an orderly systematic approach to problem solving answer

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3 December, 2018

2   comments

Problem-Solving: A Systematic Approach

By   Mike Clayton

One of the joys of Project Management is the constant need for problem-solving.

The novelty and uncertainty of a project environment constantly throw up surprises. So, a Project Manager needs to be adept at solving problems.

In this article, we look at problem-solving and offer you a structured, systematic approach.

Problem-Solving Methodologies

There are a lot of established approaches to structured problem-solving. And there is a good chance that, if you work in a large organization, one of them is in common use. Indeed, some organizations mandate a particular problem-solving methodology.

For example, in automobile manufacturing industries, the 8 Disciplines or 8-D methodology is used widely. And anywhere that Six Sigma is an important part of the toolset, you will probably find the DMAIC method of problem-solving.

Others I like include Simplex and the catchily-named TOSIDPAR. And there are still others that, whilst highly effective, are also assertively protected by copyright, making them hard to discuss in an article like this. I’m thinking of you, Synectics.

Strengths and Weaknesses

All of these methodologies offer great features. And curiously, while each one feels complete, none offers every step you might want. The reason is simple. Each approach is tailored to focus on a part of the problem-solving process. Other parts are either outside their remit or receive less emphasis.

Comparison of Approaches

The consequence is that every structured approach can miss out steps that are important in some contexts. To illustrate, let’s compare the four methodologies I have mentioned.

Resolving the Gaps

At OnlinePMCourses, we use an 8-step problem-solving approach that covers just about all of the steps that these four methodologies offer. But, before we address these, let’s take a look at some practical approaches to applying problem-solving.

Practical Implementation

Some of the best examples of project problem-solving are in two of my favorite movies:

• Apollo 13 ‘Let’s work the problem’ (Gene Kranz played by Ed Harris)
• The Martian ‘In the face of overwhelming odds, I’m left with only one option, I’m gonna have to science the shit out of this.’ (Mark Watney played by Matt Damon)

In the Apollo 13 movie, there’s a scene where one engineer dumps a big pile of stuff onto a table in front of a bunch of his colleagues.

‘The people upstairs handed us this one and we’ve gotta come through. We’ve gotta’ find a way for this {holds up square thing] fit into the hole for this [a round thing] using nothing but that [a pile of random-looking stuff]. Let’s get it organized.’

They all dive in and we hear a hubbub.

Hubbub is about as reasonable a translation of the Japanese onomatopoeic word Waigaya as I can find. The idea behind Honda’s Waigaya approach is that everyone on the team gets to contribute to the conversation. But it isn’t a simple free-for-all. There are rules:

• Everybody is equal and needs to be able to say what they think.
• The team must listen to all ideas, and discuss them until they can either prove them to be valid or reject them.
• Once someone shares an idea, they don’t own it – it belongs to the team, who can do with the idea what it wants.
• At the end of waigaya, the team has a set of decisions and responsibilities for what to do, by whom, and by when.

There is a fabulous article that is well worth reading, at the Strategy & Business site .

In The Martian, the character Mark Watney is stuck with his problem. This makes it immediate, and also easy to see the context clearly. Another idea from Japanese manufacturing harnesses the value of getting out from behind your desk and going to where the problem is. It’s called ‘ going to the gemba’ – literally, ‘going to the place’ .

There is magic, when we get up, move about, and gather where the problem is happening. Going to the gemba and convening a waigaya is a great way to kick-off even the most complex problem-solving. Unless, that is, the gemba is halfway to the moon, or on Mars.

Recommended 8-Step Problem Solving Method

To reconcile the different methodologies for solving problems on projects, I have developed my own approach. It was tempting just to take the 17 steps in the chart above. But I also found that those four still miss some steps I find important to remember.

Would anyone think a 20-step Problem-solving Process Makes Sense?

I doubt it.

So, I decided to wrap some of the steps into 8 main steps. This gives us an 8-step method, which has everything that I have found you will need for problem-solving in a project context.

In the figure below, you can see those 8 steps as the bold boxes, with the subsidiary elements that form parts of those 8 major steps in fainter type.

So, in the rest of this article, I’ll summarize what I mean by each of these steps.

1. Define the Problem

Defining your problem is vital and takes up four of the 9 steps in the 8 Disciplines approach. But, on a project, this is often clearer than a new problem arising out of the blue in a manufacturing context, where 8D is most popular. So, I have folded the four parts into one step.

Understand the Context

Here’s where you need to find out how the problem impacts the whole of your project, and the circumstances in which it has arisen.

Gather Your Team

On a small project, this is likely to be all or most of your project team. For larger projects, this will center around the team delivering the workstream that the problem affects. For systemic problems, you’ll be asking work-stream leaders to supply expert team members to create a cross-cutting team. We sometimes call these ‘Tiger Teams’ – for reasons I can’t tell you, I’m afraid!

To support you in this stage, you may want to take a look at these articles:

• What You Need to Know about Building a Great Project Team
• Effective Teamwork: Do You Know How to Create it?
• Boost Your Project Team Performance with these Hacks
• How I Create Exceptional Project Collaboration
• How to Make Your Next Kick-off Meeting a Huge Success

Define the Problem

It’s often reasonably easy to define your problem in terms of ‘what’s wrong’. But it pays to be a specific as possible. And one thing that will help you with the next main step (setting an objective) is to define it in terms of what you want.

I like the discipline of defining your problem as:

How to…

Safety First

When I first encountered the 8 Disciplines method, the step that blew me away was D3 – Contain the Problem. I’d not thought of that before!

But it’s clear that, in many environments, like manufacturing, engineering, and transportation, solving the problem is not your first priority. You must first ensure that you do everything possible to limit further damage and risk to life and reputation. This may be the case on your project.

2. Set An Objective for Resolving the Problem

With everything safe and the problem not getting worse, you can move forward. This step is about defining what success looks like.

And, taking a leaf out of the TOSIDPAR approach, what standards, criteria, and measurable outcomes will you use to make your objective s precise as possible?

3. Establish the Facts of the Problem

I suppose the first step in solving a problem is getting an understanding of the issues, and gathering facts. This is the research and analysis stage.

And I like the DMAIC method’s approach of separating this into two distinct parts:

• Fact-finding.  This is where we make measurements in DMAIC, and gather information more generally. Be careful with perceptions and subjective accounts. It may be a fact that this is what I think I saw, but it may not be what actually happened.
• Analysis Once you have your evidence, you can start to figure out what it tells you. This can be a straightforward discussion, or may rely on sophisticated analytical methods, depending on circumstances. One analytical approach, which the 8D method favors, is root cause analysis. There are a number of ways to carry this out.

4. Find Options for Resolving the Problem

I see this step as the heart of problem-solving. So, it always surprises me how thin some methodologies are, here. I split it into four considerations.

Identify Your Options

The creative part of the problem-solving process is coming up with options that will either solve the problem or address it in part. The general rules are simple:

Rule 1: The more options you have, the greater chance of success. Rule 2: The more diverse your team, the more and better will be the options they find.

So, create an informal environment, brief your team, and use your favorite idea generation methods to create the longest list of ideas you can find. Then, look for some more!

Identify your Decision Criteria

A good decision requires good input – in this case, good ideas to choose from. It also needs a strong process and the right people. The first step in creating a strong process is to refer back to your objectives for resolving the problem and define the criteria against which you will evaluate your options and make your decision.

Determine your Decision-makers

You also need to determine who is well-placed to make the decision. This will be by virtue of their authority to commit the project and their expertise in assessing the relevant considerations. In most cases, this will be you – maybe with the support of one or more work-stream leaders. For substantial issues that have major financial, schedule, reputational, or strategic implications, this may be your Project Sponsor or Project Board.

Evaluate your Options

There are a number of ways to evaluate your problem resolution options that range from highly structured and objective to simple subjective approaches. Whichever you select, be sure that you apply the criteria you chose earlier, and present the outcomes of your evaluation honestly.

It is good practice to offer a measure of the confidence decision-makers can have in the evaluation, and a scenario assessment, based on each option.

5. Make a Decision on How to Resolve the Problem

We have done two major articles like this one about decision-making. For more on this topic, take a look at:

• The Essential Guide to Robust Project Decision-Making
• Rapid Decision Making in Projects: How to Get it Right

There are two parts to this step, that are equally important.

• The first is to make the decision.
• The second is to document that decision

Documenting your Decision

Good governance demands that you document your decision. But how documentation to provide is a matter of judgment. Doubtless, it will correlate to the scale and implications of that decision.

Things to consider include:

• What were the options?
• Who were the decision-makers?
• What was the evidence they considered?
• How did they make their decision (process)?
• What decision did they make?
• What were the reasons for their choice?

6. Make a Plan for Resolving the Problem

Well, of course, now you need to put together a plan for how you are going to implement your resolution. Unless, of course, the fix is simple enough that you can just ask your team to get on and do it. So, in that case, skip to step 7.

Inform your Stakeholders

But for an extensive change to your project, you will need to plan the fix. And you will also need to communicate the decision and your plan to your stakeholders. Probably, this is nothing more than informing them of what has happened and how you are acting to resolve it. This can be enormously reassuring and the cost of not doing so is often rumours and gossip about how things are going wrong and that you don’t have control of your project.

Sometimes, however, your fix is a big deal. It may involve substantial disruption, delay, or risk, for example. In this case, you may need to persuade some of your stakeholders that it is the right course of action. As always, communication is 80 percent of project management, and stakeholder engagement is critical to the success of your project.

7. Take Action

There’s an old saying: ‘There’s no change without action.’ Indeed.

What more can I say about this step that will give you any value?

Hmmm. Nothing.

8. Review and Evaluate Your Plan

But this step is vital. How you finish something says a lot about your character.

If you consider the problem-solving as a mini-project, this is the close stage. And what you need to do will echo the needs of that stage. I’ll focus on three components.

Review and Evaluate

Clearly, there is always an opportunity to learn from reviewing the problem, the problem-solving, and the implementation, after completion. This is important for your professional development and for that of your team colleagues.

But it is also crucial to keep the effectiveness of your fix under review. So, monitor closely, until you are confident you have completed the next task…

Prevent the Problem from Recurring

Another phrase from the world of Japanese manufacturing: ‘Poka Yoke’ .

This is mistake-proofing. It is about designing something so it can’t fail. What stops you from putting an SD card or a USB stick into your device in the wrong orientation? If you did, the wrong connections of pins would probably either fry the memory device or, worse, damage your device.

The answer is that they are physically designed so they cannot be inserted incorrectly.

What can you do on your project to make a recurrence of this problem impossible? If there is an answer and that answer is cost-effective, then implement it.

Celebrate your Success in Fixing it

Always the last thing you do is celebrate. Now, when Jim Lovell, Jack Swigert, and Fred Haise (the crew of Apollo 13) returned safely to Earth, I’ll bet there was a big celebration. For solving your project problem, something modest is more likely to be in order. But don’t skill this. Even if it’s nothing more than a high five and a coffee break, always ensure that your team knows they have done well.

What Approach Do You Use for Problem-Solving?

How do you tackle solving problems on your projects? Do tell us, or share any thoughts you have, in the comments below. I’ll respond to anything you contribute.

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Mike Clayton

About the author....

Great structure, Mike. We had a problem once that suited the “contain” step quite well. Lubricating oil and hydraulic fluid, from the same supplier, had been packaged incorrectly. A tech went to add oil to an aircraft’s engine, but dropped the can onto the concrete, and noticed red hydraulic fluid spill out! Obviously there’s now the risk that people have been inadvertently adding hydraulic fluid to aircraft engines… not good. It was actually FAR more important to contain this is real time so that aircraft, some of which could be airborne, could be safely grounded/quarantined. Resolving the subsequent ramifications could then be accomplished in “slow time” with some deliberate planning/execution.

Thank you very much. That’s a powerful illustration and hopefully the incudenbt did not cause any loss of life or serious damage.

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8.5: Problem Solving and Decision-Making in Groups

• Last updated
• Save as PDF
• Page ID 106475

• Lisa Coleman, Thomas King, & William Turner
• Southwest Tennessee Community College

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Learning Objectives

• Discuss the common components and characteristics of problems.
• Explain the five steps of the group problem-solving process.
• Discuss the various influences on decision-making.

Although the steps of problem-solving and decision-making that we will discuss next may seem obvious, we often don’t think to or choose not to use them. Instead, we start working on a problem and later realize we are lost and have to backtrack. I’m sure we’ve all reached a point in a project or task and had the “OK, now what?” moment. I’ve recently taken up some carpentry projects as a functional hobby, and I have developed a great respect for the importance of advanced planning. It’s frustrating to get to a crucial point in building or fixing something only to realize that you have to unscrew a support board that you already screwed in, have to drive back to the hardware store to get something that you didn’t think to get earlier, or have to completely start over. In this section, we will discuss the group problem-solving process, methods of decision making, and influences on these processes.

Group Problem-Solving Process

There are several variations of similar problem-solving models based on US American scholar John Dewey’s reflective thinking process (Bormann & Bormann, 1988). As you read through the steps in the process, think about how we can apply what we have learned regarding the general and specific elements of problems. Some of the following steps are straightforward, and they are things we would logically do when faced with a problem. However, taking a deliberate and systematic approach to problem-solving has been shown to benefit group functioning and performance. A deliberate approach is especially beneficial for groups that do not have an established history of working together and will only be able to meet occasionally. Although a group should attend to each step of the process, group leaders or other group members who facilitate problem-solving should be cautious not to dogmatically follow each element of the process or force a group along. Such a lack of flexibility could limit group member input and negatively affect the group’s cohesion and climate.

Step 1: Define the Problem

Define the problem by considering the three elements shared by every problem: the current undesirable situation , the goal or more desirable situation, and obstacles in the way (Adams & Galanes, 2009). At this stage, group members share what they know about the current situation, without proposing solutions or evaluating the information. Here are some good questions to ask during this stage: What is the current difficulty? How did we come to know that the difficulty exists? Who/what is involved? Why is it meaningful/urgent/important? What have the effects been so far? What, if any, elements of the difficulty require clarification? At the end of this stage, the group should be able to compose a single sentence that summarizes the problem called a problem statement. Avoid wording in the problem statement or question that hints at potential solutions. A small group formed to investigate ethical violations of city officials could use the following problem statement: “Our state does not currently have a mechanism for citizens to report suspected ethical violations by city officials.”

Step 2: Analyze the Problem

During this step, a group should analyze the problem and the group’s relationship to the problem. Whereas the first step involved exploring the “what” related to the problem, this step focuses on the “why.” At this stage, group members can discuss the potential causes of the difficulty. Group members may also want to begin setting out an agenda or timeline for the group’s problem-solving process, looking forward to the other steps. To fully analyze the problem, the group can discuss the five common problem variables discussed before. Here are two examples of questions that the group formed to address ethics violations might ask: Why doesn’t our city have an ethics reporting mechanism? Do cities of similar size have such a mechanism? Once the problem has been analyzed, the group can pose a problem question that will guide the group as it generates possible solutions. “How can citizens report suspected ethical violations of city officials and how will such reports be processed and addressed?” As you can see, the problem question is more complex than the problem statement, since the group has moved on to a more in-depth discussion of the problem during step 2.

Step 3: Generate Possible Solutions

During this step, group members generate possible solutions to the problem. Again, solutions should not be evaluated at this point, only proposed and clarified. The question should be what could we do to address this problem, not what should we do to address it. It is perfectly OK for a group member to question another person’s idea by asking something like “What do you mean?” or “Could you explain your reasoning more?” Discussions at this stage may reveal a need to return to previous steps to better define or more fully analyze a problem. Since many problems are multifaceted, it is necessary for group members to generate solutions for each part of the problem separately, making sure to have multiple solutions for each part. Stopping the solution-generating process prematurely can lead to groupthink. For the problem question previously posed, the group would need to generate solutions for all three parts of the problem included in the question. Possible solutions for the first part of the problem (How can citizens report ethical violations?) may include “online reporting system, e-mail, in-person, anonymously, on-the-record,” and so on. Possible solutions for the second part of the problem (How will reports be processed?) may include “daily by a newly appointed ethics officer, weekly by a nonpartisan nongovernment employee,” and so on. Possible solutions for the third part of the problem (How will reports be addressed?) may include “by a newly appointed ethics commission, by the accused’s supervisor, by the city manager,” and so on.

Step 4: Evaluate Solutions

During this step, solutions can be critically evaluated based on their credibility, completeness, and worth. Once the potential solutions have been narrowed based on more obvious differences in relevance and/or merit, the group should analyze each solution based on its potential effects—especially negative effects. Groups that are required to report the rationale for their decision or whose decisions may be subject to public scrutiny would be wise to make a set list of criteria for evaluating each solution. Additionally, solutions can be evaluated based on how well they fit with the group’s charge and the abilities of the group. To do this, group members may ask, “Does this solution live up to the original purpose or mission of the group?” and “Can the solution actually be implemented with our current resources and connections?” and “How will this solution be supported, funded, enforced, and assessed?” Secondary tensions and substantive conflict, two concepts discussed earlier, emerge during this step of problem-solving, and group members will need to employ effective critical thinking and listening skills.

Decision-making is part of the larger process of problem-solving and it plays a prominent role in this step. While there are several fairly similar models for problem-solving, there are many varied decision-making techniques that groups can use. For example, to narrow the list of proposed solutions, group members may decide by majority vote, by weighing the pros and cons, or by discussing them until a consensus is reached. There are also more complex decision-making models like the “six hats method,” which we will discuss later. Once the final decision is reached, the group leader or facilitator should confirm that the group is in agreement. It may be beneficial to let the group break for a while or even to delay the final decision until a later meeting to allow people time to evaluate it outside of the group context.

Step 5: Implement and Assess the Solution

Implementing the solution requires some advanced planning, and it should not be rushed unless the group is operating under strict time restraints or delay may lead to some kind of harm. Although some solutions can be implemented immediately, others may take days, months, or years. As was noted earlier, it may be beneficial for groups to poll those who will be affected by the solution as to their opinion of it or even do a pilot test to observe the effectiveness of the solution and how people react to it. Before implementation, groups should also determine how and when they would assess the effectiveness of the solution by asking, “How will we know if the solution is working or not?” Since solution assessment will vary based on whether or not the group is disbanded, groups should also consider the following questions: If the group disbands after implementation, who will be responsible for assessing the solution? If the solution fails, will the same group reconvene or will a new group be formed?

Certain elements of the solution may need to be delegated out to various people inside and outside the group. Group members may also be assigned to implement a particular part of the solution based on their role in the decision-making or because it connects to their area of expertise. Likewise, group members may be tasked with publicizing the solution or “selling” it to a particular group of stakeholders. Last, the group should consider its future. In some cases, the group will get to decide if it will stay together and continue working on other tasks or if it will disband. In other cases, outside forces determine the group’s fate.

“Getting Competent”: Problem Solving and Group Presentations

Giving a group presentation requires that individual group members and the group as a whole solve many problems and make many decisions. Although having more people involved in a presentation increases logistical difficulties and has the potential to create more conflict, a well-prepared and well-delivered group presentation can be more engaging and effective than a typical presentation. The main problems facing a group giving a presentation are (1) dividing responsibilities, (2) coordinating schedules and time management, and (3) working out the logistics of the presentation delivery.

In terms of dividing responsibilities, assigning individual work at the first meeting and then trying to fit it all together before the presentation (which is what many college students do when faced with a group project) is not the recommended method. Integrating content and visual aids created by several different people into a seamless final product takes time and effort, and the person “stuck” with this job at the end usually ends up developing some resentment toward his or her group members. While it’s OK for group members to do work independently outside of group meetings, spend time working together to help set up some standards for content and formatting expectations that will help make later integration of work easier. Taking the time to complete one part of the presentation together can help set those standards for later individual work. Discuss the roles that various group members will play openly so there isn’t role confusion. There could be one point person for keeping track of the group’s progress and schedule, one point person for communication, one point person for content integration, one point person for visual aids, and so on. Each person shouldn’t do all that work on his or her own but help focus the group’s attention on his or her specific area during group meetings (Stanton, 2009).

Scheduling group meetings is one of the most challenging problems groups face, given people’s busy lives. From the beginning, it should be clearly communicated that the group needs to spend considerable time in face-to-face meetings, and group members should know that they may have to make an occasional sacrifice to attend. Especially important is the commitment to scheduling time to rehearse the presentation. Consider creating a contract of group guidelines that include expectations for meeting attendance to increase group members’ commitment.

Group presentations require members to navigate many logistics of their presentation. While it may be easier for a group to assign each member to create a five-minute segment and then transition from one person to the next, this is definitely not the most engaging method. Creating a master presentation and then assigning individual speakers creates a more fluid and dynamic presentation and allows everyone to become familiar with the content, which can help if a person doesn’t show up to present and during the question-and-answer section. Once the content of the presentation is complete, figure out introductions, transitions, visual aids, and the use of time and space (Stanton, 2012). In terms of introductions, figure out if one person will introduce all the speakers at the beginning, if speakers will introduce themselves at the beginning, or if introductions will occur as the presentation progresses. In terms of transitions, make sure each person has included in his or her speaking notes when presentation duties switch from one person to the next. Visual aids have the potential to cause hiccups in a group presentation if they aren’t fluidly integrated. Practicing with visual aids and having one person control them may help prevent this. Know how long your presentation is and know how you’re going to use the space. Presenters should know how long the whole presentation should be and how long each of their segments should be so that everyone can share the responsibility of keeping time. Also, consider the size and layout of the presentation space. You don’t want presenters huddled in a corner until it’s their turn to speak or trapped behind furniture when their turn comes around.

• Of the three main problems facing group presenters, which do you think is the most challenging and why?
• Why do you think people tasked with a group presentation (especially students) prefer to divide the parts up and have members work on them independently before coming back together and integrating each part? What problems emerge from this method? In what ways might developing a master presentation and then assign parts to different speakers be better than the more divided method? What are the drawbacks to the master presentation method?

Specific Decision-Making Techniques

Some decision-making techniques involve determining a course of action based on the level of agreement among the group members. These methods include majority , expert , authority , and consensus rule . Figure \(\PageIndex{4}\) “Pros and Cons of Agreement-Based Decision-Making Techniques” reviews the pros and cons of each of these methods.

Majority rule is a commonly used decision-making technique in which a majority (one-half plus one) must agree before a decision is made . A show-of-hands vote, a paper ballot, or an electronic voting system can determine the majority choice. Many decision-making bodies, including the US House of Representatives, Senate, and Supreme Court, use majority rule to make decisions, which shows that it is often associated with democratic decision-making since each person gets one vote and each vote counts equally. Of course, other individuals and mediated messages can influence a person’s vote, but since the voting power is spread out over all group members, it is not easy for one person or party to take control of the decision-making process. In some cases—for example, to override a presidential veto or to amend the constitution—a supermajority of two-thirds may be required to make a decision.

Minority rule is a decision-making technique in which a designated authority or expert has the final say over a decision and may or may not consider the input of other group members . When a designated expert makes a decision by minority rule, there may be buy-in from others in the group, especially if the members of the group didn’t have relevant knowledge or expertise. When a designated authority makes decisions, buy-in will vary based on group members’ level of respect for the authority. For example, decisions made by an elected authority may be more accepted by those who elected him or her than by those who didn’t. As with majority rule, this technique can be time-saving. Unlike majority rule, one person or party can have control over the decision-making process. This type of decision-making is more similar to that used by monarchs and dictators. An obvious negative consequence of this method is that the needs or wants of one person can override the needs and wants of the majority. A minority deciding for the majority has led to negative consequences throughout history. The white Afrikaner minority that ruled South Africa for decades instituted apartheid, which was a system of racial segregation that disenfranchised and oppressed the majority population. The quality of the decision and its fairness really depends on the designated expert or authority.

Consensus rule is a decision-making technique in which all members of the group must agree on the same decision . On rare occasions, a decision may be ideal for all group members, which can lead to a unanimous agreement without further debate and discussion. Although this can be positive, be cautious that this isn’t a sign of groupthink. More typically, the consensus is reached only after a lengthy discussion. On the plus side, consensus often leads to high-quality decisions due to the time and effort it takes to get everyone in agreement. Group members are also more likely to be committed to the decision because of their investment in reaching it. On the negative side, the ultimate decision is often one that all group members can live with but not one that’s ideal for all members. Additionally, the process of arriving at a consensus also includes conflict, as people debate ideas and negotiate the interpersonal tensions that may result.

“Getting Critical”: Six Hats Method of Decision Making

Edward de Bono developed the Six Hats method of thinking in the late 1980s, and it has since become a regular feature in decision-making training in business and professional contexts (de Bono, 1985). The method’s popularity lies in its ability to help people get out of habitual ways of thinking and to allow group members to play different roles and see a problem or decision from multiple points of view. The basic idea is that each of the six hats represents a different way of thinking, and when we figuratively switch hats, we switch the way we think. The hats and their style of thinking are as follows:

• White hat. Objective—focuses on seeking information such as data and facts and then processes that information in a neutral way.
• Red hat. Emotional—uses intuition, gut reactions, and feelings to judge information and suggestions.
• Black hat. Negative—focus on potential risks, point out possibilities for failure, and evaluates information cautiously and defensively.
• Yellow hat. Positive—is optimistic about suggestions and future outcomes gives constructive and positive feedback, points out benefits and advantages.
• Green hat. Creative—try to generate new ideas and solutions, think “outside the box.”
• Blue hat. Philosophical—uses metacommunication to organize and reflect on the thinking and communication taking place in the group, facilitates who wears what hat and when group members change hats.

Specific sequences or combinations of hats can be used to encourage strategic thinking. For example, the group leader may start off wearing the Blue Hat and suggest that the group start their decision-making process with some “White Hat thinking” in order to process through facts and other available information. During this stage, the group could also process through what other groups have done when faced with a similar problem. Then the leader could begin an evaluation sequence starting with two minutes of “Yellow Hat thinking” to identify potential positive outcomes, then “Black Hat thinking” to allow group members to express reservations about ideas and point out potential problems, then “Red Hat thinking” to get people’s gut reactions to the previous discussion, then “Green Hat thinking” to identify other possible solutions that are more tailored to the group’s situation or completely new approaches. At the end of a sequence, the Blue Hat would want to summarize what was said and begin a new sequence. To successfully use this method, the person wearing the Blue Hat should be familiar with different sequences and plan some of the thinking patterns ahead of time based on the problem and the group members. Each round of thinking should be limited to a certain time frame (two to five minutes) to keep the discussion moving.

• This decision-making method has been praised because it allows group members to “switch gears” in their thinking and allows for role-playing, which lets people express ideas more freely. How can this help enhance critical thinking? Which combination of hats do you think would be best for a critical thinking sequence?
• What combinations of hats might be useful if the leader wanted to break the larger group up into pairs and why? For example, what kind of thinking would result from putting Yellow and Red together, Black and White together, or Red and White together, and so on?
• Based on your preferred ways of thinking and your personality, which hat would be the best fit for you? Which would be the most challenging? Why?

Influences on Decision Making

The personalities of group members, especially leaders and other active members, affect the climate of the group. Group member personalities can be categorized based on where they fall on a continuum anchored by the following descriptors: dominant/submissive, friendly/unfriendly, and instrumental/emotional (Cragan & Wright, 1999). The more group members there are in any extreme of these categories, the more likely it that the group climate will also shift to resemble those characteristics.

• Dominant versus submissive. Group members that are more dominant act more independently and directly, initiate conversations, take up more space, make more direct eye contact, seek leadership positions, and take control over decision-making processes. More submissive members are reserved, contribute to the group only when asked to, avoid eye contact, and leave their personal needs and thoughts unvoiced or give in to the suggestions of others.
• Friendly versus unfriendly. Group members on the friendly side of the continuum find a balance between talking and listening, don’t try to win at the expense of other group members, are flexible but not weak, and value democratic decision-making. Unfriendly group members are disagreeable, indifferent, withdrawn, and selfish, which leads them to either not invest in decision making or direct it in their own interest rather than in the interest of the group.
• Instrumental versus emotional. Instrumental group members are emotionally neutral, objective, analytical, task-oriented, and committed followers, which leads them to work hard and contribute to the group’s decision-making as long as it is orderly and follows agreed-on rules. Emotional group members are creative, playful, independent, unpredictable, and expressive, which leads them to make rash decisions, resist group norms or decision-making structures and switch often from relational to task focus.

Domestic Diversity and Group Communication

While it is becoming more likely that we will interact in small groups with international diversity, we are guaranteed to interact in groups that are diverse in terms of the cultural identities found within a single country or the subcultures found within a larger cultural group.

Gender stereotypes sometimes influence the roles that people play within a group. For example, the stereotype that women are more nurturing than men may lead group members (both male and female) to expect that women will play the role of supporters or harmonizers within the group. Since women have primarily performed secretarial work since the 1900s, it may also be expected that women will play the role of the recorder. In both of these cases, stereotypical notions of gender place women in roles that are typically not as valued in group communication. The opposite is true for men. In terms of leadership, despite notable exceptions, research shows that men fill an overwhelmingly disproportionate amount of leadership positions. We are socialized to see certain behaviors by men as indicative of leadership abilities, even though they may not be. For example, men are often perceived to contribute more to a group because they tend to speak first when asked a question or to fill a silence and are perceived to talk more about task-related matters than relationally oriented matters. Both of these tendencies create a perception that men are more engaged with the task. Men are also socialized to be more competitive and self-congratulatory, meaning that their communication may be seen as dedicated and their behaviors seen as powerful, and that when their work isn’t noticed they will be more likely to make it known to the group rather than take silent credit. Even though we know that the relational elements of a group are crucial for success, even in high-performance teams, that work is not as valued in our society as task-related work.

Despite the fact that some communication patterns and behaviors related to our typical (and stereotypical) gender socialization affects how we interact in and form perceptions of others in groups, the differences in group communication that used to be attributed to gender in early group communication research seem to be diminishing. This is likely due to the changing organizational cultures from which much group work emerges, which have now had more than sixty years to adjust to women in the workplace. It is also due to a more nuanced understanding of gender-based research, which doesn’t take a stereotypical view from the beginning as many of the early male researchers did. Now, instead of biological sex being assumed as a factor that creates inherent communication differences, group communication scholars see that men and women both exhibit a range of behaviors that are more or less feminine or masculine. It is these gendered behaviors, and not a person’s gender, that seem to have more of an influence on perceptions of group communication. Interestingly, group interactions are still masculinist in that male and female group members prefer a more masculine communication style for task leaders and that both males and females in this role are more likely to adapt to a more masculine communication style. Conversely, men who take on social-emotional leadership behaviors adopt a more feminine communication style. In short, it seems that although masculine communication traits are more often associated with high-status positions in groups, both men and women adapt to this expectation and are evaluated similarly (Haslett & Ruebush, 1999).

Other demographic categories are also influential in group communication and decision-making. In general, group members have an easier time communicating when they are more similar than different in terms of race and age. This ease of communication can make group work more efficient, but the homogeneity, meaning the members are more similar, may sacrifice some creativity. n general, groups that are culturally heterogeneous have better overall performance than more homogenous groups (Haslett & Ruebush, 1999). These groups benefit from the diversity of perspectives in terms of the quality of decision-making and creativity of output.

The benefits and challenges that come with the diversity of group members are important to consider. Since we will all work in diverse groups, we should be prepared to address potential challenges in order to reap the benefits. Diverse groups may be wise to coordinate social interactions outside of group time in order to find common ground that can help facilitate interaction and increase group cohesion. We should be sensitive but not let sensitivity create fear of “doing something wrong” which then prevents us from having meaningful interactions.

Key Takeaways

• Every problem has common components: an undesirable situation, the desired situation, and obstacles between the undesirable and desirable situations. Every problem also has a set of characteristics that vary among problems, including task difficulty, number of possible solutions, group member interest in the problem, group familiarity with the problem, and the need for solution acceptance.
• Define the problem by creating a problem statement that summarizes it.
• Analyze the problem and create a problem question that can guide solution generation.
• Generate possible solutions. Possible solutions should be offered and listed without stopping to evaluate each one.
• Evaluate the solutions based on their credibility, completeness, and worth. Groups should also assess the potential effects of the narrowed list of solutions.
• Implement and assess the solution. Aside from enacting the solution, groups should determine how they will know the solution is working or not.
• Common decision-making techniques include majority rule, minority rule, and consensus rule. Only a majority, usually one-half plus one, must agree before a decision is made with majority rule. With minority rule, designated authority or expert has final say over a decision, and the input of group members may or may not be invited or considered. With consensus rule, all members of the group must agree on the same decision.
• Situational factors include the degree of freedom a group has to make its own decisions, the level of uncertainty facing the group and its task, the size of the group, the group’s access to information, and the origin and urgency of the problem.
• Personality influences on decision making include a person’s value orientation (economic, aesthetic, theoretical, political, or religious), and personality traits (dominant/submissive, friendly/unfriendly, and instrumental/emotional).
• Cultural influences on decision making include the heterogeneity or homogeneity of the group makeup; cultural values and characteristics such as individualism/collectivism, power distance, and high-/low-context communication styles; and gender and age differences.
• Scenario 1. Task difficulty is high, the number of possible solutions is high, group interest in the problem is high, group familiarity with the problem is low, and the need for solution acceptance is high.
• Scenario 2. Task difficulty is low, the number of possible solutions is low, group interest in the problem is low, group familiarity with the problem is high, and the need for solution acceptance is low.
• Scenario 1: Academic. A professor asks his or her class to decide whether the final exam should be an in-class or take-home exam.
• Scenario 2: Professional. A group of coworkers must decide which person from their department to nominate for a company-wide award.
• Scenario 3: Personal. A family needs to decide how to divide the belongings and estate of a deceased family member who did not leave a will.
• Scenario 4: Civic. A local branch of a political party needs to decide what five key issues it wants to include in the national party’s platform.
• Group communication researchers have found that heterogeneous groups (composed of diverse members) have advantages over homogenous (more similar) groups. Discuss a group situation you have been in where diversity enhanced your and/or the group’s experience.

Adams, K., and Gloria G. Galanes, Communicating in Groups: Applications and Skills , 7th ed. (Boston, MA: McGraw-Hill, 2009), 220–21.

Allen, B. J., Difference Matters: Communicating Social Identity , 2nd ed. (Long Grove, IL: Waveland, 2011), 5.

Bormann, E. G., and Nancy C. Bormann, Effective Small Group Communication , 4th ed. (Santa Rosa, CA: Burgess CA, 1988), 112–13.

Clarke, G., “The Silent Generation Revisited,” Time, June 29, 1970, 46.

Cragan, J. F., and David W. Wright, Communication in Small Group Discussions: An Integrated Approach , 3rd ed. (St. Paul, MN: West Publishing, 1991), 77–78.

de Bono, E., Six Thinking Hats (Boston, MA: Little, Brown, 1985).

Delbecq, A. L., and Andrew H. Ven de Ven, “A Group Process Model for Problem Identification and Program Planning,” The Journal of Applied Behavioral Science 7, no. 4 (1971): 466–92.

Haslett, B. B., and Jenn Ruebush, “What Differences Do Individual Differences in Groups Make?: The Effects of Individuals, Culture, and Group Composition,” in The Handbook of Group Communication Theory and Research , ed. Lawrence R. Frey (Thousand Oaks, CA: Sage, 1999), 133.

Napier, R. W., and Matti K. Gershenfeld, Groups: Theory and Experience , 7th ed. (Boston, MA: Houghton Mifflin, 2004), 292.

Osborn, A. F., Applied Imagination (New York: Charles Scribner’s Sons, 1959).

Spranger, E., Types of Men (New York: Steckert, 1928).

Stanton, C., “How to Deliver Group Presentations: The Unified Team Approach,” Six Minutes Speaking and Presentation Skills , November 3, 2009, accessed August 28, 2012, http://sixminutes.dlugan.com/group-presentations-unified-team-approach .

Thomas, D. C., “Cultural Diversity and Work Group Effectiveness: An Experimental Study,” Journal of Cross-Cultural Psychology 30, no. 2 (1999): 242–63.

What is the Scientific Method: How does it work and why is it important?

The scientific method is a systematic process involving steps like defining questions, forming hypotheses, conducting experiments, and analyzing data. It minimizes biases and enables replicable research, leading to groundbreaking discoveries like Einstein's theory of relativity, penicillin, and the structure of DNA. This ongoing approach promotes reason, evidence, and the pursuit of truth in science.

Updated on November 18, 2023

Beginning in elementary school, we are exposed to the scientific method and taught how to put it into practice. As a tool for learning, it prepares children to think logically and use reasoning when seeking answers to questions.

Rather than jumping to conclusions, the scientific method gives us a recipe for exploring the world through observation and trial and error. We use it regularly, sometimes knowingly in academics or research, and sometimes subconsciously in our daily lives.

In this article we will refresh our memories on the particulars of the scientific method, discussing where it comes from, which elements comprise it, and how it is put into practice. Then, we will consider the importance of the scientific method, who uses it and under what circumstances.

What is the scientific method?

The scientific method is a dynamic process that involves objectively investigating questions through observation and experimentation . Applicable to all scientific disciplines, this systematic approach to answering questions is more accurately described as a flexible set of principles than as a fixed series of steps.

The following representations of the scientific method illustrate how it can be both condensed into broad categories and also expanded to reveal more and more details of the process. These graphics capture the adaptability that makes this concept universally valuable as it is relevant and accessible not only across age groups and educational levels but also within various contexts.

Steps in the scientific method

While the scientific method is versatile in form and function, it encompasses a collection of principles that create a logical progression to the process of problem solving:

• Define a question : Constructing a clear and precise problem statement that identifies the main question or goal of the investigation is the first step. The wording must lend itself to experimentation by posing a question that is both testable and measurable.
• Gather information and resources : Researching the topic in question to find out what is already known and what types of related questions others are asking is the next step in this process. This background information is vital to gaining a full understanding of the subject and in determining the best design for experiments. 
• Form a hypothesis : Composing a concise statement that identifies specific variables and potential results, which can then be tested, is a crucial step that must be completed before any experimentation. An imperfection in the composition of a hypothesis can result in weaknesses to the entire design of an experiment.
• Perform the experiments : Testing the hypothesis by performing replicable experiments and collecting resultant data is another fundamental step of the scientific method. By controlling some elements of an experiment while purposely manipulating others, cause and effect relationships are established.
• Analyze the data : Interpreting the experimental process and results by recognizing trends in the data is a necessary step for comprehending its meaning and supporting the conclusions. Drawing inferences through this systematic process lends substantive evidence for either supporting or rejecting the hypothesis.
• Report the results : Sharing the outcomes of an experiment, through an essay, presentation, graphic, or journal article, is often regarded as a final step in this process. Detailing the project's design, methods, and results not only promotes transparency and replicability but also adds to the body of knowledge for future research.
• Retest the hypothesis : Repeating experiments to see if a hypothesis holds up in all cases is a step that is manifested through varying scenarios. Sometimes a researcher immediately checks their own work or replicates it at a future time, or another researcher will repeat the experiments to further test the hypothesis.

Where did the scientific method come from?

Oftentimes, ancient peoples attempted to answer questions about the unknown by:

• Making simple observations
• Discussing the possibilities with others deemed worthy of a debate
• Drawing conclusions based on dominant opinions and preexisting beliefs

For example, take Greek and Roman mythology. Myths were used to explain everything from the seasons and stars to the sun and death itself.

However, as societies began to grow through advancements in agriculture and language, ancient civilizations like Egypt and Babylonia shifted to a more rational analysis for understanding the natural world. They increasingly employed empirical methods of observation and experimentation that would one day evolve into the scientific method . 

In the 4th century, Aristotle, considered the Father of Science by many, suggested these elements , which closely resemble the contemporary scientific method, as part of his approach for conducting science:

• Study what others have written about the subject.
• Look for the general consensus about the subject.
• Perform a systematic study of everything even partially related to the topic.

By continuing to emphasize systematic observation and controlled experiments, scholars such as Al-Kindi and Ibn al-Haytham helped expand this concept throughout the Islamic Golden Age . 

In his 1620 treatise, Novum Organum , Sir Francis Bacon codified the scientific method, arguing not only that hypotheses must be tested through experiments but also that the results must be replicated to establish a truth. Coming at the height of the Scientific Revolution, this text made the scientific method accessible to European thinkers like Galileo and Isaac Newton who then put the method into practice.

As science modernized in the 19th century, the scientific method became more formalized, leading to significant breakthroughs in fields such as evolution and germ theory. Today, it continues to evolve, underpinning scientific progress in diverse areas like quantum mechanics, genetics, and artificial intelligence.

Why is the scientific method important?

The history of the scientific method illustrates how the concept developed out of a need to find objective answers to scientific questions by overcoming biases based on fear, religion, power, and cultural norms. This still holds true today.

By implementing this standardized approach to conducting experiments, the impacts of researchers’ personal opinions and preconceived notions are minimized. The organized manner of the scientific method prevents these and other mistakes while promoting the replicability and transparency necessary for solid scientific research.

The importance of the scientific method is best observed through its successes, for example: 

• “ Albert Einstein stands out among modern physicists as the scientist who not only formulated a theory of revolutionary significance but also had the genius to reflect in a conscious and technical way on the scientific method he was using.” Devising a hypothesis based on the prevailing understanding of Newtonian physics eventually led Einstein to devise the theory of general relativity .
• Howard Florey “Perhaps the most useful lesson which has come out of the work on penicillin has been the demonstration that success in this field depends on the development and coordinated use of technical methods.” After discovering a mold that prevented the growth of Staphylococcus bacteria, Dr. Alexander Flemimg designed experiments to identify and reproduce it in the lab, thus leading to the development of penicillin .
• James D. Watson “Every time you understand something, religion becomes less likely. Only with the discovery of the double helix and the ensuing genetic revolution have we had grounds for thinking that the powers held traditionally to be the exclusive property of the gods might one day be ours. . . .” By using wire models to conceive a structure for DNA, Watson and Crick crafted a hypothesis for testing combinations of amino acids, X-ray diffraction images, and the current research in atomic physics, resulting in the discovery of DNA’s double helix structure .

Final thoughts

As the cases exemplify, the scientific method is never truly completed, but rather started and restarted. It gave these researchers a structured process that was easily replicated, modified, and built upon. 

While the scientific method may “end” in one context, it never literally ends. When a hypothesis, design, methods, and experiments are revisited, the scientific method simply picks up where it left off. Each time a researcher builds upon previous knowledge, the scientific method is restored with the pieces of past efforts.

By guiding researchers towards objective results based on transparency and reproducibility, the scientific method acts as a defense against bias, superstition, and preconceived notions. As we embrace the scientific method's enduring principles, we ensure that our quest for knowledge remains firmly rooted in reason, evidence, and the pursuit of truth.

The AJE Team

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

Daniel Croft

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

• Last Updated: February 6, 2023
• Learn Lean Sigma
• Problem Solving

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

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

Problem Solving Methodologies

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

Methodology of 8D (Eight Discipline) Problem Solving:

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

The 8D process consists of the following steps:

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

Download the 8D Problem Solving Template

A3 Problem Solving Method:

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

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

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

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

Step 1 – Define the Problem

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

To begin, ask yourself some clarifying questions:

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

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

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

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

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

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

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

Step 2 – Gather Information and Brainstorm Ideas

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

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

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

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

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

Step 3 – Evaluate Options and Choose the Best Solution

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

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

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

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

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

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

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

Step 4 – Implement and Monitor the Solution

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

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

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

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

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

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

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

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

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

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Module 1: Problem Solving Strategies

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Unlike exercises, there is never a simple recipe for solving a problem. You can get better and better at solving problems, both by building up your background knowledge and by simply practicing. As you solve more problems (and learn how other people solved them), you learn strategies and techniques that can be useful. But no single strategy works every time.

Pólya’s How to Solve It

George Pólya was a great champion in the field of teaching effective problem solving skills. He was born in Hungary in 1887, received his Ph.D. at the University of Budapest, and was a professor at Stanford University (among other universities). He wrote many mathematical papers along with three books, most famously, “How to Solve it.” Pólya died at the age 98 in 1985.1

1. Image of Pólya by Thane Plambeck from Palo Alto, California (Flickr) [CC BY

In 1945, Pólya published the short book How to Solve It , which gave a four-step method for solving mathematical problems:

First, you have to understand the problem.

After understanding, then make a plan.

Carry out the plan.

Look back on your work. How could it be better?

This is all well and good, but how do you actually do these steps?!?! Steps 1. and 2. are particularly mysterious! How do you “make a plan?” That is where you need some tools in your toolbox, and some experience to draw upon.

Much has been written since 1945 to explain these steps in more detail, but the truth is that they are more art than science. This is where math becomes a creative endeavor (and where it becomes so much fun). We will articulate some useful problem solving strategies, but no such list will ever be complete. This is really just a start to help you on your way. The best way to become a skilled problem solver is to learn the background material well, and then to solve a lot of problems!

Problem Solving Strategy 1 (Guess and Test)

Make a guess and test to see if it satisfies the demands of the problem. If it doesn't, alter the guess appropriately and check again. Keep doing this until you find a solution.

Mr. Jones has a total of 25 chickens and cows on his farm. How many of each does he have if all together there are 76 feet?

Step 1: Understanding the problem

We are given in the problem that there are 25 chickens and cows.

All together there are 76 feet.

Chickens have 2 feet and cows have 4 feet.

We are trying to determine how many cows and how many chickens Mr. Jones has on his farm.

Step 2: Devise a plan

Going to use Guess and test along with making a tab

Many times the strategy below is used with guess and test.

Make a table and look for a pattern:

Procedure: Make a table reflecting the data in the problem. If done in an orderly way, such a table will often reveal patterns and relationships that suggest how the problem can be solved.

Step 3: Carry out the plan:

Notice we are going in the wrong direction! The total number of feet is decreasing!

Better! The total number of feet are increasing!

Step 4: Looking back:

Check: 12 + 13 = 25 heads

24 + 52 = 76 feet.

We have found the solution to this problem. I could use this strategy when there are a limited number of possible answers and when two items are the same but they have one characteristic that is different.

Videos to watch:

1. Click on this link to see an example of “Guess and Test”

http://www.mathstories.com/strategies.htm

2. Click on this link to see another example of Guess and Test.

http://www.mathinaction.org/problem-solving-strategies.html

Check in question 1:

Place the digits 8, 10, 11, 12, and 13 in the circles to make the sums across and vertically equal 31. (5 points)

Check in question 2:

Old McDonald has 250 chickens and goats in the barnyard. Altogether there are 760 feet . How many of each animal does he have? Make sure you use Polya’s 4 problem solving steps. (12 points)

Problem Solving Strategy 2 (Draw a Picture). Some problems are obviously about a geometric situation, and it is clear you want to draw a picture and mark down all of the given information before you try to solve it. But even for a problem that is not geometric thinking visually can help!

Videos to watch demonstrating how to use "Draw a Picture".

1. Click on this link to see an example of “Draw a Picture”

2. Click on this link to see another example of Draw a Picture.

Problem Solving Strategy 3 ( Using a variable to find the sum of a sequence.)

Gauss's strategy for sequences.

last term = fixed number ( n -1) + first term

The fix number is the the amount each term is increasing or decreasing by. "n" is the number of terms you have. You can use this formula to find the last term in the sequence or the number of terms you have in a sequence.

Ex: 2, 5, 8, ... Find the 200th term.

Last term = 3(200-1) +2

Last term is 599.

To find the sum of a sequence: sum = [(first term + last term) (number of terms)]/ 2

Sum = (2 + 599) (200) then divide by 2

Sum = 60,100

Check in question 3: (10 points)

Find the 320 th term of 7, 10, 13, 16 …

Then find the sum of the first 320 terms.

Problem Solving Strategy 4 (Working Backwards)

This is considered a strategy in many schools. If you are given an answer, and the steps that were taken to arrive at that answer, you should be able to determine the starting point.

Videos to watch demonstrating of “Working Backwards”

https://www.youtube.com/watch?v=5FFWTsMEeJw

Karen is thinking of a number. If you double it, and subtract 7, you obtain 11. What is Karen’s number?

1. We start with 11 and work backwards.

2. The opposite of subtraction is addition. We will add 7 to 11. We are now at 18.

3. The opposite of doubling something is dividing by 2. 18/2 = 9

4. This should be our answer. Looking back:

9 x 2 = 18 -7 = 11

5. We have the right answer.

Check in question 4:

Christina is thinking of a number.

If you multiply her number by 93, add 6, and divide by 3, you obtain 436. What is her number? Solve this problem by working backwards. (5 points)

Problem Solving Strategy 5 (Looking for a Pattern)

Definition: A sequence is a pattern involving an ordered arrangement of numbers.

We first need to find a pattern.

Ask yourself as you search for a pattern – are the numbers growing steadily larger? Steadily smaller? How is each number related?

Example 1: 1, 4, 7, 10, 13…

Find the next 2 numbers. The pattern is each number is increasing by 3. The next two numbers would be 16 and 19.

Example 2: 1, 4, 9, 16 … find the next 2 numbers. It looks like each successive number is increase by the next odd number. 1 + 3 = 4.

So the next number would be

25 + 11 = 36

Example 3: 10, 7, 4, 1, -2… find the next 2 numbers.

In this sequence, the numbers are decreasing by 3. So the next 2 numbers would be -2 -3 = -5

-5 – 3 = -8

Example 4: 1, 2, 4, 8 … find the next two numbers.

This example is a little bit harder. The numbers are increasing but not by a constant. Maybe a factor?

So each number is being multiplied by 2.

16 x 2 = 32

1. Click on this link to see an example of “Looking for a Pattern”

2. Click on this link to see another example of Looking for a Pattern.

Problem Solving Strategy 6 (Make a List)

Example 1 : Can perfect squares end in a 2 or a 3?

List all the squares of the numbers 1 to 20.

1 4 9 16 25 36 49 64 81 100 121 144 169 196 225 256 289 324 361 400.

Now look at the number in the ones digits. Notice they are 0, 1, 4, 5, 6, or 9. Notice none of the perfect squares end in 2, 3, 7, or 8. This list suggests that perfect squares cannot end in a 2, 3, 7 or 8.

How many different amounts of money can you have in your pocket if you have only three coins including only dimes and quarters?

Quarter’s dimes

0 3 30 cents

1 2 45 cents

2 1 60 cents

3 0 75 cents

Videos demonstrating "Make a List"

Check in question 5:

How many ways can you make change for 23 cents using only pennies, nickels, and dimes? (10 points)

Problem Solving Strategy 7 (Solve a Simpler Problem)

Geometric Sequences:

How would we find the nth term?

Solve a simpler problem:

1, 3, 9, 27.

1. To get from 1 to 3 what did we do?

2. To get from 3 to 9 what did we do?

Let’s set up a table:

Term Number what did we do

Looking back: How would you find the nth term?

Find the 10 th term of the above sequence.

Let L = the tenth term

Problem Solving Strategy 8 (Process of Elimination)

This strategy can be used when there is only one possible solution.

I’m thinking of a number.

The number is odd.

It is more than 1 but less than 100.

It is greater than 20.

It is less than 5 times 7.

The sum of the digits is 7.

It is evenly divisible by 5.

a. We know it is an odd number between 1 and 100.

b. It is greater than 20 but less than 35

21, 23, 25, 27, 29, 31, 33, 35. These are the possibilities.

c. The sum of the digits is 7

21 (2+1=3) No 23 (2+3 = 5) No 25 (2 + 5= 7) Yes Using the same process we see there are no other numbers that meet this criteria. Also we notice 25 is divisible by 5. By using the strategy elimination, we have found our answer.

Check in question 6: (8 points)

Jose is thinking of a number.

The number is not odd.

The sum of the digits is divisible by 2.

The number is a multiple of 11.

It is greater than 5 times 4.

It is a multiple of 6

It is less than 7 times 8 +23

What is the number?

Click on this link for a quick review of the problem solving strategies.

https://garyhall.org.uk/maths-problem-solving-strategies.html

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Article • 5 min read

Using the Scientific Method to Solve Problems

How the scientific method and reasoning can help simplify processes and solve problems.

By the Mind Tools Content Team

The processes of problem-solving and decision-making can be complicated and drawn out. In this article we look at how the scientific method, along with deductive and inductive reasoning can help simplify these processes.

‘It is a capital mistake to theorize before one has information. Insensibly one begins to twist facts to suit our theories, instead of theories to suit facts.’ Sherlock Holmes

The Scientific Method

The scientific method is a process used to explore observations and answer questions. Originally used by scientists looking to prove new theories, its use has spread into many other areas, including that of problem-solving and decision-making.

The scientific method is designed to eliminate the influences of bias, prejudice and personal beliefs when testing a hypothesis or theory. It has developed alongside science itself, with origins going back to the 13th century. The scientific method is generally described as a series of steps.

• observations/theory
• explanation/conclusion

The first step is to develop a theory about the particular area of interest. A theory, in the context of logic or problem-solving, is a conjecture or speculation about something that is not necessarily fact, often based on a series of observations.

Once a theory has been devised, it can be questioned and refined into more specific hypotheses that can be tested. The hypotheses are potential explanations for the theory.

The testing, and subsequent analysis, of these hypotheses will eventually lead to a conclus ion which can prove or disprove the original theory.

Applying the Scientific Method to Problem-Solving

How can the scientific method be used to solve a problem, such as the color printer is not working?

1. Use observations to develop a theory.

In order to solve the problem, it must first be clear what the problem is. Observations made about the problem should be used to develop a theory. In this particular problem the theory might be that the color printer has run out of ink. This theory is developed as the result of observing the increasingly faded output from the printer.

2. Form a hypothesis.

Note down all the possible reasons for the problem. In this situation they might include:

• The printer is set up as the default printer for all 40 people in the department and so is used more frequently than necessary.
• There has been increased usage of the printer due to non-work related printing.
• In an attempt to reduce costs, poor quality ink cartridges with limited amounts of ink in them have been purchased.
• The printer is faulty.

All these possible reasons are hypotheses.

3. Test the hypothesis.

Once as many hypotheses (or reasons) as possible have been thought of, then each one can be tested to discern if it is the cause of the problem. An appropriate test needs to be devised for each hypothesis. For example, it is fairly quick to ask everyone to check the default settings of the printer on each PC, or to check if the cartridge supplier has changed.

4. Analyze the test results.

Once all the hypotheses have been tested, the results can be analyzed. The type and depth of analysis will be dependant on each individual problem, and the tests appropriate to it. In many cases the analysis will be a very quick thought process. In others, where considerable information has been collated, a more structured approach, such as the use of graphs, tables or spreadsheets, may be required.

5. Draw a conclusion.

Based on the results of the tests, a conclusion can then be drawn about exactly what is causing the problem. The appropriate remedial action can then be taken, such as asking everyone to amend their default print settings, or changing the cartridge supplier.

Inductive and Deductive Reasoning

The scientific method involves the use of two basic types of reasoning, inductive and deductive.

Inductive reasoning makes a conclusion based on a set of empirical results. Empirical results are the product of the collection of evidence from observations. For example:

‘Every time it rains the pavement gets wet, therefore rain must be water’.

There has been no scientific determination in the hypothesis that rain is water, it is purely based on observation. The formation of a hypothesis in this manner is sometimes referred to as an educated guess. An educated guess, whilst not based on hard facts, must still be plausible, and consistent with what we already know, in order to present a reasonable argument.

Deductive reasoning can be thought of most simply in terms of ‘If A and B, then C’. For example:

• if the window is above the desk, and
• the desk is above the floor, then
• the window must be above the floor

It works by building on a series of conclusions, which results in one final answer.

Social Sciences and the Scientific Method

The scientific method can be used to address any situation or problem where a theory can be developed. Although more often associated with natural sciences, it can also be used to develop theories in social sciences (such as psychology, sociology and linguistics), using both quantitative and qualitative methods.

Quantitative information is information that can be measured, and tends to focus on numbers and frequencies. Typically quantitative information might be gathered by experiments, questionnaires or psychometric tests. Qualitative information, on the other hand, is based on information describing meaning, such as human behavior, and the reasons behind it. Qualitative information is gathered by way of interviews and case studies, which are possibly not as statistically accurate as quantitative methods, but provide a more in-depth and rich description.

The resultant information can then be used to prove, or disprove, a hypothesis. Using a mix of quantitative and qualitative information is more likely to produce a rounded result based on the factual, quantitative information enriched and backed up by actual experience and qualitative information.

In terms of problem-solving or decision-making, for example, the qualitative information is that gained by looking at the ‘how’ and ‘why’ , whereas quantitative information would come from the ‘where’, ‘what’ and ‘when’.

It may seem easy to come up with a brilliant idea, or to suspect what the cause of a problem may be. However things can get more complicated when the idea needs to be evaluated, or when there may be more than one potential cause of a problem. In these situations, the use of the scientific method, and its associated reasoning, can help the user come to a decision, or reach a solution, secure in the knowledge that all options have been considered.

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Systematic Approach/Impact of Attention, Sequential Thinking, and Higher Order Cognition

Successful problem solvers are methodical, or systematic, in their problem solving. They are as concerned with the techniques they are using as they are with obtaining the right answer. These techniques may involve reorganizing a problem into simpler terms, breaking a problem into steps, making a plan about how to proceed, determining the best way to solve a problem, pulling out key ideas, etc.

Being systematic in problem solving requires students to:

• be alert to details
• preview or predict the outcomes of their actions
• sustain their effort and be goal directed
• look at the problem in different ways before choosing the best way to solve it (inhibiting first responses when necessary)
• pace themselves and self-monitor their answers at each step

Systematic problem solving often involves “step-wisdom,” knowing that the best way to solve a particular problem may be to break it up into a series of logical steps, rather than to try to solve it all at once.

A systematic approach to problem solving also involves higher order thinking skills, including thinking strategically, recognizing when a problem calls for a well-thought out solution rather than an automatic response, determining the appropriate steps when breaking down a problem, ordering the steps correctly, and monitoring progress during and after problem solving.

Here are some strategies to help students become systematic in their math problem solving.

Helpful Hints

• Help students develop “step-wisdom,” the ability to know when math problems need to be broken into steps to be solved, rather than done all at once. Work with the entire class to break down sample problems. First, model a step-wise approach. Let students observe how you approach problems (verbalize your steps, explain how you think through each step, etc.). Then, have students do the step breakdown, identifying what needs to be done first, what action or operation should follow next, etc.
• When assigning math activities and projects, give these assignments one step at a time to encourage students to work in stages.
• Provide students with a set of questions they can ask themselves to “jump start” their problem solving, e.g. “What does this question remind me of?”, “What am I being asked to do or find?”, “What are the important facts or numbers?”, etc.
• Provide students with a general strategy which can be used in many problem solving situations, for example, present the following four problem solving steps (Poyla, 1945): (1) Understand the problem, (2) Make a plan for solving the problem based on the information given, (3) Carry out the plan (4) Look back at the solution.
• Teach students about strategies they can use for organizing a word problem before attempting calculations, for example, making a graphic chart that shows the important information, using a personalized checklist of steps, etc.
• Isolate specific steps in problem solving, and have students focus on one step at a time. For example, provide word problem activities in which students identify only what the question is asking them to find, which information is necessary to answer the question, which operations should be used in the problem, or whether or not the answer provided to a word problem makes sense.
• Explain to students that good problem solvers rarely skip steps when problem solving, although it might seem that they do. Instead, problem solvers learn to do steps mentally (in their heads) instead of writing them down or talking about them. Suggest that with experience, students may learn to do this, too.

Fun teaching resources & tips to help you teach math with confidence

Math Strategies: Problem Solving by Making a List

As I’ve mentioned many times, one of the main goals in mathematics education is to raise up confident problem solvers . And while there are many ways to go about solving math problems, and we as adults may often see strategies as common sense, these are things that need to be taught. Giving kids as many tools as possible will set them up for success so that you can “let them loose” and see their creative minds work and explore. To continue my series on teaching kids to problem solve, today I’m going to discuss problem solving by making a list .

–>Pssst! Do your kids need help making sense of and solving word problems? You might like this set of editable word problem solving templates ! Use these with any grade level, for any type of word problem :

Making a Meaningful List: 

This was always a hard approach for me personally because it doesn’t seem like math, and can often be time consuming. I mean, who really wants to sit and list out all the possible solutions to a math problem? BUT, it is a very useful strategy, and as we’ll see, learning to be organized and systematic is the key ( and will also save tons of time )!

So when is it useful to make a list? Basically, any time you have a problem that has more than one solution , or you’re trying to solve a combination problem , it’s helpful to make a list.

But not just any list of possibilities. That will feel useless and frustrating if you’re just trying to pull out possibilities from anywhere. And more than that, it’s very likely possibilities will be skipped or repeated, making the final solution wrong.

On top of that, it will probably be more time consuming to make a list if you don’t have a systematic approach to it, which is probably why I was never a fan as a kid. No one wants to just sit and stare at the paper hoping solutions will pop into their brain.

Organizing the information in a logical way keeps you on track and ensures that all the possible solutions will be found.

There are different ways to organize information, but the idea is to exhaust all the possibilities with one part of your list before moving on.

For example, say you’re trying to figure out all the different combinations of ice cream toppings at your local ice cream shop. They have 3 different flavors (chocolate, vanilla and strawberry), but also have 4 different toppings (nuts, whipped cream, chocolate candies and gummy bears).

If you just start listing different possibilities without any kind of structure, you’re bound to get lost in your list and miss something. So instead, list all the possibilities for chocolate ice cream before moving on to vanilla.

Chocolate: just chocolate (no toppings), chocolate with nuts, chocolate with whipped cream, chocolate with candies and chocolate with gummy bears.

Now we see that there are 5 possibilities if you get chocolate ice cream, and so we can move on to vanilla, and then strawberry.

The key is to start with the first flavor and list every possible topping in order . Then move on to the next flavor and go through the toppings in the same order .

Then nothing gets skipped, forgotten or repeated . After completing the list, we see that there are 15 possible combinations.

Some students may even notice that there will be 5 possibilities for each flavor , and thus multiply 3×5 without completing the list. (That’s another great strategy: look for patterns ).

Even if a pattern is not discovered, however, completing the list in an organized, systematic way will ensure all possibilities are covered and the total (15) found.

Another way to organize the list is to make a tree diagram . Here’s another example problem:

Sarah is on vacation and brought 3 pairs of pants (blue, black, and white) and 3 shirts (pink, yellow and green). How many different outfit combinations can she make?

Using a tree diagram is a great way to keep the information organized, especially if you have kids who struggle with keeping track of their list:

Then it is very easy for students to see that there are 9 different outfit combinations .

Was this helpful? Is it a strategy that you share with your kids?

See the rest of the posts in this series and prepare your kids to be great problem solvers:

• Problem Solve by Solving an Easier Problem
• Problem Solve by Drawing a Picture
• Problem Solve by Working Backwards
• Problem Solve by Finding a Pattern
• Problem Solve with Guess & Check

I’m really liking this “problem solving” series! As someone who’s not so great as problem solving, these tips are going to come in handy when helping my daughter! Thanks for sharing at the Thoughtful Spot!

I was never very good at math, and unfortunately, my daughter isn’t great at it either. I came across this post on Hop (on the Hip Homeschool Moms site), and I love it! I’m going to read the other articles in the series too. I would love to help my daughter enjoy and understand math, and I’m hopeful that your posts will help me do that! Thanks so much for sharing your post with us on the Hop!

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An orderly systematic approach to problem solving is called a?

scientific method

The scientific method.

Anonymous ∙

Scientific method

Add your answer:

What is the advantage of deductive reasoning?

Deductive reasoning allows us to draw specific conclusions based on general principles or premises. It is a systematic approach that guarantees logical accuracy when the premises are true, providing a strong foundation for decision-making and problem-solving.

How did Rene Descartes approach problem solving?

Rene Descartes approached problem solving by using a method called systematic doubt, also known as Cartesian doubt. He sought to doubt everything that could be doubted in order to arrive at irrefutable truths. This method involved breaking down problems into smaller parts and building upon certain knowledge to arrive at clear and distinct conclusions.

What is meaning of methology?

A methodology refers to the set of principles, practices, and procedures that guide a particular field of study or work. It outlines the systematic approach or strategy that will be used to address research questions or achieve specific goals. It provides a framework for conducting research, project planning, problem-solving, or decision-making in a structured and organized manner.

What are approaches in solving problems?

Some approaches in problem-solving include breaking down the problem into smaller steps, brainstorming potential solutions, considering alternative perspectives, and using trial and error to test solutions until the problem is resolved. It can also be helpful to seek input or advice from others, approach the problem with a positive mindset, and be open to learning from failures.

What is technical rational perspective?

The technical rational perspective is a management theory that emphasizes the implementation of logical and efficient processes to achieve organizational goals. It focuses on using scientific principles and techniques to improve decision-making and problem-solving within an organization. This perspective often leads to a more systematic approach to management and is commonly associated with traditional bureaucratic structures.

Is The scientific method is a random approach that scientists use in problem solving?

No, it is a systematic approach

Army problem solving is a systematic approach to what?

Arriving at the best solution

Ethical reasoning is characterized by?

What refer to the professional attitudes and beliefs that characterize the american soldier.

Army problem solving is a systematic approach to

What does rdw process mean for math?

That's a systematic approach to problem solving that stands for Read, Draw, Write.

What is the systematic approach to Army problem solving?

official defining a problem, developing possible solutions to solve the problem, arriving to the best solution to solve the problem, and implementing it

What are the example of systematic approach?

A systematic approach is completing tasks using a step by step method. An example of systematic approach is solving problems using steps that can be repeated and learned from.

A word for orderly approach to learning and solving problems?

What is systematic approach to problem solving.

Identify the problem look for reasons it won't work look for ways it would work Test viable ways Problem solved

What does the scientific mathod mean?

Scientific method is a systematic approach to problem solving.

What is systematic problem solving?

steps you take to get the answer/solution of your problem

What does SPS Stand for in lean manufacturing?

Systematic problem solving

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A Better Framework for Solving Tough Problems

Start with trust and end with speed.

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When it comes to solving complicated problems, the default for many organizational leaders is to take their time to work through the issues at hand. Unfortunately, that often leads to patchwork solutions or problems not truly getting resolved.

But Anne Morriss offers a different framework. In this episode, she outlines a five-step process for solving any problem and explains why starting with trust and ending with speed is so important for effective change leadership. As she says, “Let’s get into dialogue with the people who are also impacted by the problem before we start running down the path of solving it.”

Morriss is an entrepreneur and leadership coach. She’s also the coauthor of the book, Move Fast and Fix Things: The Trusted Leader’s Guide to Solving Hard Problems .

Key episode topics include: strategy, decision making and problem solving, strategy execution, managing people, collaboration and teams, trustworthiness, organizational culture, change leadership, problem solving, leadership.

HBR On Strategy curates the best case studies and conversations with the world’s top business and management experts, to help you unlock new ways of doing business. New episodes every week.

• Listen to the full HBR IdeaCast episode: How to Solve Tough Problems Better and Faster (2023)
• Find more episodes of HBR IdeaCast
• Discover 100 years of Harvard Business Review articles, case studies, podcasts, and more at HBR.org .

HANNAH BATES: Welcome to HBR On Strategy , case studies and conversations with the world’s top business and management experts, hand-selected to help you unlock new ways of doing business.

When it comes to solving complicated problems, many leaders only focus on the most apparent issues. Unfortunately that often leads to patchwork or partial solutions. But Anne Morriss offers a different framework that aims to truly tackle big problems by first leaning into trust and then focusing on speed.

Morriss is an entrepreneur and leadership coach. She’s also the co-author of the book, Move Fast and Fix Things: The Trusted Leader’s Guide to Solving Hard Problems . In this episode, she outlines a five-step process for solving any problem. Some, she says, can be solved in a week, while others take much longer. She also explains why starting with trust and ending with speed is so important for effective change leadership.

This episode originally aired on HBR IdeaCast in October 2023. Here it is.

CURT NICKISCH: Welcome to the HBR IdeaCast from Harvard Business Review. I’m Curt Nickisch.

Problems can be intimidating. Sure, some problems are fun to dig into. You roll up your sleeves, you just take care of them; but others, well, they’re complicated. Sometimes it’s hard to wrap your brain around a problem, much less fix it.

And that’s especially true for leaders in organizations where problems are often layered and complex. They sometimes demand technical, financial, or interpersonal knowledge to fix. And whether it’s avoidance on the leaders’ part or just the perception that a problem is systemic or even intractable, problems find a way to endure, to keep going, to keep being a problem that everyone tries to work around or just puts up with.

But today’s guest says that just compounds it and makes the problem harder to fix. Instead, she says, speed and momentum are key to overcoming a problem.

Anne Morriss is an entrepreneur, leadership coach and founder of the Leadership Consortium and with Harvard Business School Professor Francis Frei, she wrote the new book, Move Fast and Fix Things: The Trusted Leaders Guide to Solving Hard Problems . Anne, welcome back to the show.

ANNE MORRISS: Curt, thank you so much for having me.

CURT NICKISCH: So, to generate momentum at an organization, you say that you really need speed and trust. We’ll get into those essential ingredients some more, but why are those two essential?

ANNE MORRISS: Yeah. Well, the essential pattern that we observed was that the most effective change leaders out there were building trust and speed, and it didn’t seem to be a well-known observation. We all know the phrase, “Move fast and break things,” but the people who were really getting it right were moving fast and fixing things, and that was really our jumping off point. So when we dug into the pattern, what we observed was they were building trust first and then speed. This foundation of trust was what allowed them to fix more things and break fewer.

CURT NICKISCH: Trust sounds like a slow thing, right? If you talk about building trust, that is something that takes interactions, it takes communication, it takes experiences. Does that run counter to the speed idea?

ANNE MORRISS: Yeah. Well, this issue of trust is something we’ve been looking at for over a decade. One of the headlines in our research is it’s actually something we’re building and rebuilding and breaking all the time. And so instead of being this precious, almost farbege egg, it’s this thing that is constantly in motion and this thing that we can really impact when we’re deliberate about our choices and have some self-awareness around where it’s breaking down and how it’s breaking down.

CURT NICKISCH: You said break trust in there, which is intriguing, right? That you may have to break trust to build trust. Can you explain that a little?

ANNE MORRISS:  Yeah, well, I’ll clarify. It’s not that you have to break it in order to build it. It’s just that we all do it some of the time. Most of us are trusted most of the time. Most of your listeners I imagine are trusted most of the time, but all of us have a pattern where we break trust or where we don’t build as much as could be possible.

CURT NICKISCH: I want to talk about speed, this other essential ingredient that’s so intriguing, right? Because you think about solving hard problems as something that just takes a lot of time and thinking and coordination and planning and designing. Explain what you mean by it? And also, just  how we maybe approach problems wrong by taking them on too slowly?

ANNE MORRISS: Well, Curt, no one has ever said to us, “I wish I had taken longer and done less.” We hear the opposite all the time, by the way. So what we really set out to do was to create a playbook that anyone can use to take less time to do more of the things that are going to make your teams and organizations stronger.

And the way we set up the book is okay, it’s really a five step process. Speed is the last step. It’s the payoff for the hard work you’re going to do to figure out your problem, build or rebuild trust, expand the team in thoughtful and strategic ways, and then tell a real and compelling story about the change you’re leading.

Only then do you get to go fast, but that’s an essential part of the process, and we find that either people under emphasize it or speed has gotten a bad name in this world of moving fast and breaking things. And part of our mission for sure was to rehabilitate speed’s reputation because it is an essential part of the change leader’s equation. It can be the difference between good intentions and getting anything done at all.

CURT NICKISCH: You know, the fact that nobody ever tells you, “I wish we had done less and taken more time.” I think we all feel that, right? Sometimes we do something and then realize, “Oh, that wasn’t that hard and why did it take me so long to do it? And I wish I’d done this a long time ago.” Is it ever possible to solve a problem too quickly?

ANNE MORRISS: Absolutely. And we see that all the time too. What we push people to do in those scenarios is really take a look at the underlying issue because in most cases, the solution is not to take your foot off the accelerator per se and slow down. The solution is to get into the underlying problem. So if it’s burnout or a strategic disconnect between what you’re building and the marketplace you’re serving, what we find is the anxiety that people attach to speed or the frustration people attach to speed is often misplaced.

CURT NICKISCH: What is a good timeline to think about solving a problem then? Because if we by default take too long or else jump ahead and we don’t fix it right, what’s a good target time to have in your mind for how long solving a problem should take?

ANNE MORRISS: Yeah. Well, we’re playful in the book and talking about the idea that many problems can be solved in a week. We set the book up five chapters. They’re titled Monday, Tuesday, Wednesday, Thursday, Friday, and we’re definitely having fun with that. And yet, if you count the hours in a week, there are a lot of them. Many of our problems, if you were to spend a focused 40 hours of effort on a problem, you’re going to get pretty far.

But our main message is, listen, of course it’s going to depend on the nature of the problem, and you’re going to take weeks and maybe even some cases months to get to the other side. What we don’t want you to do is take years, which tends to be our default timeline for solving hard problems.

CURT NICKISCH: So you say to start with identifying the problem that’s holding you back, seems kind of obvious. But where do companies go right and wrong with this first step of just identifying the problem that’s holding you back?

ANNE MORRISS: And our goal is that all of these are going to feel obvious in retrospect. The problem is we skip over a lot of these steps and this is why we wanted to underline them. So this one is really rooted in our observation and I think the pattern of our species that we tend to be overconfident in the quality of our thoughts, particularly when it comes to diagnosing problems.

And so we want to invite you to start in a very humble and curious place, which tends not to be our default mode when we’re showing up for work. We convince ourselves that we’re being paid for our judgment. That’s exactly what gets reinforced everywhere. And so we tend to counterintuitively, given what we just talked about, we tend to move too quickly through the diagnostic phase.

CURT NICKISCH: “I know what to do, that’s why you hired me.”

ANNE MORRISS: Exactly. “I know what to do. That’s why you hired me. I’ve seen this before. I have a plan. Follow me.” We get rewarded for the expression of confidence and clarity. And so what we’re inviting people to do here is actually pause and really lean into what are the root causes of the problem you’re seeing? What are some alternative explanations? Let’s get into dialogue with the people who are also impacted by the problem before we start running down the path of solving it.

CURT NICKISCH: So what do you recommend for this step, for getting to the root of the problem? What are questions you should ask? What’s the right thought process? What do you do on Monday of the week?

ANNE MORRISS: In our experience of doing this work, people tend to undervalue the power of conversation, particularly with other people in the organization. So we will often advocate putting together a team of problem solvers, make it a temporary team, really pull in people who have a particular perspective on the problem and create the space, make it as psychologically safe as you can for people to really, as Chris Argyris so beautifully articulated, discuss the undiscussable.

And so the conditions for that are going to look different in every organization depending on the problem, but if you can get a space where smart people who have direct experience of a problem are in a room and talking honestly with each other, you can make an extraordinary amount of progress, certainly in a day.

CURT NICKISCH: Yeah, that gets back to the trust piece.

ANNE MORRISS: Definitely.

CURT NICKISCH: How do you like to start that meeting, or how do you like to talk about it? I’m just curious what somebody on that team might hear in that meeting, just to get the sense that it’s psychologically safe, you can discuss the undiscussable and you’re also focusing on the identification part. What’s key to communicate there?

ANNE MORRISS: Yeah. Well, we sometimes encourage people to do a little bit of data gathering before those conversations. So the power of a quick anonymous survey around whatever problem you’re solving, but also be really thoughtful about the questions you’re going to ask in the moment. So a little bit of preparation can go a long way and a little bit of thoughtfulness about the power dynamic. So who’s going to walk in there with license to speak and who’s going to hold back? So being thoughtful about the agenda, about the questions you’re asking about the room, about the facilitation, and then courage is a very infectious emotion.

So if you can early on create the conditions for people to show up bravely in that conversation, then the chance that you’re going to get good information and that you’re going to walk out of that room with new insight in the problem that you didn’t have when you walked in is extraordinarily high.

CURT NICKISCH: Now, in those discussions, you may have people who have different perspectives on what the problem really is. They also bear different costs of addressing the problem or solving it. You talked about the power dynamic, but there’s also an unfairness dynamic of who’s going to actually have to do the work to take care of it, and I wonder how you create a culture in that meeting where it’s the most productive?

ANNE MORRISS: For sure, the burden of work is not going to be equitably distributed around the room. But I would say, Curt, the dynamic that we see most often is that people are deeply relieved that hard problems are being addressed. So it really can create, and more often than not in our experience, it does create this beautiful flywheel of action, creativity, optimism. Often when problems haven’t been addressed, there is a fair amount of anxiety in the organization, frustration, stagnation. And so credible movement towards action and progress is often the best antidote. So even if the plan isn’t super clear yet, if it’s credible, given who’s in the room and their decision rights and mandate, if there’s real momentum coming out of that to make progress, then that tends to be deeply energizing to people.

CURT NICKISCH: I wonder if there’s an organization that you’ve worked with that you could talk about how this rolled out and how this took shape?

ANNE MORRISS: When we started working with Uber, that was wrestling with some very public issues of culture and trust with a range of stakeholders internally, the organization, also external, that work really started with a campaign of listening and really trying to understand where trust was breaking down from the perspective of these stakeholders?

So whether it was female employees or regulators or riders who had safety concerns getting into the car with a stranger. This work, it starts with an honest internal dialogue, but often the problem has threads that go external. And so bringing that same commitment to curiosity and humility and dialogue to anyone who’s impacted by the problem is the fastest way to surface what’s really going on.

CURT NICKISCH: There’s a step in this process that you lay out and that’s communicating powerfully as a leader. So we’ve heard about listening and trust building, but now you’re talking about powerful communication. How do you do this and why is it maybe this step in the process rather than the first thing you do or the last thing you do?

ANNE MORRISS: So in our process, again, it’s the days of the week. On Monday you figured out the problem. Tuesday you really got into the sandbox in figuring out what a good enough plan is for building trust. Wednesday, step three, you made it better. You created an even better plan, bringing in new perspectives. Thursday, this fourth step is the day we’re saying you got to go get buy-in. You got to bring other people along. And again, this is a step where we see people often underinvest in the power and payoff of really executing it well.

CURT NICKISCH: How does that go wrong?

ANNE MORRISS: Yeah, people don’t know the why. Human behavior and the change in human behavior really depends on a strong why. It’s not just a selfish, “What’s in it for me?” Although that’s helpful, but where are we going? I may be invested in a status quo and I need to understand, okay, if you’re going to ask me to change, if you’re going to invite me into this uncomfortable place of doing things differently, why am I here? Help me understand it and articulate the way forward and language that not only I can understand, but also that’s going to be motivating to me.

CURT NICKISCH: And who on my team was part of this process and all that kind of stuff?

ANNE MORRISS: Oh, yeah. I may have some really important questions that may be in the way of my buy-in and commitment to this plan. So certainly creating a space where those questions can be addressed is essential. But what we found is that there is an architecture of a great change story, and it starts with honoring the past, honoring the starting place. Sometimes we’re so excited about the change and animated about the change that what has happened before or what is even happening in the present tense is low on our list of priorities.

Or we want to label it bad, because that’s the way we’ve thought about the change, but really pausing and honoring what came before you and all the reasonable decisions that led up to it, I think can be really helpful to getting people emotionally where you want them to be willing to be guided by you. Going back to Uber, when Dara Khosrowshahi came in.

CURT NICKISCH: This is the new CEO.

ANNE MORRISS: The new CEO.

CURT NICKISCH: Replaced Travis Kalanick, the founder and first CEO, yeah.

ANNE MORRISS: Yeah, and had his first all-hands meeting. One of his key messages, and this is a quote, was that he was going to retain the edge that had made Uber, “A force of nature.” And in that meeting, the crowd went wild because this is also a company that had been beaten up publicly for months and months and months, and it was a really powerful choice. And his predecessor, Travis was in the room, and he also honored Travis’ incredible work and investment in bringing the company to the place where it was.

And I would use words like grace to also describe those choices, but there’s also an incredible strategic value to naming the starting place for everybody in the room because in most cases, most people in that room played a role in getting to that starting place, and you’re acknowledging that.

CURT NICKISCH: You can call it grace. Somebody else might call it diplomatic or strategic. But yeah, I guess like it or not, it’s helpful to call out and honor the complexity of the way things have been done and also the change that’s happening.

ANNE MORRISS: Yeah, and the value. Sometimes honoring the past is also owning what didn’t work or what wasn’t working for stakeholders or segments of the employee team, and we see that around culture change. Sometimes you’ve got to acknowledge that it was not an equitable environment, but whatever the worker, everyone in that room is bringing that pass with them. So again, making it discussable and using it as the jumping off place is where we advise people to start.

Then you’ve earned the right to talk about the change mandate, which we suggest using clear and compelling language about the why. “This is what happened, this is where we are, this is the good and the bad of it, and here’s the case for change.”

And then the last part, which is to describe a rigorous and optimistic way forward. It’s a simple past, present, future arc, which will be familiar to human beings. We love stories as human beings. It’s among the most powerful currency we have to make sense of the world.

CURT NICKISCH: Yeah. Chronological is a pretty powerful order.

ANNE MORRISS: Right. But again, the change leaders we see really get it right, are investing an incredible amount of time into the storytelling part of their job. Ursula Burns, the Head of Xerox is famous for the months and years she spent on the road just telling the story of Xerox’s change, its pivot into services to everyone who would listen, and that was a huge part of her success.

CURT NICKISCH: So Friday or your fifth step, you end with empowering teams and removing roadblocks. That seems obvious, but it’s critical. Can you dig into that a little bit?

ANNE MORRISS: Yeah. Friday is the fun day. Friday’s the release of energy into the system. Again, you’ve now earned the right to go fast. You have a plan, you’re pretty confident it’s going to work. You’ve told the story of change the organization, and now you get to sprint. So this is about really executing with urgency, and it’s about a lot of the tactics of speed is where we focus in the book. So the tactics of empowerment, making tough strategic trade-offs so that your priorities are clear and clearly communicated, creating mechanisms to fast-track progress. At Etsy, CEO Josh Silverman, he labeled these projects ambulances. It’s an unfortunate metaphor, but it’s super memorable. These are the products that get to speed out in front of the other ones because the stakes are high and the clock is sticking.

CURT NICKISCH: You pull over and let it go by.

ANNE MORRISS: Yeah, exactly. And so we have to agree as an organization on how to do something like that. And so we see lots of great examples both in young organizations and big complex biotech companies with lots of regulatory guardrails have still found ways to do this gracefully.

And I think we end with this idea of conflict debt, which is a term we really love. Leanne Davey, who’s a team scholar and researcher, and anyone in a tech company will recognize the idea of tech debt, which is this weight the organization drags around until they resolve it. Conflict debt is a beautiful metaphor because it is this weight that we drag around and slows us down until we decide to clean it up and fix it. The organizations that are really getting speed right have figured out either formally or informally, how to create an environment where conflict and disagreements can be gracefully resolved.

CURT NICKISCH: Well, let’s talk about this speed more, right? Because I think this is one of those places that maybe people go wrong or take too long, and then you lose the awareness of the problem, you lose that urgency. And then that also just makes it less effective, right? It’s not just about getting the problem solved as quickly as possible. It’s also just speed in some ways helps solve the problem.

ANNE MORRISS: Oh, yeah. It really is the difference between imagining the change you want to lead and really being able to bring it to life. Speed is the thing that unlocks your ability to lead change. It needs a foundation, and that’s what Monday through Thursday is all about, steps one through four, but the finish line is executing with urgency, and it’s that urgency that releases the system’s energy, that communicates your priorities, that creates the conditions for your team to make progress.

CURT NICKISCH: Moving fast is something that entrepreneurs and tech companies certainly understand, but there’s also this awareness that with big companies, the bigger the organization, the harder it is to turn the aircraft carrier around, right? Is speed relative when you get at those levels, or do you think this is something that any company should be able to apply equally?

ANNE MORRISS: We think this applies to any company. The culture really lives at the level of team. So we believe you can make a tremendous amount of progress even within your circle of control as a team leader. I want to bring some humility to this and careful of words like universal, but we do think there’s some universal truths here around the value of speed, and then some of the byproducts like keeping fantastic people. Your best people want to solve problems, they want to execute, they want to make progress and speed, and the ability to do that is going to be a variable in their own equation of whether they stay or they go somewhere else where they can have an impact.

CURT NICKISCH: Right. They want to accomplish something before they go or before they retire or finish something out. And if you’re able to just bring more things on the horizon and have it not feel like it’s going to be another two years to do something meaningful.

ANNE MORRISS: People – I mean, they want to make stuff happen and they want to be around the energy and the vitality of making things happen, which again, is also a super infectious phenomenon. One of the most important jobs of a leader, we believe, is to set the metabolic pace of their teams and organizations. And so what we really dig into on Friday is, well, what does that look like to speed something up? What are the tactics of that?

CURT NICKISCH: I wonder if that universal truth, that a body in motion stays in motion applies to organizations, right? If an organization in motion stays in motion, there is something to that.

ANNE MORRISS: Absolutely.

CURT NICKISCH: Do you have a favorite client story to share, just where you saw speed just become a bit of a flywheel or just a positive reinforcement loop for more positive change at the organization?

ANNE MORRISS: Yeah. We work with a fair number of organizations that are on fire. We do a fair amount of firefighting, but we also less dramatically do a lot of fire prevention. So we’re brought into organizations that are working well and want to get better, looking out on the horizon. That work is super gratifying, and there is always a component of, well, how do we speed this up?

What I love about that work is there’s often already a high foundation of trust, and so it’s, well, how do we maintain that foundation but move this flywheel, as you said, even faster? And it’s really energizing because often there’s a lot of pent-up energy that… There’s a lot of loyalty to the organization, but often it’s also frustration and pent-up energy. And so when that gets released, when good people get the opportunity to sprint for the first time in a little while, it’s incredibly energizing, not just for us, but for the whole organization.

CURT NICKISCH: Anne, this is great. I think finding a way to solve problems better but also faster is going to be really helpful. So thanks for coming on the show to talk about it.

ANNE MORRISS:  Oh, Curt, it was such a pleasure. This is my favorite conversation. I’m delighted to have it anytime.

HANNAH BATES: That was entrepreneur, leadership coach, and author Anne Morriss – in conversation with Curt Nickisch on HBR IdeaCast.

We’ll be back next Wednesday with another hand-picked conversation about business strategy from Harvard Business Review. If you found this episode helpful, share it with your friends and colleagues, and follow our show on Apple Podcasts, Spotify, or wherever you get your podcasts. While you’re there, be sure to leave us a review.

When you’re ready for more podcasts, articles, case studies, books, and videos with the world’s top business and management experts, you’ll find it all at HBR.org.

This episode was produced by Mary Dooe, Anne Saini, and me, Hannah Bates. Ian Fox is our editor. Special thanks to Rob Eckhardt, Maureen Hoch, Erica Truxler, Ramsey Khabbaz, Nicole Smith, Anne Bartholomew, and you – our listener. See you next week.

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