problem solving tool meaning

LESSWRONG LW

What is a tool.

Throughout this post, we’re going to follow the Cognition -> Convergence -> Consequences methodology [1] . That means we’ll tackle tool-ness in three main stages, each building on the previous:

Cognition: What does it mean, cognitively, to view or model something as a tool?

Convergence: insofar as different minds (e.g. different humans) tend to convergently model the  same things as tools, what are the “real patterns” in the environment which give rise to that convergence.

• Consequences: Having characterized the real patterns convergently recognized as tool-ness, what other properties or consequences of tool-ness can we derive? What further predictions does our characterization make?

We’re not going to do any math in this post, though we will gesture at the spots where proofs or quantitative checks would ideally slot in.

Let’s start with a mental model of (the cognition of) problem solving, then we’ll see how “tools” naturally fit into that mental model.

When problem-solving, humans often come up with partial plans - i.e. plans which have “gaps” in them, which the human hasn’t thought through how to solve, but expects to be tractable. For instance, if I’m planning a roadtrip from San Francisco to Las Vegas, a partial plan might look like “I’ll take I-5 down the central valley, split off around Bakersfield through the Mojave, then get on the highway between LA and Vegas”. That plan has a bunch of gaps in it: I’m not sure exactly what route I’ll take out of San Francisco onto I-5 (including whether to go across or around the Bay), I don’t know which specific exits to take in Bakersfield, I don’t know where I’ll stop for gas, I haven’t decided whether I’ll stop at the town museum in Boron, I might try to get pictures of the airplane storage or the solar thermal power plant, etc. But I expect those to be tractable problems which I can solve later, so it’s totally fine for my plan to have such gaps in it.

How do tools fit into that sort of problem-solving cognition?

Well, sometimes similar gaps show up in many different plans (or many times in one plan). And if those gaps are similar enough, then it might be possible to solve them all “in the same way”. Sometimes we can even build a physical object which makes it easy to solve a whole cluster of similar gaps.

Consider a screwdriver, for instance. There’s a whole broad class of problems for which my partial plans involve unscrewing screws. Those partial plans involve a bunch  of similar “unscrew the screw” gaps, for which I usually don’t think in advance about how I’ll unscrew the screw, because I expect it to be tractable to solve that subproblem when the time comes. A screwdriver is a tool for that class of gaps/subproblems [2] .

So here’s our rough cognitive characterization:

• Humans naturally solve problems using partial plans which contain “gaps”, i.e. subproblems which we put off solving until later
• Sometimes there are clusters of similar gaps
• A tool makes some such cluster relatively easy to solve.

First things first: there are limits to how much different minds do, in fact, convergently model the same things as tools.

You know that thing where there’s some weird object or class of objects, and you’re not sure what it is or what it’s for, but then one day you see somebody using it for its intended purpose and you’re like “oh, that’s what it’s for”? (👀) 

From this, we learn several things about tools:

• Insofar as different humans convergently model the same things as tools at all, the real patterns which give rise to that convergence are (at least in part) patterns of  usage , not just properties internal to the tool itself.
• Once we see someone using a tool for something, it usually  is pretty obvious that the thing is a tool and I’d expect most people to converge on that model. I also expect people to mostly converge on their model of what-the-tool-is-for, conditional on the people seeing the tool used in the same ways.
• Note that we often only need to see a tool used a handful of times, maybe even just once, in order for this convergence to kick in. So, an analogue of the  word-learning argument applies: we can’t be learning the convergent tool-model by brute-force observation of lots of usage examples; most of the relevant learning must happen in an unsupervised way, not routing through usage examples. [3]

To my mind, these facts suggest a model analogous to the  cluster model of word-meaning . Model:

• There’s (some degree of) convergence across minds in the “gaps” which naturally show up in plans.
• Sometimes those gaps form clusters. We  already have a story (including some math and quantitative empirics) for when clusters are convergent across minds.
• … so when someone sees another person using a certain object to solve a subproblem from a particular cluster, that one example might be enough to connect that object to that subproblem-cluster - i.e. model the object as a tool whose purpose is to solve subproblems in that cluster.
• … so insofar as the clusters are convergent across minds, different minds should also need only a few usage-examples to agree on which subproblem-cluster(s) a given tool “is for”.

Ideally, we’d like to mathematically  prove the convergence steps above, or at least come up with some realistic and simple/empirically-checkable sufficient conditions under which convergence occurs. We have at least part of such an argument for cluster convergence, but convergence in the “gaps” which show up in plans is a wide-open problem.

Consequences: From that characterization, what other properties or consequences of tool-ness can we derive?

We’ll give a couple example consequences here; perhaps you can come up with some more!

Let’s go back to the roadtrip example. My (partial) road trip plan has a bunch of gaps in it [4] :

• I’m not sure exactly what route I’ll take out of San Francisco onto I-5 (including whether to go across or around the Bay)
• I don’t know which specific exits to take in Bakersfield
• I don’t know where I’ll stop for gas
• I haven’t decided whether I’ll stop at the town museum in Boron
• I might try to get pictures of the airplane storage or the solar thermal power plant

Notice that these gaps are  modular : my choice about what route to take out of San Francisco is mostly-independent of which exits I take in Bakersfield, the choice about where to stop for gas is mostly-independent of both of those (unless it’s along the route from San Francisco to I-5, or in Bakersfield), the choice about whether to stop at the town museum in Boron is mostly-independent of all of those, etc. Insofar as the choices interact at all, it’s via a few low-dimensional variables like e.g. how much time various routes or stops will take, or with only a few other choices.

From a cognitive perspective, modularity is an important prerequisite for the whole partial-plan-with-gaps strategy to be  useful . If all the subproblems were tightly coupled to each other, then we couldn't solve them one-by-one as they came up.

Modularity of subproblems, in turn, implies some corresponding modularity in  tools .

Consider a screwdriver again. Screws show up in lots of different objects, in lots of different places. In order for a screwdriver to make those subproblems easy to solve, it has to be able to screw/unscrew screws in all those different contexts (or at least a lot of them).

Furthermore, the screwdriver has to  not have lots of side effects which could mess up  other subproblems in some of those contexts - for instance, if the screwdriver is to be used for tight corners when building wooden houses, it better not spit flames out the back. To put it differently: part of what it means for a tool to solve a subproblem-cluster is that the tool roughly  preserves the modularity of that subproblem-cluster.

Having a screwdriver changes what partial plans I make: with a screwdriver on hand, I will make a lot more plans which involve screwing or unscrewing things. Hammers are notorious for making an awful lot of things look like nails. When I have a tool which makes it easy to solve subproblems in a certain cluster, I’m much more willing to generate partial plans whose gaps are in that cluster.

… and if I’m generating partial plans with a different distribution of gaps, then that might change which clusters naturally show up in the distribution of gaps.

We’ve talked about a phenomenon like this before in the context of  social constructs . A toy example, in that context, talks about a model in which cars and trucks each naturally cluster:

… but of course people could just choose to build different kinds of vehicles which fall in other parts of the space:

… and that changes which clusters are natural.

The key point here is that we can change which clusters are natural/convergent for modeling the world by changing what stuff is in the world.

That sort of phenomenon is also possible with tools. In particular: in a given environment, we hypothesized in the previous section that there’s (at least some) convergence across minds in the gaps which show up in partial plans, and convergence in clustering of those gaps. But the “given environment” includes whatever tools are in the environment. So sometimes, by creating a new tool, someone might change what kinds of partial plans people form, and thereby create a whole new subproblem-cluster, or change the shapes of existing subproblem-clusters.

Furthermore, insofar as people are  aware of different tools available in the environment, they might form different kinds of partial plans with different kinds of gaps, and thereby have different subproblem-clusters. I expect that’s a big factor in the cases where it takes tens of examples to learn what a new tool is for (as opposed to 1-3 examples): there’s an iterative process of refining one’s model of the tool and its cluster, then generating different kinds of plans to leverage the new tool/cluster, then re-clustering based on the new kinds of plans generated. Eventually, that process settles down to a new steady state.

… a name which we just made up for a methodology we’ve found quite fruitful lately and should probably write an independent post on at some point. Consider this post an example/case study of how the Cognition -> Convergence -> Consequences methodology works.

Probably some of you are thinking “doesn’t the screwdriver also change which plans I make, and therefore which gaps show up in my plans? Y’know, because I’m more likely to consider plans involving unscrewing stuff if I have a screwdriver.”. Yes; hold that thought.

Note that the subproblems in the road trip example in particular are not necessarily solved by tools. We do not expect that every subproblem or even cluster of subproblems has an existing tool which fits it.

Perhaps it's just the terminolgoy of the story but are tools modeled as physical objects or are they more general than that? For example, I often think of things like government and markets (and other social institutions) as tools which exists at a social level problem space.

With footnote 4, is the point that there is not tight problem-tool mapping, in the sense that we will have problems/subprobles that are solved without the use of a tool (as you have them modeled/defined)? Or is it better understood as saying we will have gaps we have not yet solved, or not yet solved in some way that has converged to some widely shared conception of a tool that solves the problem?

Perhaps it's just the terminolgoy of the story but are tools modeled as physical objects or are they more general than that?

I was trying to be agnostic about that. I think the cognitive characterization works well for a fairly broad notion of tool, including thought-tools, mathematical proof techniques, or your examples of governments and markets.

With footnote 4, is the point that...

There may be subproblems which don't fit any cluster well, there may be clusters which don't have any standard tool, some of those subproblem-clusters may be "solved" by a tool later but maybe some never will be... there's a lot of possibilities.

Best Problem Solving Activities for the Workplace

8 mins read

by Pete Ford

Updated On Jun 21, 2024

In today's rapidly evolving business world, the ability to solve problems effectively and efficiently is paramount. While it is crucial to understand the problem thoroughly, it is equally important not to overanalyze it to the point of inaction. Instead, the focus should be on identifying actionable solutions quickly and implementing them efficiently. Effective problem-solving capabilities enable teams to identify root causes, develop innovative solutions, and implement changes that drive business success. Tackling significant challenges head-on, even when the odds are not favorable, is essential for transformative results.

Moreover, cultivating a culture of problem-solving fosters a sense of autonomy and empowerment among employees. As team members improve their problem-solving skills, they become more independent, reducing the need for constant supervision. In addition, when individuals from diverse backgrounds and perspectives come together to tackle challenges, the synergy created can lead to groundbreaking solutions and significant advancements for the organizations. 

Workplace Problem-Solving Activities

Just as you can't learn to write a novel solely by reading about it, or to swim merely by observing others, true mastery of problem-solving skills requires more than just theory. It demands immersion and action. That's why, when fostering problem-solving abilities in your employees, it's essential to engage them in practical exercises that simulate real-world challenges. Through engaging in challenging problem-solving scenarios and activities, teams develop the skills and confidence to effectively navigate real-world challenges.

According to a report by the World Economic Forum (WEF) , problem-solving skills are listed among the top skills required in the workplace by 2025. The problem solving activities for employees mentioned below are designed to enhance the critical thinking skills , creativity, and collaborative capabilities of your teams. These activities are not just problem solving exercises for teams, they are strategic investments in building a workforce that can navigate complexities, innovate solutions, and drive the organization towards its goals. 

By engaging in structured problem-solving activities, teams learn to tackle challenges methodically and develop a proactive mindset essential for overcoming obstacles in today’s dynamic business environment.

We have carefully divided workplace problem solving activities into 3 distinct categories that cater to different aspects of problem-solving skills:

• Team-Based Problem Solving Activities 

Creative Problem-Solving Activities

Quick and easy problem-solving activities, team-based problem solving activities.

Team-Based Problem Solving Activities form the foundation for effective problem-solving within a team, emphasizing crucial elements like communication, trust, and collaboration. As Vusi Thembekwayo once remarked, “To achieve anything in business, you need relationships based on trust.” This quote underscores the significance of fostering a trusting environment where team members feel comfortable working together, leveraging each other's strengths to tackle challenges with greater efficiency and creativity.

Via Edstellar

1. “A Shrinking Vessel” Training Activity:

“A Shrinking Vessel” is a dynamic team-building exercise that challenges participants to adapt quickly to changing conditions. The activity involves employees standing within a defined space that gradually shrinks, requiring them to strategize and cooperate to stay within the boundaries. 

How to Conduct the “A Shrinking Vessel” Activity:

• Select a large, open area that can be marked with boundaries.
• Use tape or rope to create a large initial boundary that all employees can comfortably stand within.
• Gather all workers within the boundary.
• Explain that the boundary will gradually shrink, and that workers must remain within the shrinking area.
• Begin the activity by gradually reducing the size of the boundary every 2-3 minutes.
• Use a predetermined signal (like a whistle) to indicate when the boundary is shrinking.
• Continue to reduce the boundary until it becomes challenging for employees to stay within the area.
• End the activity when it becomes impossible for them to stay within the boundary.

Key Takeaways

Employees learn to adapt quickly to changing constraints, enhancing their ability to communicate and collaborate effectively under pressure. This activity fosters creativity in problem-solving by requiring teams to develop strategies to navigate the shrinking space, encouraging flexibility and teamwork in dynamic environments.

2. “Marshmallow Spaghetti Tower” Training Activity:

“Marshmallow Spaghetti Tower” challenge is a creative and engaging activity where teams use spaghetti, tape, and string to build the tallest possible structure that can support a marshmallow on top. 

How to Conduct the “Marshmallow Spaghetti Tower” Activity:

• Gather the employees and divide them into teams.
• Provide each team with 20 sticks of spaghetti, one yard of tape, one yard of string, and one marshmallow.
• Ensure each team has a flat surface to work on.
• Explain that teams have 18 minutes to build the tallest free-standing structure using the materials provided, with a marshmallow on top.
• Start the timer and let teams begin constructing their towers.
• Encourage teams to experiment with different designs and structural concepts.
• Once the time is up, measure the height of each structure from the base to the top of the marshmallow.
• Announce the winning team with the tallest structure.
• Discuss the different strategies used by each of the teams and what they learned from the activity.

Key Takeaways:

Employees enhance their creative problem-solving skills by brainstorming and constructing innovative designs with limited resources. This activity emphasizes the importance of planning, adaptability, and teamwork, as the workforce must work together to build the tallest possible tower. Through trial and error, they learn to manage constraints and effectively communicate their ideas, fostering a collaborative approach to achieving shared goals.

3. “Egg Drop Challenge” Training Activity:

The “Egg Drop Challenge” is an exciting problem-solving activity where teams design and build a structure to protect an egg from breaking when dropped from a height. 

How to Conduct the “Egg Drop Challenge” Activity:

• Divide the employees into teams and provide each team with materials such as straws, tape, newspaper, rubber bands, and plastic bags.
• Ensure each team has an egg and a designated drop zone.
• Explain that the teams have 30 minutes to design and construct a protective device for their egg using the provided materials.
• Start the timer and let the teams begin constructing their protective devices.
• Encourage teams to think creatively and test their designs.
• Drop each egg from a predetermined height (e.g., 10 feet) onto a hard surface.
• Check if the egg survives the drop without breaking.
• Discuss which designs were successful and why, focusing on the problem-solving processes used.

Employees develop innovative thinking and problem-solving skills by designing and building a structure to protect an egg from breaking when dropped. This activity highlights the importance of resource management, creative engineering, and teamwork as they must brainstorm, test, and iterate their designs. By analyzing the effectiveness of their structures and learning from failures, employees enhance their ability to tackle complex challenges and improve their collaborative problem-solving capabilities.

4. “Stranded” Training Activity:

“Stranded” is a strategic survival simulation where teams must plan and prioritize essential actions and resources to ensure their survival on a deserted island. 

How to Conduct the “Stranded” Activity:

• Divide the Employees into teams and provide each team with a list of hypothetical resources available on the island (e.g., rope, tarp, matches, water).
• Explain a scenario that the teams are stranded on a deserted island and must decide how to use the available resources to survive.
• Give teams 30 minutes to discuss and prioritize their actions and resource use.
• Encourage them to consider factors like shelter, water, food, and signaling for rescue.
• Have each team present their survival plan to all the teams participating in the activity.
• Encourage the teams to ask questions and discuss each plan.
• Discuss the strategies used by each team and what the teams learned about problem-solving and resource management.

The employees enhance their critical thinking and strategic problem-solving skills by planning survival strategies in a simulated deserted island scenario. This activity emphasizes the importance of prioritization, resource management, and adaptability in high-pressure situations. By collaborating on survival plans, employees learn to analyze available resources, make quick decisions, and work as a cohesive team to overcome complex challenges.  

Creative problem-solving activities encourage teams to think outside the box and explore innovative solutions to challenges. These exercises help employees to break free from conventional thinking patterns and develop a more flexible, imaginative approach to problem-solving. By fostering creativity, these team building, problem solving activities can lead to more effective and unique solutions.

5. “Legoman” Training Activity:

“Legoman” is a communication-focused activity where one participant describes a pre-built Lego structure, and the rest of the team attempts to recreate it based on the verbal instructions alone. This game emphasizes the importance of clear and effective communication.

How to Conduct the “Legoman” Activity:

• Pre-build a Lego structure and keep it hidden from the employees.
• Divide the workers into teams and provide each team with the same set of Lego pieces.
• Select one team member from each team to view the pre-built structure and describe it to their team without using their hands or showing the structure.
• Start the timer and have the describer begin giving instructions to their team.
• The rest of the teams should build the structure based solely on the verbal instructions given by their team members.
• Once the time is up, compare each team’s structure with the original.
• Discuss any discrepancies and the communication challenges faced by each team.
• Discuss what worked well and what could be improved in the communication process.

From the “Legoman” activity, employees develop their communication and collaborative problem-solving skills by reconstructing a hidden Lego structure based solely on verbal descriptions. This exercise highlights the importance of precise communication, active listening, and teamwork. It also demonstrates how effective problem-solving relies on clear instructions and the ability to interpret and act on those instructions accurately. By engaging in this activity, teams learn to coordinate their efforts and improve their ability to tackle complex tasks collectively.

6. “Escape Room” Training Activity:

“Escape Room” is an immersive team adventure that requires participants to solve a series of puzzles and find clues within a set time to "escape" from a themed room.

How to Conduct the “Escape Room” Activity:

• Create puzzles and hide clues within a designated room.
• Set up a theme and backstory to make the activity engaging.
• Divide employees into small teams.
• Explain the objective that the teams should solve all the puzzles and escape the room within a set time (e.g., 60 minutes).
• Start the timer and let teams begin solving the puzzles.
• Monitor the teams, offering hints if they get stuck.
• End the activity when a team escapes the room or when the time runs out.
• Discuss the strategies used by the teams and the importance of teamwork and critical thinking.

The “Escape Room” activity emphasizes teamwork, critical thinking, and creative problem-solving as the workforce work together to solve puzzles and find clues within a set time limit. This activity demonstrates the importance of collaboration, strategic thinking, and effective communication in overcoming challenges. Employees learn to leverage each other's strengths, think under pressure, and develop a unified approach to problem-solving, making it a powerful tool for enhancing the teams’ dynamics and problem-solving capabilities in the workplace.

7. “Frostbite” Training Activity:

“Frostbite” is a survival-themed activity where teams are tasked with building a shelter in extreme conditions, simulating a scenario where one member is incapacitated. This exercise tests the team's ability to strategize and cooperate under pressure.

How to Conduct the “Frostbite” Activity:

• Provide materials such as cardboard, tape, and blankets.
• Divide the employees into teams and assign one team member of each team the role of having "frostbite," meaning they cannot use their hands.
• Explain the scenario that teams must build a shelter that can hold all team members within a time limit.
• Start the timer and let teams begin constructing their shelters.
• Encourage teams to strategize and work around the constraint of the incapacitated member.
• Evaluate the shelters based on stability and effectiveness.
• Discuss the problem-solving techniques used under pressure and the importance of teamwork.

In the “Frostbite” activity, employees have to strategize and communicate effectively to build a shelter while managing the handicap of "frostbite," a condition that limits their hands' use. This activity teaches employees about adaptability, resourcefulness, and teamwork under constraints. In addition, it also teaches the value of resilience, creative problem-solving, and the ability to function efficiently despite physical or situational limitations. The experience underscores how overcoming obstacles through innovative thinking and teamwork can lead to successful outcomes in challenging environments.

8. “Blind Formation” Training Activity:

“Blind Formation” is a team-building exercise where participants are blindfolded and must form specific shapes or patterns based on verbal instructions from their teammates. This activity focuses on enhancing communication, trust, and coordination among team members.

How to Conduct the “Blind Formation” Activity:

• Choose a large, open space where the workforce can move freely.
• Prepare blindfolds for each employee.
• Divide the employees into teams and explain to them that the objective is to form a specific shape or pattern while being blindfolded.
• Assign one or more team members from each team as guides who will provide verbal instructions to their blindfolded teams.
• Blindfold all the team members except the designated guides.
• Ensure that the blindfolds are secure and that employees cannot see.
• Start the activity by instructing the guides to direct their teammates to form the desired shape (e.g., a square, a triangle, or a circle).
• Allow 10-15 minutes for the formation process.
• Once the time is up or the shape is formed, remove the blindfolds and evaluate the accuracy of the formation.
• Discuss the challenges that the teams faced during the activity and the effectiveness of the communication strategies used.

The “Blind Formation” activity emphasizes the importance of non-verbal communication, trust, and team coordination as the employees must rely on their senses and the guidance of their teammates to form shapes or patterns while blindfolded. This exercise teaches the value of clear instructions, active listening, and the ability to adapt quickly to feedback. It highlights how effective teamwork and trust can overcome communication barriers and achieve complex tasks, fostering a collaborative and supportive team environment.

Quick and easy problem-solving activities offer teams an efficient way to enhance their problem-solving skills without requiring a significant time investment. These problem solving games and activities are designed to be brief yet effective, promoting quick thinking, collaboration, and efficient problem resolution.

Engaging in quick problem-solving exercises helps teams cultivate the ability to think on their feet and make swift decisions. This rapid decision-making capability is essential for driving innovation and growth, as it enables teams to iterate quickly and adapt to changing circumstances.

9. “Line Up Blind” Training Activity:

“Line Up Blind” is a simple yet challenging activity where blindfolded participants must line up in a specific order (e.g., by height, age, or alphabetical order) without verbal communication. This exercise emphasizes non-verbal communication and cooperation.

How to Conduct the “Line Up Blind” Activity:

• Choose a large, open space for the activity.
• Explain the objective that the workers must line up in a specific order while blindfolded.
• Clarify that height is the order criteria to be followed for the activity.
• Blindfold all workers and ensure they cannot see.
• Start the activity and allow employees to communicate non-verbally to find their position in the line.
• Once the time is up, have the employees remove their blindfolds and check the accuracy of the line-up.
• Discuss the strategies used by the workers for non-verbal communication and the challenges they faced.

The “Line Up Blind” activity focuses on enhancing non-verbal communication, trust, and problem-solving under constraints as employees must rely on alternative forms of communication and collaboration to line up by height while blindfolded. This exercise highlights the importance of clear, non-verbal cues and teamwork in solving problems when traditional communication methods are unavailable. It also emphasizes the value of trust among team members and the ability to adapt to unexpected challenges, fostering a supportive and innovative work environment.

10. “Reverse Pyramid” Training Activity:

“Reverse Pyramid” is a strategic activity where teams must invert a pyramid of cups following specific rules. This exercise encourages strategic planning, teamwork, and attention to detail.

How to Conduct the “Reverse Pyramid” Activity:

• Divide the employees in teams and provide each team with a stack of cups arranged in a pyramid (base of four cups, then three, two, and one on top).
• Explain to the teams that the objective is to invert the pyramid by following specific rules (e.g., only moving one cup at a time).
• Start the timer and allow teams to begin inverting the pyramid.
• Monitor the teams to ensure they follow the rules.
• The activity ends when the pyramid is successfully inverted or the time runs out.
• Discuss the strategies used by the teams and the challenges they faced.

The “Reverse Pyramid” activity focuses on strategic thinking, collaboration, and innovative problem-solving as employees work together to invert a pyramid of cups by following specific rules, requiring careful planning and coordination. This exercise demonstrates the importance of strategic planning, effective communication, and teamwork in achieving complex goals. By overcoming the challenges of the activity, workers learn to approach problems methodically, think creatively, and collaborate effectively, reinforcing the skills necessary for addressing real-world organizational challenges.

11. “Move It!” Training Activity:

“Move It!” is an engaging activity where teams must move an object from point A to point B using limited resources. This exercise promotes resourcefulness, teamwork, and creative problem-solving.

How to Conduct the “Move It!” Activity:

• Select an object and designate a starting point (A) and an endpoint (B).
• Divide employees into teams and provide teams with limited resources (e.g., ropes, planks, cardboard).
• Explain the objective is to move the object from point A to point B using only the provided resources.
• Give teams 10 minutes to plan their strategy.
• Start the timer and allow teams to begin moving the object.
• Monitor the teams to ensure they use only the provided resources.
• The activity ends when the object reaches point B or the time runs out.
• Discuss the strategies used by each team and the problem-solving processes that they followed.

As employees move an object from point A to point B using limited resources, the "Move It!" activity emphasizes the importance of resourcefulness, creativity, and collaborative problem-solving. This activity promotes innovative thinking and efficient resource management by encouraging employees to think creatively. This activity helps teams develop the ability to adapt quickly, think outside the box, and effectively coordinate their efforts to overcome challenges. By engaging in this exercise, employees enhance their problem-solving skills and learn to optimize the use of available resources to achieve common goals.

12. “Human Knot” Training Activity:

“Human Knot” is a classic team-building activity where participants form a human knot by holding hands with two different people across the circle. 

How to Conduct the “Human Knot” Activity:

• Have employees stand in a circle and extend their right hand to someone across the circle.
• Repeat with the left hand, ensuring they hold hands with different people.
• Explain the objective is to untangle the human knot without letting go of hands.
• Start the timer and allow workers to begin untangling the knot.
• Monitor the workers and provide encouragement.
• The activity ends when the knot is untangled, or employees return to a single circle.
• Discuss the communication and problem-solving strategies used by the employees.

The "Human Knot" activity fosters team collaboration and problem-solving skills by encouraging employees to communicate effectively and work together to untangle themselves. It highlights the importance of patience, strategic thinking, and collective effort in achieving a common goal. This exercise also builds trust and strengthens interpersonal relationships within the team, essential for seamless teamwork in a professional setting.

13. “Dumbest Idea Ever” Training Activity:

“Dumbest Idea First” is a brainstorming activity where employees initially suggest the worst possible ideas to solve a problem. 

How to Conduct the “Dumbest Idea First” Activity:

• Choose a problem or challenge for the brainstorming session.
• Provide each worker with a pen and paper.
• Explain the objective is to come up with the worst possible ideas to solve the problem.
• Start the timer and allow employees to write down their dumbest ideas.
• Encourage creativity and humor.
• After 10 minutes, have the employee share their ideas with the rest of the group participating in the activity.
• Discuss why the ideas are impractical and how they can be improved.
• Encourage employees to refine the worst ideas into workable solutions.
• Discuss the creative process and the benefits of starting with the worst ideas.

The "Dumbest Idea First" activity encourages creative thinking and open-mindedness by allowing employees to voice unconventional ideas without fear of judgment. It demonstrates the value of a safe and inclusive environment where all suggestions are welcomed, fostering innovation and out-of-the-box solutions. This exercise highlights the importance of embracing diverse perspectives to drive collective problem-solving and enhance team creativity.

How Problem Solving Skills Apply to Various Job Functions

1. problem solving skills for marketing teams:.

Marketing teams rely extensively on problem-solving skills to navigate critical challenges. One of their primary challenges would be to enhance lead conversions, where strategic analysis of funnel metrics and identification of bottlenecks are of utmost importance. Problem-solving skills enables them to devise tailored campaigns and initiatives that address specific barriers to conversion, thereby optimizing marketing efforts for measurable business impact.

Budget limitations often restrict marketing initiatives and resource allocation. Marketing teams need to creatively optimize spending, prioritize high-impact activities, and find cost-effective solutions to achieve desired outcomes. Problem-solving abilities enable them to analyze budget constraints, explore alternative strategies, negotiate effectively with vendors, and maximize ROI on marketing investments without compromising quality or effectiveness. Edstellar’s Marketing Excellence program is meticulously designed to help organizations maximize reach, drive engagement and nurture long-lasting consumer relationships.

2. Problem Solving Skills for Sales Teams:

Problem-solving skills enable sales professionals to navigate diverse customer needs effectively. Sales professionals often encounter conflicts or disagreements during negotiations or interactions with clients. Advanced problem-solving skills enable them to navigate these situations diplomatically, resolve conflicts amicably, and maintain positive relationships with stakeholders. 

Problem-solving skills empower sales professionals to analyze market trends, identify emerging opportunities, and pivot strategies swiftly. Sales teams can utilize their skills to optimize resources effectively. Whether it's time management, budget allocation, or leveraging internal expertise, they can streamline operations and maximize efficiency in achieving sales objectives. Edstellar’s Sales Excellence program offers custom-crafted framework for organizations to amplify sales, expand profits, and enhance customer satisfaction. 

3. Problem Solving Skills for Customer Service Teams: 

Customer service teams encounter a wide range of customer issues and complaints on a daily basis. Problem-solving skills enable them to quickly analyze the root causes of these issues, identify appropriate solutions, and implement corrective actions. 

By resolving issues promptly and effectively, customer service teams enhance customer satisfaction and loyalty. Not every customer issue can be resolved with a standard response. Problem-solving skills enable customer service teams to assess each situation individually, evaluate options, and tailor solutions to meet the specific needs and preferences of customers.

Satisfied customers are more likely to recommend the company to others, write positive reviews, and become loyal brand advocates. Problem-solving skills thus contribute to enhancing brand reputation and attracting new customers through word-of-mouth referrals. Edstellar’s Customer Service Excellence program is specially designed to improve customer satisfaction for an organization’s products or services.

4. Problem Solving Skills for Human Resources Teams: 

HR professionals frequently encounter conflicts among employees or between employees and management. Problem-solving skills equip HR teams to identify the root causes of conflicts, facilitate constructive dialogue, and negotiate mutually beneficial resolutions. Problem-solving skills enable HR professionals to address recruitment challenges, such as skill shortages or competitive hiring markets, by devising innovative sourcing strategies and refining candidate selection processes. 

Managing employee performance requires HR teams to address underperformance issues, set clear performance expectations, and provide constructive feedback. Problem-solving skills help HR professionals to assess performance gaps, identify underlying issues, and implement targeted improvement plans. 

Problem-solving skills empower HR professionals to address workplace issues affecting morale, such as workload imbalances or communication breakdowns. Edstellar’s Human Resource Excellence program is designed to support organizations to improve employee retention, foster a highly engaged and productive workforce and boost organizational culture.  

5. Problem Solving Skills for Operations Teams:

Operations teams are responsible for managing risks associated with supply chain disruptions, regulatory changes, or technological failures. Problem-solving skills enable them to anticipate potential risks, develop contingency plans, and swiftly address unforeseen challenges. This proactive risk management minimizes disruptions and ensures business continuity. 

Problem solving skills activities facilitate effective collaboration across these functions by fostering clear communication, mutual understanding of objectives, and alignment on strategic priorities. Problem solving skills enable them to assess resource needs, allocate budgets effectively, and optimize the use of manpower and materials. By making informed decisions based on data-driven analysis, operations teams enhance resource utilization and achieve cost savings. Edstellar’s Operations Excellence program empowers organizations to optimize workflows, reduce operational costs, enhance productivity, and ensure swift and efficient decision-making. 

6. Problem Solving Skills for Information Technology (IT) Teams:

Problem-solving skills enable IT teams to swiftly diagnose and resolve complex technical issues, minimizing downtime and ensuring seamless operations across the organization. From implementing cutting-edge technologies to enhancing cybersecurity measures, IT teams leverage their problem-solving capabilities to drive innovation and stay ahead in the technological space. 

By understanding business needs, anticipating future trends, and prioritizing projects, IT teams ensure that their solutions contribute directly to achieving business objectives. These skills would be beneficial for cohesive teamwork, accelerating project delivery, and ensuring that IT solutions meet the diverse needs of the organization. Edstellar’s IT Excellence program is crafted to help organizations with key areas such as cyber security, cloud computing, and data analytics. 

As teams journey through problem-solving training activities, they will discover the transformative power of practical learning experiences. It is important for employees to immerse themselves in these problem solving exercises in order to not only enhance their critical thinking abilities and collaboration skills but also cultivate a proactive mindset required to navigate today's complex business world.

At Edstellar, we understand the significance of honing problem-solving skills in fostering organizational success. Our courses are meticulously designed to bridge the skill gap and empower individuals to tackle challenges head-on. With a team of experienced trainers guiding them, employees can gain valuable insights and practical strategies to address real-world problems effectively.

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Problem Solving

Ai generator.

Problem solving is a crucial skill in both personal and professional settings. Whether it’s addressing a personal challenge or drafting a business problem solving proposal , the ability to identify a problem and develop a solution is essential. Writing a problem solving essay helps articulate the issue clearly and systematically outline potential solutions. Effective problem and solution involves critical thinking, creativity, and a structured approach to overcome obstacles and achieve goals.

What is Problem Solving?

Problem solving is the process of identifying a challenge, analyzing its components, and finding an effective solution. It involves critical thinking, creativity, and the application of various techniques and tools.

Examples of Problem Solving

• Analytical Thinking : Breaking down complex problems into manageable parts.
• Creativity : Developing innovative solutions to problems.
• Critical Thinking : Evaluating information and arguments to make a reasoned decision.
• Decision-Making : Choosing the best course of action from various alternatives.
• Research : Gathering relevant information to understand and solve a problem.
• Communication : Clearly conveying ideas and solutions to others.
• Collaboration : Working effectively with others to solve problems.
• Time Management : Prioritizing tasks to efficiently address problems.
• Adaptability : Adjusting strategies as new information or challenges arise.
• Attention to Detail : Ensuring all aspects of a problem are considered.
• Logical Reasoning : Using logic to identify solutions and predict outcomes.
• Empathy : Understanding others’ perspectives to create more effective solutions.
• Negotiation : Finding mutually acceptable solutions through discussion.
• Conflict Resolution : Addressing and resolving disagreements.
• Patience : Remaining calm and persistent when solving complex problems.
• Organization : Structuring tasks and information systematically.
• Leadership : Guiding and motivating a team to solve problems.
• Decision Analysis : Evaluating the potential impact of different solutions.
• Project Management : Planning and executing solutions effectively.
• Technical Skills : Using specialized knowledge to solve technical problems.
• Customer Service : Resolving customer issues effectively and efficiently.
• Risk Management : Identifying and mitigating potential problems.
• Innovation : Implementing new ideas to solve existing problems.
• Strategic Planning : Developing long-term solutions and plans.
• Resourcefulness : Finding quick and clever ways to overcome difficulties.
• Stress Management : Handling pressure while solving problems.
• Observation : Noticing subtle details that could be key to solving a problem.
• Data Analysis : Interpreting data to inform problem-solving decisions.
• Flexibility : Being open to new approaches and changing plans when necessary.
• Self-Assessment : Reflecting on your own problem-solving process to improve future performance.

Problem-Solving Examples for Students

1. math word problems.

Problem: Jane has 3 apples, and she buys 4 more apples from the store. How many apples does she have now?

• Understand the problem: Jane starts with 3 apples and buys 4 more.
• Break it down: 3 apples (initial) + 4 apples (additional).
• Solve: 3 + 4 = 7.
• Answer: Jane has 7 apples.

2. Group Project Coordination

Problem: A group of students needs to complete a science project, but they are having trouble coordinating their schedules.

• Understand the problem: The main issue is scheduling conflicts.
• Break it down: Identify each member’s available times.
• Research: Use tools like Doodle or Google Calendar to find common free times.
• Brainstorm solutions: Propose meeting during lunch breaks or weekends.
• Evaluate: Choose the most convenient and feasible option for everyone.
• Develop an action plan: Set a recurring meeting time and delegate tasks.
• Implement: Start meeting and working on the project according to the plan.
• Monitor and review: Adjust schedules if conflicts arise and keep track of progress.

3. Essay Writing

Problem: A student struggles to start writing an essay on a given topic.

• Understand the problem: The difficulty is starting the essay.
• Break it down: Identify the essay topic, main points, and required structure.
• Research: Gather information and resources related to the topic.
• Brainstorm solutions: Create an outline, jot down ideas, and decide on the thesis statement.
• Evaluate: Choose the most compelling points and organize them logically.
• Develop an action plan: Write a draft based on the outline, then revise and edit.
• Implement: Begin writing the introduction, followed by the body paragraphs and conclusion.
• Monitor and review: Proofread the essay and make necessary corrections.

4. Time Management

Problem: A student has trouble managing time between homework, extracurricular activities, and leisure.

• Understand the problem: The issue is balancing multiple responsibilities.
• Break it down: Identify all tasks and time commitments.
• Research: Look for time management techniques and tools.
• Brainstorm solutions: Use planners, to-do lists, or apps like Trello or Todoist.
• Evaluate: Choose the most effective tool and technique.
• Develop an action plan: Create a weekly schedule, prioritizing tasks by importance and deadlines.
• Implement: Follow the schedule and adjust as necessary.
• Monitor and review: Reflect on the effectiveness of the schedule and make improvements.

5. Conflict Resolution

Problem: Two students have a disagreement over a shared locker space.

• Understand the problem: The conflict is about sharing limited space.
• Break it down: Identify each student’s concerns and needs.
• Research: Look into conflict resolution strategies.
• Brainstorm solutions: Propose solutions like dividing the locker into specific sections or creating a rotation schedule.
• Evaluate: Choose the fairest and most practical solution.
• Develop an action plan: Agree on the solution and set guidelines.
• Implement: Follow the agreed plan and make adjustments if needed.
• Monitor and review: Ensure both students are satisfied with the arrangement and resolve any further issues.

Problem-Solving Examples in Real-life

Example 1: workplace conflict.

Situation : Two team members have a disagreement that affects their productivity.

• Identify the Problem : Understand the root cause of the conflict.
• Analyze : Talk to both parties separately to get their perspectives.
• Generate Solutions : Consider solutions like mediation, reassignment of tasks, or team-building exercises.
• Evaluate : Assess which solution is likely to resolve the conflict without affecting team morale.
• Implement : Arrange a mediation session.
• Review : Follow up to ensure the conflict is resolved and monitor team dynamics.

Example 2: Personal Finance Management

Situation : Struggling to manage monthly expenses and savings.

• Identify the Problem : Determine specific areas where overspending occurs.
• Analyze : Review bank statements and categorize expenses.
• Generate Solutions : Create a budget, reduce unnecessary expenses, and set savings goals.
• Evaluate : Choose a budgeting method that fits your lifestyle.
• Implement : Start tracking expenses and adjust spending habits.
• Review : Regularly review your budget and savings to ensure you are on track.

How to Improve Your Problem-Solving Skills?

Understand the Problem: Before attempting to solve any problem, it’s crucial to fully understand it. Read through the problem statement carefully and make sure you grasp every detail.

Break It Down : Divide the problem into smaller, more manageable parts. This approach, known as decomposition, makes it easier to tackle complex issues by focusing on individual components one at a time.

Research and Gather Information : Collect all relevant information and data that might help in solving the problem. Look for similar problems and their solutions.

Brainstorm Possible Solutions : Generate as many potential solutions as possible. Don’t worry about evaluating them at this stage; the goal is to think creatively and come up with a wide range of ideas.

Evaluate and Select the Best Solution : Assess the feasibility, pros, and cons of each potential solution. Consider factors such as resources, time, and potential risks. Choose the solution that best addresses the problem and is most practical.

Develop an Action Plan : Create a detailed plan for implementing your chosen solution. Outline the steps you need to take, assign tasks if working in a team, and set deadlines to ensure timely progress.

Implement the Solution : Put your plan into action. Stay focused and be prepared to adapt if necessary. Keep track of your progress and make adjustments as needed.

Monitor and Review : After implementing the solution, monitor the results to ensure the problem is resolved. Evaluate the outcome and review the process to learn from any mistakes or successes.

Problem-solving in workplace

• Enhancing Efficiency : Quick and effective problem resolution can streamline processes and reduce downtime.
• Boosting Productivity : Employees who can solve problems independently help maintain workflow and productivity.
• Improving Customer Satisfaction : Solving customer issues promptly can lead to higher satisfaction and loyalty.
• Fostering Innovation : Problem-solving often leads to new ideas and improvements that drive innovation.
• Promoting Employee Development : Encouraging problem-solving helps employees grow and develop their skills.

How To Highlight Problem-Solving Skills?

1. on your resume.

When listing problem-solving skills on your resume, provide concrete examples. Use action verbs and quantify your achievements where possible.

• Resolved a customer service issue that increased customer satisfaction by 20%.
• Developed a new process that reduced production errors by 15%.

2. In a Cover Letter

Your cover letter is a great place to elaborate on your problem-solving abilities. Describe a specific situation where you successfully addressed a challenge.

“In my previous role at XYZ Company, I identified a bottleneck in our production line. I conducted a thorough analysis and implemented a new workflow, which reduced production time by 25% and saved the company $50,000 annually.”

3. During an Interview

Be prepared to discuss your problem-solving skills in depth during an interview. Use the STAR (Situation, Task, Action, Result) method to structure your responses.

Example: “Can you give an example of a time when you solved a difficult problem at work?”

• Situation: Our sales team was struggling with declining numbers.
• Task: I was tasked with identifying the root cause and finding a solution.
• Action: I analyzed sales data, conducted team meetings, and identified a lack of training as the main issue.
• Result: I organized comprehensive training sessions, which led to a 30% increase in sales over the next quarter.

4. On Social Media and Professional Profiles

Highlight problem-solving skills on LinkedIn and other professional profiles. Share posts or articles about your problem-solving experiences and successes.

“I’m thrilled to share that I recently led a project to overhaul our customer service protocol, resulting in a 40% reduction in response time and a significant boost in customer satisfaction!”

5. In Performance Reviews

During performance reviews, make sure to emphasize your problem-solving contributions. Provide specific examples and outcomes.

“In the past year, I resolved three major project roadblocks, enabling our team to meet all deadlines and exceed our performance goals.”

6. Through Projects and Case Studies

If applicable, create case studies or detailed project descriptions that showcase your problem-solving process and results. This can be particularly useful for portfolios or presentations.

Case Study: Improving IT System Efficiency

• Problem: Frequent system downtimes affecting productivity.
• Solution: Implemented a new monitoring system and revised maintenance schedules.
• Outcome: System downtimes were reduced by 50%, significantly improving productivity.

7. By Demonstrating Soft Skills

Problem-solving often involves other soft skills such as communication, creativity, and teamwork. Highlighting these related skills can further emphasize your ability to solve problems effectively.

“By fostering open communication within my team and encouraging creative brainstorming sessions, we were able to devise innovative solutions to our most pressing challenges.”

How to Answer Problem-Solving Interview Questions

• Understand the Question : Make sure you fully understand the problem before you try to solve it. Ask clarifying questions if needed to ensure you have all the relevant information.
• Think Aloud : Demonstrate your thinking process by explaining your thoughts as you work through the problem. This shows your interviewer how you approach problems and organize your thoughts.
• Break It Down : Divide the problem into smaller, manageable parts. This can make a complex issue seem more approachable and allows you to tackle each component systematically.
• Use a Structured Approach : Employ frameworks or methodologies that are relevant to the question. For example, you might use the STAR method (Situation, Task, Action, Result) for behavioral questions, or a simple problem-solving framework like Define, Measure, Analyze, Improve, Control (DMAIC) for process improvements.
• Be Creative : Employers often look for creativity in your answers. Think outside the box and propose innovative solutions when appropriate.
• Prioritize Solutions : If there are multiple potential solutions, discuss the pros and cons of each and explain why you would choose one over the others.
• Stay Calm and Positive : Problem-solving under pressure is part of the test. Maintain a calm and positive demeanor, showing that you can handle stress effectively.
• Summarize Your Steps : After you have worked through the problem, summarize the steps you took and the conclusion you reached. This helps ensure the interviewer followed your process and underscores your methodical approach.
• Ask for Feedback : After presenting your solution, it can be beneficial to ask if there are any additional factors you might consider. This shows openness to learning and adapting.
• Practice Regularly : Like any skill, problem-solving improves with practice. Regularly engage in brain teasers, logic puzzles, or case studies to sharpen your skills.

Why Are Problem-Solving is Important?

• Effective Decision-Making : Problem-solving is essential for making decisions that are logical, informed, and well-considered. This skill helps individuals and organizations make choices that lead to better outcomes.
• Innovation and Improvement : Solving problems effectively often requires innovative thinking. This can lead to new ideas and improvements in processes, products, and services, which are essential for business growth and adaptation.
• Handling Complex Situations : Many roles involve complex situations that are not straightforward to manage. Problem-solving skills enable individuals to dissect these situations and devise effective strategies to deal with them.
• Enhances Productivity : Efficient problem-solving contributes to higher productivity, as it allows for the identification and removal of obstacles that impede workflow and performance.
• Career Advancement : Individuals who are effective problem solvers are often seen as leaders and can advance more quickly in their careers. This skill is valuable because it demonstrates the ability to handle difficult situations and complex challenges.
• Adaptability and Resilience : Problem-solving is key to adapting to new situations and overcoming challenges. Those who can creatively navigate through difficulties are generally more resilient.
• Quality of Life : On a personal level, strong problem-solving skills can improve one’s quality of life by enabling better management of the challenges that come with daily living.
• Team Collaboration : Problem-solving often requires collaboration. Being good at solving problems can improve your ability to work with others, as it involves communication, persuasion, and negotiation skills.

How to Include Problem-Solving in a Job Application

• Resume : Detail specific problem-solving instances in your job descriptions using action verbs like “analyzed” and “implemented”. Mention the positive outcomes achieved.
• Cover Letter : Narrate a specific instance where your problem-solving skills led to a successful outcome, demonstrating initiative and effectiveness.
• Skills Section : Include “problem-solving” in a skills section if the job ad specifically mentions it.
• Quantify Achievements : Use numbers to describe the impact of your solutions, such as cost savings or efficiency improvements.
• Job Interviews : Prepare to discuss specific examples of your problem-solving skills, focusing on the challenge, your action, and the result.
• References : Brief your references about your problem-solving achievements so they can provide specific examples when contacted by employers.

Tips for Enhancing Problem-Solving

• Practice Regularly: Like any skill, problem-solving improves with regular practice. Engage in activities that challenge your thinking, such as puzzles, games, or real-world problem-solving scenarios.
• Learn from Others: Study how others approach and solve problems. This can provide new strategies and perspectives that you can incorporate into your own problem-solving toolkit.
• Stay Calm and Positive: Maintaining a calm and positive mindset can significantly improve your ability to solve problems. Stress and negativity can cloud your judgment and hinder creative thinking.
• Develop Critical Thinking: Sharpen your critical thinking skills by questioning assumptions, analyzing information, and evaluating evidence. This will help you make more informed and logical decisions.
• Collaborate with Others: Working with others can bring new insights and ideas. Collaboration can also help you see the problem from different angles and develop more effective solutions.
• Keep Learning: Continuously expand your knowledge and skills. The more you know, the better equipped you are to tackle a variety of problems.

How can I improve my problem-solving skills?

Practice regularly, learn various problem-solving techniques, and engage in activities that challenge your thinking.

What are common problem-solving techniques?

Common techniques include brainstorming, root cause analysis, the 5 Whys, and SWOT analysis.

What are the steps in the problem-solving process?

Identify the problem, analyze the problem, generate solutions, select a solution, implement, and evaluate.

How do I demonstrate problem-solving skills in an interview?

Discuss specific situations where you effectively solved problems, highlighting your thought process and outcomes.

What’s the difference between critical thinking and problem-solving?

Critical thinking involves analyzing and evaluating information, while problem-solving focuses on finding solutions to problems.

How do problem-solving skills help in leadership?

They enable leaders to manage challenges effectively, inspire innovation, and guide teams through obstacles.

How to measure problem-solving skills?

Assess through scenarios or challenges that require identifying, analyzing, and resolving problems.

What role does creativity play in problem-solving?

Creativity enables out-of-the-box thinking, which can lead to innovative and effective solutions.

How do you use problem-solving in project management?

Apply it to anticipate potential issues, plan solutions, and ensure smooth project execution.

What’s an example of a problem-solving situation?

Resolving customer complaints by identifying the issue, brainstorming solutions, and implementing changes to prevent future complaints.

Text prompt

• Instructive
• Professional

10 Examples of Public speaking

20 Examples of Gas lighting

A business journal from the Wharton School of the University of Pennsylvania

For New Ideas, Think Inside (This) Box

June 25, 2024 • 7 min read.

In this Nano Tool for Leaders, Penn's David Resnick offers guidance on using helpful constraints to unlock new solutions to old problems.

Nano Tools for Leaders®   —  a collaboration between  Wharton Executive Education  and  Wharton’s Center for Leadership and Change Management  — are fast, effective tools that you can learn and start using in less than 15 minutes, with the potential to significantly impact your success and the engagement and productivity of the people you lead.

Harness constraints and analogies to unlock new solutions to old problems.

Traditional brainstorming,  as coined by Alex Osborne in the 1950s, asks participants to consider any and all ideas that might solve a problem. While blue-sky, no-limits thinking has several benefits, the drawback is that leaders often, paradoxically, get stuck. They encounter challenges like the “curse of the blank page,” not knowing where to start because they can start anywhere. They may also face the “ Einstellung effect ,” a phenomenon whereby the easy recollection of familiar solutions can block their ability to think of new ones.

This has led some to (erroneously) believe that generating solutions is best left to people who are naturally creative. The good news is that there are tools that can help one become much better at generating new ideas. The even better news is that using these tools does not involve extensive training or attending workshops. In fact, one tool developed at Penn Medicine’s Center for Health Care Transformation and Innovation is a simple  card game , and the “secret sauce” it teaches is how to leverage constraints and analogies. The  Accelerators in Innovation  game has teams of players use accelerator cards to create new kinds of solutions with questions such as “How would you solve postpartum depression if you operated like IKEA?” and “How might you tackle long emergency room wait times if you were Warren Buffet?” The solutions are then applied to problems presented on challenge cards while trying to avoid monkey wrenches from their opponents. After rapid-fire pitches, the judge determines each round’s winner.

Action Steps

1. make sure you are solving a problem..

Don’t solve for how to implement a solution. A classic example involved a design team brought in to figure out how to increase access to incubators. The issue is that the solution was already baked in (increase access to incubators). The team spent some time reframing the problem to focus on the true issue: ensuring that newborns are kept at a safe temperature, especially when delivery occurs in places with little or no access to electricity. Reframing to focus on the actual problem opened the team to entirely different solutions.

2. Leverage analogies.

Having to pull ideas out of thin air can be difficult and stressful. Analogies force us to consider other options or perspectives we may never have thought of, or thought of and dismissed. They cause us to ask ourselves “What is good about this other solution and how might it be applied to solving the problem I’m facing?” Examples include:

Think about successful companies and how their strengths could be applied to your problem. For example, IKEA is phenomenal at clearly explaining to people with limited background knowledge and literacy how to do something. So how might IKEA go about explaining post-op care to knee replacement patients?

Similarly, try using personas. Mary Poppins is renowned for making an unpleasant experience a delightful one. Mr. Rogers is known for his commitment to leveraging the kindness of neighbors. Darth Vader’s approach to getting things done is a ruthless level punishment for those who fail. Regardless of whom you choose, you can use the strengths or philosophies of these characters to inspire ideas. How might Mary Poppins improve adherence to physical therapy regimens? How might Darth Vader?

3. Leverage constraints.

Constraints are, unintuitively, another great way to force new thinking. Some options are:

How might you solve a problem if you were forced to delete a crucial (but perhaps onerous or costly) step of the process? Great examples are “How might tollbooths collect fees without a human there to do it?” (FastPass) or “How might people get their rental car if there was no line to wait in?” (Hertz Gold).

Design for extremes

How might you solve the problem if you had to solve for extreme use cases or extreme targets? For example, what would it take to screen 100 percent of eligible patients for colon cancer? How might you reduce civilian traffic fatalities to zero?

Real-world issues

Apply real-world constraints that have thrown a monkey wrench in your plans for past ideas. For example, how might you create a new marketing campaign that must be successful for consumers who do not speak English? How might you build a new product to launch on time even if multiple team members take a sabbatical or parental leave?

Focus on solving for how to make your solution delightful to users. This isn’t about making something silly or fun. It’s about surprising your users in a manner that unexpectedly accomplishes something for them.

4. Push for volume.

An additional benefit to Penn Medicine’s  Accelerators  card game is that it encourages multiple rounds to hear multiple ideas. When thinking of solutions, push for volume in your initial rounds. You’ll soon “use up” the ideas that come to mind easily and be forced to consider more creative or audacious alternatives.

5. Don’t take yourself too seriously.

Another key component of generating ideas while playing a game is that it allows for laughter and a sense of play. This mindset can foster creativity and an atmosphere of psychological safety for sharing ideas.

How One Leader Uses It

Rebecca Trotta, PhD, director of the Center for Nursing Excellence at Penn, leveraged this tool in developing a new program to support older adults after hospitalization. Her challenge was to build a service that could provide intensive at-home support. Despite an existing evidence-based protocol, there was concern that patient acceptance of this support would be low. Many folks are simply exhausted after being in the hospital and don’t want someone in their home. Using the constraint of solving for “delight,” Trotta and her team came up with the idea of delivering home meals to these patients and their caregivers.

While it might appear as a frivolous and seemingly useless expense, it turned out that after spending days (and sometimes weeks) in the hospital, patients came home to fridges that were empty or full of spoiled food. Providing them with a meal ensured they had adequate nutrition. More importantly, though, the meals showed a sense of caring and thoughtfulness that went well beyond patients’ expectations. It built a strong sense of trust that paid dividends in drastically increasing the acceptance of home services compared to baseline.

Contributor to this Nano Tool

David Resnick, MPH, MSEd, Senior Innovation Manager at Penn Medicine’s Center for Health Care Transformation and Innovation.  Accelerators in Health Care  card game co-created with Michael Begley, MA, Senior Experience Consultant at EPAM Systems, and Visiting Professor and Assistant Program Director of Masters of UX at Thomas Jefferson University.

Knowledge in Action: Related Executive Education Programs

• Effective Decision Making: Thinking Critically and Rationally
• The Neuroscience of Business: Innovations in Leadership and Strategic Decisions
• Mastering Innovation: Strategy, Process, and Tools
• Business Model Innovation in the Age of AI

Additional Resources

Access all Wharton Executive Education Nano Tools

Download this Nano Tool as a PDF

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• Problem Solving Skills

What are the most important problem solving skills?

Our work lives are full of problems, in all sizes and levels of severity. As we all know, the tiniest niggle can fast become a significant issue if not dealt with appropriately. A productive workplace is imperative for hitting targets, and to achieve this, strategic problem solving is necessary.

Being prepared to learn is the first step, but you also need to develop the skills and techniques to successfully solve problems and make decisions. Once you’re equipped with the tools you need, there’s no complication you can’t overcome.

The outcome mindset: what is problem solving?

How do you approach problems?

Many of us have the same “problem orientation”: automatically perceiving an event as a "problem" and thus framing it negatively. We feel anxiety, reacting unconstructively as a result, either by ignoring the issue or seeking the easiest resolution, which isn’t always right.

The "outcome" mindset is a fantastic alternative. By switching our focus away from the roadblock and instead visualising positive outcomes, we steer clear of negative thinking, avoid wasting time by spiralling, and proactively look for solutions. Re-framing your problem as a challenge, or even an opportunity for improvement, can help you develop a long-term problem-solving strategy that benefits all aspects of your work.

Problem-solving skills and examples

There are many problem-solving tricks and techniques you can employ. Each one works well individually, but they are especially useful when utilised in tandem with each other to form a broader strategy. Let’s take a look at some.

• Creative thinking

Exploring problems from different angles is often key to solving them. When we let our assumptions and biases lead us, we can overlook or unfairly dismiss potential solutions. If you’d normally ask a certain colleague about something, try getting another perspective!

• Team working

Having confidence in your ability to problem solve is great, but stubbornly refusing help is counterproductive to a successful Agile team. It’s not just about reaching out to others for support and suggestions, but sharing your expertise and ideas with others as well.

• Emotional intelligence

Daniel Goleman’s theory of emotional intelligence enables a more positive approach to problem solving. By successfully understanding, managing, and wielding our emotions, we can adapt how we feel and ensure strong emotions don’t cloud our judgements.

• Decision making

Decision making encompasses several other problem-solving approaches: take the information you’ve gathered, and use it to make a situational judgement based on what you know. Don’t get bogged down in the details: stick to facts!

• Time management

Managing your time properly is guaranteed to make problem solving easier. Worrying about finding time to get to the bottom of something means you’re not giving your sole focus to the issue at hand. The more organised you are, the less stressed you’ll be, and the quicker answers will come.

• Analytical thinking

By approaching your problem from a critical perspective, you can apply logic and reason to analyse any situation and form an evaluation, which ultimately helps you come to the answer you were looking for.

• Communication

A problem shared is a problem halved! One of the easiest ways to solve a problem is to talk about it, and when you communicate clearly and efficiently with everybody on your team, you’re one step closer to your solution.

• Research skills

How often have you spent hours searching, only to realise you were looking in the wrong place all along? Knowing exactly where to go and what to search for will massively reduce wasted time and effort, so you can get back to problem solving.

The problem-solving cycle

When a problem first presents itself, our brains can enter default mode, searching for familiarity.

This can lead us to confuse a new problem with ones we’ve encountered before. At work, it’s likely you waste valuable time fixing problems that occur regularly. This is "single-loop learning" – we don’t establish why the problem is occurring in the first place, the root cause, so it keeps coming back.

Once you’ve addressed that root cause, you can try to stop its symptoms from recurring, otherwise known as "double-loop learning". The key to success here is to use a structured approach, like the problem-solving cycle below.

First, identify the problem at hand – what exactly is the issue? Once you know what you’re dealing with, it’s time to gather all the information you require, and identify the all-important root cause.

Having determined this, you can then begin to generate possible solutions and decide which one is best before implementing. It doesn’t stop there, however; monitoring the issue and conducting a review afterwards helps avoid single-loop learning, so hopefully the problem won’t reoccur.

How is problem solving changing in a VUCA world?

We live in a world of ever-accelerating change and digital transformation, often referred to as VUCA – volatile, uncertain, complex, and ambiguous. Leaders play a key role in enabling their people, teams, and organisations to successfully navigate this environment, and one element of this is their approach to problem solving.

Professor Keith Grint believes that too often, leaders establish themselves as answer-givers –responding to requests with only a "do this or that” approach. The mistake here is this usually results in complex problems being treated as simple ones.

Grint notes that many problems in modern, digital organisations are far from simple and may have no single solution – or no solution at all, just opportunities to move forward. Adopting this approach also means organisations become dependent on their leaders for answers; people don’t learn to think for themselves.

Problem solving in the future requires leaders to ask questions, not give answers, encouraging and empowering their people and organisations to become individual problem-solvers, dealing with complexity in a more Agile and intelligent way.

The importance of problem solving skills

Whether in your own team or the wider working environment, problem-solving strategies are a vital set of skills you absolutely want on your toolbelt, making you as efficient, effective, and employable as you can be.

QA offer a range of professional training, including decision making courses , and training in leadership and management and project management . 

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• Steps involved in problem s...

Steps involved in problem solving

On this page, 1 – define the problem, 2 – gather information, 3- analyse the information you collect, 4 – create solutions, 5 – choose the appropriate solution method, 6 – plan your chosen solution method, 7 – test / apply solution , 8 – keep improving your solution.

Topics covered

The Turks usually say: "Apart from death, everything has a solution." We have prepared the steps you need to follow in order to solve the problems that you may encounter in all areas of life by trying not to panic. By following these steps, you will be able to define the problem better so that you will be able to see the steps you can take to reach solutions more clearly.

What is happening in your life? What happened to tell you that this was a problem? Explain the problem to yourself by asking these questions to yourself. Believe that what you define will be easier to handle.

What do you know about my problem? What could be the causes? What is the start date, what can it be? Try to gather as much information as you can. Whatever you know about this problem, put it all together! Has such a problem been encountered before? If so, how did they notice the emergence of these problems?

What are the main sources of problem? Try to gather information and analyze it until the information you have gathered answers the questions that will lead you to the source of the problem. If you have someone who has experienced the same or similar problem before, start analysing the paths they have experienced and followed.

There is a problem and you want to solve this problem. You have turned to the source of the problem, and you wonder if everything you do could systematically raise other problems, you search and try to analyze previous experiences as well. What did those people do, what results did they get, and are the results satisfying you too? List solutions worth trying. Brainstorm. If the problem is not something you have to tackle alone - and it usually isn't, try to get new solutions. List all these.

By gathering all the information you could find, you went down to the root of the problem and created solutions, but considering which one might work well, it's time to decide what to do! You need to decide on the method you find effective by creating a positive - negative list and trying to be predictive. It sounds like a long process, but most of the time, when you manage to get to the root of many problems, even a small change you make can produce very good results.

The aim is not to eliminate the problem, not to create new problems. Plan how you will implement the solution method. While planning this, you will be able to see the problems that may occur and take precautions beforehand. Do not worry! Everything will have a solution, of course. You will decide how you proceed on the plan and now you will come to the stage of evaluating the returns of the solution you have chosen.

If you can, test it and decide on the next step to take by preparing reports based on the results. If you can't, apply it as soon as possible! Has your problem been solved? Does the result satisfy you? Evaluate them.

Yes, we previously said "you want to create solutions, not new problems" but we know that changes occur in the constantly rotating world and the solutions found may not meet new expectations. This creates a problem. Before things get messy, create new awareness of the issue that solves your problem and try to improve them. Find ways to do this more effectively, for longer.

By following all the steps, you can solve your problems as soon as possible! If your problem is for studying abroad, getting professional help will be part of the solutions you can find. With more than 50 years of experience, IDP Education is aware of all the problems that have been experienced before and is ready to support you for free.

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