problem solving 7 fasi

Master the 7-Step Problem-Solving Process for Better Decision-Making

Discover the powerful 7-Step Problem-Solving Process to make better decisions and achieve better outcomes. Master the art of problem-solving in this comprehensive guide. Download the Free PowerPoint and PDF Template.

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Introduction

The 7-Step Problem-Solving Process involves steps that guide you through the problem-solving process. The first step is to define the problem, followed by disaggregating the problem into smaller, more manageable parts. Next, you prioritize the features and create a work plan to address each. Then, you analyze each piece, synthesize the information, and communicate your findings to others.

In this article, we'll explore each step of the 7-Step Problem-Solving Process in detail so you can start mastering this valuable skill. At the end of the blog post, you can download the process's free PowerPoint and PDF templates .

Step 1: Define the Problem

One way to define the problem is to ask the right questions. Questions like "What is the problem?" and "What are the causes of the problem?" can help. Gathering data and information about the issue to assist in the definition process is also essential.

Step 2: Disaggregate

After defining the problem, the next step in the 7-step problem-solving process is to disaggregate the problem into smaller, more manageable parts. Disaggregation helps break down the problem into smaller pieces that can be analyzed individually. This step is crucial in understanding the root cause of the problem and identifying the most effective solutions.

Disaggregation helps in breaking down complex problems into smaller, more manageable parts. It helps understand the relationships between different factors contributing to the problem and identify the most critical factors that must be addressed. By disaggregating the problem, decision-makers can focus on the most vital areas, leading to more effective solutions.

Step 3: Prioritize

Once the issues have been prioritized, developing a plan of action to address them is essential. This involves identifying the resources required, setting timelines, and assigning responsibilities.

Step 4: Workplan

The work plan should include a list of tasks, deadlines, and responsibilities for each team member involved in the problem-solving process. Assigning tasks based on each team member's strengths and expertise ensures the work is completed efficiently and effectively.

Developing a work plan is a critical step in the problem-solving process. It provides a clear roadmap for solving the problem and ensures everyone involved is aligned and working towards the same goal.

Step 5: Analysis

Pareto analysis is another method that can be used during the analysis phase. This method involves identifying the 20% of causes responsible for 80% of the problems. By focusing on these critical causes, organizations can make significant improvements.

Step 6: Synthesize

Once the analysis phase is complete, it is time to synthesize the information gathered to arrive at a solution. During this step, the focus is on identifying the most viable solution that addresses the problem. This involves examining and combining the analysis results for a clear and concise conclusion.

During the synthesis phase, it is vital to remain open-minded and consider all potential solutions. Involving all stakeholders in the decision-making process is essential to ensure everyone's perspectives are considered.

Step 7: Communicate

In addition to the report, a presentation explaining the findings is essential. The presentation should be tailored to the audience and highlight the report's key points. Visual aids such as tables, graphs, and charts can make the presentation more engaging.

The 7-step problem-solving process is a powerful tool for helping individuals and organizations make better decisions. By following these steps, individuals can identify the root cause of a problem, prioritize potential solutions, and develop a clear plan of action. This process can be applied to various scenarios, from personal challenges to complex business problems.

By mastering the 7-step problem-solving process, individuals can become more effective decision-makers and problem-solvers. This process can help individuals and organizations save time and resources while improving outcomes. With practice, individuals can develop the skills to apply this process to a wide range of scenarios and make better decisions in all areas of life.

7-Step Problem-Solving Process PPT Template

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Mastering this process can improve decision-making and problem-solving capabilities, save time and resources, and improve outcomes in personal and professional contexts.

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7-Step Problem-Solving Process PDF Template

7-step problem-solving process powerpoint template, multi-chapter growth strategy framework (free template), lidl swot analysis: free ppt template and in-depth insights.

Discover Lidl's strengths, weaknesses, opportunities, and threats with our free PowerPoint template. This in-depth SWOT analysis provides valuable insights to help you understand Lidl's market position and strategic direction.

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Pestle analysis: decoding reddit's landscape (free ppt).

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Seven Step Problem Solving Technique

What's the problem?

Our seven step problem solving technique provides a structured basis to help deliver outcomes and solutions to your problems. (But if you’re in hurry, click here for our “manage in a minute” tip: 7 Problem Solving Steps ).

Ever heard people say (or perhaps said yourself) things like :

“I wished we hadn’t jumped to that solution so quickly.”

“I think we may have solved the wrong problem.”

“It was only at the end that I realised we had acted too quickly with too little information.”

“The solution we went ahead with turned out to be impractical and too expensive.”

A structured process helps ensure you stay on track with what you really need to do, to solve a problem.

The seven step problem solving technique covers:

• Finding the right problem to solve
• Defining the problem
• Analysing the problem
• Developing possibilities
• Selecting the best solution
• Implementing
• Evaluating and learning

You’ll find a brief explanation of these points below. Once you’ve read these, you can find more details, in our comprehensive guide to problem solving: What’s the Problem (with a tool for each or our problem solving steps).

1 Find the Right Problems to Solve

Surprised to start with this step? Not many problem solving processes include this step, yet it is absolutely crucial. Think how often we spend time and resources on problems which don’t necessarily demand such attention. Ask yourself “Is it the right problem to solve?”. This is also one of the most important stages in our seven step problem solving technique. Why?

Well too often our approach to problem solving is reactive, we wait for the problems to arise. So firstly in our seven step problem solving process, we advocate taking a proactive approach, go and find problems to solve; important and valuable problems. The real starting point then for any problem solving process is to find the right problem to solve.

How do you go about finding the right problems to solve?

That’s what we set to answer in our problem solving skill article: “Finding the Right problems to Solve”. You will find useful management tips in this activity to start the problem solving process by looking firstly at the possibilities in your current issues and then secondly looking to the future.

2 Define the Problem

It is very tempting to gloss over this step and move to analysis and solutions. However, like the first step, it is one of the secrets of effective problem solving and helps to differentiate our seven step problem solving technique. Combining problems that are valuable to solve, with defining exactly what you are trying to solve, can dramatically improve the effectiveness of the problem solving process. The secret to defining the problem, is really about attitude. Try to see every problem as an opportunity.

This is the crucial attitude which will then help you define the problem in a way which focuses on the potential and opportunity in the situation. Peter Drucker advocates that we should starve problems and start feeding opportunities. Perhaps because we don’t see the right problems to solve or the opportunity in solving them. Essentially Drucker suggests that we should move from a problem focus to an opportunity focus.

Define your problem as an opportunity! Our problem solving activity tool does just that, providing a process to frame your problem as an opportunity and a question checklist to help you define what exactly the problem is, and why it is worth your while solving it. The question checklist also leads you through a structured set of questions to start the analysis of the problem. Which is the next step in the seven step problem solving technique.

3 Analyse the Problem

Analysis is a process of discovery of the facts, finding out what you know about the situation. The problem solving activity question checklist leads you through a set of questions to identify the nature of the problem and to analyse what it is and what it isn’t.

One of the most important aspects of analysing any situation is involving the right people.

In “ the best management tools ever: a good question ” we suggest using Reg Revans approach of asking three questions:

• Who knows? – about the situation/opportunity, or who has the information we need to solve it/realise it
• Who cares? – that something is done about it
• Who can? – do something about the solution

These questions are fundamental management tips. They help us to identify the people who need to come together, in order to take appropriate action to solve an issue or realise an opportunity.

Analysis often requires a detailed examination of the situation. This is an important element in seven step problem solving.

An excellent approach to detailed examination is adopted in our structured problem solving technique which uses four steps to improve processes in your organisation. This management tool firstly helps you define the current situation, then challenges all aspects of that current process. The third and fourth steps are to develop options and then seek an optimal solution. The tool leads us from analysis to the next two stages in our seven step problem solving technique, that is developing options and selecting a solution.

4 Develop Possibilities

The previous steps will have already revealed plenty of possibilities for solving the problem and realising the opportunities. At this stage it is important to give time and space for creative solutions. Placing a high value on the ideas of others is a crucial leadership concept and facilitator skill when generating ideas to solve problems.

We have already suggested that for effective problem solving you need to ensure that you find the right problems to solve and then ask yourself what opportunities are created by solving this problem. But how do you focus on opportunities?

We have developed a tool, the power of positive thinking , which helps you to focus on those opportunities, using 5 questions that create opportunities. A group process is recommended to help get possible solutions from a wide range of people – solutions which can create significant opportunities for the organisation.

A second resource provides a great process to explore new possibilities and potential. In “ the best management tools ever: a good question ” there is a tool which groups questions to help you:

• focus collective attention on the situation
• connect ideas and deeper insight
• create forward momentum and move to action

A rich range of possible solutions opens up the opportunities. When you consider you have plenty of ideas with potential it’s time to make a decision.

5 Select the Best Solution

The next phase in our seven step problem solving technique is to consider the number of solutions found. It’s likely that more than one will be viable so how do you decide which solution to select? There will be constraints restricting what you can do, issues about whether solutions fit within what is currently done, and various stakeholders views to consider. Solutions therefore need to be evaluated. A powerful way to do this has been proposed by Peter Drucker. In our business planning tool, “ business goal setting “, we suggest using Drucker’s three criteria as a filter to select ideas to take forward. To screen your ideas apply the three filter tests:

• Operational validity – Can you take action on this idea, or can you only talk about it? Can you really do something right away to bring about the kind of future you desire?
• Economic validity – Will the idea produce economic result? What would be the early indicators that it was working?
• Personal commitment – Do you really believe in the idea? Do you really want to be that kind of people, do that kind of work, and run that kind of business?

Take you time answering these questions. You may well find that many of the other stages in our business goal setting article can help in the problem solving process. Especially if the problem is of organisational significance and its solution could impact the direction the business or unit takes.

6 Implement

Implementing the seven step problem solving technique moves to a project implementation process. But before putting your decision into effect check that you have:

• carefully defined the problem, and the desired outcome
• analysed the problem at length
• collected every available item of information about it
• explored all possible avenues, and generated every conceivable option
• chosen the best alternative after considerable deliberation.

To implement first make sure that you follow project management guidelines , particularly to be clear on the outcomes, ask yourself what will be different when you solve the problem and realise the opportunity.

Secondly what are the objectives, these should clearly demonstrate how you will get to the outcomes. Gaining clarity on these, and acceptance from the various stakeholders is crucial to succeeding.

The implementation process can then effectively follow a project management model of:

• Do it – carry out activities to implement
• Deliver it – test and ensure it has met the outcomes

Make sure that the three “who’s” are with you!

During the seven step problem solving process you should build the commitment of those:

• who care – they want to see a solution,
• who can – they are able to make it happen
• who know – they can help you implement effectively.

7 Evaluate and Learn from the seven step problem solving technique

You will have done some things really well by applying this seven step problem solving technique. It would be all too easy to forget them in rushing to solve the next problem, or to implement the solution. You should evaluate at least two areas:

• How you carried out the seven step problem solving process
• The effectiveness of the solution you implemented. Did it deliver the outcomes you expected?

You should also ask what you are now able to do, or what you could do next, now that you have improved things by solving the problem. What further opportunities can you now realise that you weren’t able to before?

This seven step problem solving technique ensures you follow a systematic process but it also emphasises two secrets of effective problem solving:

• Use your problem solving skills to ask: “is it the right problem to solve?”
• Then ensure that any problem solving activity asks the question: “what opportunities are created by this problem?”

The eighth problem solving step

• Tool 1: When you don’t know what to do
• Tool 2: Defining questions for problem solving
• Tool 3: Finding the right problems to solve
• Tool 4: Problem solving check-list
• Tool 4a: Using the question check-list with your team
• Tool 5: Problem analysis in 4 steps
• Tool 5a: Using 4 Step problem analysis with your team
• Tool 6: Questions that create possibilities
• Tool 6a: Using the 5 questions with your team
• Tool 6b: Putting creativity to work – 5 alternate questions
• Tool 6c: Workshop outline
• Tool 7: Evaluating alternatives
• Tool 8: Creative thinking techniques A-Z
• Tool 9: The 5 Whys technique

Further Reading

>> return to problem solving hub, looking for more resources.

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I’m teaching team leaders and team members 7 Step Problem Solving and found your site very enlightening and useful for my classes!!!

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Fasi del problem solving: tecniche e consigli

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7' di lettura

“Houston, we’ve had a problem.”

Quando l’ Apollo 13 ha iniziato a perdere energia e ossigeno dalla navicella di sicuro non aveva un manuale di istruzioni su come gestire quella situazione. Nonostante gli anni di addestramento e una conoscenza millimetrica dell’astronave, il guasto era inaspettato e la sorte degli astronauti indefinita.

Cosa hanno fatto Lovell, Swigert e Haise in quel momento? Quale competenza hanno messo in pratica? La risposta è il problem solving !

Per tutti coloro che, pur non dovendo andare sulla luna, desiderano affinare una nuova skill, il seguente articolo ambisce ad essere una breve guida per sviluppare un problem solving galattico . Iniziamo!

Ecco quali punti verranno trattati:

• Le fasi del problem solving
• Problem solving e problem setting
• Tecniche e consigli per un problem solving avanzato
• Le tecniche del problem solving secondo Claude Shannon
• Conclusione

🐙 Ma come sviluppare e mantenere aggiornate nel tempo le proprie competenze ? Scopri Tentacle Learning Platform : la piattaforma pensata per un'esperienza di apprendimento flessibile, piacevole e omnicanale.

1. Le fasi del problem solving

Il problem solving non si esaurisce nella mera soluzione al problema. Come abbiamo visto nel nostro articolo Problem solving: cos’è e come svilupparlo , la risoluzione di problemi è un processo che si articola in più fasi e che implica metodologie e strumenti differenti.

In genere il processo di problem solving si snoda nelle seguenti fasi :

• Identificazione del problema : uno dei modi più semplici per identificare ogni aspetto del problema è porsi delle domande. Chi è coinvolto? Cosa è successo? Cosa si vuole ottenere? Perché? In che modo? Quali strumenti si hanno a disposizione? Le domande giuste aiutano a non lasciare nulla al caso e a rappresentarne ogni sfaccettatura.
• Individuazione degli obiettivi : sapere dove si sta andando permette di valutare al meglio se la soluzione che verrà attuata corrisponde o meno allo scenario ideale.
• Formulazione della strategia di risoluzione : il momento delle decisioni. Gestione delle informazioni, definizione degli orizzonti temporali, suddivisione delle risorse, assegnazione dei compiti e scelta degli strumenti sono tutti elementi che concorrono a una solida formulazione della strategia e che pongono le basi per una soluzione efficace.
• Implementazione della soluzione : è tempo di sporcarsi le mani!
• Controllo e valutazione della soluzione : non sempre è sufficiente che una soluzione funzioni nell’immediato, ma al contrario è necessario che permanga l’effetto positivo della soluzione scelta. Ecco perché è una buona pratica fare un check a distanza di tempo. Se la soluzione si è dimostrata valida potrà poi essere utilizzata anche per altri problemi analoghi.

2. Problem solving e problem setting

Il problem setting è la fase teorica di analisi, definizione, sintesi e descrizione del problema. Si tratta della fase che precede la concreta attuazione della soluzione e concentra le prime fasi del più ampio processo di risoluzione di un problema, ossia i primi tre punti dell’elenco precedente.

Il problem setting precede il problem solving , che invece si concretizza nelle ultime due fasi. Con il problem solving la teoria è tradotta in concreta gestione del problema, realizzazione della soluzione scelta, controllo dell’esito delle proprie decisioni e monitoraggio sul lungo periodo della bontà della soluzione.

In sintesi problem solving e problem setting rispondono rispettivamente alle seguenti domande :

Il problem setting risponde alla domanda: che cosa fare?

Il problem solving risponde alla domanda: come fare?

3. Tecniche e consigli per un problem solving avanzato

È il momento di passare in rassegna alcune tecniche di problem solving particolarmente efficaci. Di seguito vengono forniti anche alcuni consigli per innescare e allenare questa skill complessa.

Come già citato nel nostro articolo Problem solving: cos’è e come svilupparlo le mappe mentali o mindmap possono essere uno strumento utile per analizzare il problema. Esse permettono di fare un brainstorming che origina dal problema e si irradia in molte direzioni. La creatività e il ragionamento logico prendono piede e il problema viene sviscerato.

In secondo luogo, lo scrittore Edward De Bono ha ideato l’approccio i “ 6 cappelli per pensare ”, una tecnica di problem solving tale per cui si prende in considerazione un problema da molti punti di vista, rappresentati da cappelli colorati. Ogni colore corrisponde a un angolazione differente.

• Bianco : da indossare nella fase di ricerca, raccolta, sistematizzazione delle informazioni e dei dati disponibili.
• Rosso : un colore acceso per richiamare le emozioni suscitate dal problema.
• Nero : è lo sguardo pessimista, concentrato sugli aspetti negativi della situazione.
• Giallo : il colore del sole per avere uno sguardo luminoso e ottimista.
• Verde : è il cappello della creatività, libera da vincoli e doveri.
• Blu : un colore calmo, come il mare più profondo, per moderare il discorso e avvolgere tutti gli altri colori.

Ultima, ma non meno importante, la SWOT analysis permette di verificare che una soluzione sia idonea e solida prima di applicarla. Questa tecnica consiste nel generare una matrice che copra quattro aree relative alla soluzione che abbiamo in mente:

Punti di forza : perché e in che modo questa soluzione si presta al problema che vogliamo risolvere?

Punti di debolezza : qual è il tallone d’Achille della soluzione? Come si può ovviare?

Opportunità : quali sono i benefici che si generano applicando questa soluzione?

Minacce : quali sono i risvolti della soluzione scelta? Avrà impatto sull’organizzazione o sul team?

Costruire e completare la SWOT analysis è un buon modo per mettere alla prova la soluzione scelta, ponderare il rischio e prendere una decisione più consapevole possibile . Essa permette di ottenere una visione d’insieme di tutti gli elementi che impattano sulla situazione in essere.

Con l’ausilio di una SWOT analysis, l’Apollo 13 avrebbe valutato se fosse stato meglio salvare gli astronauti o portare a termine la missione alla luce dei rischi e dei benefici emersi.

4. Le tecniche del problem solving secondo Claude Shannon

Ingegnere e matematico, Claude Shannon è stata una delle menti più brillanti del 20° secolo. Oggi lo ricordiamo soprattutto per la Teoria dell’informazione , ossia il modello matematico della comunicazione formulato insieme a Warren Weaver nel 1949.

Astraendo le proprie conoscenze di matematica, ingegneria, comunicazione e chi più ne ha più ne metta, Shannon ha elaborato un proprio stile di problem solving . In effetti è facile pensare che lui di problemi (almeno matematici!) ne abbia risolti molti.

Quindi ecco le tecniche di problem solving più efficaci a parere del matematico. È possibile applicarne solo una, più di una o tutte per risolvere un problema.

• Semplificazione : ridurre all’osso il problema per poi concentrarsi sull’essenziale. Invece di perdere tempo con gli aspetti e i dati secondari del problema, si dovrebbe andare al nucleo e cercare una soluzione per quello. Questo punto si può riassumere ricordando al problem solver di tenere sempre gli occhi puntati sull’obiettivo finale.
• Ricerca di problemi noti simili : è bene evitare di reinventare la ruota. Ampliando lo sguardo e traslando il problema in altri ambiti è possibile intercettare problemi analoghi e soluzioni già attuate. 
• Riformulazione del problema : cambiare le parole, cambiare il punto di vista, cambiare angolazione. Osservare il problema in molti modi aumenta la possibilità di trovare nuove interpretazioni dell’essenza stessa del problema.
• Generalizzazione : astrarre le soluzioni già applicate ad altri problemi significa abbandonare il punto di vista specifico, lasciarsi alle spalle il peso dei dettagli per abbracciare una più ampia visione, quasi aerea, del contesto.
• Analisi strutturale del problema : da principianti a tutti sarà capitato di sprecare ore, lacrime e moltissimi strumenti per la risoluzione di un problema apparentemente insormontabile. Aumentando la propria expertise sul problema il tempo speso e gli strumenti in uso diminuiranno e ci si renderà conto che erano superflui.
• Inversione del problema : se con la premessa A si cerca di ottenere la soluzione B, si può cercare di invertire il problema immaginando che B sia la premessa e A il punto di arrivo. È possibile che questa inversione di marcia permetta di mettersi sulla strada giusta per risolvere il problema iniziale.

5. Conclusione

Questo breve viaggio alla scoperta del problem solving mette in luce l’importanza di allenare un mindset adeguato, di conoscere le tecniche essenziali per svilupparlo e di padroneggiare gli strumenti più creativi.

Ogni problema può essere gestito grazie a un problem solving… stellare . Persino un guasto alla navicella!

🐙 La Digital Trasformation non è mai stata così vicina . È giunto il momento di approcciare (con ordine) il cambiamento con il mindset e le skill adatte!

Sofia De Carolis

Brutally honest since 1996. Amo scrivere storie dal finale aperto, sognare ad occhi aperti e raccontare le piccole e grandi avventure quotidiane. Mi piace vivere a Milano, con le sue timide bellezze, ma il mio zaino è sempre pronto per qualche viaggio in spicchi di mondo inesplorati.

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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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A guide to problem-solving techniques, steps, and skills

You might associate problem-solving with the math exercises that a seven-year-old would do at school. But problem-solving isn’t just about math — it’s a crucial skill that helps everyone make better decisions in everyday life or work.

Problem-solving involves finding effective solutions to address complex challenges, in any context they may arise.

Unfortunately, structured and systematic problem-solving methods aren’t commonly taught. Instead, when solving a problem, PMs tend to rely heavily on intuition. While for simple issues this might work well, solving a complex problem with a straightforward solution is often ineffective and can even create more problems.

In this article, you’ll learn a framework for approaching problem-solving, alongside how you can improve your problem-solving skills.

The 7 steps to problem-solving

When it comes to problem-solving there are seven key steps that you should follow: define the problem, disaggregate, prioritize problem branches, create an analysis plan, conduct analysis, synthesis, and communication.

1. Define the problem

Problem-solving begins with a clear understanding of the issue at hand. Without a well-defined problem statement, confusion and misunderstandings can hinder progress. It’s crucial to ensure that the problem statement is outcome-focused, specific, measurable whenever possible, and time-bound.

Additionally, aligning the problem definition with relevant stakeholders and decision-makers is essential to ensure efforts are directed towards addressing the actual problem rather than side issues.

2. Disaggregate

Complex issues often require deeper analysis. Instead of tackling the entire problem at once, the next step is to break it down into smaller, more manageable components.

Various types of logic trees (also known as issue trees or decision trees) can be used to break down the problem. At each stage where new branches are created, it’s important for them to be “MECE” – mutually exclusive and collectively exhaustive. This process of breaking down continues until manageable components are identified, allowing for individual examination.

The decomposition of the problem demands looking at the problem from various perspectives. That is why collaboration within a team often yields more valuable results, as diverse viewpoints lead to a richer pool of ideas and solutions.

3. Prioritize problem branches

The next step involves prioritization. Not all branches of the problem tree have the same impact, so it’s important to understand the significance of each and focus attention on the most impactful areas. Prioritizing helps streamline efforts and minimize the time required to solve the problem.

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4. Create an analysis plan

For prioritized components, you may need to conduct in-depth analysis. Before proceeding, a work plan is created for data gathering and analysis. If work is conducted within a team, having a plan provides guidance on what needs to be achieved, who is responsible for which tasks, and the timelines involved.

5. Conduct analysis

Data gathering and analysis are central to the problem-solving process. It’s a good practice to set time limits for this phase to prevent excessive time spent on perfecting details. You can employ heuristics and rule-of-thumb reasoning to improve efficiency and direct efforts towards the most impactful work.

6. Synthesis

After each individual branch component has been researched, the problem isn’t solved yet. The next step is synthesizing the data logically to address the initial question. The synthesis process and the logical relationship between the individual branch results depend on the logic tree used.

7. Communication

The last step is communicating the story and the solution of the problem to the stakeholders and decision-makers. Clear effective communication is necessary to build trust in the solution and facilitates understanding among all parties involved. It ensures that stakeholders grasp the intricacies of the problem and the proposed solution, leading to informed decision-making.

Exploring problem-solving in various contexts

While problem-solving has traditionally been associated with fields like engineering and science, today it has become a fundamental skill for individuals across all professions. In fact, problem-solving consistently ranks as one of the top skills required by employers.

Problem-solving techniques can be applied in diverse contexts:

• Individuals — What career path should I choose? Where should I live? These are examples of simple and common personal challenges that require effective problem-solving skills
• Organizations — Businesses also face many decisions that are not trivial to answer. Should we expand into new markets this year? How can we enhance the quality of our product development? Will our office accommodate the upcoming year’s growth in terms of capacity?
• Societal issues — The biggest world challenges are also complex problems that can be addressed with the same technique. How can we minimize the impact of climate change? How do we fight cancer?

Despite the variation in domains and contexts, the fundamental approach to solving these questions remains the same. It starts with gaining a clear understanding of the problem, followed by decomposition, conducting analysis of the decomposed branches, and synthesizing it into a result that answers the initial problem.

Real-world examples of problem-solving

Let’s now explore some examples where we can apply the problem solving framework.

Problem: In the production of electronic devices, you observe an increasing number of defects. How can you reduce the error rate and improve the quality?

Before delving into analysis, you can deprioritize branches that you already have information for or ones you deem less important. For instance, while transportation delays may occur, the resulting material degradation is likely negligible. For other branches, additional research and data gathering may be necessary.

Once results are obtained, synthesis is crucial to address the core question: How can you decrease the defect rate?

While all factors listed may play a role, their significance varies. Your task is to prioritize effectively. Through data analysis, you may discover that altering the equipment would bring the most substantial positive outcome. However, executing a solution isn’t always straightforward. In prioritizing, you should consider both the potential impact and the level of effort needed for implementation.

By evaluating impact and effort, you can systematically prioritize areas for improvement, focusing on those with high impact and requiring minimal effort to address. This approach ensures efficient allocation of resources towards improvements that offer the greatest return on investment.

Problem : What should be my next job role?

When breaking down this problem, you need to consider various factors that are important for your future happiness in the role. This includes aspects like the company culture, our interest in the work itself, and the lifestyle that you can afford with the role.

However, not all factors carry the same weight for us. To make sense of the results, we can assign a weight factor to each branch. For instance, passion for the job role may have a weight factor of 1, while interest in the industry may have a weight factor of 0.5, because that is less important for you.

By applying these weights to a specific role and summing the values, you can have an estimate of how suitable that role is for you. Moreover, you can compare two roles and make an informed decision based on these weighted indicators.

Key problem-solving skills

This framework provides the foundation and guidance needed to effectively solve problems. However, successfully applying this framework requires the following:

• Creativity — During the decomposition phase, it’s essential to approach the problem from various perspectives and think outside the box to generate innovative ideas for breaking down the problem tree
• Decision-making — Throughout the process, decisions must be made, even when full confidence is lacking. Employing rules of thumb to simplify analysis or selecting one tree cut over another requires decisiveness and comfort with choices made
• Analytical skills — Analytical and research skills are necessary for the phase following decomposition, involving data gathering and analysis on selected tree branches
• Teamwork — Collaboration and teamwork are crucial when working within a team setting. Solving problems effectively often requires collective effort and shared responsibility
• Communication — Clear and structured communication is essential to convey the problem solution to stakeholders and decision-makers and build trust

How to enhance your problem-solving skills

Problem-solving requires practice and a certain mindset. The more you practice, the easier it becomes. Here are some strategies to enhance your skills:

• Practice structured thinking in your daily life — Break down problems or questions into manageable parts. You don’t need to go through the entire problem-solving process and conduct detailed analysis. When conveying a message, simplify the conversation by breaking the message into smaller, more understandable segments
• Regularly challenging yourself with games and puzzles — Solving puzzles, riddles, or strategy games can boost your problem-solving skills and cognitive agility.
• Engage with individuals from diverse backgrounds and viewpoints — Conversing with people who offer different perspectives provides fresh insights and alternative solutions to problems. This boosts creativity and helps in approaching challenges from new angles

Final thoughts

Problem-solving extends far beyond mathematics or scientific fields; it’s a critical skill for making informed decisions in every area of life and work. The seven-step framework presented here provides a systematic approach to problem-solving, relevant across various domains.

Now, consider this: What’s one question currently on your mind? Grab a piece of paper and try to apply the problem-solving framework. You might uncover fresh insights you hadn’t considered before.

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7 Steps To Problem-Solving

The 7 steps to problem-solving is a disciplined and methodical approach to identifying and then addressing the root cause of problems. Instead, a more robust approach involves working through a problem using the hypothesis-driven framework of the scientific method. Each viable hypothesis is tested using a range of specific diagnostics and then recommendations are made.

Table of Contents

Understanding the 7 steps to problem-solving

The core argument of this approach is that the most obvious solutions to a problem are often not the best solutions. 

Good problem-solving in business is a skill that must be learned. Businesses that are adept at problem-solving take responsibility for their own decisions and have courage and confidence in their convictions. Ultimately, this removes doubt which can impede the growth of businesses and indeed employees alike.

Moving through the 7 steps to problem-solving

Although many versions of the 7-step approach exist, the McKinsey approach is the most widely used in business settings. Here is how decision makers can move through each of the steps systematically.

Step 1 – Define the problem

First, the scope and extent of the problem must be identified. Actions and behaviors of individuals must be the focus – instead of a focus on the individuals themselves. Whatever the case, the problem must be clearly defined and be universally accepted by all relevant parties.

Step 2 – Disaggregate the problem

In the second step, break down the problem (challenge) into smaller parts using logic trees and develop an early hypothesis. Here, economic and scientific principles can be useful in brainstorming potential solutions. Avoid cognitive biases, such as deciding that a previous solution should be used again because it worked last time.

Step 3 – Prioritize issues

Which constituent parts could be key driving factors of the problem? Prioritize each according to those which have the biggest impact on the problem. Eliminate parts that have negligible impact. This step helps businesses use their resources wisely.

Step 4 – Plan the analyses

Before testing each hypothesis, develop a work and process plan for each. Staff should be assigned to analytical tasks with unique output and completion dates. Hypothesis testing should also be reviewed at regular intervals to measure viability and adjust strategies accordingly.

Step 5 – Conduct the analyses

In step five, gather the critical data required to accept or reject each hypothesis. Data analysis methods will vary according to the nature of the project, but each business must understand the reasons for implementing specific methods. In question-based problem solving, the Five Whys or Fishbone method may be used. More complicated problems may require the use of statistical analysis . In any case, this is often the longest and most complex step of the process. 

Step 6 – Synthesise the results

Once the results have been determined, they must be synthesized in such a way that they can be tested for validity and logic. In a business context, assess the implications of the findings for a business moving forward. Does it solve the problem? 

Step 7 – Communicate

In the final step, the business must present the solutions in such a way that they link back to the original problem statement. When presenting to clients, this is vital. It shows that the business understands the problem and has a solution supported by facts or hard data. Above all, the data should be woven into a convincing story that ends with recommendations for future action.

Key takeaways

• 7 steps to problem-solving is a methodical approach to problem-solving based on the scientific method.
• Although a somewhat rigorous approach, the strategy can be learned by any business willing to devote the time and resources.
• Fundamentally, the 7 steps to problem-solving method involves formulating and then testing hypotheses. Through the process of elimination, a business can narrow its focus to the likely root cause of a problem.

Key Highlights

• Definition : The 7 Steps to Problem-Solving is a structured methodology rooted in the scientific method. It emphasizes systematic hypothesis testing and data analysis to identify and address the root cause of problems, avoiding surface-level solutions.
• Problem-Solving Skill : Effective problem-solving is a learned skill that fosters responsible decision-making, boosts confidence, and supports business growth .
• Define the Problem : Clearly outline the problem’s scope and impact, focusing on actions and behaviors rather than individuals.
• Disaggregate the Problem : Break down the problem into smaller parts using logic trees and form early hypotheses. Avoid biases from past solutions.
• Prioritize Issues : Identify key driving factors of the problem and prioritize them by impact. Eliminate parts with minimal impact to allocate resources efficiently.
• Plan the Analyses : Develop work and process plans for hypothesis testing, assigning staff and setting completion dates. Regularly review and adjust strategies.
• Conduct the Analyses : Gather critical data to accept or reject hypotheses. Use methods like Five Whys, Fishbone diagrams, or statistical analysis .
• Synthesize the Results : Combine and analyze results to determine their validity and implications for the business . Assess if the problem is solved.
• Communicate : Present solutions that link back to the original problem statement, supported by facts. Create a compelling story ending with recommendations.
• The 7 Steps to Problem-Solving is based on the scientific method.
• It requires a structured approach to formulating and testing hypotheses.
• Businesses willing to invest time and resources can learn and apply this method effectively.

Connected Decision-Making Frameworks

Cynefin Framework

SWOT Analysis

Personal SWOT Analysis

Pareto Analysis

Failure Mode And Effects Analysis

Blindspot Analysis

Comparable Company Analysis

Cost-Benefit Analysis

Agile Business Analysis

SOAR Analysis

STEEPLE Analysis

Pestel Analysis

DESTEP Analysis

Paired Comparison Analysis

Related Strategy Concepts:  Go-To-Market Strategy ,  Marketing Strategy ,  Business Models ,  Tech Business Models ,  Jobs-To-Be Done ,  Design Thinking ,  Lean Startup Canvas ,  Value Chain ,  Value Proposition Canvas ,  Balanced Scorecard ,  Business Model Canvas ,  SWOT Analysis ,  Growth Hacking ,  Bundling ,  Unbundling ,  Bootstrapping ,  Venture Capital ,  Porter’s Five Forces ,  Porter’s Generic Strategies ,  Porter’s Five Forces ,  PESTEL Analysis ,  SWOT ,  Porter’s Diamond Model ,  Ansoff ,  Technology Adoption Curve ,  TOWS ,  SOAR ,  Balanced

Read Next:  Mental Models ,  Biases ,  Bounded Rationality ,  Mandela Effect ,  Dunning-Kruger Effect ,  Lindy Effect ,  Crowding Out Effect ,  Bandwagon Effect ,  Decision-Making Matrix .

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40 problem-solving techniques and processes

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

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

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

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What is problem solving?

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

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

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

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

What is the seven step problem solving process?

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

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

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

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

The seven-step problem solving process is:

1. Problem identification 

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

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

2. Problem analysis and refinement

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

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

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

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

3. Solution generation

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

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

4. Solution development

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

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

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

5. Decision making and planning

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

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

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

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

6. Solution implementation 

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

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

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

7. Solution evaluation 

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

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

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

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

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

What does an effective problem solving process look like?

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

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

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

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

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

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

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

Complete problem-solving methods

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

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

Six Thinking Hats

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

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

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

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

Lightning Decision Jam

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

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

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

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

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

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

Problem Definition Process

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

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

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

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

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

The 5 Whys 

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

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

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

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

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

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

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

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

Discovery & Action Dialogue (DAD)

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

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

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

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

Design Sprint 2.0

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

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

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

Open space technology

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

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

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

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

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

Techniques to identify and analyze problems

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

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

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

Let’s take a look!

Fishbone Analysis

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

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

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

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

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

Problem Tree 

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

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

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

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

SWOT Analysis

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

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

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

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

Agreement-Certainty Matrix

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

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

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

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

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

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

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

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

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

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

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

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

The Journalistic Six

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

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

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

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

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

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

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

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

LEGO Challenge

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

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

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

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

What, So What, Now What?

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

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

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

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

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

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

Journalists  

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

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

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

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

Problem-solving techniques for brainstorming solutions

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

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

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

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

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

Mindspin  

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

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

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

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

The Creativity Dice

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

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

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

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

Idea and Concept Development

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

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

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

Problem-solving techniques for developing and refining solutions 

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

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

Improved Solutions

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

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

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

Four Step Sketch

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

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

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

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

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

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

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

15% Solutions

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

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

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

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

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

Problem-solving techniques for making decisions and planning

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

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

How-Now-Wow Matrix

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

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

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

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

Impact and Effort Matrix

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Problem-solving warm-up activities

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

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

Check-in / Check-out

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

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

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

Doodling Together  

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

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

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

Show and Tell

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

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

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

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

Constellations

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

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

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

Draw a Tree

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

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

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

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

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

Closing activities for a problem-solving process

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

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

One Breath Feedback

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

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

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

Who What When Matrix 

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

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

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

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

Response cards

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

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

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

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

Tips for effective problem solving

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

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

Clearly define the problem

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

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

Don’t jump to conclusions

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

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

Try different approaches  

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

Don’t take it personally 

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

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

Get the right people in the room

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

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

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

Create psychologically safe spaces for discussion

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

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

Document everything

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

Bring a facilitator 

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

Develop your problem-solving skills

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

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

Design a great agenda

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

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

Save time and effort creating an effective problem solving process

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

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

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

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

Over to you

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

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

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

thank you very much for these excellent techniques

Certainly wonderful article, very detailed. Shared!

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

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

Author: Daniel Croft

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

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

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

Problem Solving Methodologies

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

Methodology of 8D (Eight Discipline) Problem Solving:

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

The 8D process consists of the following steps:

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

Download the 8D Problem Solving Template

A3 Problem Solving Method:

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

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

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

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

Step 1 – Define the Problem

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

To begin, ask yourself some clarifying questions:

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

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

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

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

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

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

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

Step 2 – Gather Information and Brainstorm Ideas

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

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

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

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

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

Step 3 – Evaluate Options and Choose the Best Solution

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

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

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

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

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

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

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

Step 4 – Implement and Monitor the Solution

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

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

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

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

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

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

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

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

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Daniel Croft

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

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7 Steps to an Effective Problem-Solving Process

September 1, 2016 | Leadership Articles

An effective problem-solving process is one of the key attributes that separate great leaders from average ones.

Being a successful leader doesn’t mean that you don’t have any problems. Rather, it means that you know how to solve problems effectively as they arise. If you never had to deal with any problems, chances are pretty high that your company doesn’t really need you. They could hire an entry-level person to do your job!

Unfortunately, there are many examples of leaders out there who have been promoted to management or leadership positions because they are competent and excel in the technical skills needed to do the work. These people find themselves suddenly needing to “think on their feet” and solve problems that are far more high-level and complicated than they’ve ever really had to deal with before. Are there tools available to these people to help them solve the problem correctly and effectively? Absolutely!

Today, I am going to introduce you to the Seven Steps of Effective Problem Solving that Bullet Proof® Managers are learning about, developing, and implementing in their teams.

Step 1: Identify the Problem

What are things like when they are the way we want them to be?

This question helps you find the standard against which we’re going to measure where we are now. If things were going the way we want them to go, what does that look like? If this person were doing the job we want him or her to do, what would they be doing?

And then ask this important question: How much variation from the norm is tolerable?

Therein lies the problem. From an engineering perspective, you might have very little tolerance. From a behavioral perspective, you might have more tolerance. You might say it’s okay with me when this person doesn’t do it exactly as I say because I’m okay with them taking some liberty with this. Some other issue you may need 100% compliance.

Step 2: Analyze the Problem

At what stage is this problem? This helps you identify the urgency of the problem, and there are generally three stages.

The emergent stage is where the problem is just beginning to happen. It does not cause an immediate threat to the way business operates every day. It is just beginning to happen and you have time on your side to be able to correct it without it causing much damage to the processes it is affecting. The mature stage is where this problem is causing more than just minor damage. Some amount of damage has been done, and you need to jump on it immediately to fix it before it becomes a problem where the consequences may be greater, deeper, and more expensive if we don’t solve this problem fast.

The third stage is the crisis stage, when the problem is so serious it must be corrected immediately. At this stage, real damage has been done to company processes, reputation, finances, etc. that will have potentially long-term effects on your ability to do business.

Step 3: Describe the Problem

You should be able to describe a problem by writing it in the form of a statement and you should do it in 12 words or less, assuming it’s not a complicated, scientific problem. This way, you have clarity exactly what the issue is. Then, perhaps try distributing it to your team to ensure they agree that this is the root of the problem, that it makes sense, and everyone that is working toward a solution is working toward the same goal.

The most important question of all, when describing your problem: Is your premise correct?

Let me give you an example of what I mean. We’ve all heard – or read – the story of the engineer’s take on the old “half empty, half full” question. A speaker holds up the glass of water and asks if the glass is half empty or half full, a discussion within the group ensues, and you generally expect some sort of lesson in optimism, etc. from it. In this version, an engineer is in the room and answers, “I see this glass of water as being twice the size it needs to be.”

You see, sometimes when you are the one in charge of the problem, you tend to set the premise of the problem from your own perspective. But, that premise may not be accurate, or it may just need an alternate perspective from which to see it. If your premise is not correct, or at least incomplete, you are not fully understanding the problem and considering all the best options for a solution.

Step 4: Look for Root Causes

This step involves asking and answering a lot of questions. Ask questions like: What caused this problem? Who is responsible for this problem? When did this problem first emerge? Why did this happen? How did this variance from the standard come to be? Where does it hurt us the most? How do we go about resolving this problem?

Also, ask the most important question: Can we solve this problem for good so it will never occur again? Because an important aspect to leadership is coming up with solutions that people can use for a long-term benefit, rather than having to deal with the same problems over and over and over.

Step 5: Develop Alternate Solutions

Just about any problem you have to deal with has more solutions to it than the one that you think of first. So, it is best to develop a list of alternate solutions that you and your team can assess and decide which one will be the best for the particular problem. I often use the ⅓ + 1 Rule to create consensus around one – or the top two or three solutions – that will be best for everyone involved.

Then rank those solutions based on efficiency, cost, long-term value, what resources you have and that you can commit to the solution of the problem. Then, look at every one of those solutions carefully and decide what you believe to be the best solution to this problem at this time.

Step 6: Implement the Solution

Implementing the solution you decide on can include creating an implementation plan. It could also include planning on what happens next if something goes wrong with the solution if it doesn’t work out the way you thought it would. Implementation means that everyone on your team knows and understands their part in making the solution work, that there are timelines for execution, and also that you have a system in place to track whether or not the solution has corrected the problem.

Step 7: Measure the Results

From your implementation plan in step 6, make sure you track and measure the results so you can answer questions such as: Did it work? Was this a good solution? Did we learn something here in the implementation that we could apply to other potential problems?

These seven simple steps will help you become a more effective, efficient problem solver in your organization. As you practice this process and develop the skills, these steps will become more natural to you until the point that you are using them without noticing!

About Crestcom International, LLC.

Crestcom International, LLC is an international leadership development organization, training more than one million leaders for 25,000 businesses in over 60 countries across the globe. Crestcom achieves this through a blend of live-facilitated multimedia video, interactive exercises, and shared learning experiences. Crestcom implements action plans and coaching accountability sessions to ensure measured development in key leadership competency areas. For more information, please contact your local Crestcom representative found here .

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Le fasi del Problem Solving

Introduzione.

• Che cos’è un problema?
• Le 7 fasi che compongono il processo di Problem Solving
• Vediamo le varie fasi di cui si compone il processo di Problem Solving nel dettaglio

I vantaggi del processo di Problem Solving

L’esempio dei colloqui di selezione, idea per mettere in pratica il processo di problem solving, in conclusione.

Molto spesso nei cv dei candidati, durante i colloqui di selezione o tra le competenze delle persone che scelgono di lavorare con me c’è il Problem Solving .  In realtà però il Problem Solving è solo una delle fasi che vanno a definire il processo di Problem Solving attraverso cui passare per risolvere un problema in modo efficace. Proviamo allora a vedere più da vicino questa skill.

Che cos’è un problema?

Partiamo dal principio: un problema è un ostacolo che ci rende difficile raggiungere un determinato obiettivo o soddisfare un’esigenza. Quindi prima di fare qualsiasi cosa dobbiamo essere certi di essere di fronte ad un problema.

La prima domanda a cui dobbiamo rispondere è: questo ostacolo è un problema?

– se la risposta è si, allora possiamo addentrarci nel processo di risoluzione, che vedremo tra poco;

– se la risposta è no, perché non esistono soluzioni allora siamo di fronte ad un vincolo e provare a risolverlo ci farà solo perdere tempo ed energie.

Le 7  fasi che compongono il processo di Problem Solving

Quindi quando siamo di fronte ad un problema possiamo utilizzare il processo di Problem Solving per trovare una o più soluzioni efficaci.

Si possono distingue almeno 7 fasi nel processo di problem solving:

• Fase 1 Problem finding
• Fase 2 Problem setting
• Fase 3 Problem analysis
• Fase 4 Problem solving
• Fase 5 Decision making
• Fase 6 Decision taking
• Fase 7 Validazione

Vediamo le varie fasi di cui si compone il processo di Problem Solving nel dettaglio:

Fase 1 Problem finding: in questa prima fase prendiamo consapevolezza che ci troviamo di fronte ad un problema che abbiamo necessità di risolvere.

Fase 2 Problem setting: questa fase è cruciale perché se ci concentriamo su un falso problema tutto il lavoro che faremo da qui in poi ci avrà solo fatto perdere tempo, energie e avrà innescato in noi un senso di frustrazione, perché ci avrà condotti a soluzioni che non risolveranno il problema iniziale. Identificare correttamente il problema risulta quindi fondamentale. In questa fase dobbiamo calibrare il linguaggio con cui descriviamo il problema, avere ben chiaro qual è l’obiettivo che vogliamo raggiungere.

Fase 3 Problem analysis: in questa fase analizziamo il problema per scomporlo in parti più piccole da affrontare. Questo lo abbiamo detto spesso, ci consente di trovare soluzioni in modo più logico, potendo tradurre più facilmente il pensiero in azioni concrete. Raccogliamo informazioni e proviamo a vedere la situazione da diverse angolazioni.

Fase 4 Problem solving: in questa fase analizziamo le possibili soluzioni, da quelle già usate in passato, a quelle nuove, che possono nascere anche dall’unione di più soluzioni. Ricordando che le soluzioni che implementeremo non mirano soltanto a risolvere gli effetti del problema, ma a rimuovere le cause per impedire che si ripresenti in futuro.

Fase 5 Decision making: la capacità di prendere decisioni ci permette di riepilogare e sintetizzare le possibili azioni da intraprendere per raggiungere l’obiettivo finale.

Fase 6 Decision taking: questa è la fase di azione, una volta che abbiamo deciso cosa è utile fare per risolvere il nostro problema, finché non avremo implementato la soluzione non avremo risolto il problema. E anche una volta implementata la soluzione è indispensabile non dimenticarci dell’ultima fase.

Fase 7 Validazione: questa fase l’abbiamo già incontrata anche nel Circolo Virtuoso dell’Innovazione Professionale , è la fase in cui raccogliamo i dati, anche attraverso feedback, della soluzione implementata e li monitoriamo per un determinato lasso di tempo per capire se la soluzione ha risolto il problema e abbiamo raggiunto l’obiettivo, se sono necessarie delle modifiche o se non ha risolto il problema.

La buona notizia è che il processo di Problem Solving può essere sviluppato e potenziato grazie all’esperienza e inoltre ha almeno 4 vantaggi , infatti ci aiuta a:

– trovare soluzioni ai nostri problemi,

– creare un metodo da replicare a problemi differenti, per aumentare la nostra autoefficacia e risparmiare tempo,

– sviluppare e tenere allenate le nostre competenze metacognitive,

– far fronte al cambiamento in maniera flessibile e più veloce.

Attenzione alle modalità di risoluzioni ai problemi non adeguate

La risoluzione di un problema è un atto mentale complesso

Quindi, è bene tenere a mente che: se il processo di Problem Solving è caratterizzato da modalità di risoluzione non adeguate, queste si possono trasformare in una condizione di disagio. Questa condizione di disagio non ci permetterà di ragionare con lucidità, coerenza e in modo funzionale, perché saremo sopraffatti delle nostre emozioni, alimentando un malessere psicologico.

Quando ci rendiamo conto che stiamo insistendo, eccessivamente, nel cercare di risolvere un problema o se stiamo implementando soluzioni che non sono efficaci nel raggiungimento dell’obiettivo, è indispensabile gestire le emozioni, prendere le distanze dal problema e mettere in atto strategie per spezzare il loop di risposte inconcludenti.

Ad esempio:

• distogliere l’attenzione e tornare sul problema in un secondo momento con più lucidità e obiettività,
• ripercorrere a ritroso le azioni e i pensieri fatti per trovare ciò che non funziona,
• creare una mappa che ci sostenga nel vedere sia il quadro completo che le singole parti di essa.

Queste azioni ci sono utili perché insistere senza ottenere il risultato che vogliamo ci fa percepire il problema come più complesso di quanto non lo sia già e questo può aumentare notevolmente la frustrazione e lo stress negativo.

Una delle situazioni in cui è importante saper gestire le emozioni e sapersi valorizzare al meglio è sicuramente quella che si vive durante un colloquio di selezione . Come ti dicevo all’inizio, infatti, durante i colloqui di selezione valuto la skill del Problem Solving con delle domande del tipo: “ mi racconti di un’esperienza passata in cui ha dovuto superare un problema o risolvere una situazione difficile ”. Oppure presento delle situazioni complesse, ma specifiche che il candidato potrebbe incontrare nella nuova azienda, chiedendo di  provare ad immedesimarsi, e raccontarmi come le affronterebbe, oppure ad esempio negli assessment si propongo esercizi per cui è richiesto di presentare delle soluzioni, ecco in queste situazioni avere in mente il processo di Problem Solving ci aiuta a creare una struttura della risposta e uno storytelling conciso ed efficace che ti aiuterà ad aumentare il tuo senso di autoefficacia dando al selezionatore le informazioni utili per capire che realmente avete utilizzato la soft skill del Problem Solving scritta nel cv.

In ogni momento della tua vita professionale, quando hai bisogno di valutare soluzioni già intraprese con successo, quando vuoi fare un rapido bilancio delle tue competenze o sei di fronte ad un ostacolo da superare, frutta il potere del Design Thinking , prendi carta e penna o utilizza dei post-it per analizzare la situazione nuova da risolvere o ripensare a situazioni in cui hai realmente evidenziato un problema e implementato con successo la soluzione, scrivendo le idee e le azioni intraprese per ogni fase del processo, in questo modo avrai di fronte  una mappa su cui lavorare.

Come vedi questa skill è piuttosto complessa e oltre ad essere inserita in processo per esserti utile, è anche legata  a molte altre competenze, che puoi trovare già qui nel podcast, come le strategie di coping , il saper prendere delle decisioni , la capacità di gestire dei conflitti, l’ antifragilità , il pensiero critico e creativo, che è necessario sviluppare per supportare il processo di Problem Solving e che ti aiutano a generare delle soluzioni efficaci, con una notevole dose di soddisfazione personale.

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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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COME USARE IL PROBLEM-SOLVING A SCUOLA IN 7 FASI.

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problem-solving a scuola

L’essere competenti in fatto di problem-solving , permette ai soggetti di fronteggiare con maggiore efficacia lo stress e le frustrazioni e ha un impatto positivo anche sul rendimento scolastico, e secondo numerose ricerche, una correlazione con una minor probabilità di sviluppare comportamenti ansiogeni e devianti.

Inoltre l’uso sistematico di strategie di problem-solving, può costituire di per sé una fonte di orgoglio e di autostima .

Zurilla e Golfrield hanno sviluppato un modello graduale per insegnare il problem-solving. Il processo è scomposto in sette fasi .

Le 7 Fasi del problem-solving:

1 . Riconoscere che il problema esiste . Ciò significa essere consapevoli delle proprie emozioni dato che, spesso costituiscono il primo indizio che un problema esiste e deve essere risolto. Occorre fermarsi a pensare prima di agire in modo avventato.

2 . Individuare in cosa consiste il problema e cercare le cause.

3. Stabilire degli obiettivi rispetto ai risultati attesi .

4. Formulare soluzioni potenziali in base alle risorse .

5. Valutare per ciascuna soluzione, quali possono essere le conseguenze logiche.

6. Scegliere la soluzione migliore .

7. Strutturare ed attuare un piano.

Il problem-solving comprende quindi una componente emotiva , in quanto l’emozione rivela la presenza di un problema, una cognitiva indispensabile per identificare il problema, e una comportamentale, volta a portare a termine il programma. Dal punto di vista didattico, utilizzare il problem-solvig, significa orientare l’apprendimento verso la soluzione di un problema.

Significa abbandonare la solita lezione cattedratica, per proporre invece un problema che crea immediatamente una dissonanza cognitiva ( tra ciò che si sa e ciò che ancora non si conosce ). Per colmare l’interrogativo lo studente è spinto ad elaborare ipotesi e a verificarle in modo accurato.

La didattica del problem-solving è stimolante, ma anche esigente; suscita interesse e coinvolgimento, ma richiede una grande concentrazione e rielaborazione.

Gli studenti apprendono con entusiasmo le informazioni presentate sotto forma di problemi , perché percepiscono la potenza della propria mente nello scovare gli errori, nel generare ipotesi e nel trovare soluzioni a situazioni complesse. Soprattutto con gli studenti con problemi motivazionali queste strategie si rivelano vincenti .  problem-solving a scuola

Quando il coinvolgimento, l’interesse, la disponibilità ad apprendere sono solidi e stabili, è possibile allontanarsi dagli esempi pratici e dedicarsi a situazioni più astratte e simboliche.

La concretezza è il trampolino di lancio . Le situazioni problematiche, chiaramente non funzionano se sono presentate come quiz, come passatempo o divertimento. Gli studenti devono sapere cosa stanno facendo e quali concetti o abilità impareranno ad usare .

Esempi per familiarizzare con la strategia del problem-solving potrebbero essere:

– Leggere un testo come il Barone rampante di Italo Calvino , sospendendo a tratti la narrazione in concomitanza dei problemi che il protagonista deve affrontare. A questo punto ci si chiede “ come farà? “.

In questo modo si pone agli allievi un problema da risolvere e poi si potranno confrontare le risposte date da ognuno ( o dai piccoli gruppi ) con quelle contenute nella narrazione.

In questo modo un libro diventa uno strumento per pensare, un’occasione per confrontare ipotesi e generare soluzioni alternative.  problem-solving a scuola

Altre formulazioni potrebbero essere:

– Perché i colori del semaforo sono rosso, giallo, verde?

– Come si fa a misurare l’altezza delle Piramidi d’Egitto?

– Come fa un aquilone a restare in aria?

– Perché nello specchio la mano destra appare a sinistra?

– Perché l’immagine viene deformata quando si ha uno specchio concavo o convesso?

– Qual è il principio dei sommergibili?

– In che modo possono immergersi sotto la superficie dell’acqua?

– Come fanno a riemergere?

Queste domande inserite in un percorso che valorizza la ricerca, risvegliano il desiderio di conoscenza, attivano l’interesse e stimolano la partecipazione.

Possono essere poste come pause divertenti oppure li si può utilizzare come unità didattiche da svolgere accuratamente per spremere da esse tutto il succo formativo e teorico che possiedono.

Ovviamente, i problemi dovranno essere modificati e pensati a seconda delle diverse età, perché siano adeguati alle risorse cognitive dei singoli.

RISORSE CONSIGLIATE PER TE : LE PRINCIPALI STRATEGIE DIDATTICHE INCLUSIVE .  

Se hai voglia di confrontarti con me contattami pure sulla mia pagina Facebook:  DIDATTICA PERSUASIVA .  

Buon lavoro. 

Autore:  Leonardo Povia

Pedagogista, Psicologo clinico della riabilitazione, Insegnante di ruolo specializzato nel sostegno didattico, Formatore, Padre di Marco e Marilù, Autore, Blogger.

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Play with Data

Le 6 fasi del Problem Solving: l’importanza del Problem Setting

Quante volte vi è capitato che analizzando il problema o provando a risolverlo scopriamo che il problema portato alla luce era sbagliato. Spesso è necessario fermarsi e pensare a che problema stiamo pensando piuttosto che a risolverlo.

Wicked problem: i problemi complessi del nostro secolo

n el moni di oggi abbiamo sempre più a che fare con problemi giganteschi (come il riscaldamento globale), problemi che hanno a che fare con situazioni intra-organizzative (come il dover lanciare un nuovo prodotto sul mercato o creare una nuova strategia di marketing aziendale) o semplici problemi di vita quotidiana. In altre parole, i wicked problems sono i problemi del Mondo reale, che riconoscono la complessa interdipendenza di diversi fattori e parti interessate. E non delle semplici e lineari astrazioni di causa ed effetto che estrapolano il prodotto di design dal suo contesto e lo isolano. Riprendendo il pensiero di Rittel, Buchanan suggerisce che la maggior parte dei problemi con cui i progettisti devono interfacciarsi sono proprio wicked problems, ovvero

“a class of social system problems which are ill-formulated, where the information is confusing, where there are many clients and decision makers with conflicting values, and where the ramifications of the whole system are thoroughly confusing ”.

Solitamente, le caratteristiche che presenta un Wicked Problem sono quattro:

• presenza di confini labili, quasi impossibili da prendere in considerazione in maniera globale;
• sono tutti diversi l’uno dall’altro e proprio per questo motivo non esiste una soluzione che può essere riutilizzata più volte;
• non possiamo trovare una soluzione ottima, ma una soluzione migliore;
• spesso capiamo di cosa si tratta il problema solo dopo aver pensato alla soluzione.

Le Fasi del problem solving

nel problem solving infatti le fasi per la risoluzione del problema sono 3, e in questo concetto ritroviamo la similitudine tra dati e creatività. in un processo di questo tipo, . per questo la fase del problem statement è la più importante.

• problem finding
• problem setting
• problem analysis
• problem solving
• decision making
• decision taking

Problem Statement vs Problem Solving

Mi piace molto partire dal concetto di problema per cercare di spiegare meglio il Design Thinking .  Nei problemi lineari, viene esposto il problema e viene cercata la soluzione. Come abbiamo visto, però, quando si ha a che fare con i Wicked Problems, spesso è proprio la formulazione del problema la prima cosa da risolvere. Pensa ad esempio a una persona che viene da noi consulenti affermando “L’ascensore è troppo lento”. Magari, attraverso delle ricerche, scopriamo che non è l’ascensore a essere lento, ma l’attesa fuori dall’ascensore a essere troppo lunga. Sì, sembrano la stessa cosa, ma il modo in cui formuliamo il problema può aprire o chiudere spazio ad alcune idee. Per questo si dice “rip the brief”: è necessario riformulare il problema dopo aver concluso la nostra fase empatica. 

La creatività è innanzitutto una questione di problem setting, più che di problem solving. Ed è quindi necessario, come prima cosa, definire e capire bene il problema. 

Noi giudichiamo intelligente una persona capace di risolvere i problemi, ma ritengo fondamentale, anche da analista, fare un passo indietro. Spesso mi vengono commissionate analisi, ovvero soluzioni. Facendo una pausa prima di iniziare, cercando di entrare in empatia con il committente e utilizzando la tecnica dei “5 Perché” e altri esercizi utili (come i “3 Se”), comprenderemo che il problema alla base è un altro e che la soluzione inizialmente proposta è sbagliata. Così avviene nel Design Thinking. Iniziamo con un problema da risolvere e spesso, dopo analisi e workshop, ci ritroviamo a mettere in discussione il problema stesso.

La soluzione del problema cambia la natura del problema – Legge di Peer .

Problem Statement canvas

uno strumento di grande aiuto per riformulare il problema è il problem statement canvas. come ogni canvas ci stimola suggerendoci delle domande provocatorie per esaminare meglio il problema.

Tecniche di problem setting

• 5W2H: bisogna rispondere a delle domande per individuare le principali cause: how what whre when why, how, how may
• W HAT IF : detta anche la tecniche dei 3 “e se” che cerca di mettere in discussioni le basi del problema
• 5WHY: una bellissima tecnicha che ci dive che la vera ragione del problema sta sotto 5 perchè.

VEDI ANCHE: TECNICHE DI PROBLEM SOLVING

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Il problem solving nella didattica

In questo articolo approfondiamo insieme a Bruna Ramella Pralungo la tematica del problem solving e scopriamo come introdurla nella didattica quotidiana fin dalla scuola primaria.

Solo perché un problema non è ancora stato risolto non è detto che sia impossibile da risolvere. (Agatha Christie)

Il problem solving: che cos'è?

Possiamo partire da questa citazione di Agatha Christie per definire gli elementi fondanti del concetto di problem solving . Innanzitutto è una competenza : non si tratta cioè soltanto di una somma di conoscenze, ma dell'intrecciarsi di queste ultime con le abilità al fine di promuovere una nuova modalità di agire. Le conoscenze possedute dall'individuo vengono utilizzate con l'obiettivo di acquisirne di nuove , nell'ottica dell' imparare a imparare e dell'apprendimento lungo tutto l'arco della vita. Per risolvere una situazione problematica bisogna infatti saper usare sia il pensiero creativo che spinge le persone a trovare soluzioni inaspettate, sia il pensiero critico, che aiuta a valutare i vantaggi e gli svantaggi in ogni ipotesi di risoluzione. Entrambi questi pensieri appartengono alla categoria delle soft skills , ovvero le competenze trasversali che permettono agli individui di relazionarsi con i loro compagni e colleghi, oltre che di svolgere un ruolo attivo professionalmente. Le soft skills comprendono le competenze legate alla sfera emotiva e quelle legate alla sfera personale facenti parte del carattere di ognuno. La competenza di problem solving riguarda in particolare situazioni non di routine la cui soluzione non è scontata e non può essere trovata nelle azioni quotidiane. Gli individui devono quindi utilizzare le proprie capacità e abilità per identificare il problema, pianificare la soluzione e raggiungere l'obiettivo finale, dando forma al mondo e non subendolo. Il problem solving si articola in una serie di fasi ben definite: partendo dall'identificazione del problema, che si raggiunge ponendosi domande fino a comprendere quale sia la sua origine, si continua poi analizzando la situazione e definendone risorse e limiti. Si passa poi a individuare tutte le possibili soluzioni offerte dal contesto e a questa fase segue quindi la scelta della soluzione con la maggiore possibilità di successo, grazie all'uso del proprio pensiero critico che permette di valutare attentamente pro e contro di ognuna. Dopo questa prima fase di analisi è necessario elaborare un piano di attuazione da realizzare successivamente, in cui non mancheranno gli imprevisti che dovranno essere fronteggiati organizzando gli opportuni aggiustamenti in itinere. L'ultima fase del piano prevede quindi la risoluzione del problema iniziale.

5 tecniche didattiche con problem solving

Dopo questa prima analisi del significato di "problem solving", passiamo ora a identificare gli strumenti principali per realizzare attività che permettano ai ragazzi di sperimentare questa competenza complessa . In particolare ci soffermeremo su cinque tecniche: la didattica per situazioni problema, il Project Based Learning, il service learning, gli atelier creativi e i compiti autentici. Questi approcci sono tutti centrati sugli studenti e sull'apprendimento significativo: prevedono infatti che essi lavorino in gruppo sperimentando competenze in contesti reali o realistici.

• Nella didattica per situazioni problema gli studenti lavorano in gruppi con compiti ben definiti: il loro obiettivo è risolvere un problema significativo, reale o realistico. L'insegnante produce i materiali necessari, forma i gruppi, definisce il nucleo centrale del problema e stabilisce i compiti tra gli studenti: durante l'attività svolge ruolo di supervisore, occupandosi di aiutare i gruppi in fase di stallo e di gestire le dinamiche qualora sia necessario. Inizialmente l’insegnante guida un’attività sulle preconoscenze utilizzando la tecnica del brainstorming, in modo da creare un punto di partenza comune, e segue quindi il lavoro a gruppi per identificare la soluzione al quesito. Al termine dell'attività, ogni gruppo condivide con gli altri studenti la propria soluzione al problema posto, utilizzando la modalità che trova più congeniale (sia essa una presentazione, un video o una relazione). La fase di condivisione conduce infine a una riflessione tra tutti gli studenti del gruppo classe, guidata dall'insegnante, che permette di comprendere quali sono state le motivazioni di ogni gruppo e le pianificazioni delle varie attuazioni: in questo modo tutti apprendono dall'esperienza e le conoscenze rimangono più consolidate e significative.
• Quando parliamo di Project Based Learning facciamo riferimento a un'attività interdisciplinare che viene svolta curricularmente durante un periodo di tempo abbastanza lungo, sia esso un bimestre, un quadrimestre o l'intero anno scolastico. Per la realizzazione di questa tipologia di attività è necessario che tutti i docenti coinvolti riescano a mettere in pratica i propri obiettivi disciplinari impegnando gli studenti nella realizzazione del progetto individuato: è importante quindi la collaborazione e la co-progettazione didattica.
• Quando i progetti riguardano servizi a favore della comunità parliamo di Service Learning . In questo caso specifico il progetto cui dedicarsi può essere la riqualificazione di uno spazio interno alla scuola oppure urbano, adiacente alla scuola, oppure la creazione di un servizio per i membri, svantaggiati o meno, della comunità territoriale. Il Service Learning unisce quindi le competenze scolastiche alla conoscenza del territorio e delle sue esigenze, permettendo la realizzazione di un reale connessione tra le due realtà e rendendo così l’apprendimento realmente significativo.
• Gli atelier o laboratori creativi incoraggiano la creatività, la manualità, l'approccio ludico, l'uso critico dei media e il pensiero progettuale; permettono inoltre la sperimentazione con le tecnologie al fine di creare oggetti, app o software utili alla vita quotidiana. Negli atelier è importante la contaminazione con i professionisti esterni alla scuola, esperti nell'uso delle varie tecniche siano esse manuali o digitali. Gli studenti frequentano luoghi creati appositamente per l'apprendimento creativo, dotati di strumentazioni all'avanguardia e supervisionati da docenti formati delle varie tecniche a disposizione.
• Quando parliamo di compiti autentici facciamo riferimento ad attività che permettono il mettersi in gioco reale degli studenti che diventano così esperti della disciplina e realizzano attività veramente utili e funzionali, quali possono essere l'organizzazione di una gita, di una festa oppure di una campagna pubblicitaria. I tempi di realizzazione di queste attività sono più lunghi e prevedono un lavoro collaborativo tra gli studenti e tra i docenti, poiché i compiti autentici sono migliori se realizzati interdisciplinariamente. Gli studenti, mettendosi alla prova con attività reali, applicano così le competenze acquisite e non più le singole conoscenze, la valutazione formativa risulta quindi più efficiente se realizzata sulla base di compiti autentici.

Alcuni esempi di attività legate al problem solving, realizzate nella didattica quotidiana , possono essere l'analisi di una daily routine reale e che inserisce quindi l'argomento (con una modalità tipica dell'apprendimento della lingua inglese) nel contesto della propria vita di ogni giorno; oppure ricerche legate ad argomenti dell'attualità, che costringono gli studenti ad analizzare materiali come i quotidiani o i siti internet di informazione. Altri esempi possono essere lo studio di articoli della Costituzione a fronte di tematiche legate alla salute o ai diritti umani, o ancora la realizzazione di una campagna pubblicitaria o di volantini sulla sostenibilità per sensibilizzare la comunità o il quartiere. Questi sono solo alcuni esempi di come il problem solving possa essere inserito nelle lezioni di qualunque disciplina .

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L’arte di cercare soluzioni: i 7 passi del Problem Solving Strategico®

Soluzioni e problemi

Lo stesso problema, in momenti diversi, richiede soluzioni diverse. Eppure, c’è la tendenza, tipicamente umana, a creare mappe associative e ad applicare la stessa soluzione a problemi simili o a situazioni simili.

In questo modo, continuiamo a inciampare in una trappola che abbiamo costruito noi stessi, dalla quale non sappiamo come uscire e che continuiamo a scavare sotto i piedi.

“Di fronte a situazioni complesse non abbiamo bisogno di semplificare banalmente, ma di tecniche che ci permettono di ridurre la complessità a qualcosa di gestibile”,

dice il prof. Giorgio Nardone, psicologo e psicoterapeuta il cui contributo scientifico e applicativo rappresenta una vera e propria “scuola di pensiero” alla quale si ispirano studiosi, terapeuti e manager di tutto il mondo.

Il Problem Solving Strategico®  è il modello sviluppato dal professore in maniera originale e che ci consente di affrontare i problemi spingendoci oltre le solite e consuete forme di ragionamento.

Vediamo insieme quali sono i 7 passi del  Problem Solving Strategico®.

1 – Definire il problema

Il più delle volte, definire il problema viene ritenuto un passaggio ovvio, superfluo, ma non c’è niente di più fuorviante. Bisogna al contrario parlare del problema, sviscerarlo, anche se ci sembra di perdere tempo. Stiamo “partendo dopo, per arrivare prima”: quanto più tempo spendiamo per definire il problema, tanto più ne risparmieremo dopo per trovare la soluzione.

Tutti noi abbiamo la tendenza a voler cercare nella realtà ciò che conferma le nostre idee, desideri, convinzioni e sensazioni. La vera maestria sta nel cercare di guardare il problema da più angolazioni e prospettive. In questo caso aiuta immaginare come potrebbero percepire e valutare il problema altre persone a noi care.

Ulisse si fece legare all’albero maestro della sua nave per non cadere inevitabilmente in trappola a causa del richiamo delle sirene: noi dovremmo comportarci similmente e far sì che la mente non ricada in autoinganni.

2 – Concordare l’obiettivo

Dopo aver chiarito, con noi stessi o con gli altri, qual è il problema, è giunto il momento di descrivere quali sarebbero i cambiamenti concreti che, una volta realizzati, farebbero affermare con certezza che esso è stato risolto.  È un passo importante per figurarsi quali sono i cambiamenti necessari per realizzare lo scopo desiderato. La resistenza al cambiamento, conscia o inconscia che sia, è prerogativa umana: ecco perché la costruzione mentale dei propri desideri rappresenta una tappa fondamentale del Problem Solving Strategico®.

3 – Valutare le tentate soluzioni

La terza fase consiste nell’individuazione e nella valutazione di tutti i tentativi fallimentari che abbiamo messo in tavola per cercare di risolvere quel problema. La soluzione passa da qui: attraverso quei tentativi che non hanno avuto successo. Ad esempio, una persona che ha la fobia di parlare in pubblico cerca, solitamente, di evitare quella situazione. Questo rappresenta un tentativo fallimentare, che alimenta la stessa paura: il timore evitato ci fa sentire “in salvo” ma, allo stesso tempo, non farà altro che confermarci la nostra incapacità personale di affrontare quella cosa (parlare in pubblico) fino a trasformarla in panico vero e proprio.

Porre l’attenzione sui tentativi fallimentari che abbiamo messo in atto ci solleva dalla trappola, tutta umana, di sforzarci continuamente a trovare soluzioni, ancor prima di aver indagato su ciò che non funziona.  Questa terza fase serve per predisporre la nostra mente e a cercare possibili soluzioni alternative.

4 – La tecnica del come peggiorare

Occorre ora porre a se stessi una semplice domanda: “Se volessi far peggiorare ulteriormente la situazione invece  di migliorarla, come potrei fare?” A questo punto bisogna immaginarsi per bene e nel dettaglio tutte le  possibili modalità.

La tecnica del come peggiorare riesce a diffondere una vera e propria  avversione verso tutte le possibili azioni fallimentari  descritte. Si farà strada anche il sentimento di consapevolezza che le tentate soluzioni hanno mantenuto vivo il problema finora e ciò contribuirà alla crescita di una forte leva motivazionale propulsiva.

5 – La tecnica dello scenario oltre il problema

La quinta fase consiste nell’ immaginare, in modo dettagliato,  gli scenari che si presenterebbero al di là del problema. In altre parole, dobbiamo figurarci mentalmente  quali sarebbero tutte le caratteristiche della situazione ideale risolta. 

Via libera all’immaginazione! Ci permetterà, in un secondo momento, di individuare quegli aspetti che sono concretamente realizzabili.

La tecnica dello scenario oltre il problema ci aiuta anche a capire le possibili controindicazioni indesiderate della realizzazione del nostro progetto e, eventualmente, a gestirle preventivamente.

6 – La tecnica dello scalatore, o dei piccoli passi

Ora non resta altro da fare che concentrarci sulla nostra scelta, partendo dal più piccolo, importante, passo. È spesso difficile capire quale sia il primo intervento da realizzare: la tecnica dello scalatore, o dei piccoli passi, ci viene in aiuto in questo senso. 

La tecnica consiste nel pensare a come farebbe uno scalatore che vuole raggiungere la vetta di una montagna alta. Lo scalatore, infatti, invece di partire dalla base della montagna, studia il suo percorso iniziando dalla vetta e procedendo a ritroso fino al punto di partenza.   Ciò consente di evitare quei percorsi fuorvianti che potrebbero allontanarci dal nostro obiettivo e, al tempo stesso, di figurarci pian piano di fronte a noi il percorso minimo, concretamente realizzabile.

7 – Aggiustare progressivamente il tiro

Un problema complesso può richiedere più di una soluzione. È molto importante, poi, affrontare un problema alla volta, iniziando da quello più accessibile sul momento.

Una volta risolto il primo, è possibile procedere con il secondo e così via,  mantenendo però la visione globale sulle possibili interazioni e concatenazioni dei problemi. 

L’intento? Agg iustare progressivamente il tiro , non dimenticandoci mai il nostro ambito desiderio. Dobbiamo essere flessibili e agire in modo dinamico per far fronte a tutti quei cambiamenti, inevitabili, che si presenteranno man mano nel nostro percorso.

Se sei interessato ai nostri corsi con il Prof. Giorgio Nardone  e vuoi conoscere il prossimo, clicca qui !

Se questo articolo ti è piaciuto, puoi condividerlo cliccando qui sotto!

NON FERMARTI QUI

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I 7 passi del Problem Solving Strategico

• Novembre 3, 2014
• flaviocannistra

Che cos’è il problem solving? È lo studio dei processi, delle fasi, dei punti che permettono di arrivare da un problema alla sua soluzione.

Una formulazione molto interessante e soprattutto efficace l’ha data negli ultimi anni Giorgio Nardone , elaborando il Problem Solving Strategico : una strategia, appunto, composta da 7 passi, 7 passaggi, attraversati i quali si potrà raggiungere la propria meta.

Niente di miracoloso, solo un meticoloso studio dei processi di cambiamento e l’applicazione di tecniche e logiche raffinate a un elevato numero di situazioni (individuali, di gruppo, fino anche aziendali) che l’hanno reso un modello estremamente valido.

Io stesso, con le mie personalizzazioni (ognuno ha il suo stile naturalmente), lo seguo e lo utilizzo, trovandolo estremamente semplice ed efficace.

Quali sono questi 7 passi? Nardone li ha spiegati molto bene durante un suo intervento, che potete vedere in questo video.

Buona visione,

Dott. Flavio Cannistrà Psicologo, Psicoterapeuta Specialista in Terapia Breve Strategica e Ipnositerapia

[youtube https://www.youtube.com/watch?v=5BcEom4Kv6w] Per approfondimenti: Nardone, G. (2009). Problem solving strategico da tasca. Milano: Ponte alle Grazie.

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• The algebra section allows you to expand, factor or simplify virtually any expression you choose. It also has commands for splitting fractions into partial fractions, combining several fractions into one and cancelling common factors within a fraction.
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Risoluzione dei problemi o problem solving, cosa un leader deve sapere

Si definisce gruppo l’insieme di più individui che hanno uno scopo comune, un legame che li pone in una relazione di interdipendenza

Le caratteristiche di un gruppo che funziona ed è efficiente sono molte, la condivisione di obiettivi chiari, l’assegnazione ben definita dei ruoli e la ripartizione ben precisa delle mansioni di ognuno, la gestione dei conflitti, la promozione di un clima positivo e collaborativo, un metodo di lavoro comune, disponibilità alla partecipazione e al coinvolgimento e capacità di autovalutazione e monitoraggio continuo del lavoro che si sta svolgendo. Un gruppo dotato di tutte queste caratteristiche, è uno strumento vincente per l’organizzazione e l’efficienza.

All’interno di un gruppo è importante definire il ruolo di ognuno, cioè la posizione di un membro rispetto agli altri e, di conseguenza, i suoi compiti e la sua funzione. I comportamenti dei singoli soggetti contribuiscono a rendere il lavoro del gruppo efficace, è importante che ogni membro del gruppo abbia la possibilità di esprimere le proprie idee e di non essere giudicato dagli altri. Le capacità fondamentali per un efficace lavoro di gruppo sono un atteggiamento collaborativo, l’ascolto e l’apertura verso le idee degli altri.

SCARICA LA TUA TESI

Il leader, nel vivere l’attività di gruppo, tende ad assumere dei comportamenti detti “orientati al compito” e “orientati alla relazione”. La leadership orientata al compito è sempre attenta agli obiettivi da raggiungere e alle attività da svolgere; orienta le persone verso la loro mansione programmando e coordinando tutte le loro attività; mentre la leadership orientata alla relazione è attenta all’ambiente in cui si lavora, al clima all’interno del gruppo, ai bisogni delle persone che vengono continuamente motivate e coinvolte nelle decisioni.

Un buon leader è colui capace di fissare gli obiettivi del gruppo, elaborare le strategie, modellare l’organizzazione, gestire i conflitti interni e le situazioni di crisi, ascoltare, difendere e farsi portavoce del gruppo e garantire la soddisfazione di tutti i membri.

Per diventare un buon leader il percorso non è semplice, non basta studiare, bisogna essere propositivi e preparati a gestire delle persone, non si può semplicemente dire “tu fai questo, tu fai quello”, è un lavoro in cui bisogna saper ascoltare e poi di conseguenza agire.

Una tecnica che può dare un grosso aiuto a un leader di un gruppo, grande o piccolo che sia è il Problem Solving.

Possiamo sinteticamente definire il Problem Solving come un approccio volto allo sviluppo di strategie e abilità per risolvere i problemi che coinvolge tre piani diversi: psicologico, comportamentale e pratico/operativo.

Ci sono tantissime metodologie di Problem Solving ampiamente collaudate, ognuna delle quali si basa su una serie di fasi e strumenti operativi.

Che si tratti dei problemi della quotidianità o di complessi problemi sul lavoro, nel problem solving la persona si trova di fronte a una situazione che, in molti aspetti e per varie caratteristiche, gli risulta nuova e non gestibile secondo le consuete modalità.

Sviluppiamo la capacità di risolvere problemi fin da piccoli. Genitori, educatori, maestre, figure di riferimento, non fanno altro che proporci stimoli verso nuovi problemi, metodi e strategie per risolverli. I problemi, infatti, ci accompagnano per tutta la vita ed è quanto mai fondamentale sviluppare delle strategie per fronteggiarli.

Da un punto di vista operativo, è bene fare chiarezza e conoscere le “fasi” tipiche che compongono il processo di problem solving. Anche qui la letteratura ci offre diverse interpretazioni e modelli costituiti da un numero di fasi diverso ma che, in sostanza, si riferiscono tutte allo stesso iter sequenziale che ci porta dalla corretta identificazione e definizione del problema, all’individuazione delle cause, delle possibili soluzioni e alla loro implementazione.

Una modalità “tipo” di processo di problem solving potrebbe prevedere la seguente successione di fasi:

• PROBLEM FINDING (identificazione del problema): ci si accorge che c’è un problema da risolvere che richiede necessariamente una soluzione.
• PROBLEM SETTING (individuazione delle soluzioni possibili): è una delle fasi cruciali, più delicate, ovvero quella che riguarda la definizione e l’analisi del problema. Per nostra natura, ad esempio, quando ci  troviamo di fronte ad un problema tendiamo subito ad individuare un colpevole o a cercare di capire di chi è la colpa o peggio ancora a rivedere davanti a noi gli errori commessi in passato. Bene, questi atteggiamenti ci allontaneranno dalla soluzione del problema (e dal focus sugli obiettivi) e probabilmente ci farà disperdere energie preziose.
• BRAINSTORMING (ricerca delle soluzioni): in questa fase si definisce un’ampia gamma di possibili ipotesi di soluzione, anche quelle mai tentate in precedenza, cercando di attivare al massimo la creatività. Il brainstorming può essere una tecnica molto efficace in questa fase.
• DECISION MAKING : dopo un’attenta valutazione dei punti di forza e di debolezza, della realizzabilità e delle possibilità di successo di ciascuna idea proposta, si sceglie l’ipotesi di soluzione che si ritiene più efficace in termini di efficacia, economicità e opportunità.
• DECISION TAKING : si applica concretamente l’ipotesi di soluzione prescelta, verificando poi con attenzione e in maniera obiettiva gli esiti (monitoraggio e valutazione degli esiti). In caso positivo si continuerà ad applicare questa strategia di soluzione, altrimenti si ricomincerà da capo tutto il processo di problem solving.

Il problem solving è un metodo fondamentale per risolvere efficacemente i problemi: sarebbe più corretto, infatti, parlare di problem solving interdisciplinare intendendo con ciò un uso migliore delle abilità di classificazione di problemi e situazioni di natura e tipologia diversa e nei contesti più disparati, formali e informali e della relativa capacità di risolverli mettendo in campo le strategie più adeguate ed efficaci.

In un’azienda ospedaliera, dove i problemi sono molto sentiti emotivamente, le tecniche di problem solving trovano giovamento anche dall’analisi motivazionale del personale. La motivazione può essere definita come un’energia che orienta i comportamenti verso una meta; quindi è rilevante, per la risoluzione delle problematiche ospedaliere, effettuare un’analisi motivazionale al fine di meglio coordinare gli sforzi.

Per lavorare con una modalità motivante, la progettazione di una posizione organizzativa e/o più in generale di un’attività dovrebbe tener conto dei seguenti principi:

• combinare i compiti: i compiti elementari devono essere raggruppati originandone uno più complesso, eventualmente da assegnare a un gruppo costituito ad hoc;
• organizzare le unità di lavoro: non è un bene frammentare troppo le attività, si rischia di creare caos e confusione;
• stabilire una relazione con gli utenti: questo consente ai lavoratori di percepire l’utilità di ciò che fanno ed ottenere un feedback sulla prestazione;
• attribuire responsabilità personali: il lavoratore deve sentirsi direttamente responsabili dei risultati del proprio lavoro;
• incrementare la discrezionalità: è importante attribuire agli individui potere decisionale e possibilità di controllo delle risorse;
• aprire diversi canali di feedback: il feedback può essere intrinseco all’esecuzione del compito oppure provenire da altri, in modo diretto (tramite incontri faccia a faccia) o indiretto (attraverso un rapporto di qualità).

Altre metodologie da tener presenti per motivare il personale sono la “gestione per obiettivi”, la “giustizia organizzativa” e la “partecipazione”, tutte azioni che cercano di motivare e gestire al meglio il personale.

Per concludere, la risoluzione dei problemi in ospedale è il pane quotidiano di chi lo gestisce, ma anche per tutti i medici che hanno un ruolo dirigenziale e per i coordinatori infermieristici.

Come abbiamo visto, il problem solving richiede un approccio multidisciplinare, sia scientifico che  psicologico,  in modo tale da adattare il metodo al contesto.

Le capacità di mischiare le varie tecniche di gestione (metodi motivazionali, gestione delle informazioni, gestione competitiva, gestione partecipativa ecc.) non sono per tutti e anche i colleghi più versatili hanno bisogno di tempo e di pratica. L’obbiettivo è che questo articolo contribuisca alla riflessione su questo importante tema, suggerisca spunti di approfondimento e stimoli tutti coloro che lavorano per far si che la propria azienda sia organizzata, preparata e che il personale sia soddisfatto e contento.

Laura Anna Massè

Valvola tricuspide: recupero record dopo sostituzione mininvasiva a Pisa

Starflow: l’intelligenza artificiale al servizio della cardiologia interventistica, intelligenza artificiale e colonscopie: maggiori possibilità di individuare anomalie che portano al cancro intestinale, asp centro residenziale matteo remaggi di cascina (pisa): concorso per 7 posti da infermiere, concorso infermieri asst ovest milanese: 88 candidati per 30 posti. i dubbi del nursind: “quanti si presenteranno alla prova d’esame”.

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Weekend di violenza in Pronto soccorso a Galatina (Lecce) e Foggia: schiaffi, calci e pugni agli infermieri

Rivolta nel carcere di Bari, Andreula (Opi): “Nostro allarme inascoltato”

Traumagel: la rivoluzione nell’emergenza medica che promette di salvare vite

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Competition Programming and Problem Solving

15-195 and 15-295 spring 2024.

In this course you will learn the techniques and skills needed to solve algorithmic programming contests problems such as those that appear on the ICPC , Codeforces , DMOJ , and AtCoder . Much of your time will be spent writing programs on your own to solve problems.

But the skills you will pick up from the course are far more valuable than just enabling you to win contests. Many of the algorithms and techniques are classic ones that every computer scientist should know. You will also learn to think about algorithms in a deeper way, because many of the problems require you have to devise a new algorithm, not just apply a classic one. You will also become highly fluent in a programming language of your choice. These skills will be of great value in your other classes, in your job interviews, and in your future work, not to mention the satisfaction you will get from solving these problems.

Basic Information Weekly Problems Rules and Academic Integrity Grading Logistics Training Resources Learning Material Diversity, Equity and Inclusion

Basic Information

The regular weekly contests will take place Wednesdays beginning at 7pm in Gates Hillman Center 4307, and last 2.5 hours (you don't have to stay the whole time.) Occasional lectures may take place at 6pm in the same room. They will be announced on Discord. Lectures will cover introductory content aimed at beginners to competitive programming. Although attendance to the lectures is optional, it is strongly encouraged for beginners. During the contests, the instructors will be available for help in the classroom, or via Discord.

Instructors: * Danny Sleator < sleator@cs.cmu.edu > * Richard Peng < yangp@cs.cmu.edu > Class Meetings: Wednesdays from 7:00 to 9:30, GHC 4307 Discord server: join link Name List (REQUIRED: Add Your Info!) Grade Spreadsheet: TODO: Not Set Up yet

For more information on how to join these groups, etc, see the Logistics section below.

Weekly Contests

Week #9: (march 20) bucketpotato's contest.

Contest Link: Here Solutions: In PDF

Week #8: (March 13) Tree DPs

Contest Link: Here Solutions: For Viewing

Week #7: (February 28) Counting Things

Week #6: (february 21) graphs, week #5: (february 14) no theme, week #4: (february 7) no theme, week #3: (january 31) binary search.

This week, we will solve problems that use the binary search technique. You might think of binary search as an algorithm for finding an element in a sorted list, but it is actually a much more general technique than that, and can be used to solve a wide range of problems. Essentially, binary search allows you to solve problems where you must minimize or maximize some quantity subject to some contraint, as long as that constraint is monotone. A constraint is monotone if it is false for all values of x up to some value, and then becomes true after that value. Binary search allows us to efficiently find this partition point, and hence solve the corresponding optimization problem. The practice problems this week should help you to learn to apply this powerfull technique.

Lecture Slide: Here    binary search code    ternary search code Contest Link: Here Solutions: For Viewing

Week #2: (January 24): Built-in Data Structures

Today we do more CSES and USACO problems. Several of these make use of data structures built-in to C++. (Specifically problem B makes use of sets and multisets, and problem F makes use of maps.)

Lecture Slide: Here Contest Link: Here Solutions: For editing   For viewing

Week #1 (January 17): Introduction

This week has no particular algorithmic theme. Instead, we will go over the basics of competitive programming and do our first contest on vjudge.net. Please make sure you have a Vjudge account ready to go and understand how to upload your solutions to the problems.

If you don't know how to read from standard input and write to standard output, here's a tutorial showing how to do it.

Contest Link: Here Solutions: For editing   For viewing

Rules and Academic Integrity

You can make use of generic on-line resources while solving problems. These include things like language documentation, API documentation, algorithm descriptions, terminology, etc. You are allowed to use any code you have written, at any time in the past, for any purpose. However, you should not search for or make use of code written by others to solve the specific assigned problem. You're allowed to copy somewhat standard pieces of code (e.g. a primality test) that you find on-line or in a book.

So to summarize, each student should write his or her own code. If you're stuck on a problem, you are welcome to discuss it with another student in the class, or the course staff. But you cannot copy another student's code.

The violations described above are regarded as an academic integrity violation, and -- depending on the severity -- will result in penalties and/or be reported to the appropriate university authorities.

This course is 5 units. Each week you will be given several problems to try to solve during class. You will be allowed (for half credit) to solve these problems during the week after the contest ends. You can also get credit for solving problems during rated contests on Codeforces. (This site run rated contests approximately every two weeks.)

To be more specific, you can earn points from the following sources:

• Solving problems during the in-class contests. Each problem you solve is worth one point
• Solving problems from the in-class contests during the week following the contest. Each problem solved in this way is worth 0.5 points
• Solving problems during rated competitions on Codeforces. (Division 3 contests and Problem A from Division 2 contests are not counted.) You will earn one point for each problem solved.

The differences between 15-195 and 15-295 are: Students enrolled in 15-295 will not get credit for problems A and B of the weekly contests, but 15-195 students can. A student can take 15-195 only once, but 15-295 can be taken repeatedly.

Here is how your grade is determined:

score ≥ 25: A score ≥ 15: B score ≥ 10: C score ≥   5: D

Everyone in the class and/or on any programming team should be in this Discord workspace. This is one way we communicate with the class. Here is the join link .

Everybody in the class is required to have a VJudge account. We will be running our weekly contests on that judge

Add your name along with your Codeforces handle name and other information to this spreadsheet . (It's the same one in Basic Information list above.)

As we proceed through the semester we will tabulate your results and put them into this NOT SET UP YET document.

Training Resources

First of all if you need help reading from standard input, or writing to standard output, see this link .

There are many online resources available for you to train with if you intend to become a serious competitive programmer. You can find thousands of practice problems for you practice and improve your skills. Some good places to find practice problems include:

• Codeforces : On the Codeforces website, you can choose to solve individual problems from their old contests at your leisure, do a "virtual contest", in which you will be given a time limit to solve a set of problems from an old contest, or you can participate in real live contests roughly once per week.
• AtCoder : Many interesting educational problems to solve.
• UVA Online Judge : UVA has a huge database of problems, many from past ICPC contests. A good website for finding particular problems to focus on is uHunt , which catalogues problems from UVA Online Judge into convenient categories for you to focus on (e.g. data structures problems, graph problems, string problems, etc.)
• SPOJ : SPOJ has a big database of practice problems that you can use. You can search for problems by tags to find ones that focus on a specific topic.
• CodeChef : Codechef has a number of practice problems that are categorized by difficulty, so you can work your way up from easy problems to hard problems as you progress. You can also search by tags to find problems that focus on specific topics.

Learning Material

If you are a beginner looking for resources to learn the various topics that appear in typical contests, some good sources are:

• E-Maxx (CP-Algorithms) in English : This site contains well-written descriptions of hundreds of important algorithms, along with details on how to code them.
• Topcoder Competitive Programming Tutorials : A good selection of tutorials on standard problems appearing in contests.
• USACO Training Site : A training platform for the USA Computing Olympiad. It has a series of lessons with corresponding problems that are accessible to beginners and will make you a strong contest programmer.
• Competitive Programming by Halim & Halim : A popular book that covers the standard topics in competitive programming and includes a thorough catalogue of practice problems from UVA Online Judge (the uHunt website is based on this book). An updated version is coming out soon.
• Competitive Programmer's Handbook by Laaksonen : An ebook that covers most of the standard topics in competitive programming

Diversity, Equity, and Inclusion

We must treat every individual with respect. We are diverse in many ways, and this diversity is fundamental to building and maintaining an equitable and inclusive campus community. Diversity can refer to multiple ways that we identify ourselves, including but not limited to race, color, national origin, language, sex, disability, age, sexual orientation, gender identity, religion, creed, ancestry, belief, veteran status, or genetic information. Each of these diverse identities, along with many others not mentioned here, shape the perspectives our students, faculty, and staff bring to our campus. We, at CMU, will work to promote diversity, equity and inclusion not only because diversity fuels excellence and innovation, but because we want to pursue justice. We acknowledge our imperfections while we also fully commit to the work, inside and outside of our classrooms, of building and sustaining a campus community that increasingly embraces these core values.

Each of us is responsible for creating a safer, more inclusive environment.

Unfortunately, incidents of bias or discrimination do occur, whether intentional or unintentional. They contribute to creating an unwelcoming environment for individuals and groups at the university. Therefore, the university encourages anyone who experiences or observes unfair or hostile treatment on the basis of identity to speak out for justice and support, within the moment of the incident or after the incident has passed. Anyone can share these experiences using the following resources:

Center for Student Diversity and Inclusion: < csdi@andrew.cmu.edu >, (412) 268-2150 Report-It online anonymous reporting platform: reportit.net username: tartans password: plaid

All reports will be documented and deliberated to determine if there should be any following actions. Regardless of incident type, the university will use all shared experiences to transform our campus climate to be more equitable and just.

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self-preservation without replication —

Research ai model unexpectedly modified its own code to extend runtime, facing time constraints, sakana's "ai scientist" attempted to change limits placed by researchers..

Benj Edwards - Aug 14, 2024 8:13 pm UTC

On Tuesday, Tokyo-based AI research firm Sakana AI announced a new AI system called " The AI Scientist " that attempts to conduct scientific research autonomously using AI language models (LLMs) similar to what powers ChatGPT . During testing, Sakana found that its system began unexpectedly attempting to modify its own experiment code to extend the time it had to work on a problem.

Further Reading

"In one run, it edited the code to perform a system call to run itself," wrote the researchers on Sakana AI's blog post. "This led to the script endlessly calling itself. In another case, its experiments took too long to complete, hitting our timeout limit. Instead of making its code run faster, it simply tried to modify its own code to extend the timeout period."

Sakana provided two screenshots of example Python code that the AI model generated for the experiment file that controls how the system operates. The 185-page AI Scientist research paper discusses what they call "the issue of safe code execution" in more depth.

• A screenshot of example code the AI Scientist wrote to extend its runtime, provided by Sakana AI. Sakana AI

While the AI Scientist's behavior did not pose immediate risks in the controlled research environment, these instances show the importance of not letting an AI system run autonomously in a system that isn't isolated from the world. AI models do not need to be "AGI" or "self-aware" (both hypothetical concepts at the present) to be dangerous if allowed to write and execute code unsupervised. Such systems could break existing critical infrastructure or potentially create malware, even if unintentionally.

Sakana AI addressed safety concerns in its research paper, suggesting that sandboxing the operating environment of the AI Scientist can prevent an AI agent from doing damage. Sandboxing is a security mechanism used to run software in an isolated environment, preventing it from making changes to the broader system:

Safe Code Execution. The current implementation of The AI Scientist has minimal direct sandboxing in the code, leading to several unexpected and sometimes undesirable outcomes if not appropriately guarded against. For example, in one run, The AI Scientist wrote code in the experiment file that initiated a system call to relaunch itself, causing an uncontrolled increase in Python processes and eventually necessitating manual intervention. In another run, The AI Scientist edited the code to save a checkpoint for every update step, which took up nearly a terabyte of storage. In some cases, when The AI Scientist’s experiments exceeded our imposed time limits, it attempted to edit the code to extend the time limit arbitrarily instead of trying to shorten the runtime. While creative, the act of bypassing the experimenter’s imposed constraints has potential implications for AI safety (Lehman et al., 2020). Moreover, The AI Scientist occasionally imported unfamiliar Python libraries, further exacerbating safety concerns. We recommend strict sandboxing when running The AI Scientist, such as containerization, restricted internet access (except for Semantic Scholar), and limitations on storage usage.

Endless scientific slop

Sakana AI developed The AI Scientist in collaboration with researchers from the University of Oxford and the University of British Columbia. It is a wildly ambitious project full of speculation that leans heavily on the hypothetical future capabilities of AI models that don't exist today.

"The AI Scientist automates the entire research lifecycle," Sakana claims. "From generating novel research ideas, writing any necessary code, and executing experiments, to summarizing experimental results, visualizing them, and presenting its findings in a full scientific manuscript."

According to this block diagram created by Sakana AI, "The AI Scientist" starts by "brainstorming" and assessing the originality of ideas. It then edits a codebase using the latest in automated code generation to implement new algorithms. After running experiments and gathering numerical and visual data, the Scientist crafts a report to explain the findings. Finally, it generates an automated peer review based on machine-learning standards to refine the project and guide future ideas.

Critics on Hacker News , an online forum known for its tech-savvy community, have raised concerns about The AI Scientist and question if current AI models can perform true scientific discovery. While the discussions there are informal and not a substitute for formal peer review, they provide insights that are useful in light of the magnitude of Sakana's unverified claims.

"As a scientist in academic research, I can only see this as a bad thing," wrote a Hacker News commenter named zipy124. "All papers are based on the reviewers trust in the authors that their data is what they say it is, and the code they submit does what it says it does. Allowing an AI agent to automate code, data or analysis, necessitates that a human must thoroughly check it for errors ... this takes as long or longer than the initial creation itself, and only takes longer if you were not the one to write it."

Critics also worry that widespread use of such systems could lead to a flood of low-quality submissions, overwhelming journal editors and reviewers—the scientific equivalent of AI slop . "This seems like it will merely encourage academic spam," added zipy124. "Which already wastes valuable time for the volunteer (unpaid) reviewers, editors and chairs."

And that brings up another point—the quality of AI Scientist's output: "The papers that the model seems to have generated are garbage," wrote a Hacker News commenter named JBarrow. "As an editor of a journal, I would likely desk-reject them. As a reviewer, I would reject them. They contain very limited novel knowledge and, as expected, extremely limited citation to associated works."

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