what are the possible effects of poor problem solving skills

The Emerging Crisis in Critical Thinking

Today's college students all too often struggle with real-world problem-solving..

Posted March 21, 2017 | Reviewed by Ekua Hagan

The mid to late 1990s witnessed the rise of misguided attempts to arti­ficially accelerate brain development in children. Parents began force-feeding infants and toddlers special “educational” DVDs and flashcards in the hopes of taking advantage of unique features of the developing brain to “hardwire genius” by the age of three—or even younger.

Since then, it has become increasingly clear that the brain science of “critical periods” and “neuroplasticity” has been grossly misunderstood and that efforts to artifi­cially harness these important features of brain development by accelerating and distorting real-world learning beyond all reason are not producing the promised results. Recent years have seen only an acceleration of this trend, with parents and teachers adopting rote learning and “baby genius”-style activities.

The first generation of children educated under the “earlier is better,” “wire the brain,” and “baby genius” methodology is now graduating from high school and college, so we can examine the results of these techniques. Unfortunately, rather than creating a generation of “super-geniuses,” there are emerging reports that although modern students are quite adept at memorizing and regurgitating facts presented in class or in reading materials, the ability to reason, think critically, and problem-solve has actually been dramatically reduced in recent years.

A recent article in The Wall Street Journal reported: “On average, students make strides in their ability to reason, but because so many start at such a [critical thinking] de­ficit, many still graduate without the ability to read a scatterplot, construct a cohesive argument or identify a logical fallacy” [1]

Similarly, in their book, Academically Adrift: Limited Learning on College Campuses , Richard Arum and Josipa Roksa studied 2,400 college students at 24 different universities over a 4-year period [2]. They reported that critical thinking and other skills such as writing were no longer progressing during college as compared to previous generations of students.

In an interview with NPR, Arum sounded the alarm as to why we should be concerned about these findings: “Our country today is part of a global economic system, where we no longer have the luxury to put large numbers of kids through college and university and not demand of them that they are developing these higher-order skills [such as critical thinking] that are necessary not just for them, but for our society as a whole.” [3]

Arum and Roksa describe a number of factors that may be contributing to this decline in critical thinking skills, including pressure on college faculty to make lessons easier in order to get higher course evaluations for their classes.

Why is this happening? What is causing the dearth of thinking ability in young adults, especially after the Herculean efforts parents made during infancy and early childhood to ensure optimal brain development?

One possible explanation is that these college students and recent graduates were at the forefront of the “earlier and earlier education is better” and “rote learning” approaches to teaching preschoolers and even toddlers and babies. Perhaps they—and their developing brains—have been programmed in a way that actually inhibits reasoning, critical thinking, and problem-solving.

In essence, these children—and their developing brains—have been “wired” from an early to memorize and retrieve “facts” on-demand but not to think or reason. Indeed, it is likely that the kind of learning that fosters these skills—namely, intuitive parenting [4]—has been displaced by parenting and teaching styles that overemphasize “teaching to the test,” and treat developing young minds as if they are computer “hard drives” to be inscribed using rote memorization.

Unfortunately, the reported decline in thinking ability is occurring at a time when there are increasing shortages of quali­fied candidates for jobs in science, technology, engineering, and mathematics (STEM). Indeed, a young adult whose brain has been “wired” to be innovative, think critically, and problem-solve is at a tremendous competitive advantage in today’s increasingly complex and competitive world.

Because of this, parents should consciously seek to foster independence, problem-solving, critical thinking, and reasoning in their young children. This can be done by implementing an intuitive developmental “dance” between parents and their developing children; which provides everything needed to foster and nurture proper brain development and automatically yields hundreds of thousands of learning opportunities during critical learning periods.

It is vital to bear in mind that the acquisition of problem-solving skills is the direct result of children’s immature, incomplete, and often incorrect attempts to engage with the world that trigger authentic feedback and consequences. Rather than being psychologically damaging events, a child’s unsuccessful attempts are actually opportunities for them to learn persistence and resilience —as well as how to think when things don’t work out quite as they hoped. Indeed, “failure” and overcoming failure are essential events that trigger that neurological development that underpins thinking ability: Opportunities for a child to try—and to fail and then try again—are a crucial part of learning and brain development and should be sought out rather than avoided.

It is time to rethink early childhood priorities—and refocus our efforts as parents and as teachers—to emphasize critical thinking and problem-solving and to abandon misguided attempts to induce pseudo-learning using “baby genius” products and “teaching to the test” educational materials. In the long run, short-term “tricks” that artificially—and temporarily—boost test scores are no match for intuitive parenting and effective teaching; which convey a lifelong competitive advantage by providing a solid foundation for critical thinking and problem-solving.

1. Douglas Belkin, “Test Finds College Graduates Lack Skills for White-Collar Jobs,” Wall Street Journal, January 16, 2015, http://www.wsj.com/articles/test -­ nds-many-students-ill-prepared-to-enter-work-force-1421432744.

2. Richard Arum and Josipa Roksa, Academically Adrift: Limited Learning on College Campuses (Chicago: University of Chicago Press, 2011).

3. “A Lack of Rigor Leaves Students ‘Adrift’ in College,” Morning Edition, NPR, February 9, 2011, http://www.npr.org/2011/02/09/133310978/in-college -a-lack-of-rigor-leaves-students-adrift.

4. Stephen M. Camarata (2015). The Intuitive Parent. New York: Current/Penguin/Random House.

Stephen Camarata, Ph.D. is a professor at both the Bill Wilkerson Center and the Vanderbilt University School of Medicine, and author of The Intuitive Parent: Why the Best Thing for Your Child Is You .

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How to improve your problem solving skills and build effective problem solving strategies

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Effective problem solving is all about using the right process and following a plan tailored to the issue at hand. Recognizing your team or organization has an issue isn’t enough to come up with effective problem solving strategies. 

To truly understand a problem and develop appropriate solutions, you will want to follow a solid process, follow the necessary problem solving steps, and bring all of your problem solving skills to the table.  

We’ll first guide you through the seven step problem solving process you and your team can use to effectively solve complex business challenges. We’ll also look at what problem solving strategies you can employ with your team when looking for a way to approach the process. We’ll then discuss the problem solving skills you need to be more effective at solving problems, complete with an activity from the SessionLab library you can use to develop that skill in your team.

Let’s get to it! 

What is a problem solving process?

• What are the problem solving steps I need to follow?

Problem solving strategies

What skills do i need to be an effective problem solver, how can i improve my problem solving skills.

Solving problems is like baking a cake. You can go straight into the kitchen without a recipe or the right ingredients and do your best, but the end result is unlikely to be very tasty!

Using a process to bake a cake allows you to use the best ingredients without waste, collect the right tools, account for allergies, decide whether it is a birthday or wedding cake, and then bake efficiently and on time. The result is a better cake that is fit for purpose, tastes better and has created less mess in the kitchen. Also, it should have chocolate sprinkles. Having a step by step process to solve organizational problems allows you to go through each stage methodically and ensure you are trying to solve the right problems and select the most appropriate, effective solutions.

What are the problem solving steps I need to follow? 

All problem solving processes go through a number of steps in order to move from identifying a problem to resolving it.

Depending on your problem solving model and who you ask, there can be anything between four and nine problem solving steps you should follow in order to find the right solution. Whatever framework you and your group use, there are some key items that should be addressed in order to have an effective process.

We’ve looked at problem solving processes from sources such as the American Society for Quality and their four step approach , and Mediate ‘s six step process. By reflecting on those and our own problem solving processes, we’ve come up with a sequence of seven problem solving steps we feel best covers everything you need in order to effectively solve problems.

1. Problem identification 

The first stage of any problem solving process is to identify the problem or problems you might want to solve. Effective problem solving strategies always begin by allowing a group scope to articulate what they believe the problem to be and then coming to some consensus over which problem they approach first. Problem solving activities used at this stage often have a focus on creating frank, open discussion so that potential problems can be brought to the surface.

2. Problem analysis 

Though this step is not a million miles from problem identification, problem analysis deserves to be considered separately. It can often be an overlooked part of the process and is instrumental when it comes to developing effective solutions.

The process of problem analysis means ensuring that the problem you are seeking to solve is the right problem . As part of this stage, you may look deeper and try to find the root cause of a specific problem at a team or organizational level.

Remember that problem solving strategies should not only be focused on putting out fires in the short term but developing long term solutions that deal with the root cause of organizational challenges. 

Whatever your approach, analyzing a problem is crucial in being able to select an appropriate solution and the problem solving skills deployed in this stage are beneficial for the rest of the process and ensuring the solutions you create are fit for purpose.

3. Solution generation

Once your group has nailed down the particulars of the problem you wish to solve, you want to encourage a free flow of ideas connecting to solving that problem. This can take the form of problem solving games that encourage creative thinking or problem solving activities designed to produce working prototypes of possible solutions. 

The key to ensuring the success of this stage of the problem solving process is to encourage quick, creative thinking and create an open space where all ideas are considered. The best solutions can come from unlikely places and by using problem solving techniques that celebrate invention, you might come up with solution gold. 

4. Solution development

No solution is likely to be perfect right out of the gate. It’s important to discuss and develop the solutions your group has come up with over the course of following the previous problem solving steps in order to arrive at the best possible solution. Problem solving games used in this stage involve lots of critical thinking, measuring potential effort and impact, and looking at possible solutions analytically. 

During this stage, you will often ask your team to iterate and improve upon your frontrunning solutions and develop them further. Remember that problem solving strategies always benefit from a multitude of voices and opinions, and not to let ego get involved when it comes to choosing which solutions to develop and take further.

Finding the best solution is the goal of all problem solving workshops and here is the place to ensure that your solution is well thought out, sufficiently robust and fit for purpose. 

5. Decision making 

Nearly there! Once your group has reached consensus and selected a solution that applies to the problem at hand you have some decisions to make. You will want to work on allocating ownership of the project, figure out who will do what, how the success of the solution will be measured and decide the next course of action.

The decision making stage is a part of the problem solving process that can get missed or taken as for granted. Fail to properly allocate roles and plan out how a solution will actually be implemented and it less likely to be successful in solving the problem.

Have clear accountabilities, actions, timeframes, and follow-ups. Make these decisions and set clear next-steps in the problem solving workshop so that everyone is aligned and you can move forward effectively as a group. 

Ensuring that you plan for the roll-out of a solution is one of the most important problem solving steps. Without adequate planning or oversight, it can prove impossible to measure success or iterate further if the problem was not solved. 

6. Solution implementation 

This is what we were waiting for! All problem solving strategies have the end goal of implementing a solution and solving a problem in mind. 

Remember that in order for any solution to be successful, you need to help your group through all of the previous problem solving steps thoughtfully. Only then can you ensure that you are solving the right problem but also that you have developed the correct solution and can then successfully implement and measure the impact of that solution.

Project management and communication skills are key here – your solution may need to adjust when out in the wild or you might discover new challenges along the way.

7. Solution evaluation 

So you and your team developed a great solution to a problem and have a gut feeling its been solved. Work done, right? Wrong. All problem solving strategies benefit from evaluation, consideration, and feedback. You might find that the solution does not work for everyone, might create new problems, or is potentially so successful that you will want to roll it out to larger teams or as part of other initiatives. 

None of that is possible without taking the time to evaluate the success of the solution you developed in your problem solving model and adjust if necessary.

Remember that the problem solving process is often iterative and it can be common to not solve complex issues on the first try. Even when this is the case, you and your team will have generated learning that will be important for future problem solving workshops or in other parts of the organization. 

It’s worth underlining how important record keeping is throughout the problem solving process. If a solution didn’t work, you need to have the data and records to see why that was the case. If you go back to the drawing board, notes from the previous workshop can help save time. Data and insight is invaluable at every stage of the problem solving process and this one is no different.

Problem solving workshops made easy

Problem solving strategies are methods of approaching and facilitating the process of problem-solving with a set of techniques , actions, and processes. Different strategies are more effective if you are trying to solve broad problems such as achieving higher growth versus more focused problems like, how do we improve our customer onboarding process?

Broadly, the problem solving steps outlined above should be included in any problem solving strategy though choosing where to focus your time and what approaches should be taken is where they begin to differ. You might find that some strategies ask for the problem identification to be done prior to the session or that everything happens in the course of a one day workshop.

The key similarity is that all good problem solving strategies are structured and designed. Four hours of open discussion is never going to be as productive as a four-hour workshop designed to lead a group through a problem solving process.

Good problem solving strategies are tailored to the team, organization and problem you will be attempting to solve. Here are some example problem solving strategies you can learn from or use to get started.

Use a workshop to lead a team through a group process

Often, the first step to solving problems or organizational challenges is bringing a group together effectively. Most teams have the tools, knowledge, and expertise necessary to solve their challenges – they just need some guidance in how to use leverage those skills and a structure and format that allows people to focus their energies.

Facilitated workshops are one of the most effective ways of solving problems of any scale. By designing and planning your workshop carefully, you can tailor the approach and scope to best fit the needs of your team and organization. 

Problem solving workshop

• Creating a bespoke, tailored process
• Tackling problems of any size
• Building in-house workshop ability and encouraging their use

Workshops are an effective strategy for solving problems. By using tried and test facilitation techniques and methods, you can design and deliver a workshop that is perfectly suited to the unique variables of your organization. You may only have the capacity for a half-day workshop and so need a problem solving process to match. 

By using our session planner tool and importing methods from our library of 700+ facilitation techniques, you can create the right problem solving workshop for your team. It might be that you want to encourage creative thinking or look at things from a new angle to unblock your groups approach to problem solving. By tailoring your workshop design to the purpose, you can help ensure great results.

One of the main benefits of a workshop is the structured approach to problem solving. Not only does this mean that the workshop itself will be successful, but many of the methods and techniques will help your team improve their working processes outside of the workshop. 

We believe that workshops are one of the best tools you can use to improve the way your team works together. Start with a problem solving workshop and then see what team building, culture or design workshops can do for your organization!

Run a design sprint

Great for: 

• aligning large, multi-discipline teams
• quickly designing and testing solutions
• tackling large, complex organizational challenges and breaking them down into smaller tasks

By using design thinking principles and methods, a design sprint is a great way of identifying, prioritizing and prototyping solutions to long term challenges that can help solve major organizational problems with quick action and measurable results.

Some familiarity with design thinking is useful, though not integral, and this strategy can really help a team align if there is some discussion around which problems should be approached first. 

The stage-based structure of the design sprint is also very useful for teams new to design thinking.  The inspiration phase, where you look to competitors that have solved your problem, and the rapid prototyping and testing phases are great for introducing new concepts that will benefit a team in all their future work. 

It can be common for teams to look inward for solutions and so looking to the market for solutions you can iterate on can be very productive. Instilling an agile prototyping and testing mindset can also be great when helping teams move forwards – generating and testing solutions quickly can help save time in the long run and is also pretty exciting!

Break problems down into smaller issues

Organizational challenges and problems are often complicated and large scale in nature. Sometimes, trying to resolve such an issue in one swoop is simply unachievable or overwhelming. Try breaking down such problems into smaller issues that you can work on step by step. You may not be able to solve the problem of churning customers off the bat, but you can work with your team to identify smaller effort but high impact elements and work on those first.

This problem solving strategy can help a team generate momentum, prioritize and get some easy wins. It’s also a great strategy to employ with teams who are just beginning to learn how to approach the problem solving process. If you want some insight into a way to employ this strategy, we recommend looking at our design sprint template below!

Use guiding frameworks or try new methodologies

Some problems are best solved by introducing a major shift in perspective or by using new methodologies that encourage your team to think differently.

Props and tools such as Methodkit , which uses a card-based toolkit for facilitation, or Lego Serious Play can be great ways to engage your team and find an inclusive, democratic problem solving strategy. Remember that play and creativity are great tools for achieving change and whatever the challenge, engaging your participants can be very effective where other strategies may have failed.

LEGO Serious Play

• Improving core problem solving skills
• Thinking outside of the box
• Encouraging creative solutions

LEGO Serious Play is a problem solving methodology designed to get participants thinking differently by using 3D models and kinesthetic learning styles. By physically building LEGO models based on questions and exercises, participants are encouraged to think outside of the box and create their own responses. 

Collaborate LEGO Serious Play exercises are also used to encourage communication and build problem solving skills in a group. By using this problem solving process, you can often help different kinds of learners and personality types contribute and unblock organizational problems with creative thinking. 

Problem solving strategies like LEGO Serious Play are super effective at helping a team solve more skills-based problems such as communication between teams or a lack of creative thinking. Some problems are not suited to LEGO Serious Play and require a different problem solving strategy.

Card Decks and Method Kits

• New facilitators or non-facilitators 
• Approaching difficult subjects with a simple, creative framework
• Engaging those with varied learning styles

Card decks and method kids are great tools for those new to facilitation or for whom facilitation is not the primary role. Card decks such as the emotional culture deck can be used for complete workshops and in many cases, can be used right out of the box. Methodkit has a variety of kits designed for scenarios ranging from personal development through to personas and global challenges so you can find the right deck for your particular needs.

Having an easy to use framework that encourages creativity or a new approach can take some of the friction or planning difficulties out of the workshop process and energize a team in any setting. Simplicity is the key with these methods. By ensuring everyone on your team can get involved and engage with the process as quickly as possible can really contribute to the success of your problem solving strategy.

Source external advice

Looking to peers, experts and external facilitators can be a great way of approaching the problem solving process. Your team may not have the necessary expertise, insights of experience to tackle some issues, or you might simply benefit from a fresh perspective. Some problems may require bringing together an entire team, and coaching managers or team members individually might be the right approach. Remember that not all problems are best resolved in the same manner.

If you’re a solo entrepreneur, peer groups, coaches and mentors can also be invaluable at not only solving specific business problems, but in providing a support network for resolving future challenges. One great approach is to join a Mastermind Group and link up with like-minded individuals and all grow together. Remember that however you approach the sourcing of external advice, do so thoughtfully, respectfully and honestly. Reciprocate where you can and prepare to be surprised by just how kind and helpful your peers can be!

Mastermind Group

• Solo entrepreneurs or small teams with low capacity
• Peer learning and gaining outside expertise
• Getting multiple external points of view quickly

Problem solving in large organizations with lots of skilled team members is one thing, but how about if you work for yourself or in a very small team without the capacity to get the most from a design sprint or LEGO Serious Play session? 

A mastermind group – sometimes known as a peer advisory board – is where a group of people come together to support one another in their own goals, challenges, and businesses. Each participant comes to the group with their own purpose and the other members of the group will help them create solutions, brainstorm ideas, and support one another. 

Mastermind groups are very effective in creating an energized, supportive atmosphere that can deliver meaningful results. Learning from peers from outside of your organization or industry can really help unlock new ways of thinking and drive growth. Access to the experience and skills of your peers can be invaluable in helping fill the gaps in your own ability, particularly in young companies.

A mastermind group is a great solution for solo entrepreneurs, small teams, or for organizations that feel that external expertise or fresh perspectives will be beneficial for them. It is worth noting that Mastermind groups are often only as good as the participants and what they can bring to the group. Participants need to be committed, engaged and understand how to work in this context. 

Coaching and mentoring

• Focused learning and development
• Filling skills gaps
• Working on a range of challenges over time

Receiving advice from a business coach or building a mentor/mentee relationship can be an effective way of resolving certain challenges. The one-to-one format of most coaching and mentor relationships can really help solve the challenges those individuals are having and benefit the organization as a result.

A great mentor can be invaluable when it comes to spotting potential problems before they arise and coming to understand a mentee very well has a host of other business benefits. You might run an internal mentorship program to help develop your team’s problem solving skills and strategies or as part of a large learning and development program. External coaches can also be an important part of your problem solving strategy, filling skills gaps for your management team or helping with specific business issues. 

Now we’ve explored the problem solving process and the steps you will want to go through in order to have an effective session, let’s look at the skills you and your team need to be more effective problem solvers.

Problem solving skills are highly sought after, whatever industry or team you work in. Organizations are keen to employ people who are able to approach problems thoughtfully and find strong, realistic solutions. Whether you are a facilitator , a team leader or a developer, being an effective problem solver is a skill you’ll want to develop.

Problem solving skills form a whole suite of techniques and approaches that an individual uses to not only identify problems but to discuss them productively before then developing appropriate solutions.

Here are some of the most important problem solving skills everyone from executives to junior staff members should learn. We’ve also included an activity or exercise from the SessionLab library that can help you and your team develop that skill. 

If you’re running a workshop or training session to try and improve problem solving skills in your team, try using these methods to supercharge your process!

Active listening

Active listening is one of the most important skills anyone who works with people can possess. In short, active listening is a technique used to not only better understand what is being said by an individual, but also to be more aware of the underlying message the speaker is trying to convey. When it comes to problem solving, active listening is integral for understanding the position of every participant and to clarify the challenges, ideas and solutions they bring to the table.

Some active listening skills include:

• Paying complete attention to the speaker.
• Removing distractions.
• Avoid interruption.
• Taking the time to fully understand before preparing a rebuttal.
• Responding respectfully and appropriately.
• Demonstrate attentiveness and positivity with an open posture, making eye contact with the speaker, smiling and nodding if appropriate. Show that you are listening and encourage them to continue.
• Be aware of and respectful of feelings. Judge the situation and respond appropriately. You can disagree without being disrespectful.   
• Observe body language. 
• Paraphrase what was said in your own words, either mentally or verbally.
• Remain neutral. 
• Reflect and take a moment before responding.
• Ask deeper questions based on what is said and clarify points where necessary.   

Active Listening   #hyperisland   #skills   #active listening   #remote-friendly   This activity supports participants to reflect on a question and generate their own solutions using simple principles of active listening and peer coaching. It’s an excellent introduction to active listening but can also be used with groups that are already familiar with it. Participants work in groups of three and take turns being: “the subject”, the listener, and the observer.

Analytical skills

All problem solving models require strong analytical skills, particularly during the beginning of the process and when it comes to analyzing how solutions have performed.

Analytical skills are primarily focused on performing an effective analysis by collecting, studying and parsing data related to a problem or opportunity. 

It often involves spotting patterns, being able to see things from different perspectives and using observable facts and data to make suggestions or produce insight. 

Analytical skills are also important at every stage of the problem solving process and by having these skills, you can ensure that any ideas or solutions you create or backed up analytically and have been sufficiently thought out.

Nine Whys   #innovation   #issue analysis   #liberating structures   With breathtaking simplicity, you can rapidly clarify for individuals and a group what is essentially important in their work. You can quickly reveal when a compelling purpose is missing in a gathering and avoid moving forward without clarity. When a group discovers an unambiguous shared purpose, more freedom and more responsibility are unleashed. You have laid the foundation for spreading and scaling innovations with fidelity.

Collaboration

Trying to solve problems on your own is difficult. Being able to collaborate effectively, with a free exchange of ideas, to delegate and be a productive member of a team is hugely important to all problem solving strategies.

Remember that whatever your role, collaboration is integral, and in a problem solving process, you are all working together to find the best solution for everyone. 

Marshmallow challenge with debriefing   #teamwork   #team   #leadership   #collaboration   In eighteen minutes, teams must build the tallest free-standing structure out of 20 sticks of spaghetti, one yard of tape, one yard of string, and one marshmallow. The marshmallow needs to be on top. The Marshmallow Challenge was developed by Tom Wujec, who has done the activity with hundreds of groups around the world. Visit the Marshmallow Challenge website for more information. This version has an extra debriefing question added with sample questions focusing on roles within the team.

Communication  

Being an effective communicator means being empathetic, clear and succinct, asking the right questions, and demonstrating active listening skills throughout any discussion or meeting. 

In a problem solving setting, you need to communicate well in order to progress through each stage of the process effectively. As a team leader, it may also fall to you to facilitate communication between parties who may not see eye to eye. Effective communication also means helping others to express themselves and be heard in a group.

Bus Trip   #feedback   #communication   #appreciation   #closing   #thiagi   #team   This is one of my favourite feedback games. I use Bus Trip at the end of a training session or a meeting, and I use it all the time. The game creates a massive amount of energy with lots of smiles, laughs, and sometimes even a teardrop or two.

Creative problem solving skills can be some of the best tools in your arsenal. Thinking creatively, being able to generate lots of ideas and come up with out of the box solutions is useful at every step of the process. 

The kinds of problems you will likely discuss in a problem solving workshop are often difficult to solve, and by approaching things in a fresh, creative manner, you can often create more innovative solutions.

Having practical creative skills is also a boon when it comes to problem solving. If you can help create quality design sketches and prototypes in record time, it can help bring a team to alignment more quickly or provide a base for further iteration.

The paper clip method   #sharing   #creativity   #warm up   #idea generation   #brainstorming   The power of brainstorming. A training for project leaders, creativity training, and to catalyse getting new solutions.

Critical thinking

Critical thinking is one of the fundamental problem solving skills you’ll want to develop when working on developing solutions. Critical thinking is the ability to analyze, rationalize and evaluate while being aware of personal bias, outlying factors and remaining open-minded.

Defining and analyzing problems without deploying critical thinking skills can mean you and your team go down the wrong path. Developing solutions to complex issues requires critical thinking too – ensuring your team considers all possibilities and rationally evaluating them. 

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.

Data analysis 

Though it shares lots of space with general analytical skills, data analysis skills are something you want to cultivate in their own right in order to be an effective problem solver.

Being good at data analysis doesn’t just mean being able to find insights from data, but also selecting the appropriate data for a given issue, interpreting it effectively and knowing how to model and present that data. Depending on the problem at hand, it might also include a working knowledge of specific data analysis tools and procedures. 

Having a solid grasp of data analysis techniques is useful if you’re leading a problem solving workshop but if you’re not an expert, don’t worry. Bring people into the group who has this skill set and help your team be more effective as a result.

Decision making

All problems need a solution and all solutions require that someone make the decision to implement them. Without strong decision making skills, teams can become bogged down in discussion and less effective as a result. 

Making decisions is a key part of the problem solving process. It’s important to remember that decision making is not restricted to the leadership team. Every staff member makes decisions every day and developing these skills ensures that your team is able to solve problems at any scale. Remember that making decisions does not mean leaping to the first solution but weighing up the options and coming to an informed, well thought out solution to any given problem that works for the whole team.

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

Dependability

Most complex organizational problems require multiple people to be involved in delivering the solution. Ensuring that the team and organization can depend on you to take the necessary actions and communicate where necessary is key to ensuring problems are solved effectively.

Being dependable also means working to deadlines and to brief. It is often a matter of creating trust in a team so that everyone can depend on one another to complete the agreed actions in the agreed time frame so that the team can move forward together. Being undependable can create problems of friction and can limit the effectiveness of your solutions so be sure to bear this in mind throughout a project. 

Team Purpose & Culture   #team   #hyperisland   #culture   #remote-friendly   This is an essential process designed to help teams define their purpose (why they exist) and their culture (how they work together to achieve that purpose). Defining these two things will help any team to be more focused and aligned. With support of tangible examples from other companies, the team members work as individuals and a group to codify the way they work together. The goal is a visual manifestation of both the purpose and culture that can be put up in the team’s work space.

Emotional intelligence

Emotional intelligence is an important skill for any successful team member, whether communicating internally or with clients or users. In the problem solving process, emotional intelligence means being attuned to how people are feeling and thinking, communicating effectively and being self-aware of what you bring to a room. 

There are often differences of opinion when working through problem solving processes, and it can be easy to let things become impassioned or combative. Developing your emotional intelligence means being empathetic to your colleagues and managing your own emotions throughout the problem and solution process. Be kind, be thoughtful and put your points across care and attention. 

Being emotionally intelligent is a skill for life and by deploying it at work, you can not only work efficiently but empathetically. Check out the emotional culture workshop template for more!

Facilitation

As we’ve clarified in our facilitation skills post, facilitation is the art of leading people through processes towards agreed-upon objectives in a manner that encourages participation, ownership, and creativity by all those involved. While facilitation is a set of interrelated skills in itself, the broad definition of facilitation can be invaluable when it comes to problem solving. Leading a team through a problem solving process is made more effective if you improve and utilize facilitation skills – whether you’re a manager, team leader or external stakeholder.

The Six Thinking Hats   #creative thinking   #meeting facilitation   #problem solving   #issue resolution   #idea generation   #conflict resolution   The Six Thinking Hats are used by individuals and groups to separate out conflicting styles of thinking. They enable and encourage a group of people to think constructively together in exploring and implementing change, rather than using argument to fight over who is right and who is wrong.

Flexibility 

Being flexible is a vital skill when it comes to problem solving. This does not mean immediately bowing to pressure or changing your opinion quickly: instead, being flexible is all about seeing things from new perspectives, receiving new information and factoring it into your thought process.

Flexibility is also important when it comes to rolling out solutions. It might be that other organizational projects have greater priority or require the same resources as your chosen solution. Being flexible means understanding needs and challenges across the team and being open to shifting or arranging your own schedule as necessary. Again, this does not mean immediately making way for other projects. It’s about articulating your own needs, understanding the needs of others and being able to come to a meaningful compromise.

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.

Working in any group can lead to unconscious elements of groupthink or situations in which you may not wish to be entirely honest. Disagreeing with the opinions of the executive team or wishing to save the feelings of a coworker can be tricky to navigate, but being honest is absolutely vital when to comes to developing effective solutions and ensuring your voice is heard. 

Remember that being honest does not mean being brutally candid. You can deliver your honest feedback and opinions thoughtfully and without creating friction by using other skills such as emotional intelligence. 

Explore your Values   #hyperisland   #skills   #values   #remote-friendly   Your Values is an exercise for participants to explore what their most important values are. It’s done in an intuitive and rapid way to encourage participants to follow their intuitive feeling rather than over-thinking and finding the “correct” values. It is a good exercise to use to initiate reflection and dialogue around personal values.

Initiative 

The problem solving process is multi-faceted and requires different approaches at certain points of the process. Taking initiative to bring problems to the attention of the team, collect data or lead the solution creating process is always valuable. You might even roadtest your own small scale solutions or brainstorm before a session. Taking initiative is particularly effective if you have good deal of knowledge in that area or have ownership of a particular project and want to get things kickstarted.

That said, be sure to remember to honor the process and work in service of the team. If you are asked to own one part of the problem solving process and you don’t complete that task because your initiative leads you to work on something else, that’s not an effective method of solving business challenges.

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.

Impartiality

A particularly useful problem solving skill for product owners or managers is the ability to remain impartial throughout much of the process. In practice, this means treating all points of view and ideas brought forward in a meeting equally and ensuring that your own areas of interest or ownership are not favored over others. 

There may be a stage in the process where a decision maker has to weigh the cost and ROI of possible solutions against the company roadmap though even then, ensuring that the decision made is based on merit and not personal opinion. 

Empathy map   #frame insights   #create   #design   #issue analysis   An empathy map is a tool to help a design team to empathize with the people they are designing for. You can make an empathy map for a group of people or for a persona. To be used after doing personas when more insights are needed.

Being a good leader means getting a team aligned, energized and focused around a common goal. In the problem solving process, strong leadership helps ensure that the process is efficient, that any conflicts are resolved and that a team is managed in the direction of success.

It’s common for managers or executives to assume this role in a problem solving workshop, though it’s important that the leader maintains impartiality and does not bulldoze the group in a particular direction. Remember that good leadership means working in service of the purpose and team and ensuring the workshop is a safe space for employees of any level to contribute. Take a look at our leadership games and activities post for more exercises and methods to help improve leadership in your organization.

Leadership Pizza   #leadership   #team   #remote-friendly   This leadership development activity offers a self-assessment framework for people to first identify what skills, attributes and attitudes they find important for effective leadership, and then assess their own development and initiate goal setting.

In the context of problem solving, mediation is important in keeping a team engaged, happy and free of conflict. When leading or facilitating a problem solving workshop, you are likely to run into differences of opinion. Depending on the nature of the problem, certain issues may be brought up that are emotive in nature. 

Being an effective mediator means helping those people on either side of such a divide are heard, listen to one another and encouraged to find common ground and a resolution. Mediating skills are useful for leaders and managers in many situations and the problem solving process is no different.

Conflict Responses   #hyperisland   #team   #issue resolution   A workshop for a team to reflect on past conflicts, and use them to generate guidelines for effective conflict handling. The workshop uses the Thomas-Killman model of conflict responses to frame a reflective discussion. Use it to open up a discussion around conflict with a team.

Planning 

Solving organizational problems is much more effective when following a process or problem solving model. Planning skills are vital in order to structure, deliver and follow-through on a problem solving workshop and ensure your solutions are intelligently deployed.

Planning skills include the ability to organize tasks and a team, plan and design the process and take into account any potential challenges. Taking the time to plan carefully can save time and frustration later in the process and is valuable for ensuring a team is positioned for success.

3 Action Steps   #hyperisland   #action   #remote-friendly   This is a small-scale strategic planning session that helps groups and individuals to take action toward a desired change. It is often used at the end of a workshop or programme. The group discusses and agrees on a vision, then creates some action steps that will lead them towards that vision. The scope of the challenge is also defined, through discussion of the helpful and harmful factors influencing the group.

Prioritization

As organisations grow, the scale and variation of problems they face multiplies. Your team or is likely to face numerous challenges in different areas and so having the skills to analyze and prioritize becomes very important, particularly for those in leadership roles.

A thorough problem solving process is likely to deliver multiple solutions and you may have several different problems you wish to solve simultaneously. Prioritization is the ability to measure the importance, value, and effectiveness of those possible solutions and choose which to enact and in what order. The process of prioritization is integral in ensuring the biggest challenges are addressed with the most impactful solutions.

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.

Project management

Some problem solving skills are utilized in a workshop or ideation phases, while others come in useful when it comes to decision making. Overseeing an entire problem solving process and ensuring its success requires strong project management skills. 

While project management incorporates many of the other skills listed here, it is important to note the distinction of considering all of the factors of a project and managing them successfully. Being able to negotiate with stakeholders, manage tasks, time and people, consider costs and ROI, and tie everything together is massively helpful when going through the problem solving process. 

Record keeping

Working out meaningful solutions to organizational challenges is only one part of the process.  Thoughtfully documenting and keeping records of each problem solving step for future consultation is important in ensuring efficiency and meaningful change. 

For example, some problems may be lower priority than others but can be revisited in the future. If the team has ideated on solutions and found some are not up to the task, record those so you can rule them out and avoiding repeating work. Keeping records of the process also helps you improve and refine your problem solving model next time around!

Personal Kanban   #gamestorming   #action   #agile   #project planning   Personal Kanban is a tool for organizing your work to be more efficient and productive. It is based on agile methods and principles.

Research skills

Conducting research to support both the identification of problems and the development of appropriate solutions is important for an effective process. Knowing where to go to collect research, how to conduct research efficiently, and identifying pieces of research are relevant are all things a good researcher can do well. 

In larger groups, not everyone has to demonstrate this ability in order for a problem solving workshop to be effective. That said, having people with research skills involved in the process, particularly if they have existing area knowledge, can help ensure the solutions that are developed with data that supports their intention. Remember that being able to deliver the results of research efficiently and in a way the team can easily understand is also important. The best data in the world is only as effective as how it is delivered and interpreted.

Customer experience map   #ideation   #concepts   #research   #design   #issue analysis   #remote-friendly   Customer experience mapping is a method of documenting and visualizing the experience a customer has as they use the product or service. It also maps out their responses to their experiences. To be used when there is a solution (even in a conceptual stage) that can be analyzed.

Risk management

Managing risk is an often overlooked part of the problem solving process. Solutions are often developed with the intention of reducing exposure to risk or solving issues that create risk but sometimes, great solutions are more experimental in nature and as such, deploying them needs to be carefully considered. 

Managing risk means acknowledging that there may be risks associated with more out of the box solutions or trying new things, but that this must be measured against the possible benefits and other organizational factors. 

Be informed, get the right data and stakeholders in the room and you can appropriately factor risk into your decision making process. 

Decisions, Decisions…   #communication   #decision making   #thiagi   #action   #issue analysis   When it comes to decision-making, why are some of us more prone to take risks while others are risk-averse? One explanation might be the way the decision and options were presented.  This exercise, based on Kahneman and Tversky’s classic study , illustrates how the framing effect influences our judgement and our ability to make decisions . The participants are divided into two groups. Both groups are presented with the same problem and two alternative programs for solving them. The two programs both have the same consequences but are presented differently. The debriefing discussion examines how the framing of the program impacted the participant’s decision.

Team-building 

No single person is as good at problem solving as a team. Building an effective team and helping them come together around a common purpose is one of the most important problem solving skills, doubly so for leaders. By bringing a team together and helping them work efficiently, you pave the way for team ownership of a problem and the development of effective solutions. 

In a problem solving workshop, it can be tempting to jump right into the deep end, though taking the time to break the ice, energize the team and align them with a game or exercise will pay off over the course of the day.

Remember that you will likely go through the problem solving process multiple times over an organization’s lifespan and building a strong team culture will make future problem solving more effective. It’s also great to work with people you know, trust and have fun with. Working on team building in and out of the problem solving process is a hallmark of successful teams that can work together to solve business problems.

9 Dimensions Team Building Activity   #ice breaker   #teambuilding   #team   #remote-friendly   9 Dimensions is a powerful activity designed to build relationships and trust among team members. There are 2 variations of this icebreaker. The first version is for teams who want to get to know each other better. The second version is for teams who want to explore how they are working together as a team.

Time management 

The problem solving process is designed to lead a team from identifying a problem through to delivering a solution and evaluating its effectiveness. Without effective time management skills or timeboxing of tasks, it can be easy for a team to get bogged down or be inefficient.

By using a problem solving model and carefully designing your workshop, you can allocate time efficiently and trust that the process will deliver the results you need in a good timeframe.

Time management also comes into play when it comes to rolling out solutions, particularly those that are experimental in nature. Having a clear timeframe for implementing and evaluating solutions is vital for ensuring their success and being able to pivot if necessary.

Improving your skills at problem solving is often a career-long pursuit though there are methods you can use to make the learning process more efficient and to supercharge your problem solving skillset.

Remember that the skills you need to be a great problem solver have a large overlap with those skills you need to be effective in any role. Investing time and effort to develop your active listening or critical thinking skills is valuable in any context. Here are 7 ways to improve your problem solving skills.

Share best practices

Remember that your team is an excellent source of skills, wisdom, and techniques and that you should all take advantage of one another where possible. Best practices that one team has for solving problems, conducting research or making decisions should be shared across the organization. If you have in-house staff that have done active listening training or are data analysis pros, have them lead a training session. 

Your team is one of your best resources. Create space and internal processes for the sharing of skills so that you can all grow together. 

Ask for help and attend training

Once you’ve figured out you have a skills gap, the next step is to take action to fill that skills gap. That might be by asking your superior for training or coaching, or liaising with team members with that skill set. You might even attend specialized training for certain skills – active listening or critical thinking, for example, are business-critical skills that are regularly offered as part of a training scheme.

Whatever method you choose, remember that taking action of some description is necessary for growth. Whether that means practicing, getting help, attending training or doing some background reading, taking active steps to improve your skills is the way to go.

Learn a process 

Problem solving can be complicated, particularly when attempting to solve large problems for the first time. Using a problem solving process helps give structure to your problem solving efforts and focus on creating outcomes, rather than worrying about the format. 

Tools such as the seven-step problem solving process above are effective because not only do they feature steps that will help a team solve problems, they also develop skills along the way. Each step asks for people to engage with the process using different skills and in doing so, helps the team learn and grow together. Group processes of varying complexity and purpose can also be found in the SessionLab library of facilitation techniques . Using a tried and tested process and really help ease the learning curve for both those leading such a process, as well as those undergoing the purpose.

Effective teams make decisions about where they should and shouldn’t expend additional effort. By using a problem solving process, you can focus on the things that matter, rather than stumbling towards a solution haphazardly. 

Create a feedback loop

Some skills gaps are more obvious than others. It’s possible that your perception of your active listening skills differs from those of your colleagues. 

It’s valuable to create a system where team members can provide feedback in an ordered and friendly manner so they can all learn from one another. Only by identifying areas of improvement can you then work to improve them. 

Remember that feedback systems require oversight and consideration so that they don’t turn into a place to complain about colleagues. Design the system intelligently so that you encourage the creation of learning opportunities, rather than encouraging people to list their pet peeves.

While practice might not make perfect, it does make the problem solving process easier. If you are having trouble with critical thinking, don’t shy away from doing it. Get involved where you can and stretch those muscles as regularly as possible. 

Problem solving skills come more naturally to some than to others and that’s okay. Take opportunities to get involved and see where you can practice your skills in situations outside of a workshop context. Try collaborating in other circumstances at work or conduct data analysis on your own projects. You can often develop those skills you need for problem solving simply by doing them. Get involved!

Use expert exercises and methods

Learn from the best. Our library of 700+ facilitation techniques is full of activities and methods that help develop the skills you need to be an effective problem solver. Check out our templates to see how to approach problem solving and other organizational challenges in a structured and intelligent manner.

There is no single approach to improving problem solving skills, but by using the techniques employed by others you can learn from their example and develop processes that have seen proven results. 

Try new ways of thinking and change your mindset

Using tried and tested exercises that you know well can help deliver results, but you do run the risk of missing out on the learning opportunities offered by new approaches. As with the problem solving process, changing your mindset can remove blockages and be used to develop your problem solving skills.

Most teams have members with mixed skill sets and specialties. Mix people from different teams and share skills and different points of view. Teach your customer support team how to use design thinking methods or help your developers with conflict resolution techniques. Try switching perspectives with facilitation techniques like Flip It! or by using new problem solving methodologies or models. Give design thinking, liberating structures or lego serious play a try if you want to try a new approach. You will find that framing problems in new ways and using existing skills in new contexts can be hugely useful for personal development and improving your skillset. It’s also a lot of fun to try new things. Give it a go!

Encountering business challenges and needing to find appropriate solutions is not unique to your organization. Lots of very smart people have developed methods, theories and approaches to help develop problem solving skills and create effective solutions. Learn from them!

Books like The Art of Thinking Clearly , Think Smarter, or Thinking Fast, Thinking Slow are great places to start, though it’s also worth looking at blogs related to organizations facing similar problems to yours, or browsing for success stories. Seeing how Dropbox massively increased growth and working backward can help you see the skills or approach you might be lacking to solve that same problem. Learning from others by reading their stories or approaches can be time-consuming but ultimately rewarding.

A tired, distracted mind is not in the best position to learn new skills. It can be tempted to burn the candle at both ends and develop problem solving skills outside of work. Absolutely use your time effectively and take opportunities for self-improvement, though remember that rest is hugely important and that without letting your brain rest, you cannot be at your most effective. 

Creating distance between yourself and the problem you might be facing can also be useful. By letting an idea sit, you can find that a better one presents itself or you can develop it further. Take regular breaks when working and create a space for downtime. Remember that working smarter is preferable to working harder and that self-care is important for any effective learning or improvement process.

Want to design better group processes?

Over to you

Now we’ve explored some of the key problem solving skills and the problem solving steps necessary for an effective process, you’re ready to begin developing more effective solutions and leading problem solving workshops.

Need more inspiration? Check out our post on problem solving activities you can use when guiding a group towards a great solution in your next workshop or meeting. Have questions? Did you have a great problem solving technique you use with your team? Get in touch in the comments below. We’d love to chat!

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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 .

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Overview of the Problem-Solving Mental Process

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

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

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

Frequently Asked Questions

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

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

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

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

The following steps include developing strategies and organizing knowledge.

1. Identifying the Problem

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

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

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

2. Defining the Problem

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

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

3. Forming a Strategy

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

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

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

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

4. Organizing Information

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

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

5. Allocating Resources

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

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

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

6. Monitoring Progress

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

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

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

7. Evaluating the Results

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

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

A Word From Verywell​

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

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You can become a better problem solving by:

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

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

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

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

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

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

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

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Problem Solving

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Everybody can benefit from having good problem solving skills as we all encounter problems on a daily basis. Some of these problems are obviously more severe or complex than others.

It would be wonderful to have the ability to solve all problems efficiently and in a timely fashion without difficulty, unfortunately though there is no one way in which all problems can be solved.

You will discover, as you read through our pages on problem solving, that the subject is complex.

However well prepared we are for problem solving, there is always an element of the unknown. Although planning and structuring will help make the problem solving process more likely to be successful, good judgement and an element of good luck will ultimately determine whether problem solving was a success.

Interpersonal relationships fail and businesses fail because of poor problem solving.

This is often due to either problems not being recognised or being recognised but not being dealt with appropriately.

Problem solving skills are highly sought after by employers as many companies rely on their employees to identify and solve problems.

A lot of the work in problem solving involves understanding what the underlying issues of the problem really are - not the symptoms. Dealing with a customer complaint may be seen as a problem that needs to be solved, and it's almost certainly a good idea to do so. The employee dealing with the complaint should be asking what has caused the customer to complain in the first place, if the cause of the complaint can be eliminated then the problem is solved.

In order to be effective at problem solving you are likely to need some other key skills, which include:

Creativity. Problems are usually solved either intuitively or systematically. Intuition is used when no new knowledge is needed - you know enough to be able to make a quick decision and solve the problem, or you use common sense or experience to solve the problem. More complex problems or problems that you have not experienced before will likely require a more systematic and logical approach to solve, and for these you will need to use creative thinking. See our page on Creative Thinking for more information.

Researching Skills. Defining and solving problems often requires you to do some research: this may be a simple Google search or a more rigorous research project. See our Research Methods section for ideas on how to conduct effective research.

Team Working. Many problems are best defined and solved with the input of other people. Team working may sound like a 'work thing' but it is just as important at home and school as well as in the workplace. See our Team-Working page for more.

Emotional Intelligence. It is worth considering the impact that a problem and/or its solution has on you and other people. Emotional intelligence, the ability to recognise the emotions of yourself and others, will help guide you to an appropriate solution. See our Emotional Intelligence pages for more.

Risk Management. Solving a problem involves a certain amount of risk - this risk needs to be weighed up against not solving the problem. You may find our Risk Management page useful.

Decision Making . Problem solving and decision making are closely related skills, and making a decision is an important part of the problem solving process as you will often be faced with various options and alternatives. See Decision Making for more.

The measure of success is not whether you have a tough problem to deal with, but whether it is the same problem you had last year.

John Foster Dulles, Former US Secretary of State.

What is a Problem?

The Concise Oxford Dictionary (1995) defines a problem as:

“ A doubtful or difficult matter requiring a solution ”

“ Something hard to understand or accomplish or deal with.”

It is worth also considering our own view of what a problem is.

We are constantly exposed to opportunities in life, at work, at school and at home. However many opportunities are missed or not taken full advantage of. Often we are unsure how to take advantage of an opportunity and create barriers - reasons why we can't take advantage. These barriers can turn a potentially positive situation into a negative one, a problem.

Are we missing the 'big problem'? It is human nature to notice and focus on small, easy to solve problems but much harder to work on the big problems that may be causing some of the smaller ones.

It's useful to consider the following questions when faced with a problem.

Is the problem real or perceived?

Is this problem really an opportunity?

Does the problem need solving?

All problems have two features in common: goals and barriers.

Problems involve setting out to achieve some objective or desired state of affairs and can include avoiding a situation or event.

Goals can be anything that you wish to achieve, or where you want to be. If you are hungry then your goal is probably to eat something. If you are the head of an organisation (CEO), then your main goal may be to maximise profits and this main goal may need to be split into numerous sub-goals in order to fulfil the ultimate aim of increasing profits.

If there were no barriers in the way of achieving a goal, then there would be no problem. Problem solving involves overcoming the barriers or obstacles that prevent the immediate achievement of goals.

Following our examples above, if you feel hungry then your goal is to eat. A barrier to this may be that you have no food available - so you take a trip to the supermarket and buy some food, removing the barrier and thus solving the problem. Of course for the CEO wanting to increase profits there may be many more barriers preventing the goal from being reached. The CEO needs to attempt to recognise these barriers and remove them or find other ways to achieve the goals of the organisation.

Our problem solving pages provide a simple and structured approach to problem solving.

The approach referred to is generally designed for problem solving in an organisation or group context, but can also be easily adapted to work at an individual level at home or in education.

Trying to solve a complex problem alone however can be a mistake. The old adage " A problem shared is a problem halved " is sound advice.

Talking to others about problems is not only therapeutic but can help you see things from a different point of view, opening up more potential solutions.

Stages of Problem Solving

Effective problem solving usually involves working through a number of steps or stages, such as those outlined below.

Problem Identification:

This stage involves: detecting and recognising that there is a problem; identifying the nature of the problem; defining the problem.

The first phase of problem solving may sound obvious but often requires more thought and analysis. Identifying a problem can be a difficult task in itself. Is there a problem at all? What is the nature of the problem, are there in fact numerous problems? How can the problem be best defined? By spending some time defining the problem you will not only understand it more clearly yourself but be able to communicate its nature to others, which leads to the second phase.

Structuring the Problem:

This stage involves: a period of observation, careful inspection, fact-finding and developing a clear picture of the problem.

Following on from problem identification, structuring the problem is all about gaining more information about the problem and increasing understanding. This phase is all about fact finding and analysis, building a more comprehensive picture of both the goal(s) and the barrier(s). This stage may not be necessary for very simple problems but is essential for problems of a more complex nature.

Looking for Possible Solutions:

During this stage you will generate a range of possible courses of action, but with little attempt to evaluate them at this stage.

From the information gathered in the first two phases of the problem solving framework it is now time to start thinking about possible solutions to the identified problem. In a group situation this stage is often carried out as a brain-storming session, letting each person in the group express their views on possible solutions (or part solutions). In organisations different people will have different expertise in different areas and it is useful, therefore, to hear the views of each concerned party.

Making a Decision:

This stage involves careful analysis of the different possible courses of action and then selecting the best solution for implementation.

This is perhaps the most complex part of the problem solving process. Following on from the previous step it is now time to look at each potential solution and carefully analyse it. Some solutions may not be possible, due to other problems like time constraints or budgets. It is important at this stage to also consider what might happen if nothing was done to solve the problem - sometimes trying to solve a problem that leads to many more problems requires some very creative thinking and innovative ideas.

Finally, make a decision on which course of action to take - decision making is an important skill in itself and we recommend that you see our pages on decision making .

Implementation:

This stage involves accepting and carrying out the chosen course of action.

Implementation means acting on the chosen solution. During implementation more problems may arise especially if identification or structuring of the original problem was not carried out fully.

Monitoring/Seeking Feedback:

The last stage is about reviewing the outcomes of problem solving over a period of time, including seeking feedback as to the success of the outcomes of the chosen solution.

The final stage of problem solving is concerned with checking that the process was successful. This can be achieved by monitoring and gaining feedback from people affected by any changes that occurred. It is good practice to keep a record of outcomes and any additional problems that occurred.

Continue to: Identifying and Structuring Problems Social Problem Solving

See also: Project Management Risk Management Effective Decision Making

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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

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Home » Job Tips » Career Advice » Your Complete Guide to Effective Problem Solving Skills [Tips & Techniques]

Your Complete Guide to Effective Problem Solving Skills [Tips & Techniques]

Having effective problem solving skills can be a big boon for your professional life. Most employers look for candidates who are capable of solving problems the right way with less supervision.

Possessing the capacity to confidently and quickly tackle complex issues requires having several key abilities at your disposal. With study and practice, you can learn how best to approach difficult problems in order to solve them successfully.

In this comprehensive guide, we will explore the importance of problem-solving skills, effective problem-solving strategies, and ways to develop and refine your problem-solving techniques.

Table of Contents

What are Problem-Solving Skills?

Problem-solving skills are techniques that enable you to solve any problem effectively. With good problem-solving skills, individuals can adequately determine the source of problems and proffer solutions. This empowers an individual to approach issues from different viable perspectives.

Effective problem solvers are critical thinkers, perceptive, and knowledgeable, which enables them to break down challenging circumstances into manageable components. To excel in your career you need to hone, build, and develop adequate problem-solving skills. You can build personal development skills in order to develop competent problem-solving abilities.

Must-Have Problem-Solving Techniques

To be an effective problem solver, you must have other creative and smart abilities, below are a few smart and creative skills you can use when solving a problem:

1. Strong Research Skills

To fully understand a problem and create viable solutions, a problem solver must be able to locate and identify the root cause of a problem. As a problem solver, you might need to conduct research using a lot of problem solving methods. You can start by asking your peers for input and using web resources to conduct thorough research.

2. Analyzing and Evaluation

The ability to analyze and evaluate solutions is a typical example of a problem-solving skill. This skill will allow you to investigate several solutions and select the most suitable one for your problem.

3. Effective Communication and Active Listening

After determining the best solution to the problem, the next step would be to communicate it to the relevant stakeholders and develop a plan of action for implementing the solution. The ability to adequately solve a problem requires strong communication skills.

Possessing strong communication skills implies that one should have clear goals and deadlines for addressing a problem. Communication should also include any effects the solution may have on other parts of the organization or external stakeholders.

4. Reliability

As a problem solver, being reliable and adaptable is a trait prized by employers. Those who have the problem solving ability to identify issues, implement solutions efficiently, and do so in a timely manner are held in high regard. It is paramount for problem-solvers to possess adaptability as well because it assures that tasks will be carried out with accuracy and creativity.

Effective Problem-Solving Steps

The following tips will help you develop effective problem-solving skills that any employer would value.

1. Identification and Definition of Problem

To become an effective problem solver, you must know how to identify and recognize problems. Identifying a problem can be tough. You may find yourself asking questions like, “Is there even an issue here?” and if so, “What is its nature?”

To get the clearest understanding possible of any potential problems, take some time to really define exactly what the problems are. Doing this will not only help you grasp them better but also allow you to explain them accurately when communicating with others.

2. Gather Information and Organise the Problem

Once a problem has been identified and defined, it is ideal to gather more facts and information about the problem to get a better understanding of the problem. Gaining additional knowledge about a problem allows you to come up with various approaches to it as well as potential solutions. It involves observing, analyzing, and structuring the issue or situation at hand. During this phase, it is important to gather as much evidence about the problem and its causes in order to make sound judgments when selecting a course of action.

3. Generate Varieties of Potential Solutions to the Problem

Once you have successfully identified and gathered information on the existing problem, your next course of action will be brainstorming and developing different viable solutions to the problem. It is important to consider the perspectives of other teammates because different people in organizations will have diverse skills and perceptions about a problem and, thus, will have different solutions.

4. Careful Analysis and Taking Decision

Before making decisions, you should analyze all the solutions generated and then select the best course of action. To successfully make the right decision, the complexity of decision-making should be considered. This is because many circumstances can prevent a decision from being successful, even if it is the right one.

Remember that while some solutions might seem appropriate, they may not be appropriate to adopt at the stipulated time frame. This might be due to other variables like a lack of resources, the culture of the organization, a limited time frame, etc.

5. Implementing the Decision

After a thorough analysis has been made, and you have finally made a decision, the next step is to act on the decision you have chosen. It is important to note that more issues could develop during implementation. Especially if the identification or structuring of the original problem wasn’t done thoroughly.

6. Evaluate the Outcomes of the Decision

Verifying that the decision taken was effective is the focus of this phase of problem-solving. Asking those who were impacted by the changes of an outcome and how they felt about it is an effective way to evaluate the outcome of a decision.

Further, keeping track of results and any extra issues that come up is a good way to hone your problem solving skills. To effectively evaluate the outcome of your decision consider answering these questions below:

• Have you achieved the objectives of the decision taken?
• Did any unplanned or unforeseen situation arise in your decision-making process?

7. Improve and Reiterate

To master the art of problem-solving, look for other situations that permit you to use techniques and skills for solving problems. Find more chances to put the skills into action. Also when solving a problem make sure the issue won’t recur and share the lessons learned. This will enhance your problem solving skills. An ideal way to cultivate good problem solving skills is to take on challenging jobs that require cognitive processing such as business marketing or work-from-home jobs in data entry .

How Can I Demonstrate My Problem-Solving Skills?

Employers can learn more about how you might contribute to their team more quickly if you demonstrate your problem-solving abilities in your resume and cover letter.

1. How to Demonstrate Problem Solving Skills on a Resume?

In the ‘Achievements’ section of your resume, it is beneficial to provide concrete examples of how you have successfully solved problems. Emphasize how your knowledge and strategic thinking positively impacted a business situation or project outcome instead of simply saying that you are great at problem-solving.

The ‘Experience’ section allows for more expansion about any relevant projects where your problem-solving abilities were beneficial in completion or success rates. Conversely, if there was an unsuccessful result due to poor decision making then explain what corrective actions were taken as well as lessons learned.

2. How to Demonstrate Problem Solving Skills on Cover Letter?

Your cover letter is an incredible opportunity to expand on your problem solving capabilities. Here, you can give a concise example of when you efficiently handled a difficulty. On the other hand, you might recognize an issue that this potential employer wants to solve and explain how exactly you would address it. For instance, if there’s evidence in a job vacancy concerning improving brand awareness, then identifying ways where you could help promote awareness about the brand through various means will be an advantage for you.

Having problem solving skills is a huge advantage that can be extremely beneficial in both your personal and professional life. Problem-solving gives you the tools to make better decisions, identify solutions for roadblocks, and reach desired goals more easily. To effectively improve your problem solving skills consider taking a human resource management course .

We hope these tips will help build and improve your problem handling skills, let us know in the comment section the different problem you have solved at your workplace.

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Harshita is an English Literature graduate from the University of Delhi with 3 years of experience in Content Writing and Editing. Dedicated to her craft, she loves creating magic with words. She is a big fan of hoarding cute planners and journals and can be seen watching FRIENDS (almost EVERYTIME) in her spare time. Her meticulous attention to detail makes her stand out from the crowd. A typo epidemic is her worst nightmare!

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Are Your Problem-Solving Skills Lacking? Try This New Approach

April 22, 2021

Approaches To Problem-Solving

I appreciate a good mechanic. When something goes wrong with my old truck, I take it to Todd. Todd manages to fix impossible problems. Once, he manufactured a part because no new parts were available. I enjoy working with Todd because he is very good at fixing the tough problems I bring to him. Occasionally, I bring a problem to him, and he says, “You don’t want to spend the money to fix that; it’s not worth it!” Many leaders work like Todd; they wait for others to bring them problems, and then they fix the problem.

I also appreciate Golden Retrievers, although I have never owned one. When my brothers and I grew old enough to go pheasant hunting, we only owned one shotgun. It was a 12-gauge single shot, which means that you had one chance to hit your target. Since we did not own a dog, we decided that whoever had the gun was the hunter, and the other two were the dogs. The dogs’ jobs were to flush out the pheasants. I cannot remember ever bringing home a pheasant, but we did have fun. Unlike my brothers, Golden Retrievers can sniff out a pheasant, point to them so the hunter can get ready, and then flush them out. Many leaders are a lot like Golden Retrievers in terms of solving problems. They are constantly looking for what could go wrong. They take time to anticipate problems before they happen.

I wanted to analyze some 360 feedback data to determine who was a more effective leader. Was it the problem solver or the problem anticipator? I identified leaders who had strengths and weaknesses in both traits and used the following criteria to classify each leader.

Characteristics of Problem-Solving Leaders

• Tend to start projects quickly and then resolve problems when they arise.
• Are skilled at spotting problems and fixing them.
• Do a good job every day and fix immediate problems and concerns.
• Tend to react to the present.
• Focus their efforts on work that needs to be done today.

Characteristics of Problem-Anticipating Leaders

• Are effective at anticipating potential problems or things that could go wrong.
• Tend to see trends and patterns in what they and others are doing.
• Prefer to take the long view and focus on the future.
• Like to anticipate the future.
• Are skilled at identifying changes that need to be made.

Using a dataset of 360-degree feedback reports from 110,460 leaders, I classified leaders who were in the top and bottom quartiles on both characteristics. I also identified two outcome variables I was interested in examining. Overall leadership effectiveness (the average of 60 behaviors found to differentiate poor from great leaders) and a confidence rating by direct reports. The confidence rating was an item asked of all direct reports where they indicated the extent to which they agree or disagree with the statement, “I have confidence that this organization will achieve its strategic objectives.” Since not all leaders had direct reports, the number of leaders analyzed on the confidence outcome was 97,851 leaders.

The graph below shows the results comparing groups in the bottom quartile and the top quartile on problem-solving and anticipating. Groups with bottom quartile scores in both dimensions were only rated at the 14 th percentile on their overall leadership effectiveness. Note that problem-solving ability has twice as much impact on overall leadership effectiveness as top-quartile skills at anticipating problems, but the combination of both skills propels leaders into the 87 th percentile.

Check out the latest episodes of  The 90th Percentile: An Unconventional Leadership Podcast. 

In this second study, I looked at the 97,851 leaders with direct reports. Ratings for anticipation and problem-solving were also only based on data gathered from each leader’s direct reports. The combination of these skills impacted the level of confidence direct reports had in achieving their organizations’ strategic goals.

Problem Solving is an Essential Skill

In another study, over 1.5 million raters were asked to select the top 4 most important competencies based on 19 different competencies. The number two skill rated as most important was solving problems and analyzing issues.

A day of work is often a day of solving one problem after another. Leaders frequently put themselves in the mechanic role—waiting for others to bring them problems rather than getting ahead of the issues by anticipating them before they occur. The leaders who effectively anticipate problems avoid fire drills and stress. If you are a skillful problem solver, take some time to think about and anticipate problems that may occur. The data is compelling that combining these two skills can be a powerful combination to improve your leadership effectiveness and the confidence of your direct reports in the business’s success.

Learn more about problem-solving by registering for this month’s leadership webinar .

-Joe Folkman

Connect with Joe Folkman on LinkedIn , Twitter ,  or Facebook .

Sign up for our Newsletter for podcast updates and information on our Monthly Leadership Webinar Series .

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Articles — March 08, 2024

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Introduction

Problem-solving skills are essential for both personal and professional development. The ability to find effective solutions to challenges and to think critically about various issues can greatly impact one’s success in life. Here are 12 ways to improve your problem-solving skills.

1. Identify the Root Cause

The first step in solving a problem effectively is identifying the root cause. Analyze the issue from all angles and ask yourself “why” until you identify the underlying reason behind the problem.

2. Be Curious

Curiosity drives us to explore, investigate, and learn about the world around us. To improve your problem-solving skills, cultivate curiosity by asking questions, being open-minded, and actively seeking new information.

3. Break It Down

Complex problems can be challenging to tackle all at once. Break them down into smaller, manageable pieces and address each part separately before moving on to the next.

4. Think Creatively

Thinking outside the box can help you generate innovative solutions to problems. Allow your imagination to run wild and consider alternative perspectives or approaches that you might not have considered otherwise.

5. Develop Critical Thinking Skills

Critical thinking involves analyzing information, evaluating evidence, and making well-informed decisions. Practice critical thinking by questioning assumptions, exploring diverse viewpoints, and considering potential biases.

6. Collaborate with Others

Two heads are often better than one when it comes to problem-solving. Work with others who have different backgrounds and experiences than yours to expand your perspective and generate new ideas.

7. Learn from Mistakes

Mistakes can be valuable learning opportunities if we approach them with a growth mindset. Reflect on past failures and consider what you might do differently in similar situations in the future.

8. Practice Active Listening

Active listening involves fully focusing on the speaker, without interrupting or imposing your own ideas prematurely. By practicing active listening, you can deepen your understanding of a problem and develop empathy for others involved.

9. Cultivate Resilience

Resilience allows us to bounce back from setbacks and persevere in the face of challenges. To strengthen your resilience, practice self-compassion, maintain a positive outlook, and seek support from friends or mentors.

10. Hone Your Decision-Making Skills

Effective problem-solving often requires sound decision-making abilities. Practice weighing pros and cons, evaluating trade-offs, and anticipating potential consequences of each option.

11. Enhance Your Observation Skills

Observation is a powerful tool for better understanding problems. Pay attention to details, ask pertinent questions, and look for patterns to help identify the most pressing issue.

12. Continuous Learning

Improving your problem-solving skills is an ongoing process. Stay open to learning new techniques, expanding your knowledge base, and maintaining a curious attitude.

Upgrading your problem-solving skills will undoubtedly give you a competitive edge in various aspects of life. By embracing these 12 strategies, you’ll be better equipped to tackle challenges effectively and creatively, both personally and professionally.

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Why poor Problem Solving Skills are hurting your business

• Capability Development Leverage the tools required to solve problems quickly and reliably. Learn More

As a business leader, do you feel like your employees are spending most of their time “fighting fires” and too much of your time is spend managing escalations?  If so, poor Problem Solving Skills may be hurting your business.  You hire talented and capable employees and pay them well.  But are you able to harness their full potential and translate that into business value.  If your employees are in fire-fighting mode, then you probably aren’t.

The impact of continuing with poor problem-solving skills can be devastating to your company.  Poor problem solving may show up in your organization as operational inefficiencies – material waste, inconsistent production performance and expanded manufacturing cycle time.  These are symptoms that are relatively easy to identify and measure the potential impact on your company’s profitability.  Poor problem solving skills may also manifest in product quality issues, defects, re-work and non-conformance to design specifications.  When the problems show up in your products, they become not just your company’s issue but an issue for your customers as well.  Sometimes poor problem solving skills show up in less tangible ways such as missed market opportunities, slow time to market, customer dis-satisfaction, regulatory compliance issues and declining employee morale.  These are the missed opportunities.

There is a difference between managing incidents (fire-fighting) and solving problems (prevention).  If your employees are spending their time and energy simply responding, then they are not able to spend that time analyzing and solving the underlying problems that can improve your business.   Not all problems are bad – it is the creative solution to problems in operations and/or the marketplace that have lead to every innovation and major development in human history.  The challenge is getting your team focused on solving the right problems that can help your business be successful – whether that is developing a new product, expanding to new markets, improving operational efficiency, or enhancing product quality.  A structured problem solving methodology and employees proficient in applying problem solving skills can help you break the cycle of reactiveness and focus on value creation.

As a business leader, problem solving skills are important to you too. Escalations and responding to frequent incidents taking place in your organization are distractions that prevent you from focusing your time and attention on surveying the business environment to identify and chart out a course to future success.  The more time you spend focusing on the problems that were created yesterday, the less time you will have to lead the organization to where they need to be tomorrow.

For over 50 years, Kepner-Tregoe has been helping organizations and business leaders like you implement structured problem solving processes and skills to break the cycle of responsiveness and get your business humming so you can focus on the next big challenge or opportunity.  As your trusted problem solving advisors, KT’s unique approach to consulting and training, combined with our proven problem solving processes have helped companies across industries achieve their goals.

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Personality traits and complex problem solving: Personality disorders and their effects on complex problem-solving ability

Ulrike kipman.

1 College of Education, Institute of Educational Sciences and Research, Salzburg, Austria

Stephan Bartholdy

2 Department of Psychology, University of Greifswald, Greifswald, Germany

Marie Weiss

3 Department of Psychology, University of Graz, Graz, Austria

Wolfgang Aichhorn

4 Department of Psychiatry, Psychotherapy and Psychosomatics, Paracelsus Medical Private University, Salzburg, Austria

Günter Schiepek

5 Institute of Synergetics and Psychotherapy Research, Paracelsus Medical Private University, Salzburg, Austria

Associated Data

The raw data supporting the conclusions of this article will be made available by the authors, without undue reservation.

Complex problem solving (CPS) can be interpreted as the number of psychological mechanisms that allow us to reach our targets in difficult situations, that can be classified as complex, dynamic, non-transparent, interconnected, and multilayered, and also polytelic. The previous results demonstrated associations between the personality dimensions neuroticism, conscientiousness, and extraversion and problem-solving performance. However, there are no studies dealing with personality disorders in connection with CPS skills. Therefore, the current study examines a clinical sample consisting of people with personality and/or depressive disorders. As we have data for all the potential personality disorders and also data from each patient regarding to potential depression, we meet the whole range from healthy to impaired for each personality disorder and for depression. We make use of a unique operationalization: CPS was surveyed in a simulation game, making use of the microworld approach. This study was designed to investigate the hypothesis that personality traits are related to CPS performance. Results show that schizotypal, histrionic, dependent, and depressive persons are less likely to successfully solve problems, while persons having the additional behavioral characteristics of resilience, action orientation, and motivation for creation are more likely to successfully solve complex problems.

Introduction

A problem arises when a person is unable to reach the desired goal. Problem-solving refers to the cognitive activities aimed at removing the obstacle separating the present situation from the target situation ( Betsch et al., 2011 ). In our daily lives, we are constantly confronted with new challenges and a plethora of possibilities to address them. Accordingly, problem-solving requires the ability to identify these possibilities and select the best option in the unfamiliar situations. It is, therefore, an important competence to deal with new conditions, adapt to changing circumstances, and react flexibly to new challenges ( Kipman, 2020 ).

Even tasks for which the sequence of choices to be taken is relatively straight-forward, such as in the process of navigating to a certain destination in a foreign city or cooperative decision-making during psychotherapy, appear as a highly diversified process, when considered in detail ( Schiepek, 2009 ; Schiepek et al., 2016a ). However, most problems we face in everyday life are not as well defined and do not necessarily have an unambiguous solution. The ability to deal with such sophisticated problems, i.e., complex problem solving (CPS) , is of particular relevance in everyday settings.

Funke (2001 , 2003 , 2012) and Dörner and Funke (2017) , identified five dimensions along which complex problems can be characterized: (i) The complexity of the problem arises from the number of variables contributing to the problem, which in turn affect the number of possible solutions. (ii) The connectivity of the problem arises from the number of interconnections between these variables. (iii) The dynamics of the problem arise from changes in the problem variables or their interconnections over time. These changes can be a result of the person’s actions or are inherent to the problem, i.e., characteristics of the variables themselves or a result of interactions between the variables. (iv) The non-transparency of a problem refers to the extent to which the target situation, the variables involved, their interactions and dynamics cannot be ascertained. (v) Finally, complex problems are usually polytelic , i.e., they have more than one target situation.

Accordingly, CPS requires the ability to model the problem space, i.e., understand which variables are involved and how they are interconnected, the ability to handle a large number of variables at the same time, judge the relevance and success probability of possibilities, identify the interconnections between variables and the inherent dynamics thereof, judge the consequences of one’s own actions with regards to the problem space, and collect relevant knowledge to deal with non-transparency.

Tasks to measure this complex set of abilities were developed by Dörner (1980 , 1986) , who criticized that the measurement of general intelligence tended to use simple tasks that are not comparable with the level of complexity of real-world problems. He proposed measuring intelligent behavior in computerized environments specifically adapted to simulate the properties of sophisticated problems in everyday settings ( Danner et al., 2011b ). cf. Dörner et al. (1983) in research used settings referred to as Microworlds to assess the way participants acted under heterogeneous, dynamic, and non-transparent conditions. Participants were instructed to administrate a tiny German village by the name of Lohhausen by creating the ideal conditions for the village and its inhabitants ( Hussy, 1998 , p. 140–141). This microworld comprised more than 2,000 variables, guaranteeing an elevated level of complexity, which also required a high-level operationalization of CPS. However, the general validity of the performance at Lohhausen turned out to be a questionable issue, since the performance was operationalized as a factor composed of 6 main criteria, some of which were subjective assessments. Accordingly, the parameter definition for CPS performance was rather ambiguous. The reason for this ambiguity is that the vague description of the objective, i.e., to establish a respectable standard of well-being among the inhabitants—gave room for subjective interpretation (cf. Hussy, 1998 , p. 146–150). Since then, the psychometric validity of the CPS performance in complex microworlds has been demonstrated by several researchers (e.g., Wittmann and Hattrup, 2004 ; Danner et al., 2011a ).

Because of the high-translational relevance of the topic, the question arises how and which individual differences contribute to more or less efficient solving of the complex problems, such as Microworlds. Individual differences in problem-solving have been described along a cognitive dimension, i.e., the problem-solving style , and an emotional–motivational dimension, i.e., the problem orientation ( D’Zurilla et al., 2011 ). Cognitively, problems can be solved in a rational style , i.e., systematically and deliberate, in an impulsive style , i.e., careless, hurried, and often incomplete, or in an avoidance style via passivity and inaction leading to procrastination ( D’Zurilla et al., 2002 , as cited in D’Zurilla et al., 2011 ). Emotionally, people with a positive problem orientation , see problems as an opportunity for success, i.e., a “challenge” and are confident that the problem is solvable, and that they will be able to solve it. People with a negative problem orientation view problems as an opportunity for failure, i.e., a “threat” and doubt their ability to solve the problem ( D’Zurilla et al., 2011 ).

Some studies have already related basic personality traits, such as the BIG-5, to the way a person tackles complex problems. For example, it has been demonstrated that individuals who score high in conscientiousness, openness for experience, and extraversion also have higher problem-solving abilities. In contrast, individuals with higher scores in neuroticism show poor problem-solving abilities ( D’Zurilla et al., 2011 ). McMurran et al. (2001) demonstrate that this is a result of the way in which neurotic individuals approach problems. Neuroticisms was significantly associated with an impulsive or avoidant problem-solving style, and a negative problem orientation. Vice versa, Arslan (2016) identified a positive relationship between constructive problem-solving and being extrovert, receptive, and open to new learning experiences, and also high in tolerability and accountability.

The present study seeks to extend these findings to individuals with “extreme” levels of personality traits, i.e., individuals with personality disorders, taking into consideration the way in which personality characteristics manifest in everyday situations, such as work–place situations. Following the most current diagnostic approach to personality disorders as outlined in the ICD-11, the individual accentuations of 9 disorder-relevant personality traits were taken into account, including:

• (i) Paranoid traits , i.e., the extent of mistrust toward others.
• (ii) Schizoid traits , i.e., the inability to express feelings and experience pleasure, resulting in fierce separation from affective contacts and also friends and social gatherings with an excessive preference for the magical worlds.
• (iii) Antisocial traits , i.e., the extent of disregard for social obligations and callous lack of involvement in feelings for others, resulting in aggressive behavior.
• (iv) Borderline traits , i.e., the tendency to act out impulses without regard to consequences, associated with unpredictable and erratic moods.
• (v) Histrionic traits , i.e., the tendency to overdramatize and show a theatrical, exaggerated expression of feelings, suggestibility, egocentricity, hedonism, and a constant desire for recognition, external stimuli, and attention.
• (vi) Dependent traits , i.e., excessive and inappropriate agreeableness ( Costa and McCrae, 1986 ) resulting in major anxiety about separation, feelings of helplessness, and a tendency to subordinate oneself to the desires of others.
• (vii) Schizotypal traits , i.e., extreme levels of introversion, resulting in social disengagement.
• (viii) Obsessive-compulsive (anankastic) traits , i.e., excessive conscientiousness, involving feelings of doubt, perfectionism, and inflexibility.
• (ix) Depressive traits , i.e., the tendency toward persistent feelings of sadness and loss of interest.

Few studies have assessed problem-solving, much less CPS, in patients with personality disorders. Previous research shows, that patients with histrionic and narcissistic personality types show an impulsive problem-solving style, whereas avoidant and dependent individuals show a negative problem orientation ( McMurran et al., 2007 ). In addition, people who are in a depressive mood ( Lyubomirsky et al., 1999 ), or even clinically depressed and anxious have difficulties generating effective solutions to problems ( Marx et al., 1992 ). Accordingly, we hypothesize a negative association between high accentuations of disorder-related personality traits and CPS. The aim of the present study was to explore, which disorders were most severely affected and whether this association also manifested in work-related situations.

Action-orientated problem-solving is particularly required in areas where people are under a lot of stress, for example, in entrepreneurship, team leading in the clinical settings, or firefighting. Especially when a work-related crisis appears, action-oriented problem-solving is important, because it unites handling both novel and routine demands ( Rudolph and Repenning, 2002 , as cited in Rudolph et al., 2009 ). Rudolph et al. (2009) found that only by taking action, information cues become available. Accordingly, both CPS and everyday situations in the work-place require the ability to cope with stressful events and protect oneself from the negative effects of stress, i.e., resilience ( Lee and Cranford, 2008 , as cited in Wagnild and Young, 1993 ; Fletcher and Sarkar, 2013 ). Indeed, individuals with a high trait resilience are more willing to take action in problem-solving ( Li and Yang, 2009 , as cited in Li et al., 2013 ). This is consistent with previous research demonstrating that effective problem-solving abilities go along with high-psychological resilience ( Garcia-Dia et al., 2013 ; Williamson et al., 2013 ; Crowther et al., 2016 , as cited in Pinar et al., 2018 ). Pinar et al. (2018) even found that problem-solving competencies can be increased by increasing psychological resilience and self-confidence levels. Accordingly, identifying which personality disorders are most severely affected in these areas may also provide hints for psychotherapy.

Materials and methods

Participants.

The present study included data from N = 242 adults (49.1% male) with personality disorders and/or depressive disorders, with ages ranging from 17 to 48 years (mean: 26.5 years). The participants were given five assessment batteries and a set of demographic variables, which included game experience. They were also given a commercial complex problem-solving (CPS) game known as Cities: Skylines involving the construction and managing of a city like a mayor would with the goal of growing the city while not running out of money. Participants were patients from psychiatric and psychosomatic hospitals, who got follow-up treatment directly after leaving the hospital. The treatment took place in a panel practice for aftercare where the CPS experiment was done (see Figure 1 ).

Exemplary model of some (not all) factors that influence the number of inhabitants and the general happiness of the population in Cities: Skylines (CSL). The number of related variables illustrates the complexity, connectivity, and polytely in the simulated environment.

Personality questionnaires

In order to obtain a comprehensive diagnosis and measure disordered personality traits in a continuous fashion, three personality questionnaires were used, including the PSSI, SCID-5-PD, and MMPI-II. While the PSSI scores were used in the statistical analysis, SCID-5-PD scores and MMPI-II scores were used to confirm the PSSI diagnosis. Furthermore, in order to assess the manifestation of disordered personality traits in work-related situations, we used the BIP.

The Persönlichkeits-Stil und Störungs-Inventar (PSSI; Kuhl and Kazen, 2009 ) is a self-report instrument that measures the comparative manifestation of the character traits. These are designed as non-pathological analogs of the personality disorders described in the psychiatric diagnostic manuals DSM-IV and ICD-10. The PSSI comprises 140 items assigned to 14 scales: PN (willful-paranoid), SZ (independent-schizoid), ST (intuitive-schizotypal), BL (impulsive-borderline), HI (agreeable-histrionic), NA (ambitious-narcissistic), SU (self-critical-avoidant), AB (loyal-dependent), ZW (conscientious-compulsive—anankastic), NT (critical-negativistic), DP (calm-depressive), SL (helpful-selfless), RH (optimistic-rhapsodic), and AS (self-assertive-antisocial). Patients rate each item on a 4-point Likert scale (from 0 to 3) and continuous scale values are calculated as the sum of the 10 item ratings belonging to a scale. Accordingly, a maximum value of 30 can be achieved for each scale. In this study, we focused on the nine traits PN, SZ, ST, BL, HI, AB, ZW, DP, and AS, as the other measured traits are not listed as personality disorders in the ICD-10 or DSM-V.

The Strukturiertes Klinisches Interview für DSM-5—Persönlichkeitsstörungen (SCID-5-PD; First et al., 2019 ) is a semi-structured diagnostic questionnaire that can be used to evaluate the 10 personality disorders included in the DSM-5 in clusters A, B, and C, as well as disorders in the category “not otherwise specified personality disorder.” Each DSM-5 criterion is assigned corresponding interview questions to assist the interviewer in assessing the criterion. It is possible to utilize the SCID-5-PD to categorically diagnose personality disorders (present or absent) ( First et al., 2019 ). In addition, regulations are also included which can be used to create dimensional ratings.

The MMPI ® –2 ( Butcher et al., 2000 ) is a revised and completely re-normed version of the Minnesota Multiphasic Personality Inventory (MMPI). With the help of the MMPI ® –2, a relatively complete picture of the personality structure can be obtained in an economical way.

The Bochumer Inventar zur berufsbezogenen Persönlichkeitsbeschreibung (BIP; Hossiep and Paschen, 2019 ) measures personality traits in a work-related context. A total of 210 items are assigned to 4 global dimensions including 14 subscales. These include work orientation (diligence, agility, and focus), professional approach ( performance-, creativity-, and management motivation), social competencies (sensitivity, social skills, sociability, teamwork, and assertiveness), and mental constitution (emotional stability, resilience, and self-confidence) on a continuous scale. Patients respond to each item on a 6-point Likert scale.

Game experience

As possible previous experience with the CPS game may affect the level of problem-solving efficiency during the test, participants were asked to rate their previous engagement with simulation-based urban development games on a 4-point Likert scale with response options running from “none” to “very much.” The same poll also featured a listing of 20 symbols from Cities: Skylines, in combination with their meanings (e.g., “no electricity”) for participants to make use of during their quest. At the end, participants were asked to rate their experience based on a 5-point scaling reaching from 1 (extremely simple) to 5 (super challenging). At last, the researcher also marked on each poll sheet, whether (a) the individual patient was able to accomplish the mission (Success, Failure, or Patient Breakup), and (b) the exact time frame of the testing session (morning, afternoon, or evening).

Cities: Skylines (CSL)

The computer-based simulation game Cities: Skylines ( Paradox Interactive, 2015a ), which can be downloaded from Steam for about 30 dollars, explores the construction and management of a city and was implemented in the current study as a Microworld scenario. Much like in the successful microworld Lohhausen ( Dörner et al., 1983 ), gamers in Cities: Skylines basically act in lieu of the city’s mayor, taking over all of his authority and duties. As promised in the user manual, it “offers endless sandbox play in a city that keeps offering new areas, resources, and technologies to explore, continually presenting the player with new challenges to overcome” ( Paradox Interactive, 2015b , p. 4). The game fulfills the parameters of Brehmer and Dörner’s (1993) microworlds and meets the standards of complex problems according to Funke ’s ( 2001; 2012 ). The examples below illustrate the way in which these features are relevant for Cities: Skylines (see Figure 2 ; see also de Kooter, 2015 ; Paradox Interactive, 2015b ):

Procedure of the study.

• (i) Complexity is fulfilled because the system is made up of a variety of components including a vast series of different constructions (areas, basic resources, roads, constructions, electricity, water supplies, etc.), options (fiscal matters, budgeting, credit, traffic management, security, healthcare, and education), and parameters (population density, inhabitant satisfaction, environmental issues, and delinquency). As an example, while purchasing a wind turbine, the participant may weigh related costs, budgeted funds for the week, potential noise pollution, the way the turbine blends into the landscape vs. the rate of efficiency, along with the hardware required to connect the device to the town’s existing network, etc.
• (ii) Connectivity is fulfilled because the parameters in the model are heavily interconnected. Each component is related to at least one other element (see Figure 2 ) implementing a network of correlations and interdependencies. As an example, residential zones should not be located in proximity to wind turbines, as the amount of noise pollution caused by their operation might affect the quality of life in that zone, which again might make the area less attractive and lower the property values.
• (iii) Dynamics are fulfilled because the demands of the population are subject to autonomous change, while other variables, e.g., zoning requirements also depend in part on the actions of the participants. While the dynamics of the game cause the population and the territory of the city to grow, the whole infrastructure becomes inadequate over time and needs to be adapted. Water and electricity infrastructures, the number of schools, clinics, municipal cemeteries, etc., that used to suffice for the population then need to be expanded. Moreover, depending on its frequentation, each building or road has a certain life span until it is left abandoned and will have to be replaced.
• (iv) Non-transparency is not featured as an essential part of the Cities: Skylines gameplay, but is instead primarily caused by its connectivity and intricacy. While playing the game, the number of variables and their interconnections make active exploration essential. Independent of the player’s actions; however, there are also very non-transparent features, such as random death waves or an (unexpectedly) higher incidence of fires in the area following the first construction of a firefighter center by the player.
• (v) Polytely arises since the objective to increase the population of the city requires the simultaneous achievement of a large number of minor tasks, which may be conflicting (e.g., strategic allocation of bus stops for both students and employees). The situation is further complicated by unforeseen complications (e.g., water pollution causing disease spread), which force the player to abandon his/her ongoing task and give full attention to the new issue. The source of the problem must be evaluated while new strategies for potential solutions are weighed against proven approaches. For the current research, each patient was provided with identical settings, including a sizeable, completely functional city with a number of 2,600 residents, 50,000 game money points, and a general population satisfaction level of 90%. Their subsequent task was to boost the population of the cities to 5,000 residents while making sure that the residents were not poorly (as measured by an average satisfaction level of at least 75%) and the bank balance remained positive. On the contrary, the task was left unaccomplished if (a) the population of the urban areas dropped to 1,000, (b) the balance of the account dropped to 0, or (c) the maximum game time of 120 min had elapsed. Patients received the tip, that it was necessary to set priorities and focus on the mission.

Based on the task of raising the number of inhabitants of the city, a parameter of CPS performance was calculated as the average growth of the population relative to the target size of 5,000:

Gamers were instructed not to modify the time settings during the game, to allow for comparable measurements across participants.

Given that the participants were patients from psychiatric and psychosomatic hospitals, many of them lacked game experience. To increase test fairness between patients with different levels of game experience, all the participants were provided with a brief introduction on how to handle a list of fundamental game features:

• • placement of streets, buildings, water pumps, and wind turbines;
• • positioning of roads, structures, water pipes, and turbines;
• • division of zones (housing, businesses, and industries/offices zones) and the mode of bulldozing;
• • structural survey of power, water lines, and waste collection;
• • search for the info stats to view the requirements of the residents;

Statistical analysis

For all the statistical analyses, SPSS version 26.0 (2020) was used.

On the basis of the ICD-11 definition, the personality traits were not analyzed categorically (as before), but dimensionally. To relate the expression of currently recognized personality disorders to performance in CPS, we used correlation analyses between CPS performance and the 9 scale scores of the PSSI (verified by the SCID and MMPI-2) and also the 4 overall dimensions of the BIP. Given the high number of resulting correlations, p -values could be misleading because of the multiple testing. Accordingly, we identified relevant personality traits for CPS using (i) The Bonferonni-correction of p -values and (ii) an effect sizes cut-off of r > 0.25.

In a second step, we explored, which facets of the BIP contributed to the associations with CPS performance in order to get a more fine-grained picture of possible effects.

In sum, we sought to identify the strongest predictors of CPS performance using 3 multivariate regression models with the 9 clinical traits, controlling for gender in the 2nd model and additional game experience in the 3rd model.

Table 1 lists the experience with urban planning simulation games in the current sample. About 50% of the patients rated the game as “easy” or “rather easy,” 37.5% rated it as “not easy but also not difficult” and 12.6% responded that the game was “difficult” or “very difficult.”

Experience of the sample ( N = 242, N = 210 valid answers).

Correlation analyses show that CPS performance was negatively related to schizotypal ( r = −0.46), histrionic ( r = −0.44), and depressive ( r = −0.46) personality accentuations. The higher the expression in any of these areas, the higher the probability of failing in CPS. Effect sizes (: = r ) were > 0.40 for each of these traits (compare Table 2 ). Furthermore, CPS-performance was negatively correlated with the dependent ( r = −0.29) and paranoid ( r = −0.25) personality traits, but coefficients were much lower and therefore of less practical relevance as for schizotypical, histrionic, and depressive traits. Schizoid ( r = 0.04), borderline ( r = 0.17), anankastic ( r = −0.05), and anti-social ( r = −0.04) traits were not significantly associated with the CPS (see Table 3 ).

Correlations of CPS and personality disorders with work-related personality manifestations as assessed with the BIP.

Correlations surpassing an effect size of r = 0.25 are highlighted in bold font, italic numbers have a lower effect size but are still significant when taking only the Bonferroni Correction into account, **p < 0.01, *p < 0.05.

Correlations between personality traits and CPS performance.

Correlations surpassing an effect size of r = 0.25 are highlighted in bold font, **p < 0.01, *p < 0.05 but not significant when taking the Bonferroni Correction into account.

Regarding the work-related manifestations of the personality traits, CPS-performance was positively associated with the overall BIP dimensions of work orientation ( r = 0.27), professional orientation ( r = 0.34), and psychological constitution ( r = 0.25), but negatively with the overall BIP dimension social competencies ( r = −0.25). In order to explore these associations further, CPS performance and personality disorders were related to the sub-facet scores of the BIP (see Table 2 ).

Professional orientation was also negatively correlated with depressive traits ( r = −0.40), the psychological constitution was negatively correlated with borderline traits (−0.38), dependent traits (−0.31), and with depressive traits (−0.26).

The results demonstrate that particularly the facets resilience, action orientation, and motivation for creation were positively correlated with successful problem-solving, while sociability and CPS were significantly negatively correlated. The higher the resilience, action orientation and motivation for creation and the lower the sociability, the better was the CPS performance. When we take Bonferroni correction into account, also conscientiousness and motivation for leadership (italic in the table) were negatively correlated with the CPS performance.

Interestingly, the associations between personality disorders and work-related personality expressions were moderate. The strongest associations arose for resilience, which was negatively associated with several personality disorders, particularly, borderline, histrionic, and dependent traits. Focusing on the traits that showed the strongest impairment in CPS, schizotypal traits were associated with high sociability ( r = 0.36) and to a lesser extent with low-action orientation ( r = −0.22), which in turn related to low-CPS performance. Histrionic traits were related to low resilience ( r = −0.28), which in turn related to low-CPS performance. Depressive traits were related to low motivation for creation ( r = −0.25), and also low-leadership motivation ( r = −0.34) and to a lesser extent low-achievement motivation ( r = −0.21), low-action orientation ( r = −0.20), and low resilience ( r = −0.24), which in turn is related to low-CPS performance.

In a combined model with all 9 personality traits (adjusted R 2 = 36.7%), we confirmed that histrionic traits have the biggest negative impact on CPS performance (β = −0.351), followed by schizotypical (β = −0.312) and depressive traits (β = −0.303). Also, in the multiple regression model, dependent and paranoid traits are negatively related to CPS performance. If gender is the part of the model and held constant in a model containing the 9 traits, histrionic traits still have a significant and practical relevant impact of β′ = −0.325. (Condition Index = 24). The same holds true when also taking game experience into account (β ′ ′ = −0.319) see Table 4 .

Combined regression model, β′: controlling for gender, β ′ ′ controlling for gender and game experience.

Correlations surpassing an effect size of r = 0.25 are highlighted in bold font, **p < 0.001.

(Condition Index checking for possible multicollinearity is moderate with CI = 22, 36, so multicollinearity is moderately given, βs are, therefore, interpretable, p -values can be slightly biased, βs with 0.3 and higher found in this model for the 3 traits have for certain a significant and practically relevant impact).

The present study examined the influences of personality traits on the CPS performance in a clinical sample of individuals with a range of different psychiatric diagnoses. The aim of this empirical analysis was to extend previous research on individual differences in CPS to extreme personality traits as observed in personality disorders, and also their manifestation in work-related situations. We explored, which personality dimensions were most strongly associated with impairments in the CPS.

With regards to the clinical personality dimensions (i.e., dimensionally defined personality disorders), statistical analyses revealed that schizotypal, histrionic, dependent, and depressive personality traits were associated negatively with the participants’ performances in the given CPS task (consistent with, e.g., McMurran et al., 2007 ). Previous findings on these relationships were, therefore, further confirmed, specifically in showing that subjects with high levels of depressiveness and anxiety seemed to have more difficulties in finding and executing effective solutions to the given complex problems (e.g., see Marx et al., 1992 ; Lyubomirsky et al., 1999 ).

Unsurprisingly, no single clinical personality structure was associated with better problem-solving performances (as compared with the non-clinical trait levels). As personality disorders are generally linked with increased levels of neuroticism, which subsequently was consistently found to negatively influence problem-solving (e.g., McMurran et al., 2001 ; D’Zurilla et al., 2011 ), this result is also consistent with the general clinical intuition. But, contrary to the previous findings ( D’Zurilla et al., 2011 ), conscientiousness had no significant impact on CPS performance in this sample.

Further analyses gave deeper insights into relationships that were found in the first part of the data analyses. They are especially allowed to draw conclusions for the clinical patients. It was found that higher levels of resilience (consistent with, e.g., Garcia-Dia et al., 2013 ; Williamson et al., 2013 ; Crowther et al., 2016 , as cited in Li and Yang, 2009 ; Pinar et al., 2018 , as cited in Li et al., 2013 ), action orientation, and motivation for creation (e.g., see Eseryel et al., 2014 ) positively influenced the problem-solving performance as additional behavioral characteristics . This indicates that, even for high levels of usually negative personality traits, a person’s ability to successfully solve problems will not be impaired automatically if the person is also very resilient to the effects of negative events and highly action-oriented and motivated when facing problems. Hence, this interpretation is consistent with the conclusions of a study by Güss et al. (2017) , who found that more approach-oriented individuals outperformed avoidance-oriented participants in the complex problems. In this way, these positive traits act against the negative impact of otherwise impairing personality traits or even disorders. Interestingly, sociability was found to have a negative influence on the participants’ performances, while no significant influences on social skills, team orientation, or self-confidence were found. Therefore, it seems to be more comprehensible why some of us deal easily with complex problems and can manage things forward-looking while others do not succeed in making good decisions.

Data availability statement

Ethics statement.

Ethical review and approval was not required for the study on human participants in accordance with the local legislation and institutional requirements. The patients/participants provided their written informed consent to participate in this study.

Author contributions

UK was the main author, did all calculations, research to and wrote the article. SB did the programming of the microworlds and all technical support. MW did the review on the introduction and discussion part. WA and GS served as a consultant. All authors contributed to the article and approved the submitted version.

Acknowledgments

We thank Martina Mathur and Belinda Pletzer for proofreading and translating.

Conflict of interest

The authors declare that the research was conducted in the absence of any commercial or financial relationships that could be construed as a potential conflict of interest.

Publisher’s note

All claims expressed in this article are solely those of the authors and do not necessarily represent those of their affiliated organizations, or those of the publisher, the editors and the reviewers. Any product that may be evaluated in this article, or claim that may be made by its manufacturer, is not guaranteed or endorsed by the publisher.

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