35 problem-solving techniques and methods for solving complex problems

Problem solving workshop

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All teams and organizations encounter challenges as they grow. There are problems that might occur for teams when it comes to miscommunication or resolving business-critical issues . You may face challenges around growth , design , user engagement, and even team culture and happiness. In short, problem-solving techniques should be part of every team’s skillset.

Problem-solving methods are primarily designed to help a group or team through a process of first identifying problems and challenges , ideating possible solutions , and then evaluating the most suitable .

Finding effective solutions to complex problems isn’t easy, but by using the right process and techniques, you can help your team be more efficient in the process.

So how do you develop strategies that are engaging, and empower your team to solve problems effectively?

In this blog post, we share a series of problem-solving tools you can use in your next workshop or team meeting. You’ll also find some tips for facilitating the process and how to enable others to solve complex problems.

Let’s get started! 

How do you identify problems?

How do you identify the right solution.

  • Tips for more effective problem-solving

Complete problem-solving methods

  • Problem-solving techniques to identify and analyze problems
  • Problem-solving techniques for developing solutions

Problem-solving warm-up activities

Closing activities for a problem-solving process.

Before you can move towards finding the right solution for a given problem, you first need to identify and define the problem you wish to solve. 

Here, you want to clearly articulate what the problem is and allow your group to do the same. Remember that everyone in a group is likely to have differing perspectives and alignment is necessary in order to help the group move forward. 

Identifying a problem accurately also requires that all members of a group are able to contribute their views in an open and safe manner. It can be scary for people to stand up and contribute, especially if the problems or challenges are emotive or personal in nature. Be sure to try and create a psychologically safe space for these kinds of discussions.

Remember that problem analysis and further discussion are also important. Not taking the time to fully analyze and discuss a challenge can result in the development of solutions that are not fit for purpose or do not address the underlying issue.

Successfully identifying and then analyzing a problem means facilitating a group through activities designed to help them clearly and honestly articulate their thoughts and produce usable insight.

With this data, you might then produce a problem statement that clearly describes the problem you wish to be addressed and also state the goal of any process you undertake to tackle this issue.  

Finding solutions is the end goal of any process. Complex organizational challenges can only be solved with an appropriate solution but discovering them requires using the right problem-solving tool.

After you’ve explored a problem and discussed ideas, you need to help a team discuss and choose the right solution. Consensus tools and methods such as those below help a group explore possible solutions before then voting for the best. They’re a great way to tap into the collective intelligence of the group for great results!

Remember that the process is often iterative. Great problem solvers often roadtest a viable solution in a measured way to see what works too. While you might not get the right solution on your first try, the methods below help teams land on the most likely to succeed solution while also holding space for improvement.

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

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

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

management problem solving

Tips for more effective problem solving

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

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

Clearly define the problem

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

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

Don’t jump to conclusions

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

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

Try different approaches  

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

Don’t take it personally 

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

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

Get the right people in the room

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

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

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

Document everything

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

Bring a facilitator 

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

Develop your problem-solving skills

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

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

Design a great agenda

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

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

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

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

  • Six Thinking Hats
  • Lightning Decision Jam
  • Problem Definition Process
  • Discovery & Action Dialogue
Design Sprint 2.0
  • Open Space Technology

1. Six Thinking Hats

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

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

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

2. Lightning Decision Jam

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

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

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

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

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

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

3. Problem Definition Process

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

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

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

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

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

4. The 5 Whys 

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

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

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

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

5. World Cafe

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

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

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

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

6. Discovery & Action Dialogue (DAD)

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

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

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

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

7. Design Sprint 2.0

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

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

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

8. Open space technology

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

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

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

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

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

Techniques to identify and analyze problems

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

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

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

Let’s take a look!

  • The Creativity Dice
  • Fishbone Analysis
  • Problem Tree
  • SWOT Analysis
  • Agreement-Certainty Matrix
  • The Journalistic Six
  • LEGO Challenge
  • What, So What, Now What?
  • Journalists

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

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

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

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

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

10. The Creativity Dice

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

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

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

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

11. Fishbone Analysis

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

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

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

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

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

12. Problem Tree 

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

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

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

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

13. SWOT Analysis

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

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

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

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

14. Agreement-Certainty Matrix

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

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

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

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

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

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

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

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

16. Speed Boat

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

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

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

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

17. The Journalistic Six

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

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

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

18. LEGO Challenge

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

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

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

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

19. What, So What, Now What?

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

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

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

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

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

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

20. Journalists  

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

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

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

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

Problem-solving techniques for developing solutions 

The success of any problem-solving process can be measured by the solutions it produces. After you’ve defined the issue, explored existing ideas, and ideated, it’s time to narrow down to the correct solution.

Use these problem-solving techniques when you want to help your team find consensus, compare possible solutions, and move towards taking action on a particular problem.

  • Improved Solutions
  • Four-Step Sketch
  • 15% Solutions
  • How-Now-Wow matrix
  • Impact Effort Matrix

21. Mindspin  

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

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

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

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

22. Improved Solutions

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

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

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

23. Four Step Sketch

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

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

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

24. 15% Solutions

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

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

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

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

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

25. How-Now-Wow Matrix

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

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

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

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

26. Impact and Effort Matrix

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

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

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

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

27. Dotmocracy

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

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

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

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

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

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

  • Check-in/Check-out
  • Doodling Together
  • Show and Tell
  • Constellations
  • Draw a Tree

28. Check-in / Check-out

Solid processes are planned from beginning to end, and the best facilitators know that setting the tone and establishing a safe, open environment can be integral to a successful problem-solving process.

Check-in / Check-out is a great way to begin and/or bookend a problem-solving workshop. Checking in to a session emphasizes that everyone will be seen, heard, and expected to contribute. 

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

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

29. Doodling Together  

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

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

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

30. Show and Tell

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

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

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

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

31. Constellations

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

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

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

32. Draw a Tree

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

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

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

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

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

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

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

  • One Breath Feedback
  • Who What When Matrix
  • Response Cards

How do I conclude a problem-solving process?

All good things must come to an end. With the bulk of the work done, it can be tempting to conclude your workshop swiftly and without a moment to debrief and align. This can be problematic in that it doesn’t allow your team to fully process the results or reflect on the process.

At the end of an effective session, your team will have gone through a process that, while productive, can be exhausting. It’s important to give your group a moment to take a breath, ensure that they are clear on future actions, and provide short feedback before leaving the space. 

The primary purpose of any problem-solving method is to generate solutions and then implement them. Be sure to take the opportunity to ensure everyone is aligned and ready to effectively implement the solutions you produced in the workshop.

Remember that every process can be improved and by giving a short moment to collect feedback in the session, you can further refine your problem-solving methods and see further success in the future too.

33. One Breath Feedback

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

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

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

34. Who What When Matrix 

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

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

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

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

35. Response cards

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

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

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

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

Save time and effort discovering the right solutions

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

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

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

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

management problem solving

Over to you

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

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

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

Sarah Laoyan contributor headshot

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

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

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

What is problem solving? 

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

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4 steps to better problem solving

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

1. Identify the problem that needs to be solved

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

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

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

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

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

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

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

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

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

Overarching problem: Design requests are being missed

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

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

Where: Email requests, design request spreadsheet

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

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

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

2. Brainstorm multiple solutions

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

Here are a few brainstorming techniques to encourage creative thinking:

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

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

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

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

3. Define the solution

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

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

4. Implement the solution

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

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

Implement common problem-solving strategies

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

Trial and error

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

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

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

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

Here’s an example:

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

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

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

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

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

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

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

A SWOT analysis

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

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

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

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

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

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

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

Even more successful problem solving

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

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

How to master the seven-step problem-solving process

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

Podcast transcript

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

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

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

Hugo Sarrazin: Our pleasure.

Charles Conn: It’s terrific to be here.

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

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

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

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

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

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

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

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Simon London: So this is a concise problem statement.

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

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

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

Hugo Sarrazin: Yeah.

Charles Conn: And in the wrong direction.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Both: Yeah.

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

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

Simon London: Right. Right.

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

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

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

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

Simon London: Would you agree with that?

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

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

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

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

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

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

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

Charles Conn: Yeah.

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

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

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

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

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

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

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

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

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

Hugo Sarrazin: Every step of the process.

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

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

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

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

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

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

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

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

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

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

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

Hugo Sarrazin: Absolutely.

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

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

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

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

Hugo Sarrazin: It was a pleasure. Thank you.

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

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

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How to Solve Problems

  • Laura Amico

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

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

What Is Problem Solving

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

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

What Is Problem-Solving?

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

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

The Importance of Problem-Solving in Project Management

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

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

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

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

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

Problem-Solving Steps in Project Management

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

#1. Define the Problem

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

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

#2. Analyze Root Causes

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

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

#3. Brainstorm Potential Solutions

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

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

#4. Evaluate Potential Solutions

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

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

#5. Decide on a Plan of Action

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

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

#6. Implement the Action Plan

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

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

#7. Monitor and Track Results

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

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

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

Also Read: 5 Project Management Steps You Need to Know

How Project Management Tools Can Help You in Problem-Solving

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

The best project management software will include the following:

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

Examples of Problem-Solving

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

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

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

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

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

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

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

A Construction Project Is Falling Behind Due to Inclement Weather

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

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

Also Read: Understanding KPIs in Project Management

Improve Your Problem-Solving and Project Management Skills

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

This program teaches skills such as:

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

You might also like to read:

5 Essential Project Management Steps You Need to Know

Project Management Frameworks and Methodologies Explained

13 Key Project Management Principles and How to Use Them

Project Management Phases: A Full Breakdown

How To Develop a Great Project Management Plan in 2023

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Problem-Solving Techniques For Managers

Problem-solving is an art, and for managers, it’s a critical skill for steering their teams towards success.

In today’s dynamic business landscape, managers face a variety of challenges. But fear not, here are some proven techniques and methods to ace the art of problem-solving.

The Backbone of Management: Problem-Solving Skills

Why are these skills so crucial? Well, they lead to better team cohesion, improved workflow, happier clients, and timely project completion.

Essentially, they make the workplace a place where everyone wants to be and where goals are met with gusto.

Manager’s Toolkit: Essential Problem-Solving Skills

  • Leadership : It’s about building trust and fostering collaboration.
  • Detail-oriented : Spotting and utilizing even the minutest details.
  • Communication : Talking through obstacles and solutions effectively.
  • Adaptability : Flexibility to adapt to changes.

Step-by-Step Guide to Problem Solving

  • Define the problem : Know what you’re dealing with.
  • Examine it : Look at the problem from all angles.
  • Brainstorm solutions : Think outside the box.
  • Choose and act : Pick a solution and go for it.
  • Be ready for change : Solutions might need tweaking.

Level-Up Your Problem-Solving Game

  • Be transparent to build trust.
  • Encourage cross-team collaboration.
  • Stay open-minded and positive.
  • Keep observing and asking questions.
  • Get creative with challenges and provide guidance.
  • Keep learning about industry trends.

Glenn Llopis on Problem Solving in Leadership

Llopis emphasizes transparent communication, breaking down silos, fostering open-mindedness, and having a solid foundational strategy. He reminds us that problem-solving is at the core of leadership.

The Systematic Approach to Problem Solving

This approach involves defining the problem, generating solutions, evaluating them, and implementing the chosen one. It’s about being thorough and inclusive in the process.

Design Thinking & Creative Problem-Solving

These approaches bring a human-centered perspective, encouraging empathy and breaking cognitive fixedness. They’re about understanding the emotional landscape of the team and the problem at hand.

Dr. Amy David and the Future of Jobs Survey Insights

Problem-solving in leadership involves balancing the triple bottom line: people, profit, and planet. It’s about being responsive, data-driven, and customer-focused.

Effective Problem-Solving Methods

  • Five Whys: Dig deep into problems.
  • Gap Analysis: Compare current vs. desired performance.
  • Gemba Walk: Understand ground realities.
  • Porter’s Five Forces: Analyze competitive dynamics.
  • Six Thinking Hats : Diverse perspectives.

SWOT Analysis: Strengths, weaknesses, opportunities, threats.

Problem-Solving in Real-World Business

Purdue’s Online MBA teaches the latest techniques, encouraging application to real-world scenarios. It’s not just textbook learning; it’s about dealing with actual business situations.

In summary, problem-solving in management is a multifaceted skill.

It’s about being analytical, creative, strategic, and always ready to adapt. With these techniques in your arsenal, you’re well on your way to becoming a problem-solving maestro in the world of management!

Problem-Solving Methods

Five whys: digging deeper into problem-solving.

The “Five Whys” technique is a simple yet powerful tool used in problem-solving, particularly effective in management.

management problem solving

It involves asking “why” repeatedly to drill down to the root cause of a problem.

Here’s a deeper dive into how it works and its benefits in a managerial context:

How the Five Whys Technique Works

  • Start with the Problem : Begin by clearly stating the problem you’re facing.
  • Ask Why the First Time : Inquire why the problem occurred. This first answer will lead to the next question.
  • Continue the Process : Keep asking why for each answer provided. The idea is that each response gives insight into the next layer of the issue.
  • Repeat Until the Root Cause is Uncovered : Usually, by the time you’ve asked “why” five times, you’ll have uncovered the fundamental reason behind the problem.

Applying the Five Whys in Management

  • Practical Example : If a team misses a deadline, the first “why” might reveal that a task took longer than expected. The next “why” could uncover that the task was not clearly defined, and so on, until you find the root cause.
  • Involving the Team : It’s beneficial to involve team members in this process. Different perspectives can lead to a more comprehensive understanding of the problem.

Benefits of the Five Whys

  • Simplicity : The technique is straightforward and doesn’t require statistical analysis, making it accessible for managers and teams.
  • Focus on Root Causes : It encourages looking beyond symptoms and getting to the heart of the issue.
  • Promotes Critical Thinking : This method pushes individuals to think critically about the problem and its origins.

Considerations When Using Five Whys

  • Complex Problems May Require More Depth : Sometimes, particularly with complex problems, the root cause may not be uncovered in just five whys. The process may need to be extended or complemented with other problem-solving tools.
  • Requires Honesty and Openness : The technique works best in an environment where team members feel comfortable expressing their opinions and observations without fear of blame.

Integrating Five Whys into Organizational Culture

  • Regular Practice : Incorporate the Five Whys into regular problem-solving and decision-making processes.
  • Documentation : Documenting each step of the Five Whys process can help in tracking and analyzing the problem-solving journey.
  • Feedback Loop : Use the insights gained from the Five Whys process to implement changes and prevent future issues.

In summary, the Five Whys technique is an effective tool for managers to get to the root of a problem quickly and efficiently.

It encourages a deeper understanding of issues, fosters open communication, and promotes a culture of continuous improvement within teams.

Gap Analysis: Bridging the Divide Between Current and Desired Performance

Gap Analysis is a strategic tool used by managers to compare the current performance of their team or organization against the desired or potential performance.

It helps in identifying the gaps between where the organization is and where it wants to be.

Here’s look at Gap Analysis:

Understanding Gap Analysis

  • Define Current Performance : Start by assessing the current state of your team or organization. This includes evaluating current processes, resources, and outcomes.
  • Identify Desired Performance : Determine what the desired or ideal state for your team or organization is. This might be based on industry standards, competitive benchmarks, or strategic goals.
  • Compare and Identify Gaps : Analyze the differences between the current state and the desired state. These differences are the ‘gaps’ that need to be addressed.

Implementing Gap Analysis in Management

  • Data Gathering : Collect data on various aspects of performance, such as productivity, quality, and employee satisfaction.
  • Stakeholder Involvement : Engage team members and other stakeholders in identifying what the ideal performance looks like.
  • Benchmarking : Compare your organization’s performance against industry standards or competitors to understand where you stand.

Benefits of Gap Analysis

  • Strategic Insight : Provides a clear picture of what needs to be improved and where the organization should focus its efforts.
  • Targeted Improvements : Helps in prioritizing areas that need immediate attention or more resources.
  • Enhanced Performance : Aids in developing strategies that can lead to enhanced overall performance.

Challenges in Conducting Gap Analysis

  • Data Accuracy : The effectiveness of gap analysis heavily relies on the accuracy of current performance data.
  • Complexity in Large Organizations : In larger organizations, conducting gap analysis can be complex due to the varied and numerous processes and departments.
  • Resistance to Change : Identifying gaps may require changes that could be met with resistance from employees or management.

Steps to Conduct Gap Analysis

  • Identify Key Performance Indicators (KPIs) : Determine which KPIs are most relevant to your organization’s goals.
  • Measure Current Performance : Use the identified KPIs to measure current performance levels.
  • Define Target Performance : Set clear, achievable targets for each KPI.
  • Identify Gaps : Determine the difference between current and target performance for each KPI.
  • Develop Action Plans : Create strategies and action plans to address these gaps.

Post Gap Analysis Actions

  • Implement Changes : Based on the findings, implement the necessary changes in processes, resources, or strategies.
  • Monitor Progress : Continuously monitor the effects of these changes on performance.
  • Adjust Strategies as Needed : Be prepared to make adjustments to strategies based on ongoing monitoring and feedback.

In conclusion, Gap Analysis is a powerful tool for managers to identify areas needing improvement and to strategize effectively.

It helps in aligning the organization’s current state with its desired future state, thus paving the way for enhanced performance and achieving strategic goals.

Gemba Walk: Immersing in the Reality of the Workplace

The Gemba Walk, rooted in Lean management philosophy, is a technique where managers and leaders go to the actual place where work is done, often referred to as the “gemba” or “frontline.”

This approach allows them to gain first-hand insight into the daily operations and challenges their teams face.

Here’s an in-depth look at the Gemba Walk:

Principles of the Gemba Walk

  • Go to the Source : The core idea is to leave the office and go to the actual place of work – be it a factory floor, a retail space, or any operational area.
  • Observe the Process : Watch how the work is being done, rather than just focusing on the output. This observation helps in understanding the process flow and identifying any inefficiencies or areas for improvement.
  • Engage with Employees : Talk to the employees doing the work. Ask questions to understand their perspective and gather insights into the challenges they encounter in their day-to-day tasks.

Implementing a Gemba Walk in Management

management problem solving

  • Plan Your Walk : Don’t just show up unannounced. Plan your visit so that it’s structured yet flexible enough to observe the natural workflow.
  • Focus on Learning, Not Critiquing : Approach the Gemba Walk with the intent to learn and understand, not to find faults or immediately solve problems.
  • Respect the Employees : Show respect to the employees and acknowledge their hard work. Ensure that they understand the purpose of the Gemba Walk is for improvement and not for critiquing their performance.

Benefits of the Gemba Walk

  • Real-Time Insights : It provides an opportunity to see how processes are actually functioning in real-time.
  • Employee Engagement : It can significantly boost employee morale and engagement, as they feel their work and challenges are being acknowledged.
  • Problem Identification : Helps in identifying the root causes of problems that might not be visible from a distance.
  • Improvement Opportunities : Opens up opportunities for continuous improvement in processes and workflow.

Challenges in Conducting Gemba Walks

  • Misinterpretation of Purpose : Employees might feel anxious or defensive if they interpret the Gemba Walk as a form of surveillance or critique.
  • Surface-Level Observations : There’s a risk of making assumptions based on surface-level observations without understanding the deeper context.
  • Time-Consuming : It can be time-consuming, and if not done correctly, it may not yield the intended outcomes.

Best Practices for Effective Gemba Walks

  • Be a Good Listener : Listen more than you speak. Let employees share their thoughts and experiences without interruption.
  • Take Notes : Document your observations and insights for later analysis and action planning.
  • Follow Up : After the walk, analyze your findings and work on a plan to address any issues. Ensure to follow up on the actions taken.

Post Gemba Walk Actions

  • Share Insights with the Team : Communicate what you learned from the Gemba Walk with your team or management.
  • Implement Changes : Where necessary, implement changes to improve processes, based on the insights gained.
  • Regular Scheduling : Make Gemba Walks a regular part of your management routine to continuously stay in touch with the ground realities of your operations.

In summary, the Gemba Walk is a valuable tool for managers and leaders to gain a deeper understanding of their operations, directly from the source.

It helps in building a culture of transparency, continuous improvement, and employee engagement, all of which are crucial for the effective management of any organization.

Porter’s Five Forces: Analyzing Competitive Dynamics

Porter’s Five Forces is a framework developed by Harvard Business School professor Michael E. Porter.

It’s used by managers and business strategists to analyze the competitive dynamics in an industry.

This model helps in understanding the different forces that affect competition and profitability in the market. Here’s a breakdown of the Five Forces:

1. Threat of New Entrants

  • Barriers to Entry : This force examines how easy or difficult it is for new competitors to enter the market. High barriers to entry (like high capital requirements, strict regulations, strong customer loyalty for existing brands) protect existing companies from new competitors.
  • Impact on Competition : The easier it is for new companies to enter the industry, the more fierce the competition becomes.

2. Bargaining Power of Suppliers

  • Supplier Influence : This force looks at how much power suppliers have to drive up the prices of inputs.
  • Factors Influencing Power : The fewer the number of suppliers, or the more unique and important the input, the more power a supplier holds.

3. Bargaining Power of Buyers

  • Buyer Influence : This analyzes how much pressure customers can place on businesses.
  • Determining Factors : The number of buyers, the size of each order, the cost to the buyer of switching between suppliers, and the availability of similar products affect how much power a buyer can exert.

4. Threat of Substitute Products or Services

  • Availability of Alternatives : This force examines the likelihood of customers finding a different way of doing what your business does.
  • Substitute Appeal : The more attractive the price-performance ratio of substitutes, the higher the threat they pose.

5. Rivalry Among Existing Competitors

  • Intensity of Competition : This looks at the degree of competitiveness among existing players in the market.
  • Influencing Factors : The number of competitors, rate of industry growth, product or service differences, switching costs, brand loyalty, and the cost of leaving the market all influence the level of rivalry.

Applying Porter’s Five Forces in Management

  • Strategic Planning : Managers can use this framework to develop strategies that take into account these five competitive forces.
  • Market Analysis : It helps in understanding the current market dynamics and anticipating changes in the competitive landscape.
  • Decision Making : This model can aid in making informed decisions about entering new markets, launching new products, or responding to competitive threats.

Benefits of Using Porter’s Five Forces

  • Comprehensive Analysis : Provides a thorough analysis of the competitive environment.
  • Proactive Strategy Development : Helps in proactively developing strategies rather than reacting to competitive pressures.
  • Identifying Profitable Markets : Assists in identifying which markets or segments are most profitable and worth entering.

Challenges in Implementing the Framework

  • Dynamic Markets : Rapid changes in markets can make the analysis outdated quickly.
  • Complex Interactions : Interactions between the forces can be complex and hard to predict.
  • Subjectivity : The analysis can be subjective, as it often relies on estimations and judgments.

In conclusion, Porter’s Five Forces is a crucial tool for managers aiming to understand and navigate the competitive landscape in their industry.

By systematically analyzing each force, businesses can gain insights into their strategic position and make informed decisions to enhance their competitiveness and profitability.

Six Thinking Hats: Diverse Perspectives

“Six Thinking Hats: Diverse Perspectives” in problem-solving. This outline integrates the various aspects of problem-solving discussed in the texts and aligns them with the “Six Thinking Hats” methodology:

  • Overview of the Six Thinking Hats method by Edward de Bono.
  • The significance of diverse perspectives in problem-solving.
  • Leadership and management: The role of problem-solving in guiding teams and improving company performance.
  • Organizational challenges: Addressing issues related to growth, design, user engagement, team culture, and happiness.
  • Leadership styles: Different approaches to problem-solving in leadership, comparing linear and innovative mindsets.
  • Each hat representing a different perspective or approach: White (facts), Red (emotions), Black (cautious), Yellow (optimistic), Green (creative), and Blue (process).
  • Examples of how each hat can be applied in scenarios like workshop facilitation, organizational challenges, and leadership decisions.
  • White Hat: Using data and factual analysis (Gap Analysis, SWOT Analysis).
  • Red Hat: Emotional intelligence and empathy in understanding team dynamics and customer needs.
  • Black Hat: Risk analysis and cautious approach to problem-solving (Five Whys, Gemba Walk).
  • Yellow Hat: Optimistic outlook for fostering innovation and exceeding work expectations.
  • Green Hat: Creative problem-solving and brainstorming (Design Thinking, Creative Approaches).
  • Blue Hat: Process-oriented approach for structured problem-solving (Step-by-Step Guide, Problem Identification, and Analysis).
  • Designing effective workshops: Incorporating diverse perspectives for comprehensive problem-solving.
  • Facilitation skills: Importance in guiding diverse thinking and discussion.
  • Implementing solutions and monitoring their effectiveness.
  • The role of documentation and reflection in the problem-solving process.
  • Developing skills aligned with the Six Thinking Hats.
  • Tips for improving problem-solving skills across different hats.
  • The role of a facilitator in encouraging diverse thinking.
  • The impact of diverse perspectives in problem-solving.
  • Future of problem-solving in management and leadership.

This outline aims to provide a comprehensive framework for exploring the Six Thinking Hats method in the context of various problem-solving scenarios, emphasizing the importance of diverse perspectives in finding effective solutions.

Key Points and Facts About Problem-Solving Techniques

Problem-Solving: A Managerial Necessity

  • Problem-solving skills are vital for managers in any industry.
  • They help in addressing customer needs and internal organizational challenges.

Organizational Application

  • Challenges : Addressing growth, design, user engagement, team culture, and happiness.
  • Solution Development : Strategies for developing and evaluating solutions.
  • Facilitation Skills : Creating a safe space for discussions.
  • Documentation and Reflection : Essential for tracking the problem-solving process.

Managerial Skills for Problem-Solving

  • Leadership : Building trust and collaboration.
  • Detail-Oriented : Focusing on small but significant details.
  • Communication : Effective dialogue about obstacles and solutions.
  • Adaptability : Adjusting to changing situations and information.

Strategic Problem-Solving

  • Transparent Communication : Open and honest dialogue.
  • Cross-Functional Collaboration : Breaking down organizational silos.
  • Open-Mindedness : Embracing challenges and driving innovation.
  • Solid Foundational Strategy : A well-thought-out plan for growth.

Systematic Approach

  • Define the Problem : Differentiating fact from opinion.
  • Generate Solutions : Involving stakeholders, aligning with goals.
  • Evaluate and Select : Choosing the best solution without bias.
  • Implement and Follow Up : Planning, testing, and gathering feedback.

Creative and Design Thinking

  • Human-Centered Approach : Focusing on empathy and breaking cognitive fixedness.
  • Stages : Clarify, Ideate, Develop, Implement.
  • Tools : Brainstorming, divergent thinking, and alternate worlds scenarios.

Developing Problem-Solving Skills

  • Learning and Practice : Through courses and facing real challenges.
  • Creating Safe Environments : For open idea sharing.

Data’s Role in Problem-Solving

  • Decision-Making : Using clear, trustworthy data.
  • Trend Identification : For performance optimization.

Preparing for the Future

  • Purdue’s Online MBA : Teaching latest problem-solving techniques.
  • Real-World Application : Emphasizing complex, real-world situations.

In conclusion, effective problem-solving in management combines analytical thinking, creativity, and strategic planning.

It’s about adapting to change, making informed decisions, and understanding the complex needs of both customers and the market.

See, SWOT Analysis Unveiled: Unlocking Business Potential Learn the secrets of SWOT Analysis and how it can unlock your business’s potential in this comprehensive exploration.

Action Steps

  • Define the Problem : Begin by clearly identifying and stating the problem. This involves distinguishing facts from opinions, understanding underlying causes, and consulting with involved parties.
  • Generate Alternative Solutions : Involve your team and other stakeholders to brainstorm and generate various potential solutions. Ensure these solutions align with the organization’s goals and consider both short-term and long-term impacts.
  • Evaluate and Select an Alternative : Assess each potential solution against set criteria, ensuring objectivity and considering both the proven and potential outcomes. Select the most viable option based on this evaluation.
  • Implement the Chosen Solution : Plan and execute a pilot test of the selected solution, if applicable. Ensure to gather feedback from all affected parties and seek acceptance or consensus for the solution.
  • Follow-Up and Continuous Monitoring : Establish ongoing measures to monitor the solution’s effectiveness. Be open to feedback and prepared to make necessary adjustments in response to changing circumstances or new information.

These steps represent a systematic approach to problem-solving, emphasizing the importance of involving team members, using factual information, focusing on root causes, and being adaptable and responsive to evolving situations.

Frequently Asked Questions About Problem-Solving Techniques For Managers

What Are Problem-Solving Techniques For Managers?

Problem-solving techniques for managers are a set of strategies and methods used to tackle challenges and obstacles within a team or organization.

These techniques help managers lead their teams effectively, improve workflow, and enhance customer satisfaction.

Why Are Problem-Solving Skills Important in Management?

These skills are crucial for managers to effectively lead and improve their teams.

They play a key role in achieving better team cohesion, workflow improvement, client and customer happiness, exceeding work expectations, timely project completion, and creating a welcoming work environment.

What Are Some Examples of Problem-Solving Skills for Managers?

Key skills include leadership (building trust and collaboration), being detail-oriented (noticing and utilizing small details), effective communication (discussing obstacles and solutions), and adaptability (adjusting to changing situations and information).

How Do Managers Solve Problems?

Managers can solve problems by following these steps:

  • Define the problem.
  • Examine the problem.
  • Create potential solutions.
  • Choose a solution and take action.
  • Prepare to make changes.

What Are Some Tips for Improving Problem-Solving Skills?

To improve problem-solving skills, managers should:

  • Be transparent for trust-building.
  • Encourage collaboration across teams.
  • Be open-minded about solutions and their impact.
  • Stay positive to foster a conducive working environment.
  • Observe everything for a comprehensive understanding.
  • Ask questions to gather necessary information.
  • Be creative in approaching unique challenges.
  • Provide guidance rather than direct commands.
  • Keep learning about the industry and market trends .

What Are Some Effective Problem-Solving Techniques?

Effective techniques include:

  • Transparent Communication: Ensuring open and honest dialogue.
  • Breaking Down Silos: Promoting cross-functional collaboration.
  • Open-mindedness in Teams: Encouraging team members to embrace challenges.
  • Solid Foundational Strategy: Developing a well-thought-out plan for growth.

How Is Problem-Solving a Systematic Process?

Problem-solving in management is a systematic process that involves:

  • Defining the problem.
  • Generating alternative solutions.
  • Evaluating and selecting an alternative.
  • Implementing the chosen solution.
  • Following up and continuously monitoring the solution.

What Is the Role of Data in Problem-Solving?

Data plays a crucial role in decision-making, identifying trends, and optimizing performance. Clear, trustworthy, and well-communicated data is essential for effective problem-solving.

Remember, effective problem-solving in business involves adapting to change, making informed decisions based on data, and understanding the nuanced needs of customers and the market. It’s a skill that combines analytical thinking, creativity, and strategic planning.

More About Problem-Solving Techniques

Next, you’ll find links to valuable search results that can help you stay current with any new information about Problem-Solving Techniques.

Scholar Articles

Exploring scholarly articles in Google searches yields comprehensive insights into various aspects of Problem-Solving Techniques, extending beyond the article’s scope. This approach offers deeper knowledge and a broader perspective on the subject.

  • Official website of Scholar Articles for Problem-Solving Techniques

Problem-Solving Techniques Tools

Utilizing Problem-Solving Techniques tools and software streamlines the problem-solving process, enhancing efficiency and accuracy. These resources provide structured frameworks, data analysis capabilities, and collaborative features, fostering better decision-making and problem resolution.

  • Search Results – Problem-Solving Techniques Tools

Problem-Solving Techniques Templates

Templates serve as a helpful foundation for initiating Problem-Solving Techniques. They facilitate task breakdown into manageable segments, aiding in more efficient completion.

  • Search Results – Problem-Solving Techniques Templates

Problem-Solving Techniques Examples

Examining examples is a valuable method to enhance your grasp of Problem-Solving Techniques, providing diverse insights. Explore the link below to access employee feedback and gain a broader perspective.

  • Search Results – Problem-Solving Techniques Examples

Books authored by experts offer in-depth knowledge on Problem-Solving Techniques, making them a valuable resource for those aiming to master the subject.

  • Search Results – Books About Problem-Solving Techniques

Google News provides current and archived stories about Problem-Solving Techniques, offering a reliable source to stay updated on the topic. Access it through the provided link.

See Google’s News Search Results Related to Problem-Solving Techniques.

Videos provide valuable insights into Problem-Solving Techniques. While watching, be vigilant for related content on-screen, as it can offer unexplored perspectives.

See the Most Recent Videos Related to Problem-Solving Techniques.

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References:

Problem Solving as a Manager: Definition and Tips | Indeed.com

35 problem-solving techniques and methods for solving complex problems | SessionLab

The 4 Most Effective Ways Leaders Solve Problems

What is Problem Solving? Steps, Process & Techniques | ASQ

Why Problem-Solving Skills Are Essential for Leaders

Effective Problem-Solving Techniques in Business

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MindManager Blog

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

October 26, 2023 by MindManager Blog

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

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

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

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

They include:

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

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

Let’s get started!

Problem solving diagrams

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

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

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

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

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

1. Fishbone diagrams

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

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

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

MindManager Fishbone Diagram 1

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

2. Flowcharts

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

Flowchart | MindManager

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

3. Strategy maps

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

Strategy Toolkit MindManager 2018

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

Problem solving mind maps

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

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

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

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

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

4. Mental maps

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

Mental Map | MindManager Blog

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

5. Idea maps

Mental Map | MindManager Blog

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

6. Concept maps

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

Concept Map | MindManager Blog

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

Problem solving software solutions

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

Here are three problem-solving software examples.

7. Layered process audit software

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

8. Charting software

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

9. MindManager

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

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

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

MindManager is the ultimate problem solving software.

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

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

Download a free trial today to get started!

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Mastering problem solving and decision making.

Business-people-having-discussion-solving a problem at a meeting

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

Sections of This Topic Include

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

Also, consider

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

What is Your Personal Decision-Making Style?

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

Discover Your Decision-Making Style

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

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

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

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

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

1. Define the problem

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

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

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

Defining complex problems:

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

Verifying your understanding of the problems:

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

Prioritize the problems:

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

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

Understand your role in the problem:

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

2. Look at potential causes for the problem

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

3. Identify alternatives for approaches to resolve the problem

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

4. Select an approach to resolve the problem

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

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

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

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

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

6. Monitor implementation of the plan

Monitor the indicators of success:

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

7. Verify if the problem has been resolved or not

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

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

Rational Versus Organic Approach to Problem Solving

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

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

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

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

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

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

Additional Guidelines for Problem-Solving and Decision Making

Recommended articles.

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

Additional Articles

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

General Guidelines for Decision Making

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

Various Tools and Methods for Problem Solving and Decision Making

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

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

General Resources for Problem Solving and Decision Making

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

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

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

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

For the Category of Innovation:

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

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

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7 Examples of Problem-Solving Scenarios in the Workplace (With Solutions)

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Problem-solving Scenario #3: Internal Conflicts in the Team

Problem-solving scenario #4: team not meeting targets, problem-solving scenario #5: team facing high turnover, problem-solving scenario #6: team member facing discrimination, problem-solving scenario #7: new manager unable to motivate a team, building an effective problem-solving framework, wrapping up, frequently asked questions for managers.

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Problem-Solving Scenarios for Managers

  • Talk to the team members: John begins by asking what’s holding them back. Based on their responses, he realizes that he needs to delegate better. Immediately, John schedules meetings to  clarify each member’s expectations , priorities, and roles and ensure everyone is on the same page. He also makes a note to work on his delegation skills.
  • Plan things: John creates a project timeline or task list that outlines the deadlines and deliverables for each team member and shares this with the team to ensure that everyone is aware of what is expected of them.
  • Support the team: The team sits together to establish regular check-ins or progress updates to ensure members can ask questions or raise concerns.

Problem-solving Scenario # 2 : Handling a Product Launch

  • Review and redraw plans:  Emily revisited the project plan and identified areas where the team could reduce the scope or prioritize features to meet the budget constraints.
  • Go for alternatives:  The team then explored alternative resources or suppliers to find cost-effective options. Are there any underutilized resources, equipment, or personnel from other projects or departments that can be temporarily assigned to this project? Moreover, they revisited their suppliers and negotiated further.
  • Outsourcing parts of the project:  Emily considered outsourcing some project functions to external contractors or freelancers. Eventually, they outsourced the marketing to another team and continued working on the core features.
  • Upgrade the available capacity:  Emily and her team invested in upskilling the present workforce with additional skills. It allowed some team members to explore exciting areas and supplemented the team.
  • Get both sides onboard: Taylor begins the conflict resolution process by talking to both team members. She recognizes the issue and first goes into individual discussions with both. Later, she sets up a meeting for both to share their perspectives.
  • Mediation:  In the next step, the manager encourages the two team members to talk to each other and resolve the conflict independently. Taylor describes how the optimal contribution can look different for different team members. Additionally, she encourages them to be more open and collaborative so that they understand what the other one does.
  • Preventing mistakes again:  The team holds a meeting to discuss the issue and allow other team members to express their thoughts and feelings. By not hiding the problem that happened in front of everyone, Taylor acknowledges the issues and shows that she cares about the things happening inside the team. Further, by discussing and sharing, they can build a healthy relationship to prevent similar issues in the future. 
  • Use formal tools: Lastly, they establish clear guidelines and expectations for behavior and communication within the team to prevent future conflicts. Training and coaching are also added to help team members improve their communication and conflict-resolution skills.
  • Discussions with the Sales Representatives: Donna starts by having one-on-one conversations with each team member to understand their perspectives on why the targets are not being met. After gathering insights from personal discussions, Donna calls for a team meeting. During the session, she allows team members to share their experiences, challenges, and suggestions openly. 
  • Analysis of Sales Process: Donna conducts a detailed sales process analysis, from lead generation to closing deals. She identifies bottlenecks and areas where the team might be facing difficulties. This analysis helps her pinpoint specific stages that need improvement. 
  • Setting Realistic Targets: Donna understands that overly ambitious targets might be demotivating. She collaborates with her team to develop more achievable yet challenging sales targets based on their current performance and market conditions. She organizes training sessions and workshops to help team members develop the necessary skills and knowledge to excel. 
  • Recognition and Incentives: Donna introduces a recognition program and incentives for meeting and exceeding targets to motivate the team. This helps boost morale and encourages healthy competition within the team. She closely monitors the team’s progress toward the revised targets. 
  • Conduct Exit Interviews:  As the stream of resignation continues, Neil adopts a realistic approach and starts by attempting to understand the issues his former team members face. He conducts exit interviews with the people leaving and tries to determine what’s wrong. 
  • Understand the current team:  In the next step, Neil tries to learn the perspectives of staying people. Through surveys and conversations, he lists the good parts of working in his team and emphasizes them. He also finds the challenges and works on reducing them. 
  • Change and adapt to employee needs:  These conversations help Neil enable a better work environment to help him contain turnover and attract top talent. Moving forward, he ensures that pay is competitive and work is aligned with the employee’s goals. He also involves stakeholders to create development and growth opportunities for his team.
  • Be approachable and open: Erica first ensures she can gather all the details from the team members. She provides them with a safe space and comfort to express their concern and ensures that action will be taken. She supports the targeted team members, such as access to counselling or other resources.
  • Adopt and follow an official policy: Developing and enforcing anti-discrimination policies that clearly state the organization’s commitment to diversity and inclusion is the first step to creating a safe workplace. Erica refers to the policy and takes immediate action accordingly, including a thorough investigation.
  • Reiterating commitment and goals: Providing diversity and inclusion training to all team members to help them understand the impact of discrimination and how to prevent it is essential to create a safe workplace. Erica ensures that the team members are aware of the provisions, the DEI goals set by the organization, and 
  • Connect with the team: Andrew starts by conducting one-on-one meetings with team members to understand their personal and professional goals, challenges, and strengths. Observing team dynamics and identifying any issues or obstacles hindering motivation and productivity also helps.
  • Involving team members in the process: Seeking feedback from team members on what motivates them and what they want to see from their manager to feel more inspired.
  • Enabling and empowering: Offering opportunities for growth and development, such as training, mentoring, or leadership roles, helped Andrew contribute to his team’s development. 
  • Take help from Merlin: Andrew reached out to Merlin, the AI chatbot of Risely, to get tips whenever he got stuck. Merlin sought details about his issues and shared some tips to help out Andrew. Here is what it looked like: 

andrew motivating a new team

  • Develop a problem-solving process: To get problem-solving right for multiple scenarios repeatedly, the key is to remember and set a problem-solving approach that works across the board. A wide-ranged problem-solving process that begins with identification and concludes at the resolution helps managers navigate various challenges the profession throws us. 
  • Learn to identify problems: The key to solving problems is placing them at the right moment. If you let some problems pester for long, they can become more significant issues for the teams. Hence, building the understanding to identify issues is essential for managers.
  • Think from multiple perspectives: As a problem-solver, you must care for various parties and stakeholders. Thus, thinking from numerous perspectives and considering ideas from a broad spectrum of people is a core skill. 
  • Consistently work on skills: Like other managerial skills, problem-solving skills need constant practice and review. Over time, your skills can become more robust with the help of assessments and toolkits. Tools like Risely can help you with resources and constant guidance to overcome managerial challenges. Check out Risely today to start reaching your true potential.

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What is problem management.

Problem management is the process of identifying and managing the causes of incidents on an IT service. It is a core component of ITSM frameworks.

The closer you get to real incident experts, the less you actually hear the question: “What caused the incident?”  Sure, you’ll hear it plenty from executives, and customers, and the press. But the experts know better. Because the answer to “what caused the incident” is often dry and non-helpful: a rewritten config file, a corrupted database entry.

But what were the contributing causes behind the thing that caused the incident? What were the factors that led up to the incident? How is it possible that a config file could be rewritten? What conditions create a corrupted database entry? These are the questions you hear experts ask. And they’re at the heart of problem management.

Problem management isn’t just about finding and fixing incidents, but identifying and understanding the underlying causes of an incident as well as identifying the best method to eliminate that root cause. Moreover, pinpointing the cause has no value to an organization if it’s a cut-off process completed by a siloed team, so problem management should be constant and widely practiced across multiple teams, including IT, security, and software developers. An incident may be over once the service is up and running again, but until the underlying causes and contributing factors are addressed, the problem remains.

The relationship between problem management and other key ITIL processes

Problem management works alongside incident management and other ITIL practices to form an overall ITSM strategy.

Problem management vs. incident management

ITIL defines a problem as a cause, or potential cause, of one or more incidents. The behaviors behind effective incident management and effective problem management are often similar and overlapping, but there are still key differences. For example, rolling back a recently deploy may get the service operating again and end the incident, but the underlying problem remains.

That said, we believe that problem management and incident management practices are becoming increasingly intertwined. During the times between incidents, IT teams can focus their efforts on problem investigations that lead to improvements and better service quality. This is how problem management becomes the most valuable to the organization.

Problem management and change management

Change management is the process of planning, tracking, and releasing changes without service disruption or downtime. 

When a change does cause disruption or downtime, that change is analyzed during incident and problem management processes.

Problem management and knowledge management

Knowledge management creates a repository of solutions and documentation for common procedures and even incident workarounds. When used together, a healthy knowledge management practice can enable faster incident resolution and fewer incidents altogether.

Problem management and service request management

Service request management is the practice of processing a request from a user for something to be provided, such as access to applications, software enhancements, and information. It can sometimes be difficult to distinguish a service request from an incident. In fact, the two were not distinguished and both lumped into the category “incidents” until the release of ITIL V3 in 2007. ITIL now defines an incident as ‘an unplanned interruption to an IT service or reduction in the quality of an IT service.’ It defines a service request as “a formal request from a user for something to be provided – for example, a request for information or advice; to reset a password; or to install a workstation for a new user.”

What are the benefits of problem management?

Done right, problem management unleashes many benefits for the business.

Decrease time to resolution

Teams that unlock the problems behind today’s incident will be better prepared to attack incidents in the future. By codifying best practices around problem analysis, teams will be able to more quickly respond and take action during the next service disruption.

Avoid costly incidents

Avoiding incidents will save time, money, and lots of pain. According to Gartner , many organizations report downtime costing more than $300,000 per hour. For some web-based services, that number can be dramatically higher. 

Increase productivity

Stop responding to incidents so frequently and return resources and time to teams who could be shipping new value to customers.

Empower your team to find and learn from underlying causes

When organizations effectively practice problem management, teams continually investigate, learn from incidents, and ship valuable updates. Unfortunately, many enterprises create a siloed problem management team that is too far removed from day-to-day operations to eliminate the most pressing problems.

Promote continuous service improvement 

Problem management prevents incidents and also delivers value. For instance, fixing an incident causing low level performance also ships valuable service quality improvements.

Increase customer satisfaction

Better problem management leads to fewer incidents, and happier customers. Alternatively, customer patience wears thin when they notice the same incident happening multiple times. Decreasing the occurrence of repeat incidents builds customer trust.

The problem management process

At Atlassian, we advocate bringing the problem and incident management processes closer together.

When problem management is a heavy, siloed, and separate process, companies can end up creating a dumping ground of problems. This backlog is where problem issues go to die in some teams. It’s best to get problems in front of the teams that can handle and do valuable investigations.

That all being said, it’s good to understand the main steps that contribute to a problem management process. Such as:

  • Problem detection  - Proactively find problems so they can be fixed, or identify workarounds before future incidents happen.
  • Categorization and prioritization - Track and assess known problems to keep teams organized and working on the most relevant and high-value problems.
  • Investigation and diagnosis - Identify the underlying contributing causes of the problem and the best course of action for remediation.
  • Create a known error record  - In ITIL, a known error is “a problem that has a documented root cause and a workaround.” Recording this information leads to less downtime if the problem triggers an incident. This is typically stored in a document called a known error database.
  • Create a workaround, if necessary - A workaround is a temporary solution for reducing the impact of problems and keeping them from becoming incidents. These aren’t ideal, but they can limit business impact and avoid a customer-facing incident if the problem can’t be easily identified and eliminated.
  • Resolve and close the problem - A closed problem is one that has been eliminated and can no longer cause another incident.

Problem management best practices and tips

Like we mentioned earlier, the most effective problem management teams we’ve seen blend problem management and incident management.

Setting problem management as a separate practice creates a challenge where the problem team becomes a bottleneck or focuses on the wrong things, like problems from external vendors that they have no control over. Root causes are often not investigated until long after the incident has happened. 

In many cases, your team may benefit from integrating incident management and problem management practices. This is a proactive approach that allows you to understand what led to the incident at the same time you work to resolve it. For example, resolving an incident in software requires identifying poor code (the cause), and then developing replacement code to avoid further incidents (the fix).

Weaving problem and incident together means when teams aren’t in response mode they can look to problems that are most impacting service and performance quality and get ahead, to prevent future incidents. 

Problem management tips

Avoid relying on reactive, root-cause analysis.

There is rarely just one root cause behind an incident or problem. The best teams holistically consider all potential contributing factors and practice blameless analysis .

Encourage an open environment where problems are shared

Problem and incident analysis should be an open conversation where team members are encouraged to share the facts without fear of punishment or retribution.

Focus on critical services

Prioritize addressing the problems affecting the services that deliver the most value to the organization.

Ask questions and use the ‘5 whys’

Many teams find success using the “5 Whys” technique Taiichi Ohno, the architect of the Toyota Production System. Check out the Atlassian Team Playbook play to learn more.

Spread the knowledge

Open teams share knowledge and insights that their colleagues and adjacent teams can learn from.

Become a learning organization

Effective problem management isn’t something with an end date. Even the best-performing organizations have incidents. The truly world class teams are the ones who constantly iterate on their process, improve it, and lessen the impact of problems on their colleagues and customers.

Track follow-up

It’s important to develop a clear and standardized way to stay on top of follow-up actions. Since you should always be practicing problem management, it’s important to use ITSM software that will enable your team to prioritize tasks, track progress, and help associate incident issues with problems.

Incidents are often described as an unplanned investment in the future reliability of your service. An effective problem management delivers valuable service improvements, while identifying and eliminating the driving forces behind incidents.  

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Problem management is the discipline of proactively and reactively identifying IT issues and solutions to minimize any impact on an IT team’s ability to deliver services to end users.

Issues within IT services are called incidents and problems, which differ based on their frequency, impact, and solutions. In general, multiple recurring incidents are considered problems that are likely to continue if left unaddressed.

IT services include a complex system of interdependent applications, software, hardware, IT infrastructure and other technologies. Service disruptions can disrupt an organization’s goal of continual service improvement and create serious reputational and financial issues for an organization, so their IT teams need to prioritize solving problems efficiently and effectively.

Proactive problem management is an important component of an organization’s approach. It is necessary to identify incidents and known problems and solve errors before they cascade into even larger ones.

Thankfully, organizations can utilize automation to help better manage the impact of incidents and problems, delivering improved services and more resilient applications to maximize uptime. This can lead to reduced costs and improved decision-making. Problem management can also use templates, such as ones focused on escalation information and problem reviews, to minimize human resources previously dedicated to key problem management tasks.

Organizations that are starting or improving a robust problem management process must also manage organizational change . 1   (link resides outside ibm.com) Robust problem management not only addresses incidents in an organization’s tech stack, but it also compels that organization to explore better ways to address incidents across their operations. Effective problem management requires rigorous categorization and prioritization, which subsequently allow the business to address its most pertinent problems. Ideally, an organization will focus on solving major incidents and major problems first and then transition to other incidents and problems that have a less pronounced impact on the business.

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Problem management is intended to prevent the incident from reoccurring by addressing the root cause. It is related to incident management in that if the incident has occurred several times, it should be diagnosed and investigated as a problem or known error.

Incident management without problem management only addresses symptoms and not the underlying cause, leading to similar incidents occurring in the future. Effective problem management identifies a permanent solution to problems, decreasing the number of incidents an organization will have to manage in the future.

Ultimately, problem management seeks to understand the problem lifecycle, identify the root cause of the problem and fix the conditions 2 (link resides outside ibm.com) that led to its creation.

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

Proactive problem management involves more investigative work on why a problem is happening and building a solution to prevent it from happening again. This type of problem management is more concerned with identifying the root cause, so the team can deploy a lasting solution that helps to avoid future problems.

Effective problem management is an important component of IT service management (ITSM). ITSM is how an organization ensures its IT services work in the way that its users and business need them to work. The goal of any organization’s ITSM strategy is to enable and maintain optimal deployment, operation and management of every single IT resource. Problem management is a core component of ITSM.

Organizations often utilize several native and open-source strategies for accomplishing ITSM, especially using the Information Technology Infrastructure Library (ITIL).

ITIL is the most widely adopted best-practices guidance framework for implementing and documenting ITSM. ITIL problem management uses ITIL processes to minimize the foundational work that needs to go into addressing any one problem. Many problems that organizations face such as server outages and cyber security issues have happened before to other organizations and can often have standardized responses. Therefore, ITSM approaches often incorporate ITIL to minimize the required amount of custom work to solve IT problems.

Most problem management approaches follow a similar pattern of assessment, logging, analysis, and solution. Each component is necessary to ultimately solve the problem.

  • Problem detection: Automated systems or IT professionals identify recurring incidents that could be classified as a problem.
  • Problem assessment: This involves the identification and categorization of an incident as a problem record or as an unrelated issue that is unlikely to occur again.
  • Problem logging:  This involves the IT team logging the identified problem and tracking each occurrence. Problem management teams that encounter a problem log it, often via a self-service platform, to create a problem record, which is the comprehensive accounting for the problem, any related incidents, where and how the problem occurred, the root cause analysis and the solution. That creates a known error record that is entered in the known error database (KEDB). Advanced organizations will often combine their problem-management and knowledge-management approaches.
  • Root cause analysis: The organization studies the underlying issues behind these problems and develops a roadmap to create a long-term solution.
  • Solve the problem: When an IT team understands the problem and its root cause, it can address the problem (also known as problem control). This can involve a quick or protracted response depending on the severity or complexity of the problem.
  • Error control: Finally, an organization that successfully diagnoses 3 (link resides outside ibm.com) and solves the problem through a work-around or a permanent resolution conducts error control for that problem.

Problem management requires a well-thought-out approach to ensure a team is allocating resources as efficiently as possible. Fortunately, problem management teams can utilize several levers to successfully address problems effectively and efficiently, getting to the root cause and creating solutions that can stop the problem from happening again.

The Pareto principle, also known as the Pareto 80:20 rule, states that about 80% of problems arise from 20% of the causes. Put another way, an overwhelming majority of problems stem from a few major causes. Therefore, problem solving for those 20% of issues will efficiently solve many of the organization’s problems. 

Problem management teams ask why something happened five times to help get to the root cause of any problem. Addressing user experience is a good example of the five whys in action.

  • Why #1: Users report substandard experience because of long load times.
  • Why #2: The website takes too long to load because of slow or overloaded servers.
  • Why #3: Inefficient code causes the server to run slowly.
  • Why #4: Poorly written database queries fetch unnecessary data leading to inefficient code.
  • Why #5: Overly complicated queries with multiple nested subqueries, which ultimately contribute to the long load time.

Therefore, DevOps can solve the user experience problem by simplifying the query structure.

Root cause analysis (RCA) is the quality management process by which an organization searches for the root of a problem, issue or incident after it occurs. Organizations need to find the root cause of any problem to effectively solve the problem.

This is a tool (link resides outside ibm.com) for identifying the potential causes of a specific problem. It places the problem or effect at the “head” of the fish while using the “bones” to list potential causes organized by categories. It is like the five whys approach, but it adds more structure to the potential causes part of the cause analysis.

The goal of problem management is to minimize downtime, increase efficiency and improve service delivery. Below are some of the more impactful benefits of problem management.

  • Enhanced security: Identifying the underlying cause of incidents is an important part of cyber risk management . Organizations that merely patch or resolve individual incidents without exploring their root cause may never discover significant security issues. Problem management teams can work in coordination with security professionals to understand which incidents and problems result from malicious actors or security flaws; both of which can create catastrophic problems for the organization.
  • Increased customer satisfaction: Customers have certain expectations about their services and are unhappy whenever they don’t receive the services that they expected or paid for. Organizations that cannot deliver service reliably risk losing customers and will struggle to recruit new ones. Customers can tolerate occasional disruptions to service, like the inability to access a website or application due to a traffic overload or a chatbot malfunctioning. However, they will have less tolerance for sustained downtime or potential risks to cyber-criminal activity. Incidents that cascade into larger problems are likely to create unhappy customers. By prioritizing problem identification and problem resolution, organizations can minimize downtime and create happier customers.
  • Improved knowledge management: Long-standing organizations have likely encountered many types of tech incidents and problems throughout their history. Organizations that prioritize knowledge management , the process of identifying, organizing, storing and disseminating information in a knowledge base within an organization, as part of their problem management approach have a better chance of avoiding repeat incidents. By capturing this information in a problem record, organizations can create known error databases so they can avoid future incidents and create permanent solutions.
  • Increased productivity and employee satisfaction: Organizations have two options when pursuing problem management: reactive problem management or proactive problem management. IT employees join organizations to work on large problems and make meaningful differences. They do not want to repeatedly fix the same recurring problems without having the chance to work on higher-level opportunities. Organizations need sophisticated problem management to improve their IT operations and to keep employees happy and engaged.

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

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

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1  Problem Management: A Practical Guide (link resides outside ibm.com), Jim Bolton III and Buff Scott III, 2016 

2  What is root cause analysis? A proactive approach to change management (link resides outside ibm.com), CIO, 6, May 2022

3  Problem Management: Frequently Asked Questions (link resides outside ibm.com), University of Minnesota

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7 Steps for Effective Problem Management in IT

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

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

What Is Problem Management?

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

ProjectManager's kanban board

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

ITIL & Problem Management

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

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

Types of Problem Management & Related Processes

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

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

Incident Management vs. Problem Management

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

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

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

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

Problem Management Team

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

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

The Problem Management Process

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

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

1. Detection

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

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

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

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

3. Diagnosis

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

4. Workaround

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

5. Known Error Record

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

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

6. Resolution

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

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

Why Is Problem Management Important?

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

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

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

ProjectManager Helps Problem Management

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

Log Problems & Build Projects

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

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

ProjectManager's list view with a task overlay

Track Progress

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

ProjectManager’s dashboard view, which shows six key metrics on a project

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

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

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26 Good Examples of Problem Solving (Interview Answers)

By Biron Clark

Published: November 15, 2023

Employers like to hire people who can solve problems and work well under pressure. A job rarely goes 100% according to plan, so hiring managers will be more likely to hire you if you seem like you can handle unexpected challenges while staying calm and logical in your approach.

But how do they measure this?

They’re going to ask you interview questions about these problem solving skills, and they might also look for examples of problem solving on your resume and cover letter. So coming up, I’m going to share a list of examples of problem solving, whether you’re an experienced job seeker or recent graduate.

Then I’ll share sample interview answers to, “Give an example of a time you used logic to solve a problem?”

Problem-Solving Defined

It is the ability to identify the problem, prioritize based on gravity and urgency, analyze the root cause, gather relevant information, develop and evaluate viable solutions, decide on the most effective and logical solution, and plan and execute implementation. 

Problem-solving also involves critical thinking, communication, listening, creativity, research, data gathering, risk assessment, continuous learning, decision-making, and other soft and technical skills.

Solving problems not only prevent losses or damages but also boosts self-confidence and reputation when you successfully execute it. The spotlight shines on you when people see you handle issues with ease and savvy despite the challenges. Your ability and potential to be a future leader that can take on more significant roles and tackle bigger setbacks shine through. Problem-solving is a skill you can master by learning from others and acquiring wisdom from their and your own experiences. 

It takes a village to come up with solutions, but a good problem solver can steer the team towards the best choice and implement it to achieve the desired result.

Watch: 26 Good Examples of Problem Solving

Examples of problem solving scenarios in the workplace.

  • Correcting a mistake at work, whether it was made by you or someone else
  • Overcoming a delay at work through problem solving and communication
  • Resolving an issue with a difficult or upset customer
  • Overcoming issues related to a limited budget, and still delivering good work through the use of creative problem solving
  • Overcoming a scheduling/staffing shortage in the department to still deliver excellent work
  • Troubleshooting and resolving technical issues
  • Handling and resolving a conflict with a coworker
  • Solving any problems related to money, customer billing, accounting and bookkeeping, etc.
  • Taking initiative when another team member overlooked or missed something important
  • Taking initiative to meet with your superior to discuss a problem before it became potentially worse
  • Solving a safety issue at work or reporting the issue to those who could solve it
  • Using problem solving abilities to reduce/eliminate a company expense
  • Finding a way to make the company more profitable through new service or product offerings, new pricing ideas, promotion and sale ideas, etc.
  • Changing how a process, team, or task is organized to make it more efficient
  • Using creative thinking to come up with a solution that the company hasn’t used before
  • Performing research to collect data and information to find a new solution to a problem
  • Boosting a company or team’s performance by improving some aspect of communication among employees
  • Finding a new piece of data that can guide a company’s decisions or strategy better in a certain area

Problem Solving Examples for Recent Grads/Entry Level Job Seekers

  • Coordinating work between team members in a class project
  • Reassigning a missing team member’s work to other group members in a class project
  • Adjusting your workflow on a project to accommodate a tight deadline
  • Speaking to your professor to get help when you were struggling or unsure about a project
  • Asking classmates, peers, or professors for help in an area of struggle
  • Talking to your academic advisor to brainstorm solutions to a problem you were facing
  • Researching solutions to an academic problem online, via Google or other methods
  • Using problem solving and creative thinking to obtain an internship or other work opportunity during school after struggling at first

You can share all of the examples above when you’re asked questions about problem solving in your interview. As you can see, even if you have no professional work experience, it’s possible to think back to problems and unexpected challenges that you faced in your studies and discuss how you solved them.

Interview Answers to “Give an Example of an Occasion When You Used Logic to Solve a Problem”

Now, let’s look at some sample interview answers to, “Give me an example of a time you used logic to solve a problem,” since you’re likely to hear this interview question in all sorts of industries.

Example Answer 1:

At my current job, I recently solved a problem where a client was upset about our software pricing. They had misunderstood the sales representative who explained pricing originally, and when their package renewed for its second month, they called to complain about the invoice. I apologized for the confusion and then spoke to our billing team to see what type of solution we could come up with. We decided that the best course of action was to offer a long-term pricing package that would provide a discount. This not only solved the problem but got the customer to agree to a longer-term contract, which means we’ll keep their business for at least one year now, and they’re happy with the pricing. I feel I got the best possible outcome and the way I chose to solve the problem was effective.

Example Answer 2:

In my last job, I had to do quite a bit of problem solving related to our shift scheduling. We had four people quit within a week and the department was severely understaffed. I coordinated a ramp-up of our hiring efforts, I got approval from the department head to offer bonuses for overtime work, and then I found eight employees who were willing to do overtime this month. I think the key problem solving skills here were taking initiative, communicating clearly, and reacting quickly to solve this problem before it became an even bigger issue.

Example Answer 3:

In my current marketing role, my manager asked me to come up with a solution to our declining social media engagement. I assessed our current strategy and recent results, analyzed what some of our top competitors were doing, and then came up with an exact blueprint we could follow this year to emulate our best competitors but also stand out and develop a unique voice as a brand. I feel this is a good example of using logic to solve a problem because it was based on analysis and observation of competitors, rather than guessing or quickly reacting to the situation without reliable data. I always use logic and data to solve problems when possible. The project turned out to be a success and we increased our social media engagement by an average of 82% by the end of the year.

Answering Questions About Problem Solving with the STAR Method

When you answer interview questions about problem solving scenarios, or if you decide to demonstrate your problem solving skills in a cover letter (which is a good idea any time the job description mention problem solving as a necessary skill), I recommend using the STAR method to tell your story.

STAR stands for:

It’s a simple way of walking the listener or reader through the story in a way that will make sense to them. So before jumping in and talking about the problem that needed solving, make sure to describe the general situation. What job/company were you working at? When was this? Then, you can describe the task at hand and the problem that needed solving. After this, describe the course of action you chose and why. Ideally, show that you evaluated all the information you could given the time you had, and made a decision based on logic and fact.

Finally, describe a positive result you got.

Whether you’re answering interview questions about problem solving or writing a cover letter, you should only choose examples where you got a positive result and successfully solved the issue.

Example answer:

Situation : We had an irate client who was a social media influencer and had impossible delivery time demands we could not meet. She spoke negatively about us in her vlog and asked her followers to boycott our products. (Task : To develop an official statement to explain our company’s side, clarify the issue, and prevent it from getting out of hand). Action : I drafted a statement that balanced empathy, understanding, and utmost customer service with facts, logic, and fairness. It was direct, simple, succinct, and phrased to highlight our brand values while addressing the issue in a logical yet sensitive way.   We also tapped our influencer partners to subtly and indirectly share their positive experiences with our brand so we could counter the negative content being shared online.  Result : We got the results we worked for through proper communication and a positive and strategic campaign. The irate client agreed to have a dialogue with us. She apologized to us, and we reaffirmed our commitment to delivering quality service to all. We assured her that she can reach out to us anytime regarding her purchases and that we’d gladly accommodate her requests whenever possible. She also retracted her negative statements in her vlog and urged her followers to keep supporting our brand.

What Are Good Outcomes of Problem Solving?

Whenever you answer interview questions about problem solving or share examples of problem solving in a cover letter, you want to be sure you’re sharing a positive outcome.

Below are good outcomes of problem solving:

  • Saving the company time or money
  • Making the company money
  • Pleasing/keeping a customer
  • Obtaining new customers
  • Solving a safety issue
  • Solving a staffing/scheduling issue
  • Solving a logistical issue
  • Solving a company hiring issue
  • Solving a technical/software issue
  • Making a process more efficient and faster for the company
  • Creating a new business process to make the company more profitable
  • Improving the company’s brand/image/reputation
  • Getting the company positive reviews from customers/clients

Every employer wants to make more money, save money, and save time. If you can assess your problem solving experience and think about how you’ve helped past employers in those three areas, then that’s a great start. That’s where I recommend you begin looking for stories of times you had to solve problems.

Tips to Improve Your Problem Solving Skills

Throughout your career, you’re going to get hired for better jobs and earn more money if you can show employers that you’re a problem solver. So to improve your problem solving skills, I recommend always analyzing a problem and situation before acting. When discussing problem solving with employers, you never want to sound like you rush or make impulsive decisions. They want to see fact-based or data-based decisions when you solve problems.

Next, to get better at solving problems, analyze the outcomes of past solutions you came up with. You can recognize what works and what doesn’t. Think about how you can get better at researching and analyzing a situation, but also how you can get better at communicating, deciding the right people in the organization to talk to and “pull in” to help you if needed, etc.

Finally, practice staying calm even in stressful situations. Take a few minutes to walk outside if needed. Step away from your phone and computer to clear your head. A work problem is rarely so urgent that you cannot take five minutes to think (with the possible exception of safety problems), and you’ll get better outcomes if you solve problems by acting logically instead of rushing to react in a panic.

You can use all of the ideas above to describe your problem solving skills when asked interview questions about the topic. If you say that you do the things above, employers will be impressed when they assess your problem solving ability.

If you practice the tips above, you’ll be ready to share detailed, impressive stories and problem solving examples that will make hiring managers want to offer you the job. Every employer appreciates a problem solver, whether solving problems is a requirement listed on the job description or not. And you never know which hiring manager or interviewer will ask you about a time you solved a problem, so you should always be ready to discuss this when applying for a job.

Related interview questions & answers:

  • How do you handle stress?
  • How do you handle conflict?
  • Tell me about a time when you failed

Biron Clark

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11 Best Administrative Skills for Your Resume (With Examples)

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Discover the top administrative skills to make your resume stand out

Having strong administrative skills means you're able to plan events and projects, manage time, and keep things organized and running like a well-oiled machine. It also means you come to the table with the ability to communicate and engage with the customers, clients, and stakeholders of a company. 

Though administrative skills are necessary for jobs like Administrative Assistants, Receptionists, and Office Managers, they also add value to virtually any position across the various industries you might find yourself employed in. Since they're highly valued by employers, it benefits you to ensure you highlight sought-after administrative skills on your resume. 

In this post, we cover:

What administrative skills are

Why administrative skills on resumes are important

Some of the most in-demand administrative skills for resumes

How to highlight administrative skills on resumes

Where to include administrative skills on resumes

Administrative skills defined

Administrative skills are a series of qualities that, when combined, allow you to help manage a business or department or run an office. They include both hard skills, like knowing how to use a specific software application, and soft skills, like communication and problem solving. Examples of essential administrative tasks might include communicating with employees, filing, running reports, calendar management, and answering client questions. 

Why administrative skills are important to employers

People with strong administrative skills tend to be reliable self-starters with the ability to organize and manage time well. With a diverse skill set, they're valued by employers because they help organizations to maintain productivity and keep things running smoothly - they're a cornerstone of a company's success.  Any successful business will not only have administrative staff with strong administrative skills on their resume, but will also have other employees throughout the organization that apply these types of skills in their various jobs.

Administrative skills are also some of the most transferable skills between industries and job types. Administrative skills required for a role in the marketing sector would be applicable and transferable to the energy sector, for example. 

What are some of the most in-demand administrative skills for resumes?

When it comes to administrative skills on resumes, there are many that can make you stand out to hiring teams. Here are 11 of the top administrative skills to consider for your resume, and why they're important. 

1. Communication

Communication - both verbal and written - is a daily requirement for virtually any position. Those in administrative positions often need to communicate in different forms with a variety of people, both internal and external to the business, from employees and executives to clients and contractors. 

2. Microsoft 365

We're all familiar with certain Microsoft 365 applications, like Microsoft Word and Outlook. However, those with solid technical administrative skills on their resume tend to be knowledgeable in how to use all applications in the suite, including Excel, PowerPoint, and OneDrive. 

3. Organization

With the many plates employees often have spinning all at once, it's vital they hone in on the administrative skill of organization. In fact, it's one of the most important administrative skills to ensure things run smoothly within a team, department, or business. When you're organized, you tend to have good time management and planning skills as well, which are also sought-after administrative skills on resumes. 

4. Problem solving

We're constantly solving problems every day, including at work. A good problem solver identifies the problem, proposes solutions, chooses the best solution, and implements the it. Strong problem solvers support business continuity, innovation, and inspiration, making it a highly valuable administrative skill on resumes.  

5. Scheduling

Though essentially all employees have to maintain their schedules, administrative positions, in particular, often have the daunting task of keeping up with several schedules at once. In addition to calendar management, Administrators often have to coordinate and schedule meetings, travel arrangements, and events for the teams or individuals they support, making scheduling a vital technical skill to have.  

6. Flexibility

Change is the only constant, as they say, which requires flexibility. Employees need to be flexible to successfully adapt to changing priorities, demands, and requests. Without flexibility, work can be more stressful and productivity can take a hit.  

7. Working well under stress

Tight deadlines, quick turnaround times, multiple requests, several projects all at once, and day-to-day tasks can feel like a lot for any employee. Being able to work well under stress is necessary to stay on top of things without becoming overwhelmed, which can slow things down. When you work well under stress, you also tend to be good at multitasking, another valuable administrative skill. 

8. Customer service

For positions that are customer and client facing, strong interpersonal and customer service skills are necessary administrative skills. This is especially true for service and support-oriented positions. 

9. Teamwork

Though administrative professionals tend to be on point to keep things operating as needed, they do so as part of a team. The same goes for individual contributors who, while being responsible for their own tasks and activities, contribute to the department and generally work as part of a team to accomplish department and organizational goals and objectives. 

10. Detail orientation

When you're managing calendars, sharing business information, planning events, or drafting presentations, you must pay attention to the details to ensure accuracy and efficiency. Mistakes in these areas can be costly - if not in terms of dollars, in terms of added stress and lost time. As such, employers want to know they can trust you to adequately cross all the t's and dot all the i's when they hire you to do a job, making attention to detail an in-demand administrative skill.    

11. Event coordination

Administrative professionals, in particular, are often responsible for planning events of varying sizes. Coordinating company events, holiday parties, staff meetings, and more can all fall under the administrative umbrella. What's great about highlighting event coordination skills is that you're showing several other administrative skills at the same time, including organization, communication, multitasking, collaboration, and problem-solving.

Additional administrative skills for resumes 

The above list is just a launching point to help you get started with your own list of administrative skills to include on your resume. Below are some additional hard and soft skills often found on administrative resumes to provide even more inspiration.

Administrative hard skills for resumes

Office equipment use

Database management

Videoconferencing

Expense reporting

Google Docs

File management

Administrative soft skills for resumes

Decision-making

Interpersonal skills

Prioritization

Active listening

Critical thinking

Open-mindedness

How to highlight administrative skills on your resume

Make a list of your administrative-related skills and accomplishments. Using this post as inspiration, sit down and thoughtfully list all of the administrative skills you possess. From there, make a list of all of the administrative duties and responsibilities you've held, as well as any work accomplishments related to administrative skills you've applied or positions you've held. 

Refer to the job description. Review the job description you're interested in and highlight any administrative skills and experience required. Then, compare that to the list you created based on your work history. Be sure your resume includes the administrative skills and experience you have that align with the job description. This is a great way to incorporate keywords into your resume to pass an employer's applicant tracking system , or ATS, and grab the attention of hiring managers.

Showcase soft and hard (technical) skills throughout your resume. For maximum benefit, highlight both hard and soft administrative skills throughout your resume. Hard skills are measurable and learned skills, whereas soft skills are intangible and difficult to measure, though vital for job success. We discuss where and how to include hard and soft skills in the next section. 

Highlight soft skills through on-the-job accomplishments and achievements. Unlike with technical skills, you don't want to merely list soft skills on your resume. Instead, you want to show off your soft skills through the achievements you choose to highlight. For example, consider the following:

Oversaw and coordinated a 5-hour corporate event for 1,000 employees, showcasing the executive team and highlighting employee achievements and milestones for 2023

This achievement highlights organization, time management, attention to detail, critical thinking, and creativity administrative soft skills, to name a few. 

Where to highlight administrative skills on your resume

Now that you know how to come up with administrative skills to include on a resume, where can you incorporate them? Any of the following are excellent options:

Resume Summary

Skills or core competencies section.

Experience section

Certifications section

Additional sections.

Your resume summary , that sits just below your contact information, is where you can pack a punch to entice resume readers to keep reading. Here are a couple of examples of how to include administrative skills in your resume summary:

Administrative professional example

Administrator with over 5 years of experience working with C-suite executives to navigate organizational challenges and provide solutions to maintain business continuity and operations. Managed up to 15 calendars at one time using effective scheduling, time management, and organizational skills. 

What are some of the administrative skills this summary speaks to? How about:

Communication

Organization

Problem solving

Time management

Stress management

Multitasking

Non-administrative individual contributor example

Focused engineering professional with 10 years of experience in the oil & gas sector. Leverages solid problem-solving skills to address concerns in high-stakes environments, with the flexibility required to adjust priorities and maintain productivity. Organized and led a $2M pipeline construction project to upgrade pipeline requirements, meeting current industry standards. 

Some of the administrative skills that this summary highlights include:

Prioritizing

Flexibility

Attention to detail

It can be beneficial to include a Core Competencies section just below your resume summary to showcase your technical skills, as well pertinent soft skills. For example:

Core Competencies

Customer Service | Microsoft 365 | Quickbooks | Research | Scheduling   |   Enterprise Resource Planning (ERP) | Oracle Applicant Tracking System | Certified Administrative Professional (CAP) | Event Coordination

Alternatively, the hard skills listed could all also go under a Technical Skills section near the end of your resume:

Technical Skills

Enterprise Resource Planning (ERP)   |   Microsoft 365   |   Quickbooks   |   Research   |   ATS Proficiency   |   Event Coordination   |   Scheduling

Avoid being repetitive and listing the same skills in both a Core Competencies and Skills section - only choose one of the two if you don't have different skills to include in each list.

Work Experience section

Another section to highlight your stellar administrative skills is in the Work Experience section. Here's an example that showcases focus, stress management, communication, filing, organization, switchboard management, time management, and more, all in just three bullet points!

Receptionist

ABC Company, Houston, TX

July 2021 - Present

Managed switchboard for three office buildings housing over 750 employees

Answered client questions regarding products and services, handling a high call volume of 40 to 50 calls per day

Spearheaded development of a new filing system for improved organization of client cases related to issues and concerns

If you hold any administrative-related certifications, you can choose to include them in a Certifications section on your resume. Relevant certifications not only showcase acquired administrative skills and knowledge, but also indicate your dedication to professional development. 

Examples of in-demand administrative certifications are:

Microsoft 365

Certified Administrative Professional (CAP)

Administrative Assistant Certification (CAA)

Microsoft Office Specialist Certification (MOS)

Certified Associate in Project Management (CAPM)

Professional Administrative Certification of Excellence (PACE)

Finally, some might choose to highlight administrative skills on their resume by including additional sections, such as:

Volunteer Work

Hobbies & Interests

Extracurricular Activities

Special Projects

Including additional sections on a resume can benefit those who have gaps in administrative work experience, skills, or education.

Top tip: why not check out our Office Administrative Assistant resume example ?

Administrative skills = valuable assets for any resume

Whether you're applying for an administrative position or any other type of position, administrative skills on resumes add value and tend to stand out to hiring managers. Now, you're equipped with some of the most in-demand administrative skills to include on your resume, as well as advice on how and where to incorporate them. With these tips, you'll be landing those interviews in no time! 

Are you representing administrative skills on your resume appropriately? Why not submit it for a free resume review to find out?

Recommended reading:

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See how your resume stacks up.

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An official website of the United States government

Grants Management Specialist (Tribal Justice/Problem Solving Courts)

Department of justice, bureau of justice assistance, policy office, courts, communities and strategic partnerships team.

This position is on the Courts, Communities, and Strategic Partnerships Team. Policy Office, Bureau of Justice Assistance, and serves as a Senior Policy Advisor and expert/authority designing and directing efforts involving tribal justice, problem solving courts and/or related areas.

  • Accepting applications

Open & closing dates

02/05/2024 to 02/27/2024

$139,395 - $181,216 per year

Pay scale & grade

1 vacancy in the following location:

  • Washington, DC 1 vacancy

Telework eligible

Yes—as determined by the agency policy.

Travel Required

Occasional travel - To attend meetings, conferences and training.

Relocation expenses reimbursed

Yes—Relocation expenses may be authorized.

Appointment type

Permanent -

Work schedule

Full-time - Full Time

Competitive

Promotion potential

Job family (series).

1109 Grants Management

Supervisory status

Security clearance.

Not Required

Announcement number

Control number, this job is open to, career transition (ctap, ictap, rpl).

Federal employees who meet the definition of a "surplus" or "displaced" employee.

Federal employees - Competitive service

Current or former competitive service federal employees.

Individuals with disabilities

Land & base management.

Certain current or former term or temporary federal employees of a land or base management agency.

Military spouses

U.S. Citizens, Nationals or those who owe allegiance to the U.S.

Peace Corps & AmeriCorps Vista

Special authorities.

Individuals eligible under a special authority not listed above, but defined in the federal hiring regulations.

Clarification from the agency

US Citienship Required. Applicant must also reside in the U.S. Applicants will be considered under Delegated Examining and/or Merit Promotion procedures based upon eligibility.

(The duties described reflect the full performance level of this position)

Contributes to the adoption of and overall knowledge in the criminal justice field, specifically tribal justice and problem-solving courts programs, responses, and treatment. Evaluates and recommends action to decision makers on concept papers, abstracts, applications for funding, and related matters to support assessment of compliance with criminal justice and tribal justice grant, cooperative agreements and contract program requirements and other relevant issues and priorities.

Provides leadership in coordinating the goals, objectives and interests of the federal government's role in supporting criminal and tribal justice problem-solving courts guidance and program leadership to state, tribal and local agencies and other criminal justice and tribal problem-solving court partners. Formulates innovative and/or comprehensive criminal justice planning strategies and program plans to accomplish agency-wide goals and objectives in criminal and tribal justice problem-solving court programs.

Researches and prepares analysis on criminal and tribal justice problem-solving court program issues, providing expert guidance or analysis in the criminal and tribal justice problem-solving court programs. Represents the organization in developing and maintaining effective relationships with national, state, tribal, and local experts, administrators, high-level officials, federal partners, policy makers, stakeholders, and planners. Serves as a BJA representative on agency or inter-agency task forces whose members include high-level DOJ officials and other executive branch representatives. Provides inter-agency liaison services to federal agencies providing specific support and services in criminal and tribal justice problem-solving court implementation.

Provides expert criminal and tribal justice problem-solving court advice and guidance relating to grant and/or cooperative agreement projects and programs with impact on major agency criminal and tribal justice problem-solving court programs. Develops and/or reviews criminal and tribal justice problem-solving court recommendations, justification and program assessment of outcomes addressing BJA program priorities. Prepares analytical reports, memorandum, concept papers, budget documents and other types of written responses that are disseminated to internal and external audiences to include various practitioner groups, researchers, Congressional committees, and the general public.

Requirements

Conditions of employment.

  • U.S. Citizenship required.
  • Subject to background/suitability investigation/determination.
  • Submit all required documents and Online Assessment Questionnaire.
  • Federal payments are required to be made by Direct Deposit.
  • Requires registration for the Selective Service. Visit www.sss.gov.
  • Pre-employment drug testing required.
  • 1-year probationary period may be required.

See Other Information for further requirements.

Qualifications

Additional information on the qualification requirements is outlined in the OPM Qualification Standards Handbook of General Schedule Positions and is available at OPM's website: https://www.opm.gov/qualifications/standards/indexes/num-ndx.asp

All qualification requirements must be met by the closing date of this announcement. SCREEN OUT FACTOR: Experience developing, implementing and managing jurisdiction-wide, multi-million dollar tribal court, tribal violent crime or treatment court programs. MINIMUM FEDERAL QUALIFICATION REQUIREMENTS Qualifying experience for the GS-14 level includes one year of specialized experience at least equivalent to the GS-13 level which is in or directly related to the line of work of the position to be filled and which has equipped the applicant with the particular knowledge, skills, and abilities to successfully perform the duties of the position. Examples of specialized experience include: experience providing expert analysis and advice on complex justice and problem solving court program issues; planned and prepared documents related to justice and problem solving court program proposals and implementation; analyzed techniques to evaluate findings related to justice and problem solving court program accomplishments; developed grant management policies in justice and problem solving court program implementation, or served as a technical expert in evaluation of complex justice and problem solving court program implementation. TECHNICAL QUALIFICATIONS: Applicants who meet the minimum qualifications as described above will be further evaluated based upon the following technical qualifications: Ability to provide advice and guidance in the design and direction of criminal justice and problem solving court implementation, such as on guidelines, Standard Operating Procedures, and grants and cooperative agreement policies. Ability to apply analytical, data-driven methods and techniques in the identification and resolution of criminal justice and problem solving court implementation issues. Ability to plan and execute work. Ability to communicate in writing. Ability to communicate effectively other than in writing.

See Other Information.

Additional information

This position is included in the bargaining unit.

TIME-IN-GRADE REQUIREMENT: Status applicants for promotion must have 52 weeks of service at the next lower grade by the closing date.

Confidential Financial Disclosure may be required.

This vacancy announcement may be used to fill additional vacancies.

As the federal agency whose mission is to ensure the fair and impartial administration of justice for all Americans, the Department of Justice is committed to fostering a diverse and inclusive work environment. To build and retain a workforce that reflects the diverse experiences and perspectives of the American people, we welcome applicants from the many communities, identities, races, ethnicities, backgrounds, abilities, religions, and cultures of the United States who share our commitment to public service.

OJP offers opportunities for flexible work schedules.

Relocation expenses may be authorized.

Recruitment incentives may be authorized.

A career with the U.S. government provides employees with a comprehensive benefits package. As a federal employee, you and your family will have access to a range of benefits that are designed to make your federal career very rewarding. Opens in a new window Learn more about federal benefits .

To explore the major benefits offered to most Federal employees, visit the Office of Personnel Management's website at http://www.usajobs.gov/ResourceCenter/Index/Interactive/Benefits#icc. Fitness Reimbursement: OJP offers a fitness reimbursement program for employees' individual fitness-related expenditures. OJP also offers credit union services, a health unit, and on-site nurse for your usage. Transit Benefits: To defray your commuting cost, we are pleased to offer the Employee Transit Benefit Program.

Review our benefits

Eligibility for benefits depends on the type of position you hold and whether your position is full-time, part-time or intermittent. Contact the hiring agency for more information on the specific benefits offered.

How You Will Be Evaluated

You will be evaluated for this job based on how well you meet the qualifications above.

You will be considered under all categories for which you are eligible. For All U.S. Citizens: Your application will be evaluated and rated under DOJ's Category Rating and Selection Procedures. Your resume and supporting documentation will be used to determine whether you meet the job qualifications listed on this announcement. If you are basically qualified for this job, your resume and supporting documentation will be compared to your responses on the online assessment questionnaire. If you rate yourself higher than is supported by your application materials, your responses may be adjusted and/or you may be excluded from consideration for this job. Your application will then be placed in one of three categories: Best Qualified, Highly Qualified, or Qualified. Names of all candidates in the best qualified category will be sent to the hiring official for employment consideration. Candidates within the best qualified category who are eligible for veterans preference will receive selection priority over non-veteran preference eligibles. For Status/Merit Promotion/VEOA candidates: Your resume and supporting documentation will be used to determine whether you meet the job qualifications listed on the announcement. If you are basically qualified for this job, your resume and supporting documentation will be compared to your responses on the online assessment questionnaire. If you rate yourself higher than is supported by your resume and application materials, your responses may be adjusted and/or you may be excluded from consideration for this job. If you are found to be among the top candidates, you will be referred to the selecting official for employment consideration. For Interagency Career Transition Assistance Plan (ICTAP)/Career Transition Assistance Plan (CTAP) applicants: The ICTAP provides eligible displaced Federal competitive service employees with selection priority over other candidates for competitive service vacancies. The CTAP provides eligible surplus and displaced competitive service employees in the Department of Justice with selection priority over other candidates for competitive service vacancies If your agency has notified you in writing that you are a displaced employee eligible for ICTAP consideration, or if your Department of Justice component has notified you in writing that you are a surplus or displaced employee eligible for CTAP consideration, you may receive selection priority if: 1) this vacancy is within your ICTAP/CTAP eligibility; 2) you apply under the instructions in this announcement; and 3) you are found well-qualified for this vacancy. Under merit promotion procedures, to be well qualified, you must satisfy all qualification requirements for the vacant position and score 85 or better on established ranking criteria. Under category rating procedures, you must satisfy all qualification requirements for the vacant position and rate equivalent to the Highly Qualified or better category using established category rating criteria.

As a new or existing federal employee, you and your family may have access to a range of benefits. Your benefits depend on the type of position you have - whether you're a permanent, part-time, temporary or an intermittent employee. You may be eligible for the following benefits, however, check with your agency to make sure you're eligible under their policies.

REMINDER: ALL DOCUMENTS MUST BE RECEIVED BY MIDNIGHT Eastern Time (Washington, D.C. time) ON THE CLOSING DATE OF THIS ANNOUNCEMENT. REQUIRED DOCUMENTS (ALL APPLICANTS): 1. Resume and/or work history profile, 2. Responses to the online questions, 3. Veterans' Preference Documentation (if applicable; see below for more information). ADDITIONAL REQUIRED DOCUMENTS (FEDERAL EMPLOYEES): 4. SF-50, Notification of Personnel Action (for current and former federal employees; see below for more information), and 5. Performance Appraisal (for current federal employees) Note: if not provided, will be required at time of interview. Note: Incomplete applications will not be considered. Your application will be considered incomplete if you do not submit all required documents. Veterans Preference In order to verify your veteran preference entitlement, please submit a copy of the Member Copy 4 of your DD-214 (Certificate of Release or Discharge from Active Duty); official statement of service from your command if you are currently on active duty that certifies you are expected to be discharged or released from active duty service within 120 days after the certification is submitted; or other official documentation (e.g., documentation of receipt of a campaign badge or expeditionary medal) that shows your military service was performed under honorable conditions. If you are a disabled veteran, a Purple Heart recipient, or widow/widower of a veteran, the spouse of a disabled veteran or the natural parent of a disabled or deceased veteran, you must submit a Standard Form (SF) 15, Application for 10-Point Veteran Preference, and the other required documentation identified on the reverse side of the SF-15 to support your preference claim. Although veteran preference points are not assigned under the category rating procedures described under How You Will Be Evaluated, veterans' preference eligibles are listed ahead of non-veterans within each category for which qualified. In addition, qualified veterans with a compensable service-connected disability of 10% or more are placed at the top of the highest quality category (i.e., Best Qualified). Veterans Employment Opportunity Act To be eligible for a Veteran Employment Opportunities Act (VEOA) appointment, a veteran must be honorably separated and either a preference eligible or have substantially completed three (3) or more years of continuous active military service. If applying for a Merit Promotion announcement and wish to be considered under the VEOA, you must submit a copy of the Member Copy 4 of your DD-214, in addition to any other required documents listed on this announcement. Interagency Career Transition Assistance Plan (ICTAP)/Career Transition Assistance Plan (CTAP) If you are claiming CTAP/ICTAP eligibility, you must submit proof by the closing date of the announcement that you meet the requirements of 5 CFR 330.605(u) for CTAP and 5 CFR 330.704 for ICTAP or you will not receive priority consideration. The proof includes a copy of the Agency notice, your most recent performance rating, and your most recent SF-50 Notification of Personnel Action for Competitive Appointment. Non-competitive Eligibility You can apply for a non-competitive appointment if you meet the basic eligibility requirements and you are eligible for special appointment such as those authorized for the severely disabled; veterans with service-connected disabilities of 30% or more; returning volunteers from the Peace Corps or Vista, Veterans' Recruitment Appointment, etc. Appropriate documentation to support your claim must be included in your application, along with the type of special appointment you are seeking Current/Former Federal Employees If you are a current/former Federal employee in a permanent, competitive service position, you must submit documents to confirm your status. Failure to submit an appropriate SF-50 will automatically disqualify you from further consideration - Submit an SF-50 (Notification of Personnel Action) or other official agency documentation that shows your current (or most recent) grade and competitive service status. (The position occupied block on the SF-50 should show a 1 and tenure block should show a 1 or 2.) - Submit your most recent Performance Appraisal (dated within the last 18 months) or a separate statement explaining why you are unable to submit your appraisal. If not provided at time of application, it will be required at time of interview.

If you are relying on your education to meet qualification requirements:

Education must be accredited by an accrediting institution recognized by the U.S. Department of Education in order for it to be credited towards qualifications. Therefore, provide only the attendance and/or degrees from schools accredited by accrediting institutions recognized by the U.S. Department of Education .

Failure to provide all of the required information as stated in this vacancy announcement may result in an ineligible rating or may affect the overall rating.

Applications for this position are being processed through an on-line applicant assessment system that has been specifically configured for Department of Justice, Office of Justice Programs applicants. Even if you have already developed a resume in USAJOBS, you will need to access this on-line system to complete the application process. To obtain information about this position and TO APPLY, please click on https://www.avuecentral.com/casting/aiportal/control/toVacancy?referenceCode=CCBCZ . If you are unable to apply online, you may contact Avue Digital Services for alternate application procedures. Please call Monday- Friday from 8AM to 5PM PST at (253) 573-1877 or email at [email protected].

Agency contact information

Gail williams.

[email protected]

Once your completed application is certified and received you will receive an acknowledgement email that your submission was successful. After a review of your complete application is made you will be notified of your status and/or referral to the hiring official. If further evaluation or interviews are required you will be contacted. After making a tentative job offer, we will conduct a suitability/security background investigation. We expect to make a final job offer within 80 days after the closing date of the announcement.

The Federal hiring process is set up to be fair and transparent. Please read the following guidance.

  • Equal Employment Opportunity (EEO) Policy
  • Reasonable accommodation policy
  • Financial suitability
  • Selective Service
  • New employee probationary period
  • Signature and false statements
  • Privacy Act
  • Social security number request

Required Documents

How to apply, fair & transparent.

This job originated on www.usajobs.gov . For the full announcement and to apply, visit www.usajobs.gov/job/777361300 . Only resumes submitted according to the instructions on the job announcement listed at www.usajobs.gov will be considered.

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

  13. Mastering Problem-Solving: Essential Guide for Managers

    The Backbone of Management: Problem-Solving Skills Why are these skills so crucial? Well, they lead to better team cohesion, improved workflow, happier clients, and timely project completion. Essentially, they make the workplace a place where everyone wants to be and where goals are met with gusto.

  14. 9 essential problem solving tools: the ultimate guide

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

  15. Mastering Problem Solving and Decision Making

    Write down a description of the cause of the problem in terms of what is happening, where, when, how, with whom, and why. 3. Identify alternatives for approaches to resolve the problem. At this point, it's useful to keep others involved (unless you're facing a personal and/or employee performance problem).

  16. Problem Solving: Essential Consulting Skills

    Problem solving is at the root of what management consultants do. Clients hire consultants to help overcome or eliminate obstacles to the clients' goals - that is, to solve problems. Sometimes the work of a consultant involves "solving" problems that haven't even materialized yet.

  17. Problem-solving in Leadership: How to Master the 5 Key Skills

    Problem-solving in leadership is a multi-faceted competency that requires conceptual thinking, planning, creativity, and collaboration. Leaders must learn to facilitate collaborative problem-solving instead of being solitary master problem-solvers. The right approach to problem-solving in leadership involves the following: Identifying the root ...

  18. 7 Examples of Problem-Solving Scenarios in the Workplace (With ...

    Problem-solving Scenario #1: Tight Deadlines and Heavy Workload. Problem-solving Scenario #2: Handling a Product Launch. Problem-solving Scenario #3: Internal Conflicts in the Team. Problem-solving Scenario #4: Team not Meeting Targets. Problem-solving Scenario #5: Team Facing High Turnover.

  19. Journey to Solutions

    1. Drill down to identify the actual problem. Use tools like the "five whys"—in which you ask what the problem is and then "why" five times, as the answers get more specific each time—to better understand the root cause.

  20. 12 Approaches To Problem-Solving for Every Situation

    Brainstorm options to solve the problem. Select an option. Create an implementation plan. Execute the plan and monitor the results. Evaluate the solution. Read more: Effective Problem Solving Steps in the Workplace. 2. Collaborative. This approach involves including multiple people in the problem-solving process.

  21. How to Use Problem Solving Skills to Reduce Costs as a ...

    The first step in problem solving is to identify the problem clearly and accurately. You need to understand the root cause, the impact, the scope, and the urgency of the problem. You can use tools ...

  22. What is problem management? A guide

    The problem management process. At Atlassian, we advocate bringing the problem and incident management processes closer together. When problem management is a heavy, siloed, and separate process, companies can end up creating a dumping ground of problems. This backlog is where problem issues go to die in some teams.

  23. Problem Management

    Problem management is the discipline of proactively and reactively identifying IT issues and solutions to minimize any impact on an IT team's ability to deliver services to end users. ... Therefore, problem solving for those 20% of issues will efficiently solve many of the organization's problems. ...

  24. 7 Steps for Effective Problem Management in IT

    The process for problem management then is a structured way to manage problems in IT projects after they are first reported by users or service desk technicians. The problem management process can be broken down into these seven steps. 1. Detection. To resolve a problem, first, you have to identify it.

  25. 26 Good Examples of Problem Solving (Interview Answers)

    Examples of Problem Solving Scenarios in the Workplace. Correcting a mistake at work, whether it was made by you or someone else. Overcoming a delay at work through problem solving and communication. Resolving an issue with a difficult or upset customer. Overcoming issues related to a limited budget, and still delivering good work through the ...

  26. 11 Best Administrative Skills for Your Resume (With Examples)

    When you're organized, you tend to have good time management and planning skills as well, which are also sought-after administrative skills on resumes. 4. Problem solving. We're constantly solving problems every day, including at work. A good problem solver identifies the problem, proposes solutions, chooses the best solution, and implements ...

  27. There's a Time and Place to Utilize GenAI

    In The Wall Street Journal, BCG's François Candelon explains how to maximize the value of GenAI, based on a study from BCG, Harvard Business School, MIT Sloan School of Management, the Wharton School at the University of Pennsylvania, and the University of Warwick. In an experiment with over 750 BCG consultants, performance in creative product innovation was 40% higher among those using GPT ...

  28. Effective problem solving

    Management document from Conestoga College, 2 pages, Assignment 1 1. Based on discussions and activities in Week 2, what are 5 things organizations can do to improve their problem solving effectiveness? Please provide in list and/or bullet form. You only need a sentence or two for each thing you identify. E

  29. Cancelled: Structured Problem Solving Like Consultants: Consulting in

    Series Overview: Building on the pilot series from 2023, GradFUTURES is pleased to launch Structured Problem Solving like Consultants interdisciplinary learning cohort. This learning cohort provides- exposure to the field of management consulting, skills and frameworks of problem-solving for consulting and experiential learning through capstone ...

  30. USAJOBS

    Grants Management Specialist (Tribal Justice/Problem Solving Courts) Department of Justice Office of Justice Programs Bureau of Justice Assistance, Policy Office, Courts, Communities and Strategic Partnerships Team ... developed grant management policies in justice and problem solving court program implementation, or served as a technical ...