the third step in the problem solving process is to

What is Problem Solving? (Steps, Techniques, Examples)

By Status.net Editorial Team on May 7, 2023 — 5 minutes to read

What Is Problem Solving?

Definition and importance.

Problem solving is the process of finding solutions to obstacles or challenges you encounter in your life or work. It is a crucial skill that allows you to tackle complex situations, adapt to changes, and overcome difficulties with ease. Mastering this ability will contribute to both your personal and professional growth, leading to more successful outcomes and better decision-making.

Problem-Solving Steps

The problem-solving process typically includes the following steps:

• Identify the issue : Recognize the problem that needs to be solved.
• Analyze the situation : Examine the issue in depth, gather all relevant information, and consider any limitations or constraints that may be present.
• Generate potential solutions : Brainstorm a list of possible solutions to the issue, without immediately judging or evaluating them.
• Evaluate options : Weigh the pros and cons of each potential solution, considering factors such as feasibility, effectiveness, and potential risks.
• Select the best solution : Choose the option that best addresses the problem and aligns with your objectives.
• Implement the solution : Put the selected solution into action and monitor the results to ensure it resolves the issue.
• Review and learn : Reflect on the problem-solving process, identify any improvements or adjustments that can be made, and apply these learnings to future situations.

Defining the Problem

To start tackling a problem, first, identify and understand it. Analyzing the issue thoroughly helps to clarify its scope and nature. Ask questions to gather information and consider the problem from various angles. Some strategies to define the problem include:

• Brainstorming with others
• Asking the 5 Ws and 1 H (Who, What, When, Where, Why, and How)
• Analyzing cause and effect
• Creating a problem statement

Generating Solutions

Once the problem is clearly understood, brainstorm possible solutions. Think creatively and keep an open mind, as well as considering lessons from past experiences. Consider:

• Creating a list of potential ideas to solve the problem
• Grouping and categorizing similar solutions
• Prioritizing potential solutions based on feasibility, cost, and resources required
• Involving others to share diverse opinions and inputs

Evaluating and Selecting Solutions

Evaluate each potential solution, weighing its pros and cons. To facilitate decision-making, use techniques such as:

• SWOT analysis (Strengths, Weaknesses, Opportunities, Threats)
• Decision-making matrices
• Pros and cons lists
• Risk assessments

After evaluating, choose the most suitable solution based on effectiveness, cost, and time constraints.

Implementing and Monitoring the Solution

Implement the chosen solution and monitor its progress. Key actions include:

• Communicating the solution to relevant parties
• Setting timelines and milestones
• Assigning tasks and responsibilities
• Monitoring the solution and making adjustments as necessary
• Evaluating the effectiveness of the solution after implementation

Utilize feedback from stakeholders and consider potential improvements. Remember that problem-solving is an ongoing process that can always be refined and enhanced.

Problem-Solving Techniques

During each step, you may find it helpful to utilize various problem-solving techniques, such as:

• Brainstorming : A free-flowing, open-minded session where ideas are generated and listed without judgment, to encourage creativity and innovative thinking.
• Root cause analysis : A method that explores the underlying causes of a problem to find the most effective solution rather than addressing superficial symptoms.
• SWOT analysis : A tool used to evaluate the strengths, weaknesses, opportunities, and threats related to a problem or decision, providing a comprehensive view of the situation.
• Mind mapping : A visual technique that uses diagrams to organize and connect ideas, helping to identify patterns, relationships, and possible solutions.

Brainstorming

When facing a problem, start by conducting a brainstorming session. Gather your team and encourage an open discussion where everyone contributes ideas, no matter how outlandish they may seem. This helps you:

• Generate a diverse range of solutions
• Encourage all team members to participate
• Foster creative thinking

When brainstorming, remember to:

• Reserve judgment until the session is over
• Encourage wild ideas
• Combine and improve upon ideas

Root Cause Analysis

For effective problem-solving, identifying the root cause of the issue at hand is crucial. Try these methods:

• 5 Whys : Ask “why” five times to get to the underlying cause.
• Fishbone Diagram : Create a diagram representing the problem and break it down into categories of potential causes.
• Pareto Analysis : Determine the few most significant causes underlying the majority of problems.

SWOT Analysis

SWOT analysis helps you examine the Strengths, Weaknesses, Opportunities, and Threats related to your problem. To perform a SWOT analysis:

• List your problem’s strengths, such as relevant resources or strong partnerships.
• Identify its weaknesses, such as knowledge gaps or limited resources.
• Explore opportunities, like trends or new technologies, that could help solve the problem.
• Recognize potential threats, like competition or regulatory barriers.

SWOT analysis aids in understanding the internal and external factors affecting the problem, which can help guide your solution.

Mind Mapping

A mind map is a visual representation of your problem and potential solutions. It enables you to organize information in a structured and intuitive manner. To create a mind map:

• Write the problem in the center of a blank page.
• Draw branches from the central problem to related sub-problems or contributing factors.
• Add more branches to represent potential solutions or further ideas.

Mind mapping allows you to visually see connections between ideas and promotes creativity in problem-solving.

Examples of Problem Solving in Various Contexts

In the business world, you might encounter problems related to finances, operations, or communication. Applying problem-solving skills in these situations could look like:

• Identifying areas of improvement in your company’s financial performance and implementing cost-saving measures
• Resolving internal conflicts among team members by listening and understanding different perspectives, then proposing and negotiating solutions
• Streamlining a process for better productivity by removing redundancies, automating tasks, or re-allocating resources

In educational contexts, problem-solving can be seen in various aspects, such as:

• Addressing a gap in students’ understanding by employing diverse teaching methods to cater to different learning styles
• Developing a strategy for successful time management to balance academic responsibilities and extracurricular activities
• Seeking resources and support to provide equal opportunities for learners with special needs or disabilities

Everyday life is full of challenges that require problem-solving skills. Some examples include:

• Overcoming a personal obstacle, such as improving your fitness level, by establishing achievable goals, measuring progress, and adjusting your approach accordingly
• Navigating a new environment or city by researching your surroundings, asking for directions, or using technology like GPS to guide you
• Dealing with a sudden change, like a change in your work schedule, by assessing the situation, identifying potential impacts, and adapting your plans to accommodate the change.
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Problem Solving - 3 Basic Steps

Don't complicate it.

Problems can be confusing. Your problem-solving process shouldn’t make them more confusing. With a variety of different tools available, it’s common for people in the same company to use different approaches and different terminology. This makes problem solving problematic. It shouldn’t be.

Some companies use 5Whys , some use fishbone diagrams , and some categorize incidents into generic buckets like " human error " and " procedure not followed ." Some problem-solving methods have six steps, some have eight steps and some have 14 steps. It’s easy to understand how employees get confused.

6-sigma is another widely recognized problem-solving tool. It has five steps with its own acronym, DMAIC: define, measure, analyze, improve and control. The first two steps are for defining and measuring the problem . The third step is the analysis . And the fourth and fifth steps are improve and control, and address solutions .

3 Basic Steps of Problem Solving

As the name suggests, problem solving starts with a problem and ends with solutions. The step in the middle is the analysis. The level of detail within a problem changes based on the magnitude of an issue, but the basic steps of problem solving remain the same regardless of the type of problem:

Step 1. Problem

Step 2. analysis, step 3. solutions.

But these steps are not necessarily what everyone does. Some groups jump directly to solutions after a hasty problem definition. The analysis step is regularly neglected. Individuals and organizations don’t dig into the details that are essential to understand the issue. In the Cause Mapping® method, the point of root cause analysis is to reveal what happened within an incident—to do that digging.

Step 1. Problem

A complete problem definition consists of several different questions:

• What is the problem?
• When did it happen?
• Where did it happen?
• What was the total impact to each of the organization’s overall goals?

These four questions capture what individuals see as a problem, along with the specifics about the setting of the issue (the time and place), and, importantly, the overall consequences to the organization. The traditional approach of writing a problem description as a few sentences doesn’t necessarily capture the information needed for a complete definition. Some organizations see their problem as a single effect, but that doesn’t reflect the nature of an actual issue since different negative outcomes can occur within the same incident. Specific pieces of information are captured within each of the four questions to provide a thorough definition of the problem.

The analysis step provides a clear explanation of an issue by breaking it down into parts. A simple way to organize the details of an incident is to make a timeline . Each piece of the incident in placed in chronological order. A timeline is an effective way to understand what happened and when for an issue.

Ultimately, the objective of problem solving is to turn the negative outcomes defined in step 1 into positive results. To do so, the causes that produced the unwanted outcomes must be identified. These causes provide both the explanation of the issue as well as control points for different solution options. This cause-and-effect approach is the basis of explaining and preventing a problem solving. It’s why cause-and-effect thinking is fundamental for troubleshooting, critical thinking and effective root cause analysis.

Many organizations are under-analyzing their problems because they stop at generic categories like procedure not followed, training less than adequate or management systems . This is a mistake. Learning how to dig a littler further, by asking more Why questions, can reveal significant insight about those chronic problems that people have come to accept as normal operations.

A Cause Map™ diagram provides a way for frontline personnel, technical leads and managers to communicate the details of an issue objectively, accurately and thoroughly. A cause-and-effect analysis can begin as a single, linear path that can be expanded into as much detail as needed to fully understand the issue.

Solutions are specific actions that control specific causes to produce specific outcomes. Both short-term and long-term solutions can be identified from a clear and accurate analysis. It is also important for people to understand that every cause doesn’t need to be solved. Most people believe that 15 causes require 15 solutions. That is not true. Changing just one cause along a causal path breaks that chain of events. Providing solutions on more than one causal path provides additional layers of protection to further reduce the risk of a similar issue occurring in the future.

The Basics of Problem Solving Don't Change

These three steps of problem solving can be applied consistently across an organization from frontline troubleshooters to the executives. First principles should be the foundation of a company’s problem-solving culture. Overlooking these basics erodes critical thinking. Even though the fundamentals of cause-and-effect don’t change, organizations and individuals continue to find special adjectives, algorithms and jargon appealing. Teaching too many tools and using contrived terms such as “true root causal factors” is a symptom of ignoring lean principles. Don’t do that which is unnecessary.

Your problems may be complex, but your problem-solving process should be clear and simple. A scientific approach that objectively explains what happened and why (cause and effect) is sound. It’s the basis for understanding and solving a problem – any problem. It works on the farm, in the power plant, at the manufacturing company and at an airline. It works for the cancer researcher and for the auto mechanic. It also works the same way for safety incidents, production losses and equipment failures. Cause and effect doesn’t change. Just test it.

If you’re interested in seeing one of your problems dissected as a Cause Map diagram, send us an email or call the ThinkReliability office. We’ll arrange a call to step through your issue. You can also learn more about improving the way your organization investigates and prevents problems through one of our upcoming online webinars, short courses or workshops .

Want to learn more? Watch our 28-minute video on problem-solving basics.

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Overview of the Problem-Solving Mental Process

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

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

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

Frequently Asked Questions

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

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

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

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

The following steps include developing strategies and organizing knowledge.

1. Identifying the Problem

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

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

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

2. Defining the Problem

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

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

3. Forming a Strategy

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

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

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

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

4. Organizing Information

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

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

5. Allocating Resources

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

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

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

6. Monitoring Progress

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

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

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

7. Evaluating the Results

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

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

A Word From Verywell​

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

Get Advice From The Verywell Mind Podcast

Hosted by therapist Amy Morin, LCSW, this episode of The Verywell Mind Podcast shares how you can stop dwelling in a negative mindset.

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You can become a better problem solving by:

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

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

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

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

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

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

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

Guide: Problem Solving

Author: Daniel Croft

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

Problem-solving stands as a fundamental skill, crucial in navigating the complexities of both everyday life and professional environments. Far from merely providing quick fixes, it entails a comprehensive process involving the identification, analysis, and resolution of issues.

This multifaceted approach requires an understanding of the problem’s nature, the exploration of its various components, and the development of effective solutions. At its core, problem-solving serves as a bridge from the current situation to a desired outcome, requiring not only the recognition of an existing gap but also the precise definition and thorough analysis of the problem to find viable solutions.

What is Problem Solving?

At its core, problem-solving is about bridging the gap between the current situation and the desired outcome. It starts with recognizing that a discrepancy exists, which requires intervention to correct or improve. The ability to identify a problem is the first step, but it’s equally crucial to define it accurately. A well-defined problem is half-solved, as the saying goes.

Analyzing the problem is the next critical step. This analysis involves breaking down the problem into smaller parts to understand its intricacies. It requires looking at the problem from various angles and considering all relevant factors – be they environmental, social, technical, or economic. This comprehensive analysis aids in developing a deeper understanding of the problem’s root causes, rather than just its symptoms.

Finally, effective problem-solving involves the implementation of the chosen solution and its subsequent evaluation. This stage tests the practicality of the solution and its effectiveness in the real world. It’s a critical phase where theoretical solutions meet practical application.

The Nature of Problems

The nature of the problem significantly influences the approach to solving it. Problems vary greatly in their complexity and structure, and understanding this is crucial for effective problem-solving.

Simple vs. Complex Problems : Simple problems are straightforward, often with clear solutions. They usually have a limited number of variables and predictable outcomes. On the other hand, complex problems are multi-faceted. They involve multiple variables, stakeholders, and potential outcomes, often requiring a more sophisticated analysis and a multi-pronged approach to solving.

Structured vs. Unstructured Problems : Structured problems are well-defined. They follow a specific pattern or set of rules, making their outcomes more predictable. These problems often have established methodologies for solving. For example, mathematical problems usually fall into this category. Unstructured problems, in contrast, are more ambiguous. They lack a clear pattern or set of rules, making their outcomes uncertain. These problems require a more exploratory approach, often involving trial and error, to identify potential solutions.

Understanding the type of problem at hand is essential, as it dictates the approach. For instance, a simple problem might require a straightforward solution, while a complex problem might need a more comprehensive, step-by-step approach. Similarly, structured problems might benefit from established methodologies, whereas unstructured problems might need more innovative and creative problem-solving techniques.

The Problem-Solving Process

The process of problem-solving is a methodical approach that involves several distinct stages. Each stage plays a crucial role in navigating from the initial recognition of a problem to its final resolution. Let’s explore each of these stages in detail.

Step 1: Identifying the Problem

Step 2: Defining the Problem

Once the problem is identified, the next step is to define it clearly and precisely. This is a critical phase because a well-defined problem often suggests its solution. Defining the problem involves breaking it down into smaller, more manageable parts. It also includes understanding the scope and impact of the problem. A clear definition helps in focusing efforts and resources efficiently and serves as a guide to stay on track during the problem-solving process.

Step 3: Analyzing the Problem

Step 4: Generating Solutions

Step 5: Evaluating and Selecting Solutions

After generating a list of possible solutions, the next step is to evaluate each one critically. This evaluation includes considering the feasibility, costs, benefits, and potential impact of each solution. Techniques like cost-benefit analysis, risk assessment, and scenario planning can be useful here. The aim is to select the solution that best addresses the problem in the most efficient and effective way, considering the available resources and constraints.

Step 6: Implementing the Solution

Step 7: Reviewing and Reflecting

The final stage in the problem-solving process is to review the implemented solution and reflect on its effectiveness and the process as a whole. This involves assessing whether the solution met its intended goals and what could have been done differently. Reflection is a critical part of learning and improvement. It helps in understanding what worked well and what didn’t, providing valuable insights for future problem-solving efforts.

Tools and Techniques for Effective Problem Solving

Problem-solving is a multifaceted endeavor that requires a variety of tools and techniques to navigate effectively. Different stages of the problem-solving process can benefit from specific strategies, enhancing the efficiency and effectiveness of the solutions developed. Here’s a detailed look at some key tools and techniques:

Brainstorming

SWOT Analysis (Strengths, Weaknesses, Opportunities, Threats)

Root Cause Analysis

This is a method used to identify the underlying causes of a problem, rather than just addressing its symptoms. One popular technique within root cause analysis is the “ 5 Whys ” method. This involves asking “why” multiple times (traditionally five) until the fundamental cause of the problem is uncovered. This technique encourages deeper thinking and can reveal connections that aren’t immediately obvious. By addressing the root cause, solutions are more likely to be effective and long-lasting.

Mind Mapping

Each of these tools and techniques can be adapted to different types of problems and situations. Effective problem solvers often use a combination of these methods, depending on the nature of the problem and the context in which it exists. By leveraging these tools, one can enhance their ability to dissect complex problems, generate creative solutions, and implement effective strategies to address challenges.

Developing Problem-Solving Skills

Developing problem-solving skills is a dynamic process that hinges on both practice and introspection. Engaging with a diverse array of problems enhances one’s ability to adapt and apply different strategies. This exposure is crucial as it allows individuals to encounter various scenarios, ranging from straightforward to complex, each requiring a unique approach. Collaborating with others in teams is especially beneficial. It broadens one’s perspective, offering insights into different ways of thinking and approaching problems. Such collaboration fosters a deeper understanding of how diverse viewpoints can contribute to more robust solutions.

Reflection is equally important in the development of problem-solving skills. Reflecting on both successes and failures provides valuable lessons. Successes reinforce effective strategies and boost confidence, while failures are rich learning opportunities that highlight areas for improvement. This reflective practice enables one to understand what worked, what didn’t, and why.

Critical thinking is a foundational skill in problem-solving. It involves analyzing information, evaluating different perspectives, and making reasoned judgments. Creativity is another vital component. It pushes the boundaries of conventional thinking and leads to innovative solutions. Effective communication also plays a crucial role, as it ensures that ideas are clearly understood and collaboratively refined.

In conclusion, problem-solving is an indispensable skill set that blends analytical thinking, creativity, and practical implementation. It’s a journey from understanding the problem to applying a solution and learning from the outcome.

Whether dealing with simple or complex issues, or structured or unstructured challenges, the essence of problem-solving lies in a methodical approach and the effective use of various tools and techniques. It’s a skill that is honed over time, through experience, reflection, and the continuous development of critical thinking, creativity, and communication abilities. In mastering problem-solving, one not only addresses immediate issues but also builds a foundation for future challenges, leading to more innovative and effective outcomes.

• Mourtos, N.J., Okamoto, N.D. and Rhee, J., 2004, February. Defining, teaching, and assessing problem solving skills . In  7th UICEE Annual Conference on Engineering Education  (pp. 1-5).
• Foshay, R. and Kirkley, J., 2003. Principles for teaching problem solving.   Technical paper ,  4 (1), pp.1-16.

Q: What are the key steps in the problem-solving process?

A : The problem-solving process involves several key steps: identifying the problem, defining it clearly, analyzing it to understand its root causes, generating a range of potential solutions, evaluating and selecting the most viable solution, implementing the chosen solution, and finally, reviewing and reflecting on the effectiveness of the solution and the process used to arrive at it.

Q: How can brainstorming be effectively used in problem-solving?

A: Brainstorming is effective in the solution generation phase of problem-solving. It involves gathering a group and encouraging the free flow of ideas without immediate criticism. The goal is to produce a large quantity of ideas, fostering creative thinking. This technique helps in uncovering unique and innovative solutions that might not surface in a more structured setting.

Q: What is SWOT Analysis and how does it aid in problem-solving?

A : SWOT Analysis is a strategic planning tool used to evaluate the Strengths, Weaknesses, Opportunities, and Threats involved in a situation. In problem-solving, it aids by providing a clear understanding of the internal and external factors that could impact the problem and potential solutions. This analysis helps in formulating strategies that leverage strengths and opportunities while mitigating weaknesses and threats.

Q: Why is it important to understand the nature of a problem before solving it?

A : Understanding the nature of a problem is crucial as it dictates the approach for solving it. Problems can be simple or complex, structured or unstructured, and each type requires a different strategy. A clear understanding of the problem’s nature helps in applying the appropriate methods and tools for effective resolution.

Q: How does reflection contribute to developing problem-solving skills?

A : Reflection is a critical component in developing problem-solving skills. It involves looking back at the problem-solving process and the implemented solution to assess what worked well and what didn’t. Reflecting on both successes and failures provides valuable insights and lessons, helping to refine and improve problem-solving strategies for future challenges. This reflective practice enhances one’s ability to approach problems more effectively over time.

Daniel Croft

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 www.learnleansigma.com, a platform dedicated to Lean Six Sigma and process improvement insights.

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The 5 steps of the solving problem process

August 17, 2023 by MindManager Blog

Whether you run a business, manage a team, or work in an industry where change is the norm, it may feel like something is always going wrong. Thankfully, becoming proficient in the problem solving process can alleviate a great deal of the stress that business issues can create.

Understanding the right way to solve problems not only takes the guesswork out of how to deal with difficult, unexpected, or complex situations, it can lead to more effective long-term solutions.

In this article, we’ll walk you through the 5 steps of problem solving, and help you explore a few examples of problem solving scenarios where you can see the problem solving process in action before putting it to work.

Understanding the problem solving process

When something isn’t working, it’s important to understand what’s at the root of the problem so you can fix it and prevent it from happening again. That’s why resolving difficult or complex issues works best when you apply proven business problem solving tools and techniques – from soft skills, to software.

The problem solving process typically includes:

• Pinpointing what’s broken by gathering data and consulting with team members.
• Figuring out why it’s not working by mapping out and troubleshooting the problem.
• Deciding on the most effective way to fix it by brainstorming and then implementing a solution.

While skills like active listening, collaboration, and leadership play an important role in problem solving, tools like visual mapping software make it easier to define and share problem solving objectives, play out various solutions, and even put the best fit to work.

Before you can take your first step toward solving a problem, you need to have a clear idea of what the issue is and the outcome you want to achieve by resolving it.

For example, if your company currently manufactures 50 widgets a day, but you’ve started processing orders for 75 widgets a day, you could simply say you have a production deficit.

However, the problem solving process will prove far more valuable if you define the start and end point by clarifying that production is running short by 25 widgets a day, and you need to increase daily production by 50%.

Once you know where you’re at and where you need to end up, these five steps will take you from Point A to Point B:

• Figure out what’s causing the problem . You may need to gather knowledge and evaluate input from different documents, departments, and personnel to isolate the factors that are contributing to your problem. Knowledge visualization software like MindManager can help.
• Come up with a few viable solutions . Since hitting on exactly the right solution – right away – can be tough, brainstorming with your team and mapping out various scenarios is the best way to move forward. If your first strategy doesn’t pan out, you’ll have others on tap you can turn to.
• Choose the best option . Decision-making skills, and software that lets you lay out process relationships, priorities, and criteria, are invaluable for selecting the most promising solution. Whether it’s you or someone higher up making that choice, it should include weighing costs, time commitments, and any implementation hurdles.
• Put your chosen solution to work . Before implementing your fix of choice, you should make key personnel aware of changes that might affect their daily workflow, and set up benchmarks that will make it easy to see if your solution is working.
• Evaluate your outcome . Now comes the moment of truth: did the solution you implemented solve your problem? Do your benchmarks show you achieved the outcome you wanted? If so, congratulations! If not, you’ll need to tweak your solution to meet your problem solving goal.

In practice, you might not hit a home-run with every solution you execute. But the beauty of a repeatable process like problem solving is that you can carry out steps 4 and 5 again by drawing from the brainstorm options you documented during step 2.

Examples of problem solving scenarios

The best way to get a sense of how the problem solving process works before you try it for yourself is to work through some simple scenarios.

Here are three examples of how you can apply business problem solving techniques to common workplace challenges.

Scenario #1: Manufacturing

Building on our original manufacturing example, you determine that your company is consistently short producing 25 widgets a day and needs to increase daily production by 50%.

Since you’d like to gather data and input from both your manufacturing and sales order departments, you schedule a brainstorming session to discover the root cause of the shortage.

After examining four key production areas – machines, materials, methods, and management – you determine the cause of the problem: the material used to manufacture your widgets can only be fed into your equipment once the machinery warms up to a specific temperature for the day.

Your team comes up with three possible solutions.

• Leave your machinery running 24 hours so it’s always at temperature.
• Invest in equipment that heats up faster.
• Find an alternate material for your widgets.

After weighing the expense of the first two solutions, and conducting some online research, you decide that switching to a comparable but less expensive material that can be worked at a lower temperature is your best option.

You implement your plan, monitor your widget quality and output over the following week, and declare your solution a success when daily production increases by 100%.

Scenario #2: Service Delivery

Business training is booming and you’ve had to onboard new staff over the past month. Now you learn that several clients have expressed concern about the quality of your recent training sessions.

After speaking with both clients and staff, you discover there are actually two distinct factors contributing to your quality problem:

• The additional conference room you’ve leased to accommodate your expanding training sessions has terrible acoustics
• The AV equipment you’ve purchased to accommodate your expanding workforce is on back-order – and your new hires have been making do without

You could look for a new conference room or re-schedule upcoming training sessions until after your new equipment arrives. But your team collaboratively determines that the best way to mitigate both issues at once is by temporarily renting the high-quality sound and visual system they need.

Using benchmarks that include several weeks of feedback from session attendees, and random session spot-checks you conduct personally, you conclude the solution has worked.

Scenario #3: Marketing

You’ve invested heavily in product marketing, but still can’t meet your sales goals. Specifically, you missed your revenue target by 30% last year and would like to meet that same target this year.

After collecting and examining reams of information from your sales and accounting departments, you sit down with your marketing team to figure out what’s hindering your success in the marketplace.

Determining that your product isn’t competitively priced, you map out two viable solutions.

• Hire a third-party specialist to conduct a detailed market analysis.
• Drop the price of your product to undercut competitors.

Since you’re in a hurry for results, you decide to immediately reduce the price of your product and market it accordingly.

When revenue figures for the following quarter show sales have declined even further – and marketing surveys show potential customers are doubting the quality of your product – you revert back to your original pricing, revisit your problem solving process, and implement the market analysis solution instead.

With the valuable information you gain, you finally arrive at just the right product price for your target market and sales begin to pick up. Although you miss your revenue target again this year, you meet it by the second quarter of the following year.

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• Miles Anthony Smith
• Sep 12, 2022
• 12 min read

The Ultimate Problem-Solving Process Guide: 31 Steps and Resources

Updated: Jan 24, 2023

GOT CHALLENGES WITH YOUR PROBLEM-SOLVING PROCESS? ARE YOU FRUSTRATED?

prob·lem-solv·ing noun -the process of finding solutions to difficult or complex issues. It sounds so simple, doesn’t it? But in reality problem-solving is hard. It's almost always more complex than it seems. That's why problem-solving can be so frustrating sometimes. You can feel like you’re spinning your wheels, arguing in circles, or just failing to find answers that actually work. And when you've got a group working on a problem, it can get even muddier …differences of opinions, viewpoints colored by different backgrounds, history, life experiences, you name it. We’re all looking at life and work from different angles, and that often means disagreement. Sometimes sharp disagreement. That human element, figuring out how to take ourselves out of the equation and make solid, fact-based decisions , is precisely why there’s been so much written on problem-solving. Which creates its own set of problems. Whose method is best? How can you possibly sift through them all? Are we to have one person complete the entire problem-solving process by themselves or rely on a larger team to find answers to our most vexing challenges in the workplace ? Today, we’re going to make sense of it all. We’ll take a close look at nine top problem-solving methods. Then we’ll grab the best elements of all of them to give you a process that will have your team solving problems faster, with better results , and maybe with less sharp disagreement. Ready to dive in? Let’s go!

9 PROFITABLE PROBLEM-SOLVING TECHNIQUES AND METHODS

While there are loads of methods to choose from, we are going to focus on nine of the more common ones. You can use some of these problem-solving techniques reactively to solve a known issue or proactively to find more efficient or effective ways of performing tasks. If you want to explore other methods, check out this resource here . A helpful bit of advice here is to reassure people that you aren’t here to identify the person that caused the problem . You’re working to surface the issue, solve it and make sure it doesn’t happen again, regardless of the person working on the process. It can’t be understated how important it is to continually reassure people of this so that you get unfiltered access to information. Without this, people will often hide things to protect themselves . After all, nobody wants to look bad, do they? With that said, let’s get started...

1. CREATIVE PROBLEM SOLVING (CPS)

Alex Osborn coined the term “Creative Problem Solving” in the 1940s with this simple four-step process:

Clarify : Explore the vision, gather data, and formulate questions.

Ideate : This stage should use brainstorming to generate divergent thinking and ideas rather than the random ideas normally associated with brainstorming.

Develop : Formulate solutions as part of an overall plan.

Implement : Put the plan into practice and communicate it to all parties.

2. APPRECIATIVE INQUIRY

Source: http://www.davidcooperrider.com/ai-process/ This method seeks, first and foremost, to identify the strengths in people and organizations and play to that “positive core” rather than focus our energies on improving weaknesses . It starts with an “affirmative topic,” followed by the “positive core (strengths).” Then this method delves into the following stages:

Discovery (fact-finding)

Dream (visioning the future)

Design (strategic purpose)

Destiny (continuous improvement)

3. “FIVE WHYS” METHOD

This method simply suggests that we ask “Why” at least five times during our review of the problem and in search of a fix. This helps us dig deeper to find the the true reason for the problem, or the root cause. Now, this doesn’t mean we just keeping asking the same question five times. Once we get an answer to our first “why”, we ask why to that answer until we get to five “whys”.

Using the “five whys” is part of the “Analyze” phase of Six Sigma but can be used with or without the full Six Sigma process.

Review this simple Wikipedia example of the 5 Whys in action:

The vehicle will not start. (the problem)

Why? - The battery is dead. (First why)

Why? - The alternator is not functioning. (Second why)

Why? - The alternator belt has broken. (Third why)

Why? - The alternator belt was well beyond its useful service life and not replaced. (Fourth why)

Why? - The vehicle was not maintained according to the recommended service schedule. (Fifth why, a root cause)

4. LEAN SIX SIGMA (DMAIC METHOD)

While many people have at least heard of Lean or Six Sigma, do we know what it is? Like many problem-solving processes, it has five main steps to follow.

Define : Clearly laying out the problem and soliciting feedback from those who are customers of the process is necessary to starting off on the right foot.

Measure : Quantifying the current state of the problem is a key to measuring how well the fix performed once it was implemented.

Analyze : Finding out the root cause of the problem (see number 5 “Root Cause Analysis” below) is one of the hardest and least explored steps of Six Sigma.

Improve : Crafting, executing, and testing the solution for measureable improvement is key. What doesn’t get implemented and measured really won’t make a difference.

Control : Sustaining the fix through a monitoring plan will ensure things continue to stay on track rather than being a short-lived solution.

5. ROOT CAUSE ANALYSIS

Compared to other methods, you’ll more often find this technique in a reactive problem-solving mode, but it is helpful nonetheless. Put simply, it requires a persistent approach to finding the highest-level cause, since most reasons you’ll uncover for a problem don’t tell the whole story.

Most of the time, there are many factors that contributed to an issue. The main reason is often shrouded in either intentional or unintentional secrecy. Taking the time to drill down to the root of the issue is key to truly solving the problem.

6. DEMING-SHEWHART CYCLE: PLAN-DO-CHECK-ACT (PDCA)

Named for W. Edwards Deming and Walter A. Shewhart, this model follows a four-step process:

Plan: Establish goals and objectives at the outset to gain agreement. It’s best to start on a small scale in order to test results and get a quick win.

Do: This step is all about the implementation and execution of the solution.

Check: Study and compare actual to expected results. Chart this data to identify trends.

Act/Adjust: If the check phase showed different results, then adjust accordingly. If worse than expected, then try another fix. If the same or better than expected, then use that as the new baseline for future improvements.

7. 8D PROBLEM-SOLVING

While this is named “8D” for eight disciplines, there are actually nine , because the first is listed as step zero. Each of the disciplines represents a phase of this process. Its aim is to implement a quick fix in the short term while working on a more permanent solution with no recurring issues.

Prepare and Plan : Collecting initial information from the team and preparing your approach to the process is a necessary first step.

Form a Team : Select a cross-functional team of people, one leader to run meetings and the process, and one champion/sponsor who will be the final decision-maker.

Describe the Problem : Using inductive and deductive reasoning approaches, lay out the precise issue to be corrected.

Interim Containment Action : Determine if an interim solution needs to be implemented or if it can wait until the final fix is firmed up. If necessary, the interim action is usually removed once the permanent solution is ready for implementation.

Root Cause Analysis and Escape Point : Finding the root of the issue and where in the process it could’ve been found but was not will help identify where and why the issue happened.

Permanent Corrective Action : Incorporating key criteria into the solution, including requirements and wants, will help ensure buy-in from the team and your champion.

Implement and Validate the Permanent Corrective Action : Measuring results from the fix implemented validates it or sends the team back to the drawing board to identity a more robust solution.

Prevent Recurrence : Updating work procedure documents and regular communication about the changes are important to keep old habits in check.

Closure and Team Celebration : Taking time to praise the team for their efforts in resolving the problem acknowledges the part each person played and offers a way to move forward.

8. ARMY PROBLEM SOLVING PROCESS

The US Army has been solving problems for more than a couple of centuries , so why not take a look at the problem-solving process they’ve refined over many years? They recommend this five step process:

Identify the Problem : Take time to understand the situation and define a scope and limitations before moving forward.

Gather Information : Uncover facts, assumptions, and opinions about the problem, and challenge them to get to the truth.

Develop Screening and Evaluation Criteria :

Five screening items should be questioned. Is it feasible, acceptable, distinguishable, and complete?

Evaluation criteria should have these 5 elements: short title, definition, unit of measure, benchmark, and formula.

Generate, Analyze, and Compare Possible Solutions : Most fixes are analyzed, but do you compare yours to one another as a final vetting method?

Choose a Solution and Implement : Put the fix into practice and follow up to ensure it is being followed consistently and having the desired effect.

9. HURSON'S PRODUCTIVE THINKING MODEL

Tim Hurson introduced this model in 2007 with his book, Think Better. It consists of the following six actions.

Ask "What is going on?" : Define the impact of the problem and the aim of its solution.

Ask "What is success?" : Spell out the expected outcome, what should not be in fix, values to be considered, and how things will be evaluated.

Ask "What is the question?" : Tailor questions to the problem type. Valuable resources can be wasted asking questions that aren’t truly relevant to the issue.

Generate answers : Prioritize answers that are the most relevant to solutions, without excluding any suggestion to present to the decision-makers.

Forge the solution : Refine the raw list of prioritized fixes, looking for ways to combine them for a more powerful solution or eliminate fixes that don’t fit the evaluation criteria.

Align resources: Identify resources, team, and stakeholders needed to implement and maintain the solution.

STEAL THIS THOROUGH 8-STEP PROBLEM-SOLVING PROCESS

Now that we’ve reviewed a number of problem-solving methods, we’ve compiled the various steps into a straightforward, yet in-depth, s tep-by-step process to use the best of all methods.

1. DIG DEEP: IDENTIFY, DEFINE, AND CLARIFY THE ISSUE

“Elementary, my dear Watson,” you might say.

This is true, but we often forget the fundamentals before trying to solve a problem. So take some time to gain understanding of critical stakeholder’s viewpoints to clarify the problem and cement consensus behind what the issue really is.

Sometimes it feels like you’re on the same page, but minor misunderstandings mean you’re not really in full agreement.. It’s better to take the time to drill down on an issue before you get too far into solving a problem that may not be the exact problem . Which leads us to…

2. DIG DEEPER: ROOT CAUSE ANALYSIS

This part of the process involves identifying these three items :

What happened?

Why did it happen?

What process do we need to employ to significantly reduce the chances of it happening again ?

You’ll usually need to sort through a series of situations to find the primary cause. So be careful not to stop at the first cause you uncover . Dig further into the situation to expose the root of the issue. We don’t want to install a solution that only fixes a surface-level issue and not the root. T here are typically three types of causes :

Physical: Perhaps a part failed due to poor design or manufacturing.

Human error: A person either did something wrong or didn’t do what needed to be done.

Organizational: This one is mostly about a system, process, or policy that contributed to the error .

When searching for the root cause, it is important to ensure people that you aren’t there to assign blame to a person but rather identify the problem so a fix can prevent future issues.

3. PRODUCE A VARIETY OF SOLUTION OPTIONS

So far, you’ve approached the problem as a data scientist, searching for clues to the real issue. Now, it’s important to keep your eyes and ears open, in case you run across a fix suggested by one of those involved in the process failure. Because they are closest to the problem, they will often have an idea of how to fix things. In other cases, they may be too close, and unable to see how the process could change.

The bottom line is to solicit solution ideas from a variety of sources , both close to and far away from the process you’re trying to improve.

You just never know where the top fix might come from!

4. FULLY EVALUATE AND SELECT PLANNED FIX(ES)

Evaluating solutions to a defined problem can be tricky since each one will have cost, political, or other factors associated with it. Running each fix through a filter of cost and impact is a vital step toward identifying a solid solution and hopefully settling on the one with the highest impact and low or acceptable cost.

Categorizing each solution in one of these four categoriescan help teams sift through them:

High Cost/Low Impact: Implement these last, if at all, since t hey are expensive and won’t move the needle much .

Low Cost/Low Impact: These are cheap, but you won’t get much impact.

High Cost/High Impact: These can be used but should be second to the next category.

Low Cost/High Impact: Getting a solid “bang for your buck” is what these fixes are all about. Start with these first .

5. DOCUMENT THE FINAL SOLUTION AND WHAT SUCCESS LOOKS LIKE

Formalize a document that all interested parties (front-line staff, supervisors, leadership, etc.) agree to follow. This will go a long way towards making sure everyone fully understands what the new process looks like, as well as what success will look like .

While it might seem tedious, try to be overly descriptive in the explanation of the solution and how success will be achieved. This is usually necessary to gain full buy-in and commitment to continually following the solution. We often assume certain things that others may not know unless we are more explicit with our communications.

6. SUCCESSFULLY SELL AND EXECUTE THE FIX

Arriving at this stage in the process only to forget to consistently apply the solution would be a waste of time, yet many organizations fall down in the execution phase . Part of making sure that doesn’t happen is to communicate the fix and ask for questions multiple times until all parties have a solid grasp on what is now required of them.

One often-overlooked element of this is the politics involved in gaining approval for your solution. Knowing and anticipating objections of those in senior or key leadership positions is central to gaining buy-in before fix implementation.

7. RINSE AND REPEAT: EVALUATE, MONITOR, AND FOLLOW UP

Next, doing check-ins with the new process will ensure that the solution is working (or identity if further reforms are necessary) . You’ll also see if the measure of predefined success has been attained (or is making progress in that regard).

Without regularly monitoring the fix, you can only gauge the success or failure of the solution by speculation and hearsay. And without hard data to review, most people will tell their own version of the story.

8. COLLABORATIVE CONTINGENCIES, ITERATION, AND COURSE CORRECTION

Going into any problem-solving process, we should take note that we will not be done once the solution is implemented (or even if it seems to be working better at the moment). Any part of any process will always be subject to the need for future iterations and course corrections . To think otherwise would be either foolish or naive.

There might need to be slight, moderate, or wholesale changes to the solution previously implemented as new information is gained, new technologies are discovered, etc.

14 FRUITFUL RESOURCES AND EXERCISES FOR YOUR PROBLEM-SOLVING JOURNEY

Want to test your problem-solving skills?

Take a look at these twenty case study scenario exercises to see how well you can come up with solutions to these problems.

Still have a desire to discover more about solving problems?

Check out these 14 articles and books...

1. THE LEAN SIX SIGMA POCKET TOOLBOOK: A QUICK REFERENCE GUIDE TO NEARLY 100 TOOLS FOR IMPROVING QUALITY AND SPEED

This book is like a Bible for Lean Six Sigma , all in a pocket-sized package.

2. SOME SAGE PROBLEM SOLVING ADVICE

The American Society for Quality has a short article on how it’s important to focus on the problem before searching for a solution.

3. THE SECRET TO BETTER PROBLEM SOLVING: HARVARD BUSINESS REVIEW

Wondering if you are solving the right problems? Check out this Harvard Business Review article.

4. PROBLEM SOLVING 101 : A SIMPLE BOOK FOR SMART PEOPLE

Looking for a fun and easy problem-solving book that was written by a McKinsey consultant? Take a look!

5. THE BASICS OF CREATIVE PROBLEM SOLVING – CPS

If you want a deeper dive into the seven steps of Creative Problem Solving , see this article.

6. APPRECIATIVE INQUIRY : A POSITIVE REVOLUTION IN CHANGE

Appreciative Inquiry has been proven effective in organizations ranging from Roadway Express and British Airways to the United Nations and the United States Navy. Review this book to join the positive revolution.

7. PROBLEM SOLVING: NINE CASE STUDIES AND LESSONS LEARNED

The Seattle Police Department has put together nine case studies that you can practice solving . While they are about police work, they have practical application in the sleuthing of work-related problems.

8. ROOT CAUSE ANALYSIS : THE CORE OF PROBLEM SOLVING AND CORRECTIVE ACTION

Need a resource to delve further into Root Cause Analysis? Look no further than this book for answers to your most vexing questions .

9. SOLVING BUSINESS PROBLEMS : THE CASE OF POOR FRANK

This solid case study illustrates the complexities of solving problems in business.

10. THE 8-DISCIPLINES PROBLEM SOLVING METHODOLOGY

Learn all about the “8Ds” with this concise primer.

11. THE PROBLEM-SOLVING PROCESS THAT PREVENTS GROUPTHINK HBR

Need to reduce groupthink in your organization’s problem-solving process ? Check out this article from the Harvard Business Review.

12. THINK BETTER : AN INNOVATOR'S GUIDE TO PRODUCTIVE THINKING

Tim Hurson details his own Productive Thinking Model at great length in this book from the author.

13. 5 STEPS TO SOLVING THE PROBLEMS WITH YOUR PROBLEM SOLVING INC MAGAZINE

This simple five-step process will help you break down the problem, analyze it, prioritize solutions, and sell them internally.

14. CRITICAL THINKING : A BEGINNER'S GUIDE TO CRITICAL THINKING, BETTER DECISION MAKING, AND PROBLEM SOLVING!

LOOKING FOR ASSISTANCE WITH YOUR PROBLEM-SOLVING PROCESS?

There's a lot to take in here, but following some of these methods are sure to improve your problem-solving process. However, if you really want to take problem-solving to the next level, InitiativeOne can come alongside your team to help you solve problems much faster than you ever have before.

There are several parts to this leadership transformation process provided by InitiativeOne, including a personal profile assessment, cognitive learning, group sessions with real-world challenges, personal discovery, and a toolkit to empower leaders to perform at their best.

There are really only two things stopping good teams from being great. One is how they make decisions and two is how they solve problems. Contact us today to grow your team’s leadership performance by making decisions and solving problems more swiftly than ever before!

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How to master the seven-step problem-solving process

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

Podcast transcript

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

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

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

Hugo Sarrazin: Our pleasure.

Charles Conn: It’s terrific to be here.

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

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

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

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

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

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

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

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Simon London: So this is a concise problem statement.

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

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

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

Hugo Sarrazin: Yeah.

Charles Conn: And in the wrong direction.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Both: Yeah.

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

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

Simon London: Right. Right.

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

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

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

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

Simon London: Would you agree with that?

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

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

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

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

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

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

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

Charles Conn: Yeah.

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

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

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

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

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

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

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

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

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

Hugo Sarrazin: Every step of the process.

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

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

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

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

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

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

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

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

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

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

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

Hugo Sarrazin: Absolutely.

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

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

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

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

Hugo Sarrazin: It was a pleasure. Thank you.

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

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

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The process is only a guide for problem solving. It is useful to have a structure to follow to make sure that nothing is overlooked. Nothing here is likely to be brand new to anyone, but it is the pure acknowledgement and reminding of the process that can help the problems to be solved. The normal process for solving a problem will initially involve defining the problem you want to solve. You need to decide what you want achieve and write it down. Often people keep the problem in their head as a vague idea and can so often get lost in what they are trying to solve that no solution seems to fit. Merely writing down the problem forces you to think about what you are actually trying to solve and how much you want to achieve. The first part of the process not only involves writing down the problem to solve, but also checking that you are answering the right problem. It is a check-step to ensure that you do not answer a side issue or only solve the part of the problem that is most easy to solve. People often use the most immediate solution to the first problem definition that they find without spending time checking the problem is the right one to answer. The next step in the process is often to check where we are, what is the current situation and what is involved in making it a problem. For example, what are the benefits of the current product/service/process? And why did we decide to make it like that? Understanding where the problem is coming from, how it fits in with current developments and what the current environment is, is crucial when working out whether a solution will actually work or not. Similarly you must have a set of criteria by which to evaluate any new solutions or you will not know whether the idea is workable or not. This section of the problem solving process ensures that time is spent in stepping back and assessing the current situation and what actually needs to be changed. After this investigation, it is often good to go back one step to reconfirm that your problem definition is still valid. Frequently after the investigation people discover that the problem they really want to answer is very different from their original interpretation of it. When you have discovered the real problem that you want to solve and have investigated the climate into which the solution must fit, the next stage is to generate a number of possible solutions. At this stage you should concentrate on generating many solutions and should not evaluate them at all. Very often an idea, which would have been discarded immediately, when evaluated properly, can be developed into a superb solution. At this stage, you should not pre-judge any potential solutions but should treat each idea as a new idea in its own right and worthy of consideration. This section of the problem solving process is where you investigate the various factors about each of the potential solutions. You note down the good and bad points and other things which are relevant to each solution. Even at this stage you are not evaluating the solution because if you do so then you could decide not to write down the valid good points about it because overall you think it will not work. However you might discover that by writing down its advantages that it has a totally unique advantage. Only by discovering this might you choose to put the effort in to develop the idea so that it will work. This is the section where you look through the various influencing factors for each possible solution and decide which solutions to keep and which to disregard. You look at the solution as a whole and use your judgement as to whether to use the solution or not. In Innovation Toolbox, you can vote using either a Yes/No/Interesting process or on a sliding scale depending on how good the idea is. Sometimes pure facts and figures dictate which ideas will work and which will not. In other situations, it will be purely feelings and intuition that decides. Remember that intuition is really a lifetimes experience and judgement compressed into a single decision. By voting for the solutions you will end up with a shortlist of potential solutions. You may want to increase the depth in the analysis of each idea and vote again on that shortlist to further refine your shortlist. You will then end up with one, many or no viable solutions. In the case where you have no solutions that work, you will need to repeat the generation of solutions section to discover more potential solutions. Alternatively you might consider re-evaluating the problem again as sometimes you may not find a solution because the problem definition is not well defined or self-contradictory. This section of the process is where you write down what you are going to do next. Now that you have a potential solution or solutions you need to decide how you will make the solution happen. This will involve people doing various things at various times in the future and then confirming that they have been carried out as planned. This stage ensures that the valuable thinking that has gone into solving the problem becomes reality. This series of Next Steps is the logical step to physically solving the problem.     pages The Five-Step Problem-Solving Process Sometimes when you’re faced with a complex problem, it’s best to pause and take a step back. A break from… Sometimes when you’re faced with a complex problem, it’s best to pause and take a step back. A break from routine will help you think creatively and objectively. Doing too much at the same time increases the chances of burnout. Solving problems is easier when you align your thoughts with your actions. If you’re in multiple places at once mentally, you’re more likely to get overwhelmed under pressure. So, a problem-solving process follows specific steps to make it approachable and straightforward. This includes breaking down complex problems, understanding what you want to achieve, and allocating responsibilities to different people to ease some of the pressure. The problem-solving process will help you measure your progress against factors like budget, timelines and deliverables. The point is to get the key stakeholders on the same page about the ‘what’, ‘why’ and ‘how’ of the process. ( Xanax ) Let’s discuss the five-step problem-solving process that you can adopt. Problems at a workplace need not necessarily be situations that have a negative impact, such as a product failure or a change in government policy. Making a decision to alter the way your team works may also be a problem. Launching new products, technological upgrades, customer feedback collection exercises—all of these are also “problems” that need to be “solved”. Here are the steps of a problem-solving process: 1. Defining the Problem The first step in the process is often overlooked. To define the problem is to understand what it is that you’re solving for. This is also where you outline and write down your purpose—what you want to achieve and why. Making sure you know what the problem is can make it easier to follow up with the remaining steps. This will also help you identify which part of the problem needs more attention than others. 2. Analyzing the Problem Analyze why the problem occurred and go deeper to understand the existing situation.  If it’s a product that has malfunctioned, assess factors like raw material, assembly line, and people involved to identify the problem areas. This will help you figure out if the problem will persist or recur. You can measure the solution against existing factors to assess its future viability. 3. Weighing the Options Once you’ve figured out what the problem is and why it occurred, you can move on to generating multiple options as solutions. You can combine your existing knowledge with research and data to come up with viable and effective solutions. Thinking objectively and getting inputs from those involved in the process will broaden your perspective of the problem. You’ll be able to come up with better options if you’re open to ideas other than your own. 4. Implementing The Best Solution Implementation will depend on the type of data at hand and other variables. Consider the big picture when you’re selecting the best option. Look at factors like how the solution will impact your budget, how soon you can implement it, and whether it can withstand setbacks or failures. If you need to make any tweaks or upgrades, make them happen in this stage. 5. Monitoring Progress The problem-solving process doesn’t end at implementation. It requires constant monitoring to watch out for recurrences and relapses. It’s possible that something doesn’t work out as expected on implementation. To ensure the process functions smoothly, you can make changes as soon as you catch a miscalculation. Always stay on top of things by monitoring how far you’ve come and how much farther you have to go. You can learn to solve any problem—big or small—with experience and patience. Adopt an impartial and analytical approach that has room for multiple perspectives. In the workplace, you’re often faced with situations like an unexpected system failure or a key employee quitting in the middle of a crucial project. Problem-solving skills will help you face these situations head-on. Harappa Education’s Structuring Problems course will show you how to classify and categorize problems to discover effective solutions. Equipping yourself with the right knowledge will help you navigate work-related problems in a calm and competent manner. Explore topics such as  Problem Solving , the  PICK Chart ,  How to Solve Problems  & the  Barriers to Problem Solving  from our Harappa Diaries blog section and develop your skills. Problem Solving Process: The Ultimate Guide to the Process of Problem Solving What is problem solving, the process for problem solving, be smart about problem solving. Whether you manage a team or the entire organization, you need to apply excellent problem solving techniques to keep your organization going. Problems can occur between employees, which needs quick and effective problem solving tricks to continue with your business operations. That is why you need to learn about problem solving stages. Read on to learn more about problem solving. Problem solving is the ability to offer solutions to difficult or complex issues and devising ways to avoid repetitive occurrences in the future. Develop a positive approach Before you handle any issue, the first thing is to have a positive mentality towards the problem. It could be a huge problem that may cause you to panic, but try as much as possible to remain composed and confident during the problem solving process. You want to give it the best outcome without involving emotions. So, stay positive as you figure out how to deal with the issue. Understand the problem The next problem solving method is to define the problem you are facing. The issue could be more profound than you think, and that is why you need to be intentional about diagnosing the root cause of the problem. This is the only way to solve the issue, because you can't solve what you cannot diagnose. Know the root cause and the effect of the issue. If possible, write down everything and use the notes as a guide on how to solve the problem. Be creative about the problem Creativity is a vital skill that a good problem solver should possess. It helps you think outside the box and approach the issue strategically. You need to address the issue from different angles to avoid leaning on one side. Determine whether other issues could be a stumbling block to the current problem and devise ways to address it first before you proceed. Looking for solutions A single problem can have tens of practical solutions. This is why you need to think deeper and analyze all the possible solutions before making the final decision. Determine the problem solving model you're going to use to solve the issue. You can brainstorm with your colleagues and take note of the possible solutions. Let it be an open platform where everyone can air out their views and ideas about the proposed solutions. But this doesn't mean that every solution is applicable. Determine the effective solution Once you highlight various scenarios, determine the problem solving techniques and approaches you will use. You do not have to apply every proposed solution. It is best to analyze what you have noted and settle for the best option. Please choose an alternative that will solve the issue at hand without complicating it further. You only need to be smart and sensible when choosing the best problem solving strategies. Solve the problem Now, you already have a solution to the problem, and are ready to make the final decision. Go on and execute. Be patient at this moment as you weigh both sides to see how the involved parties react to the final decision. If you experience a drawback, you can quickly counter it by applying creative tips and remain persistent until you achieve your goals. Be ready for the outcome One thing you need to know is that not all decisions end up well with the involved parties. The solution could fail and cause more chaos in the long run. It is imperative to prepare for such outcomes to avoid dilemmas and confusion. Remember, even if you do not get it right at first, this will be a learning lesson and you can be sure of doing better the next time. However, to avoid such scenarios, prepare adequately to handle the outcome, whether positive or negative.  Create a follow-up strategy No matter the outcome, find creative problem solving steps to follow up until you're sure that the problem is entirely resolved. Do not assume that everything is okay, since this could be the beginning of new problems. You can involve your colleagues to offer support until you achieve your goals. Today, there are more advanced ways of problem solving. Problem-solving software is a crucial tool that will help you solve your issues within a short time and without compromising quality. Check out MindManager to get all the tools you need for collaborative problem solving! Need to Download MindManager? Try the full version of mindmanager free for 30 days. Reviews / Why join our community? For companies Frequently asked questions What is Ideation – and How to Prepare for Ideation Sessions Ideation is the process where you generate ideas and solutions through sessions such as Sketching , Prototyping , Brainstorming , Cheatstorming , Brainwriting, Worst Possible Idea, and a wealth of other ideation techniques. Ideation is also the third stage in the Design Thinking process. Although many people might have experienced a “brainstorming” session before, it is not easy to facilitate a truly fruitful ideation session. In this article, we’ll teach you some processes and guidelines which will help you facilitate and prepare for productive, effective, innovative and fun ideation sessions. Ideation is often the most exciting stage in a Design Thinking project, because during Ideation, the aim is to generate a large quantity of ideas that the team can then filter and cut down into the best, most practical or most innovative ones in order to inspire new and better design solutions and products. “Ideation is the mode of the design process in which you concentrate on idea generation. Mentally it represents a process of ‘going wide’ in terms of concepts and outcomes. Ideation provides both the fuel and also the source material for building prototypes and getting innovative solutions into the hands of your users.” – d.school, An Introduction to Design Thinking PROCESS GUIDE Ideation Will Help You: Ask the right questions and innovate with a strong focus on your users, their needs, and your insights about them. Step beyond the obvious solutions and therefore increase the innovation potential of your solution. Bring together perspectives and strengths of your team members. Uncover unexpected areas of innovation. Create volume and variety in your innovation options. Get obvious solutions out of your heads, and drive your team beyond them. Why do We Need Ideation in Design Thinking? We’ll let Grand Old Man of User Experience , Don Norman , answer this important question in a down-to-earth and very relevant way. Don Norman helps us take one step back and reflect upon why we need to challenge assumptions, ask stupid questions and provoke our current understanding, which is—in fact—what Ideation methods such as Challenge Assumptions, SCAMPER, and Provocations help us do: “One of my concerns has been design education , where the focus has been centered too much upon craft skills and too little on gaining a deeper understanding of design principles , of human psychology, technology and society. As a result, designers often attempt to solve problems about which they know nothing. I have also come to believe that in such ignorance lies great power: The ability to ask stupid questions. What is a stupid question? It is one which questions the obvious. ‘Duh,’ thinks the audience, ‘this person is clueless.’ Well, guess what, the obvious is often not so obvious. Usually it refers to some common belief or practice that has been around for so long that it has not been questioned. Once questioned, people stammer to explain: sometimes they fail. It is by questioning the obvious that we make great progress. This is where breakthroughs come from. We need to question the obvious, to reformulate our beliefs, and to redefine existing solutions, approaches, and beliefs. That is design thinking. Ask the stupid question. People who know a lot about a field seldom think to question the fundamentals of their knowledge. People from outside the discipline do question it. Many times their questions simply reveal a lack of knowledge, but that is OK, that is how to acquire the knowledge. And every so often, the question sparks a basic and important reconsideration. Hurrah for Design Thinking.” – Don Norman, in Rethinking Design Thinking According to Don Norman, asking stupid questions is not stupid at all. However, Ideation and Design Thinking is not only about challenging assumptions and asking so-called stupid questions. It’s also about going from researching and defining your users and their needs in the Empathise and Define phases and moving on into starting to come up with the right solutions for the users via Ideation methods: “You ideate in order to transition from identifying problems to creating solutions for your users. Ideation is your chance to combine the understanding you have of the problem space and people you are designing for with your imagination to generate solution concepts. Particularly early in a design project, ideation is about pushing for a widest possible range of ideas from which you can select, not simply finding a single, best solution.” – d.school, An Introduction to Design Thinking PROCESS GUIDE The d.school celebrates Design Thinking, and d.school provides one of the most – if not the most – celebrated and recognised resources on Design Thinking and ideation techniques. D-school is a design school based at Stanford University in cooperation with the German Hasso Plattner Institute of the University of Potsdam. Here, we’ll introduce you to how you can prepare for Ideation Sessions based on d.school and the international design and consulting firm IDEO’s best practices. Get Started in Applying Ideation Methods Ideation facilitation is a challenging and complex task. It requires experience in understanding and managing teams, people dynamics, adaptability and flexibility and a range of other soft skills, which in reality are really hard to master. Having said that, there's nothing like experience to help you learn the ropes of any field. The best way to learn is to take the theory and techniques you learn from the experts, and then apply and test them in your own context and adapt them to your own needs. Preparation before the Storm When we're about to venture into stormy territory, we know we need to prepare for a bumpy ride and take extra provisions so that we come out on the other side and arrive at our destination unscathed. An ideation process such as Brainstorming or Challenging Assumptions is no different. Wandering into a Brainstorm without preparation is asking for trouble. You may inadvertently damage your team's perception of ideation and scar them for future creative activities. You could also damage team cohesion by going into a situation like this and causing team members to fall out with each other due to a brainstorming session gone wrong. How to Prepare Before You Start Ideating Even though Design Thinking is not a linear process, it is crucial to take into account the first two stages or modes in Design Thinking before you start ideating. If you neglect to take these two modes and their guidelines into account before an Ideation session, you risk becoming lost. The Empathise and Define guidelines will help you develop the sufficient background knowledge and set a clear goal for your ideation sessions. 1st Mode: Empathise Design Thinking’s first two modes or stages – as presented by the d-school and us here at the Interaction Design Foundation – can help us prepare for the Ideation session. The first part of the preparation is the Empathise mode, which is all about researching and observing in field studies – and watching, engaging with and listening to your users: “ Empathy is the centerpiece of a human-centered design process. The Empathize mode is the work you do to understand people, within the context of your design challenge. It is your effort to understand the way they do things and why, their physical and emotional needs, how they think about the world, and what is meaningful to them.” – d-school, An Introduction to Design Thinking PROCESS GUIDE The Empathy mode will help you conduct relevant research and become an instant-expert on the subject and gain invaluable empathy for the person you are designing for. 2nd Mode: Define The next stage, which you should to take into account when preparing an ideation session, is the Define mode, which is all about making sense of the widespread information you have gathered in the first mode: “The Define mode of the design process is all about bringing clarity and focus to the design space. It is your chance, and responsibility, as a design thinker to define the challenge you are taking on, based on what you have learned about your user and about the context.” – d-school, An Introduction to Design Thinking PROCESS GUIDE Defining involves synthesising and making sense of all the available information you gathered during the Empathise mode, by discovering connections and patterns. You will often want to use methods such as Affinity Diagrams , and Sharing Inspiring User Stories and Personas . By the end of the Define mode, your goal is to construct a meaningful and actionable problem statement, also known as a Point Of View (POV). A good problem statement or POV will allow you to ideate in a goal-oriented manner. Your POV defines the RIGHT challenge to address in the ideation sessions. It may seem counterintuitive, but d-school recommends that you construct a more narrowly-focussed problem statement as this will result in both a greater quantity and higher quality solutions when you and your team start generating ideas. In the ideation process, POV should be your guiding statement that focusses on your insights about your users and their needs . How do you define your Point Of View? You define the type of person you are designing for – your user . For instance, you can develop one or more personas, use affinity diagrams, empathy maps and other methods, which help you understand and crystallise your research results – observations, interviews, fieldwork, etc. You extract and synthesise your users’ most essential needs , which are the most important to fulfill. Remember that needs should be verbs. You work to express insights you developed through the synthesis of information that you gathered during your initial Empathise mode. The insight should typically not simply be a reason for the need, but rather a synthesised statement that you can leverage in your design solution. Write your definitions into a Point Of View template like this one: Your Point Of View template: Step 3 – POV Madlib You can articulate a POV by combining these three elements – user, need, and insight – as an actionable problem statement that will drive the rest of your design work. It’s surprisingly easy when you insert your findings in the POV Madlib below. You can articulate your POV by inserting your information about your user, the needs and your insights in the following sentence: [ User . . . (descriptive)] needs [ Need . . . (verb)] because [ Insight . . . (compelling)] Condense your Point Of View by using this POV Madlib. Example: An adult person who lives in the city… needs access to a shared car 1-4 times for 10-60 minutes per week … because he would rather share a car with more people as this is cheaper, more environmentally friendly, however it should still be easy for more people to share. Step 4 – Make Sure That Your Point Of View is One That: Provides a narrow focus. Frames the problem as a problem statement. Inspires your team. Guides your innovation efforts. Informs criteria for evaluating competing ideas. Is sexy and captures people’s attention. Is valid, insightful, actionable, unique, narrow, meaningful, and exciting. Yay! You’re now well-equipped to create a POV and it’s time to understand how to start using your POV in a way which crystallises all of your previous work from the Empathise and Define modes. Do you want to learn how you can get started creating your own Point Of View/problem statement for your next design project and ideation session? Then you can download our Point Of View template : 3rd mode: Ideate When you’ve developed your POV it’s time to start ideating. Begin with your Point Of View or problem statement. Break that larger challenge up into smaller actionable pieces. Look for aspects of the statement to complete the sentence, “How might we…?” “How Might We?” Questions Frame and Open Up Your Design Challenge You start using your POV by reframing the POV into a question: Instead of saying, we need to design X or Y, Design Thinking explores new ideas and solutions to a specific design challenge. It’s time to start using the Ideation method that involves asking, “How Might We…?” Examples of How to Generate HMW Questions Which Fuel your Ideation Sessions When you’ve defined your design challenge in a POV, you can start opening up for ideas to solve your design challenge. You can start using your POV by asking a specific question starting with, “How Might We?” or “in-what-ways-might-we?”. For example: How might we… design a driverless car, which is environmental friendly, cheap and easy for more people to share? You then break the POV into smaller and actionable pieces as follows: You might start coming up with too narrow questions, such as: “ HMW create a taxi which does not need a chauffeur”. Or you questions might become too broad : “HMW redesign transportation”. You should strive to ask an inspiring and specific question which can be the main question which you use as your guide in your ideation sessions: “HMW design a driverless car, which is environmental friendly, cheap and easy to share for more people.” After you’ve asked the foundational question you start breaking the POV into several smaller and actionable sub-questions which you can center your different ideation sessions around: “HMW design an electric car?” and “HMW design a car which has a digital code as a key which is safe to share among a lot of varying users.” These are simple examples, all with their own subtle nuances that may influence slightly different approaches in the ideation phases. Your HMW questions will ensure that your upcoming creative ideation and design activities are informed with one or more HMW questions, which spark your imagination and aligns well with the core insights and user needs that you’ve uncovered. “We use the How Might We format because it suggests that a solution is possible and because they offer you the chance to answer them in a variety of ways. A properly framed How Might We doesn’t suggest a particular solution, but gives you the perfect frame for innovative thinking.” – Ideo.org How Might We (HMW) questions are the best way to open up Brainstorm and other Ideation sessions. HMW opens up to Ideation sessions where you explore ideas that can help you solve your design challenge. By framing your challenge as a How Might We question, you’ll prepare yourself for an innovative solution in the third Design Thinking phase, the Ideation phase. The How Might We method is constructed in such a way that it opens up the field for new ideas, admits that we do not currently know the answer, and encourages a collaborative approach to solving it. Best Practice Guide to Asking How Might We Begin with your Point of View (POV) or problem statement. Start by rephrasing and framing your Point Of View as several questions by adding “How might we?” at the beginning. Break that larger POV challenge up into smaller actionable and meaningful questions. Five to ten How Might We questions for one POV is a good starting point. It is often helpful to brainstorm the HMW questions before the solutions brainstorm. Look at your How Might We questions and ask yourself if they allow for a variety of solutions. If they don’t, broaden them. Your How Might We questions should generate a number of possible answers and will become a launch pad for your Ideation Sessions, such as Brainstorms. If your How Might We questions are too broad, narrow them down. You should aim for a narrow enough frame to let you know where to start your Brainstorm, but at the same time you should also aim for enough breadth to give you room to explore wild ideas. You can download and print out our How Might We template which you and your team can use as a guide: Characteristics Required for Successful Ideation Ideation requires purposefully adopting certain characteristics, whether they are natural or whether they need to be encouraged and learnt. Regardless of one's personality or way of thinking, we all fall into the trap of sticking to patterns and familiar ground, and tend to use the same recipes for solving problems, as this reduces the cognitive load required. Experts and novices alike need to be constantly self-aware and purposely intend to adopt some of the following characteristics, which create an open mind and fertile ground for sparking unconventional ideas. Adapting: Be able to switch how you see, understand, and extend thinking as new input gets generated. Connecting: Be able to connect seemingly unrelated concepts, attributes or themes in order to create new possibilities. Disrupting: Be able to overturn commonly held beliefs, assumptions or norms in order to re-think conventional approaches. Flipping: Turn dead-ends or deadlocks into opportunities by flipping them over or rapidly changing direction towards greater viability. Dreaming and Imagining: Be able to visualise a new picture of reality by turning abstract needs into tangible pictures or stories, thereby allowing the space required for inventing bridges to that reality. Experimental: Be open and curious enough to explore possibilities and take risks; be willing and eager to test out ideas and eager to venture into the unknown. Recognise Patterns: Seek to spot common threads of meaning, and ways of seeing, doing and behaving; be able to recognise attributes or shared values across a spectrum of influence and input; and finally be able to utilize these commonalities to build solutions. Curiosity: Be willing to ask uncomfortable, silly or even crazy questions. Be willing to explore and experience, in order to understand and learn something new and different. Please always remember that: “It’s not about coming up with the ‘right’ idea, it’s about generating the broadest range of possibilities.” – d.school, An Introduction to Design Thinking PROCESS GUIDE The Take Away – Design Thinking's Ideation Compass Unlike the all too familiar designer's nightmare of staring at a blank page unable to conjure up ideas from the creative ether, Design Thinking’s first two modes, Empathise and Define, gives you a solid base to launch relevant and well-informed ideas, which hit the mark in surprising and delightful ways, no voodoo required. Sometimes it will make sense to visibly display personas, stories, scenarios and other maps from which you have derived insights and the Point Of View to keep the ship steering in the appropriate direction during your ideation session. Most of all, your Point Of View should be centre stage. When you've got your Point Of View, you'll start asking “How Might We?” questions and you might feel as if you've already walked a long hard road to get there. Keep calm and ideate! Everything you've been doing up until this point is really about to come to life. Shake up the ranks and make some space for unleashing your ideas, all of them, however weird and wonderful they may be. Be prepared to throw it all out there. Wait, did I hear you say you're shy? Are you worried others may poke fun at your ideas? Are you concerned your manager may shoot down your ideas? Have no fear; you can learn to create that happy place where you and your team members can really unleash that inner, clever child. The first point of comfort should be that the steps you have completed leads up to your Point Of View and “How Might We?” questions, have already sufficiently set the boundaries within which you can freely explore. True creativity really thrives within constraints, not on absolutely limitless possibilities. Your “How Might We?” questions provide a clear guide to keep the exploration in the ideation sessions meaningful and relevant. References & Where to Learn More d-school, Bootcamp Bootleg , 2010. Tim Brown, CEO of IDEO, Change by Design, 2009 Don Norman. Rethinking Design Thinking , 2013. Design Thinking: The Ultimate Guide Get Weekly Design Tips Topics in this article, what you should read next, the 5 stages in the design thinking process. 1.8k shares What is Design Thinking and Why Is It So Popular? 1.6k shares Personas – A Simple Introduction 1.5k shares Stage 2 in the Design Thinking Process: Define the Problem and Interpret the Results 1.3k shares Affinity Diagrams: How to Cluster Your Ideas and Reveal Insights 1.2k shares 2 years ago Stage 4 in the Design Thinking Process: Prototype 3 years ago Stage 3 in the Design Thinking Process: Ideate 4 years ago Stage 1 in the Design Thinking Process: Empathise with Your Users Empathy Map – Why and How to Use It 3 weeks ago What Is Empathy and Why Is It So Important in Design Thinking? Open Access—Link to us! We believe in Open Access and the  democratization of knowledge . Unfortunately, world-class educational materials such as this page are normally hidden behind paywalls or in expensive textbooks. 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We’re giving you a free ebook! Download our free ebook The Basics of User Experience Design to learn about core concepts of UX design. In 9 chapters, we’ll cover: conducting user interviews, design thinking, interaction design, mobile UX design, usability, UX research, and many more! New to UX Design? We’re Giving You a Free ebook! Business Essentials Leadership & Management Credential of Leadership, Impact, and Management in Business (CLIMB) Entrepreneurship & Innovation Digital Transformation Finance & Accounting Business in Society For Organizations Support Portal Media Coverage Founding Donors Leadership Team Harvard Business School → HBS Online → Business Insights → Business Insights Harvard Business School Online's Business Insights Blog provides the career insights you need to achieve your goals and gain confidence in your business skills. 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According to a survey of 760 companies cited in the Harvard Business Review , decision effectiveness and financial results correlated at a 95 percent confidence level across countries, industries, and organization sizes. Yet, making ethical decisions can be difficult in the workplace and often requires dealing with ambiguous situations. If you want to become a more effective leader , here’s an overview of why ethical decision-making is important in business and how to be better at it. Access your free e-book today. The Importance of Ethical Decision-Making Any management position involves decision-making . “Even with formal systems in place, managers have a great deal of discretion in making decisions that affect employees,” says Harvard Business School Professor Nien-hê Hsieh in the online course Leadership, Ethics, and Corporate Accountability . “This is because many of the activities companies need to carry out are too complex to specify in advance.” This is where ethical decision-making comes in. As a leader, your decisions influence your company’s culture, employees’ motivation and productivity, and business processes’ effectiveness. It also impacts your organization’s reputation—in terms of how customers, partners, investors, and prospective employees perceive it—and long-term success. With such a large portion of your company’s performance relying on your guidance, here are seven ways to improve your ethical decision-making. 1. Gain Clarity Around Personal Commitments You may be familiar with the saying, “Know thyself.” The first step to including ethics in your decision-making process is defining your personal commitments. To gain clarity around those, Hsieh recommends asking: What’s core to my identity? How do I perceive myself? What lines or boundaries will I not cross? What kind of life do I want to live? What type of leader do I want to be? Once you better understand your core beliefs, values, and ideals, it’s easier to commit to ethical guidelines in the workplace. If you get stuck when making challenging decisions, revisit those questions for guidance. 2. Overcome Biases A bias is a systematic, often unconscious inclination toward a belief, opinion, perspective, or decision. It influences how you perceive and interpret information, make judgments, and behave. Bias is often based on: Personal experience Cultural background Social conditioning Individual preference It exists in the workplace as well. “Most of the time, people try to act fairly, but personal beliefs or attitudes—both conscious and subconscious—affect our ability to do so,” Hsieh says in Leadership, Ethics, and Corporate Accountability . There are two types of bias: Explicit: A bias you’re aware of, such as ageism. Implicit: A bias that operates outside your awareness, such as cultural conditioning. Whether explicit or implicit, you must overcome bias to make ethical, fair decisions. Related: How to Overcome Stereotypes in Your Organization 3. Reflect on Past Decisions The next step is reflecting on previous decisions. “By understanding different kinds of bias and how they can show themselves in the workplace, we can reflect on past decisions, experiences, and emotions to help identify problem areas,” Hsieh says in the course. Reflect on your decisions’ processes and the outcomes. Were they favorable? What would you do differently? Did bias affect them? Through analyzing prior experiences, you can learn lessons that help guide your ethical decision-making. 4. Be Compassionate Decisions requiring an ethical lens are often difficult, such as terminating an employee. “Termination decisions are some of the hardest that managers will ever have to make,” Hsieh says in Leadership, Ethics, and Corporate Accountability . “These decisions affect real people with whom we often work every day and who are likely to depend on their job for their livelihood.” Such decisions require a compassionate approach. Try imagining yourself in the other person’s shoes, and think about what you would want to hear. Doing so allows you to approach decision-making with more empathy. 5. Focus on Fairness Being “fair” in the workplace is often ambiguous, but it’s vital to ethical decision-making. “Fairness is not only an ethical response to power asymmetries in the work environment,” Hsieh says in Leadership, Ethics, and Corporate Accountability . “Fairness–and having a successful organizational culture–can benefit the organization economically and legally as well.” It’s particularly important to consider fairness in the context of your employees. According to Leadership, Ethics, and Corporate Accountability , operationalizing fairness in employment relationships requires: Legitimate expectations: Expectations stemming from a promise or regular practice that employees can anticipate and rely on. Procedural fairness: Concern with whether decisions are made and carried out impartially, consistently, and transparently. Distributive fairness: The fair allocation of opportunities, benefits, and burdens based on employees’ efforts or contributions. Keeping these aspects of fairness in mind can be the difference between a harmonious team and an employment lawsuit. When in doubt, ask yourself: “If I or someone I loved was at the receiving end of this decision, what would I consider ‘fair’?” 6. Take an Individualized Approach Not every employee is the same. Your relationships with team members, managers, and organizational leaders differ based on factors like context and personality types. “Given the personal nature of employment relationships, your judgment and actions in these areas will often require adjustment according to each specific situation,” Hsieh explains in Leadership, Ethics, and Corporate Accountability . One way to achieve this is by tailoring your decision-making based on employees’ values and beliefs. For example, if a colleague expresses concerns about a project’s environmental impact, explore eco-friendly approaches that align with their values. Another way you can customize your ethical decision-making is by accommodating employees’ cultural differences. Doing so can foster a more inclusive work environment and boost your team’s performance . 7. Accept Feedback Ethical decision-making is susceptible to gray areas and often met with dissent, so it’s critical to be approachable and open to feedback . The benefits of receiving feedback include: Learning from mistakes. Having more opportunities to exhibit compassion, fairness, and transparency. Identifying blind spots you weren’t aware of. Bringing your team into the decision-making process. While such conversations can be uncomfortable, don’t avoid them. Accepting feedback will not only make you a more effective leader but also help your employees gain a voice in the workplace. Ethical Decision-Making Is a Continuous Learning Process Ethical decision-making doesn’t come with right or wrong answers—it’s a continuous learning process. “There often is no right answer, only imperfect solutions to difficult problems,” Hsieh says. “But even without a single ‘right’ answer, making thoughtful, ethical decisions can make a major difference in the lives of your employees and colleagues.” By taking an online course, such as Leadership, Ethics, and Corporate Accountability , you can develop the frameworks and tools to make effective decisions that benefit all aspects of your business. Ready to improve your ethical decision-making? Enroll in Leadership, Ethics, and Corporate Accountability —one of our online leadership and management courses —and download our free e-book on how to become a more effective leader. About the Author Information Author Services Initiatives You are accessing a machine-readable page. In order to be human-readable, please install an RSS reader. 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Introduction 2. literature review, 2.1. development and current status of information extraction techniques, 2.2. development and current status of prompt learning, 3. prompt template construction strategy, 3.1. flexible combination of sub-prompts, 3.2. combining discrete and continuous prompts, 4. model design, 4.1. overall architecture, 4.2. entity recognition module, 4.2.1. input layer, 4.2.2. feature representation layer, 4.2.3. classification layer, 4.3. rule injection module, 4.4. relation extraction module, 4.4.1. relation feature representation layer, 4.4.2. classification layer, 5. experimental design and result analysis, 5.1. experimental environment and parameters, 5.2. construction of cybersecurity dataset, 5.3. evaluation metrics, 5.4. analysis of model method experimental results, 5.5. analysis of comparison experiment results, 5.6. analysis of ablation experiment results, 5.7. model performance change analysis, author contributions, data availability statement, conflicts of interest. 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[ Google Scholar ] [ CrossRef ] Click here to enlarge figure Category Method Advantages Disadvantages Entity Extraction Machine Learning-based Flexibility, good robustness Requires feature engineering, manual annotation, poor model transferability Pre-trained Model-based Deep neural networks can automatically capture features Depends on a large amount of labeled data, complex model training, high computational power demand Prompt-based Learning No need for large samples, different templates can be built for various tasks Cannot target multiple types of relations; exhaustive enumeration of all templates required Relation Extraction Rule-based Matching High flexibility, high reliability Requires manually constructing a large number of templates, time-consuming and labor-intensive Neural Network Model-based Can automatically extract features Poor scalability and portability Relation Rule Construction has_version has_element because_of is_product_of has_vul lead_to_consequence exploit use_means_of develope cooperate_with target_at no_relation Entities = product, version, vulnerability, cause, ... Parameter Type Value gpu_train_batch_size 8 gradient_accumulation_steps 1 max_seq_length 512 warmup_steps 500 learning_rate 3 × 10 learning_rate_for_new_token l × 10 num_train_epochs 2 weight_decay l × 10 adam_epsilon l × 10 Relation Meaning Quantity has_version Corresponding version(s) of involved product 3174 has_element Subordination relationship between element(s) and the product 2252 because_of Cause of existing vulnerability 71 is_product_of A product belongs to a certain manufacturer 1697 has_vul A product has vulnerability(ies) 4467 use_means_of Attacker’s use of a certain tool for network attacks 571 lead_to_consequence Consequence caused by existing vulnerabilities 513 exploit An organization exploits vulnerabilities for network attacks 117 develope An organization develops a certain tool 58 cooperate_with Cooperation and association between organizations and tools 27 target_at Hostile relation between organizations 924 no_relation No relation between two entities 32 Name Meaning TP (True Positive) Predicted as positive, the actual value is positive FP (False Positive) Predicted as positive, the actual value is negative TN (True Negative) Predicted as negative, the actual value is negative FN (False Negative) Predicted as negative, the actual value is positive Relation Quantity 0.1:1:8 0.5:1:8 1:1:8 R P F1 R P F1 R P F1 no_relation 32 70.6 66.2 68.3 82.5 78.0 80.2 89.3 84.8 87.0 cooperate_with 27 0 0 0 0 0 0 0 0 0 develope 58 0 0 0 0 0 0 0 0 0 because_of 71 0 0 0 0 0 0 3.6 100 6.9 exploit 117 0 0 0 96.8 100 98.4 96.8 100 98.4 lead_to_consequence 513 90 88.5 89.2 99.8 88.3 93.7 99.5 88.5 93.7 use_means_of 571 8.8 85.1 15.9 90.4 82.7 86.4 89.0 87.3 88.2 target at 924 96.5 79.8 87.4 98.0 97.8 97.9 99.5 97.9 98.7 is_product_of 1697 85.6 74.7 79.8 92.2 87.4 89.7 95.4 84.3 89.5 has_element 2252 19.2 79.1 30.8 92.8 91.1 92.0 89.3 94.5 91.8 has_version 3174 97.8 62.4 76.2 96.6 99.2 97.9 97.6 98.3 97.9 has_vul 4467 99.8 94.8 97.3 99.9 99.9 99.9 99.9 99.9 99.9 micro 13,903 78.2 78.2 78.2 95.4 95.3 95.3 95.5 95.4 95.5 Relation Quantity 1.5:1:7 2:1:7 R P F1 R P F1 no_relation 32 93.7 89.5 91.5 94.3 90.5 92.4 cooperate_with 27 0 0 0 0 0 0 develope 58 2.4 16.7 4.3 0 0 0 because_of 71 40.8 76.9 53.3 57.1 75.7 65.1 exploit 117 96.3 98.7 97.5 93.8 100 96.8 lead_to_consequence 513 98.1 92.4 95.1 97.5 94.3 95.9 use_means_of 571 97.7 83.2 89.9 95.7 83.6 89.3 target at 924 98.9 98.6 98.8 98.8 98.2 98.5 is_product_of 1697 95.6 88.7 92.1 94.1 89.7 91.9 has_element 2252 91.3 95.6 93.4 92.3 93.8 93.1 has_version 3174 97.7 99 98.3 97.9 99 98.5 has_vul 4467 99.9 99.9 99.9 99.9 99.9 99.9 micro 13,903 96.3 96.2 96.3 96.3 96.2 96.3 Model TACRED ReTACRED Bert-base (Devlin et al., 2019) 66.0 - Bert-large (Baldini Soares et al., 2019) 70.1 - ERNIE (Zhang et al., 2019) 67.9 - RoBERTa (Liu et al., 2019) 68.7 76 K-ADAPTER (Wang et al., 2020) 72.1 - SPANBert (Joshi et al., 2020) 70.8 85.3 KnowPrompt (Chen et al., 2021) 72.4 91.3 Model 0.1 0.3 0.5 0.7 1:1:8 1.2 1.4 1.6 1.8 2:1:7 K-adapter 0.02 0.03 0.03 0.14 32.7 32.5 32.2 32.2 32.2 35.4 SpanBert 34.1 46.2 59.4 62.1 72.4 73.6 75.4 78.1 81.1 88.8 KnowPrompt 26.2 37.6 75.1 79.9 89.0 91.1 95.5 95.7 96.2 96.4 Model R P F1 Performance Decrease No_Rules 84.7 80.4 82.5 13.0↓ No Prompt 74.9 72.4 73.6 21.9↓ No_RulesPrompt 31.9 30.5 31.2 64.3↓ - Parameters 0.1:1:8 0.3:1:8 0.5:1:8 0.7:1:8 1:1:8 F1 Score 78.2 93.9 95.3 95.4 95.5 Experiment Time 3:01 3:10 3:41 4:13 4:53 The statements, opinions and data contained in all publications are solely those of the individual author(s) and contributor(s) and not of MDPI and/or the editor(s). MDPI and/or the editor(s) disclaim responsibility for any injury to people or property resulting from any ideas, methods, instructions or products referred to in the content. Share and Cite Wang, F.; Ding, Z.; Liu, K.; Xin, L.; Zhao, Y.; Zhou, Y. Multi-Relation Extraction for Cybersecurity Based on Ontology Rule-Enhanced Prompt Learning. Electronics 2024 , 13 , 2379. https://doi.org/10.3390/electronics13122379 Wang F, Ding Z, Liu K, Xin L, Zhao Y, Zhou Y. Multi-Relation Extraction for Cybersecurity Based on Ontology Rule-Enhanced Prompt Learning. Electronics . 2024; 13(12):2379. https://doi.org/10.3390/electronics13122379 Wang, Fei, Zhaoyun Ding, Kai Liu, Lehai Xin, Yu Zhao, and Yun Zhou. 2024. "Multi-Relation Extraction for Cybersecurity Based on Ontology Rule-Enhanced Prompt Learning" Electronics 13, no. 12: 2379. https://doi.org/10.3390/electronics13122379 Article Metrics Article access statistics, further information, mdpi initiatives, follow mdpi. Subscribe to receive issue release notifications and newsletters from MDPI journals Programming chapter 2 review questions Students also viewed 441 IMAGES The 5 Steps of Problem Solving 3 Steps Problem Solving Process Example Of Ppt outline the problem solving cycle what are the steps of problem solving process 3 Step Strategy For Problem Solving Method Problem Solving Process Model VIDEO 5-step problem solving process Solve Problems in Four Steps: The IDEA Model 6 Step Problem Solving Process (Spanish) Three Steps Business Problem And Solutions Slides Clip 3 Approaches to Problem Solving COMMENTS Chapter 1 Flashcards The sixth step in the decision making process. Identify the problem. The first step in the problem solving process. Consider all possible solutions. The second step in the problem solving process. Identify the consequences of each solution. The third step in the problem solving process. Select the best solution. What is Problem Solving? (Steps, Techniques, Examples) The problem-solving process typically includes the following steps: Identify the issue: Recognize the problem that needs to be solved. Analyze the situation: Examine the issue in depth, gather all relevant information, and consider any limitations or constraints that may be present. Generate potential solutions: Brainstorm a list of possible ... Problem Solving The first two steps are for defining and measuring the problem. The third step is the analysis. And the fourth and fifth steps are improve and control, and address solutions. 3 Basic Steps of Problem Solving. As the name suggests, problem solving starts with a problem and ends with solutions. The step in the middle is the analysis. THE PROBLEM-SOLVING PROCESS Flashcards Step 1: Define the Problem. Differentiate fact from opinion. Specify underlying causes. Consult each faction involved for information. State the problem specifically. Identify what standard or expectation is violated. Determine in which process the problem lies. Avoid trying to solve the problem without data. The Art of Effective Problem Solving: A Step-by-Step Guide 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. A Step-by-Step Guide to A3 Problem Solving Methodology Step 3: Identify Root Causes. Identifying the root causes of the problem is the third step in the A3 Problem Solving process. This step is critical because it assists organisations in understanding the root causes of a problem rather than just its symptoms. The Problem-Solving Process Problem-solving is a mental process that involves discovering, analyzing, and solving problems. The ultimate goal of problem-solving is to overcome obstacles and find a solution that best resolves the issue. The best strategy for solving a problem depends largely on the unique situation. In some cases, people are better off learning everything ... Guide: Problem Solving The Problem-Solving Process. The process of problem-solving is a methodical approach that involves several distinct stages. Each stage plays a crucial role in navigating from the initial recognition of a problem to its final resolution. Let's explore each of these stages in detail. Step 1: Identifying the Problem. This is the foundational ... The 5 steps of the solving problem process The problem solving process typically includes: Pinpointing what's broken by gathering data and consulting with team members. Figuring out why it's not working by mapping out and troubleshooting the problem. Deciding on the most effective way to fix it by brainstorming and then implementing a solution. While skills like active listening ... The Ultimate Problem-Solving Process Guide: 31 Steps & Resources Discovery (fact-finding) Dream (visioning the future) Design (strategic purpose) Destiny (continuous improvement) 3. "FIVE WHYS" METHOD. The 5 Whys of Problem-Solving Method. This method simply suggests that we ask "Why" at least five times during our review of the problem and in search of a fix. What is Problem Solving? Steps, Process & Techniques 1. Define the problem. Diagnose the situation so that your focus is on the problem, not just its symptoms. Helpful problem-solving techniques include using flowcharts to identify the expected steps of a process and cause-and-effect diagrams to define and analyze root causes.. The sections below help explain key problem-solving steps. Chapter 4 The Nursing Process Flashcards Define the problem clearly. 2. Consider all possible alternative solutions to the problem. 3. Consider the possible outcomes for each alternative. 4. Predict the likelihood of each outcome occurring. 5. Choose the alternative with the best chance of success and the fewest undesirable outcomes. The Problem-Definition Process The Problem-Definition Process encourages you to define and understand the problem that you're trying to solve, in detail. It also helps you confirm that solving the problem contributes towards your organization's objectives. This stops you spending time, energy, and resources on unimportant problems, or on initiatives that don't align with ... How to master the seven-step problem-solving process When we do problem definition well in classic problem solving, we are demonstrating the kind of empathy, at the very beginning of our problem, that design thinking asks us to approach. When we ideate—and that's very similar to the disaggregation, prioritization, and work-planning steps—we do precisely the same thing, and often we use ... PDF Problem Solving within a Multi-Tiered System of Supports (MTSS) The third step of the problem-solving process focuses on the development of a comprehensive intervention plan. Within this plan, the team identifies an intervention that directly addresses the validated hypothesis and then establishes who will provide the intervention, when, and where. A comprehensive plan also includes details The Problem Solving Process The Problem Solving process consists of a sequence of sections that fit together depending on the type of problem to be solved. These are: Problem Definition. Problem Analysis. Generating possible Solutions. Analyzing the Solutions. Selecting the best Solution (s). Planning the next course of action (Next Steps) The Problem-Solving Process Get unlimited access to all our career-boosting content and member benefits with our 7-day free trial. Although problem-solving is something everyone does on a daily basis, many people lack confidence in their ability. Here we look at the basic problem-solving process to help keep you on the right track. 5 Step Problem Solving Process Making a decision to alter the way your team works may also be a problem. Launching new products, technological upgrades, customer feedback collection exercises—all of these are also "problems" that need to be "solved". Here are the steps of a problem-solving process: 1. Defining the Problem. The first step in the process is often ... Problem Solving Process: The Ultimate Guide Understand the problem. The next problem solving method is to define the problem you are facing. The issue could be more profound than you think, and that is why you need to be intentional about diagnosing the root cause of the problem. This is the only way to solve the issue, because you can't solve what you cannot diagnose. Problem Solving Flashcards Walking through the algorithm step by step. What is documentation? anything that provides info on the program. ie comments in teh code, data tables that describe the data used in the code and external docs. (flow charts, user manual, design, etc. Study with Quizlet and memorize flashcards containing terms like Why do we need to problem solve ... 7 Problem-Solving Skills That Can Help You Be a More ... Problem-solving is both an ability and a process. As an ability, problem-solving can aid in resolving issues faced in different environments like home, school, abroad, and social situations, among others. As a process, problem-solving involves a series of steps for finding solutions to questions or concerns that arise throughout life. What is Ideation Ideation is the process where you generate ideas and solutions through sessions such as Sketching, Prototyping, Brainstorming, Cheatstorming, Brainwriting, Worst Possible Idea, and a wealth of other ideation techniques.Ideation is also the third stage in the Design Thinking process. Although many people might have experienced a "brainstorming" session before, it is not easy to facilitate a ... 7 Ways to Improve Your Ethical Decision-Making 5. Focus on Fairness. Being "fair" in the workplace is often ambiguous, but it's vital to ethical decision-making. "Fairness is not only an ethical response to power asymmetries in the work environment," Hsieh says in Leadership, Ethics, and Corporate Accountability.. "Fairness-and having a successful organizational culture-can benefit the organization economically and legally ... Problem Solving Flashcards Problem Solving study cards Learn with flashcards, games, and more — for free. ... Clarifying the issues of a problem is the _____ step in the problem-solving process. first sixth seventh second. ... _____ is an unbiased third party used to make suggestions to a group that is having difficulty resolving a problem. diplomat arbitrator judge ... Electronics In the domain of cybersecurity, available annotated data are often scarce, especially for Chinese cybersecurity datasets, often necessitating the manual construction of datasets. The scarcity of samples is one of the challenges in researching cybersecurity, especially for the "no-relation" class. Since the annotation process typically focuses only on known relation classes, there are ... problem solving 90% Flashcards The third step is to generate a broad range of solutions by using the brainstorming process. The fourth step, which is to select and plan the solution, involves evaluating each solution, eliminating all the solutions until one remains, and creating a plan of action for the solution. The fifth step of the problem solving process is to implement ... Programming chapter 2 review questions Flashcards Study with Quizlet and memorize flashcards containing terms like Which is the third step in the problem-solving process? A. Analyze the problem B. Code the algorithm into a program C. Desk-check the algorithm D. Plan the algorithm, Programmers refer to the goal of solving a problem as_____? A. Input B. Output C. Processing D. Purpose, The calculation instructions in an algorithm should state A. assignment essay homework paper phd report resume review speech