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All About the 7-Step Military Problem Solving Process

Written by Everett Bledsoe / Fact checked by Brain Bartell

In addition to power and strength, the military relies on quick and decisive thinking. Members in service must be able to think on their feet and craft solutions in the blink of an eye. Obviously, this is not easy to do. But it is not too far-fetched when you realize that countless lives depend on a single personnel’s decision and course of action.

As such, every recruit coming into the military is taught and trained about the 7-step military problem solving process. This systematic approach is believed to be the best way for military members to address any problems that they encounter.

In short, the 7 steps to solve problems are:

• Pinpoint the Problem
• Identify the Facts and Assumptions
• Craft Alternatives
• Analyze the Generated Alternatives
• Weigh Between the Generated Alternatives
• Make and Carry Out Your Final Decision
• Evaluate the Results From Your Decision

To make it easier for you to comprehend and follow along, we have elaborated on each of the above steps in this article. So, continue reading by scrolling down!

Table of Contents

Step 1: Pinpoint the Problem

Step 2: identify the facts and assumptions, step 3: craft alternatives, step 4: analyze the generated alternatives, step 5: weigh between the generated alternatives, step 6: make and carry out your final decision, step 7: evaluate the results from your decision, army problem solving & decision making process, seven step military problem solving process.

The first step is to ID the problem, which means recognizing and identifying what needs fixing. Needless to say, you cannot attempt to seek a solution without first knowing what has to be addressed. By pinpointing your problem, you will have a clear goal or end destination in mind. Only then can you come up with the right steps to take.

To effectively define the problem, ask yourself the 5Ws—who, what, where, and when. In detail:

• Who is affected? Who is involved?
• What is affected? What is in the overall picture?
• When is/did this happen?
• Where is/did this happen?

Always be crystal clear about the problem and try to view it in the most objective way as much as possible. Imagine you are the third person looking at It rather than from it. It also helps to organize your answers into a coherent and concise problem statement.

The next step is to ID the facts and assumptions. This entails that you get whatever additional information you can in the time that you have. Try to garner more facts than assumptions by reviewing all the possible factors, internal and external, and use them together with what you have thought out in the step above to determine the cause of the problem. You should also be aware of the nature and scope of the problem from this step.

From here, you take a sub-step: think about what you want the final result to be. This does not have to be complicated but it has to be very clear. For instance, one of your troop members may be lost and uncontactable. Your ultimate goal is to find him/her and return to your base together. Remember, having a wishy-washy end state will only make your problem solving process more difficult.

These first two steps constitute situation assessment, which serves as the basis for you to work towards the remaining steps of the military problem solving process.

Onto the third step, strive to develop as many potential solutions as possible. Here, you will have to exercise your imagining and visualizing skills. Brainstorm and refine any ideas simultaneously. Engage both critical and critical thinking in this step. If possible, take note of what you have come up with. Do not be hesitant and brush off any ideas.

Then, analyze your options. Consider all of your possible courses of action with all the available information that you have compiled in the previous steps. Take into account your experiences, intuitions, and emotions. This does not have to be a purely rational or mathematical procedure. Nevertheless, this does not mean that you are 100% guided by your instincts and emotions. You must have a good balance between the two.

This step naturally lends itself to the next: compare between your generated alternatives. Weigh between their respective pros and cons. In particular, look at their cost and benefit of success. Are there any limiting factors or potential for unintended consequences? Evaluate carefully and ask yourself a lot of questions. You can also consider using a table, T-chart, or matrix to compare visually.

Try to settle for the “best” solution or course of action that is both logical and feels “right”. Apart from picking the best, select two or three more workable solutions as backups. Keep them handy in case you need to refer back to them. During this process, you may merge ideas and mix-match bits and pieces—that’s perfectly fine!

Once you have made your decision, craft your action plans. Know the details—what exactly do you have to do to solve the problem? If it is a long-term problem that you have to address, set milestones and timelines with clear methods of measuring progress and success. On the other hand, if it is a short, instantaneous problem, communicate your plans clearly to anyone else involved. Be aware of the specifics and be brutally honest. Execute your course of action with care. But do not be rigid. If something happens out of the plan, be willing to adjust and adapt.

After your solution implementation, wrap up by assessing the results. Was it what you envisioned? Were there deviations? What did you take away? Answer all of the questions so you can be even more equipped for future endeavors. Think of it as a reflection stage. The 7 steps to problem solving in the military are a continuous process—you will be confronted with challenges over and over, so do not skip this strengthening step. It will further your skills and expertise to handle problems going forward.

Another set of seven steps that you may come across during your service is the army problem solving steps. Needless to say, this is applied to the army problem solving process.

• Receiving the Mission
• Analyzing the Mission
• Developing the Course of Action
• Analyzing the Course of Action
• Comparing the Course of Action
• Getting Approval for the Course of Action
• Producing, Disseminating, and Transitioning Orders

This is a part of the MDMP, short for the military decision making process. In each step, there are inputs and outputs. In general, it is more specific than the above set of steps.

These seven steps focus on collaborative planning and performance. Plus, set the stage for interactions between different military agents, including commanders, staff, headquarters, etc.

COA is an abbreviation for a course of action. Thus, these steps are relatively similar to the steps that we have gone through earlier; specifically steps two: mission analysis, three: COA development, four: COA analysis, and five: COA comparison. Like the previous seven steps, these are carried out sequentially but can be revisited when needed.

The main difference is that these 7 steps to problem solving in the army are more explicitly directed to junior personnel. Hence, the mentioning of orders from higher-ranks, the significant role of commanders, and the need to earn approval before execution.

A mnemonic that service members use to remember this process is M.A.D.A.C.A.P. for:

• A: Analysis

You might want to remember this for an exam at military school, at NCO, or soldier of the month board.

You can learn more about the MDMP here:

So, there you have it—the 7-step military problem solving process. You should now be aware of two different but equally important sets of steps to problem solving and decision making. If you have any follow-up questions or thoughts, let us know in the comments. We look forward to hearing from you!

I am Everett Bledsoe, taking on the responsibility of content producer for The Soldiers Project. My purpose in this project is to give honest reviews on the gear utilized and tested over time. Of course, you cannot go wrong when checking out our package of information and guide, too, as they come from reliable sources and years of experience.

The 7 Steps in Problem Solving

The MDMP (Military Decision Making Process) and TLPs (Troop Leading Procedures) are both based on the Army Problem Solving Process , which is described in FM 22-100.  In this article, we will explore the sequence of steps that will help any leader work through a problem.  Here are the 7 Steps in Problem Solving.

#1. ID the Problem: This involves recognizing what the root problem really is and defining that problem precisely.  It is often easy to be distracted by the symptoms of a problem but it is essential to determine the root cause.  You can define the problem by asking yourself these questions:

• Who is affected?
• What is affected?
• When did it occur?
• Where is the problem?
• Why did it occur?

Also, consider the end state that you want.  How will things look when everything is done?

#2. ID Facts and Assumptions: Get whatever facts you can in the time you have.  Remember, facts are what you know about the situation.  Some good resources for facts are ARs, policies, and doctrine.  Assumptions are what you believe about the situation but do not have facts to support.  As a general rule, try to assume as little as possible.  Analyze the facts and assumptions you ID to determine the scope of the problem.

#3. Generate Alternatives: This is where you develop the ways to solve the problem.  Always try to develop more than one approach.  You can’t possibly ID the best solution without considering more than one alternative and these alternatives should have significant differences.  Sometimes, if time permits, include input from your peers and subordinates.  This brainstorming promotes a faster free flow of ideas and generally can avoid rejecting promising alternatives.

#4. Analyze the Alternatives:  Obvious, right?  However, many fail to ID the intended and unintended consequences, resources and other limitations and each alternative’s advantages and disadvantages.  Be sure to consider all your alternatives according to your screening and evaluation criteria (i.e. factors that a solution must have for you to consider it a feasible option).  If a COA fails to meet your screening criteria, reject it, regardless of its other advantages.

#5. Compare Alternatives: Evaluate each alternative’s cost and benefit of success.  Think past the immediate future.  How will this decision change things tomorrow?  Next week? Next year?  Compare your alternatives simultaneously if you can.  Try utilizing a table or matrix that will lay out each COA and how each compares to the evaluation criteria.

#6. Make and Execute Your Decision: To help you make a decision, it may be helpful to assign a numerical value to your criteria as a way of ranking them.  For most decisions, a quick review of the weighted criteria will be enough to reveal the best solution.  Make your decision, prepare a plan of action and put it into motion!

#7. Assess the Results: It isn’t over just because you made a decision.  After all, we all make mistakes.  You will need to monitor the execution of your plan and be prepared to change it as necessary.  This step can be made easier by establishing critical steps or milestones that must take place on time in order to guarantee success.  Follow up on results and make further adjustments as needed.

FINAL THOUGHTS: Think of a decision you have made recently.  Did you follow all these steps?  Would your decision have been different if you had?

Leave your comments below. If you have any questions, you can ask those here too.

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4 thoughts on “The 7 Steps in Problem Solving”

The 7 steps to solve problems are: pinpoint the problem, identify the eacts and assumptions, craft alternatives, analyze the generated alternatives, weigh between the generated alternatives, make and carry out your final decision, evaluate the results from your decision.

When problems arise it’s easy to panic and throw caution to the wind. An organized list like this can help you analyze the situation and make the best possible decisions. Keeping a rational mind is important and thinking of all the possible outcomes will help identify the risk vs. reward ratio.

This process makes solving problems so much simpler. I use the 7 Steps in Problem Solving in my business and civilian life too. It works great.

Thanks for the post.

This is a good summary about the problem solving process. One of the major issues I have observed with regard to leaders involved in the problem solving process is that leaders fail to understand or analyze the unintended consequences of their actions. Our military is currently experiencing a major downsizing. As a result Soldiers are being separated from service for issues that previously would have been seen as an honest mistake or as a learning experience for an immature Soldier. In paragraph one you state:

“How will things look when everything is done?” When Leaders ask themselves this question they must also understand that their actions or recommendations could result in the issue being removed from their level of responsibility. Let’s say a Soldier is consistently late to formation. In the past the leader may have recommended an Article 15 to get the Soldier’s attention. Previously a Soldier could survive an Article 15 and go on to have a successful and productive career.

Recommending an Article 15 in today’s environment is almost a guarantee the Soldier will be separated from service. Therefore it is incredibly important the leader understand the unintended consequences of their decisions. When they ask themselves “How will things look when everything is done?” If that visions includes the Soldier being retained in service they must seek other alternatives to correcting substandard performance such as: verbal counseling, written counseling, corrective training, revocation of privileges, local letters of reprimand, etc.

Fully understanding the consequences of your decisions and how they impact your subordinates ensures you are making a decision that is in the best interest of the Soldier and the Army. For more information on revocation of privileges read The Mentor- Everything you need to know about leadership and counseling. It is available at your local military clothing and sales store or online at GIpubs.com

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Using the Army Design Methodology Process to Frame Problems

By Dimas A. Fonseca Jr.

            Leaders serving in the highest echelons of the United States Army solve complex problems consistently. The Army design methodology (ADM) process enables commanders and staff members to frame an operational environment (OE), recognize problems, and create solutions. The ADM process also promotes continuous assessment of the OE and reframes problems and solutions, ensuring leaders think critically and creatively. Through the ADM process, commanders and staff members can understand, visualize, and describe operations (Department of the Army, 2015). To solve ill-structured problems, Army leaders use ADM. To properly facilitate framing a problem in organizations, leaders must understand the problem framing activity, key ADM concepts, and tools and techniques.

Framing Problems and Framing Activities  

            Ill-structured problems require the use of ADM, and framing the problem is an activity within the ADM process, which involves a unique set of activities of its own. Framing the problem identifies obstacles impeding progress toward the commander’s desired end state. Framing activities help leaders frame a problem including reviewing the environmental frame, identifying problems and mapping out their relationships, and using a narrative and graphics to capture the problem frame (Department of the Army, 2015). The purpose of problem framing is to determine which obstacles are impeding the end state. The environmental frame encompasses the current and future state of the OE. Soldiers attending the Sergeants Major Academy (SGM-A) use practical exercises in a small group setting to help develop graphics and narratives depicting framing a problem to prepare for future positions as senior enlisted advisors. In addition to practical exercises, Soldiers attending the SGM-A receive instructions on ADM concepts such as operational art and systems thinking to help reinforce framing problems and framing activities.  

Key Concepts

The ADM process is a practical planning and problem-solving methodology because the process integrates key concepts within the ADM framework. The key concepts associated with ADM are operational art, critical and creative thinking, collaboration and dialogue, systems thinking, framing, visual modeling, and narrative construction (Department of the Army, 2015). The key concepts within ADM assist commanders with their activities, such as understanding, visualizing, and describing an OE. Operational art and systems thinking are two ADM concepts that facilitate framing an OE. Ill-structured problems are challenging, making systems thinking and operational art essential to understanding the obstacles hindering the commander’s desired end state.

Operational Art

Within the ADM process, commanders and staff members apply the use of operational art to all significant activities, including framing problems. Operational art is the cognitive approach to developing strategies, campaigns, and operations which defines the purpose of military force at all levels of war (Joint Chiefs of Staff, 2022). Operational art also has elements that support the concept, such as identifying centers of gravity, establishing decisive points, and creating lines of operation and effort. Under contingency operations, leaders can leverage operational art to determine the required military force to provide security along a main supply route. However, the ADM concept of operational art has a more considerable impact on the use of military force when combined with the concept of systems thinking.

Systems Thinking

To be successful in all levels of war, leaders must understand the various parts of systems and how each part is related. As a concept of ADM, “systems thinking is a process of understanding how parts of a system work and influence each other as part of a greater whole” (Department of the Army, 2015, p. 1-7). The OE is a complex system that leaders must frame to facilitate a commander’s activities. Using the example of providing security to a main supply route, leaders will use systems thinking to employ the command and control warfighting function to organize the different elements of combat power. The use of systems thinking enables leaders to integrate the elements of operational art and exercise the critical and creative thinking needed to identify obstacles under the framing the problem activity. In addition to using ADM concepts, leaders also have a unique set of tools and techniques to help frame the problem.

Tools and Techniques

Every ADM activity has tools and techniques needed to frame an OE. The tools and techniques that help frame problems include brainstorming, mind mapping, meta-questioning, questioning assumptions, and four ways of seeing (Department of the Army, 2015). Commanders and staff members cannot frame a problem if a problem statement is too vague, narrow in definition, or contains presumed solutions. To avoid poorly framing a problem, a practical approach would include an open discussion by a commander and their staff using the problem framing tools and techniques. Questioning assumptions and brainstorming effectively identifies obstacles and frames the problem.

Framing Problems through Brainstorming

To help frame the problem, leaders restate a problem by brainstorming obstacles. According to the Department of the Army (2015), “brainstorming helps the team develop ideas and variables for further research and analysis” (p. 3-6). To properly frame the problem, leaders must identify obstacles, and brainstorming is a technique that facilitates the ADM framework. A common way for leaders to brainstorm obstacles is by writing ideas on a board. Brainstorming in an organization’s public area, such as a multi-purpose room, will promote a shared understanding amongst the staff framing the problem. Also, brainstorming compliments systems thinking by connecting obstacles to each other. During practical exercises at the SGM-A, students use classroom resources to brainstorm obstacles impeding their instructor’s guidance. Framing the problem allows for brainstorming ideas against questioning assumptions.

Framing Problems by Questioning Assumptions

The Army operates on assumptions that leaders believe to be true and related to the OE. However, leaders must question assumptions as a risk-mitigating measure to help avoid poorly stating a problem. If the planning team does not validate assumptions when framing the problem, false assumptions will eventually become a risk to the operation (Joint Chiefs of Staff, 2020). Returning to the example of protecting a supply route, questioning the assumption that an enemy force will attack the supply route will help the planning team determine the military force required for the security mission. Staff members on the planning team that questioned assumed obstacles would lead to properly framing the problem. During a brainstorming session, questioning assumptions by the planning team further integrates ADM tools and techniques. As Soldiers assigned to the SGM-A learned during practical exercises, understanding framing the problem within the ADM process will lead to appropriate facilitation in organizations.

Facilitating Framing Problems in Organizations

Leaders that understand framing the problem within the ADM process have an inherent responsibility to facilitate the activity in organizations. A key influencer within the Army is the Sergeant Major (SGM), who serves as the senior enlisted advisor to the commander and staff sections within an organization. According to the Department of the Army (2020), “the SGM is key in the training and operations planning process, leveraging their experience and vast technical and tactical knowledge to advise the staff” (p. 2-5). With so much influence and knowledge, SGMs can facilitate framing the problem in organizations. Operations SGMs and Financial Management SGMs have the platform to facilitate the ADM process in organizations.

Operations Sergeant Major

Serving as an organization’s Operations SGM requires expert knowledge of the ADM framework to ensure the assigned staff understands what framing a problem involves. SGMs in operations are responsible for advising commanders, providing leadership to the staff, overseeing training management, and communicating effectively (Department of the Army, 2020). One way to facilitate framing problems in organizations is by walking the staff through brainstorming activities in preparation for a field training exercise (FTX). An FTX will validate the organization’s ability to extend the commander’s operational reach. Leading the staff through brainstorming activities will train them to identify obstacles to frame the problems associated with the FTX. Doing the firsthand drill for a real-world training exercise will cement the ADM concepts, and tools and techniques for framing the problem. SGMs can reference ADM blocks of instructions taught at the SGM-A to help facilitate framing problems in organizations. Like the Operations SGM, a Financial Management SGM is also in a critical position to facilitate framing problems in an organization.

Financial Management Sergeant Major

As the senior enlisted advisor within a financial management organization, the Financial Management SGM is responsible for coordinating and providing fiscal assets to commanders. A significant part of financial management operations revolves around managing budgetary resources within the OE, often involving data analytics (Department of the Army, 2014). A Financial Management SGM can facilitate framing the problem in an organization using regression models and predictive analysis when reviewing data. The data charts would serve as good visual modeling products and help the SGM formulate a narrative supporting the ADM process. Through data analysis, the Financial Management SGM can help train the staff on framing the problem using data analysis to identify obstacles. Using data analytics as a financial management example, visualizing the spending rate of an organization’s status of funds will determine if the commander’s end state is trending correctly. Framing the problem using ADM concepts, and tools and techniques is challenging, but the SGM is the right person to facilitate the ADM activity within an organization.

Following the activities within the ADM process allows commanders and staff members the ability to frame an OE properly. To facilitate framing a problem in organizations, leaders must understand what framing the problem entails as an activity, including understanding key ADM concepts, and tools and techniques. Using the ADM concepts of operational art and systems thinking assists leaders with framing ill-structured problems. Brainstorming and questioning assumptions as a staff are critical problem framing tools and techniques needed to identify obstacles impeding the desired end state. Operations and Financial Management SGMs can facilitate framing the problem in organizations by brainstorming obstacles in preparation for an FTX and using data analytics to create and narrate visual models. Commanders cannot understand the OE without framing problems, making the ADM step an integral part of the ADM framework.

Department of the Army. (2014). Financial management operations (FM 1-06). https://armypubs.army.mil/epubs/DR_pubs/DR_a/pdf/web/fm1_06.pdf

Department of the Army. (2015). Army design methodology (ATP 5-0.1). https://armypubs.army.mil/epubs/DR_pubs/DR_a/pdf/web/atp5_0x1.pdf

Department of the Army. (2020). The noncommissioned officer guide (TC 7-22.7). https://armypubs.army.mil/epubs/DR_pubs/DR_a/pdf/web/ARN20340_TC%207-22x7%20FINAL%20WEB.pdf

Joint Chiefs of Staff. (2020). Joint planning (JP 5-0). https://jdeis.js.mil/jdeis/new_pubs/jp5_0.pdf

Joint Chiefs of Staff. (2022). Joint campaigns and operations (JP 3-0). https://jdeis.js.mil/jdeis/new_pubs/jp3_0.pdf

About the Author(s)

Master Sergeant (MSG) Dimas A. Fonseca Jr. is an active duty Soldier, serving in the United States Army since July 3rd, 2001. He is originally from La Habra, California and has a Master's degree in Organizational Leadership from Columbia Southern University. Since enlisting, he's had the honor of serving all over the world, to include two deployments to Afghanistan.  His awards and decorations include the Bronze Star Medal and Meritorious Service Medal to name a few. MSG Fonseca is currently attending the Sergeants Major Academy at Fort Bliss, Texas as a student of Class 73. He is married to Victoria Fonseca, and they have four children, one son-in-law, and two grandchildren.