3 step approach to problem solving

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Problem Solving - 3 Basic Steps

Don't complicate it.

Problems can be confusing. Your problem-solving process shouldn’t make them more confusing. With a variety of different tools available, it’s common for people in the same company to use different approaches and different terminology. This makes problem solving problematic. It shouldn’t be.

Some companies use 5Whys , some use fishbone diagrams , and some categorize incidents into generic buckets like " human error " and " procedure not followed ." Some problem-solving methods have six steps, some have eight steps and some have 14 steps. It’s easy to understand how employees get confused.

6-sigma is another widely recognized problem-solving tool. It has five steps with its own acronym, DMAIC: define, measure, analyze, improve and control. The first two steps are for defining and measuring the problem . The third step is the analysis . And the fourth and fifth steps are improve and control, and address solutions .

3 Basic Steps of Problem Solving

As the name suggests, problem solving starts with a problem and ends with solutions. The step in the middle is the analysis. The level of detail within a problem changes based on the magnitude of an issue, but the basic steps of problem solving remain the same regardless of the type of problem:

Step 1. Problem

Step 2. analysis, step 3. solutions.

But these steps are not necessarily what everyone does. Some groups jump directly to solutions after a hasty problem definition. The analysis step is regularly neglected. Individuals and organizations don’t dig into the details that are essential to understand the issue. In the Cause Mapping® method, the point of root cause analysis is to reveal what happened within an incident—to do that digging.

Step 1. Problem

A complete problem definition consists of several different questions:

What is the problem?
When did it happen?
Where did it happen?
What was the total impact to each of the organization’s overall goals?

These four questions capture what individuals see as a problem, along with the specifics about the setting of the issue (the time and place), and, importantly, the overall consequences to the organization. The traditional approach of writing a problem description as a few sentences doesn’t necessarily capture the information needed for a complete definition. Some organizations see their problem as a single effect, but that doesn’t reflect the nature of an actual issue since different negative outcomes can occur within the same incident. Specific pieces of information are captured within each of the four questions to provide a thorough definition of the problem.

The analysis step provides a clear explanation of an issue by breaking it down into parts. A simple way to organize the details of an incident is to make a timeline . Each piece of the incident in placed in chronological order. A timeline is an effective way to understand what happened and when for an issue.

Ultimately, the objective of problem solving is to turn the negative outcomes defined in step 1 into positive results. To do so, the causes that produced the unwanted outcomes must be identified. These causes provide both the explanation of the issue as well as control points for different solution options. This cause-and-effect approach is the basis of explaining and preventing a problem solving. It’s why cause-and-effect thinking is fundamental for troubleshooting, critical thinking and effective root cause analysis.

Many organizations are under-analyzing their problems because they stop at generic categories like procedure not followed, training less than adequate or management systems . This is a mistake. Learning how to dig a littler further, by asking more Why questions, can reveal significant insight about those chronic problems that people have come to accept as normal operations.

A Cause Map™ diagram provides a way for frontline personnel, technical leads and managers to communicate the details of an issue objectively, accurately and thoroughly. A cause-and-effect analysis can begin as a single, linear path that can be expanded into as much detail as needed to fully understand the issue.

Solutions are specific actions that control specific causes to produce specific outcomes. Both short-term and long-term solutions can be identified from a clear and accurate analysis. It is also important for people to understand that every cause doesn’t need to be solved. Most people believe that 15 causes require 15 solutions. That is not true. Changing just one cause along a causal path breaks that chain of events. Providing solutions on more than one causal path provides additional layers of protection to further reduce the risk of a similar issue occurring in the future.

The Basics of Problem Solving Don't Change

These three steps of problem solving can be applied consistently across an organization from frontline troubleshooters to the executives. First principles should be the foundation of a company’s problem-solving culture. Overlooking these basics erodes critical thinking. Even though the fundamentals of cause-and-effect don’t change, organizations and individuals continue to find special adjectives, algorithms and jargon appealing. Teaching too many tools and using contrived terms such as “true root causal factors” is a symptom of ignoring lean principles. Don’t do that which is unnecessary.

Your problems may be complex, but your problem-solving process should be clear and simple. A scientific approach that objectively explains what happened and why (cause and effect) is sound. It’s the basis for understanding and solving a problem – any problem. It works on the farm, in the power plant, at the manufacturing company and at an airline. It works for the cancer researcher and for the auto mechanic. It also works the same way for safety incidents, production losses and equipment failures. Cause and effect doesn’t change. Just test it.

If you’re interested in seeing one of your problems dissected as a Cause Map diagram, send us an email or call the ThinkReliability office. We’ll arrange a call to step through your issue. You can also learn more about improving the way your organization investigates and prevents problems through one of our upcoming online webinars, short courses or workshops .

Want to learn more? Watch our 28-minute video on problem-solving basics.

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

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

What Is Problem Solving?

Definition and importance.

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

Problem-Solving Steps

The problem-solving process typically includes the following steps:

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

Defining the Problem

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

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

Generating Solutions

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

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

Evaluating and Selecting Solutions

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

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

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

Implementing and Monitoring the Solution

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

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

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

Problem-Solving Techniques

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

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

Brainstorming

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

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

When brainstorming, remember to:

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

Root Cause Analysis

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

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

SWOT Analysis

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

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

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

Mind Mapping

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

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

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

Examples of Problem Solving in Various Contexts

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

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

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

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

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

Overcoming a personal obstacle, such as improving your fitness level, by establishing achievable goals, measuring progress, and adjusting your approach accordingly
Navigating a new environment or city by researching your surroundings, asking for directions, or using technology like GPS to guide you
Dealing with a sudden change, like a change in your work schedule, by assessing the situation, identifying potential impacts, and adapting your plans to accommodate the change.
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The Art of Effective Problem Solving: A Step-by-Step Guide

Author: Daniel Croft

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

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

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

Problem Solving Methodologies

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

Methodology of 8D (Eight Discipline) Problem Solving:

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

The 8D process consists of the following steps:

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

Download the 8D Problem Solving Template

A3 Problem Solving Method:

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

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

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

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

Step 1 – Define the Problem

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

To begin, ask yourself some clarifying questions:

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

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

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

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

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

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

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

Step 2 – Gather Information and Brainstorm Ideas

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

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

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

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

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

Step 3 – Evaluate Options and Choose the Best Solution

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

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

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

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

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

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

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

Step 4 – Implement and Monitor the Solution

Communication the missing peice from Lean Six Sigma - Learnleansigma

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

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

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

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

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

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

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

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

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Daniel Croft

Daniel Croft is a seasoned continuous improvement manager with a Black Belt in Lean Six Sigma. With over 10 years of real-world application experience across diverse sectors, Daniel has a passion for optimizing processes and fostering a culture of efficiency. He's not just a practitioner but also an avid learner, constantly seeking to expand his knowledge. Outside of his professional life, Daniel has a keen Investing, statistics and knowledge-sharing, which led him to create the website www.learnleansigma.com, a platform dedicated to Lean Six Sigma and process improvement insights.

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Resources >

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

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

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

In this guide you'll learn:

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

Problem Statement

Stakeholder Analysis Worksheet

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

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

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

There are four fundamental disciplines of the McKinsey method:

1. Problem definition

A thorough understanding and crisp definition of the problem.

2. The problem-solving process

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

3. Distinctiveness practices

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

4. Collaboratio n

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

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

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

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

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

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

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

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

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

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

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

Example scenario – A family on Friday evening :

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

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

Potential problem definitions – A family on Friday evening :

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

Action-oriented

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

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

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

Problem Statement Worksheet

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

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

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

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

Using the Stakeholder Analysis Worksheet allows you to comprehensively identify:

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

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

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

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

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

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

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

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

Example: Alpha Manufacturing, Inc.

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

The hypotheses might be:

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

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

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

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

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

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

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

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

The issues might be:

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

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

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

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

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

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

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

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

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

Here are three different templates for a workplan:

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

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

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

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

Pyramid Structure for Grouping Arguments

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

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

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

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

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

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

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

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

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

Expand: Construct multiple perspectives

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

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

Link: Identify relationships

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

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

Distill: Find the essence

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

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

Lead: Stay ahead/step back

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

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

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

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

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

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

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

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The Three Stages of the Problem-Solving Cycle

Essentially every problem-solving heuristic in mathematics goes back to George Polya’s How to Solve It ; my approach is no exception. However, this cyclic description might help to keep the process cognitively present.

A few months ago, I produced a video describing this the three stages of the problem-solving cycle: Understand, Strategize, and Implement. That is, we must first understand the problem, then we think of strategies that might help solve the problem, and finally we implement those strategies and see where they lead us. During two decades of observing myself and others in the teaching and learning process, I’ve noticed that the most neglected phase is often the first one—understanding the problem.

The Three Stages Explained

What am I looking for?
What is the unknown?
Do I understand every word and concept in the problem?
Am I familiar with the units in which measurements are given?
Is there information that seems missing?
Is there information that seems superfluous?
Is the source of information bona fide? (Think about those instances when a friend gives you a puzzle to solve and you suspect there’s something wrong with the way the puzzle is posed.)
Logical reasoning
Pattern recognition
Working backwards
Adopting a different point of view
Considering extreme cases
Solving a simpler analogous problem
Organizing data
Making a visual representation
Accounting for all possibilities
Intelligent guessing and testing

I have produced videos explaining each one of these strategies individually using problems we have solved at the Chapel Hill Math Circle.

Implementing : We now implement our strategy or set of strategies. As we progress, we check our reasoning and computations (if any). Many novice problem-solvers make the mistake of “doing something” before understanding (or at least thinking they understand) the problem. For instance, if you ask them “What are you looking for?”, they might not be able to answer. Certainly, it is possible to have an incorrect understanding of the problem, but that is different from not even realizing that we have to understand the problem before we attempt to solve it!

As we implement our strategies, we might not be able to solve the problem, but we might refine our understanding of the problem. As we refine our understanding of the problem, we can refine our strategy. As we refine our strategy and implement a new approach, we get closer to solving the problem, and so on. Of course, even after several iterations of this cycle spanning across hours, days, or even years, one may still not be able to solve a particular problem. That’s part of the enchanting beauty of mathematics.

I invite you to observe your own thinking—and that of your students—as you move along the problem-solving cycle!

[1] Problem-Solving Strategies in Mathematics , Posamentier and Krulik, 2015.

About the author: You may contact Hector Rosario at [email protected].

Problem-Solving Strategies and Obstacles

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

Sean is a fact-checker and researcher with experience in sociology, field research, and data analytics.

JGI / Jamie Grill / Getty Images

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From deciding what to eat for dinner to considering whether it's the right time to buy a house, problem-solving is a large part of our daily lives. Learn some of the problem-solving strategies that exist and how to use them in real life, along with ways to overcome obstacles that are making it harder to resolve the issues you face.

What Is Problem-Solving?

In cognitive psychology , the term 'problem-solving' refers to the mental process that people go through to discover, analyze, and solve problems.

A problem exists when there is a goal that we want to achieve but the process by which we will achieve it is not obvious to us. Put another way, there is something that we want to occur in our life, yet we are not immediately certain how to make it happen.

Maybe you want a better relationship with your spouse or another family member but you're not sure how to improve it. Or you want to start a business but are unsure what steps to take. Problem-solving helps you figure out how to achieve these desires.

The problem-solving process involves:

Discovery of the problem
Deciding to tackle the issue
Seeking to understand the problem more fully
Researching available options or solutions
Taking action to resolve the issue

Before problem-solving can occur, it is important to first understand the exact nature of the problem itself. If your understanding of the issue is faulty, your attempts to resolve it will also be incorrect or flawed.

Problem-Solving Mental Processes

Several mental processes are at work during problem-solving. Among them are:

Perceptually recognizing the problem
Representing the problem in memory
Considering relevant information that applies to the problem
Identifying different aspects of the problem
Labeling and describing the problem

Problem-Solving Strategies

There are many ways to go about solving a problem. Some of these strategies might be used on their own, or you may decide to employ multiple approaches when working to figure out and fix a problem.

An algorithm is a step-by-step procedure that, by following certain "rules" produces a solution. Algorithms are commonly used in mathematics to solve division or multiplication problems. But they can be used in other fields as well.

In psychology, algorithms can be used to help identify individuals with a greater risk of mental health issues. For instance, research suggests that certain algorithms might help us recognize children with an elevated risk of suicide or self-harm.

One benefit of algorithms is that they guarantee an accurate answer. However, they aren't always the best approach to problem-solving, in part because detecting patterns can be incredibly time-consuming.

There are also concerns when machine learning is involved—also known as artificial intelligence (AI)—such as whether they can accurately predict human behaviors.

Heuristics are shortcut strategies that people can use to solve a problem at hand. These "rule of thumb" approaches allow you to simplify complex problems, reducing the total number of possible solutions to a more manageable set.

If you find yourself sitting in a traffic jam, for example, you may quickly consider other routes, taking one to get moving once again. When shopping for a new car, you might think back to a prior experience when negotiating got you a lower price, then employ the same tactics.

While heuristics may be helpful when facing smaller issues, major decisions shouldn't necessarily be made using a shortcut approach. Heuristics also don't guarantee an effective solution, such as when trying to drive around a traffic jam only to find yourself on an equally crowded route.

Trial and Error

A trial-and-error approach to problem-solving involves trying a number of potential solutions to a particular issue, then ruling out those that do not work. If you're not sure whether to buy a shirt in blue or green, for instance, you may try on each before deciding which one to purchase.

This can be a good strategy to use if you have a limited number of solutions available. But if there are many different choices available, narrowing down the possible options using another problem-solving technique can be helpful before attempting trial and error.

In some cases, the solution to a problem can appear as a sudden insight. You are facing an issue in a relationship or your career when, out of nowhere, the solution appears in your mind and you know exactly what to do.

Insight can occur when the problem in front of you is similar to an issue that you've dealt with in the past. Although, you may not recognize what is occurring since the underlying mental processes that lead to insight often happen outside of conscious awareness .

Research indicates that insight is most likely to occur during times when you are alone—such as when going on a walk by yourself, when you're in the shower, or when lying in bed after waking up.

How to Apply Problem-Solving Strategies in Real Life

If you're facing a problem, you can implement one or more of these strategies to find a potential solution. Here's how to use them in real life:

Create a flow chart . If you have time, you can take advantage of the algorithm approach to problem-solving by sitting down and making a flow chart of each potential solution, its consequences, and what happens next.
Recall your past experiences . When a problem needs to be solved fairly quickly, heuristics may be a better approach. Think back to when you faced a similar issue, then use your knowledge and experience to choose the best option possible.
Start trying potential solutions . If your options are limited, start trying them one by one to see which solution is best for achieving your desired goal. If a particular solution doesn't work, move on to the next.
Take some time alone . Since insight is often achieved when you're alone, carve out time to be by yourself for a while. The answer to your problem may come to you, seemingly out of the blue, if you spend some time away from others.

Obstacles to Problem-Solving

Problem-solving is not a flawless process as there are a number of obstacles that can interfere with our ability to solve a problem quickly and efficiently. These obstacles include:

Assumptions: When dealing with a problem, people can make assumptions about the constraints and obstacles that prevent certain solutions. Thus, they may not even try some potential options.
Functional fixedness : This term refers to the tendency to view problems only in their customary manner. Functional fixedness prevents people from fully seeing all of the different options that might be available to find a solution.
Irrelevant or misleading information: When trying to solve a problem, it's important to distinguish between information that is relevant to the issue and irrelevant data that can lead to faulty solutions. The more complex the problem, the easier it is to focus on misleading or irrelevant information.
Mental set: A mental set is a tendency to only use solutions that have worked in the past rather than looking for alternative ideas. A mental set can work as a heuristic, making it a useful problem-solving tool. However, mental sets can also lead to inflexibility, making it more difficult to find effective solutions.

How to Improve Your Problem-Solving Skills

In the end, if your goal is to become a better problem-solver, it's helpful to remember that this is a process. Thus, if you want to improve your problem-solving skills, following these steps can help lead you to your solution:

Recognize that a problem exists . If you are facing a problem, there are generally signs. For instance, if you have a mental illness , you may experience excessive fear or sadness, mood changes, and changes in sleeping or eating habits. Recognizing these signs can help you realize that an issue exists.
Decide to solve the problem . Make a conscious decision to solve the issue at hand. Commit to yourself that you will go through the steps necessary to find a solution.
Seek to fully understand the issue . Analyze the problem you face, looking at it from all sides. If your problem is relationship-related, for instance, ask yourself how the other person may be interpreting the issue. You might also consider how your actions might be contributing to the situation.
Research potential options . Using the problem-solving strategies mentioned, research potential solutions. Make a list of options, then consider each one individually. What are some pros and cons of taking the available routes? What would you need to do to make them happen?
Take action . Select the best solution possible and take action. Action is one of the steps required for change . So, go through the motions needed to resolve the issue.
Try another option, if needed . If the solution you chose didn't work, don't give up. Either go through the problem-solving process again or simply try another option.

You can find a way to solve your problems as long as you keep working toward this goal—even if the best solution is simply to let go because no other good solution exists.

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

Dunbar K. Problem solving . A Companion to Cognitive Science . 2017. doi:10.1002/9781405164535.ch20

Stewart SL, Celebre A, Hirdes JP, Poss JW. Risk of suicide and self-harm in kids: The development of an algorithm to identify high-risk individuals within the children's mental health system . Child Psychiat Human Develop . 2020;51:913-924. doi:10.1007/s10578-020-00968-9

Rosenbusch H, Soldner F, Evans AM, Zeelenberg M. Supervised machine learning methods in psychology: A practical introduction with annotated R code . Soc Personal Psychol Compass . 2021;15(2):e12579. doi:10.1111/spc3.12579

Mishra S. Decision-making under risk: Integrating perspectives from biology, economics, and psychology . Personal Soc Psychol Rev . 2014;18(3):280-307. doi:10.1177/1088868314530517

Csikszentmihalyi M, Sawyer K. Creative insight: The social dimension of a solitary moment . In: The Systems Model of Creativity . 2015:73-98. doi:10.1007/978-94-017-9085-7_7

Chrysikou EG, Motyka K, Nigro C, Yang SI, Thompson-Schill SL. Functional fixedness in creative thinking tasks depends on stimulus modality . Psychol Aesthet Creat Arts . 2016;10(4):425‐435. doi:10.1037/aca0000050

Huang F, Tang S, Hu Z. Unconditional perseveration of the short-term mental set in chunk decomposition . Front Psychol . 2018;9:2568. doi:10.3389/fpsyg.2018.02568

National Alliance on Mental Illness. Warning signs and symptoms .

Mayer RE. Thinking, problem solving, cognition, 2nd ed .

Schooler JW, Ohlsson S, Brooks K. Thoughts beyond words: When language overshadows insight. J Experiment Psychol: General . 1993;122:166-183. doi:10.1037/0096-3445.2.166

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

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Steve Jobs Had a Brilliant 3-Step Method for Solving Difficult Problems. Now Apple Is Making It Easier for Employees to Use It

The company's latest scheduling move helps its staff discover hard-to-find answers..

Apple recently promised its staff more flexible schedules and more generous scheduling rules, according to CNET . Some see the move as an effort to keep increasing interest among employees to unionize at bay. While that may remain up for debate, there is one fact that is not: The company effectively is urging workers to follow Steve Jobs's three-step method for discovering breakthroughs and finding answers to difficult questions.

By asking staff to take more breaks and work less , Apple is helping not only reduce burnout, but also increase productivity and innovation. In other words, work smarter, not harder. It's something many struggle to do--but something Jobs was a master of, allowing him to find inspiration and discover breakthroughs. And anyone can use it.

Here's the Apple co-founder's three-step method to solving difficult problems:

1. Zoom Out

Difficult problems involve difficult-to-find solutions. The process of discovering a breakthrough often requires reality-bending ideas--which Steve Jobs had an incredible ability to do, according to the Harvard Business Review . While many try to zoom in on a solution, instead start by zooming out to see the bigger picture. This effectively enables you to identify exactly what you're really looking for. To do this, be intentional about what you're looking to discover or achieve. Go outside the realm of what is currently possible, and instead think of terms of what could be possible.

For example, Jobs knew his technology was going to be great before there was even a product. So much so that when the first Apple Store opened in 2001, Jobs said its function wasn't to "sell computers," but to "enrich lives," according to Forbes .

2. Focus In

Once you know what you are looking for, give yourself a period of intense thinking and fact gathering. This is where you set your sights on what you want to achieve and work on it relentlessly--something Jobs was an expert at. He famously exhibited an intense and obsessive focus (or hyperfocus), and it's that ability that made him so effective at motivating employees .

An intense and obsessive focus may be the answer to discovering breakthroughs--no matter which path you take to get there. For example, Albert Einstein famously said, "If I had an hour to solve a problem I'd spend 55 minutes thinking about the problem and 5 minutes thinking about solutions." On the other hand, Tony Robbins has stated the opposite on Twitter , saying that, "Leaders spend 5 percent of their time on the problem and 95 percent of their time on the solution." Either way, each path is rooted in intense focus and the final destination remains the same.

3. Disconnect

When you find yourself starting to go in circles and lacking process on your path toward discovery, take a break. Take a walk. Disconnect. As Steve Jobs once said, you can't connect the dots looking forward--you can do that only when looking backward.

Walking away from something is often when we get clarity and creativity. So taking breaks has a much bigger benefit than a simple break from work. It actually leads to critical thinking, problem solving, and innovation. For example, Thomas Edison took naps when he couldn't figure out a complex question or equation, according to Scientific American . In doing so, he would discover the answer he was looking for. It's why people often have the best ideas come to them while doing mundane activities like driving, sitting on a beach, or taking a shower.

Sometimes you have to get away from your desk to get closer to your answer--one of Jobs's strategies for boosting creativity . Part of why Jobs loved walking meetings was that it helped him find answers; it also helped his entire team to get away from their desks and closer to finding their answers and solving whatever problem they were working on.

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The 5 steps of the solving problem process

August 17, 2023 by MindManager Blog

Whether you run a business, manage a team, or work in an industry where change is the norm, it may feel like something is always going wrong. Thankfully, becoming proficient in the problem solving process can alleviate a great deal of the stress that business issues can create.

Understanding the right way to solve problems not only takes the guesswork out of how to deal with difficult, unexpected, or complex situations, it can lead to more effective long-term solutions.

In this article, we’ll walk you through the 5 steps of problem solving, and help you explore a few examples of problem solving scenarios where you can see the problem solving process in action before putting it to work.

Understanding the problem solving process

When something isn’t working, it’s important to understand what’s at the root of the problem so you can fix it and prevent it from happening again. That’s why resolving difficult or complex issues works best when you apply proven business problem solving tools and techniques – from soft skills, to software.

The problem solving process typically includes:

Pinpointing what’s broken by gathering data and consulting with team members.
Figuring out why it’s not working by mapping out and troubleshooting the problem.
Deciding on the most effective way to fix it by brainstorming and then implementing a solution.

While skills like active listening, collaboration, and leadership play an important role in problem solving, tools like visual mapping software make it easier to define and share problem solving objectives, play out various solutions, and even put the best fit to work.

Before you can take your first step toward solving a problem, you need to have a clear idea of what the issue is and the outcome you want to achieve by resolving it.

For example, if your company currently manufactures 50 widgets a day, but you’ve started processing orders for 75 widgets a day, you could simply say you have a production deficit.

However, the problem solving process will prove far more valuable if you define the start and end point by clarifying that production is running short by 25 widgets a day, and you need to increase daily production by 50%.

Once you know where you’re at and where you need to end up, these five steps will take you from Point A to Point B:

Figure out what’s causing the problem . You may need to gather knowledge and evaluate input from different documents, departments, and personnel to isolate the factors that are contributing to your problem. Knowledge visualization software like MindManager can help.
Come up with a few viable solutions . Since hitting on exactly the right solution – right away – can be tough, brainstorming with your team and mapping out various scenarios is the best way to move forward. If your first strategy doesn’t pan out, you’ll have others on tap you can turn to.
Choose the best option . Decision-making skills, and software that lets you lay out process relationships, priorities, and criteria, are invaluable for selecting the most promising solution. Whether it’s you or someone higher up making that choice, it should include weighing costs, time commitments, and any implementation hurdles.
Put your chosen solution to work . Before implementing your fix of choice, you should make key personnel aware of changes that might affect their daily workflow, and set up benchmarks that will make it easy to see if your solution is working.
Evaluate your outcome . Now comes the moment of truth: did the solution you implemented solve your problem? Do your benchmarks show you achieved the outcome you wanted? If so, congratulations! If not, you’ll need to tweak your solution to meet your problem solving goal.

In practice, you might not hit a home-run with every solution you execute. But the beauty of a repeatable process like problem solving is that you can carry out steps 4 and 5 again by drawing from the brainstorm options you documented during step 2.

Examples of problem solving scenarios

The best way to get a sense of how the problem solving process works before you try it for yourself is to work through some simple scenarios.

Here are three examples of how you can apply business problem solving techniques to common workplace challenges.

Scenario #1: Manufacturing

Building on our original manufacturing example, you determine that your company is consistently short producing 25 widgets a day and needs to increase daily production by 50%.

Since you’d like to gather data and input from both your manufacturing and sales order departments, you schedule a brainstorming session to discover the root cause of the shortage.

After examining four key production areas – machines, materials, methods, and management – you determine the cause of the problem: the material used to manufacture your widgets can only be fed into your equipment once the machinery warms up to a specific temperature for the day.

Your team comes up with three possible solutions.

Leave your machinery running 24 hours so it’s always at temperature.
Invest in equipment that heats up faster.
Find an alternate material for your widgets.

After weighing the expense of the first two solutions, and conducting some online research, you decide that switching to a comparable but less expensive material that can be worked at a lower temperature is your best option.

You implement your plan, monitor your widget quality and output over the following week, and declare your solution a success when daily production increases by 100%.

Scenario #2: Service Delivery

Business training is booming and you’ve had to onboard new staff over the past month. Now you learn that several clients have expressed concern about the quality of your recent training sessions.

After speaking with both clients and staff, you discover there are actually two distinct factors contributing to your quality problem:

The additional conference room you’ve leased to accommodate your expanding training sessions has terrible acoustics
The AV equipment you’ve purchased to accommodate your expanding workforce is on back-order – and your new hires have been making do without

You could look for a new conference room or re-schedule upcoming training sessions until after your new equipment arrives. But your team collaboratively determines that the best way to mitigate both issues at once is by temporarily renting the high-quality sound and visual system they need.

Using benchmarks that include several weeks of feedback from session attendees, and random session spot-checks you conduct personally, you conclude the solution has worked.

Scenario #3: Marketing

You’ve invested heavily in product marketing, but still can’t meet your sales goals. Specifically, you missed your revenue target by 30% last year and would like to meet that same target this year.

After collecting and examining reams of information from your sales and accounting departments, you sit down with your marketing team to figure out what’s hindering your success in the marketplace.

Determining that your product isn’t competitively priced, you map out two viable solutions.

Hire a third-party specialist to conduct a detailed market analysis.
Drop the price of your product to undercut competitors.

Since you’re in a hurry for results, you decide to immediately reduce the price of your product and market it accordingly.

When revenue figures for the following quarter show sales have declined even further – and marketing surveys show potential customers are doubting the quality of your product – you revert back to your original pricing, revisit your problem solving process, and implement the market analysis solution instead.

With the valuable information you gain, you finally arrive at just the right product price for your target market and sales begin to pick up. Although you miss your revenue target again this year, you meet it by the second quarter of the following year.

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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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Strategy to beat the odds

Five routes to more innovative problem solving

3 Steps to Successfully Solve Any Problem

A person is standing in front of a stack of boxes, holding them in their hands. The person is wearing jeans and a bright smile. The boxes have a bright green letter on a black background, and a white letter on a grey background. There is also black and white text in the background. The person is confidently holding the stack of boxes, and the boxes look to be of various shapes and sizes. The lighting is bright and the image has a clear and vibrant color. The person appears to be focused and intent on holding the stack of boxes.

Step	Description	Key Considerations
Step 1: Gathering Information	Understand the problem in-depth by collecting relevant information.	Collect the right kind of data, Interpret the data effectively, Break down the problem into smaller components.
Step 2: Developing Solutions	Brainstorm and devise potential solutions to the problem.	Think creatively, Consider potential outcomes for each solution, Weigh the pros and cons of each option.
Step 3: Evaluating Solutions	Assess potential solutions and select the best one.	Conduct research, Consult with experts, Run tests, Consider risks and feasibility of the solution.
Key Mindset: Persistence	Remain tenacious and dedicated in your problem-solving endeavor.	Maintain focus and do not give up, Approach the problem from different angles, Practice patience.
Key Mindset: Creativity	Approach problems with innovative thinking.	Think outside the box, Do not restrict your ideas, Use imagination as a tool.
Key Skill: Analysis	Break down problems to understand its root causes.	Avoid assuming, Identify cause and effect relationships, Use logical reasoning.
Key Skill: Communication	Discuss with colleagues or experts for input or advice.	Listen actively, Articulate your ideas clearly, Facilitate open discussions.
Key Skill: Risk Management	Assess the potential risks associated with each solution.	Identify potential risks, Assess impact and probability of risks, Develop a risk mitigation plan.
Key Success Factor: Right Mindset	Maintain a positive and proactive approach in problem-solving.	Be proactive, Believe in your abilities, Stay positive.
Key Success Factor: Accurate Information	Effective problem-solving requires accurate and relevant information.	Verify the source and reliability of information, Understand the relevance and context of the information, Continuously update your knowledge base.

At its core, problem-solving is simply the process of identifying and addressing a challenge or obstacle that stands in the way of achieving a goal. While many different strategies and techniques can be used to solve problems effectively, three key steps are essential for any successful problem-solving process: gathering information, developing possible solutions, and evaluating potential solutions.

Whether you are facing a workplace challenge, tackling a personal problem, or working to overcome a difficult obstacle, the key to success is assessing the situation thoroughly, gathering all of the necessary information, and carefully evaluate your options.

This may involve brainstorming potential solutions with colleagues or seeking input from experts, as well as carefully considering the possible outcomes of each option. Ultimately, the key is to be persistent and remain focused on finding a solution that works for you. With the right mindset and approach, any problem can be successfully solved.

Are you tired of wasting time on problems that you can't solve? This guide will systematically show you how to solve any problem in just three steps.

Whether you are facing a work challenge, tackling a personal problem, or struggling to overcome an obstacle, the key to success has the right mindset and approach to problem-solving. At its core, problem-solving involves:

Identifying the challenge or obstacle that stands in your way.

Gathering information to understand the situation entirely.

Considering all of your possible solutions before deciding on the best course of action.

To solve a problem, you need to be able to gather enough and the right kind of information.

To successfully solve a problem, you must have accurate information about that problem. This involves being able to gather the right kind of data, as well as having the knowledge and skills needed to interpret it effectively. One essential part of problem-solving is analyzing the problem, which requires you to break it down into smaller components to understand its root causes better.

Once you have gathered enough data and understand the problem, you can begin considering possible solutions and selecting the best ones based on your available resources. Ultimately, analyzing a problem and gathering relevant information is crucial for achieving effective problem-solving results.

Developing possible solutions is an essential step in the problem-solving process steps.

Once you clearly understand the problem, your next step is to start thinking creatively about possible solutions. This may involve brainstorming ideas with colleagues or seeking input from experts, as well as considering potential outcomes for each option and weighing the pros and cons of each solution before making a final decision.

In many cases, trying out different solutions to see what works best can also be helpful. Then, with persistence, focus, and creativity, you can develop practical solutions that will allow you to overcome any challenge or obstacle that stands in your way.

Evaluating potential solutions is key to ensuring that you choose the right approach to solve your problem.

Before making a final decision about the best course of action, it is essential to evaluate your potential solutions and consider the possible outcomes carefully. This may involve conducting research, consulting with subject matter experts, or running tests to determine which solution will most effectively address your challenge or obstacle. It is also essential to consider any risks associated with each option and how feasible it will be to implement the chosen solution based on your available resources.

With a clear understanding of the problem, the right mindset and approach for problem-solving, and a willingness to explore different options, you can successfully overcome any challenge or obstacle that stands in your way. In addition, adopting these essential problem-solving skills will enable you to achieve your goals and live a more fulfilling and successful life at work or in your personal life.

Don't let problems hold you back any longer. With this simple three-step process, you will be able to quickly and effectively solve any problem that comes your way. The first step is gathering enough information about the issue at hand. Once you have a good understanding of what the problem is, you can begin developing possible solutions.

After narrowing down your options, it's essential to evaluate each potential solution to ensure that you choose the best option for solving your problem. Join our course on problem-solving today and learn how to overcome any obstacle life throws your way.

Step 1: Gathering Information, Understand the problem in-depth by collecting relevant information, Collect the right kind of data, Interpret the data effectively, Break down the problem into smaller components, Step 2: Developing Solutions, Brainstorm and devise potential solutions to the problem, Think creatively, Consider potential outcomes for each solution, Weigh the pros and cons of each option, Step 3: Evaluating Solutions, Assess potential solutions and select the best one, Conduct research, Consult with experts, Run tests, Consider risks and feasibility of the solution, Key Mindset: Persistence, Remain tenacious and dedicated in your problem-solving endeavor, Maintain focus and do not give up, Approach the problem from different angles, Practice patience, Key Mindset: Creativity, Approach problems with innovative thinking, Think outside the box, Do not restrict your ideas, Use imagination as a tool, Key Skill: Analysis, Break down problems to understand its root causes, Avoid assuming, Identify cause and effect relationships, Use logical reasoning, Key Skill: Communication, Discuss with colleagues or experts for input or advice, Listen actively, Articulate your ideas clearly, Facilitate open discussions, Key Skill: Risk Management, Assess the potential risks associated with each solution, Identify potential risks, Assess impact and probability of risks, Develop a risk mitigation plan, Key Success Factor: Right Mindset, Maintain a positive and proactive approach in problem-solving, Be proactive, Believe in your abilities, Stay positive, Key Success Factor: Accurate Information, Effective problem-solving requires accurate and relevant information, Verify the source and reliability of information, Understand the relevance and context of the information, Continuously update your knowledge base

What's your favorite problem-solving technique?

My favorite problem-solving technique is breaking down the problem into smaller parts and then attacking each piece individually. This involves understanding the problem, devising a plan of action, implementing the program, and checking to ensure the solution solves the problem.

This technique works well because it helps you focus on one task at a time and prevents you from getting overwhelmed by the size or complexity of the problem. It also allows you to test different solutions and see which works best. And finally, it helps you ensure that your solution solves the problem.

Problem-solving is an essential skill in both personal and professional spheres, and my preferred technique is a systematic approach that divides complex issues into more manageable components. This strategy is effective because it clarifies the problem and facilitates methodical, step-by-step resolution. Here's how I implement this technique:1. **Understanding the Problem**: The first step is to define the problem accurately. Without a clear understanding, it's easy to waste time solving the wrong issue. I gather as much information as possible and try to determine the root cause. Is the problem a symptom of a larger issue? Understanding the full context is crucial.2. **Breaking It Down**: Once I have a comprehensive understanding of the problem, I break it down into smaller, more manageable parts. This modular approach helps to prevent feelings of being overwhelmed and allows for a focused analysis of each segment of the problem. Each piece becomes a mini-problem that requires a solution.3. **Devising a Plan**: With all the smaller problems outlined, I create a plan of action for each one. This plan includes setting goals, prioritizing tasks, and identifying resources. It's important to outline the steps needed to address each part of the broader issue. During this phase, I might use techniques like mind mapping or flowcharts to chart a path forward.4. **Implementing the Program**: Action is key in problem-solving. I tackle each part of the problem according to the plan, taking care to adjust my approach if necessary. Sometimes, solving one part of the problem can have an effect on another, so being flexible is important. This iterative process helps refine solutions until they are effective.5. **Checking the Solution**: Finally, after implementing a solution, I review it to make sure it solves the original problem. This may involve testing, seeking feedback, or applying the solution to real-world scenarios. In this step, critical thinking and evaluation are key. The solution should not only fix the immediate problem but should also be sustainable over time.An example of this approach is often seen in the educational services provided by institutions like IIENSTITU, which offer online courses to address specific learning needs. By breaking down the broader goal of education into specific skill sets and subjects, learners can tackle one module at a time, ensuring a comprehensive grasp of the material before moving on to the next challenge.In conclusion, breaking down problems into smaller parts for individual resolution is a powerful technique that encourages thorough analysis, targeted action, and verified solutions. It provides a roadmap for navigating complex problems efficiently, ensuring that each step taken is towards the ultimate goal of a fully resolved issue.

Do you prefer to work on problems alone or with others?

I prefer to work on problems with others. I think it's essential to have different perspectives when solving problems. Everyone has strengths and weaknesses, so it's helpful to have as many different viewpoints as possible when trying to solve a problem. Plus, working with others can be a lot of fun!

When it comes to problem-solving, collaboration is often the key to success. By preferring to work on problems with others, you open yourself up to a diversity of ideas, expertise, and experiences that can significantly enhance the problem-solving process.One of the major advantages of group problem-solving is the pooling of knowledge. Each member brings their own unique background, which can include various educational disciplines, professional experiences, and personal insights. This amalgamation of knowledge can lead to more comprehensive solutions that take multiple aspects of a problem into account.Moreover, when working with others, challenges can be approached from different angles. Every individual may interpret the problem distinctively and propose different tactics for resolution. This creates an environment where creative and innovative solutions can emerge. Collective brainstorming sessions often unearth solutions that may remain undiscovered if one were to tackle the problem alone.Another significant benefit of team-based problem solving is the ability to distribute the workload. Complex problems can have different facets that require detailed attention. By dividing responsibilities among team members based on respective strengths, the burden is lessened and tasks become more manageable. For example, someone with strong analytical skills might handle data analysis, while another team member with excellent communication skills could be responsible for coordinating with stakeholders.The social aspect of working with others cannot be overlooked. It can be motivating and more enjoyable to work alongside colleagues. This can lead to increased productivity and a positive work atmosphere. Comradery built through team problem-solving can also foster a strong sense of camaraderie and can improve relationships within a team, leading to better outcomes in future collaborative efforts.However, effective group problem-solving depends on good communication and conflict resolution skills. It’s imperative to establish clear goals, roles, and processes to avoid confusion and ensure productive discussions. Building consensus can be challenging, and it's crucial to create a safe environment for all voices to be heard and valued. This leads to a more inclusive solution that is more likely to be embraced by all stakeholders.Education platforms like IIENSTITU offer courses, workshops, and trainings that emphasize the importance of teamwork and collaboration in professional contexts. By adopting these skills, professionals can enhance their ability to work effectively in groups. These platforms understand the evolving landscape of the modern workplace where teamwork and cross-functional collaboration are indispensable.In conclusion, preferring to work with others on problem-solving endeavors comes with numerous benefits that can lead to more efficient, innovative, and inclusive solutions. While it is important to recognize and cultivate individual talents, harnessing the collective intelligence of a group often yields the best results. The key to successful group work is good communication, respect for diverse viewpoints, and a coordinated strategy that leverages the strengths of each team member.

Have you ever had a problem that you couldn't solve? If so, how did you go about finding a solution?

I have had a problem that I couldn't solve. If so, how did you go about it?

First, I would try to narrow the problem as much as possible. Then, I would research the problem and try to find any potential solutions. After that, I would test those potential solutions to see if they worked.

If none of the possible solutions worked, I would start from scratch and develop a new plan of action. Finally, I would execute that plan of action and hope for the best.

When facing an intractable problem, the initial reaction may often be one of frustration or confusion. It's a situation many of us have encountered at some point in our lives, and it requires a strategic approach to navigate. Let’s delve into a systematic method that can assist in resolving such challenging issues.The outset of tackling a difficult problem is defining it with precision. To understand the problem thoroughly, one must scrutinize the details and context. This stage involves asking questions like What exactly is not working?, When does the issue occur?, and Who is affected by this problem? The aim here is to strip down the issue to its core components, avoiding any irrelevant or peripheral factors that might cloud judgement.Once the problem is succinctly defined, the next step is to embark on a research phase. The pursuit of knowledge is pivotal. In this day and age, we have access to a vast cosmos of information at our fingerprints; however, it's vital to look for credible sources. Resources to consider may include academic journals, technical manuals, expert forums, or platforms dedicated to professional development like IIENSTITU. Such platforms offer specialized courses and expert insights that might shed light on the particular challenge you are facing. Collating information from a mix of trusted resources can uncover potential solutions previously not considered.Following extensive research, compile all the potential solutions discovered. The logical course of action is to experiment with these solutions one at a time, keenly observing the outcomes. It is crucial during this phase to document the process diligently. Recording what has been tried, what modifications were made, and the effects of these changes can provide valuable insights, whether they yield success or not.In instances where the solutions investigated do not render the desired outcome, it might be necessary to strip the problem down once more, this time with the additional knowledge gained from your initial attempts. It is also a prime opportunity to solicit external opinions. Consulting with peers, mentors, or subject matter experts can introduce fresh perspectives and ideas that one might have overlooked.Formulating a fresh plan of action is the culmination of all previous steps taken. This plan should integrate all the lessons learned during the problem-solving process, leveraging new insights and strategies. Armed with a more refined approach, it’s essential to deploy this new plan systematically, all while being open to making adjustments as new information or feedback becomes available.In conclusion, addressing a problem with no apparent solution demands a structured approach that includes defining the problem, conducting thorough research from credible sources like IIENSTITU, testing potential solutions methodically, and if needed, revisiting the issue with a revised plan based on insights garnered. Throughout this process, perseverance, adaptability, and patience are indispensable virtues. Resolving such a challenge, especially a rare or unique one, is seldom straightforward, but with persistence and the right strategy, a solution is generally attainable.

Is there a problem-solving method that you're particularly interested in but haven't had the opportunity to try yet?

I'm interested in the problem-solving process itself. The problem-solving process entails breaking a problem into smaller and smaller manageable parts. Then, once the smaller pieces are understood, the solution to the original problem can be found.

This approach is often called "Divide and Conquer." And it's a very effective way of solving problems. The key is to break the problem into manageable chunks and take one step at a time.

Of course, if you try to solve the entire problem simultaneously, you will likely become overwhelmed and frustrated. But taking it one step at a time can slowly but surely work toward a solution.

The Divide and Conquer approach to problem-solving is a time-tested method that applies across various fields, from computer science to business management, and even in everyday tasks. Its power lies in its simplicity and its ability to make complex or overwhelming problems more manageable.The first step in the Divide and Conquer strategy is to identify the problem. This means clearly defining what needs to be solved without ambiguity. Once the problem is identified, the dividing phase begins. This involves breaking down the large problem into smaller, more manageable sub-problems. The idea is that these smaller problems will be easier to understand, less complex, and, because of this, easier to solve.For instance, if a company is struggling with decreased productivity, the Divide and Conquer method would start by splitting this broad problem into several components such as employee satisfaction, workflow inefficiencies, and resource allocation. Each of these areas would then be further dissected until actionable items emerge.The next phase is to conquer each sub-problem one at a time. This allows for a focused approach where each solution can be crafted with due attention to detail. It also makes the process less overwhelming and increases the likelihood of finding effective solutions, since tackling smaller issues can often yield quick wins that build momentum toward solving the larger problem.Once solutions for the sub-problems have been found, they are integrated into a comprehensive strategy designed to tackle the initial, larger problem. The process may involve iteration, with the problem-solver cycling back to divide further or reconquer as new information and understanding emerge.An example of Divide and Conquer in action is IIENSTITU's approach to educational content. IIENSTITU may split the creation process into research, writing, and production. Each section is then handled meticulously to ensure high-quality output. In research, they may further divide the work into data collection, fact-checking, and sourcing relevant information, ensuring the material is both accurate and rare.While the Divide and Conquer method is widely known, its practical applications can yield unique insights. For instance, in software development, this approach is the backbone of algorithms that efficiently sort and search through data. It's also behind strategic business decisions that break down market expansion into stages like regional analysis, product adaptation, and gradual rollouts.The efficacy of Divide and Conquer lies in its adaptability. Individuals can apply this method to personal goals, such as weight loss or learning a new skill, by breaking these goals into daily or weekly actions. It's a method that fosters control over a situation, reduces anxiety, and provides a clear roadmap towards a solution.Revisiting the earlier example, after the company identifies and implements solutions for employee satisfaction, workflow inefficiencies, and resource allocation, it should see an uptick in productivity. Each solution, when combined, addresses the overarching problem in a controlled and deliberate manner.In summary, the Divide and Conquer approach is a powerful method for dissecting and tackling problems. It allows for a systematic breakdown of issues into elements that are more manageable and less daunting. By dealing with smaller components and gradually integrating their solutions, one can often find a clear path to overcoming what first seemed like an insurmountable challenge.

Do you think there's always a solution to every problem, or are some problems unsolvable?

There is never a simple solution to every problem. Many problems don't have a definitive answer. What is important is how we approach problem-solving.

The first step in any problem-solving process is to identify the problem. This cannot be easy because sometimes we are so close to a situation that we can't see it objectively. However, once the issue is identified, we can look for potential solutions.

Not all solutions are viable, and some may even worsen; therefore, it is a problem. It's essential to evaluate all potential solutions and choose the best one. Sometimes this means trying multiple solutions until one works.

When grappling with the complexities of problem-solving, the premise that every issue has a definitive solution is often a topic of debate. Indeed, the nature of problems varies widely - from the mathematical, where solutions are either proven or disproven, to the philosophical, where answers may be open to interpretation and subjective value judgments. Some problems, particularly those dealing with complex systems or human behavior, may never have clear-cut solutions due to the myriad of variables involved.The initial step in tackling any problem is precise identification. This can be a nuanced process, as problems often present themselves as symptoms of more profound issues. It's not uncommon for true problem identification to require a deep dive into the underlying causes, which can be obscured by various factors, including but not limited to, cognitive biases, lack of information, or the complexity of the problem itself.Once the problem has been identified, generating potential solutions is the next course of action. It is worth noting that not all solutions are created equal. Some may offer a temporary fix or address only a surface-level aspect of the problem. The matrix of evaluating solutions is predicated on their feasibility, sustainability, and potential unintended consequences. The process often involves a strategic analysis using criteria such as cost, time, resources, and potential impact to weigh each solution's merits.In some scenarios, the solution may involve a series of incremental steps rather than a single, monumental change. This iterative approach to problem-solving acknowledges that some problems are too complex to be solved in one fell swoop. Instead, they may require a progressive series of adaptations and improvements to move towards a resolution.Furthermore, the role of creativity in problem-solving cannot be overstated. Sometimes, the most intractable problems necessitate thinking outside conventional paradigms and employing lateral thinking techniques to arrive at innovative solutions.There is also the school of thought that considers the solvability of a problem in relation to the scope and scale of the issue at hand. Problems of a global or existential nature, such as climate change or the question of human suffering, pose challenges that are not readily solvable by individual actors or simple solutions; they require coordinated and sustained efforts over time, and even then, complete resolution may be more aspirational than practical.Conclusively, approaching problems with the mindset that there is always a perfect solution may lead to frustration. Instead, adopting a mindset geared towards progress, adaptive learning, and resilience can be more effective. The ethos of problem-solving resides not just in seeking solutions but in the process of dialogue, collaboration, and continuous learning that we engage in along the way.Institutes like IIENSTITU, specializing in education and learning, play a vital role in equipping individuals with the critical thinking, analytical, and creative skills necessary to tackle a wide array of problems. Through their courses and seminars, learners are provided with the tools to approach issues methodically, considering the complexities and intricacies that characterize modern challenges.

Are there any tricks or tactics to help you solve problems more efficiently?

There's no one-size-fits-all answer to this question, as the best way to solve problems will vary depending on the situation. However, a general process that can be useful for solving many types of issues is illustrated in the diagram below.

The first step is to identify and understand the problem. This may involve identifying the problem's root cause and understanding all the relevant facts and figures. Once you have a good understanding of the problem, you can then begin brainstorming possible solutions. After you have a few potential solutions, evaluating them carefully and selecting the best one is essential.

When it comes to solving problems efficiently, the importance of using structured methods cannot be overstated. While many organizations and educational platforms, such as IIENSTITU, emphasize the significance of various problem-solving techniques, there are specific tricks and tactics that could enhance your problem-solving skills.**Understanding the Problem**Before you can solve a problem, you must thoroughly understand it. This involves breaking down the problem into more manageable parts. Here are the steps to get a deeper insight into the issue:- Define the problem in clear, specific terms.- Gather all relevant information and data about the problem.- Distinguish between cause and effect. This often involves asking why multiple times until you reach the root cause.- Map out how the problem affects other areas or systems that might not be immediately apparent. **Idea Generation**The next phase of problem-solving involves generating a variety of potential solutions. Creative thinking here is key. Here are ways to foster this:- Apply brainstorming techniques. Write down all the ideas, even those that seem far-fetched.- Use lateral thinking to approach the problem from different perspectives.- Encourage diversity of thought by drawing on the knowledge and experience of a varied group of people.**Critical Evaluation**Once a list of potential solutions has been generated, critical analysis is essential to evaluate the viability and potential impact of each option. Follow these tactics:- Develop criteria for judging solutions such as cost, time, resources, and alignment with organizational goals.- Use a scoring system to rate how well each solution meets your criteria.- Assess the risks associated with each potential solution.**Decision Making**Selecting the best solution is a crucial step that involves considering the evaluations conducted in the previous phase. The following considerations could assist in the decision-making process:- Foresee possible outcomes through scenarios or simulations.- Consider if the solution is scalable and sustainable over time.- Make a decision based on a mix of data-driven analysis and intuitive judgment.**Implementation and Review**Implementing the chosen solution involves careful planning and management. Here are key tips for effective implementation:- Create an action plan that outlines each step necessary to implement the solution.- Communicate the plan clearly to all involved parties, ensuring that everyone understands their role.- Set benchmarks and a timeline for implementation.Remember to regularly review and assess the progress:- Monitor the implementation to ensure that it's going according to the plan.- Be flexible and ready to make adjustments as necessary.- After the issue is resolved, conduct a retrospective analysis to understand what worked and what didn't.**Where IIENSTITU Fits In**Education platforms like IIENSTITU can bolster problem-solving skills by providing courses and resources focused on critical thinking, creativity, and strategy. Such institutions are integral in shaping individuals equipped for various problem-solving scenarios, incorporating the latest tools, theories, and real-world applications to enhance learning and development.In conclusion, efficient problem-solving is an art that combines understanding, creativity, critical evaluation, and decision-making, coupled with effective implementation and continual review. By adopting these practices and strategies, you can approach problems with a methodical and innovative mindset that's essential for devising successful solutions.

What are the three main steps of problem-solving?

Solving Problems Step-by-Step The initial phase in problem-solving involves Identifying and Understanding the Problem. This crucial starting point requires to clearly defining the issue. This step necessitates a thorough analysis of what the actual problem is, its contextual elements, and its potential implications. Following the identification is the Developing Possible Solutions stage. You need to brainstorm various strategies to handle the identified problem in this second step. The emphasis here is on generating a wide array of potential solutions. These strategies must be carefully assessed and selected in order to come up with the most effective solution. After you have identified potential solutions, the final step is Implementing the Chosen Solution. This phase requires action. A decision needs to be made on which solution or combination of solutions will be executed. After that, you must follow through by initiating efforts that will lead to the resolution of the problem. In conclusion, the three main steps of problem-solving include Identifying and Understanding the Problem, Developing Possible Solutions, and Implementing the Chosen Solution. These steps equip individuals with the necessary methodologies to navigate through any issue in a systematic and logical manner.

Problem-solving is an essential skill that enables us to navigate through life’s challenges effectively. The process can broadly be broken down into three main steps: identification and understanding of the problem, development of possible solutions, and implementation of the chosen solution.Step 1: Identifying and Understanding the ProblemThe journey to problem-solving begins with accurately identifying and comprehending the problem at hand. This step goes beyond mere recognition; it requires a deep dive into the specifics of the issue. One must discern the underlying causes of the problem, establish its boundaries, and understand its scale and scope. This step may involve gathering data, consulting stakeholders, analyzing existing systems, and employing critical thinking to clarify the nature of the problem. A clear understanding forms the foundation for finding a viable solution.Step 2: Developing Possible SolutionsOnce the problem is fully understood, the second step involves brainstorming and generating a variety of potential solutions. This is a creative phase where multiple ideas are encouraged without immediate judgement or evaluation. Techniques such as mind mapping, listing pros and cons, and conducting thought experiments can facilitate this process. A key aspect of this stage is considering the resources available, potential obstacles, and the impact of proposed solutions. It is important to think both logically and laterally to generate options that are both innovative and practical.Step 3: Implementing the Chosen SolutionThe final step is about taking action. From the selection of feasible solutions compiled in the previous stage, the best course of action needs to be chosen based on criteria such as effectiveness, efficiency, sustainability, and cost. This potentially involves making difficult decisions, as it may require weighing trade-offs between the benefits and downsides of each option. Once a decision is made, the solution must be operationalized through careful planning and execution. This step can include setting timelines, assigning responsibilities, and establishing metrics for success. It’s crucial to monitor the implementation and be willing to make adjustments as needed to ensure the problem is adequately addressed.In conclusion, effective problem-solving is a structured process that encompasses the sequential steps of identifying and understanding the problem, developing possible solutions, and implementing the chosen solution. Each stage is as critical as the next and requires a different set of skills and approaches. Mastering these steps is key to achieving successful outcomes in various contexts ranging from everyday life to complex organizational environments. Whether it is in a personal capacity or within institutions like IIENSTITU, adept problem-solving remains an invaluable competency.

How does future problem-solving differ from traditional problem-solving approaches?

Proactive Approach of Future Problem-Solving Traditional problem-solving methods mainly focus on resolving issues as they arise. This involves identifying a problem, determining its cause, examining potential strategies, implementing a solution, and assessing its effectiveness. They are more reactive in nature, tackling problems that have already occurred. On the contrary, future problem-solving is more about anticipation. Instead of waiting for problems to occur, it assumes probable issues to arise in the future. It then engages in creating strategies to prevent those problems or mitigate their impact. This proactive approach of preemptively addressing potential problems is a key characteristic of future problem-solving. Use of Foresight in Future Problem-Solving In addition to anticipating problems, future problem-solving often uses foresight techniques, such as forecasting or scenario planning. These methods enable a better understanding of potential future environments and how current decisions might impact them. Hence, future problem-solving is not only about solving problems but also about crafting the future. Systems Thinking in Future Problem-Solving Another aspect that sets future problem-solving apart is the use of systems thinking. Instead of looking at problems in isolation, it sees them as part of a larger system. This approach helps in grasping the big picture and understanding the complex interdependence between various elements. In conclusion, future problem-solving surpasses traditional problem-solving just from being reactive to proactive. It is not only about dealing with present realities but also preparing for prospective issues. It leverages foresight tools and systems thinking to understand and shape the future, making it a more comprehensive and strategic approach to problem-solving.

Future problem-solving represents a paradigm shift from how we've traditionally approached challenges in our personal lives, businesses, or even global affairs. It distinguishes itself through a proactive and systemic methodology, which sets the stage for innovation and sustainable progress.Incorporating Predictive AnalysisOne of the main differentiators in future problem-solving is the incorporation of predictive analysis. By making educated guesses about the future, practitioners of future problem-solving can identify potential obstacles ahead of time and develop plans to either avoid them altogether or minimize their negative effects. This forward-looking approach utilizes data, trends, machine learning, and artificial intelligence to forecast future scenarios. Interdisciplinary CollaborationFuture problem-solving often calls for interdisciplinary collaboration. This sort of approach garners insights from a range of fields—be it technology, sociology, economics, or environmental science—to inform a more holistic understanding of potential challenges. By bringing together diverse perspectives, solutions can be crafted that are robust and multifaceted, preempting a wider array of potential future problems.Cultivating Agility and ResilienceMoreover, future problem-solving instills an organizational culture that values agility and resilience. Businesses and individuals that anticipate future challenges are more likely to have flexible strategies in place, which allows them to pivot and adapt rapidly when unforeseen issues emerge. This nimbleness is essential in a fast-paced, ever-changing world and a stark contrast to more traditional, rigid problem-solving frameworks.Ethical Considerations and Long-term ImpactFuture problem-solving also places a stronger emphasis on ethical considerations and the long-term impact of decisions. As we move further into the 21st century, it's become increasingly clear that today's solutions can become tomorrow's problems if not thought through carefully—be it through unintended consequences or through neglecting the sustainability angle. Future problem-solving advocates for choices that are equitable and will serve generations to come, rather than opting for quick, myopic fixes.In summary, future problem-solving is an advanced, dynamic approach that contrasts with traditional problem-solving by forecasting potential issues, incorporating multidisciplinary thought, fostering adaptability, and emphasizing sustainability and ethical action. Rather than responding to the immediate, it involves crafting long-term solutions that are resilient to the tests of time and change. This paradigm is essential for a world facing complex and interrelated challenges where the decisions of today will unquestionably shape the landscapes of tomorrow.

In the context of future problem-solving, how does one identify potential long-term consequences of a solution?

Identification of Potential Long-Term Consequences In foreseeing the long-term outcomes of a solution, certain strategies can be observed. First and foremost, one must understand the problem comprehensively. By doing so, they position themselves to anticipate the impacts of the solution better. Analyzing Current Trends Analyzing trends associated with the problem helps to predict potential challenges. It involves looking at current patterns within the system and using them to envisage probable impacts. Implementing Scenario Planning Scenario planning avails one with multiple hypothetical situations, giving an array of potential outcomes. It allows decision-makers to examine a diverse range of scenarios and anticipate possible effects. Modeling and Simulation Additionally, the use of modeling and simulation is essential. These tactics offer a visual representation of the likely consequences, making it easier to discern long-term effects. Integration of Diverse Perspectives Involving a diverse group of stakeholders is also helpful. They provide unique insights into potential outcomes, assisting one to perceive the long-term consequences from a more holistic approach. Use of Decision-Making Tools and Techniques Further, one can employ various decision-making tools and techniques. Techniques such as Risk Analysis, SWOT Analysis, and Decision Trees help in predicting long-term consequences, highlighting potential risks and benefits. Continuous Review and Evaluation Finally, a continuous review and evaluation process allows for early identification of the long-term implications. Regular assessments help in detecting unforeseen consequences, aiding in corrective measures. True tailoring of future problem-solving demands imaginative and strategic thinking. Taking steps to identify long-term consequences, as discussed above, is central in developing sustainable solutions. Utilizing these strategies promotes robust, adaptable problem-solving, instrumental in navigating the ever-evolving complexities of the future.

When tackling any problem with long-term implications, it is essential to consider and try to predict the future consequences of potential solutions. Identifying these consequences requires a multi-faceted approach that blends both analytical and creative thinking strategies. Below are the key strategies one should employ to effectively identify potential long-term consequences of a solution:### Comprehensive Problem UnderstandingUnderstanding the problem in-depth is the foundation for identifying the long-term consequences of any solution put forward. This understanding encompasses the causes, context, and the stakeholder that are affected by the problem and its potential solutions.### Analyzing Current TrendsIn-depth analysis of current trends related to the problem can provide insights into future developments. When a solution is projected forward, it should be tested against these trends to gauge its long-term viability and potential repercussions.### Implementing Scenario PlanningScenario planning is a strategic method used to make flexible long-term plans. By creating detailed narratives about various future states, organizations can explore different potential outcomes and prepare for a range of possibilities.### Modeling and SimulationUtilizing computer models and simulations can offer a glimpse into the future effects of a solution. By modeling different variables and their interactions, one can better understand how a solution might scale or evolve over time.### Integration of Diverse PerspectivesIncluding diverse perspectives in the problem-solving process ensures that a broad spectrum of potential outcomes is considered. Stakeholders from various disciplines and backgrounds can highlight consequences that may not be immediately apparent.### Use of Decision-Making Tools and TechniquesEmploying tools such as Risk Analysis can help quantify the likelihood and impact of potential risks associated with a solution. SWOT Analysis provides a structured approach to identify strengths, weaknesses, opportunities, and threats. Decision Trees can help envision and compare the paths and outcomes of different choices.### Continuous Review and EvaluationContinuous review and assessment of the implemented solution ensure that it can be adjusted as needed. Monitoring allows for the early detection of any side effects or unintended consequences, which is crucial for mitigating long-term negative impacts.In conclusion, the identification of potential long-term consequences necessitates a diligent and comprehensive approach to problem-solving. By understanding current trends, employing scenario planning, modeling and simulation, integrating diverse perspectives, using decision-making tools, and continuously reviewing outcomes, future problems can be addressed with a keen eye on sustainability and adaptability. This strategic foresight is key to minimizing unintended negative consequences and ensuring that solutions are resilient in the face of future uncertainties.

She describes himself as someone who loves to write about digital marketing, social media and public relations. His personal development special interest lies in self-improvement through reading books on the subject of human behavior; she also has an eye for how these topics apply outside just business or career settings too!

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Definition of Problem-Solving With Examples

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Need a New Problem-Solving Strategy? Try These!

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How To Improve Your Problem-Solving Skills

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Which Common Problems Can Be Solved With NLP Techniques?

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Problem Solving - Solve any problem in less than 3 minutes

Problem Solving Method Of Teaching

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A Problem Solving Method: Brainstorming

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What are Problem Solving Skills?

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How To Develop Problem Solving Skills?

Stuck Solving a Problem? 3 Steps to Get Unstuck

Often our tough problem isn't really the problem itself, but our approach..

Posted June 23, 2024 | Reviewed by Abigail Fagan

What Is Anxiety?
Find a therapist to overcome anxiety
Solving hard problems requires finding the underlying problems, controlling what you can, and being proactive.
Finding the underlying problem means seeing the current problem as an outcome or bad solution.
Controlling what you can helps you not feel discouraged and enables you to take productive action.

Carly is struggling with her job—feeling micro-managed by her supervisor, getting assignments that she feels overwhelmed by and not capable of handling, working overtime every week for the last three months, and feeling exhausted. Still, she's afraid to speak up for fear of sounding whiny.

Jack and Kim have been together for two years. While they are doing okay overall, what drives him crazy is Kim not following through on things—not paying bills she says she is going to pay, not following up with her mother about family events. Like Carly, Jack tries not to say anything but he periodically blows up.

We all periodically have problems that we just can’t seem to resolve. They may be relationship issues, work issues, health issues, or mental health issues. We get frustrated, can’t find a clear path forward, and keep ramming our heads against the same wall. We feel stuck, trapped.

It's time to get unstuck. Here are 3 approaches to help you move forward:

1. Find the problem under the problem

What we usually think of as problems are not actually the problems but outcomes or bad solutions to other problems beneath. Carly’s problems are a couple—the controlling boss and feeling overwhelmed by assignments—and she needs to look at each one separately. Her boss’ micromanagement, like most control, is usually her boss’ solution to the anxiety her boss feels.

As a starting point, it may help Carly to think about her boss’ behavior as her way of managing her anxiety rather than getting emotionally tangled in feeling controlled. If her boss is anxious, Carly can help reduce it by proactively letting her boss know what she is doing and reassuring her that she is on top of things before her boss' anxiety gets too high and shifts into her default mode.

But Carly also needs to tackle her other problem—not having the skills she needs to do her job efficiently. Here the underlying problem is the lack of training. She may want to email or talk directly with her boss about her need for training or talk with HR about training options.

Jack’s job is a bit easier. While Carly is unlikely to question her supervisor about whether or not her supervisor is anxious, Jack can have a conversation with Kim about her not following through in order to uncover the problem under the problem. He may discover that Kim, like Carly, is feeling overwhelmed by work stress and so gets scattered, and items like checking in with her mother or even paying the bills get pushed to the bottom of her to-do pile. Or it may be that Kim admits that really dislikes being responsible for the bill-paying and that it would be better for Jack to take it over.

The underlying problems that usually drive the surface problems are either emotions—anxiety, dislike, anger —or a lack of skills or information. Sorting out which may be the most likely culprit is a good starting point for getting unstuck.

2. Change your approach

This is what Carly is doing by being proactive with her supervisor—giving her information rather than waiting for her supervisor to come to her. This is what Jack is doing when he has a clear and calm conversation with Kim about why she is having a difficult time following through, rather than holding in his resentment and periodically blowing up.

Because relationships are dynamic and are a product of each person reacting to the other, it is often the pattern itself that is fueling the problem. Carly’s walking on eggshells and holding back can understandably fuel her boss’ anxiety and micromanaging. Similarly, Jack’s holding in and then blowing up could fuel Kim’s not realizing how important this is to Jack or her dismissing his concerns when he blows up because the emotion erases the underlying message.

By approaching the problem in a different way, and most often by doing the opposite of what you are doing, you change this yin-yang dynamic, prompting the other person to respond differently as well. If Carly, for example, sends an email to her boss and says that she is aware of how important productivity is to the company and in that spirit, she feels some additional training would help increase her productivity, this sidesteps her worry that she is whining and her boss is likely to appreciate such feedback and view her as a conscious worker. Similarly, by Jack having that calm and clear conversation about his frustration, Kim is likely to better understand his concerns and will probably appreciate his speaking up and being honest, which in turn may prompt her to be more reliable.

Often, our overall approach to problems is fairly consistent—Carly all too easily falls into being tentative and reactive, walking on eggshells; Jack all too easily holds resentments in and then blows up. By experimenting with changing your approach overall—being more proactive and assertive —you become more flexible, have multiple ways of attacking problems, and become less anxious and more creative.

3. Control what you can control

This is about not feeling trapped by a problem. What can Carly control? Her attitude towards her boss, her job, her anxiety, her behavioral approach to her boss, her exploration of opportunities for training, her ability to quit her job, and her view of how important her job is are the larger landscape of her life.

What she can’t control? Probably her supervisor’s personality and style, though she may be able to influence it. She can’t control the company and how they do business.

What can Jack control? Himself. He doesn’t have to feel trapped or feel like a martyr or victim. He can choose to follow up on the bills or take them over, or call Kim’s mom and find out what he needs to know. And like Carly, he can control his anxiety. The key here is his adopting the attitude that he is doing this because he is trying to fix what is his problem, namely, his anxiety, rather than saying to himself that he is forced to do this because Kim is incompetent or unreliable.

What can’t he control? Like Carly, he can’t control the other, Kim, though he may be able to influence her. Finally, like Carly, he is not trapped; his ultimate solution is knowing that he can leave the relationship.

Obviously, all these approaches overlap with each other, and all three can be put to use at the same time. The theme, though, is clear—to stop spinning your wheels, ramming your head into the same emotional wall, continuing to do what you do—but instead doing something different—by attitude, by behavior, by perspective.

Time to get unstuck?

Taibbi, R. (2017). Boot camp therapy: Action-oriented approaches to anxiety, anger, & depression. New York: Norton.

Bob Taibbi, L.C.S.W., has 49 years of clinical experience. He is the author of 13 books and over 300 articles and provides training nationally and internationally.

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Effective Decision Making Techniques for Every Situation

In this guide, we will explore effective decision-making techniques to help you make better decisions in various aspects of your life. Whether you’re facing personal dilemmas, professional challenges, or ethical quandaries, these techniques will provide you with the tools you need to navigate through any situation with confidence and clarity.

What is a Decision Making Technique?

A decision-making technique is a method or approach used to help people make better decisions. These techniques provide step-by-step processes or tools to consider options, weigh their pros and cons, and choose the best course of action. Examples include listing the advantages and disadvantages of each option, visualizing potential outcomes, or prioritizing based on key factors. These techniques help people make clearer, more informed decisions in different situations, like personal choices or business strategies.

6 Decision Making Techniques for Better Decisions

Here are 6 decision-making techniques that can be applied in various contexts, including personal decision-making, professional decision-making, strategic planning, problem-solving, and more. These techniques help individuals and organizations make better choices by providing structured approaches to analyze options, mitigate risks, and achieve desired outcomes.

1. Pugh Matrix

What it is : The Pugh Matrix, also known as the Decision Matrix, is a structured technique for comparing multiple alternatives against a set of criteria. It helps objectively evaluate options by assigning scores based on predefined criteria.

How to use it in decision-making :

Identify the decision to be made and the alternatives available.
Determine the criteria for evaluation, such as cost, time, quality, etc.
Assign weights to each criterion based on its importance.
Compare each alternative against the criteria and assign scores.
Calculate the total scores for each alternative to determine the best option.
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Brainstorming

What it is : Brainstorming is a creative technique used to generate a large number of ideas or solutions to a problem in a short amount of time. It encourages free thinking and idea generation without criticism.

How to use it in decision making :

Gather a group of participants with diverse backgrounds and perspectives.
Clearly define the problem or decision to be addressed.
Set a time limit and encourage participants to generate as many ideas as possible.
Record all ideas without judgment or evaluation.
After brainstorming, evaluate and refine the ideas generated to identify potential solutions.

The Heuristic Method

What it is : The heuristic method involves using practical rules or shortcuts to make decisions quickly, often in situations with limited information or time.

Identify the decision to be made and any constraints or limitations.
Use heuristics, or mental shortcuts, to simplify the decision-making process .
Examples of heuristics include the “satisficing” approach (choosing the first option that meets the minimum criteria), the “availability heuristic” (relying on readily available information), or the “anchoring and adjustment heuristic” (starting with an initial estimate and adjusting based on new information).

Tiered Voting

What it is : Tiered voting is a decision-making technique where participants vote on options in multiple rounds, with the lowest-ranking options eliminated in each round until a consensus is reached.

Present the options to be voted on to the participants.
In the first round of voting, each participant ranks the options from best to worst.
Eliminate the options with the lowest rankings and proceed to the next round of voting.
Repeat the process until only one option remains, or until a predetermined threshold for consensus is reached.

SWOT Analysis

What it is : SWOT Analysis is a strategic planning tool used to identify the Strengths, Weaknesses, Opportunities, and Threats of a decision, project, or organization.

Identify the decision or project to be analyzed.
List the internal Strengths and Weaknesses, such as resources, capabilities, or limitations.
Identify external Opportunities and Threats, such as market trends, competition, or regulatory changes.
Analyze the SWOT factors to inform decision-making and develop strategies to capitalize on strengths, address weaknesses, exploit opportunities, and mitigate threats.

Game Theory

What it is : Game Theory is a mathematical framework used to analyze decision-making in situations where the outcomes depend on the choices of multiple parties, or “players.”

Identify the decision or interaction involving multiple parties with conflicting interests.
Define the players, their available strategies, and the possible outcomes.
Use mathematical models to analyze the potential strategies and outcomes, considering factors such as payoff, risk, and utility.
Determine the optimal strategy for each player, considering the potential responses of others, to achieve the best possible outcome or equilibrium.

What it is : Scenario planning is a technique used to make decisions in the face of uncertainty about the future. It involves creating multiple plausible future scenarios and analyzing their potential impact on the decision at hand.

Identify the decision to be made and any uncertainties or future factors that could influence the outcome.
Develop multiple scenarios, each depicting a different plausible future based on various combinations of key uncertainties.
Evaluate each scenario’s potential impact on the decision, considering factors such as risks, opportunities, and challenges.
Assess the robustness of the decision under each scenario and identify strategies to mitigate risks or capitalize on opportunities.
Make the decision based on an understanding of how it would perform across different possible futures.

Priority Matrix

What it is : A Priority Matrix, also known as an Eisenhower Matrix or Urgent-Important Matrix, is a tool used to prioritize tasks or decisions based on their urgency and importance. It helps individuals or teams focus their efforts on the most critical tasks or decisions, thereby improving productivity and effectiveness.

Identify the decisions or tasks that need to be prioritized.
Create a prioritization grid with four quadrants: Urgent and Important, Important but Not Urgent, Urgent but Not Important, and Neither Urgent nor Important.
Place each decision or task into one of the quadrants based on its level of urgency and importance.
Focus on addressing tasks in the Urgent and Important quadrant first, as they require immediate attention.
Delegate or schedule tasks in the Important but Not Urgent quadrant for later action, to prevent them from becoming urgent.
Consider whether tasks in the Urgent but Not Important quadrant can be delegated or deferred, as they may distract from more critical priorities.
Minimize or eliminate tasks in the Neither Urgent nor Important quadrant, as they contribute little value to achieving goals.

Effective decision making is a skill that can be honed through practice and awareness. By understanding the decision-making process, utilizing proven decision making techniques, and adapting to different contexts, you can navigate through life’s challenges with confidence and clarity. Remember, every decision you make shapes your future, so choose wisely.

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Problem Solving - 3 Basic Steps

3 Basic Steps of Problem Solving

Step 1. Problem

Step 1. Problem

The Basics of Problem Solving Don't Change

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

What Is Problem Solving?

Problem-Solving Steps

Defining the Problem

Generating Solutions

Evaluating and Selecting Solutions

Implementing and Monitoring the Solution

Problem-Solving Techniques

Brainstorming

Root Cause Analysis

SWOT Analysis

Mind Mapping

Examples of Problem Solving in Various Contexts

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

Problem Solving Methodologies

A3 Problem Solving Method:

Step 1 – Define the Problem

Step 2 – Gather Information and Brainstorm Ideas

Step 3 – Evaluate Options and Choose the Best Solution

Step 4 – Implement and Monitor the Solution

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In this guide you'll learn:

Stakeholder Analysis Worksheet

1. Problem definition

2. The problem-solving process

3. Distinctiveness practices

4. Collaboratio n

Example scenario – A family on Friday evening :

Potential problem definitions – A family on Friday evening :

Problem Statement Worksheet

Example: Alpha Manufacturing, Inc.

Pyramid Structure for Grouping Arguments

Expand: Construct multiple perspectives

Link: Identify relationships

Distill: Find the essence

Lead: Stay ahead/step back

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Problem-Solving Strategies and Obstacles

What Is Problem-Solving?

Problem-Solving Mental Processes

Problem-Solving Strategies

Trial and Error

How to Apply Problem-Solving Strategies in Real Life

Obstacles to Problem-Solving

How to Improve Your Problem-Solving Skills

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Steve Jobs Had a Brilliant 3-Step Method for Solving Difficult Problems. Now Apple Is Making It Easier for Employees to Use It

1. Zoom Out

2. Focus In

3. Disconnect

Additional menu

The 5 steps of the solving problem process

Understanding the problem solving process

Examples of problem solving scenarios

Scenario #1: Manufacturing

Scenario #2: Service Delivery

Scenario #3: Marketing

1. Pugh Matrix