problem solving steps in leadership

• Choosing Workplace
• Customer Stories
• Workplace for Good
• Getting Started
• Why Workplace
• Diversity & Inclusion
• Future of Work
• How can Workplace help you?
• Business Communication
• Employee Engagement
• Strengthen Culture
• Getting Connected
• Frontline Workers
• Remote and Hybrid Working
• Integrations
• Interactive Demo
• Features at a Glance
• Connect to all your tools
• Workplace & Microsoft
• Integrations directory
• Knowledge Library
• Key Updates
• Auto-Translate
• Safety Center
• Access Codes
• Pricing Plans
• Forrester ROI Study
• Events & Webinars
• Ebooks & Guides
• Employee Experience
• Remote Working
• Team Collaboration
• Productivity
• Become A Partner
• Service & Reseller Partners
• Integrations Partners
• Start Using Workplace
• Mastering Workplace Features
• Workplace Use Cases
• Technical Resources
• Workplace Academy
• Help Center
• Customer Communities
• What's New in Workplace
• Set up Guides
• Domain Management
• Workplace Integrations
• Account Management
• Authentication
• IT Configuration
• Account Lifecycle
• Security and Governance
• Workplace API
• Getting started
• Using Workplace
• Managing Workplace
• IT and Developer Support
• Get in touch

Problem-solving skills in leadership

Do you find yourself fighting fires on a daily basis it’s time to sharpen your problem-solving skills to become a more effective leader..

What is problem solving in leadership?

To explain how problem solving relates to leadership, it’s best to begin with a basic definition. The Oxford English Dictionary describes problem solving as “the action of finding solutions to difficult or complex issues”.

The Chartered Management Institute (CMI) adds a little more color to this. It defines a problem as “the distance between how things currently are and the way they should be. Problem solving forms the ‘bridge’ between these two elements. In order to close the gap, you need to understand the way things are (problem) and the way they ought to be (solution).”

In the workplace, problem solving means dealing with issues or challenges that arise in the course of everyday operations. This could be anything from production delays and customer complaints to skills shortages and employee conflict .

For leaders, the objective is to bring clarity and purpose to problem solving in a way that makes sense for the organization. While the leader has the final say, finding solutions is a collaborative effort that should involve key stakeholders, including employees.

Untangle work with Workplace

From informing everyone about the return to the office to adopting a hybrid way of working, Workplace makes work more simple.

The process of fixing problems

Problem solving leadership should follow these four steps:

Identify the root cause of the problem – do this through fact-finding and getting feedback from those involved.

Brainstorm possible solutions – get ideas from as many people as you can to get a range of perspectives.

Evaluate solutions – draw up a shortlist of workable options and choose the best one.

Implement and evaluate your plan of action – communicate your solution with all stakeholders and explain your reasoning.

As businesses face increasingly complex challenges, some leaders are embracing what the MIT Sloan School of Management calls ‘problem-led leadership’. Instead of concentrating on managing their people, they inspire others through their enthusiasm to solve ‘cool’ problems. While this leadership style won’t be right for every situation, it can work well where innovation and entrepreneurship are needed.

Leaders who problem-solve effectively can improve efficiency , reduce costs, increase customer satisfaction and achieve their strategic goals. If left unresolved, however, problems can spiral and ultimately affect the overall health and performance of your business.

Why is problem solving important in leadership?

The importance of leadership problem-solving skills shouldn’t be underestimated. When you think about it, businesses are beset by processes and interactions that don’t work as well as they could. Having the knowhow – not to mention determination – to overcome such obstacles is vital to make workplaces better for everyone. In fact, a 2022 survey shows that problem solving is among the top five skills UK employees look for in a leader.

Learning how to solve problems proficiently can benefit your organization in many ways. It can help you:

Make better decisions

Being able to solve complex problems with clarity and a rational mindset helps with decision-making. It gives you the confidence to weigh up the pros and cons of each decision before making a final call, without jumping to the wrong conclusion. This ensures the choices you make are right for your team and organization as a whole.

Overcome challenges

No matter how tight a ship you run, you’re always going to come up against obstacles. Challenges are a way of life for businesses, however successful they are.

A leader with good problem-solving skills is able to anticipate issues and have measures in place to deal with them if and when they arise. But they also have the ability to think on their feet and adapt their strategies if needed.

Inspire creativity and innovation

Creativity is useful when trying to solve problems, particularly ones you haven’t experienced before. Leaders who think differently can be great innovators . But they also empower their teams to think outside the box too by creating a safe, non-judgmental environment where all ideas are welcome.

Encourage collaboration

A problem shared is a problem halved, so the saying goes. Successful leaders recognize that problem solving alone is less beneficial than problem solving with a team. This inspires a culture of collaboration , not just between leaders and their team members but between colleagues working together on projects.

Build trust

When your team members know they can rely on you to identify and resolve issues quickly and effectively, it builds trust. They’re also more likely to feel comfortable talking to you if they have a problem of their own that they’re struggling with.

If they’re worried about repercussions, they may avoid sharing it with you. Lack of trust is still an issue in many organizations, with 40% of frontline staff saying they don’t have faith in their leadership, according to Qualtrics .

Reduce risk

Being able to anticipate potential risks and put measures in place to mitigate them makes you better equipped to protect your organization from harm. Having good problem-solving skills in leadership allows you to make informed decisions and avoid costly mistakes, even in times of uncertainty.

Boost morale

Leaders who approach problem solving with positivity and calmness are crucial to keeping team morale high . No one wants a leader who panics at the first sign of trouble. Workers want to feel reassured that they have someone capable in charge who can steer them through times of crisis.

What problems do leaders face?

As a leader, you’re likely to face all manner of setbacks and challenges. In fact, you probably find that hardly a day goes by without some kind of issue cropping up.

Common problems faced by leaders often involve communication barriers, team disagreements, production delays and missed financial targets. To give you an example, below are three common scenarios you might face in the workplace and how to tackle them.

Conflicts between team members

Problem: Cliques have developed and tensions are affecting communication so your team isn’t working as effectively as it could be.

Solution: Settle disputes by encouraging open and honest communication among all team members. Establish roles where each person’s responsibilities and expectations are clearly defined, and hold regular team building sessions to promote unity and togetherness.

Outdated technology hampering production

Problem: Hybrid and remote staff don’t have the right tools to do their job properly, and can’t keep track of who’s working on what, when and from where.

Solution: Evaluate your existing technology and upgrade to newer software and devices, getting feedback from your employees on what they need (52% of workers say the software related to their job is dated and difficult to use). Use a platform with apps that allow teams to collaborate and securely access work information from anywhere.

Customer service complaints

Problem: Customer response times are too slow – your team is taking too long to answer the phone and respond to emails, causing a rise in complaints.

Solution: Establish standard practice for what to do from the moment a customer query is received. Automate repetitive tasks and enable your customers to reach you via multiple channels including email, web chat, phone, social media and text.

What problem-solving skills do leaders need?

Problem solving is something we learn through experience, often by getting it wrong the first time. It requires continual learning, curiosity and agility so you develop a good instinct for what to do when things go wrong. Time is a great teacher, but leadership problem-solving skills can also be honed through workshops, mentoring and training programs.

Some of the key skills leaders need to solve problems include:

Effective communication

Problems can cause anxiety, but it’s vital to stay calm so you don’t transmit a feeling of panic to others. It’s important to establish the facts before clearly relaying the problem to key stakeholders. You’ll also need to inspire the people who are working on the solution to remain focused on the task in hand until it’s resolved. Sometimes, this may involve giving critical feedback and making team members more accountable.

Transparency is key here. When you don’t have open and honest communication across your organization, you develop silos – which can generate more issues than need fixing.

Analytical insight

Your objective should be to find the root cause of the problem. That way, you can find a permanent solution rather than simply papering over the cracks. You’ll need to assess to what extent the issue has affected the overall business by analyzing data, speaking to those involved and looking for distinct patterns of behavior.

Analytical thinking is also important when proposing solutions and taking what you believe to be the right course of action.

Promoting a culture of psychological safety

It’s a leader’s responsibility to create an environment conducive to problem solving. In a safe, open and inclusive workplace, all team members feel comfortable bringing their ideas to the table. No one feels judged or ridiculed for their contributions. Nor do they feel dismissed for questioning the effectiveness of long-established processes and systems.

Not playing the blame game

Mistakes happen.They’re a normal part of growth and development. Instead of pointing fingers when things go wrong, see it as a learning opportunity.

Although you need to identify the cause of an error or problem to solve it effectively – and give feedback where needed – it’s not the same as placing blame. Instead, work towards a solution that ensures the same mistakes don’t keep being repeated.

Emotional intelligence

One of the most important problem-solving skills for leaders is emotional intelligence – the ability to understand emotions and empathize with others. This is crucial when recognizing employees’ problems. An EY Consulting survey found that 90% of US workers believe empathetic leadership leads to greater job satisfaction.

If you approach a problem with anger and frustration, you might make a rash decision or overlook important information. If, on the other hand, you stay calm and measured, you’ll be more inclined to seek feedback to get a broader view of the issue.

A flexible mindset

Problem solving works best when you keep an open mind and aren’t afraid to change direction. Sometimes you’ll need to find a better or more innovative approach to overcoming challenges. A leader with a flexible mindset is always receptive to new ideas and other viewpoints.

It’s clear that problem solving is an essential skill for any leader to have in their armory. So, the next time you face a challenge, take a breath and embrace the opportunity to put your problem-solving leadership abilities to the test.

Keep reading

What is leadership and why is it so important.

• Why successful leadership depends on a growth mindset
• How to transition from manager to leader

Let's Stay Connected

Get the latest news and insights from the frontline of work.

By submitting this form, you agree to receive marketing-related electronic communications from Facebook, including news, events, updates and promotional emails. You may withdraw your consent and unsubscribe from such emails at any time. You also acknowledge that you have read and agree to the Workplace Privacy terms.

Recent posts

Leadership | 11 minute read

What is a leader? Are leaders the same as managers? Can you learn to be a leader? We explore what makes a leader and why good leadership is business critical.

Leadership | 7 minute read

Collaborative leadership: what it is and how it can bring your teams together.

Collaborative leaders believe in bringing diverse teams together to achieve organizational goals, solve problems, make decisions and share information. But what does it really take to be a more collaborative leader? We take a look.

Leadership | 4 minute read

3 lessons leaders can take from life

It's the authentic experiences they have in real life that define who people are and can shape how they lead. Here are three of the best examples.

Problem Solving and Decision Making - Two Essential Skills of a Good Leader

Problem solving and decision making are two fascinating skillsets. We call them out as two separate skills – and they are – but they also make use of the same core attributes.

They feed on a need to communicate well, both through questioning and listening, and be patient and not rushing both processes through. Thus, the greatest challenge any leader faces when it comes to solving problems and decision making is when the pressure of time comes into play. But as Robert Schuller highlights in his quote, allowing problem-solving to become the decision means you’ll never break free from the problem.

“Never bring the problem-solving stage into the decision-making stage. Otherwise, you surrender yourself to the problem rather than the solution.”—Robert H. Schuller

So how does a leader avoid this trap? How do they ensure the problem solving doesn’t become the be-all and end-all?

The 7 steps of Effective Problem Solving and Decision Making

A vital hurdle every leader must overcome is to avoid the impulsive urge to make quick decisions . Often when confronted with a problem, leaders or managers fall back in past behaviours. Urgency creates pressure to act quickly as a result, the problem still exists, just side-lined until it rears its ugly head again.

Good problem solving opens opportunity. A notable example of this is the first principles thinking executed by the likes of Elon Musk and others. Understanding the fundamentals blocks of a process and the problem it’s creating can lead to not just the problem but accelerate beyond it.

So, to avoid the trap, and use problem solving and decision making effectively , you should embody yourself with the following seven steps.

1.      What is the problem?

Often, especially in time-critical situations, people don’t define the problem. Some label themselves as fire-fighters, just content with dowsing out the flames. It is a reactionary behaviour and one commonplace with under-trained leaders. As great as some fire-fighters are, they can only put out so many fires at one time, often becoming a little industry.

The better approach is to define the problem, and this means asking the following questions:

• What is happening? ( What makes you think there is a problem?)
• Where is it taking place?
• How is it happening?
• When is it happening?
• Why is it happening?
• With whom is it happening? (This isn’t a blame game…all you want to do is isolate the problem to a granular level.)
• Define what you understand to be the problem in writing by using as few sentences as possible. (Look at the answers to your what, where, why, when, and how questions.)

2.      What are the potential causes?

Having defined the problem it is now time to find out what might be causing the problem. Your leadership skills: your communication skills need to be strong, as you look to gather input from your team and those involved in the problem.

Key points:

• Talk to those involved individually. Groupthink is a common cause of blindness to the problem, especially if there is blame culture within the business.
• Document what you’ve heard and what you think is the root cause is.
• Be inquisitive. You don’t know what you don’t know, so get the input of others and open yourself up to the feedback you’ll need to solve this problem.

3.      What other ways can you overcome the problem?

 Sometimes, getting to the root cause can take time. Of course, you can’t ignore it, but it is important to produce a plan to temporarily fix the problem. In business, a problem will be costing the business money, whether it be sales or profit. So, a temporary fix allows the business to move forward, providing it neutralises the downside of the original problem.

4.      How will you resolve the problem?

At this stage, you still don’t know what the actual problem is. All you have is a definition of the problem which is a diagnosis of the issue. You will have the team’s input, as well as your opinions as to what the next steps should be.

If you don’t, then at this stage you should think about reassessing the problem. One way forward could be to become more granular and adopt a first-principles approach.

• Break the problem down into its core parts
• What forms the foundational blocks of the system in operation?
• Ask powerful questions to get to the truth of the problem
• How do the parts fit together?
• What was the original purpose of the system working in this way?
• Name and separate your assumptions from the facts
• Remind yourself of the goal and create a new solution

Solve hard problems with inversion

Another way is to invert the problem using the following technique:

1. Understand the problem

Every solution starts with developing a clear understanding of what the problem is. In this instance, some clarity of the issue is vital.

2. Ask the opposite question

Convention wisdom means we see the world logically. But what if you turned the logical outcome on its head. Asking the opposite questions brings an unfamiliar perspective.

3. Answer the opposite question

It seems a simple logic, but you can’t just ask the opposite question and not answer it. You must think through the dynamics that come from asking the question. You're looking for alternative viewpoints and thoughts you've not had before.

4. Join your answers up with your original problem

This is where solutions are born. You’re taking your conventional wisdom and aligning it with the opposite perspective. So often the blockers seen in the original problem become part of the solution.

5.      Define a plan to either fix the problem permanently or temporarily

You now know the problem. You understand the fix, and you are a position to assess the risks involved.

Assessing the risks means considering the worst-case scenarios and ensuring you avoid them. Your plan should take into the following points:

• Is there any downtime to implementing the solution? If so, how long, and how much will it cost? Do you have backup systems in place to minimise the impact?
• If the risk is too great, consider a temporary fix which keeps current operations in place and gives you time to further prepare for a permanent fix.
• Document the plan and share it with all the relevant stakeholders. Communication is key.

Here we see the two skills of problem solving and decision making coming together. The two skills are vital to managing business risks as well as solving the problem.

6.      Monitor and measure the plan

Having evolved through the five steps to this stage, you mustn’t take your eye off the ball as it were.

• Define timelines and assess progress
• Report to the stakeholders, ensuring everyone is aware of progress or any delays.
• If the plan doesn’t deliver, ask why? Learn from failure.

7.      Have you fixed the problem?

Don’t forget the problem you started with. Have you fixed it? You might find it wasn’t a problem at all. You will have learnt a lot about the part of the business where the problem occurred, and improvements will have taken place.

Use the opportunity to assess what worked, what didn’t, and what would have helped. These are three good questions to give you some perspective on the process you’ve undertaken.

Problem solving and decision making in unison

Throughout the process of problem solving, you’re making decisions. Right from the beginning when the problem first becomes clear, you have a choice to either react – firefight or to investigate. This progresses as move onto risk assessing the problem and then defining the solutions to overcome the issue.

Throughout the process, the critical element is to make decisions with the correct information to hand. Finding out the facts, as well as defeating your assumptions are all part of the process of making the right decision.

Problem solving and decision making – a process 

Problem solving isn’t easy. It becomes even more challenging when you have decisions to make. The seven steps I’ve outlined will give you the ability to investigate and diagnose the problem correctly.

• What is the problem?
• What are the potential causes?
• What other ways can you overcome the problem?
• How will you resolve the problem?
• Define a plan to either fix the problem permanently or temporarily.
• Monitor and measure the plan.
• Have you fixed the problem?

Of course, this logical step by step process might not enable you to diagnose the issue at hand. Some problems can be extremely hard, and an alternative approach might help. In this instance, first principles thinking or using the power of inversion are excellent ways to dig into hard problems. Problem solving and decision making are two skills every good leader needs. Using them together is an effective way to work.

Decision Growth Made Easy

Related articles.

How Thinking Like a Detective Will Improve Your Decisions

How Thinking in Patterns Will Make You Think Better

Fact-Based Decision Making: The Key to Making Progress as a Creator

• What is Strategy?
• Business Models
• Developing a Strategy
• Strategic Planning
• Competitive Advantage
• Growth Strategy
• Market Strategy
• Customer Strategy
• Geographic Strategy
• Product Strategy
• Service Strategy
• Pricing Strategy
• Distribution Strategy
• Sales Strategy
• Marketing Strategy
• Digital Marketing Strategy
• Organizational Strategy
• HR Strategy – Organizational Design
• HR Strategy – Employee Journey & Culture
• Process Strategy
• Procurement Strategy
• Cost and Capital Strategy
• Business Value
• Market Analysis
• Problem Solving Skills
• Strategic Options
• Business Analytics
• Strategic Decision Making
• Process Improvement
• Project Planning
• Team Leadership
• Personal Development
• Leadership Maturity Model
• Leadership Team Strategy
• The Leadership Team
• Leadership Mindset
• Communication & Collaboration
• Problem Solving
• Decision Making
• People Leadership
• Strategic Execution
• Executive Coaching
• Strategy Coaching
• Business Transformation
• Strategy Workshops
• Leadership Strategy Survey
• Leadership Training
• Who’s Joe?

PROBLEM SOLVING

The leadership team maturity model.

“We cannot solve our problems with the same level of thinking that created them.” ―ALBERT EINSTEIN

Problem solving is about properly defining problems, correctly diagnosing situations, ideating creative and elegant solutions, deciding on the appropriate path, creating efficient and effective plans, and continuously optimizing and driving execution . Problem solving skills are at the core of great strategy and high-performing leadership teams. Essentially, the primary activity of elite leadership groups revolves around solving problems . Developing this skill set is arguably the most complex challenge for individuals and leadership teams alike, as it demands enhancements in both personal and collective critical thinking and creativity. The good news is that leadership teams can learn and systematically improve their problem solving by working on the fundamentals of focus, framing, logic, and creative ideation.

High-performing teams focus their problem solving on what matters to drive the business forward. They are artful and creative in properly framing problems and solution sets. They use strong logic backed by fact-bases and analytics to seek the truth. And, they are great at the creative ideation necessary to develop elegant solutions to their problems.

1. Focus:  Prioritizing problem-solving efforts on what significantly impacts the business's long-term success is crucial. High-performing leadership teams excel in focusing their resources and brainpower on critical issues, enhancing their efficiency and effectiveness in driving the business model forward.

2. Framing:  How leadership teams frame problems and solutions determines their approach to solving them. High-performing teams adeptly use correct framing and frameworks, stepping back to carefully consider the best way to address an issue and facilitating the discovery of robust solutions.

• LEADERSHIP MATURITY MODEL
• Communication
• Collaboration
• The Author - Joe Newsum

3. Logic:  Logic forms the backbone of problem-solving, involving the breakdown of issues, hypothesis testing, and thorough analysis . High-performing teams invest considerable time in logical reasoning to diagnose problems, ideate solutions, and develop effective plans, often requiring a significant improvement in logical skills for lower-performing teams.

4. Creative Ideation:  The critical phase where groundbreaking solutions are conceived, necessitating a commitment to expanding and refining ideas. High-performing leadership teams are distinguished by their ability to brainstorm and refine a wide array of ideas, leading to elegant solutions that propel the business forward.

Problem solving things that don't matter doesn't matter. Most of what most leadership teams bother themselves with day in and day out doesn't matter. Low-performing leadership teams don't focus enough on their problem solving and thinking on things that matter to the business's long-term success. They often focus on short-term issues, the constant fires that flare up, cutting costs at the expense of the value proposition , and low-value strategies. High-performing leadership teams focus their brainpower and resources on what matters to propel the business model forward. The opportunity to improve focus is in every conversation, meeting, document, message, plan, etc. It materializes in solid agendas, an outcome and output orientation, redirecting off-topic conversations to what matters, and prioritizing everything.

A big element of focused problem solving is prioritization . High-performing leadership teams are constantly prioritizing everything in their problem solving. They prioritize the issues they are going to problem solve , the drivers of those issues, the ideas they can pursue, and the solutions that will drive the most value .

Focus is hard. It takes a ton of discipline. Not only do we all need to focus problem-solving on the right things, but we also need to focus people or teams on being efficient through problem-solving. As a leadership team improves its focus on what matters, its efficiency and effectiveness dramatically improve on its journey to creating a leading business model.

How we frame problems is how we will solve those problems. Anything you or your team solve necessitates a framework to solve it. Frameworks are everywhere. They are in the school textbooks, best practices and methodologies we use in our work, the approach we take to solving a problem, and what you are currently reading is a framework for developing a high-performing leadership team.

Low-performing leadership teams struggle to frame problems and solutions correctly and, in turn, struggle with problem-solving. The leaders rely too heavily on their functional lens. They can't elevate or change perspective to see things through other, more appropriate lenses, creating inherent conflict since most bold strategies necessitate give and take from various functions. They don't frame things from the customers' perspective enough, or the implications to the business model, or are too myopic. 

High-performing teams use the correct framing and framework(s) to solve their problems. They constantly take a step back to deliberate and figure out how best to frame and approach a problem, understanding that the right approach will elegantly unlock robust solutions. The leaders of high-performing teams understand they must mature their framing beyond the methods they rely on in their functional roles as CFOs, COOs, CMOs, CROs, etc., and can't just be a hammer where everything looks like a nail. They must collaboratively determine the best approach for the problem at hand. This framing maturity of high-performing teams elevates the effectiveness and efficiency of their problem solving. 

Focus and framing provide structure and context for problem solving. Still, the hard work is the logic necessary to diagnose issues, ideate solutions properly, decide on the right path, and develop effective plans. The realm of logic is where leadership teams spend a considerable amount of their time in problem solving. Logic includes breaking things down, creating hypotheses , proving or disproving those hypotheses through deduction , induction , analysis, researching, organizing, and thinking through second and third-order implications. Our logic is our problem-solving DNA prevalent within our argumentation, writing, presentations, work product, discussions, meetings, and brainstorming sessions. One of the reasons why there are so many Ph.D. scientists at McKinsey (a little-known fact) is that they are masters of sound and profound logic. And, instead of applying their logical skill set towards furthering scientific research and discovery, they get to use it in business and strategy.

Logic is a tricky competency to evolve for a lower-performing leadership team. You can coach individuals and groups a bit up the maturity ladder through directive coaching on breaking down problems using a hypothesis tree , generating hypotheses, structuring and executing strong analyses and research, creating storylines and presentations using the Minto Pyramid Principle, utilizing prioritization matrices in decision-making, and training on logic, problem solving and analytics, but often you are fighting an uphill battle of trying to change people's engrained way of solving things built over their life. Their logic has gotten them far in their career, so why change now? CEOs in this situation often must replace one or two weaker performers with A-logic players, which creates a step-function improvement in the overall logic maturity of the team. 

4. CREATIVE IDEATION

Creative ideation is when the rubber meets the road in problem solving, during which great ideas and strategies percolate from our minds. You can focus on the right things, frame things correctly, and have sound logic, but if you and your team lack the creativity and struggle to connect the dots to ideate elegant solutions, it's all for not. Many people take the first idea that pops into their head and run with it, which is suboptimal and not conducive to growing the competency of ideation. Strong performers and top leadership teams spend the necessary time, effort, and mental energy expanding their option set of ideas and intellectually massaging those to a better state. I can't count the number of brainstorming sessions I've been in where the team pushes and often struggles through their problem solving until finally, the real creative and elegant solution emerges. The smiles and confidence created from these eureka moments give me much joy and satisfaction.

Maturing a leadership team's ability to be creative is easier than it may seem. However, foundational Management Maturity Model conditions will accelerate this maturity by having the right team and composition, a growth , value, and team mindset , strong governance , focused agendas, trust built through communication and collaboration norms, and high expectations . Management teams who complement each other in experience and skills with a collaborative team and growth mindset are typically strong at creativity, coming up with various differing ideas, and building on each other's ideas. Management teams that periodically meet to ideate their strategy and have built trust through communication and collaboration norms get in the practice they need to improve their ideation. We've all heard the saying, "Don't bring me problems; bring me solutions." The practice ground for people to get better at ideation is the space created when their managers exert this solution-orientation expectation on their team members. I often improve in-session ideation by asking the right questions , reframing things, or focusing the group's cognition on a vital vein of thinking.

It is typically uncomfortable to mature a leadership team's creative ideation because most leaders aren't usually challenged and pushed in their thinking, especially in a group setting. Still, that eureka moment is often just around the corner, waiting to be discovered in someone's mind. I often tell leadership teams to embrace the uncomfortable moments and questions because that is when elegant solutions emerge.

TAKE THE FREE LEADERSHIP TEAM PROBLEM SOLVING ASSESSMENT

The next section of the leadership maturity model, become a high-performing team with personal coaching.

I hope you are enjoying the leadership maturity model. Seeing the rapid improvements leadership teams have realized using the model has been rewarding. As an executive,  consultant , and coach, I've worked with many leadership teams over my 25+ year career. If you want to take your leadership team to the next level, I encourage you to learn more about my background and reach out or set up some time if you think there is a fit. We'll work together to develop your team into a high-performing leadership team and your business into a market leader. 

• SUGGESTED TOPICS
• The Magazine
• Newsletters
• Managing Yourself
• Managing Teams
• Work-life Balance
• The Big Idea
• Data & Visuals
• Reading Lists
• Case Selections
• HBR Learning
• Topic Feeds
• Account Settings
• Email Preferences

How to Solve Problems

• Laura Amico

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

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

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

Partner Center

• Find a Speaker
• Download App
• Join Us Live
• Growth Plan Login
• Academy Login
• Find a Coach

• Public Workshop

• MCLT Member Login
• Meet the Team

• Thought Leaders

• Minute with Maxwell

The Leader’s 5-Step Process for Solving Any Problem

This blog post has been adapted from Dr. John Maxwell’s leadership resource, Developing the Leader Within You 2.0. John Maxwell has been one of the world’s foremost leadership and personal growth experts for more than 40 years, and this guidebook for leadership development contains invaluable insights. You can pick up a copy here .

Albert Einstein said, “In the middle of difficulty lies opportunity.”

Not everyone sees things this way. Some are presented with tough problems or hard choices and throw up their hands in frustration. But viewing a challenge as an obstacle, rather than an opportunity, does not prevent us from having the problem – it only affects our ability to solve it.

Any leader who can shift his or her thinking from Is there an answer? to There is always an answer to There must be a good answer has the potential to become not only a fantastic problem solver, but also a change agent for opportunity.

Not Problems, But Possibilities

Leadership author and speaker Glenn Llopis has written about the power of this problem-solving perspective. He quoted Karl Popper: “All life is problem solving.” Then he went on to say, “The best leaders are the best problem solvers. They have the patience to step back and see the problem at-hand through broadened observation… The most effective leaders approach problems through a lens of opportunity.”

So how can leaders look at problems through the lens of opportunity? Try these 5 perspective-shifting approaches:

1. RECOGNIZE A POTENTIAL PROBLEM BEFORE IT BECOMES A REAL PROBLEM.

Great leaders are rarely blindsided. Like boxers, they recognize that the punch that knocks them out is usually the one they didn’t see coming. For that reason they are always looking for signs and indicators that will give them insight into any potential problems ahead. Every problem is like the one faced by the trespasser at an Indiana farm who saw a sign on a fence post that said, “If you cross this field, you’d better do it in 9.8 seconds. The bull can do it in 10 seconds.”

Good leaders anticipate problems so they can position themselves and those who follow them for success. What potential problems do you see in your world, and what is your game plan to fix them when they happen? Downsides rarely have an upside unless you are ready for them on the front end.

2. GET A CLEAR PICTURE OF THE PROBLEM.

Have you ever heard the saying “Assumption is the mother of mess-ups”? If assumptions create mess-ups in everyday life, they create trainwrecks in leadership. The place to start is by getting a clear picture of the problem you face. Financier and business titan J. P. Morgan asserted, “No problem can be solved until it is reduced to some simple form. The changing of a vague difficulty into a specific, concrete form is a very essential element in thinking.”

That process begins by identifying what constitutes a problem. Author Bobb Biehl defines a problem as “a situation that’s counter to your intentions or expectations.” So what must a leader do when they find themselves facing one of these counter-situations? They must follow the advice of author Max De Pree, who said, “The first responsibility of a leader is to define reality.”

3. ASK QUESTIONS TO HELP YOU SOLVE PROBLEMS.

Questions are a vital resource for problem solving. Not only do they help leaders gather information and seek solutions, but they also enable us to understand what people think and feel before we lead them. Many leaders are too quick to talk and lead, and too slow to ask questions and listen.

Consider these clarifying questions next time you’re faced with difficulty:

• Who knows the most about this problem?
• Who knows what I need to know?
• Who wants to tackle this problem?
• Who needs to buy in, and how long will that take?

4. ALWAYS COME UP WITH MORE THAN ONE SOLUTION.

As you seek to solve problems, list as many solutions to a problem as possible. The more, the better. Keep in mind that seldom is there just one way to solve a problem. The more options the better, because problems continually shift and change. Leaders who don’t have backup solutions soon find themselves in trouble.

The truth is that big ideas don’t appear—they evolve. But that only happens when you are determined to explore ideas and look for more and better solutions.

5. INSPIRE ACTION.

One of the greatest dangers for a thoughtful person is to spend too much time on problem solving and too little time on solution implementing. Leaders who don’t or can’t follow through are in danger of thinking, Ready, aim, aim, aim… but never fire!

The solution is to develop a bias for action. Don’t think, Can I? Instead think, How can I? Then start moving forward. The moment you confront and act on a problem, you begin to solve it. If great inventors and explorers hadn’t taken tangible, deliberate steps forward, would they have made the contributions they’re known for? No! Their belief prompted action and their action created results. Ideas evolve as you move, and better solutions come into view as you move forward. Ultimately, you can’t wish or wait your way through difficulties. You must work your way through them.

How do great leaders improve? One way is by committing to always improving their leadership skills and surrounding themselves with like-minded people.

Maxwell Leadership is proud to present Day to Grow… a one-day leadership development conference in Orlando, Florida, on August 14th , featuring incredible speakers like John C. Maxwell, Atomic Habits author James Clear, Juliet Funt, and Ryan Leak. Ready to reserve your seat at Day to Grow? Click here to register .

More Articles

Do I Believe The Best In Others?

BIG ANNOUNCEMENT!

The 5 Key Resilience Traits You Need Right Now

Be the first to comment on "the leader’s 5-step process for solving any problem", leave a reply.

Your email address will not be published. Required fields are marked *

Post Comment

Subscribe to the Maxwell Leadership Podcasts and receive leadership development resources and more!

• Business Essentials
• Leadership & Management
• Credential of Leadership, Impact, and Management in Business (CLIMB)
• Entrepreneurship & Innovation
• *New* 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.

• Career Development
• Communication
• Decision-Making
• Earning Your MBA
• Negotiation
• News & Events
• Productivity
• Staff Spotlight
• Student Profiles
• Work-Life Balance
• Alternative Investments
• Business Analytics
• Business Strategy
• Business and Climate Change
• Design Thinking and Innovation
• Digital Marketing Strategy
• Disruptive Strategy
• Economics for Managers
• Entrepreneurship Essentials
• Financial Accounting
• Global Business
• Launching Tech Ventures
• Leadership Principles
• Leadership, Ethics, and Corporate Accountability
• Leading with Finance
• Management Essentials
• Negotiation Mastery
• Organizational Leadership
• Power and Influence for Positive Impact
• Strategy Execution
• Sustainable Business Strategy
• Sustainable Investing
• Winning with Digital Platforms

Why Problem-Solving Skills Are Essential for Leaders in Any Industry

• 17 Jan 2023

Any organization offering a product or service is in the business of solving problems.

Whether providing medical care to address health issues or quick convenience to those hungry for dinner, a business’s purpose is to satisfy customer needs .

In addition to solving customers’ problems, you’ll undoubtedly encounter challenges within your organization as it evolves to meet customer needs. You’re likely to experience growing pains in the form of missed targets, unattained goals, and team disagreements.

Yet, the ubiquity of problems doesn’t have to be discouraging; with the right frameworks and tools, you can build the skills to solve consumers' and your organization’s most challenging issues.

Here’s a primer on problem-solving in business, why it’s important, the skills you need, and how to build them.

Access your free e-book today.

What Is Problem-Solving in Business?

Problem-solving is the process of systematically removing barriers that prevent you or others from reaching goals.

Your business removes obstacles in customers’ lives through its products or services, just as you can remove obstacles that keep your team from achieving business goals.

Design Thinking

Design thinking , as described by Harvard Business School Dean Srikant Datar in the online course Design Thinking and Innovation , is a human-centered , solutions-based approach to problem-solving and innovation. Originally created for product design, design thinking’s use case has evolved . It’s now used to solve internal business problems, too.

The design thinking process has four stages :

• Clarify: Clarify a problem through research and feedback from those impacted.
• Ideate: Armed with new insights, generate as many solutions as possible.
• Develop: Combine and cull your ideas into a short list of viable, feasible, and desirable options before building prototypes (if making physical products) and creating a plan of action (if solving an intangible problem).
• Implement: Execute the strongest idea, ensuring clear communication with all stakeholders about its potential value and deliberate reasoning.

Using this framework, you can generate innovative ideas that wouldn’t have surfaced otherwise.

Creative Problem-Solving

Another, less structured approach to challenges is creative problem-solving , which employs a series of exercises to explore open-ended solutions and develop new perspectives. This is especially useful when a problem’s root cause has yet to be defined.

You can use creative problem-solving tools in design thinking’s “ideate” stage, which include:

• Brainstorming: Instruct everyone to develop as many ideas as possible in an allotted time frame without passing judgment.
• Divergent thinking exercises: Rather than arriving at the same conclusion (convergent thinking), instruct everyone to come up with a unique idea for a given prompt (divergent thinking). This type of exercise helps avoid the tendency to agree with others’ ideas without considering alternatives.
• Alternate worlds: Ask your team to consider how various personas would manage the problem. For instance, how would a pilot approach it? What about a young child? What about a seasoned engineer?

It can be tempting to fall back on how problems have been solved before, especially if they worked well. However, if you’re striving for innovation, relying on existing systems can stunt your company’s growth.

Related: How to Be a More Creative Problem-Solver at Work: 8 Tips

Why Is Problem-Solving Important for Leaders?

While obstacles’ specifics vary between industries, strong problem-solving skills are crucial for leaders in any field.

Whether building a new product or dealing with internal issues, you’re bound to come up against challenges. Having frameworks and tools at your disposal when they arise can turn issues into opportunities.

As a leader, it’s rarely your responsibility to solve a problem single-handedly, so it’s crucial to know how to empower employees to work together to find the best solution.

Your job is to guide them through each step of the framework and set the parameters and prompts within which they can be creative. Then, you can develop a list of ideas together, test the best ones, and implement the chosen solution.

Related: 5 Design Thinking Skills for Business Professionals

4 Problem-Solving Skills All Leaders Need

1. problem framing.

One key skill for any leader is framing problems in a way that makes sense for their organization. Problem framing is defined in Design Thinking and Innovation as determining the scope, context, and perspective of the problem you’re trying to solve.

“Before you begin to generate solutions for your problem, you must always think hard about how you’re going to frame that problem,” Datar says in the course.

For instance, imagine you work for a company that sells children’s sneakers, and sales have plummeted. When framing the problem, consider:

• What is the children’s sneaker market like right now?
• Should we improve the quality of our sneakers?
• Should we assess all children’s footwear?
• Is this a marketing issue for children’s sneakers specifically?
• Is this a bigger issue that impacts how we should market or produce all footwear?

While there’s no one right way to frame a problem, how you do can impact the solutions you generate. It’s imperative to accurately frame problems to align with organizational priorities and ensure your team generates useful ideas for your firm.

To solve a problem, you need to empathize with those impacted by it. Empathy is the ability to understand others’ emotions and experiences. While many believe empathy is a fixed trait, it’s a skill you can strengthen through practice.

When confronted with a problem, consider whom it impacts. Returning to the children’s sneaker example, think of who’s affected:

• Your organization’s employees, because sales are down
• The customers who typically buy your sneakers
• The children who typically wear your sneakers

Empathy is required to get to the problem’s root and consider each group’s perspective. Assuming someone’s perspective often isn’t accurate, so the best way to get that information is by collecting user feedback.

For instance, if you asked customers who typically buy your children’s sneakers why they’ve stopped, they could say, “A new brand of children’s sneakers came onto the market that have soles with more traction. I want my child to be as safe as possible, so I bought those instead.”

When someone shares their feelings and experiences, you have an opportunity to empathize with them. This can yield solutions to their problem that directly address its root and shows you care. In this case, you may design a new line of children’s sneakers with extremely grippy soles for added safety, knowing that’s what your customers care most about.

Related: 3 Effective Methods for Assessing Customer Needs

3. Breaking Cognitive Fixedness

Cognitive fixedness is a state of mind in which you examine situations through the lens of past experiences. This locks you into one mindset rather than allowing you to consider alternative possibilities.

For instance, your cognitive fixedness may make you think rubber is the only material for sneaker treads. What else could you use? Is there a grippier alternative you haven’t considered?

Problem-solving is all about overcoming cognitive fixedness. You not only need to foster this skill in yourself but among your team.

4. Creating a Psychologically Safe Environment

As a leader, it’s your job to create an environment conducive to problem-solving. In a psychologically safe environment, all team members feel comfortable bringing ideas to the table, which are likely influenced by their personal opinions and experiences.

If employees are penalized for “bad” ideas or chastised for questioning long-held procedures and systems, innovation has no place to take root.

By employing the design thinking framework and creative problem-solving exercises, you can foster a setting in which your team feels comfortable sharing ideas and new, innovative solutions can grow.

How to Build Problem-Solving Skills

The most obvious answer to how to build your problem-solving skills is perhaps the most intimidating: You must practice.

Again and again, you’ll encounter challenges, use creative problem-solving tools and design thinking frameworks, and assess results to learn what to do differently next time.

While most of your practice will occur within your organization, you can learn in a lower-stakes setting by taking an online course, such as Design Thinking and Innovation . Datar guides you through each tool and framework, presenting real-world business examples to help you envision how you would approach the same types of problems in your organization.

Are you interested in uncovering innovative solutions for your organization’s business problems? Explore Design Thinking and Innovation —one of our online entrepreneurship and innovation courses —to learn how to leverage proven frameworks and tools to solve challenges. Not sure which course is right for you? Download our free flowchart .

About the Author

You are using an outdated browser. Please upgrade your browser or activate Google Chrome Frame to improve your experience.

• Leadership Essentials: Problem Solving

Leaders demonstrate ownership by being solution focused

• Dimensions of Leadership
• Problem Solving
• 4 out of 5 • 1 rating

"A problem occurs when there is a gap between what we want to happen and what is actually happening; something differs from normal or something goes wrong. Problems at work vary in size, complexity and severity.  Defining the problem accurately is an essential first step to a solution." (Kepner, and Tregoe, 2013)

Defining the Problem

It is easy to overlook or misunderstand the true nature and cause of problems at work. This can often lead to:

• The wrong problem being dealt with
• The symptom is removed but not the cause of the underlying problem
• Missed learning opportunities

Defining the problem is the most important step of problem-solving. To do this, you need to diagnose the situation properly so that the real problem is accurately identified, and not its symptoms. If you identify and describe your problems well, you will make them easier and less costly to solve. The way your problem is defined and understood has a major impact on the number, quality, innovativeness and type of solutions that are proposed. You need to define:

Involving your team in doing this by asking insightful questions can help you to get a deeper understanding of the issue and its impact:

• What is the problem?
• What is the gap between ‘What is’ and ‘What should be?’
• What can you see, hear, feel, taste that tells you there is a problem?
• When was this first observed? When is it not observed? When could it have happened but did not?
• How big is it? How many are there? How many could there be but are not? Who does it affect? Who does it not affect? How many could have it but do not?

How should problems be solved?

There are eight steps in the problem solving process:

• Define the problem Investigate exactly what has gone wrong; Do not be influenced by people with ready-made solutions; Getting the definition accurate is crucial so that you do not find that you are solving the wrong problem collecting possible answers to questions that have not been asked.A good ‘problem statement’ is a clear and precise description of the problem being addressed. It should focus on one problem only, and should not suggest a solution.
• Gather relevant information Gather detail on the people, activities, processes, equipment, systems, time-scales and conditions under which the problems occur.
• Identify possible causes Causes usually relate to people, systems or equipment. Be careful not to blame the computer when it could be that the operator is not trained. Asking ‘What has changed from the norm?’ helps to identify the cause.
• Identify a possible solution Work out a way to test exactly what it is you are looking for and how you will know if you are right. 
• Test the possible causes Go back over the information you have assembled in steps 1-4 to test it, on paper, if the cause finds a good match with how, where and when the problem occurs, to what extent it occurs, and who is affected by it.
• Work out the solution There may be a number of possible solutions (which may not be mutually exclusive) with some more appropriate than others.
• Making the decision Identify and assess all possible alternative solutions. See ‘Leadership Essentials No.33 Decision Making’ for further information.
• Monitor the results How well did your solution work? What have you learnt?

Gap Analysis

Gap analysis is a common procedure for determining needs and identifying problems before action planning.  It helps you to decide what steps you need to take in order to move from your current situation to a desired situation in the future.  It can help your team to:

• Identify specific problems to address
• Understand the situation causing the problem more clearly
• Ensure that the problem being solved is the right one
• Identify the way forward
• Take the most important step - determining the actions you think will help close the gap

There are three steps in a gap analysis:

• Assess your current situation – in factual, specific terms.
• Identify your desired future state – including objectives you need to achieve and time frame; the more clearly you define your desired future state, the better your end result will be.
• Identify and describe the gap - assess the factors that contribute to it; the distance that needs to be covered; how far and how fast do you need to go to achieve your goal (remove the gap)

Intuition in Problem Solving

Intuition is an ability to understand or know something immediately based on your feelings, not through rational processes such as facts and data.

There are two main problem-solving styles:

In analytical/ rational problem solving , you think about the problem, consider several alternative courses of action, and choose the one that best fits your objective. (Kepner & Tregoe, 2013)

In intuitive problem solving , you rely on your experience, judgment and instinct to assess a situation quickly and take action (Cholle, 2011). Intuitive problem solvers normally have skills such as:

• Recognising the early signs of problems or opportunities
• Sizing up situations rapidly and seeing the big picture
• Quickly assessing the likely outcome of each possible opportunity
• Decide and act without deliberate analysis

Intuition is particularly useful for generating and considering all possible alternative solutions to a problem.

Quality Circles

A ‘Quality Circle’ is a small group of employees who meet regularly to focus on problem-solving and taking corrective action to improve quality in their area. It is considered best practice for membership of a quality circle to be voluntary and for the ‘leader’ of the quality circle to be selected by the members themselves. 

Cholle, F. P. (2011). The Intuitive Compass Publ. Jossey-Bass, USAGigerenzer, G. (2008). Gut Feelings: Short Cuts to Better Decision Making Publ Penguin Books, USAGordon, B. and Berger, L (2017). Intelligent Memory: Exercise Your Mind and Make Yourself Smarter Publ. Penguin Books, USAKepner, C. H. and Tregoe, B. B (2013). The New Rational Manager: An Updated Edition for a New World Publ. Princeton Research Press, N.J, USA

Are you an effective problem-solver test yourself with our scorecard..

If you’re a member, you can test yourself on Problem Solving and see if you meet the standard.

Test yourself

Spotlight on Problem Solving Tools and Techniques

19 February 2018

Spotlight on Using Intuition in Problem Solving

09 February 2018

Spotlight on Gap Analysis

Further resources.

Introducing Problem Solving

29 October 2018

From the blog

Keep calm and carry on! How to lead effectively through a crisis.

08 December 2021

Q&A with Giedre Vasiliauskaite

01 September 2021

How to lead in a crisis.

05 May 2021

Leading in a complicated/complex world (Netherlands)

26 Nov 2021

Business resilience as a service

21 Jul 2021

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.

Want to subscribe to The McKinsey Podcast ?

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.

Would you like to learn more about our Strategy & Corporate Finance Practice ?

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.

Want better strategies? Become a bulletproof problem solver

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.

Explore a career with us

Related articles.

Strategy to beat the odds

Five routes to more innovative problem solving

Justin Sullivan/Getty Images

By Dr. Josh Axe Leaders Staff

Dr. Josh Axe

CEO/Founder

Dr. Josh Axe is the co-founder of Ancient Nutrition and the founder and CEO of Leaders.com. He earned his doctorate...

Learn about our editorial policy

Updated May 17, 2023

Reviewed by Colin Baker

Colin Baker

Leadership and Business Writer

Colin Baker is a business writer for Leaders Media. He has a background in as a television journalism, working as...

What Is Problem-Solving? How to Use Problem-Solving Skills to Resolve Issues

What is problem-solving, what is the general process of problem-solving, the best problem-solving strategies and tools, what to do when a problem feels too big to solve.

Great businesses don’t exist to simply grow and make money. Instead, they solve the world’s problems , from tiny issues to giant dilemmas. Problem-solving is essentially the main function of organizations. An effective organization will have systems and processes in place to reach their goals and solve problems. If a company has team members and leaders who have poor problem-solving skills, that means they’re ineffective at one of the core functions of a business.

You need to be good at both external problem-solving (solving problems for others) and internal problem-solving (solving problems before or when they arise within the business). An organization that can solve problems will see its teams come closer together as they bond over providing solutions to serious issues. Companies that solve problems well will also be able to carry out their purpose more efficiently.

Learn the steps you can follow to solve problems both great and small. Additionally, discover some real-world methods and problem-solving skills successful business leaders use to solve problems of their own.

Problem-solving involves the search for solutions that follow an effective process of discovery, identification, ideation, and execution. Problem-solving usually requires overcoming numerous obstacles that stand in the way of reaching your goal. Often, the act of problem-solving includes coming up with solutions to many smaller problems before eventually solving the main issue that prompted the process in the first place.

The key to cultivating excellent problem-solving skills is having a distinct process designed to produce solutions. While it may seem like problem-solving involves a complex strategy, it features several steps that are easy to follow. The following steps represent a general problem-solving process you can use when you need to find a solution.

1. Define the Problem

The first step to take as part of the problem-solving process involves defining what that problem is. While this may seem like a simple idea to follow, the key is to get to the root of the problem . Only once you’re able to identify the root issue you’re tackling through a root cause analysis can you be sure you’re on the right path. Sometimes the surface issue isn’t what you need to address. Just like an earthquake, organizational issues have an epicenter—complete with shockwaves that negatively impact the business. If you don’t resolve the core problem, it can expand , and the damage becomes detrimental. All problem-solving jobs begin with this important first step.

If your organization has a problem with employee retention , you may think you’ll solve it by increasing pay or perks. However, that might not address the root of the issue. If you were to investigate further, you may discover that a manager is creating a toxic work environment, causing good employees to find work elsewhere. 

2. Brainstorm Possible Solutions

Once you have a solid idea of what the real problem is, you can proceed to create possible solutions you can pursue. Take the time to brainstorm different solutions. No two problems are the same, and each one will require a creative approach. Make sure you write down the alternative solutions so you can research them in depth. During the course of your brainstorming, you may stumble upon a solution you wouldn’t have thought of otherwise.

As you follow this step, you may need to find the best way to inspire your critical thinking skills. Think about when and where you generate ideas and get the creative juices flowing. Then, try to put yourself in that environment as often as possible.

Sara Blakely , the founder of SPANX®, says her most productive creative thinking happens when she’s driving in her car . Even though she doesn’t have a real commute, she gets in the car and makes one up. “I live really close to Spanx,” she said on the “Masters of Scale” podcast, “so I’ve created what my friends call my ‘fake commute,’ and I get up an hour early before I’m supposed to go to Spanx, and I drive around aimlessly in Atlanta with my commute so that I can have my thoughts come to me.” As a result, she sets time aside for developing her best problem-solving strategies every single day.

3. Research Several Options

After you’ve come up with several possible alternative solutions, pick two or three that seem the most promising using your analytical skills. Then you’ll need to buckle down and do some research to see which one to pursue. Conduct your research using primary and secondary resources.

Conduct primary research by:

• Having a discussion with a mentor
• Interviewing a person who’s successfully solved this problem before
• Strategizing with team members closest to the issue

Great secondary sources include:

• Trustworthy online articles and news sources from credible websites
• Leadership books from experts who have written about the problem
• Business podcast interviews on the issue
• YouTube videos featuring established leaders

4. Select a Solution

At the conclusion of your research, you’ll be better equipped to select the right solution. Evaluate the data you have gathered. To ensure you make a good pick, you’ll need to keep several considerations in mind. 

Here are some good questions to ask when picking a solution:

• Is this solution in line with the company’s core values?
• Is it a realistic option?
• Could it lead to additional problems?
• Will everyone involved accept the solution?
• Does it truly solve the problem, or does it only delay negative effects?

As you employ your creative thinking skills in answering these questions, you’ll eventually need to settle on a single solution. Adhering to a decision-making process helps you objectively choose the best solution out of many options. Don’t make a quick decision you may later regret. Be deliberate in your analysis, and try to remain as objective as possible.

In order to make the most objective decision:

• Get into a humble mindset and make sure you’re willing to listen and learn.
• Don’t let emotions influence the choice.
• Reverse-engineer the possible outcome of any given solution.
• Weigh the pros and cons of each choice.
• Seek wise counsel from trusted mentors, leaders, and team members.

5. Develop an Action Plan

Once you’ve settled on a solution, you’ll be ready to pursue it. Before moving too quickly, revisit step one and make sure your choice aligns with the main objective . If it doesn’t, although it may be a valid choice, it’s most likely not the best for your team. If this is the case, don’t get discouraged. Creative problem-solving takes time.

When the right choice is made, and the solution is placed into the overall strategy, start developing an action plan . Lay out the “who,” “what,” “when,” “why,” and “how.” Visualize exactly what success looks like with this new plan. When working through the problem-solving process, write all the details down. This helps leaders construct action items and delegate them accordingly. Never leave this part of the process empty-handed. Your team needs a clear picture of expectations so they can properly implement the solution. And if everything works, you can use this problem-solving model in the future.

You will undoubtedly encounter many problems that need to be solved in your life. There are a variety of ways to solve those problems. With all the problem-solving techniques out there, it can be helpful to learn some of them so you can employ the best one at the right moment. The following are just a few examples of what these strategies and problem-solving tools look like in the real world.

One of the best ways to discover the root cause of a problem is by utilizing the 5 Whys method. This strategy was developed by Sakichi Toyoda, founder of Toyota Industries. It’s as simple as it sounds. When a problem occurs, ask why it happened five times. In theory, the last answer should get to the heart of the issue.

Here’s an example of how the 5 Whys work in action:

When business leaders use the 5 Whys method , problems are given more context. Uncovering how, when, and why they happen helps company owners and executives identify the organization’s core issues.

First Principles Thinking

When one engages in first principles thinking , they end up questioning what everyone just assumes to be true. It effectively removes those assumptions , breaking things down into their most basic elements that are probably true. It’s all about getting to that core foundation of truth and building out from there. Problem-solving skills should always include first principles thinking.

Elon Musk most famously pursued this strategy when it comes to space travel. Instead of accepting that building a rocket was too expensive, he got to the fundamental truths of construction, all the way down to pricing each component. Musk once explained that he follows first principles thinking by following three simple steps .

• Identify the assumptions
• Break down the issue into its core, fundamental components
• Innovate by creating new solutions

Other business leaders have engaged in similar strategies, such as Jeff Bezos when he advised the need for finding out key truths for yourself. First principles thinking is an important part of innovating beyond what we assume can’t be changed. It’s a way to use analytical skills to discover potential solutions through constant learning and acquiring new information.

Steve Jobs’ Problem-Solving Method

Steve Jobs gained a reputation for solving problems through Apple. He was always on the lookout for simple solutions to complex problems. He followed his own three-step method that helped him tackle difficult issues.

• Zoom Out: When facing a problem, zoom out to get a larger view of the bigger picture. This is another way to help you define the problem and pinpoint the root cause.
• Focus In: After defining the problem, focus all your attention on solving it. Concentrate your efforts, and don’t stop until the problem is fixed. Give yourself a period of intense focus and dedication as you bring the solution to life.
• Disconnect: If things aren’t proceeding the way you thought they would, it may be time to disconnect. That means walking away and giving yourself a break so you can clear your mind. Sometimes, a break is all you need to approach the problem once more, this time from a fresh angle with your mind fully reenergized.

From increasing sales to engaging in conflict resolution , business leaders have a lot of problems to solve. However, some people may still feel overwhelmed, especially if the problem is large in scope and could even threaten to close the company. Fortunately, there are steps you can take to get in the right mindset as outlined by James Clear, author of Atomic Habits :

• Break the bigger problem down into a lot of smaller problems
• Focus on one small problem and solve it
• Use what you learned from solving that problem to increase your knowledge about the bigger problem
• Repeat these steps until the larger problem is solved

Tackling a problem that feels too big to solve requires a can-do, positive mindset. In order to improve your problem-solving, you’ll need to take remember these steps. Imagine what is possible instead of focusing on what seems impossible. As you do so, you’ll become skilled in solving all sorts of problems while also improving your decision-making.

For more help in growing your skillset, check out the following article:

Growth Mindset: Creating an Environment for Innovation

Leaders Media has established sourcing guidelines and relies on relevant, and credible sources for the data, facts, and expert insights and analysis we reference. You can learn more about our mission, ethics, and how we cite sources in our editorial policy .

• Abadi, Mark. “The CEO of Spanx Wakes up an Hour Early to Drive around ‘Aimlessly’ on a ‘Fake Commute’ Because She Does Her Best Thinking in the Car.”  Insider , 15 Nov. 2018, https://www.businessinsider.com/spanx-ceo-sara-blakely-fake-commute-2018-11.
• Oshin, Mayo. “Elon Musks’ ‘3-Step’ First Principles Thinking: How to Think and Solve Difficult Problems Like A….”  Mission.Org , 2 Nov. 2020, https://medium.com/the-mission/elon-musks-3-step-first-principles-thinking-how-to-think-and-solve-difficult-problems-like-a-ba1e73a9f6c0.
• Clear, James. “How to Solve Big Problems.”  James Clear , 25 July 2014, https://jamesclear.com/narrow-focus.
• Nast, C. (n.d.). WIRED. https://www.wired.com/2012/10/ff-elon-musk-qa/all/
• Just a moment. . . (n.d.). https://www.indeed.com/career-advice/career-development/5-whys-example
• inc.com . (n.d.). https://www.inc.com/kelly-main/apple-steve-jobs-problem-solving.html
• How to find your big idea . (2022, October 6). Masters of Scale. https://mastersofscale.com/sara-blakely-how-to-find-your-big-idea/
• EX-99.1 . (n.d.). https://www.sec.gov/Archives/edgar/data/1018724/000119312517120198/d373368dex991.htm

Search Leaders.com

35 problem-solving techniques and methods for solving complex problems

Design your next session with SessionLab

Join the 150,000+ facilitators 
using SessionLab.

Recommended Articles

A step-by-step guide to planning a workshop, how to create an unforgettable training session in 8 simple steps, 47 useful online tools for workshop planning and meeting facilitation.

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

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

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

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

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

Let’s get started! 

How do you identify problems?

How do you identify the right solution.

• Tips for more effective problem-solving

Complete problem-solving methods

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

Problem-solving warm-up activities

Closing activities for a problem-solving process.

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

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

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

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

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

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

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

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

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

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

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

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

Tips for more effective problem solving

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

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

Clearly define the problem

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

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

Don’t jump to conclusions

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

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

Try different approaches  

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

Don’t take it personally 

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

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

Get the right people in the room

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

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

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

Document everything

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

Bring a facilitator 

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

Develop your problem-solving skills

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

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

Design a great agenda

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

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

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

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

• Six Thinking Hats
• Lightning Decision Jam
• Problem Definition Process
• Discovery & Action Dialogue

Design Sprint 2.0

• Open Space Technology

1. Six Thinking Hats

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

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

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

2. Lightning Decision Jam

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

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

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

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

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

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

3. Problem Definition Process

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

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

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

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

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

4. The 5 Whys 

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

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

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

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

5. World Cafe

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

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

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

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

6. Discovery & Action Dialogue (DAD)

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

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

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

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

7. Design Sprint 2.0

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

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

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

8. Open space technology

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

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

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

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

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

Techniques to identify and analyze problems

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

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

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

Let’s take a look!

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

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

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

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

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

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

10. The Creativity Dice

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

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

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

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

11. Fishbone Analysis

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

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

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

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

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

12. Problem Tree 

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

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

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

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

13. SWOT Analysis

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

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

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

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

14. Agreement-Certainty Matrix

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

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

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

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

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

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

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

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

16. Speed Boat

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

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

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

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

17. The Journalistic Six

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

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

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

18. LEGO Challenge

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

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

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

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

19. What, So What, Now What?

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

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

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

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

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

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

20. Journalists  

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

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

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

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

Problem-solving techniques for developing solutions 

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

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

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

21. Mindspin  

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

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

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

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

22. Improved Solutions

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

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

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

23. Four Step Sketch

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

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

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

24. 15% Solutions

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

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

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

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

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

25. How-Now-Wow Matrix

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

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

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

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

26. Impact and Effort Matrix

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

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

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

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

27. Dotmocracy

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

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

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

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

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

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

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

28. Check-in / Check-out

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

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

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

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

29. Doodling Together  

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

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

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

30. Show and Tell

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

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

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

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

31. Constellations

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

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

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

32. Draw a Tree

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

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

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

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

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

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

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

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

How do I conclude a problem-solving process?

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

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

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

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

33. One Breath Feedback

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

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

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

34. Who What When Matrix 

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

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

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

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

35. Response cards

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

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

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

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

Save time and effort discovering the right solutions

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

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

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

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

Over to you

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

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

thank you very much for these excellent techniques

Certainly wonderful article, very detailed. Shared!

Leave a Comment Cancel reply

Your email address will not be published. Required fields are marked *

Going from a mere idea to a workshop that delivers results for your clients can feel like a daunting task. In this piece, we will shine a light on all the work behind the scenes and help you learn how to plan a workshop from start to finish. On a good day, facilitation can feel like effortless magic, but that is mostly the result of backstage work, foresight, and a lot of careful planning. Read on to learn a step-by-step approach to breaking the process of planning a workshop into small, manageable chunks.  The flow starts with the first meeting with a client to define the purposes of a workshop.…

How does learning work? A clever 9-year-old once told me: “I know I am learning something new when I am surprised.” The science of adult learning tells us that, in order to learn new skills (which, unsurprisingly, is harder for adults to do than kids) grown-ups need to first get into a specific headspace.  In a business, this approach is often employed in a training session where employees learn new skills or work on professional development. But how do you ensure your training is effective? In this guide, we'll explore how to create an effective training session plan and run engaging training sessions. As team leader, project manager, or consultant,…

Effective online tools are a necessity for smooth and engaging virtual workshops and meetings. But how do you choose the right ones? Do you sometimes feel that the good old pen and paper or MS Office toolkit and email leaves you struggling to stay on top of managing and delivering your workshop? Fortunately, there are plenty of online tools to make your life easier when you need to facilitate a meeting and lead workshops. In this post, we’ll share our favorite online tools you can use to make your job as a facilitator easier. In fact, there are plenty of free online workshop tools and meeting facilitation software you can…

Design your next workshop with SessionLab

Join the 150,000 facilitators using SessionLab

Sign up for free

PSYCH 485 blog

Skills Approach to Leadership

November 22, 2020 by bgw5114

Many times, leadership positions are filled with external candidates, using the skills approach would help in the transition.  The skills approach is a leader-centered perspective that leaders must possess certain skills that can be learned and developed, not on personality characteristics (Northouse, 2016).  I will analyze this approach using Mumford, Zaccaro, Harding, Jacobs, Fleishman and Yammarios’ (2000) skills model.  This model is broken into five components: competencies, individual attributes, leadership outcomes, career experiences, and environmental influences.

Competencies are broken into three key factors that account for effective performance, they are problem-solving skills, social justice skills and knowledge (Northouse, 2016).  Problem solving is being able to define problems, gather information and come up with understandings and create plans for the solution (Northouse, 2016).  A leader stepping into a new organization would need to learn how to detect problems and come up with solutions.  Mumford, Zaccaro, Connelly, & Marks (2000) state that leaders need to know their capabilities as leaders as they apply possible solutions to unique problems in their organization (Northouse, 2016).  This is an area that leaders need to be aware of, their own capabilities, many times new leaders what to change things to match their previous organizations way of doing things and that may not work in a different organization.  New leaders should communicate with other leaders in the organization and ask about how problems were resolved in the past, this will let them understand what has worked and what hasn’t so they can come up with mutually beneficial solutions.  Social judgment skills are part of competencies, this is the capacity to understand people in social settings, these skills enable leaders to work with others to solve unique problems (Northouse, 2016).  Even a new leader should possess social skills, they may need to adjust to differences in people’s personalities and to understand their perspectives and goals.  Knowledge is the final dimension of competencies and depending on past work experience this could be the biggest challenge.  Knowledge is the accumulation of information and mental structures used to organize that information, knowledge also has a positive impact of problem solving (Northouse, 2016).  If the new leader doesn’t have knowledge of the processes and procedures of the new company, this could result in poor decision making from the leader.  The leader would have to take steps to learn all aspects of the organization to become knowledgeable and use that knowledge to make informed decisions when issues arise.

Individual attributes consist of general cognitive ability, crystallized cognitive ability, motivation and personality.  General cognitive ability is a person’s intelligence, general reasoning skills, divergent thinking capacities and memory skills, these skills are linked to biology and not experience (Northouse, 2016).  Intellectual ability that is learned over time and the knowledge that one acquires is crystallized cognitive ability (Northouse, 2016).  Both cognitive abilities are important aspects of a successful leader, a new leader will have to learn processes and procedures of the new organization.  If the leader takes the time to learn and understand the new organization, they will be more effective and earn the respect of the new followers.  Motivation in the skills approach refers to the leader’s willingness to take on the responsibility to advance the overall human good and value of the organization (Northouse, 2016).  Munford, Zaccaro, Harding, et al. (2000) hypothesize that personality characteristics may help leaders cope with complex organizational situations and may be related to the leader’s performance (Northouse, 2016).  A leader’s personality should be looked at during the hiring process to be sure they are a match with the organization, if the new leader gets along with other leaders and followers the transition will be easier for all involved.

Leadership outcomes are influenced by the leader’s problem-solving skill, social judgement skills and knowledge, and is also measured by performance (Northouse, 2016).  Leadership outcomes can be measured, and the organization should have a set of criteria that the leader must achieve to receive positive performance reviews.  A new leader should understand what they will be judged on so they can take the time to ensure they are meeting the organizations requirements.  For new leaders they should talk openly with their superior frequently to ensure they are acting in the best interest of the organization and make changes when they are deficient in any areas.

Career experiences have an impact on competencies and characteristics of leaders (Northouse, 2016).  When new leaders are hired and go through the interview process, they should share what they have accomplished and how they accomplished assignments at previous organizations.   This will give the new organization an example of how they handled challenges in the past.  New leaders should be aware that just because a solution at one organization worked, it may not work at every organization.  Take time to observe and listen to followers before making changes just because they worked in the past.

Environmental influences can be both internal such as technology, expertise of followers, communication and external factors include the economy, social issues and natural disasters (Northouse, 2016).  New leaders will need to adjust when environmental influences are out of their control.  They will need to make decisions quickly at times to circumvent issues before they become larger problems.  For example, most business have been affected in some way by the Corona virus, leaders may need to adjust and make changes frequently depending on the circumstances.  Leaders also need to assure the followers understand and follow new protocols.

Leaders coming into a new organization should be cautious but confident that they can lead the new team.  By incorporating the skills approach to leadership, they can positively contribute to the success of the organization and build a unified team and accomplish the defined goals.

References:

Northouse, P.G. (2016).  Leadership: Theory and Practice.  7 th  Edition. Los Angeles: Sage Publications.

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

What is problem-solving anyway, problem-solving scenario #1: tight deadlines and heavy workload.

• Problem-solving Scenario #2: Handling a Product Launch

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

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

Other Related Blogs

Problem-Solving Scenarios for Managers

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

Problem-solving Scenario # 2 : Handling a Product Launch

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

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

Suprabha Sharma

Suprabha, a versatile professional who blends expertise in human resources and psychology, bridges the divide between people management and personal growth with her novel perspectives at Risely. Her experience as a human resource professional has empowered her to visualize practical solutions for frequent managerial challenges that form the pivot of her writings.

How well do you perform in different problem-solving scenarios?

Learn more about your problem-solving skills with the help of a free assessment now.

What are some problem-solving scenarios?

What are problem scenarios, what is one example of problem-solving.

Top 15 Tips for Effective Conflict Mediation at Work

Top 10 games for negotiation skills to make you a better leader, manager effectiveness: a complete guide for managers in 2023, 5 proven ways managers can build collaboration in a team.

• Skip to main content
• Keyboard shortcuts for audio player

Boeing CEO Dave Calhoun to step down, part of a shakeup after 737 Max problems

Russell Lewis

Boeing announced a major managerial shakeup — including that CEO Dave Calhoun will step down at the end of the year. The embattled planemaker also said the president of the commercial airplanes division would retire and its board chairman would not stand for reelection. Anna Moneymaker/Getty Images hide caption

Boeing announced a major managerial shakeup — including that CEO Dave Calhoun will step down at the end of the year. The embattled planemaker also said the president of the commercial airplanes division would retire and its board chairman would not stand for reelection.

WASHINGTON — Boeing announced on Monday that its embattled CEO, Dave Calhoun, will step down at the end of year. The planemaker and aerospace company also said its board chairman, Larry Kellner, will not stand for re-election and the president of its commercial airplanes division, Stan Deal, will retire effective immediately.

The leadership shakeup comes after several difficult months following the in-flight door plug blowout on an Alaska Airlines 737 Max jet in January above Portland, Ore.

No one was seriously injured. But t he incident renewed major questions about quality control and safety at the company that have dogged the 737 Max line since a pair of crashes in 2018 and 2019 , which killed a total of 346 people.

As the DOJ investigates Boeing, crash victims' families wonder why it's taken so long

Boeing is withholding key details about door plug on Alaska 737 Max 9 jet, NTSB says

"The Alaska Airlines Flight 1282 accident was a watershed moment for Boeing," Calhoun wrote in a letter to Boeing employees. "The eyes of the world are on us, and I know we will come through this moment a better company."

A preliminary investigation by the National Transportation Safety Board found that found four key bolts were missing when the plane involved in the Alaska flight left Boeing's factory.

The Justice Department has launched a criminal investigation of the Alaska incident, notifying passengers on the flight that they are " a possible victim of a crime ."

Boeing had also come under growing pressure from its biggest customers, the airlines.

"Boeing needs to become a better company," said Bob Jordan, the CEO of Southwest Airlines, during an investor conference earlier this month.

Workers are pictured next to an unpainted 737 aircraft and unattached wing with the Ryanair logo as Boeing's 737 factory teams held a "Quality Stand Down" for the 737 program at Boeing's factory in Renton, Wash. on January 25, 2024. Jason Redmond/AFP via Getty Images hide caption

Workers are pictured next to an unpainted 737 aircraft and unattached wing with the Ryanair logo as Boeing's 737 factory teams held a "Quality Stand Down" for the 737 program at Boeing's factory in Renton, Wash. on January 25, 2024.

"I, and I know other CEOs, have told Boeing, get your issues understood and get the issues fixed," Jordan said. "Because we all need Boeing to be stronger two years from now, five years from now, ten years from now."

The Wall Street Journal and other outlets reported that a group of airline CEOs was set to meet with the board of Boeing this week — and that Calhoun would not be present.

It wasn't immediately clear why Boeing chose this moment to announce the management shakeup. But some of the company's loudest critics say it was the right move, regardless.

How bad is Boeing's 2024 so far? Here's a timeline

Richard Aboulafia, a longtime industry analyst and the managing director of AeroDynamic Advisory, says there was mounting dissatisfaction with the company's leadership.

"Dissatisfaction among everyone, from the airline customers to financiers to investors to regulators and Congress, all the way down to the traveling public ," Aboulafia said in an interview. "Given all that tremendous dissatisfaction bordering on anger, I think this very clearly had to happen."

FBI letter tells Alaska Airlines passengers they are 'a possible victim of a crime'

The move was "necessary and overdue," agreed Michael Stumo, whose daughter Samya Stumo was killed five years ago in the second 737 Max 8 crash in Ethiopia.

"Now they need to search the world for the best CEO with proven performance on production quality and safety in complex manufacturing," he said in an email.

Stumo welcomed the announcement that Kellner and Deal are also leaving their positions. Though he expressed concern that Deal's replacement as head of commercial airplane division is Stephanie Pope, who has a background in finance and investor relations rather than engineering or manufacturing.

Ethiopian Officials Say Faulty Boeing Software Played Role In Deadly 737 Max Crash

Industry analyst Aboulafia called that concern "understandable." But he's hopeful fresh leadership will be able to change the direction of the company.

"It's a long road back," Aboulafia said. "The most important thing is to transform the company's culture and to restore those links between the people at the top and people who design and build aircraft. That's going to take some time. And a lot of it depends on who gets the new top job and other jobs. But at least now, for the first time in years, there's hope."

NPR's Joel Rose reported from Washington, D.C. and Russell Lewis from Birmingham, Ala.

How Mercer’s CEO planned her own retirement–and succession

Martine Ferland has spent more than 40 years on the front lines of retirement. This week, the CEO of Mercer and vice chair of Marsh McLennan is stepping down to start her own. Over the past five years, she has led the consulting giant to its best growth since 2008. In recent months, she’s also focused on facilitating a smooth transition for her successor, Pat Tomlinson. That includes traveling with him on a grand tour of Mercer’s global locations, holding weekly two-hour meetings on a wide range of topics, and letting Tomlinson own all the long-term decisions so they’re aligned with his vision.

She also gave him a book–a slim volume published last year by McKinsey called The Four Seasons of a CEO . Although it was not for sale (“a complete black market,”  Ferland jokes), she did secure an extra copy that she presented to Tomlinson a few weeks ago at her retirement party in London. (This collection of articles might give you a taste of McKinsey’s leadership advice.)

Leaders like to impart wisdom through gifting books–or writing them. George David gave Louis Chenevert half a dozen history books to read when handing over the reins as CEO at United Technologies Corp. in 2008. (While writing a story on David, he sent me the same collection; Lenin’s Tomb stood out.) Ferland often gives books to colleagues, with a current favorite being The Heart of Business by former Best Buy CEO Hubert Joly in 2021.

Tomlinson says he plans to read Four Seasons . “I have it right here!” he said on a Zoom call, reaching above his desk. While the first chapter on becoming a high-potential CEO candidate didn’t captivate him, he says the second “would be good to read over the next few weeks as it’s about your first six to twelve months.”

More important was joining Ferland on global visits, especially as Tomlinson has built his career in the U.S. Along with helping him build key relationships, he says, Ferland shows “how you get good economic growth and outcomes and doing it with empathy.”

When asked which books have influenced him, Tomlinson reaches for two: The 2004 classic Blue Ocean Strategy and What Got You Here Won’t Get You There by executive coach Marshall Goldsmith in 2007. The latter came at a time in his career when he had to transition from building to influencing others as a leader. “Someone said, ‘Look, if you keep running things like this, you won’t have time for anything else.’ I gave that advice to somebody two days ago.”

Even for an HR consultancy, this CEO succession was unusually well-planned. “I wish I’d had an introduction similar to this one,” says Ferland, who recalls that her onboarding was rather short and sweet. Having helped her successor, her next best practice? Get out of the way.

Diane Brady [email protected]

Commuting is back–sort of

An analysis of travel patterns in 10 major global cities has shown that commuting has recovered since lockdowns brought in-office work to a sharp halt. But not as we knew it. In New York, for example, Amtrak’s passenger ridership has surpassed pre-pandemic levels. Yet employees are popping into the office for shorter periods, (or, “coffee badging” ) instead of commuting into the city for the whole working day. Financial Times

The rise and fall of Stability AI’s CEO

Emad Mostaque, the founder and CEO of Stability AI, resigned from the $1 billion startup he founded on Saturday, following a wave of key departures. Fortune ’s Jessica Mathews and Allie Garfinkle interviewed 20 Stability investors, former Stability and Coatue (one of Stability’s largest backers) employees, and Coatue-backed founders to uncover Mostaque’s stunning fall from grace. Fortune

Heat action plans

Hot off the heels of last year’s record-high temperatures, two of the world’s biggest aid agencies are set to host an inaugural global summit on extreme heat–and they’re urging business leaders, as well as governments, schools, and hospitals to prepare for the “silent killer” and develop “heat action plans.” In the U.S., extreme heat is already deadlier than all other climate impacts put together, including hurricanes and floods. Guardian

AROUND THE WATERCOOLER

It’s a ‘nepo’ housing market. More than a third of Gen Zers and millennials expect their parents to help with a down payment, survey finds by Alena Botros

Birkin bags can double in value in 5 years. An Hermès expert explains why it’s a better investment than gold by Jasmine Li

Exclusive: Many senior Amazon employees won’t get cash raises this year by Jason Del Rey

You’re more likely to make more money if you’re an older sibling—and now researchers think they know why by Irina Ivanova

Women outearn men in just a handful of U.S. cities, report finds—and not by a lot by Jane Thier

Diddy’s estimated $1 billion fortune is at risk after 5 lawsuits with explosive allegations. Here’s how the entertainment mogul made his money by Sydney Lake

Inside the cockpit at Boeing: Here are the top 5 candidates for CEO as Dave Calhoun exits (Commentary) by Jeffrey Sonnenfeld and Steven Tian

T his edition of CEO Daily was curated by Orianna Rosa Royle. 

This is the web version of CEO Daily, a newsletter of must-read insights from Fortune CEO Alan Murray. Sign up to get it delivered free to your inbox.

Latest in Newsletters

• 0 minutes ago

Crypto’s most famous criminal got 25 years. So why are people upset?

How female CEOs are building for women in Asia: ‘In Chinese tradition, we always favor the son’

Cotopaxi wants employees to spend time outdoors, so it provides stipends for ‘bucket list’ trips

Sam Bankman-Fried was sentenced to 25 years in prison. Here’s what covering the trial as a reporter was really like

The latest ‘quiet’ workplace trend is ‘cutting’—diminishing someone’s role so they quit on their own—and 77% of employees say they’ve seen it

It’s getting harder to navigate U.S.-China competition. We should instead welcome opportunities to talk

Most popular.

Ozempic maker Novo Nordisk facing pressure as study finds $1,000 appetite suppressant can be made for just $5

Home Depot’s largest acquisition ever is an $18.25 billion bet on the housing market’s severe shortage of new homes

It’s a ‘nepo’ housing market. More than a third of Gen Zers and millennials expect their parents to help with a down payment, survey finds

Trump’s social media company rises 16% in first day trading gains, but the stock price could fall by 95%, says an IPO expert

A woman purchased a vacant Hawaiian lot for about $22,000. She was surprised to see a $500,000 home was built on it by mistake

How a 173-year-old law created for wooden ships could complicate rebuilding the Francis Scott Key Bridge in Baltimore

• Share full article

Advertisement

Supported by

Ireland’s Prime Minister Resigns in Surprise Announcement

Leo Varadkar, whose Fine Gael party has struggled in the polls, said he would step down as leader of the country and of his party, citing “personal and political reasons.”

By Megan Specia

Reporting from London

Leo Varadkar, Ireland’s barrier-breaking leader, said on Wednesday that he would resign, days after a double referendum in which voters rejected constitutional changes his government had championed, and after years of waning public support for his political party, Fine Gael.

Mr. Varadkar, the son of an Irish nurse and a doctor who was born in Mumbai, became the country’s youngest-ever leader when he first took up the post in 2017 at the age of 38. He was also the country’s first gay taoiseach, or Irish prime minister, and the first person of South Asian heritage to hold the position. In many ways, he personified the rapidly changing identity of the modern Irish state.

But Fine Gael, which is ruling in coalition with two other parties, has struggled in recent years, and, before local and European elections in June, polls suggest public support for the party has flatlined.

“I know this will come as a surprise to many people and a disappointment to some, but I hope you will understand my decision,” Mr. Varadkar said at a news conference outside Leinster House in central Dublin. “I know that others will — how shall I put it? — cope with the news just fine,” he said. “That is the great thing about living in a democracy.”

Citing reasons both “personal and political,” Mr. Varadkar, 45, said he would step down from the party leadership effective immediately and would continue to serve as prime minister until Fine Gael elects a new leader before the Easter break. That post is expected to be in filled when the government returns on April 16.

Mr. Varadkar made the unexpected announcement shortly after a cabinet meeting on Wednesday morning, his voice at times cracking with emotion.

There had been no indication of his decision just days earlier when he visited the White House and met with President Biden for St. Patrick’s Day. But Mr. Varadkar has been unable to revive the fortunes of Fine Gael since it came third in the 2020 election , when the most votes went to Sinn Fein — the party that has historically called for uniting Northern Ireland, which remains part of the United Kingdom, with the Republic of Ireland. That result was damaging to the longstanding dominance of Fine Gael and Fianna Fáil, which went on to form a coalition government alongside the Green Party.

Eoin O’Malley, an associate professor in political science at Dublin City University, said that while Mr. Varadkar’s announcement was surprising, the party had not been in a strong position politically for some time.

“This is a politician who is going out on a low, in some ways,” Professor O’Malley said, pointing to Mr. Varadkar’s own resignation speech as evidence of that. “There’s a real sense of a party that is exhausted.”

In the past few months, about a third of Fine Gael’s members of Parliament have announced that they are retiring from politics before the 2025 election.

And while there is no clear successor waiting in the wings, Mr. Varadkar may have decided to resign because he believed “a younger, more vibrant leader might be the best chance for that party to try and present a new picture,” Professor O’Malley added.

Mr. Varadkar first became prime minister in 2017 after his predecessor, Enda Kenny, resigned over his handling of a corruption scandal.

A former health minister, he oversaw a 2018 referendum that rolled back the country’s ban on abortion, one of a number of measures that reshaped Ireland’s Constitution in ways that reflected the country’s more secular and liberal modern identity. After the coalition government came to power in June 2020, he served as deputy prime minister before again moving into the leadership role as part of the parties’ power-sharing agreement.

Much of Mr. Varadkar’s work since that time, and in the latter half of his first premiership, focused on navigating a post-Brexit landscape that threatened to undermine the 1998 Good Friday Agreement that had forged decades of peace on the island of Ireland.

He was applauded for those efforts and was seen as crucial to winning major concessions from Britain. Those included negotiating a deal with then Prime Minister Boris Johnson of Britain that avoided a hard border between the Irish Republic and Northern Ireland.

At the start of the coronavirus pandemic, Mr. Varadkar, who had trained as a doctor before becoming a politician, rejoined the medical register to work part time .

But Mr. Varadkar’s return to the political leadership role in 2022 — even after his party had fallen to third place in the last election — had been in many ways an unexpected and challenging second act.

“That’s not the Leo Varadkar that we saw in his previous time in that role,” said David Farrell, a professor of politics at University College Dublin. “The energy had definitely started to go out of it.”

Ireland faces a number of domestic challenges, including a severe housing shortage caused partly by the failure of successive governments to invest in affordable housing and a cost-of-living crisis that has deepened deprivation.

Amid a sharp rise in asylum seekers arriving in the country, the government has also had to contend with a growing anti-immigration backlash that has increasingly spilled over into violence, driven in part by far-right rhetoric. Arsonists have targeted planned housing for asylum seekers , and a violent riot in Dublin late last year drew international attention.

“Suddenly immigration has become a really big topic,” before a general election next year, Professor Farrell said. “We’ve always expected this sort of potential for a far-right agenda to take root here, and we are now beginning to see some of the signs, unfortunately,” he added. Even Sinn Fein, still the most popular party in the polls, has seen its support fall as a result of its policies on immigration, while support for independent candidates who weigh in on immigration has risen.

Mr. Varadkar recently faced criticism for a failed campaign on a double referendum this month that the coalition government had expected to win. Irish voters rejected two proposed changes to the Constitution that would have removed language about women’s duties being in the home and broadened the definition of family beyond marriage.

Analysts said the results partly reflected a weak campaign for the amendments, confusion over the proposals and a lower-than-expected voter turnout that cast a spotlight on the government’s approach.

As he announced his resignation, Mr. Varadkar acknowledged that despite a number of successes, there were “other areas in which we have been much less successful and some in which we have gone backwards.” He said that he would “leave it to others to point them out on a day like this.”

“I know, inevitably, there will be speculation as to the ‘real reason’ for my decision,” he said during the announcement. “These are the real reasons. That’s it. I have nothing else lined up or in mind. No definite personal or political plans, but I am looking forward to having the time to think about them.”

Micheál Martin, the Fianna Fáil leader and deputy prime minister, said on Wednesday that he and Eamon Ryan, the Green Party leader, had been briefed on Tuesday night by Mr. Varadkar about his decision to step down.

“To be honest, I was surprised, obviously, when I heard what he was going to do, but I wanted to take the opportunity to thank him sincerely,” Mr. Martin said.

Mr. Martin said he felt confident that the government had a clear mandate and a clear program for moving forward.

On Wednesday, the news was met mostly with shrugs in Galway, in Ireland’s west, where many hadn’t even heard the news of Mr. Varadkar’s departure. Others, though, saw the unexpected announcement as proof of Ireland’s headwinds.

“The country’s in a right mess,” said Camillus Kelly, 69. He pointed to the housing crisis and strained social service programs as evidence of the issues. His wife has health problems, Mr. Kelly said, and “we have to fight for every bit of support we get.”

Others, though, appreciated Mr. Varadkar’s steady leadership. His long tenure in Irish politics, said Paddi Monaghan, had left a mark, although the resounding “no” votes in this month’s referendums were evidence of the challenges.

“I’m very sad,” said Ms. Monaghan. “I thought he was excellent. It’s not easy, politics today.”

Ali Watkins contributed reporting from Galway, Ireland.

Megan Specia reports on Britain, Ireland and the Ukraine war for The Times. She is based in London. More about Megan Specia