research, analyze, and refute a particular option. Once each advocacy team has presented its best-case scenario, the group has a discussion (advocacy teams still defend their presented idea). Arguing and playing devil’s advocate is encouraged to reach an understanding of the pros and cons of each option. Next, advocacy teams abandon their cause and evaluate the options openly until they reach a consensus. All team members formally commit to the decision, regardless of whether they advocated for it at the beginning. You can learn more about the goals and steps in constructive controversy here . 

Carella is a fan of this approach. “Create constructive controversy by having two teams argue the pros and cons of a certain idea,” he says. “It forces unconscious biases to surface and gives space for new ideas to formulate.”

Abstraction: In this method, you apply the problem to a fictional model of the current situation. Mapping an issue to an abstract situation can shed extraneous or irrelevant factors, and reveal places where you are overlooking obvious solutions or becoming bogged down by circumstances. 

Analogical Thinking: Also called analogical reasoning , this method relies on an analogy: using information from one problem to solve another problem (these separate problems are called domains). It can be difficult for teams to create analogies among unrelated problems, but it is a strong technique to help you identify repeated issues, zoom out and change perspective, and prevent the problems from occurring in the future. .

CATWOE: This framework ensures that you evaluate the perspectives of those whom your decision will impact. The factors and questions to consider include (which combine to make the acronym CATWOE):

• Customers: Who is on the receiving end of your decisions? What problem do they currently have, and how will they react to your proposed solution?
• Actors: Who is acting to bring your solution to fruition? How will they respond and be affected by your decision?
• Transformation Process: What processes will you employ to transform your current situation and meet your goals? What are the inputs and outputs?
• World View: What is the larger context of your proposed solution? What is the larger, big-picture problem you are addressing?
• Owner: Who actually owns the process? How might they influence your proposed solution (positively or negatively), and how can you influence them to help you?
• Environmental Constraints: What are the limits (environmental, resource- and budget-wise, ethical, legal, etc.) on your ideas? How will you revise or work around these constraints?

Complex Problem Solving

Soft Systems Methodology (SSM): For extremely complex problems, SSM can help you identify how factors interact, and determine the best course of action. SSM was borne out of organizational process modeling and general systems theory, which hold that everything is part of a greater, interconnected system: This idea works well for “hard” problems (where logic and a single correct answer are prioritized), and less so for “soft” problems (i.e., human problems where factors such as personality, emotions, and hierarchy come into play). Therefore, SSM defines a seven step process for problem solving: 

• Begin with the problem or problematic situation 
• Express the problem or situation and build a rich picture of the themes of the problem 
• Identify the root causes of the problem (most commonly with CATWOE)
• Build conceptual models of human activity surrounding the problem or situation
• Compare models with real-world happenings
• Identify changes to the situation that are both feasible and desirable
• Take action to implement changes and improve the problematic situation

SSM can be used for any complex soft problem, and is also a useful tool in change management . 

Failure Mode and Effects Analysis (FMEA): This method helps teams anticipate potential problems and take steps to mitigate them. Use FMEA when you are designing (redesigning) a complex function, process, product, or service. First, identify the failure modes, which are the possible ways that a project could fail. Then, perform an effects analysis to understand the consequences of each of the potential downfalls. This exercise is useful for internalizing the severity of each potential failure and its effects so you can make adjustments or safeties in your plan. 

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Problem Solving Based on Data or Logic (Heuristic Methods)

TRIZ: A Russian-developed problem solving technique that values logic, analysis, and forecasting over intuition or soft reasoning. TRIZ (translated to “theory of inventive problem solving” or TIPS in English) is a systematic approach to defining and identifying an inventive solution to difficult problems. The method offers several strategies for arriving at an inventive solution, including a contradictions matrix to assess trade-offs among solutions, a Su-Field analysis which uses formulas to describe a system by its structure, and ARIZ (algorithm of inventive problem solving) which uses algorithms to find inventive solutions. 

Inductive Reasoning: A logical method that uses evidence to conclude that a certain answer is probable (this is opposed to deductive reasoning, where the answer is assumed to be true). Inductive reasoning uses a limited number of observations to make useful, logical conclusions (for example, the Scientific Method is an extreme example of inductive reasoning). However, this method doesn’t always map well to human problems in the workplace — in these instances, managers should employ intuitive inductive reasoning , which allows for more automatic, implicit conclusions so that work can progress. This, of course, retains the principle that these intuitive conclusions are not necessarily the one and only correct answer. 

Process-Oriented Problem Solving Methods

Plan Do Check Act (PDCA): This is an iterative management technique used to ensure continual improvement of products or processes. First, teams plan (establish objectives to meet desired end results), then do (implement the plan, new processes, or produce the output), then check (compare expected with actual results), and finally act (define how the organization will act in the future, based on the performance and knowledge gained in the previous three steps). 

Means-End Analysis (MEA): The MEA strategy is to reduce the difference between the current (problematic) state and the goal state. To do so, teams compile information on the multiple factors that contribute to the disparity between the current and goal states. Then they try to change or eliminate the factors one by one, beginning with the factor responsible for the greatest difference in current and goal state. By systematically tackling the multiple factors that cause disparity between the problem and desired outcome, teams can better focus energy and control each step of the process. 

Hurson’s Productive Thinking Model: This technique was developed by Tim Hurson, and is detailed in his 2007 book Think Better: An Innovator’s Guide to Productive Thinking . The model outlines six steps that are meant to give structure while maintaining creativity and critical thinking: 1) Ask “What is going on?” 2) Ask “What is success?” 3) Ask “What is the question?” 4) Generate answers 5) Forge the solution 6) Align resources. 

Control Influence Accept (CIA): The basic premise of CIA is that how you respond to problems determines how successful you will be in overcoming them. Therefore, this model is both a problem solving technique and stress-management tool that ensures you aren’t responding to problems in a reactive and unproductive way. The steps in CIA include:

• Control: Identify the aspects of the problem that are within your control.
• Influence: Identify the aspects of the problem that you cannot control, but that you can influence.
• Accept: Identify the aspects of the problem that you can neither control nor influence, and react based on this composite information. 

GROW Model: This is a straightforward problem solving method for goal setting that clearly defines your goals and current situation, and then asks you to define the potential solutions and be realistic about your chosen course of action. The steps break down as follows:

• Goal: What do you want?
• Reality: Where are you now?
• Options: What could you do?
• Will: What will you do?

OODA Loop: This acronym stands for observe, orient, decide, and act. This approach is a decision-making cycle that values agility and flexibility over raw human force. It is framed as a loop because of the understanding that any team will continually encounter problems or opponents to success and have to overcome them.

There are also many un-named creative problem solving techniques that follow a sequenced series of steps. While the exact steps vary slightly, they all follow a similar trajectory and aim to accomplish similar goals of problem, cause, and goal identification, idea generation, and active solution implementation.

MacLeod offers her own problem solving procedure, which echoes the above steps:

“1. Recognize the Problem: State what you see. Sometimes the problem is covert. 2. Identify: Get the facts — What exactly happened? What is the issue? 3. and 4. Explore and Connect: Dig deeper and encourage group members to relate their similar experiences. Now you're getting more into the feelings and background [of the situation], not just the facts.  5. Possible Solutions: Consider and brainstorm ideas for resolution. 6. Implement: Choose a solution and try it out — this could be role play and/or a discussion of how the solution would be put in place.  7. Evaluate: Revisit to see if the solution was successful or not.”

Many of these problem solving techniques can be used in concert with one another, or multiple can be appropriate for any given problem. It’s less about facilitating a perfect CPS session, and more about encouraging team members to continually think outside the box and push beyond personal boundaries that inhibit their innovative thinking. So, try out several methods, find those that resonate best with your team, and continue adopting new techniques and adapting your processes along the way. 

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How to master the seven-step problem-solving process

In this episode of the McKinsey Podcast , Simon London speaks with Charles Conn, CEO of venture-capital firm Oxford Sciences Innovation, and McKinsey senior partner Hugo Sarrazin about the complexities of different problem-solving strategies.

Podcast transcript

Simon London: Hello, and welcome to this episode of the McKinsey Podcast , with me, Simon London. What’s the number-one skill you need to succeed professionally? Salesmanship, perhaps? Or a facility with statistics? Or maybe the ability to communicate crisply and clearly? Many would argue that at the very top of the list comes problem solving: that is, the ability to think through and come up with an optimal course of action to address any complex challenge—in business, in public policy, or indeed in life.

Looked at this way, it’s no surprise that McKinsey takes problem solving very seriously, testing for it during the recruiting process and then honing it, in McKinsey consultants, through immersion in a structured seven-step method. To discuss the art of problem solving, I sat down in California with McKinsey senior partner Hugo Sarrazin and also with Charles Conn. Charles is a former McKinsey partner, entrepreneur, executive, and coauthor of the book Bulletproof Problem Solving: The One Skill That Changes Everything [John Wiley & Sons, 2018].

Charles and Hugo, welcome to the podcast. Thank you for being here.

Hugo Sarrazin: Our pleasure.

Charles Conn: It’s terrific to be here.

Simon London: Problem solving is a really interesting piece of terminology. It could mean so many different things. I have a son who’s a teenage climber. They talk about solving problems. Climbing is problem solving. Charles, when you talk about problem solving, what are you talking about?

Charles Conn: For me, problem solving is the answer to the question “What should I do?” It’s interesting when there’s uncertainty and complexity, and when it’s meaningful because there are consequences. Your son’s climbing is a perfect example. There are consequences, and it’s complicated, and there’s uncertainty—can he make that grab? I think we can apply that same frame almost at any level. You can think about questions like “What town would I like to live in?” or “Should I put solar panels on my roof?”

You might think that’s a funny thing to apply problem solving to, but in my mind it’s not fundamentally different from business problem solving, which answers the question “What should my strategy be?” Or problem solving at the policy level: “How do we combat climate change?” “Should I support the local school bond?” I think these are all part and parcel of the same type of question, “What should I do?”

I’m a big fan of structured problem solving. By following steps, we can more clearly understand what problem it is we’re solving, what are the components of the problem that we’re solving, which components are the most important ones for us to pay attention to, which analytic techniques we should apply to those, and how we can synthesize what we’ve learned back into a compelling story. That’s all it is, at its heart.

I think sometimes when people think about seven steps, they assume that there’s a rigidity to this. That’s not it at all. It’s actually to give you the scope for creativity, which often doesn’t exist when your problem solving is muddled.

Simon London: You were just talking about the seven-step process. That’s what’s written down in the book, but it’s a very McKinsey process as well. Without getting too deep into the weeds, let’s go through the steps, one by one. You were just talking about problem definition as being a particularly important thing to get right first. That’s the first step. Hugo, tell us about that.

Hugo Sarrazin: It is surprising how often people jump past this step and make a bunch of assumptions. The most powerful thing is to step back and ask the basic questions—“What are we trying to solve? What are the constraints that exist? What are the dependencies?” Let’s make those explicit and really push the thinking and defining. At McKinsey, we spend an enormous amount of time in writing that little statement, and the statement, if you’re a logic purist, is great. You debate. “Is it an ‘or’? Is it an ‘and’? What’s the action verb?” Because all these specific words help you get to the heart of what matters.

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Simon London: So this is a concise problem statement.

Hugo Sarrazin: Yeah. It’s not like “Can we grow in Japan?” That’s interesting, but it is “What, specifically, are we trying to uncover in the growth of a product in Japan? Or a segment in Japan? Or a channel in Japan?” When you spend an enormous amount of time, in the first meeting of the different stakeholders, debating this and having different people put forward what they think the problem definition is, you realize that people have completely different views of why they’re here. That, to me, is the most important step.

Charles Conn: I would agree with that. For me, the problem context is critical. When we understand “What are the forces acting upon your decision maker? How quickly is the answer needed? With what precision is the answer needed? Are there areas that are off limits or areas where we would particularly like to find our solution? Is the decision maker open to exploring other areas?” then you not only become more efficient, and move toward what we call the critical path in problem solving, but you also make it so much more likely that you’re not going to waste your time or your decision maker’s time.

How often do especially bright young people run off with half of the idea about what the problem is and start collecting data and start building models—only to discover that they’ve really gone off half-cocked.

Hugo Sarrazin: Yeah.

Charles Conn: And in the wrong direction.

Simon London: OK. So step one—and there is a real art and a structure to it—is define the problem. Step two, Charles?

Charles Conn: My favorite step is step two, which is to use logic trees to disaggregate the problem. Every problem we’re solving has some complexity and some uncertainty in it. The only way that we can really get our team working on the problem is to take the problem apart into logical pieces.

What we find, of course, is that the way to disaggregate the problem often gives you an insight into the answer to the problem quite quickly. I love to do two or three different cuts at it, each one giving a bit of a different insight into what might be going wrong. By doing sensible disaggregations, using logic trees, we can figure out which parts of the problem we should be looking at, and we can assign those different parts to team members.

Simon London: What’s a good example of a logic tree on a sort of ratable problem?

Charles Conn: Maybe the easiest one is the classic profit tree. Almost in every business that I would take a look at, I would start with a profit or return-on-assets tree. In its simplest form, you have the components of revenue, which are price and quantity, and the components of cost, which are cost and quantity. Each of those can be broken out. Cost can be broken into variable cost and fixed cost. The components of price can be broken into what your pricing scheme is. That simple tree often provides insight into what’s going on in a business or what the difference is between that business and the competitors.

If we add the leg, which is “What’s the asset base or investment element?”—so profit divided by assets—then we can ask the question “Is the business using its investments sensibly?” whether that’s in stores or in manufacturing or in transportation assets. I hope we can see just how simple this is, even though we’re describing it in words.

When I went to work with Gordon Moore at the Moore Foundation, the problem that he asked us to look at was “How can we save Pacific salmon?” Now, that sounds like an impossible question, but it was amenable to precisely the same type of disaggregation and allowed us to organize what became a 15-year effort to improve the likelihood of good outcomes for Pacific salmon.

Simon London: Now, is there a danger that your logic tree can be impossibly large? This, I think, brings us onto the third step in the process, which is that you have to prioritize.

Charles Conn: Absolutely. The third step, which we also emphasize, along with good problem definition, is rigorous prioritization—we ask the questions “How important is this lever or this branch of the tree in the overall outcome that we seek to achieve? How much can I move that lever?” Obviously, we try and focus our efforts on ones that have a big impact on the problem and the ones that we have the ability to change. With salmon, ocean conditions turned out to be a big lever, but not one that we could adjust. We focused our attention on fish habitats and fish-harvesting practices, which were big levers that we could affect.

People spend a lot of time arguing about branches that are either not important or that none of us can change. We see it in the public square. When we deal with questions at the policy level—“Should you support the death penalty?” “How do we affect climate change?” “How can we uncover the causes and address homelessness?”—it’s even more important that we’re focusing on levers that are big and movable.

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Simon London: Let’s move swiftly on to step four. You’ve defined your problem, you disaggregate it, you prioritize where you want to analyze—what you want to really look at hard. Then you got to the work plan. Now, what does that mean in practice?

Hugo Sarrazin: Depending on what you’ve prioritized, there are many things you could do. It could be breaking the work among the team members so that people have a clear piece of the work to do. It could be defining the specific analyses that need to get done and executed, and being clear on time lines. There’s always a level-one answer, there’s a level-two answer, there’s a level-three answer. Without being too flippant, I can solve any problem during a good dinner with wine. It won’t have a whole lot of backing.

Simon London: Not going to have a lot of depth to it.

Hugo Sarrazin: No, but it may be useful as a starting point. If the stakes are not that high, that could be OK. If it’s really high stakes, you may need level three and have the whole model validated in three different ways. You need to find a work plan that reflects the level of precision, the time frame you have, and the stakeholders you need to bring along in the exercise.

Charles Conn: I love the way you’ve described that, because, again, some people think of problem solving as a linear thing, but of course what’s critical is that it’s iterative. As you say, you can solve the problem in one day or even one hour.

Charles Conn: We encourage our teams everywhere to do that. We call it the one-day answer or the one-hour answer. In work planning, we’re always iterating. Every time you see a 50-page work plan that stretches out to three months, you know it’s wrong. It will be outmoded very quickly by that learning process that you described. Iterative problem solving is a critical part of this. Sometimes, people think work planning sounds dull, but it isn’t. It’s how we know what’s expected of us and when we need to deliver it and how we’re progressing toward the answer. It’s also the place where we can deal with biases. Bias is a feature of every human decision-making process. If we design our team interactions intelligently, we can avoid the worst sort of biases.

Simon London: Here we’re talking about cognitive biases primarily, right? It’s not that I’m biased against you because of your accent or something. These are the cognitive biases that behavioral sciences have shown we all carry around, things like anchoring, overoptimism—these kinds of things.

Both: Yeah.

Charles Conn: Availability bias is the one that I’m always alert to. You think you’ve seen the problem before, and therefore what’s available is your previous conception of it—and we have to be most careful about that. In any human setting, we also have to be careful about biases that are based on hierarchies, sometimes called sunflower bias. I’m sure, Hugo, with your teams, you make sure that the youngest team members speak first. Not the oldest team members, because it’s easy for people to look at who’s senior and alter their own creative approaches.

Hugo Sarrazin: It’s helpful, at that moment—if someone is asserting a point of view—to ask the question “This was true in what context?” You’re trying to apply something that worked in one context to a different one. That can be deadly if the context has changed, and that’s why organizations struggle to change. You promote all these people because they did something that worked well in the past, and then there’s a disruption in the industry, and they keep doing what got them promoted even though the context has changed.

Simon London: Right. Right.

Hugo Sarrazin: So it’s the same thing in problem solving.

Charles Conn: And it’s why diversity in our teams is so important. It’s one of the best things about the world that we’re in now. We’re likely to have people from different socioeconomic, ethnic, and national backgrounds, each of whom sees problems from a slightly different perspective. It is therefore much more likely that the team will uncover a truly creative and clever approach to problem solving.

Simon London: Let’s move on to step five. You’ve done your work plan. Now you’ve actually got to do the analysis. The thing that strikes me here is that the range of tools that we have at our disposal now, of course, is just huge, particularly with advances in computation, advanced analytics. There’s so many things that you can apply here. Just talk about the analysis stage. How do you pick the right tools?

Charles Conn: For me, the most important thing is that we start with simple heuristics and explanatory statistics before we go off and use the big-gun tools. We need to understand the shape and scope of our problem before we start applying these massive and complex analytical approaches.

Simon London: Would you agree with that?

Hugo Sarrazin: I agree. I think there are so many wonderful heuristics. You need to start there before you go deep into the modeling exercise. There’s an interesting dynamic that’s happening, though. In some cases, for some types of problems, it is even better to set yourself up to maximize your learning. Your problem-solving methodology is test and learn, test and learn, test and learn, and iterate. That is a heuristic in itself, the A/B testing that is used in many parts of the world. So that’s a problem-solving methodology. It’s nothing different. It just uses technology and feedback loops in a fast way. The other one is exploratory data analysis. When you’re dealing with a large-scale problem, and there’s so much data, I can get to the heuristics that Charles was talking about through very clever visualization of data.

You test with your data. You need to set up an environment to do so, but don’t get caught up in neural-network modeling immediately. You’re testing, you’re checking—“Is the data right? Is it sound? Does it make sense?”—before you launch too far.

Simon London: You do hear these ideas—that if you have a big enough data set and enough algorithms, they’re going to find things that you just wouldn’t have spotted, find solutions that maybe you wouldn’t have thought of. Does machine learning sort of revolutionize the problem-solving process? Or are these actually just other tools in the toolbox for structured problem solving?

Charles Conn: It can be revolutionary. There are some areas in which the pattern recognition of large data sets and good algorithms can help us see things that we otherwise couldn’t see. But I do think it’s terribly important we don’t think that this particular technique is a substitute for superb problem solving, starting with good problem definition. Many people use machine learning without understanding algorithms that themselves can have biases built into them. Just as 20 years ago, when we were doing statistical analysis, we knew that we needed good model definition, we still need a good understanding of our algorithms and really good problem definition before we launch off into big data sets and unknown algorithms.

Simon London: Step six. You’ve done your analysis.

Charles Conn: I take six and seven together, and this is the place where young problem solvers often make a mistake. They’ve got their analysis, and they assume that’s the answer, and of course it isn’t the answer. The ability to synthesize the pieces that came out of the analysis and begin to weave those into a story that helps people answer the question “What should I do?” This is back to where we started. If we can’t synthesize, and we can’t tell a story, then our decision maker can’t find the answer to “What should I do?”

Simon London: But, again, these final steps are about motivating people to action, right?

Charles Conn: Yeah.

Simon London: I am slightly torn about the nomenclature of problem solving because it’s on paper, right? Until you motivate people to action, you actually haven’t solved anything.

Charles Conn: I love this question because I think decision-making theory, without a bias to action, is a waste of time. Everything in how I approach this is to help people take action that makes the world better.

Simon London: Hence, these are absolutely critical steps. If you don’t do this well, you’ve just got a bunch of analysis.

Charles Conn: We end up in exactly the same place where we started, which is people speaking across each other, past each other in the public square, rather than actually working together, shoulder to shoulder, to crack these important problems.

Simon London: In the real world, we have a lot of uncertainty—arguably, increasing uncertainty. How do good problem solvers deal with that?

Hugo Sarrazin: At every step of the process. In the problem definition, when you’re defining the context, you need to understand those sources of uncertainty and whether they’re important or not important. It becomes important in the definition of the tree.

You need to think carefully about the branches of the tree that are more certain and less certain as you define them. They don’t have equal weight just because they’ve got equal space on the page. Then, when you’re prioritizing, your prioritization approach may put more emphasis on things that have low probability but huge impact—or, vice versa, may put a lot of priority on things that are very likely and, hopefully, have a reasonable impact. You can introduce that along the way. When you come back to the synthesis, you just need to be nuanced about what you’re understanding, the likelihood.

Often, people lack humility in the way they make their recommendations: “This is the answer.” They’re very precise, and I think we would all be well-served to say, “This is a likely answer under the following sets of conditions” and then make the level of uncertainty clearer, if that is appropriate. It doesn’t mean you’re always in the gray zone; it doesn’t mean you don’t have a point of view. It just means that you can be explicit about the certainty of your answer when you make that recommendation.

Simon London: So it sounds like there is an underlying principle: “Acknowledge and embrace the uncertainty. Don’t pretend that it isn’t there. Be very clear about what the uncertainties are up front, and then build that into every step of the process.”

Hugo Sarrazin: Every step of the process.

Simon London: Yeah. We have just walked through a particular structured methodology for problem solving. But, of course, this is not the only structured methodology for problem solving. One that is also very well-known is design thinking, which comes at things very differently. So, Hugo, I know you have worked with a lot of designers. Just give us a very quick summary. Design thinking—what is it, and how does it relate?

Hugo Sarrazin: It starts with an incredible amount of empathy for the user and uses that to define the problem. It does pause and go out in the wild and spend an enormous amount of time seeing how people interact with objects, seeing the experience they’re getting, seeing the pain points or joy—and uses that to infer and define the problem.

Simon London: Problem definition, but out in the world.

Hugo Sarrazin: With an enormous amount of empathy. There’s a huge emphasis on empathy. Traditional, more classic problem solving is you define the problem based on an understanding of the situation. This one almost presupposes that we don’t know the problem until we go see it. The second thing is you need to come up with multiple scenarios or answers or ideas or concepts, and there’s a lot of divergent thinking initially. That’s slightly different, versus the prioritization, but not for long. Eventually, you need to kind of say, “OK, I’m going to converge again.” Then you go and you bring things back to the customer and get feedback and iterate. Then you rinse and repeat, rinse and repeat. There’s a lot of tactile building, along the way, of prototypes and things like that. It’s very iterative.

Simon London: So, Charles, are these complements or are these alternatives?

Charles Conn: I think they’re entirely complementary, and I think Hugo’s description is perfect. When we do problem definition well in classic problem solving, we are demonstrating the kind of empathy, at the very beginning of our problem, that design thinking asks us to approach. When we ideate—and that’s very similar to the disaggregation, prioritization, and work-planning steps—we do precisely the same thing, and often we use contrasting teams, so that we do have divergent thinking. The best teams allow divergent thinking to bump them off whatever their initial biases in problem solving are. For me, design thinking gives us a constant reminder of creativity, empathy, and the tactile nature of problem solving, but it’s absolutely complementary, not alternative.

Simon London: I think, in a world of cross-functional teams, an interesting question is do people with design-thinking backgrounds really work well together with classical problem solvers? How do you make that chemistry happen?

Hugo Sarrazin: Yeah, it is not easy when people have spent an enormous amount of time seeped in design thinking or user-centric design, whichever word you want to use. If the person who’s applying classic problem-solving methodology is very rigid and mechanical in the way they’re doing it, there could be an enormous amount of tension. If there’s not clarity in the role and not clarity in the process, I think having the two together can be, sometimes, problematic.

The second thing that happens often is that the artifacts the two methodologies try to gravitate toward can be different. Classic problem solving often gravitates toward a model; design thinking migrates toward a prototype. Rather than writing a big deck with all my supporting evidence, they’ll bring an example, a thing, and that feels different. Then you spend your time differently to achieve those two end products, so that’s another source of friction.

Now, I still think it can be an incredibly powerful thing to have the two—if there are the right people with the right mind-set, if there is a team that is explicit about the roles, if we’re clear about the kind of outcomes we are attempting to bring forward. There’s an enormous amount of collaborativeness and respect.

Simon London: But they have to respect each other’s methodology and be prepared to flex, maybe, a little bit, in how this process is going to work.

Hugo Sarrazin: Absolutely.

Simon London: The other area where, it strikes me, there could be a little bit of a different sort of friction is this whole concept of the day-one answer, which is what we were just talking about in classical problem solving. Now, you know that this is probably not going to be your final answer, but that’s how you begin to structure the problem. Whereas I would imagine your design thinkers—no, they’re going off to do their ethnographic research and get out into the field, potentially for a long time, before they come back with at least an initial hypothesis.

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Hugo Sarrazin: That is a great callout, and that’s another difference. Designers typically will like to soak into the situation and avoid converging too quickly. There’s optionality and exploring different options. There’s a strong belief that keeps the solution space wide enough that you can come up with more radical ideas. If there’s a large design team or many designers on the team, and you come on Friday and say, “What’s our week-one answer?” they’re going to struggle. They’re not going to be comfortable, naturally, to give that answer. It doesn’t mean they don’t have an answer; it’s just not where they are in their thinking process.

Simon London: I think we are, sadly, out of time for today. But Charles and Hugo, thank you so much.

Charles Conn: It was a pleasure to be here, Simon.

Hugo Sarrazin: It was a pleasure. Thank you.

Simon London: And thanks, as always, to you, our listeners, for tuning into this episode of the McKinsey Podcast . If you want to learn more about problem solving, you can find the book, Bulletproof Problem Solving: The One Skill That Changes Everything , online or order it through your local bookstore. To learn more about McKinsey, you can of course find us at McKinsey.com.

Charles Conn is CEO of Oxford Sciences Innovation and an alumnus of McKinsey’s Sydney office. Hugo Sarrazin is a senior partner in the Silicon Valley office, where Simon London, a member of McKinsey Publishing, is also based.

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Turn your team into skilled problem solvers with these problem-solving strategies

Picture this, you're handling your daily tasks at work and your boss calls you in and says, "We have a problem." 

Unfortunately, we don't live in a world in which problems are instantly resolved with the snap of our fingers. Knowing how to effectively solve problems is an important professional skill to hone. If you have a problem that needs to be solved, what is the right process to use to ensure you get the most effective solution?

In this article we'll break down the problem-solving process and how you can find the most effective solutions for complex problems.

What is problem solving? 

Problem solving is the process of finding a resolution for a specific issue or conflict. There are many possible solutions for solving a problem, which is why it's important to go through a problem-solving process to find the best solution. You could use a flathead screwdriver to unscrew a Phillips head screw, but there is a better tool for the situation. Utilizing common problem-solving techniques helps you find the best solution to fit the needs of the specific situation, much like using the right tools.

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In this ebook, learn how to equip employees to make better decisions—so your business can pivot, adapt, and tackle challenges more effectively than your competition.

4 steps to better problem solving

While it might be tempting to dive into a problem head first, take the time to move step by step. Here’s how you can effectively break down the problem-solving process with your team:

1. Identify the problem that needs to be solved

One of the easiest ways to identify a problem is to ask questions. A good place to start is to ask journalistic questions, like:

Who : Who is involved with this problem? Who caused the problem? Who is most affected by this issue?

What: What is happening? What is the extent of the issue? What does this problem prevent from moving forward?

Where: Where did this problem take place? Does this problem affect anything else in the immediate area? 

When: When did this problem happen? When does this problem take effect? Is this an urgent issue that needs to be solved within a certain timeframe?

Why: Why is it happening? Why does it impact workflows?

How: How did this problem occur? How is it affecting workflows and team members from being productive?

Asking journalistic questions can help you define a strong problem statement so you can highlight the current situation objectively, and create a plan around that situation.

Here’s an example of how a design team uses journalistic questions to identify their problem:

Overarching problem: Design requests are being missed

Who: Design team, digital marketing team, web development team

What: Design requests are forgotten, lost, or being created ad hoc.

Where: Email requests, design request spreadsheet

When: Missed requests on January 20th, January 31st, February 4th, February 6th

How : Email request was lost in inbox and the intake spreadsheet was not updated correctly. The digital marketing team had to delay launching ads for a few days while design requests were bottlenecked. Designers had to work extra hours to ensure all requests were completed.

In this example, there are many different aspects of this problem that can be solved. Using journalistic questions can help you identify different issues and who you should involve in the process.

2. Brainstorm multiple solutions

If at all possible, bring in a facilitator who doesn't have a major stake in the solution. Bringing an individual who has little-to-no stake in the matter can help keep your team on track and encourage good problem-solving skills.

Here are a few brainstorming techniques to encourage creative thinking:

Brainstorm alone before hand: Before you come together as a group, provide some context to your team on what exactly the issue is that you're brainstorming. This will give time for you and your teammates to have some ideas ready by the time you meet.

Say yes to everything (at first): When you first start brainstorming, don't say no to any ideas just yet—try to get as many ideas down as possible. Having as many ideas as possible ensures that you’ll get a variety of solutions. Save the trimming for the next step of the strategy. 

Talk to team members one-on-one: Some people may be less comfortable sharing their ideas in a group setting. Discuss the issue with team members individually and encourage them to share their opinions without restrictions—you might find some more detailed insights than originally anticipated.

Break out of your routine: If you're used to brainstorming in a conference room or over Zoom calls, do something a little different! Take your brainstorming meeting to a coffee shop or have your Zoom call while you're taking a walk. Getting out of your routine can force your brain out of its usual rut and increase critical thinking.

3. Define the solution

After you brainstorm with team members to get their unique perspectives on a scenario, it's time to look at the different strategies and decide which option is the best solution for the problem at hand. When defining the solution, consider these main two questions: What is the desired outcome of this solution and who stands to benefit from this solution? 

Set a deadline for when this decision needs to be made and update stakeholders accordingly. Sometimes there's too many people who need to make a decision. Use your best judgement based on the limitations provided to do great things fast.

4. Implement the solution

To implement your solution, start by working with the individuals who are as closest to the problem. This can help those most affected by the problem get unblocked. Then move farther out to those who are less affected, and so on and so forth. Some solutions are simple enough that you don’t need to work through multiple teams.

After you prioritize implementation with the right teams, assign out the ongoing work that needs to be completed by the rest of the team. This can prevent people from becoming overburdened during the implementation plan . Once your solution is in place, schedule check-ins to see how the solution is working and course-correct if necessary.

Implement common problem-solving strategies

There are a few ways to go about identifying problems (and solutions). Here are some strategies you can try, as well as common ways to apply them:

Trial and error

Trial and error problem solving doesn't usually require a whole team of people to solve. To use trial and error problem solving, identify the cause of the problem, and then rapidly test possible solutions to see if anything changes. 

This problem-solving method is often used in tech support teams through troubleshooting.

The 5 whys problem-solving method helps get to the root cause of an issue. You start by asking once, “Why did this issue happen?” After answering the first why, ask again, “Why did that happen?” You'll do this five times until you can attribute the problem to a root cause. 

This technique can help you dig in and find the human error that caused something to go wrong. More importantly, it also helps you and your team develop an actionable plan so that you can prevent the issue from happening again.

Here’s an example:

Problem: The email marketing campaign was accidentally sent to the wrong audience.

“Why did this happen?” Because the audience name was not updated in our email platform.

“Why were the audience names not changed?” Because the audience segment was not renamed after editing. 

“Why was the audience segment not renamed?” Because everybody has an individual way of creating an audience segment.

“Why does everybody have an individual way of creating an audience segment?” Because there is no standardized process for creating audience segments. 

“Why is there no standardized process for creating audience segments?” Because the team hasn't decided on a way to standardize the process as the team introduced new members. 

In this example, we can see a few areas that could be optimized to prevent this mistake from happening again. When working through these questions, make sure that everyone who was involved in the situation is present so that you can co-create next steps to avoid the same problem. 

A SWOT analysis

A SWOT analysis can help you highlight the strengths and weaknesses of a specific solution. SWOT stands for:

Strength: Why is this specific solution a good fit for this problem? 

Weaknesses: What are the weak points of this solution? Is there anything that you can do to strengthen those weaknesses?

Opportunities: What other benefits could arise from implementing this solution?

Threats: Is there anything about this decision that can detrimentally impact your team?

As you identify specific solutions, you can highlight the different strengths, weaknesses, opportunities, and threats of each solution. 

This particular problem-solving strategy is good to use when you're narrowing down the answers and need to compare and contrast the differences between different solutions. 

Even more successful problem solving

After you’ve worked through a tough problem, don't forget to celebrate how far you've come. Not only is this important for your team of problem solvers to see their work in action, but this can also help you become a more efficient, effective , and flexible team. The more problems you tackle together, the more you’ll achieve. 

Looking for a tool to help solve problems on your team? Track project implementation with a work management tool like Asana .

Related resources

10 tips to improve nonverbal communication

Scaling clinical trial management software with PM solutions

How to build your critical thinking skills in 7 steps (with examples)

4 ways to establish roles and responsibilities for team success

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How to Solve Problems

• Laura Amico

To bring the best ideas forward, teams must build psychological safety.

Teams today aren’t just asked to execute tasks: They’re called upon to solve problems. You’d think that many brains working together would mean better solutions, but the reality is that too often problem-solving teams fall victim to inefficiency, conflict, and cautious conclusions. The two charts below will help your team think about how to collaborate better and come up with the best solutions for the thorniest challenges.

• Laura Amico is a former senior editor at Harvard Business Review.

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How to improve your problem solving skills and build effective problem solving strategies

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Effective problem solving is all about using the right process and following a plan tailored to the issue at hand. Recognizing your team or organization has an issue isn’t enough to come up with effective problem solving strategies. 

To truly understand a problem and develop appropriate solutions, you will want to follow a solid process, follow the necessary problem solving steps, and bring all of your problem solving skills to the table.   We’ll forst look at what problem solving strategies you can employ with your team when looking for a way to approach the process. We’ll then discuss the problem solving skills you need to be more effective at solving problems, complete with an activity from the SessionLab library you can use to develop that skill in your team.

Let’s get to it! 

Problem solving strategies

What skills do i need to be an effective problem solver, how can i improve my problem solving skills.

Problem solving strategies are methods of approaching and facilitating the process of problem-solving with a set of techniques , actions, and processes. Different strategies are more effective if you are trying to solve broad problems such as achieving higher growth versus more focused problems like, how do we improve our customer onboarding process?

Broadly, the problem solving steps outlined above should be included in any problem solving strategy though choosing where to focus your time and what approaches should be taken is where they begin to differ. You might find that some strategies ask for the problem identification to be done prior to the session or that everything happens in the course of a one day workshop.

The key similarity is that all good problem solving strategies are structured and designed. Four hours of open discussion is never going to be as productive as a four-hour workshop designed to lead a group through a problem solving process.

Good problem solving strategies are tailored to the team, organization and problem you will be attempting to solve. Here are some example problem solving strategies you can learn from or use to get started.

Use a workshop to lead a team through a group process

Often, the first step to solving problems or organizational challenges is bringing a group together effectively. Most teams have the tools, knowledge, and expertise necessary to solve their challenges – they just need some guidance in how to use leverage those skills and a structure and format that allows people to focus their energies.

Facilitated workshops are one of the most effective ways of solving problems of any scale. By designing and planning your workshop carefully, you can tailor the approach and scope to best fit the needs of your team and organization. 

Problem solving workshop

• Creating a bespoke, tailored process
• Tackling problems of any size
• Building in-house workshop ability and encouraging their use

Workshops are an effective strategy for solving problems. By using tried and test facilitation techniques and methods, you can design and deliver a workshop that is perfectly suited to the unique variables of your organization. You may only have the capacity for a half-day workshop and so need a problem solving process to match. 

By using our session planner tool and importing methods from our library of 700+ facilitation techniques, you can create the right problem solving workshop for your team. It might be that you want to encourage creative thinking or look at things from a new angle to unblock your groups approach to problem solving. By tailoring your workshop design to the purpose, you can help ensure great results.

One of the main benefits of a workshop is the structured approach to problem solving. Not only does this mean that the workshop itself will be successful, but many of the methods and techniques will help your team improve their working processes outside of the workshop. 

We believe that workshops are one of the best tools you can use to improve the way your team works together. Start with a problem solving workshop and then see what team building, culture or design workshops can do for your organization!

Run a design sprint

Great for: 

• aligning large, multi-discipline teams
• quickly designing and testing solutions
• tackling large, complex organizational challenges and breaking them down into smaller tasks

By using design thinking principles and methods, a design sprint is a great way of identifying, prioritizing and prototyping solutions to long term challenges that can help solve major organizational problems with quick action and measurable results.

Some familiarity with design thinking is useful, though not integral, and this strategy can really help a team align if there is some discussion around which problems should be approached first. 

The stage-based structure of the design sprint is also very useful for teams new to design thinking.  The inspiration phase, where you look to competitors that have solved your problem, and the rapid prototyping and testing phases are great for introducing new concepts that will benefit a team in all their future work. 

It can be common for teams to look inward for solutions and so looking to the market for solutions you can iterate on can be very productive. Instilling an agile prototyping and testing mindset can also be great when helping teams move forwards – generating and testing solutions quickly can help save time in the long run and is also pretty exciting!

Break problems down into smaller issues

Organizational challenges and problems are often complicated and large scale in nature. Sometimes, trying to resolve such an issue in one swoop is simply unachievable or overwhelming. Try breaking down such problems into smaller issues that you can work on step by step. You may not be able to solve the problem of churning customers off the bat, but you can work with your team to identify smaller effort but high impact elements and work on those first.

This problem solving strategy can help a team generate momentum, prioritize and get some easy wins. It’s also a great strategy to employ with teams who are just beginning to learn how to approach the problem solving process. If you want some insight into a way to employ this strategy, we recommend looking at our design sprint template below!

Use guiding frameworks or try new methodologies

Some problems are best solved by introducing a major shift in perspective or by using new methodologies that encourage your team to think differently.

Props and tools such as Methodkit , which uses a card-based toolkit for facilitation, or Lego Serious Play can be great ways to engage your team and find an inclusive, democratic problem solving strategy. Remember that play and creativity are great tools for achieving change and whatever the challenge, engaging your participants can be very effective where other strategies may have failed.

LEGO Serious Play

• Improving core problem solving skills
• Thinking outside of the box
• Encouraging creative solutions

LEGO Serious Play is a problem solving methodology designed to get participants thinking differently by using 3D models and kinesthetic learning styles. By physically building LEGO models based on questions and exercises, participants are encouraged to think outside of the box and create their own responses. 

Collaborate LEGO Serious Play exercises are also used to encourage communication and build problem solving skills in a group. By using this problem solving process, you can often help different kinds of learners and personality types contribute and unblock organizational problems with creative thinking. 

Problem solving strategies like LEGO Serious Play are super effective at helping a team solve more skills-based problems such as communication between teams or a lack of creative thinking. Some problems are not suited to LEGO Serious Play and require a different problem solving strategy.

Card Decks and Method Kits

• New facilitators or non-facilitators 
• Approaching difficult subjects with a simple, creative framework
• Engaging those with varied learning styles

Card decks and method kids are great tools for those new to facilitation or for whom facilitation is not the primary role. Card decks such as the emotional culture deck can be used for complete workshops and in many cases, can be used right out of the box. Methodkit has a variety of kits designed for scenarios ranging from personal development through to personas and global challenges so you can find the right deck for your particular needs.

Having an easy to use framework that encourages creativity or a new approach can take some of the friction or planning difficulties out of the workshop process and energize a team in any setting. Simplicity is the key with these methods. By ensuring everyone on your team can get involved and engage with the process as quickly as possible can really contribute to the success of your problem solving strategy.

Source external advice

Looking to peers, experts and external facilitators can be a great way of approaching the problem solving process. Your team may not have the necessary expertise, insights of experience to tackle some issues, or you might simply benefit from a fresh perspective. Some problems may require bringing together an entire team, and coaching managers or team members individually might be the right approach. Remember that not all problems are best resolved in the same manner.

If you’re a solo entrepreneur, peer groups, coaches and mentors can also be invaluable at not only solving specific business problems, but in providing a support network for resolving future challenges. One great approach is to join a Mastermind Group and link up with like-minded individuals and all grow together. Remember that however you approach the sourcing of external advice, do so thoughtfully, respectfully and honestly. Reciprocate where you can and prepare to be surprised by just how kind and helpful your peers can be!

Mastermind Group

• Solo entrepreneurs or small teams with low capacity
• Peer learning and gaining outside expertise
• Getting multiple external points of view quickly

Problem solving in large organizations with lots of skilled team members is one thing, but how about if you work for yourself or in a very small team without the capacity to get the most from a design sprint or LEGO Serious Play session? 

A mastermind group – sometimes known as a peer advisory board – is where a group of people come together to support one another in their own goals, challenges, and businesses. Each participant comes to the group with their own purpose and the other members of the group will help them create solutions, brainstorm ideas, and support one another. 

Mastermind groups are very effective in creating an energized, supportive atmosphere that can deliver meaningful results. Learning from peers from outside of your organization or industry can really help unlock new ways of thinking and drive growth. Access to the experience and skills of your peers can be invaluable in helping fill the gaps in your own ability, particularly in young companies.

A mastermind group is a great solution for solo entrepreneurs, small teams, or for organizations that feel that external expertise or fresh perspectives will be beneficial for them. It is worth noting that Mastermind groups are often only as good as the participants and what they can bring to the group. Participants need to be committed, engaged and understand how to work in this context. 

Coaching and mentoring

• Focused learning and development
• Filling skills gaps
• Working on a range of challenges over time

Receiving advice from a business coach or building a mentor/mentee relationship can be an effective way of resolving certain challenges. The one-to-one format of most coaching and mentor relationships can really help solve the challenges those individuals are having and benefit the organization as a result.

A great mentor can be invaluable when it comes to spotting potential problems before they arise and coming to understand a mentee very well has a host of other business benefits. You might run an internal mentorship program to help develop your team’s problem solving skills and strategies or as part of a large learning and development program. External coaches can also be an important part of your problem solving strategy, filling skills gaps for your management team or helping with specific business issues. 

Now we’ve explored the problem solving process and the steps you will want to go through in order to have an effective session, let’s look at the skills you and your team need to be more effective problem solvers.

Problem solving skills are highly sought after, whatever industry or team you work in. Organizations are keen to employ people who are able to approach problems thoughtfully and find strong, realistic solutions. Whether you are a facilitator , a team leader or a developer, being an effective problem solver is a skill you’ll want to develop.

Problem solving skills form a whole suite of techniques and approaches that an individual uses to not only identify problems but to discuss them productively before then developing appropriate solutions.

Here are some of the most important problem solving skills everyone from executives to junior staff members should learn. We’ve also included an activity or exercise from the SessionLab library that can help you and your team develop that skill. 

If you’re running a workshop or training session to try and improve problem solving skills in your team, try using these methods to supercharge your process!

Active listening

Active listening is one of the most important skills anyone who works with people can possess. In short, active listening is a technique used to not only better understand what is being said by an individual, but also to be more aware of the underlying message the speaker is trying to convey. When it comes to problem solving, active listening is integral for understanding the position of every participant and to clarify the challenges, ideas and solutions they bring to the table.

Some active listening skills include:

• Paying complete attention to the speaker.
• Removing distractions.
• Avoid interruption.
• Taking the time to fully understand before preparing a rebuttal.
• Responding respectfully and appropriately.
• Demonstrate attentiveness and positivity with an open posture, making eye contact with the speaker, smiling and nodding if appropriate. Show that you are listening and encourage them to continue.
• Be aware of and respectful of feelings. Judge the situation and respond appropriately. You can disagree without being disrespectful.   
• Observe body language. 
• Paraphrase what was said in your own words, either mentally or verbally.
• Remain neutral. 
• Reflect and take a moment before responding.
• Ask deeper questions based on what is said and clarify points where necessary.   

Active Listening   #hyperisland   #skills   #active listening   #remote-friendly   This activity supports participants to reflect on a question and generate their own solutions using simple principles of active listening and peer coaching. It’s an excellent introduction to active listening but can also be used with groups that are already familiar with it. Participants work in groups of three and take turns being: “the subject”, the listener, and the observer.

Analytical skills

All problem solving models require strong analytical skills, particularly during the beginning of the process and when it comes to analyzing how solutions have performed.

Analytical skills are primarily focused on performing an effective analysis by collecting, studying and parsing data related to a problem or opportunity. 

It often involves spotting patterns, being able to see things from different perspectives and using observable facts and data to make suggestions or produce insight. 

Analytical skills are also important at every stage of the problem solving process and by having these skills, you can ensure that any ideas or solutions you create or backed up analytically and have been sufficiently thought out.

Nine Whys   #innovation   #issue analysis   #liberating structures   With breathtaking simplicity, you can rapidly clarify for individuals and a group what is essentially important in their work. You can quickly reveal when a compelling purpose is missing in a gathering and avoid moving forward without clarity. When a group discovers an unambiguous shared purpose, more freedom and more responsibility are unleashed. You have laid the foundation for spreading and scaling innovations with fidelity.

Collaboration

Trying to solve problems on your own is difficult. Being able to collaborate effectively, with a free exchange of ideas, to delegate and be a productive member of a team is hugely important to all problem solving strategies.

Remember that whatever your role, collaboration is integral, and in a problem solving process, you are all working together to find the best solution for everyone. 

Marshmallow challenge with debriefing   #teamwork   #team   #leadership   #collaboration   In eighteen minutes, teams must build the tallest free-standing structure out of 20 sticks of spaghetti, one yard of tape, one yard of string, and one marshmallow. The marshmallow needs to be on top. The Marshmallow Challenge was developed by Tom Wujec, who has done the activity with hundreds of groups around the world. Visit the Marshmallow Challenge website for more information. This version has an extra debriefing question added with sample questions focusing on roles within the team.

Communication  

Being an effective communicator means being empathetic, clear and succinct, asking the right questions, and demonstrating active listening skills throughout any discussion or meeting. 

In a problem solving setting, you need to communicate well in order to progress through each stage of the process effectively. As a team leader, it may also fall to you to facilitate communication between parties who may not see eye to eye. Effective communication also means helping others to express themselves and be heard in a group.

Bus Trip   #feedback   #communication   #appreciation   #closing   #thiagi   #team   This is one of my favourite feedback games. I use Bus Trip at the end of a training session or a meeting, and I use it all the time. The game creates a massive amount of energy with lots of smiles, laughs, and sometimes even a teardrop or two.

Creative problem solving skills can be some of the best tools in your arsenal. Thinking creatively, being able to generate lots of ideas and come up with out of the box solutions is useful at every step of the process. 

The kinds of problems you will likely discuss in a problem solving workshop are often difficult to solve, and by approaching things in a fresh, creative manner, you can often create more innovative solutions.

Having practical creative skills is also a boon when it comes to problem solving. If you can help create quality design sketches and prototypes in record time, it can help bring a team to alignment more quickly or provide a base for further iteration.

The paper clip method   #sharing   #creativity   #warm up   #idea generation   #brainstorming   The power of brainstorming. A training for project leaders, creativity training, and to catalyse getting new solutions.

Critical thinking

Critical thinking is one of the fundamental problem solving skills you’ll want to develop when working on developing solutions. Critical thinking is the ability to analyze, rationalize and evaluate while being aware of personal bias, outlying factors and remaining open-minded.

Defining and analyzing problems without deploying critical thinking skills can mean you and your team go down the wrong path. Developing solutions to complex issues requires critical thinking too – ensuring your team considers all possibilities and rationally evaluating them. 

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.

Data analysis 

Though it shares lots of space with general analytical skills, data analysis skills are something you want to cultivate in their own right in order to be an effective problem solver.

Being good at data analysis doesn’t just mean being able to find insights from data, but also selecting the appropriate data for a given issue, interpreting it effectively and knowing how to model and present that data. Depending on the problem at hand, it might also include a working knowledge of specific data analysis tools and procedures. 

Having a solid grasp of data analysis techniques is useful if you’re leading a problem solving workshop but if you’re not an expert, don’t worry. Bring people into the group who has this skill set and help your team be more effective as a result.

Decision making

All problems need a solution and all solutions require that someone make the decision to implement them. Without strong decision making skills, teams can become bogged down in discussion and less effective as a result. 

Making decisions is a key part of the problem solving process. It’s important to remember that decision making is not restricted to the leadership team. Every staff member makes decisions every day and developing these skills ensures that your team is able to solve problems at any scale. Remember that making decisions does not mean leaping to the first solution but weighing up the options and coming to an informed, well thought out solution to any given problem that works for the whole team.

Lightning Decision Jam (LDJ)   #action   #decision making   #problem solving   #issue analysis   #innovation   #design   #remote-friendly   The problem with anything that requires creative thinking is that it’s easy to get lost—lose focus and fall into the trap of having useless, open-ended, unstructured discussions. Here’s the most effective solution I’ve found: Replace all open, unstructured discussion with a clear process. What to use this exercise for: Anything which requires a group of people to make decisions, solve problems or discuss challenges. It’s always good to frame an LDJ session with a broad topic, here are some examples: The conversion flow of our checkout Our internal design process How we organise events Keeping up with our competition Improving sales flow

Dependability

Most complex organizational problems require multiple people to be involved in delivering the solution. Ensuring that the team and organization can depend on you to take the necessary actions and communicate where necessary is key to ensuring problems are solved effectively.

Being dependable also means working to deadlines and to brief. It is often a matter of creating trust in a team so that everyone can depend on one another to complete the agreed actions in the agreed time frame so that the team can move forward together. Being undependable can create problems of friction and can limit the effectiveness of your solutions so be sure to bear this in mind throughout a project. 

Team Purpose & Culture   #team   #hyperisland   #culture   #remote-friendly   This is an essential process designed to help teams define their purpose (why they exist) and their culture (how they work together to achieve that purpose). Defining these two things will help any team to be more focused and aligned. With support of tangible examples from other companies, the team members work as individuals and a group to codify the way they work together. The goal is a visual manifestation of both the purpose and culture that can be put up in the team’s work space.

Emotional intelligence

Emotional intelligence is an important skill for any successful team member, whether communicating internally or with clients or users. In the problem solving process, emotional intelligence means being attuned to how people are feeling and thinking, communicating effectively and being self-aware of what you bring to a room. 

There are often differences of opinion when working through problem solving processes, and it can be easy to let things become impassioned or combative. Developing your emotional intelligence means being empathetic to your colleagues and managing your own emotions throughout the problem and solution process. Be kind, be thoughtful and put your points across care and attention. 

Being emotionally intelligent is a skill for life and by deploying it at work, you can not only work efficiently but empathetically. Check out the emotional culture workshop template for more!

Facilitation

As we’ve clarified in our facilitation skills post, facilitation is the art of leading people through processes towards agreed-upon objectives in a manner that encourages participation, ownership, and creativity by all those involved. While facilitation is a set of interrelated skills in itself, the broad definition of facilitation can be invaluable when it comes to problem solving. Leading a team through a problem solving process is made more effective if you improve and utilize facilitation skills – whether you’re a manager, team leader or external stakeholder.

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.

Flexibility 

Being flexible is a vital skill when it comes to problem solving. This does not mean immediately bowing to pressure or changing your opinion quickly: instead, being flexible is all about seeing things from new perspectives, receiving new information and factoring it into your thought process.

Flexibility is also important when it comes to rolling out solutions. It might be that other organizational projects have greater priority or require the same resources as your chosen solution. Being flexible means understanding needs and challenges across the team and being open to shifting or arranging your own schedule as necessary. Again, this does not mean immediately making way for other projects. It’s about articulating your own needs, understanding the needs of others and being able to come to a meaningful compromise.

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.

Working in any group can lead to unconscious elements of groupthink or situations in which you may not wish to be entirely honest. Disagreeing with the opinions of the executive team or wishing to save the feelings of a coworker can be tricky to navigate, but being honest is absolutely vital when to comes to developing effective solutions and ensuring your voice is heard. 

Remember that being honest does not mean being brutally candid. You can deliver your honest feedback and opinions thoughtfully and without creating friction by using other skills such as emotional intelligence. 

Explore your Values   #hyperisland   #skills   #values   #remote-friendly   Your Values is an exercise for participants to explore what their most important values are. It’s done in an intuitive and rapid way to encourage participants to follow their intuitive feeling rather than over-thinking and finding the “correct” values. It is a good exercise to use to initiate reflection and dialogue around personal values.

Initiative 

The problem solving process is multi-faceted and requires different approaches at certain points of the process. Taking initiative to bring problems to the attention of the team, collect data or lead the solution creating process is always valuable. You might even roadtest your own small scale solutions or brainstorm before a session. Taking initiative is particularly effective if you have good deal of knowledge in that area or have ownership of a particular project and want to get things kickstarted.

That said, be sure to remember to honor the process and work in service of the team. If you are asked to own one part of the problem solving process and you don’t complete that task because your initiative leads you to work on something else, that’s not an effective method of solving business challenges.

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.

Impartiality

A particularly useful problem solving skill for product owners or managers is the ability to remain impartial throughout much of the process. In practice, this means treating all points of view and ideas brought forward in a meeting equally and ensuring that your own areas of interest or ownership are not favored over others. 

There may be a stage in the process where a decision maker has to weigh the cost and ROI of possible solutions against the company roadmap though even then, ensuring that the decision made is based on merit and not personal opinion. 

Empathy map   #frame insights   #create   #design   #issue analysis   An empathy map is a tool to help a design team to empathize with the people they are designing for. You can make an empathy map for a group of people or for a persona. To be used after doing personas when more insights are needed.

Being a good leader means getting a team aligned, energized and focused around a common goal. In the problem solving process, strong leadership helps ensure that the process is efficient, that any conflicts are resolved and that a team is managed in the direction of success.

It’s common for managers or executives to assume this role in a problem solving workshop, though it’s important that the leader maintains impartiality and does not bulldoze the group in a particular direction. Remember that good leadership means working in service of the purpose and team and ensuring the workshop is a safe space for employees of any level to contribute. Take a look at our leadership games and activities post for more exercises and methods to help improve leadership in your organization.

Leadership Pizza   #leadership   #team   #remote-friendly   This leadership development activity offers a self-assessment framework for people to first identify what skills, attributes and attitudes they find important for effective leadership, and then assess their own development and initiate goal setting.

In the context of problem solving, mediation is important in keeping a team engaged, happy and free of conflict. When leading or facilitating a problem solving workshop, you are likely to run into differences of opinion. Depending on the nature of the problem, certain issues may be brought up that are emotive in nature. 

Being an effective mediator means helping those people on either side of such a divide are heard, listen to one another and encouraged to find common ground and a resolution. Mediating skills are useful for leaders and managers in many situations and the problem solving process is no different.

Conflict Responses   #hyperisland   #team   #issue resolution   A workshop for a team to reflect on past conflicts, and use them to generate guidelines for effective conflict handling. The workshop uses the Thomas-Killman model of conflict responses to frame a reflective discussion. Use it to open up a discussion around conflict with a team.

Planning 

Solving organizational problems is much more effective when following a process or problem solving model. Planning skills are vital in order to structure, deliver and follow-through on a problem solving workshop and ensure your solutions are intelligently deployed.

Planning skills include the ability to organize tasks and a team, plan and design the process and take into account any potential challenges. Taking the time to plan carefully can save time and frustration later in the process and is valuable for ensuring a team is positioned for success.

3 Action Steps   #hyperisland   #action   #remote-friendly   This is a small-scale strategic planning session that helps groups and individuals to take action toward a desired change. It is often used at the end of a workshop or programme. The group discusses and agrees on a vision, then creates some action steps that will lead them towards that vision. The scope of the challenge is also defined, through discussion of the helpful and harmful factors influencing the group.

Prioritization

As organisations grow, the scale and variation of problems they face multiplies. Your team or is likely to face numerous challenges in different areas and so having the skills to analyze and prioritize becomes very important, particularly for those in leadership roles.

A thorough problem solving process is likely to deliver multiple solutions and you may have several different problems you wish to solve simultaneously. Prioritization is the ability to measure the importance, value, and effectiveness of those possible solutions and choose which to enact and in what order. The process of prioritization is integral in ensuring the biggest challenges are addressed with the most impactful solutions.

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.

Project management

Some problem solving skills are utilized in a workshop or ideation phases, while others come in useful when it comes to decision making. Overseeing an entire problem solving process and ensuring its success requires strong project management skills. 

While project management incorporates many of the other skills listed here, it is important to note the distinction of considering all of the factors of a project and managing them successfully. Being able to negotiate with stakeholders, manage tasks, time and people, consider costs and ROI, and tie everything together is massively helpful when going through the problem solving process. 

Record keeping

Working out meaningful solutions to organizational challenges is only one part of the process.  Thoughtfully documenting and keeping records of each problem solving step for future consultation is important in ensuring efficiency and meaningful change. 

For example, some problems may be lower priority than others but can be revisited in the future. If the team has ideated on solutions and found some are not up to the task, record those so you can rule them out and avoiding repeating work. Keeping records of the process also helps you improve and refine your problem solving model next time around!

Personal Kanban   #gamestorming   #action   #agile   #project planning   Personal Kanban is a tool for organizing your work to be more efficient and productive. It is based on agile methods and principles.

Research skills

Conducting research to support both the identification of problems and the development of appropriate solutions is important for an effective process. Knowing where to go to collect research, how to conduct research efficiently, and identifying pieces of research are relevant are all things a good researcher can do well. 

In larger groups, not everyone has to demonstrate this ability in order for a problem solving workshop to be effective. That said, having people with research skills involved in the process, particularly if they have existing area knowledge, can help ensure the solutions that are developed with data that supports their intention. Remember that being able to deliver the results of research efficiently and in a way the team can easily understand is also important. The best data in the world is only as effective as how it is delivered and interpreted.

Customer experience map   #ideation   #concepts   #research   #design   #issue analysis   #remote-friendly   Customer experience mapping is a method of documenting and visualizing the experience a customer has as they use the product or service. It also maps out their responses to their experiences. To be used when there is a solution (even in a conceptual stage) that can be analyzed.

Risk management

Managing risk is an often overlooked part of the problem solving process. Solutions are often developed with the intention of reducing exposure to risk or solving issues that create risk but sometimes, great solutions are more experimental in nature and as such, deploying them needs to be carefully considered. 

Managing risk means acknowledging that there may be risks associated with more out of the box solutions or trying new things, but that this must be measured against the possible benefits and other organizational factors. 

Be informed, get the right data and stakeholders in the room and you can appropriately factor risk into your decision making process. 

Decisions, Decisions…   #communication   #decision making   #thiagi   #action   #issue analysis   When it comes to decision-making, why are some of us more prone to take risks while others are risk-averse? One explanation might be the way the decision and options were presented.  This exercise, based on Kahneman and Tversky’s classic study , illustrates how the framing effect influences our judgement and our ability to make decisions . The participants are divided into two groups. Both groups are presented with the same problem and two alternative programs for solving them. The two programs both have the same consequences but are presented differently. The debriefing discussion examines how the framing of the program impacted the participant’s decision.

Team-building 

No single person is as good at problem solving as a team. Building an effective team and helping them come together around a common purpose is one of the most important problem solving skills, doubly so for leaders. By bringing a team together and helping them work efficiently, you pave the way for team ownership of a problem and the development of effective solutions. 

In a problem solving workshop, it can be tempting to jump right into the deep end, though taking the time to break the ice, energize the team and align them with a game or exercise will pay off over the course of the day.

Remember that you will likely go through the problem solving process multiple times over an organization’s lifespan and building a strong team culture will make future problem solving more effective. It’s also great to work with people you know, trust and have fun with. Working on team building in and out of the problem solving process is a hallmark of successful teams that can work together to solve business problems.

9 Dimensions Team Building Activity   #ice breaker   #teambuilding   #team   #remote-friendly   9 Dimensions is a powerful activity designed to build relationships and trust among team members. There are 2 variations of this icebreaker. The first version is for teams who want to get to know each other better. The second version is for teams who want to explore how they are working together as a team.

Time management 

The problem solving process is designed to lead a team from identifying a problem through to delivering a solution and evaluating its effectiveness. Without effective time management skills or timeboxing of tasks, it can be easy for a team to get bogged down or be inefficient.

By using a problem solving model and carefully designing your workshop, you can allocate time efficiently and trust that the process will deliver the results you need in a good timeframe.

Time management also comes into play when it comes to rolling out solutions, particularly those that are experimental in nature. Having a clear timeframe for implementing and evaluating solutions is vital for ensuring their success and being able to pivot if necessary.

Improving your skills at problem solving is often a career-long pursuit though there are methods you can use to make the learning process more efficient and to supercharge your problem solving skillset.

Remember that the skills you need to be a great problem solver have a large overlap with those skills you need to be effective in any role. Investing time and effort to develop your active listening or critical thinking skills is valuable in any context. Here are 7 ways to improve your problem solving skills.

Share best practices

Remember that your team is an excellent source of skills, wisdom, and techniques and that you should all take advantage of one another where possible. Best practices that one team has for solving problems, conducting research or making decisions should be shared across the organization. If you have in-house staff that have done active listening training or are data analysis pros, have them lead a training session. 

Your team is one of your best resources. Create space and internal processes for the sharing of skills so that you can all grow together. 

Ask for help and attend training

Once you’ve figured out you have a skills gap, the next step is to take action to fill that skills gap. That might be by asking your superior for training or coaching, or liaising with team members with that skill set. You might even attend specialized training for certain skills – active listening or critical thinking, for example, are business-critical skills that are regularly offered as part of a training scheme.

Whatever method you choose, remember that taking action of some description is necessary for growth. Whether that means practicing, getting help, attending training or doing some background reading, taking active steps to improve your skills is the way to go.

Learn a process 

Problem solving can be complicated, particularly when attempting to solve large problems for the first time. Using a problem solving process helps give structure to your problem solving efforts and focus on creating outcomes, rather than worrying about the format. 

Tools such as the seven-step problem solving process above are effective because not only do they feature steps that will help a team solve problems, they also develop skills along the way. Each step asks for people to engage with the process using different skills and in doing so, helps the team learn and grow together. Group processes of varying complexity and purpose can also be found in the SessionLab library of facilitation techniques . Using a tried and tested process and really help ease the learning curve for both those leading such a process, as well as those undergoing the purpose.

Effective teams make decisions about where they should and shouldn’t expend additional effort. By using a problem solving process, you can focus on the things that matter, rather than stumbling towards a solution haphazardly. 

Create a feedback loop

Some skills gaps are more obvious than others. It’s possible that your perception of your active listening skills differs from those of your colleagues. 

It’s valuable to create a system where team members can provide feedback in an ordered and friendly manner so they can all learn from one another. Only by identifying areas of improvement can you then work to improve them. 

Remember that feedback systems require oversight and consideration so that they don’t turn into a place to complain about colleagues. Design the system intelligently so that you encourage the creation of learning opportunities, rather than encouraging people to list their pet peeves.

While practice might not make perfect, it does make the problem solving process easier. If you are having trouble with critical thinking, don’t shy away from doing it. Get involved where you can and stretch those muscles as regularly as possible. 

Problem solving skills come more naturally to some than to others and that’s okay. Take opportunities to get involved and see where you can practice your skills in situations outside of a workshop context. Try collaborating in other circumstances at work or conduct data analysis on your own projects. You can often develop those skills you need for problem solving simply by doing them. Get involved!

Use expert exercises and methods

Learn from the best. Our library of 700+ facilitation techniques is full of activities and methods that help develop the skills you need to be an effective problem solver. Check out our templates to see how to approach problem solving and other organizational challenges in a structured and intelligent manner.

There is no single approach to improving problem solving skills, but by using the techniques employed by others you can learn from their example and develop processes that have seen proven results. 

Try new ways of thinking and change your mindset

Using tried and tested exercises that you know well can help deliver results, but you do run the risk of missing out on the learning opportunities offered by new approaches. As with the problem solving process, changing your mindset can remove blockages and be used to develop your problem solving skills.

Most teams have members with mixed skill sets and specialties. Mix people from different teams and share skills and different points of view. Teach your customer support team how to use design thinking methods or help your developers with conflict resolution techniques. Try switching perspectives with facilitation techniques like Flip It! or by using new problem solving methodologies or models. Give design thinking, liberating structures or lego serious play a try if you want to try a new approach. You will find that framing problems in new ways and using existing skills in new contexts can be hugely useful for personal development and improving your skillset. It’s also a lot of fun to try new things. Give it a go!

Encountering business challenges and needing to find appropriate solutions is not unique to your organization. Lots of very smart people have developed methods, theories and approaches to help develop problem solving skills and create effective solutions. Learn from them!

Books like The Art of Thinking Clearly , Think Smarter, or Thinking Fast, Thinking Slow are great places to start, though it’s also worth looking at blogs related to organizations facing similar problems to yours, or browsing for success stories. Seeing how Dropbox massively increased growth and working backward can help you see the skills or approach you might be lacking to solve that same problem. Learning from others by reading their stories or approaches can be time-consuming but ultimately rewarding.

A tired, distracted mind is not in the best position to learn new skills. It can be tempted to burn the candle at both ends and develop problem solving skills outside of work. Absolutely use your time effectively and take opportunities for self-improvement, though remember that rest is hugely important and that without letting your brain rest, you cannot be at your most effective. 

Creating distance between yourself and the problem you might be facing can also be useful. By letting an idea sit, you can find that a better one presents itself or you can develop it further. Take regular breaks when working and create a space for downtime. Remember that working smarter is preferable to working harder and that self-care is important for any effective learning or improvement process.

Want to design better group processes?

Over to you

Now we’ve explored some of the key problem solving skills and the problem solving steps necessary for an effective process, you’re ready to begin developing more effective solutions and leading problem solving workshops.

Need more inspiration? Check out our post on problem solving activities you can use when guiding a group towards a great solution in your next workshop or meeting. Have questions? Did you have a great problem solving technique you use with your team? Get in touch in the comments below. We’d love to chat!

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.

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What Is Problem Solving in Project Management? Here’s Everything You Need to Know

• Written by Contributing Writer
• Updated on August 4, 2023

In project management , problem-solving is a crucial and necessary skill. Whether you have failed to consider every possible factor impacting a project, a problem arises through no fault of your own, or conditions change that create issues, problems must be addressed promptly to keep projects on track.

In this article, we will define problem-solving and how it impacts projects, provide real-world examples of problem-solving, and give you a structured, step-by-step process to solve problems. We’ll also show you how earning a project management certification can help you gain practical experience in problem-solving methods.

What Is Problem-Solving?

Problem-solving is a process to identify roadblocks or defects that arise during a project. A structured system to define problems, identify root causes, brainstorm and test solutions, and monitor results can affect change to improve performance and overcome challenges.

Effective problem-solving enables teams to deal with uncertainties or gaps in planning to minimize the impact on outcomes.

The Importance of Problem-Solving in Project Management

During a project and operation, problems can arise at any time. You may find that your planning before launching a product, for example, did not consider all the factors that impact results. You may find that you were too optimistic about project timelines, performance, or workforce. Or, as many of us discovered over the past few years, supply chain disruption may make even the best project plans obsolete.

Regardless, your job is identifying, solving, and overcoming these problems. Project managers must be skilled in leading team members through a structured approach to resolving problems.

Proactive problem-solving requires careful consideration of all the variables in a project, including preparation to:

• Achieve project objectives
• Address obstacles before they arise
• Manage project risks and contingency plans
• Manage communication and collaboration
• Provide a framework for time and cost management
• Provide a pathway for continuous improvement

Also Read: 10 Tips on How to Increase Productivity in the Workplace

Problem-Solving Steps in Project Management

While the process you choose to solve problems may vary, here is a seven-step framework many project managers use. This problem-solving method combines primary and secondary problem-solving steps.

#1. Define the Problem

• Gather data and information from key stakeholders, team members, and project documentation. Include any relevant reporting or data analysis
• Itemized key details, such as a description of the problem, timelines, outcomes, and impact
• Frame the issue as a problem statement

A good example of a problem statement might be: An unexpected demand spike has exceeded our current production capacity. How can we still meet customer deadlines for delivery?

#2. Analyze Root Causes

• Break down issues into smaller components to diagnose bottlenecks or problems
• Identify the organizational, mechanical, environmental, or operational factors that contribute
• Distinguish between one-time issues vs. systematic, ongoing areas that need improvement

When analyzing root causes, it’s common to find multiple factors contributing to a problem. As such, it is essential to prioritize issues that have the most significant impact on outcomes.

#3. Brainstorm Potential Solutions

• Holding specific sessions focused on brainstorming ideas to resolve root causes
• Build on ideas or suggest combinations or iterations
• Categorize solutions by types, such as process or input changes, adding additional resources, outsourcing, etc.)

In brainstorming, you should refrain from immediately analyzing suggestions to keep ideas coming.

#4. Evaluate Potential Solutions

• Reframe the problem and concern for team members, providing a framework for evaluation such as cost, timing, and feasibility
• With ideas in hand, it is time to evaluate potential solutions. Project managers often employ strategies such as weighted scoring models to rank ideas.
• Consider the pros and cons in relation to project objectives

As you narrow the list, getting additional insight from subject matter experts to evaluate real-world viability is helpful. For example, if you are proposing a process change in operating a machine, get feedback from skilled operators before implementing changes.

#5. Decide on a Plan of Action

• Make a decision on which course of action you want to pursue and make sure the solution aligns with your organizational goals
• Create an action plan to implement the changes, including key milestones
• Assign project ownership, deadlines, resources, and budgets

Defining what outcomes you need to achieve to declare success is also essential. Are you looking for incremental change or significant improvements, and what timeline are you establishing for measurement?

#6. Implement the Action Plan

• Communicate the plan with key stakeholders
• Provide any training associated with the changes
• Allocate resources necessary for implementation

As part of the action plan, you will also want to detail the measures and monitoring you will put in place to assess process outcomes.

#7. Monitor and Track Results

• Track solution performance against the action plan and key milestones
• Solicit feedback from the project team on problem-solving effectiveness
• Ensure the solution resolves the root cause, creating the desired results without negatively impacting other areas of the operation

You should refine results or start the process over again to increase performance. For example, you may address the root cause but find a need for secondary problem-solving in project management, focusing on other factors.

These problem-solving steps are used repeatedly in lean management and Six Sigma strategies for continuous improvement.

Also Read: 5 Project Management Steps You Need to Know

How Project Management Tools Can Help You in Problem-Solving

Project management software can guide teams through problem-solving, acting as a central repository to provide visibility into the stages of a project.

The best project management software will include the following:

• Issue tracking to capture problems as they arise
• Chat and real-time collaboration for discussion and brainstorming
• Templates for analysis, such as fishbone diagrams
• Action plans, assigning tasks, ownership, and accountability
• Dashboards for updates to monitor solutions
• Reporting on open issues, mitigation, and resolution

Examples of Problem-Solving

Here are some examples of the problem-solving process demonstrating how team members can work through the process to achieve results.

Sign-ups for a New Software Solution Were Well Below First-Month Targets

After analyzing the data, a project team identifies the root cause as inefficient onboarding and account configurations. They then brainstorm solutions. Ideas include re-architecting the software, simplifying onboarding steps, improving the initial training and onboarding process, or applying additional resources to guide customers through the configuration process.

After weighing alternatives, the company invests in streamlining onboarding and developing software to automate configuration.

A Project Was at Risk of Missing a Hard Deadline Due to Supplier Delays

In this case, you already know the root cause: Your supplier cannot deliver the necessary components to complete the project on time. Brainstorming solutions include finding alternative sources for components, considering project redesigns to use different (available) components, negotiating price reductions with customers due to late delivery, or adjusting the scope to complete projects without this component.

After evaluating potential solutions, the project manager might negotiate rush delivery with the original vendor. While this might be more expensive, it enables the business to meet customer deadlines. At the same time, project schedules might be adjusted to account for later-than-expected part delivery.

A Construction Project Is Falling Behind Due to Inclement Weather

Despite months of planning, a major construction project has fallen behind schedule due to bad weather, preventing concrete and masonry work. The problem-solving team brainstorms the problem and evaluates solutions, such as constructing temporary protection from the elements, heating concrete to accelerate curing, and bringing on additional crews once the weather clears.

The project team might decide to focus on tasks not impacted by weather earlier in the process than expected to postpone exterior work until the weather clears.

Also Read: Understanding KPIs in Project Management

Improve Your Problem-Solving and Project Management Skills

This project management course delivered by Simpliearn, in collaboration wiht the University of Massachusetts, can boost your career journey as a project manager. This 24-week online bootcamp aligns with Project Management Institute (PMI) practices, the Project Management Professional (PMP®) certification, and IASSC-Lean Six Sigma.

This program teaches skills such as:

• Agile management
• Customer experience design
• Design thinking
• Digital transformation
• Lean Six Sigma Green Belt

You might also like to read:

5 Essential Project Management Steps You Need to Know

Project Management Frameworks and Methodologies Explained

13 Key Project Management Principles and How to Use Them

Project Management Phases: A Full Breakdown

How To Develop a Great Project Management Plan in 2023

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Nine essential problem solving tools: The ultimate guide to finding a solution

October 26, 2023 by MindManager Blog

Problem solving may unfold differently depending on the industry, or even the department you work in. However, most agree that before you can fix any issue, you need to be clear on what it is, why it’s happening, and what your ideal long-term solution will achieve.

Understanding both the nature and the cause of a problem is the only way to figure out which actions will help you resolve it.

Given that most problem-solving processes are part inspiration and part perspiration, you’ll be more successful if you can reach for a problem solving tool that facilitates collaboration, encourages creative thinking, and makes it easier to implement the fix you devise.

The problem solving tools include three unique categories: problem solving diagrams, problem solving mind maps, and problem solving software solutions.

They include:

• Fishbone diagrams
• Strategy maps
• Mental maps
• Concept maps
• Layered process audit software
• Charting software
• MindManager

In this article, we’ve put together a roundup of versatile problem solving tools and software to help you and your team map out and repair workplace issues as efficiently as possible.

Let’s get started!

Problem solving diagrams

Mapping your way out of a problem is the simplest way to see where you are, and where you need to end up.

Not only do visual problem maps let you plot the most efficient route from Point A (dysfunctional situation) to Point B (flawless process), problem mapping diagrams make it easier to see:

• The root cause of a dilemma.
• The steps, resources, and personnel associated with each possible solution.
• The least time-consuming, most cost-effective options.

A visual problem solving process help to solidify understanding. Furthermore, it’s a great way for you and your team to transform abstract ideas into a practical, reconstructive plan.

Here are three examples of common problem mapping diagrams you can try with your team:

1. Fishbone diagrams

Fishbone diagrams are a common problem solving tool so-named because, once complete, they resemble the skeleton of a fish.

With the possible root causes of an issue (the ribs) branching off from either side of a spine line attached to the head (the problem), dynamic fishbone diagrams let you:

• Lay out a related set of possible reasons for an existing problem
• Investigate each possibility by breaking it out into sub-causes
• See how contributing factors relate to one another

Fishbone diagrams are also known as cause and effect or Ishikawa diagrams.

2. Flowcharts

A flowchart is an easy-to-understand diagram with a variety of applications. But you can use it to outline and examine how the steps of a flawed process connect.

Made up of a few simple symbols linked with arrows indicating workflow direction, flowcharts clearly illustrate what happens at each stage of a process – and how each event impacts other events and decisions.

3. Strategy maps

Frequently used as a strategic planning tool, strategy maps also work well as problem mapping diagrams. Based on a hierarchal system, thoughts and ideas can be arranged on a single page to flesh out a potential resolution.

Once you’ve got a few tactics you feel are worth exploring as possible ways to overcome a challenge, a strategy map will help you establish the best route to your problem-solving goal.

Problem solving mind maps

Problem solving mind maps are especially valuable in visualization. Because they facilitate the brainstorming process that plays a key role in both root cause analysis and the identification of potential solutions, they help make problems more solvable.

Mind maps are diagrams that represent your thinking. Since many people struggle taking or working with hand-written or typed notes, mind maps were designed to let you lay out and structure your thoughts visually so you can play with ideas, concepts, and solutions the same way your brain does.

By starting with a single notion that branches out into greater detail, problem solving mind maps make it easy to:

• Explain unfamiliar problems or processes in less time
• Share and elaborate on novel ideas
• Achieve better group comprehension that can lead to more effective solutions

Mind maps are a valuable problem solving tool because they’re geared toward bringing out the flexible thinking that creative solutions require. Here are three types of problem solving mind maps you can use to facilitate the brainstorming process.

4. Mental maps

A mental map helps you get your thoughts about what might be causing a workplace issue out of your head and onto a shared digital space.

Because mental maps mirror the way our brains take in and analyze new information, using them to describe your theories visually will help you and your team work through and test those thought models.

5. Idea maps

Idea maps let you take advantage of a wide assortment of colors and images to lay down and organize your scattered thought process. Idea maps are ideal brainstorming tools because they allow you to present and explore ideas about the best way to solve a problem collaboratively, and with a shared sense of enthusiasm for outside-the-box thinking.

6. Concept maps

Concept maps are one of the best ways to shape your thoughts around a potential solution because they let you create interlinked, visual representations of intricate concepts.

By laying out your suggested problem-solving process digitally – and using lines to form and define relationship connections – your group will be able to see how each piece of the solution puzzle connects with another.

Problem solving software solutions

Problem solving software is the best way to take advantage of multiple problem solving tools in one platform. While some software programs are geared toward specific industries or processes – like manufacturing or customer relationship management, for example – others, like MindManager , are purpose-built to work across multiple trades, departments, and teams.

Here are three problem-solving software examples.

7. Layered process audit software

Layered process audits (LPAs) help companies oversee production processes and keep an eye on the cost and quality of the goods they create. Dedicated LPA software makes problem solving easier for manufacturers because it helps them see where costly leaks are occurring and allows all levels of management to get involved in repairing those leaks.

8. Charting software

Charting software comes in all shapes and sizes to fit a variety of business sectors. Pareto charts, for example, combine bar charts with line graphs so companies can compare different problems or contributing factors to determine their frequency, cost, and significance. Charting software is often used in marketing, where a variety of bar charts and X-Y axis diagrams make it possible to display and examine competitor profiles, customer segmentation, and sales trends.

9. MindManager

No matter where you work, or what your problem-solving role looks like, MindManager is a problem solving software that will make your team more productive in figuring out why a process, plan, or project isn’t working the way it should.

Once you know why an obstruction, shortfall, or difficulty exists, you can use MindManager’s wide range of brainstorming and problem mapping diagrams to:

• Find the most promising way to correct the situation
• Activate your chosen solution, and
• Conduct regular checks to make sure your repair work is sustainable

MindManager is the ultimate problem solving software.

Not only is it versatile enough to use as your go-to system for puzzling out all types of workplace problems, MindManager’s built-in forecasting tools, timeline charts, and warning indicators let you plan, implement, and monitor your solutions.

By allowing your group to work together more effectively to break down problems, uncover solutions, and rebuild processes and workflows, MindManager’s versatile collection of problem solving tools will help make everyone on your team a more efficient problem solver.

Download a free trial today to get started!

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Why choose MindManager?

MindManager® helps individuals, teams, and enterprises bring greater clarity and structure to plans, projects, and processes. It provides visual productivity tools and mind mapping software to help take you and your organization to where you want to be.

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Mastering problem solving and decision making.

© Copyright Carter McNamara, MBA, PhD, Authenticity Consulting, LLC .

Sections of This Topic Include

• Test – What is Your Personal Decision-Making Style?
• Guidelines to Rational Problem Solving and Decision-Making
• Rational Versus Organic Approach to Problem Solving and Decision Making
• General Guidelines to Problem Solving and Decision-Making
• Various Methods and Tools for Problem-Solving and Decision Making
• General Resources for Problem-Solving and Decision Making

Also, consider

• Related Library Topics
• (Also see the closely related topics Decision Making , Group-Based Problem Solving, and Decision Making and Planning — Basics .)

What is Your Personal Decision-Making Style?

There are many styles of making decisions, ranging from very rational and linear to organic and unfolding. Take this online assessment to determine your own style.

Discover Your Decision-Making Style

Do you want to improve or polish your style? Consider the many guidelines included below.

Guidelines to Problem-Solving and Decision Making (Rational Approach)

Much of what people do is solve problems and make decisions. Often, they are “under the gun”, stressed, and very short of time. Consequently, when they encounter a new problem or decision they must make, they react with a decision that seemed to work before. It’s easy with this approach to get stuck in a circle of solving the same problem over and over again. Therefore, it’s often useful to get used to an organized approach to problem-solving and decision-making.

Not all problems can be solved and decisions made by the following, rather rational approach. However, the following basic guidelines will get you started. Don’t be intimidated by the length of the list of guidelines. After you’ve practiced them a few times, they’ll become second nature to you — enough that you can deepen and enrich them to suit your own needs and nature.

(Note that it might be more your nature to view a “problem” as an “opportunity”. Therefore, you might substitute “problem” for “opportunity” in the following guidelines.)

1. Define the problem

This is often where people struggle. They react to what they think the problem is. Instead, seek to understand more about why you think there’s a problem.

Define the problem: (with input from yourself and others). Ask yourself and others, the following questions:

• What can you see that causes you to think there’s a problem?
• Where is it happening?
• How is it happening?
• When is it happening?
• With whom is it happening? (HINT: Don’t jump to “Who is causing the problem?” When we’re stressed, blaming is often one of our first reactions. To be an effective manager, you need to address issues more than people.)
• Why is it happening?
• Write down a five-sentence description of the problem in terms of “The following should be happening, but isn’t …” or “The following is happening and should be: …” As much as possible, be specific in your description, including what is happening, where, how, with whom and why. (It may be helpful at this point to use a variety of research methods.)

Defining complex problems:

If the problem still seems overwhelming, break it down by repeating steps 1-7 until you have descriptions of several related problems.

Verifying your understanding of the problems:

It helps a great deal to verify your problem analysis for conferring with a peer or someone else.

Prioritize the problems:

If you discover that you are looking at several related problems, then prioritize which ones you should address first.

Note the difference between “important” and “urgent” problems. Often, what we consider to be important problems to consider are really just urgent problems. Important problems deserve more attention. For example, if you’re continually answering “urgent” phone calls, then you’ve probably got a more “important” problem and that’s to design a system that screens and prioritizes your phone calls.

Understand your role in the problem:

Your role in the problem can greatly influence how you perceive the role of others. For example, if you’re very stressed out, it’ll probably look like others are, too, or, you may resort too quickly to blaming and reprimanding others. Or, you are feel very guilty about your role in the problem, you may ignore the accountabilities of others.

2. Look at potential causes for the problem

• It’s amazing how much you don’t know about what you don’t know. Therefore, in this phase, it’s critical to get input from other people who notice the problem and who are affected by it.
• It’s often useful to collect input from other individuals one at a time (at least at first). Otherwise, people tend to be inhibited about offering their impressions of the real causes of problems.
• Write down your opinions and what you’ve heard from others.
• Regarding what you think might be performance problems associated with an employee, it’s often useful to seek advice from a peer or your supervisor in order to verify your impression of the problem.
• Write down a description of the cause of the problem in terms of what is happening, where, when, how, with whom, and why.

3. Identify alternatives for approaches to resolve the problem

At this point, it’s useful to keep others involved (unless you’re facing a personal and/or employee performance problem). Brainstorm for solutions to the problem. Very simply put, brainstorming is collecting as many ideas as possible, and then screening them to find the best idea. It’s critical when collecting the ideas to not pass any judgment on the ideas — just write them down as you hear them. (A wonderful set of skills used to identify the underlying cause of issues is Systems Thinking.)

4. Select an approach to resolve the problem

• When selecting the best approach, consider:
• Which approach is the most likely to solve the problem for the long term?
• Which approach is the most realistic to accomplish for now? Do you have the resources? Are they affordable? Do you have enough time to implement the approach?
• What is the extent of risk associated with each alternative?

(The nature of this step, in particular, in the problem solving process is why problem solving and decision making are highly integrated.)

5. Plan the implementation of the best alternative (this is your action plan)

• Carefully consider “What will the situation look like when the problem is solved?”
• What steps should be taken to implement the best alternative to solving the problem? What systems or processes should be changed in your organization, for example, a new policy or procedure? Don’t resort to solutions where someone is “just going to try harder”.
• How will you know if the steps are being followed or not? (these are your indicators of the success of your plan)
• What resources will you need in terms of people, money, and facilities?
• How much time will you need to implement the solution? Write a schedule that includes the start and stop times, and when you expect to see certain indicators of success.
• Who will primarily be responsible for ensuring the implementation of the plan?
• Write down the answers to the above questions and consider this as your action plan.
• Communicate the plan to those who will involved in implementing it and, at least, to your immediate supervisor.

(An important aspect of this step in the problem-solving process is continual observation and feedback.)

6. Monitor implementation of the plan

Monitor the indicators of success:

• Are you seeing what you would expect from the indicators?
• Will the plan be done according to schedule?
• If the plan is not being followed as expected, then consider: Was the plan realistic? Are there sufficient resources to accomplish the plan on schedule? Should more priority be placed on various aspects of the plan? Should the plan be changed?

7. Verify if the problem has been resolved or not

One of the best ways to verify if a problem has been solved or not is to resume normal operations in the organization. Still, you should consider:

• What changes should be made to avoid this type of problem in the future? Consider changes to policies and procedures, training, etc.
• Lastly, consider “What did you learn from this problem-solving?” Consider new knowledge, understanding, and/or skills.
• Consider writing a brief memo that highlights the success of the problem-solving effort, and what you learned as a result. Share it with your supervisor, peers and subordinates.

Rational Versus Organic Approach to Problem Solving

A person with this preference often prefers using a comprehensive and logical approach similar to the guidelines in the above section. For example, the rational approach, described below, is often used when addressing large, complex matters in strategic planning.

• Define the problem.
• Examine all potential causes for the problem.
• Identify all alternatives to resolve the problem.
• Carefully select an alternative.
• Develop an orderly implementation plan to implement the best alternative.
• Carefully monitor the implementation of the plan.
• Verify if the problem has been resolved or not.

A major advantage of this approach is that it gives a strong sense of order in an otherwise chaotic situation and provides a common frame of reference from which people can communicate in the situation. A major disadvantage of this approach is that it can take a long time to finish. Some people might argue, too, that the world is much too chaotic for the rational approach to be useful.

Some people assert that the dynamics of organizations and people are not nearly so mechanistic as to be improved by solving one problem after another. Often, the quality of an organization or life comes from how one handles being “on the road” itself, rather than the “arriving at the destination.” The quality comes from the ongoing process of trying, rather than from having fixed a lot of problems. For many people, it is an approach to organizational consulting. The following quote is often used when explaining the organic (or holistic) approach to problem solving.

“All the greatest and most important problems in life are fundamentally insoluble … They can never be solved, but only outgrown. This “outgrowing” proves that further investigation to require a new level of consciousness. Some higher or wider interest appeared on the horizon and through this broadening of outlook, the insoluble lost its urgency. It was not solved logically in its own terms, but faded when confronted with a new and stronger life urge.” From Jung, Carl, Psychological Types (Pantheon Books, 1923)

A major advantage of the organic approach is that it is highly adaptable to understanding and explaining the chaotic changes that occur in projects and everyday life. It also suits the nature of people who shun linear and mechanistic approaches to projects. The major disadvantage is that the approach often provides no clear frame of reference around which people can communicate, feel comfortable and measure progress toward solutions to problems.

Additional Guidelines for Problem-Solving and Decision Making

Recommended articles.

• Ten Tips for Beefing Up Your Problem-Solving Tool Box
• Problem Solving Techniques (extensive overview of various approaches)
• Key Questions to Ask Before Selecting a Solution to a Business Problem

Additional Articles

• Problem-solving and Decision-Making:
• Top 5 Tips to Improve Concentration
• Problem Solving and Decision Making – 12 Great Tips!
• Powerful Problem Solving
• Creative Problem-Solving
• Leadership Styles and Problem Solving (focus on creativity)
• Forget About Causes, Focus on Solutions
• Ten Tips for Beefing Up Your Problem-Solving ToolBox
• Coaching Tip: Four-Question Method for Proactive Problem Solving
• Coaching Tip — How to Bust Paralysis by Analysis
• Appreciative Inquiry
• Powerful Problem-Solving
• Problem-Solving Techniques
• Guidelines for Selecting An Appropriate Problem-Solving Approach
• Factors to Consider in Figuring Out What to Do About A Problem
• A Case for Reengineering the Problem-Solving Process (Somewhat Advanced)
• Courseware on Problemistics (The art & craft of problem dealing)
• Adapt your leadership style
• Organic Approach to Problem Solving
• Make Good Decisions, Avoid Bad Consequences
• Priority Management: Are You Doing the Right Things?

General Guidelines for Decision Making

• Decision-Making Tips
• How We Sometimes Fool Ourselves When Making Decisions (Traps We Can Fall Into)
• More of the Most Common Decision-Making Mistakes (more traps we can fall into)
• When Your Organization’s Decisions Are in the Hands of Devils
• Flawed Decision-making is Dangerous
• Five Tips for Making Better Decisions
• Study Says People Make Better Decisions With a Full Bladder
• What Everyone Should Know About Decision Making

Various Tools and Methods for Problem Solving and Decision Making

(Many people would agree that the following methods and tools are also for decision-making.)

• Cost Benefit Analysis (for deciding based on costs)
• De Bono Hats (for looking at a situation from many perspectives
• Delphi Decision Making (to collect the views of experts and distill expert-based solutions)
• Dialectic Decision Making (rigorous action planning via examining opposite points of view) Fishbone Diagram —
• 5 Steps to build Fishbone Diagram
• Fishbowls (for groups to learn by watching modeled behaviors)
• Grid Analysis (for choosing among many choices)
• Pareto Principle (for finding the options that will make the most difference — (20/80 rule”)
• For solving seemingly unsolvable contradictions
• Rational Decision Making
• SWOT Analysis (to analyze strengths, weaknesses, opportunities, and threats)
• Work Breakdown Structure (for organizing and relating many details)

General Resources for Problem Solving and Decision Making

• The Ultimate Problem-Solving Process Guide: 31 Steps and Resources
• list of various tools
• long list of tools
• Decision Making Tools
• Decision Making
• Group Decision Making and Problem Solving
• Inquiry and Reflection
• Mental Models (scan down to “Mental Models”)
• Questioning
• Research Methods
• Systems Thinking

Learn More in the Library’s Blogs Related to Problem Solving and Decision Making

In addition to the articles on this current page, also see the following blogs that have posts related to this topic. Scan down the blog’s page to see various posts. Also, see the section “Recent Blog Posts” in the sidebar of the blog or click on “Next” near the bottom of a post in the blog. The blog also links to numerous free related resources.

• Library’s Career Management Blog
• Library’s Coaching Blog
• Library’s Human Resources Blog
• Library’s Spirituality Blog

For the Category of Innovation:

To round out your knowledge of this Library topic, you may want to review some related topics, available from the link below. Each of the related topics includes free, online resources.

Also, scan the Recommended Books listed below. They have been selected for their relevance and highly practical nature.

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ITSM for high-velocity teams

Problem management roles and responsibilities.

Problem management is about more than just finding and fixing incidents. Real problem management lies in identifying and understanding the underlying causes of an incident as well as identifying the best method to eliminate that root cause. 

That’s why effective problem management efforts consist of teams operating under clear roles and responsibilities. Team members understand what the roles are, what each person is responsible for, and who is in each role during a problem investigation.

Here are a few of the most common problem management roles. It’s important to understand that not every team will operate with every role on this list. And these aren’t necessarily permanent roles. Instead, think of them as designations for a team that comes together to work on a particular problem.

Problem manager

The problem owner manages the overall process for a specific problem. They coordinate and direct all facets of the problem management effort, including bringing the right teams, tools, and information together. The problem manager may also delegate subtasks to other team members as they see fit.

Also called : Problem owner, Major Incident Manager

Process owner

The process owner is responsible for the overall health and success of the team’s problem management process. They oversee evolution and development of the process, as well as team member training and onboarding.

Also called : Process manager, process coordinator

Service owner

The service owner is responsible for defining ongoing operations and health of the service. This can include measuring and reporting on the value of changes, enhancements, planned downtime, training, documentation, and more.

Also called : Service leader, product manager

Service desk agent

Front-line support for your service desk . The service desk agent is often the first to notice and report an incident or problem. The agent is often also the first person to notice that several unique incidents all relate to a greater problem.

Also called : Agent, Service agent, Support Agent, Help desk agent, Service desk analyst

An individual familiar with the impacted service experiencing a problem or incident. Often a developer or engineer, the tech lead can dive into recent code changes to see what root causes may be contributing to the problem.

Also called : Technical lead, subject matter expert, on-call engineer, developer, software developer, Site Reliability Engineer (SRE)

Stakeholders

Stakeholders can be whoever needs high-level info on the problem but isn’t directly involved in the problem management process. This can be anyone from adjacent teams, to customers, and organizational leaders.

Also called : Customers, executive teams, vendors, end users, business teams

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7 Steps for Effective Problem Management in IT

Information technology (IT) is a broad field that encompasses anything related to computer technology. That can include networking, hardware, software, the internet and the people that work with these things. Teams that work in IT are there to support these technologies and the people who use them. However, teams that work in IT management are not waiting around for systems to go down before they respond.

IT project management teams are tasked with preventing problems from occurring—and certainly from regularly occurring. This is called problem management, which has been detailed into best practices within the services management framework ITIL, or the information technology infrastructure library.

What Is Problem Management?

Problem management is the methodology related to responding to IT problems, especially those that are recurring, to make sure that they are resolved and don’t return.

This involves the quick detection of an issue and then providing a viable solution, or at least some workaround to reduce the impact on the organization and stop the problem from reappearing.

ITIL & Problem Management

One of the aspects of problem management is pinpointing the issue in the IT infrastructure that is the root cause of the problem, which is where the ITIL comes in. ITIL was first started in 2000 and is presently the most popular IT service management framework for best practices. It is used as a protocol when aligning IT services with business needs.

ITIL follows a process that starts with identifying the problem, which has caused one or more incidents but is not known why at the time. This becomes defined as an error when it’s identified as a design flaw or malfunction. It becomes a known error as a root cause if found and a workaround is documented. The root cause is the underlying reason for the incident.

Types of Problem Management & Related Processes

Problem management can be broken down into two distinct groups. There is reactive problem management, which is reacting to a problem when it occurs. The other is proactive problem management. This is the act of identifying and solving an issue before it results in an incident or problem in the IT system.

Problem management falls under the larger umbrella of ITIL processes. ITIL service operation processes include problem management, incident management, request fulfillment, event management and access management.

Incident Management vs. Problem Management

“Incident” and “problem” might seem like similar words, but in the realm of problem management, they have different meanings. According to ITIL, an incident refers to “an unplanned interruption to a service, or the failure of a component of a service that hasn’t yet impacted service.”

A problem, on the other hand, is made up of more than one related incident, or those that have common issues. Therefore, a problem is more severe than an incident. It requires more follow-up. A problem is not an incident, but an incident can create a problem if it’s recurring.

Managing an incident means fixing it and restoring the system as fast as possible. A problem is resolved by discovering its root cause to make sure that new incidents don’t occur.

Therefore, incident management is getting the system back in order quickly. Problem management is working to find and resolve the underlying cause of the error that has resulted in several incidents.

Problem Management Team

There are roles and responsibilities in problem management to make sure that the process, which is outlined below, is carried out properly. There is a problem manager, who is the owner of the problem management process and is a liaison for all team members, manages the known error database, closes problems and coordinates review.

The problem-solving team can be an internal technical support team or a group of external suppliers or vendors. Sometimes, if the problem demands special attention, the problem manager will assemble a special team , with the expertise needed to solve the problem, dedicated to that specific problem and its resolution.

The Problem Management Process

Now that we know what problem management is, how does it work as a successful process? First of all, it’s not just about problem-solving. At the highest level, yes, problem management resolves problems. But it’s more about the entire life cycle of that problem.

The process for problem management then is a structured way to manage problems in IT projects after they are first reported by users or service desk technicians. The problem management process can be broken down into these seven steps.

1. Detection

To resolve a problem, first, you have to identify it. This can be done in several ways. One is that there’s a problem that is reported or one that has undergone an ongoing analysis. There are also event management tools that can automatically detect a problem, or you might get a notification from a supplier.

A problem can be defined as when the cause of the problem report remains uncertain. For example, an incident can occur and get resolved but then reoccur. The underlying cause for this recurrence is unclear. Sometimes a problem is a known problem, one that has occurred before and is part of an existing record.

In the last example, when a problem is already recorded once and has happened again, this historical data is known because it had been logged. This is a crucial step in any problem management life cycle process. The log must have all pertinent details, such as the date and time of the problem, any user information, equipment details and a description.

Once the problem has been logged, then it must be categorized to better assign and monitor, as well as given a priority. This helps to determine how important the problem is and when it should be addressed by the team.

3. Diagnosis

Once the problem is identified and logged, then comes the search for its root cause. This can be done by investigating the known error database to find other problems that match the one you’re trying to diagnose and see if there are any recorded resolutions.

4. Workaround

If it’s possible to temporarily fix the problem with a workaround, then this might be the best and fastest course of action. It is not a permanent change and should not be used in exchange for resolving the issue, but it can set the technological ship back on course and reduce downtime and disruption until a permanent change resolution is available. Just be careful not to accrue too much technical debt .

5. Known Error Record

After you’ve identified, logged and diagnosed the problem, it’s important to collect that information in a known error record. This is where you can go back and look up problems when others arise in your IT and see if it’s one you’ve already handled.

This makes resolving the problems faster and easier, resulting in less downtime and disruption.

6. Resolution

When you have a resolution for the problem, implement it with standard change procedure and test the resolution to make sure it in fact is working. Sometimes this process is carried out through a request for change document, which then must be approved before being implemented.

Once resolved and tested, the problem can be closed. The final bit of paperwork is usually completed by the service desk technician, who makes sure that the details are accurate for future reference.

Why Is Problem Management Important?

Successful problem management results in less downtime and fewer disruptions in the business. It also improves service availability and quality. Problem management helps companies to reduce the time they spend having to resolve problems and also the number of problems that occur.

This all leads to an increase in productivity and reduces costs. The final step in the problem management journey is that it leads to improved customer satisfaction.

Technology is changing all the time, faster and faster with each passing quarter, and problem management is one way to mitigate the chaos often associated with these changes. Problem management keeps services running and increases quality.

ProjectManager Helps Problem Management

Problems need solutions and solutions come from people with the right tools. ProjectManager is an online project management software that organizes projects, including when those projects are dealing with IT problems.

Log Problems & Build Projects

When a problem has been identified by the help desk or a user, it becomes more than just an IT problem. It is now a project to resolve it. One way ProjectManager helps is by structuring its resolution in a kanban board .

By logging the identified problem in ProjectManager you can now archive the work to resolve it. This now becomes a piece of historical data to reference if and when the problem shows up again. Once the problem has been diagnosed, it can go on a kanban card and move through the kanban as it is being worked on and completed. Adding tabs can list them as bugs, so they’re easy to find. You can even prioritize them.

Track Progress

Managers are going to want to progress reports. Kanban boards are transparent, so they can see the work getting done, but for more details project reports are fast and thorough. The real-time dashboard can even give managers a high-level overview.

Next time your IT department is struggling with resolving a problem, give them ProjectManager. It has the tools IT professionals want.

ProjectManager is a cloud-based project management software that can be used as a problem management tool. Our software can collect and categorize your problem as a project, so the problem management process can be controlled. You can track the resolution of your problem in real time, assign team members to resolve the problem and give them a platform to collaborate and work more effectively. Solve your problems by trying ProjectManager free with this 30-day trial offer.

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31 examples of problem solving performance review phrases

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You're doing great

You should think of improving

Tips to improve

Use these practical examples of phrases, sample comments, and templates for your performance review , 360-degree feedback survey, or manager appraisal.

The following examples not only relate to problem-solving but also conflict management , effective solutions, selecting the best alternatives, decision making , problem identification, analyzing effectively, and generally becoming an effective problem-solving strategist. Start using effective performance review questions to help better guide your workforce's development. 

Problem solving appraisal comments: you're doing great

• You always maintain an effective dialogue with clients when they have technical problems. Being clear and articulate makes sure our customers' faults are attended to promptly.
• You constantly make sure to look beyond the obvious you never stop at the first answer. You’re really good at exploring alternatives. Well done!
• Keeping the supervisors and managers informed of status changes and requests is important. You’re really good at communicating the changes to the projects at all times. Keep it up!
• You stay cool and collected even when things aren’t going according to plan or up in the air. This is a great trait to possess. Well done!
• You’re excellent at giving an honest and logical analysis. Keep it up! Effectively diagnosing complex problems and reaching sustainable solutions is one of your strong points.
• Your ability to ability to make complex systems into simple ones is truly a unique skill to possess. Well done!
• You often identify practical solutions to every roadblock. You’re a real asset to the team! Great job.
• You always listen actively and attentively to make sure you understand what the exact problem is and you come up with solutions in an effective manner.
• You have an amazing ability to clearly explain options and solutions effectively and efficiently. Well done!
• When driving projects, you can shift to other areas comfortably and easily. making sure the project runs smoothly. Great job!

Problem solving performance review phrases: you should think of improving

• You always seem too overwhelmed when faced with multiple problems. Try to think of ways to make problems more manageable so that they can be solved in a timely and effective manner.
• Avoiding conflicts constantly with people is not a good idea as you will only build up personal frustration and nothing will be done to remedy the situation. Try to face people when there are problems and rectify problems when they occur.
• Don’t allow demanding customers to rattle your cage too much. If they become too demanding, take a step back, regulate your emotions , and try to make use of online support tools to help you rectify problems these tools can help a lot!
• It’s necessary that you learn from your past mistakes . You cannot keep making the same mistakes , as this is not beneficial to the company.
• You tend to ask the same questions over and over again. Try to listen more attentively or take notes when colleagues are answering!
• Providing multiple solutions in an indirect and creative approach will allow you to be more effective at problem-solving . if you struggle with this typically through viewing the problem in a new and unusual light.
• You fail to provide staff with the appropriate amount of structure and direction. They must know the direction you wish them to go in to achieve their goals .
• You need to be able to recognize repetitive trends to solve problems promptly.
• You tend to have problems troubleshooting even the most basic of questions. As a problem solver and customer support person, it’s imperative that you can answer these questions easily.
• Read through your training manual and make sure you fully understand it before attempting questions again.

Performance review tips to improve problem solving

• Try to complain less about problems and come up with solutions to the problems more often. Complaining is not beneficial to progression and innovation.
• As a problem solver, it’s important to be able to handle multiple priorities under short deadlines.
• You need to be able to effectively distinguish between the cause and the symptoms of problems to solve them in an efficient and timely manner.
• Try to anticipate problems in advance before they become major roadblocks down the road.
• Try to view obstacles as opportunities to learn and thrive at the challenge of solving the problem.
• Remember to prioritize problems according to their degree of urgency. It's important that you spend the majority of your time on urgent tasks over menial ones.
• When putting plans into place, stick to them and make sure they are completed.
• When solving problems, try to allocate appropriate levels of resources when undertaking new projects. It is important to become as efficient and as effective as possible.
• Try to learn to pace yourself when solving problems to avoid burnout . You’re a great asset to the team and we cannot afford to lose at this point.
• Meeting regularly with your staff to review results is vital to the problem-solving process.
• Staff that has regular check-ins understand what it is that is required of them, what they are currently achieving, and areas they may need to improve. Try to hold one-on-one meetings every week.

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Madeline Miles

Madeline is a writer, communicator, and storyteller who is passionate about using words to help drive positive change. She holds a bachelor's in English Creative Writing and Communication Studies and lives in Denver, Colorado. In her spare time, she's usually somewhere outside (preferably in the mountains) — and enjoys poetry and fiction.

How a performance review template improves the feedback process

25 performance review questions (and how to use them), agile performance management: how to improve an agile team, 53 performance review examples to boost growth, 5 tactics for managing managers effectively — and why it matters, how stanford executive education embraces vulnerability as a form of resilience, managers have a strong effect on team performance, for better or worse, awakening human potential: developing people and driving performance in the new world of work, uk leaders develop future-minded skills with betterup, 10 problem-solving strategies to turn challenges on their head, teamwork skills self-appraisal comments: 40 example phrases, your complete guide to self-assessments (with examples), 30 communication feedback examples, 30 customer service review examples to develop your team, 15 tips for your end-of-year reviews, 37 innovation and creativity appraisal comments, 8 creative solutions to your most challenging problems, stay connected with betterup, get our newsletter, event invites, plus product insights and research..

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Published: 10 April 2024 Contributor: Camilo Quiroz-Vázquez

Problem management is the process of identifying, managing and finding solutions for the root causes of incidents on an IT service. Problem management is a critical aspect of IT service management (ITSM).

The problem management process is both proactive and reactive and improves an IT team’s ability to find the root cause of issues while offering continuous service delivery to users. Crucially, problem management goes beyond identifying issues and delivering a quick fix; successful problem management operates on a comprehensive understanding of all underlying factors that contribute to incidents and solutions that address the root cause.

IT operations  (ITOps) involves managing a complex system of interdependent applications, software, hardware, IT infrastructure and other technologies. Ideally, incidents and problems would not occur in the first place, but when they do, it is necessary to solve issues and identify known errors before they cascade into larger ones. Service disruptions prevent organizations from providing continual service improvements and can cause serious reputational and financial issues.

Proactive problem management helps enterprises stop problems before they occur and reduce downtime.  IT automation solutions help manage the impact of incidents by automating incident detection and the workflows that lead to resolution. IT issues can include long load times, inefficient or broken code, or database queries that fetch unnecessary data. Proactively addressing problems leads to reduced costs and improved customer satisfaction.

Effective problem management requires observability into IT systems and rigorous categorization of problems and incidents. By classifying instances that might lead to major incidents, organizations can address issues likely to have the largest business impact. Problem management strategies address incidents across an organization’s tech stack and compel organizations to explore better ways to address incidents across operations.

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Problem management requires a well-thought-out approach to ensure that teams are allocating resources as efficiently as possible. Problem management teams and other stakeholders use several levers to address problems effectively and efficiently. These levers help teams identify the root cause of the problem and create solutions that can stop the problem from recurring.

Most problem management approaches follow a similar pattern of assessment, logging, analysis and solution.

IT professionals identify recurring incidents that are classified as problems, often by using automation . Automated systems help find anomalies by sifting through large data sets and identifying data points that might be out of the ordinary.

Anomalous data can lead IT team members to the potential causes of incidents. Incident reports and automated notifications are sent to the service desk, which can identify whether the incident is new or if a team has identified and resolved it in the past.

Teams or automated systems identify and categorize incidents as problem records or as unrelated issues likely to occur again. This categorization helps an organization determine whether it can solve a problem immediately or if the problem requires deeper analysis.

Problem management teams log problems, often by using self-service platforms, and create problem records. Problem records consist of comprehensive accounting for the problem, including any related incidents, where and how the problem occurred, the root cause analysis and the solution. This logging system creates a known error record and enters it into the known error database (KEDB). Enterprises should connect their problem-management and knowledge management approaches. Knowledge management creates a library of solutions for known problems.

Organizations study the underlying issues behind identified problems and develop roadmaps leading to long-term solutions. Understanding the root cause allows organizations to prevent the problem from repeating, reducing the long-term impact.

When an IT team understands the problem and its root cause, it can address the problem (also known as problem control) and find a resolution. This can involve a quick or protracted response depending on the severity or complexity of the problem. Quick resolutions are made by finding workarounds that shorten downtimes while IT teams find the root cause.

Problem management can also use templates, such as ones focused on escalation information and problem reviews, to minimize human resources previously dedicated to key problem management tasks.

Error control is another facet of problem control. Error control focuses on finding resolutions to known errors with the goal of removing them from the known error database (KEDB).

The goal of problem management is to minimize downtime, increase efficiency and improve service delivery. Some of the more impactful benefits of problem management include:

Identifying the underlying cause of incidents is an important part of  cyberrisk management . Organizations that merely patch or resolve individual incidents without exploring their root cause might be overlooking significant security issues. Problem management teams can work in coordination with security professionals to understand which incidents and problems result from malicious actors or security flaws, both of which can create major problems for an organization.

Customer retention relies on the consistent delivery of quality services. Sustained downtime and the inability to access applications or websites can drive customers elsewhere. By prioritizing problem identification and problem resolution, organizations can minimize downtime and increase customer satisfaction.

Organizations that prioritize knowledge management, the process of identifying, organizing, storing and disseminating information in a knowledge base, as part of their problem management approach have a better chance of avoiding repeat incidents. By capturing this information in a problem record, organizations can create known error databases so they can avoid future incidents and create permanent solutions.

Implementing problem management strategies helps maintain the efficiency of IT departments and improve employee experience . Problem management prevents employees from having to repeatedly fix and maintain the same issues, allowing them to boost productivity on higher value work.

Problem management and incident management are closely related processes. IT departments perform both functions with the goal of providing continuous service and eradicating issues. The main difference between these two functions lies in the technical definitions of “incident” and “problem.”

•   An incident is a singular event that causes a disruption and hinders a system’s ability to deliver a specific service. 
• Problems are the root cause of that incident. A problem can consist of a single incident or multiple concurring incidents.

The incident management process has its roots in the IT service desk , which provides a single point of contact between IT operations and users, and handles the entire lifecycle of IT service delivery. Incident resolution happens reactively and involves quickly resolving incidents before they disrupt service. Problem management is concerned with finding the underlying cause of each incident and offering a permanent solution to the cause of the problem. IT teams set standards for problem analysis, allowing them to trace the root cause of incidents. The most effective problem management strategies are proactive and can identify the potential cause of a problem before it occurs. 

Efficient problem management strategies involve an emphasis on knowledge management. Knowledge management strategies use organizational experience to resolve issues more quickly or avoid them entirely. Robust documentation of solutions, protocols and common workarounds is a key aspect of knowledge management. IT departments store documentation in a centralized location and ensure that documentation is easily accessible across teams. Knowledge management repositories help IT teams focus on more complex work and the optimization of existing services. They are also an important tool for proactive problem management.

A problem management team can either engage in reactive or proactive problem management, depending on what incidents they observe and what historical data they have. Reactive problem management is concerned with identifying the problem when it occurs and solving it as quickly as possible. The problem must first occur before organizations can apply reactive problem management.

Proactive problem management involves more investigative work on why a problem is occurring and creating a solution to prevent it from happening again. The more proactive an enterprise can be, the more likely it is to avoid large issues, security threats and service interruptions.

The Information Technology Infrastructure Library (ITIL) is a repository of best practices for optimizing IT operations and improving service level functions. The ITIL is an integral part of the configuration management database (CMDB), which is the centralized authority for every component needed to provide and manage IT services. IT teams use the ITIL when implementing IT service management (ITSM).

ITSM is how an organization ensures its IT services work in the way that its users and business need them to work. ITSM strategy aims to enable and maintain optimal deployment, operation and management of IT resources. Problem management is a core component of ITSM. ITIL is the most widely adopted guidance framework for implementing and documenting ITSM.

ITIL problem management uses ITIL processes to minimize the foundational work that addressing any one problem requires. Many problems that organizations face, such as server outages and cybersecurity issues, have happened before to other organizations. Often, standardized responses exist. Therefore, ITSM approaches often incorporate ITIL to minimize the new work needed to solve IT problems. ITSM also encompasses the process of change management.

Change management is the process of managing and implementing organizational change. Change management can occur throughout migrations, digital transformations or organizational mergers. DevOps teams use ITIL to guide them through these changes and measure KPIs and metrics related to the successful implementation of changes to IT systems. Ideally the change management process should be seamless. When it isn’t, problem management strategies can help smooth the transition.

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Incidents are errors or complications in IT service. Those that point to underlying or more complicated issues that require more comprehensive addressing are called problems.

IT operations and AIOps oversee and automate the management, delivery and support of IT services throughout an organization.

ITSM is how an organization ensures its IT services work the way users and the business need them to work.

Automate IT operations tasks, accelerate software delivery, and minimize IT risk with site reliability engineering.

IBM Instana provides real-time observability that everyone and anyone can use. It delivers quick time-to-value while verifying that your observability strategy can keep up with the dynamic complexity of current and future environments. From mobile to mainframe, Instana supports over 250 technologies and growing. 

Problem-solving skills: Unlocking your creative potential

The Cheesecake Factory’s behemoth of a menu reaches over 20 pages in length. While its exhaustive page count makes for abundant time-killing during awkward dinners, it also introduces many questions you never expected to answer. French or Italian? Brunch or light lunch? Breakfast or dinner? Appetizers or desserts?

Picking food from The Cheesecake Factory menu is a lot like problem-solving in the workplace—there’s a lot of unnecessary information to sift through in the decision-making process. Picking what to work on is sometimes more complicated than doing the work itself.

If you want to make your efforts as productive as possible, problem-solving is essential to assessing your situation and plotting a path forward.

Whether dealing with frustrated customers, meeting tight deadlines, or smoothing out weird team dynamics, good problem-solving clears the fog of decision paralysis to get you moving. There may not be a clear answer—that’s okay. It’s better to work on something and course-correct as you go than to panic and do nothing.

Good problem-solving skills help with:

• Prioritizing different tasks
• Managing time by breaking projects down into manageable steps
• Identifying a problem’s root cause and inventing a potential solution
• Communicating effectively
• Preparing for and preventing problems down the road

It’s not an exaggeration to say that decisive, dedicated problem-solving is key to a purposeful life. In this blog, we’ll discuss what problem-solving skills look like in action and how to develop them.

The importance of problem-solving skills in the workplace

Problem-solving is an essential soft skill for every professional. In addition to its practical usefulness, the ability to solve problems can also cultivate an environment of sincerity and honesty among coworkers. Challenges are taken seriously, and there are no stupid questions.

At work, effective problem-solving can look like:

• Figuring out why sales are down
• Simplifying expensive steps during production
• Resolving a conflict between coworkers

It’s not always easy to identify a problem. Because of their fresh, intentional approach, new hires often spot workflow breakdowns better than veterans. So, to get better at problem-solving, practice being observant like new hires. Be especially observant of what you’re unfamiliar with, and try to draw connections between outcomes and the steps leading up to them.

The role of problem-solving in innovation and success

Fixing things that go wrong is just one part of problem-solving. By tackling problems, you may stumble upon innovative new ideas.

For example, Netflix solved the problem of going to the video store by mailing DVDs to customers (and later streaming movies online). 3M created Post-Its by repurposing a glue formula that was too weak for typical applications. Fender made the modern bass guitar by adding frets for new players wanting to learn music faster.

These industry-changing products started as simple solutions to problems, but creative problem-solving has turned them into entirely new products and services.

Becoming a better problem solver opens the door to possibilities such as:

• Developing new products or alternative solutions for meeting customer needs
• Streamlining operations to do more with less
• Creating better team dynamics that boost morale

Using your imagination is rewarding, especially if it directly impacts something you’re struggling with. Learning to be more creative can improve the problem-solving process.

Developing creativity in problem-solving

You know how when you can’t remember something, the answer comes to mind when you ask someone else? A lesson to be learned here is that relaxing the right/wrong binary is crucial to being a good problem solver.

Creativity (a considerable part of problem-solving) works best when the mind is fit and relaxed, and finding that mental state takes practice.

You can practice getting into that space using the following exercises:

• Word association : Pick a random word and quickly write down any words or ideas. Don’t overthink it; write as much as you can.
• Reverse thinking : Take a problem or goal and map out how to achieve the opposite of your desired solution. Use these ideas to inspire creative solutions.
• Thirty circles exercise : Draw 30 circles on a sheet of paper. In 5 minutes, turn as many circles as possible into something recognizable (e.g., a clock, a smiley face). The harder it is to develop more ideas, the more enjoyable your ideas become.
• Story starters : Pick two unrelated words and create a short story or scenario connecting them. This forces your brain to relate disparate ideas creatively.
• Doodling : Spend 5 minutes doodling whatever comes to mind. Don’t take your pen off the paper; see what new ideas come to mind.
• Five whys : Take a problem or idea and ask “Why?” five times. This can help you dig deeper into issues and uncover insights that lead to creative solutions.

Notice how these exercises use improvisation and imagination to create many options, which aren’t very helpful for solving problems. The point is to get better at pointing your mind at a task and letting it run wild.

The more ideas you can create, the better your chances of landing on the best solution. The wilder your ideas, the more innovation potential.

The SCAMPER technique

One problem-solving technique is the SCAMPER method. SCAMPER is an acronym that prompts specific thinking about an issue and forces creative problem-solving.

Let’s pretend there’s a stack of loose paper we want to keep from being separated. Here’s what a SCAMPER approach would look like (quoting ideas from YouTuber Adriana Girdler ):

• Substitute : Because paper clips may let some paper slip out, substitute a staple for the paper clip.
• Combine : Combine the strength of a staple with the ease of a paper clip. How about a bullnose clip that firmly clamps down on the stack of paper?
• Adapt : The paper clip is slippery. Coat it with rubber so that it sticks to paper while still being easy to use.
• Modify : Big stacks of paper are complicated for our paper clip, so use a larger paper clip, such as a butterfly clip, with more surface area.
• Put to another use : Paper clips can be used for things other than paper, such as lockpicks, toothpicks, and pokers.
• Eliminate : Do you even need a paper clip? Maybe not, like with this stapleless stapler , which doesn’t need metal.
• Reverse : While Adriana didn’t have an example of how to reverse-use a paper clip, one commenter suggested using combined perforated sheets to avoid the problem of loose paper altogether.

Will the SCAMPER technique always yield great new ideas? Maybe not, but it’s a step-by-step approach to help you think outside the box.

Types of problem-solving skills

Brains come in all shapes and sizes, as do problem-solving skills. The best teams use different approaches by fostering collaboration so that each team member has a chance to contribute their ideas.

Not everyone will have the same skill level or experience in problem-solving. Managers should expect to cultivate these skills through exposure to the brainstorming process.

Here are some different types of problem-solving abilities:

Analytical skills

Analyzing means breaking complex problems down into smaller, more manageable parts. For example, an analytical person might approach a failed marketing campaign by examining demographics, timeliness, and relatability data. They try to develop a big picture of which components comprise the whole and work their way down into more specific details.

Critical thinking

The movie The Matrix can be interpreted in many ways. Some see it as a story about breaking free from society’s limitations, while others see it as a literal tale about robots controlling humanity. Both are valid interpretations, and critical thinkers know how to value and consider different perspectives when finding solutions.

Creative thinking

While critical and analytical thinking involves inputs, creative thinking is more output-driven. Creative thinkers develop many solutions—some better than others—to offer a starting point for deciding whether to proceed. They may not always have the winning idea, but their thinking skills can steer things in the right direction.

Decision-making

Only some people know how to be decisive. Some people are better at presenting and critiquing ideas than selecting the right ones to pursue, so it’s good to have decision-makers on a team. Just make sure they don’t take over the creative process.

Communication skills

Some people intuitively understand what others are trying to say. These people are great at jobs like customer service because they quickly sympathize and make progress toward a solution. They also know how to adjust their words to suit different audiences.

Research skills

Finding the correct data is a profoundly underrated and essential skill. Many questions already have answers, but locating them can be a challenge. Researchers have the technical skills to sift through information and find relevant, reliable data.

Adaptability

Just because you found an answer doesn’t mean it’s right. No one loves being wrong, but being able to change course quickly makes it productive and helpful. You will abandon many, many good ideas throughout your career.

Applying problem-solving skills in different situations

A lot of problem-solving is just recognizing and acknowledging the nature of a situation. For example, if you have an unhappy customer, the fastest way to reach a lasting solution is to listen carefully and empathize with what’s happening. Once you recognize the problem, there are many ways to proceed.

Here are three different approaches to problem-solving:

SWOT analysis

You probably already know the SWOT analysis model— Strengths, Weaknesses, Opportunities , and Threats related to a situation. Mapping these out in quadrants can help you focus on what needs help and what doesn’t.

Mind mapping

Some people like to create visual maps of problems and possible solutions. This is called mind mapping, where a single central idea is used as a springboard to identify and connect possible tangents. FreeMind is an open-source mind-mapping app that you can use to see how it works.

Ishikawa diagram

Also known as a fishbone diagram, this helps identify possible causes of a problem by starting at the end and working backward. The problem occupies the diagram’s “head “ while its “ribs “ are the different causes of how the problem happened.

Overcoming challenges in problem-solving

Even skilled problem solvers face challenges. if you’re feeling stumped and don’t know what to do next, here are a few possible places to start looking:.

• Lack of information : Sometimes, you must have all the facts. In this case, plan to gather the information required by getting help from those research-minded cohorts.
• Too many options : Remember The Cheesecake Factory? By determining which information you don’t need, you should have an easier time finding a solution.
• Emotional involvement : If you’re too close to a problem, try to step back and look at it objectively. Or ask for an outside perspective.
• Time pressure : When you’re in a crunch, start with a good enough solution first, then work toward the perfect one.
• Resistance to change : If people resist your solutions, see if your communication skills can help them understand the benefits.
• Complex problems : Unwieldy problems must be broken down into smaller, more manageable parts.
• Limited resources : Get creative about how to use what you have, or look for unconventional resources.

We’re all at different stages of understanding problem-solving strategies. Some know how to get right to the heart of the problem, while others have only just opened The Cheesecake Factory menu.

Keep looking for opportunities to try different approaches and read up on the literature to learn what you need to know. More Resources: Boomerang employees: Is rehiring right for your company? Act your wage: How young workers are responding to stagnant pay Golden handcuffs: Should employers use them on top talent?

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Human-in-the-loop ai: a collaborative teammate in operations and incident management.

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Tina Huang is the founder and CTO of Transposit , a platform that provides collaborative workflow for the digital enterprise.

The potential of artificial intelligence (AI) to displace jobs and reshape our daily routines has spurred widespread concern. Despite this apprehension, a novel perspective is taking root, one that calls for a more nuanced and strategic understanding of AI's role: the "human-in-the-loop" approach.

Rather than perceiving AI as a wholly autonomous force, it's time for those using this technology to envision it as a capable teammate. Just as physical and digital tools have augmented our abilities for generations, AI that is armed with the ability to use reasoning and logic has the potential to assist and guide us in unprecedented ways.

This symbiotic partnership not only empowers us to harness AI's analytical might but also underscores the importance of our uniquely human qualities: creativity, empathy and contextual understanding. As we collaborate with AI, we can unlock new heights of productivity, innovation and problem-solving—ultimately shaping a future that blends the best of human ingenuity and AI.

This perspective holds particular relevance for operations teams and incident management. Rather than replacing human involvement, AI stands to be an ally in these mission-critical domains. Analogous to how automation streamlines repetitive tasks, AI can enhance the problem-solving capacity of operations teams.

Imagine AI rapidly analyzing complex datasets during critical incidents, providing real-time insights that empower humans to make informed decisions swiftly—or a world where teams don’t need to learn or remember to follow arcane and complex processes. AI could intuitively guide teams through each step of any operational process, using context to offer the right suggestions at the right time. Other time-consuming, resource-intensive tasks—like building automation and teaching team members how and when to use it—can also be offloaded onto AI.

When approached strategically, there is great real-world potential for AI to guide teams through incidents and operational tasks, freeing humans to focus on more high-value work.

AI As Your Operations Teammate

AI isn’t intended to be the end-to-end solution that replaces human involvement but rather a collaborative teammate that complements our skills. AI helps accelerate tasks in our daily lives, from complex data analysis to language translation, allowing us to invest our energy into the creative aspects of problem-solving and evaluating net-new scenarios. Calculators enhance our mathematical capabilities; AI can elevate our cognitive prowess.

AI possesses a remarkable capacity for contextual understanding. Its power lies not only in navigating processes but in comprehending the nuances of context itself. Through its inherent reasoning abilities, AI excels at presenting pertinent information precisely when it's needed, offering insightful suggestions and conducting comprehensive analyses of vast datasets.

For operations teams, AI's role as a collaborative teammate can become even more powerful. Envision a scenario where your AI partner seamlessly integrates into your operational workflows, becoming a trusted assistant capable of handling tasks that would typically be time-consuming and labor-intensive for humans.

Your AI teammate could collect and analyze a plethora of logs, condensing them into concise summaries. Moreover, this teammate has an innate ability to grasp the intricate context of your operations, providing you with precisely the metrics, graphs or insights you need, precisely when you need them.

This synergistic relationship between human expertise and AI capabilities can accelerate operational tasks and empower operations teams to make informed decisions swiftly and efficiently.

Human-In-The-Loop AI As A Strategic Approach

It’s important to acknowledge that AI is still in its early days—still known to “hallucinate” or misinterpret commands. Entrusting AI with complete autonomy would be akin to steering a car using voice commands and hoping it understands our intentions correctly. We wouldn’t take the risk. For an operations team, this would be similar to deploying AI-generated automations without human oversight—the risk is too high. By using a human-in-the-loop approach, we harness AI's power while maintaining control and direction.

To ensure that AI is viewed as a teammate in this sense, there are a few key steps to consider. First, it’s critical to foster a culture of collaboration and transparency. This should include open communication channels where human team members can understand the AI's capabilities and limitations. It’s also worth investing in training to upskill employees in AI-related competencies so they feel confident working effectively alongside AI systems. Finally, and perhaps most central to the point of this article, always involve human experts in critical decision-making processes. This ensures that AI is viewed as an augmentative tool rather than a replacement.

I believe that AI and humans will always be more powerful together. We simply have different skills. Humans are innately good at collaboration, problem-solving and using judgment. AI is innately good at analyzing large amounts of data, finding patterns and providing contextual analyses.

Human-in-the-loop AI is not about replacing humans; it's about elevating our capabilities. By embracing AI as a teammate, a thinking tool and a collaborative partner, we can offload mundane tasks and focus on what truly defines us: innovation, creativity and the human touch. While we should tread cautiously through AI's current phases, its potential is immense and already at our fingertips.

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10 Problem Management software in 2024

Organizations face numerous challenges that can disrupt their operations. One of the key solutions to these challenges is  Problem Management software . This software is designed to help IT teams identify, analyze, and resolve the root causes of recurring issues, thereby enhancing service reliability and efficiency. In this article, we will explore the concept of Problem Management, how to choose the right software, and review the top ten Problem Management software options available in 2024. We also would introduce you to InvGate Service Desk , our own solution to improve your processes.

Get ready to dive into a world where IT problems become manageable, and service delivery improves significantly!

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What is Problem Management?

Problem Management  is a critical component of IT Service Management (ITSM) that focuses on identifying and resolving the root causes of incidents. Unlike Incident Management , which deals with immediate disruptions, Problem Management aims to prevent future incidents by addressing underlying issues.

This proactive approach ensures that organizations can maintain consistent service quality and minimize downtime.

The Problem Management process typically involves several key activities:

• Identification: Recognizing recurring issues that affect service quality.
• Investigation and diagnosis: Analyzing the root causes of identified problems.
• Resolution and recovery: Implementing solutions to eliminate the root causes.
• Knowledge Management : Documenting solutions and lessons learned for future reference.

By leveraging  Problem Management software , organizations can streamline these processes, enhance collaboration among IT teams, and improve overall service delivery.

Incident Management vs Problem Management: Definition & Differences

How to choose a problem management software.

Selecting the right  Problem Management software  can significantly impact your organization's efficiency. Here are some essential features to consider:

1. User-friendly interface

A user-friendly interface is crucial for ensuring that all team members can navigate the software effortlessly. Look for solutions with intuitive dashboards and easy-to-use features that require minimal training.

2. Integration capabilities

The ability to integrate with existing IT systems is vital. Ensure the software can connect with other tools, such as incident management and asset management systems, to create a seamless workflow.

3. Automation features

Workflow automation can save time and reduce human error. Look for software that offers automated ticketing, notifications, and reporting to enhance efficiency.

4. Reporting and analytics

Robust reporting and analytics features enable teams to track performance metrics and identify trends. This insight helps in making informed decisions and improving processes over time.

5. Customer support

Reliable customer support is essential for resolving issues quickly. Check for available support channels, such as live chat, email, or phone support.

Proactive Problem Management: Why You Need to Implement it

10 top problem management software.

As we delve into the top Problem Management software options for 2024 , it's essential to recognize the diversity of solutions available. There are software specifically design to address Problem Management.

There are many, like InvGate Service Desk, that are optimized for IT Service Management and Enterprise Service Management (ESM) , and has been built ITIL best practices as a blueprint. This extends to Problem Management (as stated by PinkVerify and PeopleCert ) .  That's why it's included in the list as a great option to consider. 

Each software offers unique features tailored to meet different organizational needs. The following sections will provide an overview of the leading solutions, highlighting their strengths and capabilities.

1. InvGate Service Desk

InvGate Service Desk stands out as a premier  Problem Management software  due to its comprehensive features, user-friendly interface, and a strong focus on enhancing IT service delivery.

This software is designed to alleviate the pressure on busy IT teams, enabling them to solve more inquiries in a shorter period while maintaining high service quality.

With InvGate, organizations can streamline their Problem Management processes , leading to improved efficiency and customer satisfaction. One of the key advantages of InvGate Service Desk is its intuitive ticketing system.

This system allows users to log incidents and problems effortlessly, ensuring that IT teams can track and manage issues effectively.

The platform offers a thread-centered communication model, enabling seamless discussions and real-time updates on ticket status. This feature is particularly beneficial for organizations with large, remote, or decentralized teams, as it fosters collaboration and ensures that everyone is on the same page.

Key features of InvGate Service Desk

• Team-based ticket structure: This unique feature allows organizations to link decision-makers, external suppliers, and business workflows with the service department. By facilitating collaboration, teams can resolve issues faster and more effectively.
• Customizable SLA management : InvGate enables organizations to set specific Service Level Agreements (SLAs) tailored to individual client needs. This flexibility ensures that the right level of service is provided to the right clients, enhancing overall customer satisfaction.
• Knowledge base creation with AI : Users can quickly create a knowledge base from past incidents, allowing teams to document solutions and share them with others. This feature not only helps in resolving future problems more efficiently but also empowers users to find answers independently through self-service options.
• Gamification elements: To boost engagement and motivation among team members, InvGate incorporates gamification features. These elements encourage a competitive spirit and foster a collaborative environment, making problem management a more enjoyable experience for IT staff.
• Quote-based pricing: InvGate offers flexible pricing tailored to each client's needs. This approach allows organizations to choose a package that aligns with their specific requirements, ensuring they only pay for the features they need.

By choosing InvGate Service Desk, organizations can expect a significant improvement in their Problem management processes , leading to enhanced service delivery and increased customer satisfaction. The software's ability to integrate seamlessly with IT Asset Management (ITAM) through its native integration to InvGate Insight further strengthens its position as a leading solution in the market. With InvGate, IT teams can focus on what they do best—solving problems and delivering exceptional service to their users.

8 Steps to Build a Solid Problem Management Process

Invgate service desk for problem management.

So, why choose InvGate Service Desk for Problem Management ? Well, because it can r educe the impact of repeat issues, known errors , and known problems.

It also has PinkVERIFY ITIL-certified problem management capabilities. That's the beauty of it. You don’t have to take our word for it – the global ITSM consultancy and training provider, Pink Elephant , has certified InvGate Service Desk’s Problem Management capabilities as ITIL-aligned.

These are the main things you can do with InvGate Service Desk: 

• Automate Problem Management activities. 
• Tackle potential problems proactively.
• Work with other ITSM capabilities.
• Update problem-linked tickets globally.
• Analyze Problem Management data.

What is Workflow Management? Benefits, Templates, And Automation

2. ServiceNow ITSM

ServiceNow ITSM is a powerful solution that integrates Problem Management with its Incident Management module. This software is designed for organizations looking to enhance their IT service delivery. ServiceNow offers features such as:

• Change Management: Helps manage changes in a controlled manner, reducing the risk of incidents.
• Knowledge Management: Allows teams to document solutions and share knowledge, facilitating quicker resolutions.
• Custom Ticket templates: Tailor ticketing processes to fit organizational needs, ensuring consistency and efficiency.

• Unified agent workspace: Centralizes all customer interactions, making it easier for teams to manage issues.
• AI-Powered content cues: Offers intelligent suggestions for solutions, speeding up the resolution process.
• Collaboration tools: Facilitates communication among team members, ensuring everyone is aligned on problem management efforts.

4. Freshservice

• Incident linking: Connects problem and incident tickets, providing a clear view of related issues.
• Self-service portal: Empowers users to troubleshoot issues independently, reducing the burden on IT teams.
• Analytics and reporting: Offers insights into incident trends, helping organizations identify and address recurring problems.

Creatio provides a flexible platform for managing problems and incidents. Its low-code approach allows organizations to customize workflows easily. Key features include:

• Process automation: Streamlines problem management processes, reducing manual effort.
• Collaboration tools: Enhances teamwork and communication among IT staff.
• Analytics: Provides valuable insights into problem resolution effectiveness, aiding in continuous improvement.

6. Zoho Desk

Zoho Desk is an excellent choice for organizations seeking a cost-effective solution for Problem Management. It offers a range of features designed to enhance service delivery. Key features include:

• Multi-channel support: Enables users to report issues through various channels, increasing accessibility.
• Knowledge base: Centralizes solutions to common problems, allowing users to find answers quickly.
• Performance analytics: Tracks key performance indicators, helping teams improve their problem management processes.

7. BigPanda

BigPanda focuses on incident management and problem resolution through automation and machine learning. Its capabilities are particularly beneficial for large organizations. Key features include:

• Incident correlation: Automatically groups related incidents, making it easier to identify underlying problems.
• AI-powered insights: Provides actionable insights to help IT teams address recurring issues.
• Collaboration tools: Facilitates communication among teams, ensuring a coordinated approach to problem management.

8. Jira Service Management

• Customizable workflows: Allows teams to tailor problem management processes to their specific needs.
• Integration with development tools: Facilitates collaboration between IT and development teams, ensuring quick resolutions.
• Reporting and analytics: Provides insights into performance metrics, helping teams identify areas for improvement.

9. New Relic

New Relic is primarily known for its application performance monitoring, but it also offers robust problem management features. This software is ideal for organizations focused on maintaining application reliability. Key features include:

• Real-time monitoring: Enables teams to detect and address issues as they arise.
• Root cause analysis: Provides tools for identifying the underlying causes of performance problems.
• Collaboration features: Enhances communication among IT teams, ensuring a coordinated response to incidents.

10. SysAid Problem Management

• Automated ticketing: Streamlines the ticketing process, reducing manual effort.
• Reporting and analytics: Provides insights into problem resolution effectiveness, helping teams improve their processes.

Final thoughts

In conclusion, selecting the right  Problem Management software  is crucial for enhancing IT service delivery and minimizing disruptions. By understanding the features and capabilities of the top solutions available in 2024, organizations can make informed decisions that align with their unique needs.

Choosing InvGate Service Desk is a great option not only because it can help to develop a healthy Problem Management process, but because it has scalability. Don’t forget that you can start exploring its capabilities and features right now with our 30-day free trial !

Frequently Asked Questions 

1. what is problem management software.

Problem Management software  is an ITSM tool that helps organizations identify, analyze, and resolve the root causes of recurring issues to enhance service reliability.

2. How do I choose the right Problem Management software?

Consider features such as user-friendliness, integration capabilities, automation, reporting, and customer support when selecting  Problem Management software .

3. What are the benefits of using Problem Management software?

Using  Problem Management software  helps organizations streamline processes, reduce downtime, improve collaboration, and enhance overall service delivery.

4. Can Problem Management software integrate with other IT systems?

Yes, many  Problem Management software  solutions offer integration capabilities with other IT systems, such as incident management and asset management tools, to create a seamless workflow.

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Boeing HBCU Quality Specialist Entry-Level and Associate Positions

Job Description

At Boeing, we innovate and collaborate to make the world a better place. From the seabed to outer space, you can contribute to work that matters with a company where diversity, equity and inclusion are shared values. We’re committed to fostering an environment for every teammate that’s welcoming, respectful and inclusive, with great opportunity for professional growth. Find your future with us.

In 2022, The Boeing Company reaffirmed its commitment to Historically Black Colleges and Universities (HBCU) with $8 Million investment through Thurgood Marshall College Fund (TMCF), building on the partnership initially launched in 2018. This strategic investment is meant to help the company build the pipeline of technical talent through scholarships, experiential learning opportunities, high-touch collaboration, and career pathway opportunities for students including intern and entry level hiring. All students enrolled in an HBCU are welcome to apply to this requisition for the chance to impact the world’s largest aerospace company, and leading manufacturer of commercial jetliners and defense, space and security systems!

At Boeing, we are all innovators on a mission to connect, protect, explore and inspire. From the sea bed to outer space, you’ll learn and grow, contributing to work that shapes the world. Find your future with us.

• Boeing has an exciting opportunity for an Entry-Level and Associate Quality Specialist to join our dynamic team in multiple locations across the United States.
• Quality Salaried professionals’ partner with and lead cross-functional business units to protect the integrity of products and processes, effectively ensuring that every product and service meets quality and regulatory requirements.

Position Responsibilities:

• Supports reviews of proposals, contracts, regulatory, program and customer requirements in the development of quality assurance plans.
• Assists with maintenance of Quality directives, policies, processes, procedures and metrics.
• Collects data to support analysis of process data, metrics, models and flows to identify root cause of routine problems.
• Collects data to support research and analysis of performance reports to improve process capability.
• Collects data to support Quality source selection activity.
• Supports preparation for hardware, software and system level audits.
• Compiles data for material review disposition.
• Works under close supervision

These positions are expected to be 100% onsite. The selected candidate may be required to work onsite at one of the listed location options.

These positions must meet Export Control compliance requirements, therefore a “US Person” as defined by 22 C.F.R. § 120.15 is required. “US Person” includes US Citizen, lawful permanent resident, refugee, or asylee.

Additionally, some positions may require the ability to obtain U.S. Security Clearance for which the U.S. Government requires U.S. Citizenship.

Employer will not sponsor applicants for employment visa status.

Basic Qualifications (Required Skills/Experience):

Currently enrolled student with a completed bachelor’s degree or higher by august 2025., problem solving experience, enrolled in a historically black college and university, preferred qualifications (desired skills/experience):, experience in a quality role, experience with quality management systems, preferred skills: project management, data analysis, supply chain management, information technology, sql/programming and other related skills, level 2: bachelors with typically 3 or more years' related work experience or an equivalent combination of technical education and experience (e.g. master), typical education/experience for level 1 roles:.

Education/experience typically acquired through advanced education (e.g. Bachelor) or an equivalent combination of education and experience (e.g. 4 years' related work experience).

Typical Education/Experience for level 2 roles:

Education/experience typically acquired through advanced education (e.g. Bachelor) and typically 3 or more years' related work experience or an equivalent combination of education and experience (e.g. Master+1 years' related work experience , 7 years' related work experience, etc.)

Relocation:

Some of these positions offer relocation based on candidate eligibility.

Drug Free Workplace:

Boeing is a Drug Free Workplace where post offer applicants and employees are subject to testing for marijuana, cocaine, opioids, amphetamines, PCP, and alcohol when criteria is met as outlined in our policies.

Safety Sensitive Statement:

Some of these positions are safety sensitive positions and may be subject to random drug and alcohol testing

NASA Access:

Some of these positions require the ability to obtain access to a National Aeronautics and Space Administration (NASA) facility.

This position is for 1st shift.

At Boeing, we strive to deliver a Total Rewards package that will attract, engage and retain the top talent.  Elements of the Total Rewards package include competitive base pay and variable compensation opportunities.   The Boeing Company also provides eligible employees with an opportunity to enroll in a variety of benefit programs, generally including health insurance, flexible spending accounts, health savings accounts, retirement savings plans, life and disability insurance programs, and a number of programs that provide for both paid and unpaid time away from work.   The specific programs and options available to any given employee may vary depending on eligibility factors such as geographic location, date of hire, and the applicability of collective bargaining agreements. Pay is based upon candidate experience and qualifications, as well as market and business considerations.

Entry-Level summary pay range: $49 ,300 – $75,900

Associate summary pay range: $6 2,050 - $97,750

Applications for this position will be accepted through October 11, 2024.

Equal Opportunity Employer:

Boeing is an Equal Opportunity Employer. Employment decisions are made without regard to race, color, religion, national origin, gender, sexual orientation, gender identity, age, physical or mental disability, genetic factors, military/veteran status or other characteristics protected by law.

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This internship provided me with a vast network of talented individuals and leaders with different educational and developmental experiences that also align with my own career goals.

This internship provided me with invaluable insights and skills that will undoubtedly guide my educational and career path.

Pete Kunz, Phantom Works chief engineer, describes opportunities that have shaped his career and shares tips for success.

As project manager for Ground-based Midcourse Defense, Rayni isn't bothered by roadblocks. Read her advice for career growth.

An operations manager and an analyst for the V-22 tiltrotor thrive on teamwork in the factory and at home.

Boeing is more than airplanes. More than satellites. More than cutting-edge cyber solutions. We work together with advanced technology on projects for the defense and intelligence communities. Join our Cybersecurity team.

Electrical engineers work closely with our customers to develop electronic and electrical systems for Boeing aircraft, and world-class autonomous robotic systems for space, terrestrial, and underwater hardware. Learn more about the team.

Our finance professionals play a key role in guiding critical business decisions and cutting-edge solutions for the world’s leading aerospace company. Learn more.

Flight engineers are essential to the development, safety and success of our products and solutions. Learn more about the team.

Learn how you can get access to cutting-edge technology and grow your skills through our Information Technology & Data Analytics Intern Program.

A chance to start your career designing and building our next generation of products.

Boeing HR professionals support our employees as they manage their career path, develop their teams and chart the course for career development. Learn how you can join the team.

Discover how you can make a difference at Boeing as an industrial engineer. Become part of a team that drives innovation across diverse technologies worldwide.

As a Test and Evaluation Engineer at Boeing, you'll ensure that our next-generation commercial and defense products and systems meet the highest standards. Join us as we continue to push the boundaries of aerospace.

As a software engineer at Boeing your code will power products that defy gravity and fly faster than the speed of sound.

With a career in supplier management at Boeing, you can help solve business challenges that are redefining an entire industry.

As a Systems Engineer at Boeing, you can help drive the overall design of innovative and high-quality products and solutions.

In our Business Intern Program, you can be part of a team that is helping shape the future of aerospace.

In our Supply Chain Intern Program, you can be part of a team that is helping shape the future of aerospace.

Data doesn’t work in silos — it needs to breathe and interact with other information in order to tell the whole story, not just parts of it. At Boeing, we’re working across our enterprise to let data and information drive our collective decision-making. Join our Data Science and Analytics team today.

As part of our Information Technology and Data Analytics team, you’ll support one of the largest corporate IT portfolios anywhere. Join us and help build the future.

Come build the future with Boeing and develop the next generation of aircraft, space and underwater vehicles and revolutionary approaches to manufacturing.

Mechanical and structural engineers at Boeing develop and apply innovative technologies that shape the future. Learn more.

Discover how you can make a difference at Boeing as a product security engineer. Become part of a team that drives innovation across diverse technologies worldwide.

At Boeing, our production engineers use their skills to build the future of advanced manufacturing. Learn more.

Every day around the globe, Boeing manufacturing employees build the future of aerospace. Join our team. Your future is waiting.

In our Finance Intern Program, you can be part of a team that is helping shape the future of aerospace.

Our teams in Ukraine provide engineering expertise, consultation services, research and technical assistance for our platforms and aircraft that fly worldwide.

Nadiya’s Cherokee Nation heritage guides a unifying approach with her team.

Meet Ronak, a Boeing India teammate who’s used our tuition assistance to grow his career, studying online and abroad.

Join a team of more than 4,300 people providing leading-edge aviation services for our defense and commercial customers.

Boeing's first Black Senior Technical Fellow grew from humble beginnings to executive leader and mentor.

‘It’s about technology and innovation that will transform aerospace as we know it.’

Discover a career with Phantom Works, Boeing’s advanced research and development division, and shape the future of aerospace. Apply today for engineering, cybersecurity, data intelligence jobs and more.

Veteran, military spouse and engineer, Jenna believes there are many paths to success.

Joshua, a veteran of the U.S. Air Force, once helped repair our aircraft. Now he flies in them.

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