what are the 7 steps in problem solving

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

Mastering the art of problem-solving is crucial for making better decisions. Whether you're a student, a business owner, or an employee, problem-solving skills can help you tackle complex issues and find practical solutions. The 7-Step Problem-Solving Process is a proven method that can help you approach problems systematically and efficiently.

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.

By following this process, you can avoid jumping to conclusions, overlooking important details, or making hasty decisions. Instead, you can approach problems with a clear and structured mindset, which can help you make better decisions and achieve better outcomes.

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

The first step in the problem-solving process is to define the problem. This step is crucial because if the problem is not clearly defined, finding a solution won't be easy. The problem must be defined in a specific, measurable, and achievable way.

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 to define the problem. It is also essential to gather data and information about the problem to assist in the definition process.

Another critical aspect of defining the problem is to identify the stakeholders. Who is affected by the problem? Who has a stake in finding a solution? Identifying the stakeholders can help ensure that the problem is defined in a way that considers the needs and concerns of all those affected by the problem.

Once the problem is defined, it is essential to communicate the definition to all stakeholders. This helps to ensure that everyone is on the same page and that there is a shared understanding of the problem.

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 can be achieved by breaking down the problem into sub-problems, identifying the factors contributing to the problem, and analyzing the relationships between these factors. This step helps identify the most critical factors that must be addressed to solve the problem.

One effective way to disaggregate a problem is using a tree or fishbone diagram. These diagrams help identify the different factors contributing to the problem and how they are related. Another way is to use a table to list the other factors contributing to the problem and their corresponding impact on the problem.

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

After defining the problem and disaggregating it into smaller parts, the next step in the 7-step problem-solving process is prioritizing the issues that need addressing. Prioritizing helps to focus on the most pressing issues and allocate resources more effectively.

There are several ways to prioritize issues, including:

• Urgency: Prioritize issues based on how urgent they are. Problems that require immediate attention should be dealt with first.
• Impact: Prioritize issues based on their impact on the organization or stakeholders. Problems that have a high effect should be given priority.
• Resources: Prioritize issues based on the resources required to address them. Problems that require fewer resources should be dealt with first.

It is important to involve stakeholders in the prioritization process to consider their concerns and needs. This can be done through surveys, focus groups, or other forms of engagement.

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.

Prioritizing issues is a critical step in the problem-solving process. Organizations can allocate resources more effectively and make better decisions by focusing on the most pressing issues.

Step 4: Workplan

After defining the problem, disaggregating, and prioritizing the issues, the next step in the 7-step problem-solving process is to develop a work plan. This step involves creating a roadmap that outlines the steps needed to solve the problem.

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.

Creating a work plan can help keep the team on track and ensure everyone is working towards the same goal. It can also help to identify potential roadblocks or challenges that may arise during the problem-solving process and develop contingency plans to address them.

Several tools and techniques can be used to develop a work plan, including Gantt charts, flowcharts, and mind maps. These tools can help to visualize the steps needed to solve the problem and identify dependencies between tasks.

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

Once the problem has been defined and disaggregated, the next step is to analyze the information gathered. This step involves examining the data, identifying patterns, and determining the root cause of the problem.

Several methods can be used during the analysis phase, including:

• Root cause analysis
• Pareto analysis
• SWOT analysis

Root cause analysis is a popular method used to identify the underlying cause of a problem. This method involves asking a series of "why" questions to get to the root cause of the issue.

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.

Finally, SWOT analysis is a valuable tool for analyzing the internal and external factors that may impact the problem. This method involves identifying the strengths, weaknesses, opportunities, and threats related to the issue.

Overall, the analysis phase is critical for identifying the root cause of the problem and developing practical solutions. Organizations can gain a deeper understanding of the issue and make informed decisions by using a combination of methods.

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 the analysis results and combining them to lead to a clear and concise conclusion.

One way to synthesize the information is to use a decision matrix. This involves creating a table that lists the potential solutions and the essential criteria in making a decision. Each answer is then rated against each standard, and the scores are tallied to arrive at a final decision.

Another approach to synthesizing the information is to use a mind map. This involves creating a visual representation of the problem and the potential solutions. The mind map can identify the relationships between the different pieces of information andhelp prioritize the solutions.

During the synthesis phase, remaining open-minded and considering all potential solutions is vital. It is also essential to involve all stakeholders in the decision-making process to ensure that everyone's perspectives are considered.

Step 7: Communicate

After synthesizing the information, the next step is communicating the findings to the relevant stakeholders. This is a crucial step because it helps to ensure that everyone is on the same page and that the decision-making process is transparent.

One effective way to communicate the findings is through a well-organized report. The report should include the problem statement, the analysis, the synthesis, and the recommended solution. It should be clear, concise, and easy to understand.

In addition to the report, it is also essential to have a presentation that explains the findings. 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.

During the presentation, it is essential to be open to feedback and questions from the audience. This helps ensure everyone is on board with the recommended solution and addresses any concerns or objections.

Effective communication is vital to ensuring the decision-making process is successful. Stakeholders can make informed decisions and work towards a common goal by communicating the findings clearly and concisely.

The 7-step problem-solving process is a powerful tool that can help 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.

Individuals can break down complex problems into smaller, more manageable parts through disaggregation. Individuals can focus their efforts on the most impactful actions by prioritizing potential solutions. The work step allows individuals to develop a clear action plan, while the analysis step provides a framework for evaluating possible solutions.

The synthesis step is where individuals combine all the information they have gathered to develop a comprehensive solution. Finally, the communication step allows individuals to share their answers with others and gather feedback.

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 

Free powerpoint and pdf template, executive summary: the 7-step problem-solving process.

The 7-Step Problem-Solving Process is a powerful and systematic method to help individuals and organizations make better decisions by tackling complex issues and finding practical solutions. This process comprises defining the problem, disaggregating it into smaller parts, prioritizing the issues, creating a work plan, analyzing the data, synthesizing the information, and communicating the findings.

By following these steps, individuals can identify the root cause of a problem, break it down into manageable components, and prioritize the most impactful actions. The work plan, analysis, and synthesis steps provide a framework for developing comprehensive solutions, while the communication step ensures transparency and stakeholder engagement.

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

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Overview of the Problem-Solving Mental Process

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

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

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

Frequently Asked Questions

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

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

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

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

The following steps include developing strategies and organizing knowledge.

1. Identifying the Problem

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

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

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

2. Defining the Problem

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

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

3. Forming a Strategy

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

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

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

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

4. Organizing Information

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

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

5. Allocating Resources

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

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

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

6. Monitoring Progress

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

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

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

7. Evaluating the Results

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

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

A Word From Verywell​

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

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You can become a better problem solving by:

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

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

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

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

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

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

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

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7 Problem-Solving Skills That Can Help You Be a More Successful Manager

Discover what problem-solving is, and why it's important for managers. Understand the steps of the process and learn about seven problem-solving skills.

1Managers oversee the day-to-day operations of a particular department, and sometimes a whole company, using their problem-solving skills regularly. Managers with good problem-solving skills can help ensure companies run smoothly and prosper.

If you're a current manager or are striving to become one, read this guide to discover what problem-solving skills are and why it's important for managers to have them. Learn the steps of the problem-solving process, and explore seven skills that can help make problem-solving easier and more effective.

What is problem-solving?

Problem-solving is both an ability and a process. As an ability, problem-solving can aid in resolving issues faced in different environments like home, school, abroad, and social situations, among others. As a process, problem-solving involves a series of steps for finding solutions to questions or concerns that arise throughout life.

The importance of problem-solving for managers

Managers deal with problems regularly, whether supervising a staff of two or 100. When people solve problems quickly and effectively, workplaces can benefit in a number of ways. These include:

Greater creativity

Higher productivity

Increased job fulfillment

Satisfied clients or customers

Better cooperation and cohesion

Improved environments for employees and customers

7 skills that make problem-solving easier

Companies depend on managers who can solve problems adeptly. Although problem-solving is a skill in its own right, a subset of seven skills can help make the process of problem-solving easier. These include analysis, communication, emotional intelligence, resilience, creativity, adaptability, and teamwork.

1. Analysis

As a manager , you'll solve each problem by assessing the situation first. Then, you’ll use analytical skills to distinguish between ineffective and effective solutions.

2. Communication

Effective communication plays a significant role in problem-solving, particularly when others are involved. Some skills that can help enhance communication at work include active listening, speaking with an even tone and volume, and supporting verbal information with written communication.

3. Emotional intelligence

Emotional intelligence is the ability to recognize and manage emotions in any situation. People with emotional intelligence usually solve problems calmly and systematically, which often yields better results.

4. Resilience

Emotional intelligence and resilience are closely related traits. Resiliency is the ability to cope with and bounce back quickly from difficult situations. Those who possess resilience are often capable of accurately interpreting people and situations, which can be incredibly advantageous when difficulties arise.

5. Creativity 

When brainstorming solutions to problems, creativity can help you to think outside the box. Problem-solving strategies can be enhanced with the application of creative techniques. You can use creativity to:

Approach problems from different angles

Improve your problem-solving process

Spark creativity in your employees and peers

6. Adaptability

Adaptability is the capacity to adjust to change. When a particular solution to an issue doesn't work, an adaptable person can revisit the concern to think up another one without getting frustrated.

7. Teamwork

Finding a solution to a problem regularly involves working in a team. Good teamwork requires being comfortable working with others and collaborating with them, which can result in better problem-solving overall.

Steps of the problem-solving process

Effective problem-solving involves five essential steps. One way to remember them is through the IDEAL model created in 1984 by psychology professors John D. Bransford and Barry S. Stein [ 1 ]. The steps to solving problems in this model include: identifying that there is a problem, defining the goals you hope to achieve, exploring potential solutions, choosing a solution and acting on it, and looking at (or evaluating) the outcome.

1. Identify that there is a problem and root out its cause.

To solve a problem, you must first admit that one exists to then find its root cause. Finding the cause of the problem may involve asking questions like:

Can the problem be solved?

How big of a problem is it?

Why do I think the problem is occurring?

What are some things I know about the situation?

What are some things I don't know about the situation?

Are there any people who contributed to the problem?

Are there materials or processes that contributed to the problem?

Are there any patterns I can identify?

2. Define the goals you hope to achieve.

Every problem is different. The goals you hope to achieve when problem-solving depend on the scope of the problem. Some examples of goals you might set include:

Gather as much factual information as possible.

Brainstorm many different strategies to come up with the best one.

Be flexible when considering other viewpoints.

Articulate clearly and encourage questions, so everyone involved is on the same page.

Be open to other strategies if the chosen strategy doesn't work.

Stay positive throughout the process.

3. Explore potential solutions.

Once you've defined the goals you hope to achieve when problem-solving , it's time to start the process. This involves steps that often include fact-finding, brainstorming, prioritizing solutions, and assessing the cost of top solutions in terms of time, labor, and money.

4. Choose a solution and act on it.

Evaluate the pros and cons of each potential solution, and choose the one most likely to solve the problem within your given budget, abilities, and resources. Once you choose a solution, it's important to make a commitment and see it through. Draw up a plan of action for implementation, and share it with all involved parties clearly and effectively, both verbally and in writing. Make sure everyone understands their role for a successful conclusion.

5. Look at (or evaluate) the outcome.

Evaluation offers insights into your current situation and future problem-solving. When evaluating the outcome, ask yourself questions like:

Did the solution work?

Will this solution work for other problems?

Were there any changes you would have made?

Would another solution have worked better?

As a current or future manager looking to build your problem-solving skills, it is often helpful to take a professional course. Consider Improving Communication Skills offered by the University of Pennsylvania on Coursera. You'll learn how to boost your ability to persuade, ask questions, negotiate, apologize, and more. 

You might also consider taking Emotional Intelligence: Cultivating Immensely Human Interactions , offered by the University of Michigan on Coursera. You'll explore the interpersonal and intrapersonal skills common to people with emotional intelligence, and you'll learn how emotional intelligence is connected to team success and leadership.

Article sources

Tennessee Tech. “ The Ideal Problem Solver (2nd ed.) , https://www.tntech.edu/cat/pdf/useful_links/idealproblemsolver.pdf.” Accessed December 6, 2022.

This content has been made available for informational purposes only. Learners are advised to conduct additional research to ensure that courses and other credentials pursued meet their personal, professional, and financial goals.

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7 Steps to Problem Solving

Bulletproof Problem Solving

Complex problem solving is the core skill for 21st century teams. It’s the only way to keep up with rapid change. Winning organizations now rely on nimble, iterative problem solving, rather than the traditional planning processes. I had the opportunity to speak with Charles Conn and Robert McLean, two McKinsey alums who share a seven-step systematic approach to creative problem solving that will work in any field or industry. Their new book is BULLETPROOF PROBLEM SOLVING: The One Skill That Changes Everything .

New Skills Required

Would you share a little about the evolution of managerial skills and what skills are needed in the current era?

This new era of focus on creative problem solving has been ushered in by massive disruption of the old order in business and society. New business models are rapidly emerging from revolutionary Internet, machine learning, and bioscience technologies that threaten the status quo in every field. Technology change is speeding business up and providing an edge for disruptive innovators.

As a consequence of accelerating change, the old model of managerial skill development and application is no longer effective.  It used to be that you could learn the core skills for a career in college and graduate school – think management, accounting, law – and then apply it over forty years.  Strategic planning in business assumed an existing playing field and known actors. Today savvy business leaders are prioritizing complex problem solving skills in hiring rather than old domain knowledge, and emphasizing agile team problem solving over traditional planning cycles. This approach rewards the ability to see and quickly respond to new opportunities and threats over the slower traditional big company departmental responses.

We are seeing growing awareness of this. David Brooks of the New York Times said recently, “It doesn’t matter if you are working in the cafeteria or the inspection line of a plant, companies will only hire people who can see problems and organize responses.” And The World Economic Forum in its Future of Jobs Report placed complex problem solving at #1 in its top 10 skills for jobs in 2020.

For those who feel ill-prepared for this era, what are the best ways to acquire the needed skills?

Unfortunately, despite an increasing recognition in the business press that problem solving is the core 21 st century skill, our universities and graduate schools rarely teach systematic problem solving or modern team decision making skills. This is starting to change, and we are seeing that in moves by the OECD and Council for Aid to Education (CAE) which administers the College Learning Assessment plus test.

The OECD Program for International Student Assessment (PISA) started testing individual problem solving skills in 2012 and added collaborative problem solving skills in the 2015 assessments. One of the interesting early findings is that to teach students to become better problem solvers involves other capabilities than simply teaching reading, mathematics, and science literacy well. Capabilities such as creativity, logic, and reasoning are essential contributors to students becoming better problem solvers. That is what this book is about.

You share seven steps in your bulletproof problem solving approach. How did you develop it?

The 7-steps approach to problem solving has its roots in the hypothesis-driven structure of the scientific method, but was developed into an approach for business problem solving at McKinsey & Company.  Charles wrote one of the early internal documents to systematic problem solving in McKinsey, and both of us have developed the approach further for application more broadly to personal, social and environmental problems at all scales in later work with the Nature Conservancy, the Gordon & Betty Moore Foundation, the Rhodes Trust and in start-up companies where we are investors.

1: Define the problem.

2: Disaggregate.

3: Prioritize.

4: Workplan.

5: Analyze.

6: Synthesize.

7. Communicate.

Is there one part of it normally missed or not focused on as much as it should be?

What are some of the best methods for overcoming biases in decision making?

The most important biases to address are confirmation bias, anchoring bias, and loss aversion.  These are deep seated in our psyches and often reinforced by traditional hierarchies. We use some simple team approaches to fight bias, including perspective-taking (the act of modeling another team member’s assertion or belief to the point that you can describe it as compellingly as the other), role playing (where you act out one side or the other of difficult choice, sometimes in a red team/blue team structure), team distributive voting on analyses and solution paths (one approach we have used is to assign each team member 10 votes, represented by sticky notes, and have each team member use them to vote on their favorite analysis, allowing cumulative or bullet voting, with the most senior person voting last, so as not to bias the choices of more junior members). The most important team norm to encourage is the obligation to dissent, which means every team member is required to verbally contest decisions when they disagree, regardless of seniority.

What do leadership teams most struggle with in the new environment?

The biggest challenge is the speed of change, which pressures all the management approaches we were taught in business school, particularly around planning cycles.  The leadership teams that get good at this typically form and re-form cross-functional teams to deploy on issues as they arise, rather than waiting for conventional departmental responses.  And they are comfortable using rapid design cycles to prototype and test products/services in the market, rather than depending on traditional marketing analysis.

How will AI impact the bulletproof approach?

We believe good organization problem solving will increasingly utilize advances in artificial intelligence to predict patterns in consumer behavior, disease, credit risk, and other complex phenomena.  Machine learning is getting better at pattern recognition than most humans. But that isn’t the whole story. To meet the challenges of the twenty-first century, mental muscle and machine muscle have to work together. Machine learning frees human problem solvers from computational drudgery and amplifies the pattern recognition required for faster organizational response to external challenges. For this partnership to work, twenty-first century organizations need staff who are quick on their feet, who learn new skills quickly, and who attack emerging problems with confidence.

For more information, see BULLETPROOF PROBLEM SOLVING: The One Skill That Changes Everything .

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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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How to Solve Problems

• Laura Amico

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

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

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

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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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Seven steps to problem solving

Have you got a challenge you need overcome? Is a project getting the better of you? Are you ruminating over a team summit you think you could have handled differently?

Much of the work we do as leaders is problem solving. Troubleshooting is part of the role and no doubt your team look to you for help in navigating challenges.

But the truth is it’s not easy. When problems are coming thick and fast it can help to have a consistent approach to tackling them.

McKinsey is an organisation that takes problem solving seriously.

We picked up some interesting insight and practical steps from this podcast that details their seven stage process.

How to solve problems better

Step 1: Problem definition

As senior McKinsey partner Hugo Sarrazin puts it “What are we trying to solve? What are the constraints that exist? What are the dependencies?”. It’s tempting to skip this stage but getting a concise problem statement will make the next steps easier. Try to be as specific and granular as you can and consider the context you’re operating in.

Step 2: Disaggregate the problem

This is a process to break the problem down into logical pieces. There is probably an obvious way to do this, so do that first and then try to cut it another couple of ways.  This will give you alternative insights and perspectives on the problem.

Step 3: Prioritise

When you’ve broken the pieces down it’s time to look at which to address. As Charles Conn, CEO of venture-capital firm Oxford Sciences Innovation, puts it, ‘We try and focus our efforts on ones that have a big impact on the problem and the ones that we have the ability to change.’ Which of the levers are significant? And movable?

Step 4: The plan

Here is where you assign the work to different team members, define the analysis that needs to be executed, and set timelines. If it’s an in-depth problem, it’s likely to need an in-depth solution. Be careful to consider time pressures, stakeholders, and biases. Assembling the right team with a diverse skillset is key .

Step 5: The analysis

Depending on the nature of the problem all kinds of tools can help at this stage. Once you’ve understood the shape and scope of your problem you can test approaches and iterate your learning in line with stats and heuristics.

Step 6: Implement

It’s time to sell the solution in to your team and motivate them to take action. Taking people with you is vital – acknowledge and embrace any uncertainty and support people to implement the actions. Be clear on the opportunities and expected outcomes.

Step 7: Learn and iterate

While a consistent approach is key, problem solving isn’t a linear process and there will be learnings from each challenge you encounter. Take time to consider the effectiveness of the solution, how the outcomes or implementation could have been better, and how successful the problem-solving process itself was.

The responsibility of solving challenges can be daunting for leaders. But through consistent and considered problem solving we can find real opportunities for growth and innovation.

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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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10 Mar 7 Steps for Effective Problem Solving

One logical way to problem solving is to seek support.  While it is logical to seek advice, don’t forget that the final decision is still yours to make.

It is typically easier to advise others how to react in a particularly problematic situation than to confront that same or similar situation ourselves. This is the main reason individuals seek solutions by consulting others for outside opinions.

Seeking support :  It is common to get caught up in a problematic situation where we don’t see a possible or clear solution. It is difficult to dissociate and remain neutral while accurately assessing a problem at hand in order to recognize possible solutions. Strong emotional ties make this process especially difficult.

The final decision is yours:

Like many of us, you’ve likely offered advice to a friend which didn’t produce optimal results. They might be said something along the lines of “Why did I listen to you?”.

People often seek outside advice to remove responsibility from their own shoulders. Taking responsibility for one’s own actions and words is the hardest part of making decisions and resolving issues. Doubt and negative thoughts form quickly: “What if I haven’t made the right choice?”, “What if I don’t succeed?”, “Am I making the right decision?”.

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7 Steps for Effective Problem Solving

Below are concise descriptions of the  7 steps for effective problem solving .

This problem solving technique is commonly used by psychologists in the counseling process to assist individuals in finding a solution on their own and put it to use in a real scenario.

Step 1: Identifying the Problem

Ask yourself what the problem is. There may be multiple issues within a single situation. Make a list of these issues and define why each one is a problem to you. Focus on behaviors rather than on yourself or a person (Incorrect example: “The problem is that I am stupid.”) (Correct example: “The problem is that I easily allow others to betray or disappoint me because I trust people too quickly.”).

Step 2: Defining Goals

Try to define your goals specifically, while making them as realistic and attainable as possible. An example of a poor or broad goal is “I want to be happy.” First, define what happiness means to you and what you can do to feel happier overall. Try to form your goals in the sense of actions you can take to achieve the desired goal.

Step 3: Brainstorming

Take time to brainstorm possible ways to resolve the problem. Do not rush this process- People often want to prevent and solve problems before they even appear. Write down all ideas, even the ones that seem absurd or bizarre. Try to find 6-8 varying alternatives when resolving a particular problem.

Step 4: Assessing Alternatives

For every alternative you formed in the previous step, weigh the positive effects and negative consequences that each solution would bring. For every and any option, determine its advantages and its risks.

Step 5: Choosing the Solution

Carefully weigh all solutions. The best solution is not necessarily the option with the most pros and/or the least cons. Think about what means more to you, which solution can highlight the positive effects that matter the most to you, and which solution produces the mildest consequences. When you decide on a solution, it is important to create a timeline of when you intend to achieve your ultimate goal.

Step 6: Active Execution of the Chosen Solution

Don’t worry about failure. In this phase, concentrate on the journey that will lead you to your goal- don’t worry yourself with potential problems.

Step 7: Evaluation

It’s time to evaluate your success. If you were successful, congratulations! If not, no worries. Maybe you didn’t quite choose the right solution or the situation changed. You have definitely learned something. Take this newfound knowledge, return to the beginning steps, and try again!

Problems often cause you stress and it can take time before you find the optimal solution. But it is crucial to keep your stress levels in check to have the headspace you need during the process of problem-solving.

A good tactic is to increase your resilience, which you can do with our Resilient Option Program . This program will give you the tools you need to stay calm under pressure and come to a good decision.

How to Teach Employees to Resolve Problems

Eva Kovac is a performance psychologist working in the field of talent management, organizational psychology, and performance psychology. She is educated as a cognitive-behavioral psychotherapist, a medical hypnotherapist. Eva has rich global experiences working with international organizations on employee well-being programs and professional athletes, teams, managers, and talents. Eva is also a guest speaker at many international conferences on psychology-related topics. Stress managment facilitator for Apollo Hospitals, Tata Motors, Tata Consultancy Services, NSIC, AIMA, Roseate Hotels and many others.

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The 7 Steps to Problem Solving

Effective problem solving, document.write("page last modified on: " + document.lastmodified +"");.

Problem solving with a standardized, disciplined and methodical approach is by far the best way of understanding root causes, exploring influences and implementing solutions that not only work, but also stay effective over time. The best solution to a problem is not always the most obvious and only after careful thought and assessment can the most suitable and feasible solution or solutions be implemented. The 7 step problem solving guide provided below has been created to help solve problems where the solution or in some cases the problem itself is not obvious.

STEP 1: The Right Problem to Solve STEP 2: Analyse the Problem STEP 3: Define the Problem STEP 4: Develop Opportunities (Possible Solutions) STEP 5: Select the Best Solution STEP 6: Implement the Solution STEP 7: Evaluate and Learn

When should problem solving be used?

Anytime you have a goal to achieve or simply experience a challenge, problem solving techniques can be adopted. The steps provided can be used on any problem no matter how small and simple, or large and complex with the only difference being the amount of overall time required to be spent on the problem at hand. Unfortunately effective problem solving does take some time and attention to detail but the rewards for the time taken may far outweigh the consequences for leaving problems in place.

STEP 1: The Right Problem to Solve

Identifying the right problem to solve can be by far the most crucial element in the process and it can’t be stressed enough that for this step to work to its full potential it is important to remember to focus on the problem and not just its symptoms or possible solutions, these parts will come shortly. If dealing with multiple problems the right problem is generally the one with the most important outcome, the greatest chance for solution and the nearest deadline. When trying to determine the right problem or if only intending to confirm one, ask yourself the following questions:

• Being as specific as possible what exactly is the problem to be solved?
• a clearly and concisely defined problem avoids confusion.
• A vaguely defined problem could be interpreted as something different.
• Can the problem be broken down further?
• A problem in its most simple form is in the best state for solving.
• Complex problems are possibly multiple smaller problems.
• Is the problem exactly the same from multiple perspectives? If not, can it be reworded so that it is?
• Problems can look different to different people.
• Solving for one person will not necessarily solve for everyone.
• Is there anyone who thinks it is not a problem? Why not?
• Any doubt is worth looking into, they could know something you don’t.
• It is always a possibility that you or your perceptions are the problem.
• Is the problem a symptom of a deeper, underlying condition?
• Fixing the problem will stop future symptoms.
• Fixing a symptom is only temporary.
• Is the problem one that can be solved? If no, can the problem be redefined?
• How to get to work with a broken leg is a problem that can be solved.
• A broken leg itself is not a problem because it can’t be solved, it's broken.
• Can the problem be defined as an opportunity?
• An opportunity is something positive we generally look forward to and want to take advantage of.
• A problem is generally something negative we don’t like and simply want to get rid of.
• Is the problem a beneficial one to solve? Why?
• The most beneficial problem is often a good place to start.
• The world is full of problems and unfortunately we can’t solve them all.
• Are you trying to solve a problem? Or are you confusing cause and effect?
• Building an airstrip so a plane has somewhere to land can be solving a problem.
• Building an airstrip because you know planes land on them does not guarantee a plane.

Once the above questions can be answered concisely you should be left with a well-defined problem which can also be described as an opportunity and more importantly you should have a better understanding of what you will be going to solve or achieve. It is time for the next step, analysing the problem.

STEP 2: Analyse the Problem

Analysing the problem starts with collecting as much information as possible relating to all aspects of the problem. This is where you find out what you already know about the situation and what areas need further looking into. To help discover all the facts it is a good idea to create a number of lists relating to the problem where you in turn list as many points as possible.

Remember that in this stage writing down anything and everything that comes to mind can be a good starting point; irrelevant items can be removed at the end. Some of the information you may find valuable may stem from the following questions. There are quite a few questions to consider, but hopefully they will guide you in the right direction. They are based on the "5 W's and 1 H".

• What does the problem currently affect?
• People or yourself?
• Environment?
• Organisation?
• What will be the benefits of solving the problem? And by how much?
• Credibility?
• Productivity?
• Reputation?
• What influences the problem?
• Does anything seem to aggravate or spread the problem?
• Does anything seem to reduce or delay the problem?
• Does anything tend to speed up / slow down the problem?
• Can the problem be simulated, recreated or acted out in another setting?
• Is there a specific example of an extreme case?
• What would be needed to solve the problem?
• Will new tools and/or policies be required?
• Will new equipment be required?
• Will new people be required?
• Could any new problems arise?
• What would happen if no solution can be found?
• Will a solution be available at a later date?
• What would be the next best thing to finding a complete solution?
• Is there a way to delay the problem?
• What would be the next best thing to solving the problem?
• Is there a chance the problem will go away on its own?
• Is there a way to change the problem for the better?

• Why do you want to achieve a solution?
• Is it something you personally want to do?
• Is it something you have been told to do?
• Is it something you feel you have to do?
• Why did the problem arise in the first place?
• Can the exact cause of the problem be pin pointed?
• Were there numerous reasons for the problem starting?
• Was a problem expected to occur at the time?
• Why was the problem allowed to escalate as far as it has?
• How much further can the problem escalate?
• Have previous attempts at solving the problem been made?
• Does the problem benefit anything/anyone else?

When you ask "How?" you are asking in what way or manner; by what means - "How does it work?" or used to ask about the condition or quality of something - How was your time there?"

• How long has the problem been around?
• Has it always been a problem?
• Has it got worse over time?
• Has the problem occurred at a previous time?
• How will the situation be different once the problem is solved?
• In particular what will be different?
• Can you guarantee the situation will be different?
• How relevant is the information available?
• Is the information up to date?
• Was the information created for the specific purpose it will be used for?
• Does the information need to be modified?
• How can I find out more information on the problem and possible solutions?
• Is all available information available?
• Is any information not available? Why not?
• Will additional research be required?
• Can additional people get involved with finding a solution?
• Is there an expert who can be approached?
• Are additional resources required?

• Where did the problem arise?
• Has the problem always existed?
• Can the exact starting point of the problem be pin pointed?
• Why did the problem arise where it did?
• Where is the problem currently located?
• Is the problem in a single or multiple locations?
• Can the problem be contained in its current location until it is dealt with?
• Is there a chance the problem will spread to different locations?
• Is the “where” component to the problem important? If so, why?

When you ask "Who?" you are asking what or which person or people are involved - "Who is that?" or "Who was there at the time?"

• Who are the stakeholders?
• Who is affected by this problem?
• Who will be affected once it is solved?
• Does anyone think that it is not a problem? What is different about their perspective?
• Who knows about the problem?
• Who has the information needed to solve or release the problem or issue?
• Who can do something or take action as a possible solution?
• Does anyone/s need to be informed about the problem?
• How do processes currently work where the problem is occurring?
• Who does what?
• With what information?
• Using what tools?
• Communicating with whom?
• In what time frame?
• Using what format?

When you ask "When?" you are asking at what time - "When did last witness it?" or at or on which time or circumstance - "Is early mornings when it happens most?"

• When did the problem first appear?
• What was its initial impact?
• How was it identified?
• Who identified it first?
• How did it start?
• Where did it start?
• Why did it start?
• What initially started it?
• When did it start?
• When does a solution need to be found?
• Would it be better to wait for a better time to implement a solution?
• Is too late to look for solutions?

Once every aspect of the problem has been looked into it is not uncommon for other potential problems to be identified as well. It may be necessary to start the entire process again for these new problems, but remember that problems are best dealt with one at a time and with that in mind it is time for the next step, defining the problem.

STEP 3: Define the Problem

Only after the right problem has been identified and analysed can one be sure of the correct definition of the problem. In most cases the definition will remain unchanged from STEP 1, but in some cases once other available information has been brought to light the problem, the opportunity or the desired outcome may have changed to accommodate either new information or a new perspective on the problem itself.

The following definitions should be written down for future reference. If there is any hesitation with any of the definitions it can be a sign that you don’t fully understand the problem at hand and that the previous step should be re-visited.

• Define exactly what the problem is.
• Define exactly what needs to be solved.
• Define your problem as an opportunity.
• Define the desired outcome.

STEP 4: Develop Opportunities (Possible Solutions)

There is always more than one way to solve a problem and in some cases simultaneous solutions may be required. As with the previous steps it is essential that time is taken to develop plenty of innovative and creative ideas. At the end of this step you can be certain you will have the best solution if you have explored all possible avenues and generated every conceivable option. To help you find the best solution the following methods can be used.

Seek advice; ask an expert In today’s day and age there is an expert on pretty much any topic you can imagine. Sometimes the best and fastest approach to getting the information we need can be simply to ask someone who knows more about the subject than we do. Of course finding that someone can be a challenge in itself, but the rewards in doing so could far outweigh other options. If the expert is unsure about the best approach for your situation they will probably be able to point you in the right direction.

Brainstorming Best done with a group of individuals brainstorming is always a good starting point. Brainstorming involves creating a list of ideas spontaneously contributed by an individual or group of individuals. With this method there is no wrong answer and wild or unexpected answers are often encouraged with all suggestions being written down. The process continues until no more suggestions can be thought of and the list of ideas can later be used to develop a solution.

The Scientific Method A method for conducting an objective investigation which is a proven approach to solving problems in a way that is reliable, consistent and non-arbitrary. The scientific method can be seen to underlay the scientific revolution and has helped to create many of the great accomplishments of recent human history. A basic flow chart of the scientific method is shown below.

Have a Guess If there is some indication, a technique you have heard of or a gut instinct about a possible solution, why not look into it further. Starting with an inkling and checking and adjusting it to suit the problem at hand could lead to the ideal solution. This method generally works better for a limited number of potential solutions where you can eliminate the options one at a time but there is no harm in employing the method in any case, it might just lead to the solution you have been looking for.

Work Backwards If the “where to start” is not obvious starting at the end goal and working backwards can be a good approach. Working backwards can sometimes offer the fastest solution because it gets you thinking with where you want to end up in mind. This approach to problem solving can also be effective when used at a point not quite at the end goal or even to back check the starting point from a different perspective.

Do the Opposite What effect does doing the opposite to what you have been doing have on the situation? If you at a dead-end or simply want to explore the opposite of something that clearly isn’t working, doing the opposite can provide a new and refreshing perspective. Rather than avoiding a situation, doing a complete 180 and diving straight in can in some cases be the best and/or fastest approach.

A Randomized Approach When all else fails or there is no indication what so ever to what sort of approach should be taken a random approach may be required. By applying random solutions and seeing how they influence the problem at hand may eventually lead to something more meaningful. You might get lucky and find the solution you have been looking for or worst possible case you may just find yourself where you started.

If after numerous attempts without success it might be necessary to go back to previous steps and try to "look outside the square". Every now and then a problem presents itself that will require a bit more creativity to come up with a feasible solution.

STEP 5: Select the Best Solution

With a list of possible solutions developed in the previous step it is time to select the best individual or best combination of solutions to be put into action and to eliminate the problem at hand. The process of selecting the best solution is a matter of ranking all of the available solutions against one another and defining each options “pluses and minuses”. Some of the key areas that might need to be evaluated and prioritised have been listed below.

• Operational validity: Can the solution actually be implemented or is it just an idea?
• Economic validity: Is the solution economical? Will the solution bring an economic result?
• Degree of Complexity: Is the solution simple to implement or are there complexities involved?
• Ease of Implementation: Is the solution ready to go and easy to install?
• Stakeholder interest: Does the solution satisfy everyone’s interests.
• Potential Risk: Does the solution bring any additional risk with it?
• Personal commitment: Is the solution something that reflects the ideals of all involved? Is the solution something you believe in?
• End result: Will the solution solve all parts of the problem or will the problem just be reduced or concealed?

Keeping in mind that the best solution will be the result of considerable deliberation and also that one solution that is available for any problem is to simply do nothing, everything should now be in place for putting the solution into action. If something happens so that the chosen solution/s cannot be used or if the solution stops working, there will now be a list of alternatives already assessed, prioritised and ready to go.

STEP 6: Implement the Solution

The implementation plan is just as important as implementing the solution/s and monitoring the progress of this step is something that will need to be done also. A brief guide to some of the things that will need to be considered have been detailed below.

• Planning and documentation of a new solution/s
• When will the solution be implemented?
• Where will the solution be implemented?
• How is the solution to be implemented?
• What has to be done before the solution is implemented?
• How long will the solution take to start working?
• What time frame is the solution expected to take before the problem is solved?
• Have monitoring provisions been put in place?
• What are the key signs to look for to indicate the solution is working?
• Who will need to be notified about the changes about to take place?
• At what stages will the progress be reviewed?
• Have contingency arrangements been put in place for if the solution doesn’t work?
• What will be the next step if the solution doesn’t work?
• If required, have all agreements been documented and signed?
• How will it be confirmed that the problem has been solved?
• Are steps required to remove or disable the solution?
• What will happen once the problem has been solved?
• Putting the solution into action
• Put the solution into action
• Monitor the progress and effect of the solution
• Test and ensure the solution is meeting expectations and outcomes

STEP 7: Evaluate and Learn

Hopefully everything went to plan and the problem is now solved and even if it wasn’t, this step is still the same. It is vital that the whole process is evaluated from problem to solution and a good starting point is to document the 7 step procedure. This step is intended to not only provide a future reference but also a learning experience for future problem solving. At a very minimum the following questions should be answered:

• How effective was that particular solution?
• Did the solution achieve the desired outcomes?
• What consequences did problem solving activity have on my situation?

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How to Manage Workplace Conflict

Handling team conflict effectively.

By the Mind Tools Content Team

Your people bring different perspectives and knowledge to your team, improving problem solving and performance. But difference can sometimes lead to conflict. And you'll need to deal with it!

In this article, we'll look at ways to identify and resolve conflict in your team, and to keep working relationships healthy and productive.

First, we'll highlight a few general skills and approaches that a manager can call on in conflict situations. Then we'll look at a five-step process for applying those skills in practice.

(If you want to understand why conflict arises and how to resolve it, read our introductory article, Conflict Resolution .)

Conflict Resolution Skills for Managers

By using the following approach, managers will likely be able to stop conflict before it gets out of hand.

Be Proactive

Leaving someone out of an email chain, making an inappropriate remark, or speaking over people in a meeting... conflict often starts with small disagreements that escalate fast.

So, if you spot conflict, avoid leaving it to team members or HR to resolve – instead, act! This shows that you treat conflict seriously and won't condone potentially destructive behavior.

Signs of conflict can be subtle, but you can detect them by being aware of the interactions within your team. Conflict might be reflected in individuals' body language, facial expressions, or tone of voice.

The better you know your team members, the more easily you'll pick up on cues and spot tensions that may be lurking under the surface. As well as the details of the conflict, keep in mind that you may need to consider if competing values are contributing to the tension.

Develop your emotional intelligence to better identify and manage the emotions of your team members.

​ Be Fair and Impartial

Even if you agree with one or more individuals in a conflicting team, make sure that you remain objective. Your role is to address the issue cauding the conflict and to reach a solution that works for all parties.

Treat each person fairly. Give everyone the time and opportunity to present their own perspective and to respond to any criticism. It's vital that all parties can state their case and are listened to.

Step in When Needed

Don't allow individuals to hijack the conversation or to dominate more-reserved colleagues. If one person is constantly talking over others, keep your questions directed at the person being interrupted.

If people still attempt to interrupt, politely ask them to wait until their co-worker has finished before inviting their point of view.

Avoid Assumptions

When facilitating a conflict discussion, avoid stating as facts things that you only think you know or may have heard. For example, it's best to use phrases like, "As far as I'm aware," or, "As I understand it."

This also allows for the possibility that your understanding is wrong or incomplete. And it creates an opportunity for the conflicting parties to restate their cases and clarify misunderstandings.

It's important to be patient and to perservere. Read our article The Role of the Facilitator for more ways to move talks forward.

Managing Conflict in the Workplace in Five Steps

When a situation gets out of hand, you may need to step in as a direct facilitator, with a targeted approach to resolving team conflict.

You can follow these five steps, which we've adapted from a framework used by the Chartered Institute of Personnel and Development (CIPD). [1]

1. Speak to Team Members Individually

Start by having an informal one-on-one with each team member involved in the conflict. This way you can hear people's concerns in a safe, confidential setting. In these meetings:

• Avoid making assumptions and let people open up in their own time.
• Reassure them that the discussion is confidential.
• Ask each party the same questions, to remain impartial.

2. Bring People Together

Once you've got a better understanding of the conflict and everyone's perspectives, it's time to bring the relevant parties together and act as a moderator.

Set some ground rules before getting the conversation underway. Encourage team members to listen to one another, respect each other's points of view, and not interrupt or make personal comments. During the conversation:

• Keep the tone of the conversation calm and non-threatening.
• Encourage active listening , so people understand where the other person is coming from.
• Encourage individuals to share ideas. What do they want or need? What would they be prepared to commit to? Have them to brainstorm some solutions.
• Ask them about situations where they've worked well together in the past. See if they can build on those positive experiences.

If the discussion becomes heated, take a break and reconvene when everyone's had a chance to calm down. Be alert for any passive-aggressive behavior .

Read our article Managing Emotion in Your Team for more tips on handling heated conversations.

3. Ask the Wider Team for Ideas

When a conflict affects the whole team, provided it's not sensitive or confidential, you can ask for everyone's perspective.

Talking things out helps you and your team to consider different assumptions, beliefs, and decision-making approaches. This can also be a part of creating a " psychologically safe " environment, where people feel comfortable sharing ideas and concerns, thus preventing future conflicts.

4. Draw up a Plan

Ask the parties to detail agreed-on actions for reconciliation. And get each to commit to this strategy. You can draw up a timetable for actions, ticking them off as and when they are achieved. Hold all relevant parties accountable.

5. Follow up

Ensure that issues have been resolved properly by following up on the situation. For example, people may still feel irritated but not want to drag things out. You can use one-on-ones to prevent old disagreements from resurfacing. And try an anonymous team survey to get feedback and uncover any lingering frustrations.

Discover more ways to manage disputes in our article, Resolving Workplace Conflict Through Mediation .

Seek Guidance and Support

When you're faced with a challenging conflict in your team and are unsure how to handle it, seek support from a trusted colleague, your line manager, or your HR department.

If your efforts at conflict resolution don't work, you'll need to be willing to pursue formal procedures if necessary. And some situations, such as harassment, discrimination or bullying , require a formal disciplinary process to be followed. In these instances, or if you are in any doubt, liaise with your HR team for advice.

Reflect on Your Conflict Management Skills

Consider what you did well and where you could improve after handling a conflict situation in your team. Solicit feedback from the team members involved to find out how effective they felt you were at helping resolve the situation.

Now think about structural or procedural improvements you can make to prevent future conflict. These could be:

• Setting clear goals for every team member – when people experience the right amount of pressure , they perform well.
• Make sure that people's responsibilities match their skills . Offer learning and development opportunities to plug skills gaps and help your people to realize their career aspirations .
• Using regular one-on-ones to sound out potential sources of future conflict.

As the CIPD concludes, the key to resolving conflict is to, "Build an environment in your team that is open, respectful, kind, fair and consistent, in which people feel 'psychologically safe.'"

Team conflict is natural. But by practicing the conflict management skills we outline here, you'll be able to spot and deal with issues between team members before they escalate.

To avoid team conflict:

• Be proactive.
• Be impartial.
• Step in when needed.
• Avoid assumptions.
• Be patient.

If team conflict persists, address it by implementing these five steps:

• Speak to team members individually.
• Bring people together.
• Ask the wider team for ideas.
• Draw up a plan.

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Hi, it’s a nice post about Conflict Management Training Courses Online. Thanks for sharing this Article. https://www.shinebrightx.com/soft-skill-training/conflict-management-training

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enumerate the 4 steps in solving. Simple problems?. step.1 .step. 2. step .3 .step 4?​

Step-by-step explanation:

The four basic steps to problem solving are:

1. Identify the Issues

Different people may have different views on an issue. To identify the issues, allow everyone affected to share what they think is the problem.

2. Understand Interests

This is a critical step that is often overlooked. Once everyone has shared their views on a situation, it’s useful to analyze why they feel this way about it. In this step, you must be accepting of everyone’s differences. Understanding interests accurately also relies on active listening. By understanding interests, you will be able to better choose a solution that satisfies everyone’s needs.

3. Define the Problem

Defining the problem can easily be conflated by emotion. To efficiently solve problems, you should be objective rather than subjective. No matter if a problem is small like choosing what to eat or large like choosing your major in college, defining a problem accurately is the basis of solving it properly.

The Kipling Method: A well-known method to define a problem comes from Rudyard Kipling, a famous poet. The 6 necessary elements to describe a problem include:

What is the problem?

Why is it important to fix the problem?

When did the problem start? What is the deadline to fix it?

How did the problem begin? What’s its cause?

Where is the problem happening?

Who is affected by it?

4. Define the Goals

To solve a problem, you need to know what the goals are. In a team, it’s important that the goal is communicated. This way, everyone can work together to achieve the desired outcome.

📚 Related Questions

£50 is divided between Brian Colin and Dan so that Brian gets twice as much as colin and Colin gets three times as much as Dan. How much does Brian get

brian gets twice as collin

16.66*2=33.32

Brian get £5

Brian get twice as much as Colin

Brian "B"   Colin "C" so that B=2C

Colin get 3 times as much as Dan Dan "D"

·r  C= 30                   Understanding equivalence  relationship

Because £50 is divided between Brian, Colin and Dan:

                      B+C+D=50

                     2C+C+D= 50

                      3C+D=50

                      3x3D+D=50

                       9D+D=50

                      10D= 50

                      D= 50 ÷10

                          D= 5

Therefore Brian get £5

Many times business will raise the prices of their goods or services to increase their profit. However, when they raise their prices, they usually lose some customers. In such situations, the price at which the "maximum" profit occurs needs to be found. For Example: An auditorium has seats for 1200 people. For the past several days, the auditorium has been filled to capacity for each show. Tickets currently cost $5.00 and the owner wants to increase the ticket prices. He estimates that for each $0.50 increase in price, 100 fewer people will attend. Let x = number of $0.50 price increases. Thus 5.00 + 0.50x represents the single price and 1200 - 100x represents the number of tickets sold. Income = (number of tickets sold) (ticket price) Income = (1200 - 100x)(5.00 +0.50x) Income = 6000 + 100x - 50x2 Graph, and then determine what ticket price will maximize the profit?

The price that will maximize profit is $ 5.50 .

Since an auditorium has seats for 1200 people , and for the past several days, the auditorium has been filled to capacity for each show, and tickets currently cost $ 5.00 and the owner wants to increase the ticket prices, and he estimates that for each $ 0.50 increase in price, 100 fewer people will attend , to determine which is the price that will maximize profit , the following calculation must be made:

• 1200 x 5 = 6000
• 1100 x 5.5 = 6050
• 1000 x 6 = 6000

Therefore, the price that will maximize profit is $ 5.50 .

Learn more in https://brainly.com/question/25313241

express as a trinomial(2x+9)(3x-5)​

[tex]{{ \Large{ \blue{ \rm{{⇛}}}}}} \rm \Large \: \: (2x + 9) \: (3x - 5)[/tex]

[tex]{{ \Large{ \blue{ \rm{{⇛}}}}}} \rm \Large \: \:2x \: (3x - 5) \: + \: 9 \: (3x - 5)[/tex]

[tex]{{ \Large{ \blue{ \rm{{⇛}}}}}} \rm \Large \: \: {6x}^{2} \: - \: {10x} \: + \: 27x \: - \: 35[/tex]

[tex]{{ \Large{ \blue{ \rm{{⇛}}}}}} \rm \Large \: \: {6x}^{2} \: + \: 17x \: - \:35[/tex]

• [tex]\sf x-3=6[/tex]

[tex]x = 9[/tex]

[tex]x-3=6\\[/tex]

Take (-3) to the right side

[tex]x-3=6\\x=6+3\\x=9[/tex]

Hope this helps you.

Let me know if you have any other questions:-)

[tex]x=9[/tex]

[tex]x-3=6[/tex]

[tex]x-3+3=6+3[/tex] ( Add 3 to both sides)

Details : [tex]\sf x-3=6[/tex]

Choose the data set where the median and mode of the set are equal. O A. 2, 2, 2, 3, 4, 4,4 OB. 4, 8, 12, 16, 16, 20 O C. 1, 1, 11, 11 OD. 1, 1, 6, 6, 6, 8, 8

Answer: 1, 1, 6, 6, 6, 8, 8

please give me a brainliest answer

4) Nicole spent half of her weekly allowance on candy. To earn more money her parents let her wash the car for $4. What is her weekly allowance if she ended with $8?

half id eight is four abd plus four is eight

Work out the value of angle x. (24) х Isosceles

since it's an isosceles triangle base angles are equal sum of all angles in traingle is 180 so

hope.. this helped <3!!!

[tex]\sf x-6=17[/tex]

[tex]x=23[/tex]

[tex]x-6=17[/tex]

[tex]x-6+6=17+6[/tex] ( Add 6 to both sides)

Now we have to,

→ find the required value of x.

Given equation,

→ x - 6 = 17

Let's solve the equation,

→ x = 17 + 6

→ [ x = 23 ]

Hence, the value of x is 23.

Details : [tex]\sf x-6=17[/tex]

May I please receive help?

the value of x° is 40° ..........

The probability that Richard wins a raffle is given by the expression j/k. What is the probability of him not winning the raffle? Write as an expression.

Therefore j = 0.9  and k = 1 and after say the p) of not winning =P)  b/k when k- b = j  as j+b = 1

we are not limited to any one alternative letter so use any alternative letter of alphabet   We know each letter represents a decimal where all options of yes or no add up to 1 as they both need to add up to 1 This rule does not apply when the sae letter is told to be represented by a number or given true value or total or part value Usually a given number would need to be taken away fro 1 for winning or loosing questions   On the other hand we could get creative and say  letters represented place value within an alphabet a=1 b=2 etc = n=1 when n+1 = b and if j = 10 hen k = 11 Then show k-j = 1 = a   which also can also be expressed as P) a/k = n/k  to show clarity to k = 100% or 1 whole and a/k representing a far lower percentage if relevant to that question of not winning or a negative being lower so really as its higher chance of not winning we na redo and say b = 1/10 /n  which proves k-b = 0.9 = j   n= k therefore j = 0.9  and after say the p) of not winning = b/k as k- b = j

48/52 in its simplest form

48/52 simplified in the lowest terms is 12/13

You do this by finding common numbers in the fraction

48/52     we can find an identical multiple for each 48 = 4*12  and 52 =4 *13 Turn into new fractions instead of 4*12 we show 4/12 and 4/13  - Then it is strike out the 4's and we are left with = 12 / 13   This is the recommended working out method.  

4x+8+3x+11+3x+11=180

hope it helps..

.............

Details : May I please receive help?

task;2round off the following numbers to the highest place value.

1.) 434 ____________

2.)5658 ____________

3.) 8374 ____________

4.) 361 ____________

5.) 7454 ____________

ito po ba ang i raround off

kung ito po

#HOPE ITS HELP

Work out the area of a rectangle with base, b = 40mm and perimeter, P = 88mm. mm2

Finding the length/height:

Perimeter = 2(l+b)

2(l+40) = 88

2l + 80 = 88

l = 8/2 = 4

Hence, the length/height is 4 mm

Finding the area:

Area = l * b

Hope this helps and be sure to have a wonderful time ahead at Brainly! :D

May I please receive help? Please

67 degrees by rule of SAS

The picture tells us these are two different isosceles triangles joined together and only two side and one angle is congruent with the other = By rule of SAS triangle 1 top angle is 180-68-68 = 44 degree   and t2 = 90 - 44 = 46 for triangle 2 top meaning base angles each are (180-46) /2 = 134/2 = 67 degree

The isosceles triangle ;

so 68 + 68 + the another angle = 180

the another angle = 44

So 90 - 44 = 46

46 + x + x = 180

Please give me a brainliest answer

2 people working at the same rate will take 6 hours to paint a room. Assuming that they will all work at this rate, how long will it take 3 people to paint the room

x=4 so 4 hours.

Details : 2 people working at the same rate will take 6 hours to paint a room.

fiecare categorie. Un televizor şi o maşina de spalat costa impreuna 2 350 lei, iar un frigider și o mașină de spălat costă împreună 2960 lei.Află diferența dintre prețul televizorului și cel a frigiderului.

x  0 , VCB ln(1 4x2 ) tương đương với

Ahmed paid $34 000 for a car. His car decreased in value by 40% at the end of the first year. The value at the end of the second year was 10% less than the value at the end of the first year Calculate the value of Ahmed's car after 2 years

Since, the value decreased by 40%, the price is (100-40)% of 34000

= 60% of 34000

= 60/100 * 34000

= 20400 --- (Price after first year)

Since, the value decreased by 10%, the price (100-10)% of 20400

= 90% of 20400

= 90/100 * 20400

payment: 34 000$

at the end of first year: 34 000 * 80/100 = 27 200$

at the end of second year: 27 200 * 90/100 = 24 480$

This is an equilateral triangle since all sides are the same length (11). All equilateral triangles have 60 degree angles for each interior angle.

Answer:   60

=========================================================

The tickmarks tell us that WX and XY are the congruent sides, ie they are the same length. This means we have an isosceles triangle. The angles opposite the congruent sides are congruent angles.

angle W = angle Y = 35

From here, we use the idea that for any triangle the angles must always add to 180

W+X+Y = 180

35+X+35 = 180

Answer:   110

(a) the equilateral triangle ; m∠V = 60

(b) the isosceles triangle ; 35 + 35 + x = 180

Algebra For all values of x find a in terms of c. (Q 14)​

a= (bx -b -2c)/ 5x

(5a-b)x +b +2c = 0

To find a in terms of c, will isolated a on one side of the equation

5ax -bx +b +2c = 0 , we distribute x in parenthesis

5ax = bx -b -2c , move the terms that do not have a on the other side of the equation with changed sign

a = (bx -b -2c)/ 5x , divide both sides by 5x

Details : Algebra For all values of x find a in terms of c. (Q 14)

In 5 years time, Maja’s age will be twice what it was 6 years ago. How old is Maja now?

let Maja's present age be X .

6 years ago , she was x-6 yrs

In 5 years time maja's age will be (X+5) yrs

according to question ,

( X+5) = 2(x-6)

x+5. = 2x-12

x-2x = -12- 5

- X = - 17. ( minuses will be cancelled)

therefore , X = 17 years.

Maja's age is now 17 years old.

4. Line p contains point (6, -5) and is perpendicular to line q. The equation for line qis y = 3x + 5. Write an equation for line p. Part I: Find the slope of line q. (1 point) i give brainlist

Slope of line q: 3

Slope of line p: -1/3

Equation of line p: y = -1/3x - 3

Finding the slope of line p:

The slope of line q is 3 (as given in y = 3x + 5)

For finding the slope of a line perpendicular to line q, both lines must have a product of -1, as shown below:

m₁ in the current case is 3. Hence,

Hence, the slope of line p is -1/3

Substituting the value of m into 'y=mx+c':

y = -1/3x + c

Substituting (6,-5) into the above equation:

-5 = -1/3 * 6 + c

-5 = -2 + c

y = -1/3x - 3

Can anyone explain how to check perfect square or not using repeated subtraction?​

Let's say we wanted to check if 16 was a perfect square or not.

What we do is subtract off the list of odd numbers {1,3,5,7,9,...}. If we reach 0 at any point, then the step number is what the square root will be.

So we'll start with 16 and subtract off 1 to get 15. Then from 15, we subtract off 3 to get 12. From 12, we subtract off 5 to get 7. This process is laid out below

By step 4, we reach 0. This indicates that [tex]\sqrt{16} = 4[/tex]

Note: The numbers to the left of the decimal point indicate the step number. All values mentioned are whole numbers.

-------------------

Here's another example. I'll start with 49

• 49 - 1 = 48
• 48 - 3 = 45
• 45 - 5 = 40
• 40 - 7 = 33
• 33 - 9 = 24
• 24 - 11 = 13
• 13 - 13 = 0

We reach 0 at step 7, therefore [tex]\sqrt{49} = 7[/tex]

If we started with some non-perfect square, say 50, then we'd get this:

• 50 - 1 = 49
• 49 - 3 = 46
• 46 - 5 = 41
• 41 - 7 = 34
• 34 - 9 = 25
• 25 - 11 = 14
• 14 - 13 = 1
• 1 - 15 = -14

As you can see, we don't reach 0, which means 50 is not a perfect square. The closest we get is 1 and that happens on the 7th step. This suggests [tex]\sqrt{50}[/tex] is closest to 7. It turns out that [tex]\sqrt{50} \approx 7.071[/tex] which helps confirm that previous statement.

please help me w this

hope it helps you...........

Details : please help me w this

• I need a well explained ans ... • spams no needed ​

Sry if it is wrong . . . . . . . . . .

6. 0.22222222222

7. -0.0037037037

Im nice at such questions so I gave the answer

hope it helps you... please mark me as BRAINLIEST

need help on this ASAP

so what to fo tell in brief

if u have time

Show the 64 can be written as either 26 or 43​

this question is meaningles

64 can be written in exponent as either 2⁶=64 or 4³=64.

What is the exponent?

Exponent is defined as the method of expressing large numbers in terms of powers . That means, exponent refers to how many times a number multiplied by itself.

Given that, 64 can be written as either 2⁶ or 4³.

Here, 2⁶=2×2×2×2×2×2

Therefore, 64 can be written in exponent as either 2⁶=64 or 4³=64.

To learn more about an exponents visit:

https://brainly.com/question/15993626.

pls help me ask you can​ value of BD = m BAD=

The length of BD= 16

The measure of BAD= 45°

THE EXPLAINATION IS SO SIMPLE. GUESS IT YOURSELF

Details : pls help me ask you canvalue of BD =m BAD=

1=1x+1 what is the value of the variable I am too lazy to name

1=1x+1 what is the value of the variable

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