4d problem solving methodology

Dr. AnneMarie Dorland

– Exploring the Practice of Creativity –

Using the 4D Method for Creative Problem Solving

We know that the ability to be creative, to develop creative strategy or to think creatively is a key skill set for the 21st century. In fact, it might be the key skill students need to thrive in their future careers – industries from engineering to healthcare to agriculture have identified that the number one skill they look for when building their teams is “creative thinking”. Creative thinking is a process, a skill set, an outcome or contribution and a lens through which we can see old problems anew. But most importantly, creative thinking is key to the production of new and useful ideas (Amabile et al., 1996). But what does that mean, and how we best support students as they work to build that skill set?

The processes that individuals and teams use to produce these new or novel ideas are called “creativity-relevant processes” (Amabile & Pratt, 2016). These creativity-relevant processes, or creative capacities, may include personal characteristics that enable individuals to become more risk or failure tolerant, the work styles that we can each use every day to support iteration and persistence, and the mental models, methodologies and perceptual styles that are useful when “…taking new perspectives on problems, pivoting among different ideas, thinking broadly, and making unusual associations” (Amabile & Pratt, 2016, p. 160).

The evidence suggests that supporting and enhancing creativity-relevant process skills will help individuals become more innovative, more engaged and better critical thinkers in the face of complex learning challenges. We know from the evidence that giving students the chance to develop and strengthen their creative thinking and creative strategy skills is key to their success in the future. Enhanced creative capacities enable students to use abstract thinking to connect diverse experiences to the challenge at hand, resulting in more innovation-oriented growth and development (Bason & Austin, 2019), to improve their ability to envision radically new ideas, to collaborate with others to execute them in an entrepreneurial manner (Morrison & Johnston, 2003), and then to ensure that they take hold and evolve in the world. One key way to support and enhance creativity-relevant process skills in team-based learning environments is the 4D Method for Creative Practice

The 4 D Method for Creative Practice is a framework designed to help teams of students in marketing classrooms generate creative solutions to wicked problems (Buchanan, 1992). The framework guides creative-problem solvers through four phases of creative work: discovery, defining, developing and delivering. Each phase of creative work within the 4D model is built of a series of active, experiential and inquiry based pedagogical approaches that rely on established creativity-relevant practices (Amabile & Pratt, 2016).

Phase 1: Discover

In the first phase of the 4D Method, creative problem solvers work to surface the insights that they’ll need to create a solution to a wicked problem. In this phase of work students collaborate with community members (from a community, a client organization or a network of partners) to define a problem, to identify the systemic features of the challenge and to uncover the impact that this challenge makes at the community level.

Useful approaches and tools: interviews, shadowing, ride-alongs, data safaris, informance, collaborative storytelling, ethnographic field work, surveys and guided immersions.

Phase 2: Define

In the second phase of the 4D Method, creative problem solvers work to define the parameters within which they are able to generate a creative solution, in partnership with their community collaborators. This phase includes sourcing information from outside of the system to inform possible solutions, and member-checking findings from the Discover phase of work with community collaborators.

Useful approaches and tools: Secondary market, segment or CRESTD research, system mapping, interviews, story-boarding, dot-ocracy or heat mapping, and storytelling (remembering the future exercise or interview with the double exercise).

Phase 3: Develop

In the third phase of the 4D Method, creative problem solvers work in a highly iterative fashion to generate conceptual prototypes and to evaluate these prototypes with community collaborators as they move closer to their final solution. This phase relies on repeated iterative cycles of making and testing, and often requires extra time for student teams to accommodate positive failure in their prototype development.

Useful approaches and tools: prototyping (physical, performance or modeled prototype development), performance, storytelling, space design, user experience testing, situated testing, community conversations, world café interviews, focus groups, think-aloud interviews and ethnographic field work.

Phase 4: Deliver

In this final phase of the 4D method, creative-problem solvers explore different ways to tell the story of their design solution. Of critical importance is the role of the community collaborator – the individual members of the community that the students are serving through this creative-problem solving exercise are vital to this final phase of work and should be positioned as partners rather than as a jury or judge.

Useful approaches and tools: storytelling, performance, video-ethnography, digital storytelling, system mapping and reflective practices.

By completing the 4D Method, student teams are able to immerse themselves in a creative problem, to identify the systemic and community level impacts, to prototype, test and design an evidence based solution and to mobilize a community toward solution adoption.

4D Vision Problem-Solving

This exercise helps apply the theory behind appreciative inquiry to problem-solving.

By the Mind Tools Content Team

Appreciative Inquiry (AI) helps us to look at what is good and valuable about a particular situation and, by querying and questioning why this is, to discover new possibilities and improvements.

This interactive exercise will help a group to apply the theory behind Appreciative Inquiry to problem-solving. Allow 1 hour and 25 minutes for completion.

Participants will be able to …

use the principles of AI to solve a problem
complete an action plan to ensure successful implementation

Suggested Resources

marker pens
handout of 4D Appreciative Inquiry Cycle. The cycle has been reproduced below; it is also available as a printable version in using the button at the top of this page .

The 4D Appreciative Inquiry Cycle

What to Do (1 Hour and 10 Minutes)

Introduce the exercise and explain the learning objectives.
Briefly talk about the principle behind AI (you could use the introductory paragraph above) and explain that more detail will be provided as the exercise develops.
Distribute the task sheet and the 4D Approach diagram.
Write the problem to be solved on the flip chart. This may be a specific problem that the group wants to address, or it may be a predetermined problem used purely for the purpose of the exercise. For this example we will use ‘My team don’t work well together’.
Now start to work through the problem using the four phases shown on the 4D Approach diagram. Tackle each phase individually.

1. First Look at the Discover Phase (15 Minutes)

Explain to the participants that the discovery phase is all about focusing on times of excellence, when people have felt things to be at their most effective and alive. Talk about how a traditional problem-solving approach to resolving conflict within a team might ask ‘What is the source of the conflict?’ whereas the AI approach would ask ‘What is the very best team you ever worked with?’.

Ask the group to give you examples of the best team they have ever worked in, or with. Note the responses on the flip chart. Once you have enough responses, pin the flip chart to the wall.

2. Now Move on to the Dream Phase (15 Minutes)

Talk to the participants about how in the dream phase the challenge is to move away from the status quo, and start to envisage a preferred future. Encourage them to think about potential and the contribution that could be made. In practical terms, what is the ultimate position the team could be in, how far can it stretch?

Ask the group to tell you how their dream team would look, how they would work together, what they would achieve and what contribution it would make. Remind them to use the responses from the discovery phase for prompts and ideas. Capture their thoughts on a flip chart.

Pin the sheet on the wall next to the discovery phase responses.

3. Explain the Principle Behind the Third Phase, Design (15 Minutes)

Discuss how this phase involves creating the social and procedural architecture required to realize the dreams. Emphasize that this is the time to determine the desired qualities and behaviors which will underpin the efforts to move towards a positive future. As an example you could say “AI would ask, ‘What is the best way to lead this team towards our goal?’ rather than the more traditional ‘What is wrong with the way this team is led?’.”

Ask the team to think about what it is they need to do in order to achieve their dream team. If required, you can prompt with questions such as: ‘What are the training needs?’, Will there be procedural changes?’, or ‘Are the current system capabilities sufficient?’
Again, pin the sheet with all the suggestions on it to the wall.

4. Talk to the Group About the Final Phase, Deliver (15 Minutes)

Talk to the participants about how this phase provides the opportunity to put into practice the visions and propositions they devised during the dream and design phases. Emphasize that this is a time of continuous learning, adjustment and improvisation, and that the process is only as valuable as the changes that actually occur after the process has been completed.

Ask the group to tell you what they need to do to implement these dreams. They should consider using the following questions to break down each dream into manageable chunks:
What needs to be done to achieve this?
Who needs to be involved?
Where should it be implemented?
When does it need to be done by, and by whom?

Review Activity and Apply Learning (15 Minutes)

Review the flip chart notes from each phase and use them to complete an action plan. These actions can then be followed up by the individuals assigned to each task to ensure the opportunities identified as a result of resolving the problem are implemented. The action plan has been reproduced below, with the first line completed as an example. A full, printable version of the action plan is available to download using the button at the top of this page .

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Project Management Model

Using the 4-D approach

This project management model is useful for any project, but ideal when project management isn’t your day job!

There are numerous, comprehensive models in use. Though perhaps some are too comprehensive! When you’re a busy manager, and managing projects as well, often what’s needed is a clear but simple process to follow.

The 4D project management model provides such a process. The model is outlined below and you can click on the links at the bottom of the page to look at each of the steps in detail.

The project may be something you’ve been given to manage, with little say in its definition. Or it may be something you have generated yourself.

Either way, to complete a successful project, and thus be a happy project manager, beginning with proper planning time is critical. The importance of ensuring that outcomes are meaningful and worthwhile before you start cannot be overemphasized.

So after looking at the overview of the steps below, click on the “project management guidelines” link at the bottom of this page for a guide to starting off on the right track.

The 4 D Model

Managing a project is one of those situations where you have defined responsibility as the project manager to deliver something tangible in the organisation. You can make an impact both on your organisations performance and on you own reputation.

So it is vital to set off on the right path. Clarity in the aims, objectives and outcomes for the project are essential to start well and must be then supported by a well crafted plan.

Click on Project Management Guidelines to look in detail at the critical steps needed to define your project. Resist the tendency to jump straight in to action; time spent clarifying the aims, objectives and outcomes will save you much more time in the long run.

Make sure you are clear which way you want to go before you start!

You may also find it valuable to use a Project Management Checklist to help you think through all the issues when you start out on a project. This is particularly useful to support the 4D project management model when project management isn’t your day job.

This is one of the articles and tips in our managing change series. For some practical tips on how to manage change, look at our great-value guides (below). These include some excellent tools to help you change yourself, and manage change at work.

The best way to use these is to buy our Managing Projects and Change bundle , available from the store . We’ve bundled together five e-guides, available at half the normal price!

Read the guides in this order and use the tools in each. Then change it – on time, in budget!

5 guides, 136 pages, 25 tools, for half price!

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>> Return to the Managing Projects and Change Knowledge Hub

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Design Thinking the 4D UX methodology

Design thinking is a user-centered approach to problem-solving that involves empathy, creativity, and experimentation., the 4d ux methodology is a specific way of applying design thinking to user experience design. it consists of four steps: discover, define, design, and deliver, and it addresses almost all facets identifying:.

The target users,
Benchmarking,
Defining requirements,
Project management,
User experience design,
Development and quality assurance,
As well as non-development tasks such as software and technology selection, systems and content strategy.

The phases are of the Design Thinking process are:

Discover — The discovery phase involves researching and understanding the needs and behaviors of users, as well as the context in which the product will be used. This helps to identify problems and opportunities for design.
Define — In the define phase, the design team uses the insights from the discovery phase to create a clear and concise problem statement. This statement guides the design process and ensures that the team stays focused on addressing the identified problem.
Design — The design phase is where the team comes up with creative solutions to the problem. This can involve sketching, prototyping, and testing different ideas with users to see what works best.
Deliver — in the delivery phase, the team works to bring the chosen design solution to market. This can involve refining the design, building the final product, and launching it to users.

The discovery phase involves researching and understanding the needs and behaviors of users, as well as the context in which the product will be used. This helps to identify problems and opportunities for design

In Design Thinking , this is the phase where we do extensive research on our target users, understand their current challenges, and efforts they do to solve their needs and pain points, observe the environment in which they work, and develop insights.

Here’s how the discovery phase takes place in a web design process

Requirements and Specifications : The complete set of specifications and functionality of the project is captured here. Once we have the specs clear, we may proceed to further steps.
Sitemap : A sitemap is a high-level diagram portraying the general structure and architecture of the website. The objective of a sitemap is to enable clear identify the pages, various sections, and navigation items that will make up the site.

In the define phase, the design team uses the insights from the discovery phase to create a clear and concise problem statement. This statement guides the design process and ensures that the team stays focused on addressing the identified problem.

The define phase is a stage in the Design Thinking process of a 4D user experience (UX), also known as dynamic or immersive UX.

This phase focuses on defining the goals and objectives of the UX design, as well as identifying the target audience and their needs.

The define phase typically involves conducting research and analysis to gather information about the user group and their behavior, preferences, and expectations.

This information is then used to define the overall concept and direction of the 4D UX design.

In the define phase , designers may also create user personas, which are fictional characters that represent the typical user of the UX design, to help guide the design process.

The goal of the define phase is to ensure that the 4D UX design is tailored to the needs of the target audience and aligned with the overall goals of the project.

The design phase is where the team comes up with creative solutions to the problem. This can involve sketching, prototyping, and testing different ideas with users to see what works best.

The design phase in 4D UX focuses on creating a detailed plan for the user experience, taking into account factors such as the user’s goals and needs, the technology that will be used to create the experience, and the overall aesthetic and feel of the experience.

During the design phase , UX designers typically use a variety of tools and techniques to create wireframes, prototypes, and other visualizations of the user experience. They may also conduct user research and testing to gather feedback and refine their designs.

The goal of the design phase is to create a detailed plan for the user experience that can be used as a blueprint for development.

Overall, the design phase in 4D UX is a critical step in the development process, as it sets the foundation for the user experience and helps ensure that the final product will be effective, engaging, and enjoyable for users.

in the delivery phase, the team works to bring the chosen design solution to market. This can involve refining the design, building the final product, and launching it to users.

The delivery phase of 4D UX is the final stage of the Design Thinking process, where the completed product or service is delivered to the user.

This phase involves testing the product to ensure it meets the user’s needs and expectations, as well as any technical or performance requirements.

It also involves rolling out the product to the user base and providing support and maintenance as needed.

The main goal of the delivery phase is to ensure that the product is successful in the market and meets the needs of the user.

Overall, the 4D UX methodology is a structured and user-centered approach to design that helps teams create solutions that meet the needs of users and solve real-world problems.

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About the author: juan fernando pacheco.

What is a Design System

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What are the UX design best practices – Part 01

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Back to all frameworks

4D Framework

By febryanto chang.

The 4D framework breaks up the product development process into four distinct phases.

Discovery The discovery phase is focused on the problem and opportunity space. This includes validating that this is a real customer problem and will meaningfully impact the business with measurable success criteria in place.

Activation Customers experiencing the core value of the product.

Design Once the problem and opportunity are defined we begin to work on a solution. The design solution can take many forms with varying levels of fidelity ranging from wireframes to functioning prototypes. It's good practice to involve the delivery team in the design phase to vet the feasibility of the design solution.

Delivery With the design in hand, the team can then begin to develop and deliver the solution. It's up to the team to determine how to define 'done' and when a solution is ready for customers.

Deduction This phase is about measuring the delivered solution and determining if this does solve the customer problem and provide business value. This can be done through qualitative and quantitative measures using the defined success criteria from the Discovery phase.

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What is 8D? A template for efficient pr ...

What is 8D? A template for efficient problem-solving

How you respond when problems arise is one of the most defining qualities of a manager. Luckily, there are tools you can use to master problem-solving. The 8D method of problem-solving combines teamwork and basic statistics to help you reach a logical solution and prevent new issues from arising.

You’ve spent months overseeing the development of your company's newest project. From initiation, planning, and execution, you’re confident this may be your best work yet.

Until the feedback starts rolling in.

There’s no sugar-coating it—things don’t always go as planned. But production or process issues are hardly a signal to throw in the towel. Instead, focus on honing your problem-solving skills to find a solution that keeps it from happening again.

The 8D method of problem solving emphasizes the importance of teamwork to not only solve your process woes but prevent new ones from occurring. In this guide, we’ll break down what 8D is, how to use this methodology, and the benefits it can give to you and your team. Plus, get an 8D template to make solving your issue easier.

What is 8D?

The eight disciplines (8D) method is a problem-solving approach that identifies, corrects, and eliminates recurring problems. By determining the root causes of a problem, managers can use this method to establish a permanent corrective action and prevent recurring issues.

How do you use the 8D method?

The 8D method is a proven strategy for avoiding long-term damage from recurring problems. If you’re noticing issues in your workflow or processes, then it’s a good time to give this problem-solving method a try.

To complete an 8D analysis, follow “the eight disciplines” to construct a statistical analysis of the problem and determine the best solution.

The eight disciplines of problem-solving

8D stands for the eight disciplines you will use to establish an 8D report. As you may notice, this outline starts with zero, which makes nine total disciplines. The “zero stage” was developed later as an initial planning stage.

To illustrate these steps, imagine your organization experienced a decline in team innovation and productivity this past year. Your stakeholders have noticed and want to see changes implemented within the next six months. Below, we’ll use the 8D process to uncover a morale-boosting solution.

[inline illustration] D8 problem solving approach (infographic)

D0: Prepare and plan

Before starting the problem-solving process, evaluate the problem you want to solve. Understanding the background of the problem will help you identify the root cause in later steps.

Collect information about how the problem has affected a process or product and what the most severe consequences may be. Planning can include:

Gathering data

Determining the prerequisites for solving the problem

Collecting feedback from others involved

[inline illustration] D0 Planning (example)

If we look back at our example, you may want to figure out whether this decline in morale is organization-wide or only applies to a few departments. Consider interviewing a few employees from different departments and levels of management to gain some perspective. Next, determine what knowledge and skills you will need to solve this lapse in productivity.

D1: Form your team

Create a cross-functional team made up of people who have knowledge of the various products and workflows involved. These team members should have the skills needed to solve the problem and put corrective actions in place.

Steps in this discipline may include:

Appointing a team leader

Developing and implementing team guidelines

Determining team goals and priorities

Assigning individual roles

Arranging team-building activities

[inline illustration] D1 Team members (example)

From our example, a solid team would consist of people with first-hand experience with the issues—like representatives from all departments and key people close to workshop-level work. You may also want to pull someone in from your HR department to help design and implement a solution. Most importantly, make sure the people you choose want to be involved and contribute to the solution.

D2: Identify the problem

You may have a good understanding of your problem by now, but this phase aims to break it down into clear and quantifiable terms by identifying the five W’s a and two H’s (5W2H):

Who first reported the problem?

What is the problem about?

When did it occur and how often?

Where did it occur (relating to the sector, supplier, machine, or production line involved)?

Why is solving the problem important?

How was the problem first detected?

How many parts/units/customers are affected?

[inline illustration] D2 Problem statement & description (example)

Use your team’s insights to answer these questions. From our example, your team may conclude that:

Employees feel overwhelmed with their current workload.

There is no real structure or opportunity to share new ideas.

Managers have had no training for meetings or innovation settings.

Disgruntled employees know they can achieve more—and want to achieve more—even if they seem disengaged.

Once you answer these questions, record an official problem statement to describe the issue. If possible, include photos, videos, and diagrams to ensure all parties have a clear understanding of the problem. It may also help to create a flowchart of the process that includes various steps related to the problem description.

D3: Develop an interim containment plan

Much like we can expect speedy first aid after an accident, your team should take immediate actions to ensure you contain the problem—especially if the problem is related to customer safety.

An interim containment plan will provide a temporary solution to isolate the problem from customers and clients while your team works to develop a permanent corrective action. This band-aid will help keep your customers informed and safe—and your reputation intact.

[inline illustration] D3 Interim containment action (example)

Because your findings revealed workers were overworked and managers lacked training, your team suggests scheduling a few mandatory training sessions for leaders of each department covering time and stress management and combating burnout . You may also want to have a presentation outlining the topics of this training to get key managers and stakeholders interested and primed for positive upcoming changes.

D4: Verify root causes and escape points

Refer back to your findings and consult with your team about how the problem may have occurred. The root cause analysis involves mapping each potential root cause against the problem statement and its related test data. Make sure to test all potential causes—fuzzy brainstorming and sloppy analyses may cause you to overlook vital information.

[inline illustration] D4 Root cause & escape points (example)

In our example, focus on the “why” portion of the 5W2H. You and your team identify six root causes:

Managers have never had any training

There is a lack of trust and psychological safety

Employees don’t understand the objectives and goals

Communication is poor

Time management is poor

Employees lack confidence

In addition to identifying the root causes, try to pinpoint where you first detected the problem in the process, and why it went unnoticed. This is called the escape point, and there may be more than one.

D5: Choose permanent corrective actions

Work with your team to determine the most likely solution to remove the root cause of the problem and address the issues with the escape points. Quantitatively confirm that the selected permanent corrective action(s) (PCA) will resolve the problem for the customer.

Steps to choosing a PCA may include:

Determining if you require further expertise

Ensuring the 5W2Hs are defined correctly

Carrying out a decision analysis and risk assessment

Considering alternative measures

Collecting evidence to prove the PCA will be effective

[inline illustration] D5 Permanent corrective action (example)

Your team decides to roll out the training used in the interim plan to all employees, with monthly company-wide workshops on improving well-being. You also plan to implement meetings, innovation sessions, and team-coaching training for managers. Lastly, you suggest adopting software to improve communication and collaboration.

D6: Implement your corrective actions

Once all parties have agreed on a solution, the next step is to create an action plan to remove the root causes and escape points. Once the solution is in effect, you can remove your interim containment actions.

After seeing success with the training in the interim phase, your stakeholders approve all of your team’s proposed PCAs. Your representative from HR also plans to implement periodic employee wellness checks to track employee morale .

[inline illustration] D6 PCA implementation plan (example)

To ensure your corrective action was a success, monitor the results, customer, or employee feedback over a long period of time and take note of any negative effects. Setting up “controls” like employee wellness checks will help you validate whether your solution is working or more needs to be done.

D7: Take preventive measures

One of the main benefits of using the 8D method is the improved ability to identify necessary systematic changes to prevent future issues from occurring. Look for ways to improve your management systems, operating methods, and procedures to not only eliminate your current problem, but stop similar problems from developing later on.

[inline illustration] D7 Preventive measure (example)

Based on our example, the training your team suggested is now adopted in the new manager onboarding curriculum. Every manager now has a “meeting system” that all meetings must be guided by, and workloads and projects are managed as a team within your new collaboration software . Innovation is improving, and morale is at an all-time high!

D8: Celebrate with your team

The 8D method of problem-solving is impossible to accomplish without dedicated team members and first-class collaboration. Once notes, lessons, research, and test data are documented and saved, congratulate your teammates on a job well done! Make an effort to recognize each individual for their contribution to uncovering a successful solution.

[inline illustration] 8D Team congratulations & reward (example)

8D report template and example

Check out our 8D report template below to help you record your findings as you navigate through the eight disciplines of problem solving. This is a formal report that can be used as a means of communication within companies, which makes for transparent problem-solving that you can apply to the entire production or process chain.

Benefits of using the 8D method

The 8D method is one of the most popular problem-solving strategies for good reason. Its strength lies in teamwork and fact-based analyses to create a culture of continuous improvement —making it one of the most effective tools for quality managers. The benefits of using the 8D method include:

Improved team-oriented problem-solving skills rather than relying on an individual to provide a solution

Increased familiarity with a problem-solving structure

A better understanding of how to use basic statistical tools for problem-solving

Open and honest communication in problem-solving discussions

Prevent future problems from occurring by identifying system weaknesses and solutions

Improved effectiveness and efficiency at problem-solving

Better collaboration = better problem solving

No matter how good a manager you are, production and process issues are inevitable. It’s how you solve them that separates the good from the great. The 8D method of problem solving allows you to not only solve the problem at hand but improve team collaboration, improve processes, and prevent future issues from arising.

Try Asana’s project management tool to break communication barriers and keep your team on track.

Related resources

How Asana uses work management to optimize resource planning

Understanding dependencies in project management

Program manager vs. project manager: Key differences to know

Critical path method: How to use CPM for project management

35 problem-solving techniques and methods for solving complex problems

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How do you identify problems?

How do you identify the right solution.

Tips for more effective problem-solving

Complete problem-solving methods

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

Problem-solving warm-up activities

Closing activities for a problem-solving process.

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

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

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

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

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

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

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

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

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

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

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

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

Tips for more effective problem solving

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

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

Clearly define the problem

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

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

Don’t jump to conclusions

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

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

Try different approaches

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

Don’t take it personally

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

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

Get the right people in the room

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

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

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

Document everything

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

Bring a facilitator

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

Develop your problem-solving skills

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

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

Design a great agenda

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

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

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

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

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

Design Sprint 2.0

Open Space Technology

1. Six Thinking Hats

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

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

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

2. Lightning Decision Jam

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

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

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

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

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

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

3. Problem Definition Process

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

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

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

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

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

4. The 5 Whys

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

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

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

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

5. World Cafe

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

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

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

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

6. Discovery & Action Dialogue (DAD)

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

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

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

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

7. Design Sprint 2.0

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

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

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

8. Open space technology

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

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

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

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

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

Techniques to identify and analyze problems

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

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

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

Let’s take a look!

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

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

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

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

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

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

10. The Creativity Dice

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

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

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

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

11. Fishbone Analysis

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

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

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

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

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

12. Problem Tree

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

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

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

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

13. SWOT Analysis

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

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

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

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

14. Agreement-Certainty Matrix

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

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

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

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

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

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

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

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

16. Speed Boat

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

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

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

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

17. The Journalistic Six

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

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

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

18. LEGO Challenge

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

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

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

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

19. What, So What, Now What?

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

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

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

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

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

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

20. Journalists

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

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

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

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

Problem-solving techniques for developing solutions

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

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

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

21. Mindspin

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

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

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

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

22. Improved Solutions

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

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

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

23. Four Step Sketch

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

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

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

24. 15% Solutions

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

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

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

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

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

25. How-Now-Wow Matrix

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

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

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

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

26. Impact and Effort Matrix

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

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

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

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

27. Dotmocracy

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

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

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

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

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

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

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

28. Check-in / Check-out

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

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

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

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

29. Doodling Together

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

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

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

30. Show and Tell

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

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

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

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

31. Constellations

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

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

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

32. Draw a Tree

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

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

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

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

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

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

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

One Breath Feedback
Who What When Matrix
Response Cards

How do I conclude a problem-solving process?

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

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

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

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

33. One Breath Feedback

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

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

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

34. Who What When Matrix

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

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

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

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

35. Response cards

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

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

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

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

Save time and effort discovering the right solutions

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

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

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

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

Over to you

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

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

thank you very much for these excellent techniques

Certainly wonderful article, very detailed. Shared!

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The 4D Development Methodology for Modernization

Learning Tech

Author: Rahul Singh

In some recent blogs, I mentioned about the xSMART framework for modernization and its benefits. In this blog, we’ll have a look at the 4D development methodology which operationally complements the xSMART framework.

A typical modernization project could be divided into 4 distinct phases – Define, design, develop, and deliver. This 4D development methodology enables teams in managing and executing modernization projects in a controlled manner.

Let us look at all 4 phases in detail:

This phase is the foundation of any modernization project and kicks in as soon as project scoping begins. It ensures that short and long term business objectives are tied with the outcomes of the project. Some basic questions that L&D stakeholders need to answer during this phase are listed below.

What are the business objectives that we want to achieve at the end of this project?
Are we looking for as-is conversion or is there a scope for enhancements, instructionally and visually?
Would we require SME support during the modernization process?
Should the modernized courses be accessibility compliant?
Do we want to consider micro-learning as one of the key value propositions?
Is there any preference for any specific tool or technology for modernization?

There is a possibility that for some of these questions might not fetch immediate answers and that is perfectly fine. Atleast, there would no ambiguity on the knowns and unknowns as we move to the design phase. And that is a key achievement.

The define phase sets us up for designing a solution which is geared towards meeting specific business needs. In this phase, we’ll look at three key areas to focus on prior to getting into the development phase.

Change log format for communicating edits: Change log is a tool which helps bring in agility in the development process. It could be designed using an excel file or a word doc. Since we are not doing an overhaul of the existing course from an instructional design point of view, we need not do the entire storyboarding again. Change log can be used to communicate changes to be made at a screen level in a course.
Design and development of template library: Whatever authoring mode we choose, the key is to develop a library of templates which is reusable. These templates are designed after analyzing the legacy courses to ensure best fit. At this stage, a thought might cross our mind that what is the need to analyze courses and then design a template library, couldn’t we simply develop a template library which could be used across all types of courses? Well, to answer it, yes it is possible, but it is not necessary that one size will fit all. This phase is to ensure that every design aspect is fulfilled using the best possible solution. Another important benefit that we get using this approach is that it gives us an opportunity to implement accessibility and compliance standards such as section 508 or xAPI at the template level itself.
Quality checklist for various combinations: During the define phase, we generally would have shortlisted the browsers, devices, and operating systems on which modernized courses would run. We would have also decided on the accessibility standards being implemented. The design phase can ensure that we have all the performance and functionality features captured in the QA checklist. It is important to have these checks in place before production starts.

It is time to get the production wheel rolling in this phase. To start off, we need to extract all reusable assets and content from existing legacy courses. If source files are not available, then a custom automation utility can be used to extract content from existing courses. Extracted content can be stored in a way that it enables us to bring in automation into play while developing the courses. For example if we decide to go with custom HTML5-XML based course development, then extracted content could be easily populated in the XML structure using an automation utility. This would help reduce development timelines further.

While the content extraction team gets busy, the instructional design team can start churning out change logs simultaneously. They can review the existing courses screen by screen and record their recommendations in the change logs. These recommendations can be used to build new templates. Client stakeholders can review and sign off completed change logs.

Once the template library is ready, the production process literally takes off. All efforts that have gone into planning the modernization project culminate at this stage. The production team can start producing and releasing modernized courses rapidly, after successful content mapping with existing courses and quality testing.

Once courses are developed and the first version is released, there are certain steps and processes to be accomplished before we label it as a successful delivery. The first version of the courses is delivered to review teams through specified file sharing protocols. Once reviewed, issues are logged in a pre-defined tool or system, and then sent back to the development team for fixing, retesting, and delivering it again.

The fundamental objective of this 4D development methodology is to streamline the entire process and make it compatible with the xSMART framework. It would be wonderful to know your thoughts and any experiences you might have had with this working methodology. You can drop us a line at [email protected].

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Eight Disciplines of Problem Solving (8D)

– Eight Disciplines of Problem Solving –

⇓ Introduction to 8D

⇓ What is 8D

⇓ Why Apply 8D

⇓ When to Apply 8D

⇓ How to Apply 8D

Quality and Reliability Support | Quality-One

Introduction to Eight Disciplines of Problem Solving (8D)

The Eight Disciplines of Problem Solving (8D) is a problem solving methodology designed to find the root cause of a problem, devise a short-term fix and implement a long-term solution to prevent recurring problems. When it’s clear that your product is defective or isn’t satisfying your customers, an 8D is an excellent first step to improving Quality and Reliability.

Ford Motor Company developed this problem solving methodology, then known as Team Oriented Problem Solving (TOPS), in the 1980s. The early usage of 8D proved so effective that it was adopted by Ford as the primary method of documenting problem solving efforts, and the company continues to use 8D today.

8D has become very popular among manufacturers because it is effective and reasonably easy to teach. Below you’ll find the benefits of an 8D, when it is appropriate to perform and how it is performed.

What is Eight Disciplines of Problem Solving (8D)

The 8D problem solving process is a detailed, team oriented approach to solving critical problems in the production process. The goals of this method are to find the root cause of a problem, develop containment actions to protect customers and take corrective action to prevent similar problems in the future.

The strength of the 8D process lies in its structure, discipline and methodology. 8D uses a composite methodology, utilizing best practices from various existing approaches. It is a problem solving method that drives systemic change, improving an entire process in order to avoid not only the problem at hand but also other issues that may stem from a systemic failure.

8D has grown to be one of the most popular problem solving methodologies used for Manufacturing, Assembly and Services around the globe. Read on to learn about the reasons why the Eight Disciplines of Problem Solving may be a good fit for your company.

Why Apply Eight Disciplines of Problem Solving (8D)

The 8D methodology is so popular in part because it offers your engineering team a consistent, easy-to-learn and thorough approach to solving whatever problems might arise at various stages in your production process. When properly applied, you can expect the following benefits:

Improved team oriented problem solving skills rather than reliance on the individual
Increased familiarity with a structure for problem solving
Creation and expansion of a database of past failures and lessons learned to prevent problems in the future
Better understanding of how to use basic statistical tools required for problem solving
Improved effectiveness and efficiency at problem solving
A practical understanding of Root Cause Analysis (RCA)
Problem solving effort may be adopted into the processes and methods of the organization
Improved skills for implementing corrective action
Better ability to identify necessary systemic changes and subsequent inputs for change
More candid and open communication in problem solving discussion, increasing effectiveness
An improvement in management’s understanding of problems and problem resolution

8D was created to represent the best practices in problem solving. When performed correctly, this methodology not only improves the Quality and Reliability of your products but also prepares your engineering team for future problems.

When to Apply Eight Disciplines of Problem Solving (8D)

The 8D problem solving process is typically required when:

Safety or Regulatory issues has been discovered
Customer complaints are received
Warranty Concerns have indicated greater-than-expected failure rates
Internal rejects, waste, scrap, poor performance or test failures are present at unacceptable levels

How to Apply Eight Disciplines of Problem Solving (8D)

The 8D process alternates inductive and deductive problem solving tools to relentlessly move forward toward a solution. The Quality-One approach uses a core team of three individuals for inductive activities with data driven tools and then a larger Subject Matter Expert (SME) group for the deductive activities through brainstorming, data-gathering and experimentation.

D0: Prepare and Plan for the 8D

Proper planning will always translate to a better start. Thus, before 8D analysis begins, it is always a good idea to ask an expert first for their impressions. After receiving feedback, the following criterion should be applied prior to forming a team:

Collect information on the symptoms

Use a Symptoms Checklist to ask the correct questions

Identify the need for an Emergency Response Action (ERA), which protects the customer from further exposure to the undesired symptoms

D1: Form a Team

A Cross Functional Team (CFT) is made up of members from many disciplines. Quality-One takes this principle one step further by having two levels of CFT:

The Core Team Structure should involve three people on the respective subjects: product, process and data
Additional Subject Matter Experts are brought in at various times to assist with brainstorming, data collection and analysis

Teams require proper preparation. Setting the ground rules is paramount. Implementation of disciplines like checklists, forms and techniques will ensure steady progress. 8D must always have two key members: a Leader and a Champion / Sponsor:

The Leader is the person who knows the 8D process and can lead the team through it (although not always the most knowledgeable about the problem being studied)
The Champion or Sponsor is the one person who can affect change by agreeing with the findings and can provide final approval on such changes

D2: Describe the Problem

The 8D method’s initial focus is to properly describe the problem utilizing the known data and placing it into specific categories for future comparisons. The “Is” data supports the facts whereas the “Is Not” data does not. As the “Is Not” data is collected, many possible reasons for failure are able to be eliminated. This approach utilizes the following tools:

Problem Statement
Affinity Diagram (Deductive tool)
Fishbone/Ishikawa Diagram (Deductive tool)
Problem Description

D3: Interim Containment Action

In the interim, before the permanent corrective action has been determined, an action to protect the customer can be taken. The Interim Containment Action (ICA) is temporary and is typically removed after the Permanent Correct Action (PCA) is taken.

Verification of effectiveness of the ICA is always recommended to prevent any additional customer dissatisfaction calls

D4: Root Cause Analysis (RCA) and Escape Point

The root cause must be identified to take permanent action to eliminate it. The root cause definition requires that it can be turned on or off, at will. Activities in D4 include:

Comparative Analysis listing differences and changes between “Is” and “Is Not”
Development of Root Cause Theories based on remaining items
Verification of the Root Cause through data collection
Review Process Flow Diagram for location of the root cause
Determine Escape Point, which is the closest point in the process where the root cause could have been found but was not

D5: Permanent Corrective Action (PCA)

The PCA is directed toward the root cause and removes / changes the conditions of the product or process that was responsible for the problem. Activities in D5 include:

Establish the Acceptance Criteria which include Mandatory Requirements and Wants
Perform a Risk Assessment / Failure Mode and Effects Analysis (FMEA) on the PCA choices
Based on risk assessment, make a balanced choice for PCA
Select control-point improvement for the Escape Point
Verification of Effectiveness for both the PCA and the Escape Point are required

D6: Implement and Validate the Permanent Corrective Action

To successfully implement a permanent change, proper planning is essential. A project plan should encompass: communication, steps to complete, measurement of success and lessons learned. Activities in D6 include:

Develop Project Plan for Implementation
Communicate the plan to all stakeholders
Validation of improvements using measurement

D7: Prevent Recurrence

D7 affords the opportunity to preserve and share the knowledge, preventing problems on similar products, processes, locations or families. Updating documents and procedures / work instructions are expected at this step to improve future use. Activities in D7 include:

Review Similar Products and Processes for problem prevention
Develop / Update Procedures and Work Instructions for Systems Prevention
Capture Standard Work / Practice and reuse
Assure FMEA updates have been completed
Assure Control Plans have been updated

D8: Closure and Team Celebration

Teams require feedback to allow for satisfactory closure. Recognizing both team and individual efforts and allowing the team to see the previous and new state solidifies the value of the 8D process. Activities in D8 include:

Archive the 8D Documents for future reference
Document Lessons Learned on how to make problem solving better
Before and After Comparison of issue
Celebrate Successful Completion

8D and Root Cause Analysis (RCA)

The 8D process has Root Cause Analysis (RCA) imbedded within it. All problem solving techniques include RCA within their structure. The steps and techniques within 8D which correspond to Root Cause Analysis are as follows:

Problem Symptom is quantified and converted to “Object and Defect”
Problem Symptom is converted to Problem Statement using Repeated Whys
Possible and Potential Causes are collected using deductive tools (i.e. Fishbone or Affinity Diagram)
Problem Statement is converted into Problem Description using Is / Is Not
Problem Description reduces the number of items on the deductive tool (from step 3)
Comparative Analysis between the Is and Is Not items (note changes and time)
Root Cause theories are developed from remaining possible causes on deductive tool and coupled with changes from Is / Is Not
Compare theories with current data and develop experiments for Root Cause Verification
Test and confirm the Root Causes

Example: Multiple Why Technique

The Multiple / Repeated Why (Similar to 5 Why) is an inductive tool, which means facts are required to proceed to a more detailed level. The steps required to determine problem statement are:

Problem Symptom is defined as an Object and Defect i.e. “Passenger Injury”
Why? In every case “SUV’s Roll Over”
Why? In every case, it was preceded by a “Blown Tire”
Why? Many explanations may be applied, therefore the team cannot continue with another repeated why past “Blown Tire”
Therefore, the Problem Statement is “Blown Tire”
Why? Low (Air) Pressure, Tire Defect (Degradation of an Interface) and High (Ambient) Temperature
Counter measures assigned to low pressure and tire defect

This example uses only 4 of the 5 Whys to determine the root causes without going further into the systemic reasons that supported the failure. The Repeated Why is one way to depict this failure chain. Fault Tree Analysis (FTA) could also be used.

Learn More About Eight Disciplines of Problem Solving (8D)

Quality-One offers Quality and Reliability Support for Product and Process Development through Consulting, Training and Project Support. Quality-One provides Knowledge, Guidance and Direction in Quality and Reliability activities, tailored to your unique wants, needs and desires. Let us help you Discover the Value of 8D Consulting , 8D Training or 8D Project Support .

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What is Six Sigma? – Certification, Training, Lean

Lean Six Sigma

8D Problem Solving Report

8D is a problem solving method used globally, mainly in manufacturing industry by Quality Engineers and Operations managers. The purpose of 8D problem solving method is to identify, correct and prevent problems affecting customers and operational efficiency. It is a problem solving approach similar to PDCA cycle (Plan – Do – Check – Act).

8D stands for 8 Disciplines. It is a methodology that emphasizes “No problem should be repeated but fixed permanently”.

8D Problem Solving Method originally evolved during Second World War. But it became an official methodology in 1974, when it was used by US Government for its Military Operations as ‘Military Standard 1520’. Later it was adapted and popularized by Ford Motors with slight modification in the methodology.

As the name indicates 8D has 8 disciplines that any process or operations should follow to solve the problems occurring. The outcome of 8D is a report called ‘8D Report’ that records the problems, root cause(s) and corrective and preventive actions.

The below are the D’s in 8D approach:

Figure 1: 8D Problem Solving Approach

1D – Team Formation: The first and foremost step not only in 8D but also in any other initiative or project is Team Formation, for any initiative cannot be successful without a right team. The team selected should be committed, competent, co-ordinated, cross-functional with representation from all teams, and should be knowledgeable in 8D methodology.

2D – Problem Description: After selecting the team, our concentration should be on detailing the problem. The team should collect details about the problem, for completely understanding the depth of the problem. All details should be data and fact based.

3D – Interim Containment Actions: Once the problem is described, before heading up to problem solving, the team should fix the effect of the problem, especially on customers. It might involve actions like isolating the items affected, replacing defective parts, before it reaches the customers. This step is mainly to prevent the problem from reaching the market and customers, which might become a competitive disadvantage and reduce customer loyalty.

4D – Root Cause Analysis: After taking containment actions, the team should involve in identifying the root cause(s) for the problem. Methods and tools like 5-Why Analysis , Fishbone diagram , Pareto Analysis , 7 Old QC tools , New QC tools etc. can be used for identifying the root cause. An important point to be noted is: Whatever method is used for RCA , it should be data & fact based.

5D – Formulate Corrective Actions: After successfully arriving at the root cause, the team should formulate corrective actions to be taken to correct the problem. Tools like Brain storming, Affinity diagram etc. can be used.

6D – Validate Corrective Actions: After arriving at the corrective actions, the team should validate whether the solutions are effective. There are several tools like Accelerated life testing , simulation etc. available for this purpose. Then the solution can be implemented in the process. The solution approach from step 4-6 should be repeated until the problem is completely eliminated.

7D – Preventive Action: Identifying and implementing corrective actions is only a temporary solution that keeps the system running or is like ‘Living with the problem by taking counter measures’. The permanent solution is to identify a potential long term solution that will not allow the problem (similar problems) from occurring into the system again. Sometimes corrective action will be a costly, time being measure. Preventive action makes changes in the system, upstream or downstream processes so that the entire system is modified or aligned for ‘Problem Free’ operations.

8D – Team and Individual Recognition: Once the problem is completely solved, the team and the extra-ordinary contributors must be rewarded and recognized appropriately. This will act as a motivation factor for other employees.

These are the steps of 8D methodology. To summarize, 8D is a holistic, systematic and proven methodology for problem solving.

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Kresl Consulting

Leadership learning & life, the four ds of problem solving.

April 27, 2015 / Leave a Comment

by Kresl Consulting

Whether you’re dealing with Earth shattering matters that need your response ASAP, or a nagging family problem, The 4 Ds of Problem Solving is the framework you need for getting to the solution.

DEFINE your problem. Thoroughly consider the situation or issue. Don’t assume you know what the problem really is. Drill down to the root cause by repeatedly asking yourself or stakeholders for explicit explanations as to why things are done the way they are. Then clearly articulate the problem by writing it out. Do NOT keep it in your head. Write it out.
DECIDE whether this is the most important and urgent problem for you to spend your energy on, and decide on what potential solutions will create the greatest positive impact. You don’t have to have the fully formed solution yet, just general notions of the best routes forward. Remember that the answers to problems are often found in numbers, which can also help keep things objective.
DESIGN the best possible solution to the problem. Be creative and novel, but make sure the solution and the design are also relevant. In problem solving, form must always serve function. Don’t get locked into old thought and common perceptions. Design like an innovator.
DEPLOY the solution. Make it happen by being prudent and savvy. Prudence dictates caution and consideration for others. Don’t let your excitement overpower you, causing you to rush in before you’re ready, sabotaging all you efforts. Savvy is how you get buy-in. Even if you seemingly hold all the cards, make sure you get other people to believe in your ideas and feel the excitement you feel about the solution. Savvy isn’t about selling people on an idea. Savvy is about synergy and forging mutual respect.

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8D: Tools and Techniques

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8D Problem Solving

Are you grappling with recurring problems in your organization and searching for a structured way to resolve them once and for all? Look no further than the 8D Problem-Solving Methodology —a comprehensive eight-step approach initially developed in the automotive industry but widely applicable across various sectors.

This systematic method not only aids in diagnosing the root cause of a problem but also offers a roadmap for effective solutions. However, maximizing the potential of the 8D process involves more than just following its steps. It requires the strategic application of specific tools and techniques at each stage. In this educational blog post, we will guide you through the tools and techniques best suited for each of the 8 Disciplines, empowering you to turn challenges into opportunities for improvement. So, let’s delve into this toolkit and make your problem-solving journey as efficient and effective as possible.

D1: form a team.

The first step in the 8D Problem-Solving Methodology is to form a cross-functional team. A well-assembled team is the backbone of any successful problem-solving initiative. While it may be tempting to rush through this step, investing time and effort here can pay dividends later. Let’s explore some of the key tools that can assist you in forming an effective team.

Suggested Tools:

1. raci matrix.

The RACI Matrix is an invaluable tool for defining roles and responsibilities within the team. The acronym stands for Responsible, Accountable, Consulted, and Informed. By using this matrix, you can clearly specify:

Responsible : Who is doing the task?
Accountable : Who is ensuring the task gets completed?
Consulted : Who needs to provide input?
Informed : Who needs to know the outcome?

Clear delineation of roles prevents overlap, ensures accountability, and minimizes confusion later in the process.

2. Skills Matrix

Selecting team members with the right set of skills is crucial. A Skills Matrix can help you in this aspect by providing a visual representation of each potential team member’s skills and competencies. You can rate skills on a scale (e.g., 1 to 5) and identify gaps that need to be filled. The matrix can include both technical and soft skills like communication, leadership, and domain expertise.

Key Takeaway:

An effective problem-solving team is not just a group of people; it’s a carefully chosen set of individuals with complementary skills and clearly defined roles. Utilizing tools like the RACI Matrix and Skills Matrix can immensely help in this phase, setting the stage for a successful problem-solving endeavor.

By taking the time to carefully form your team and define everyone’s roles and responsibilities, you lay a strong foundation for the rest of the 8D process. Remember, a well-prepared team is more likely to find sustainable solutions and less likely to encounter roadblocks down the line.

D2: Define the Problem

After assembling a competent team, the next critical step in the 8D Problem-Solving Methodology is defining the problem. A well-defined problem serves as a clear roadmap, guiding your team in the right direction from the start. Ambiguity at this stage can lead to misdirection and wasted resources. So what tools can help you clearly and concisely articulate the problem?

1. 5W2H Method

The 5W2H method is a powerful tool for problem definition. It involves asking a series of questions to gain a comprehensive understanding of the issue at hand. These questions include:

Who is involved or affected?
What exactly is the problem?
When did it occur?
Where did it occur?
Why is it a problem?
How did it happen?
How much is it affecting?

By systematically answering these questions, you define the problem in a manner that is both comprehensive and easily understandable for everyone involved.

2. SMART Criteria

The SMART criteria focus on setting specific, measurable, achievable, relevant, and time-bound goals for the problem-solving effort. This approach helps ensure that the problem is clearly defined and that the team has a focused, achievable objective to aim for.

Specific : Clearly define what needs to be achieved.
Measurable : Set criteria for measuring progress and success.
Achievable : Ensure the goals are realistic given the resources.
Relevant : Align the goals with broader organizational objectives.
Time-bound : Establish a timeline for solving the problem.

Defining the problem is not a mere formality; it is a necessity for effective problem-solving. A well-defined problem ensures that everyone is on the same page and focused on the right issues. Tools like the 5W2H method and SMART criteria offer invaluable frameworks for achieving this clarity. They help dissect the problem into manageable parts, setting the stage for focused root cause analysis.

D3: Contain the Problem

Once you have a team in place and a well-defined problem, the next step in the 8D Problem-Solving Methodology is containment. This stage is often overlooked but is crucial for limiting the damage and preventing the problem from exacerbating. Containment actions are essentially short-term solutions aimed at halting the spread of the issue while you work on finding a permanent fix. Let’s delve into some tools that can guide you in this phase.

1. Check Sheet

A Check Sheet is a simple yet effective tool for collecting and organizing data. It’s often a paper-and-pencil tool that allows for quick data collection in real-time. For example, if the problem is a high rate of defects in a manufacturing line, a Check Sheet could be used to tally the number of defects by type or time of occurrence. This provides valuable insights into the scope and pattern of the problem, aiding in containment.

2. SWIFT Checklist

The SWIFT (Short Window Immediate Fix Technique) Checklist is a tool designed for rapid assessment. It outlines immediate actions that should be taken to contain the issue. The checklist could include questions like:

Are there safety issues that need immediate attention?
Can the affected products be quarantined?
Do stakeholders need to be informed?

By quickly going through the SWIFT Checklist, you can prioritize the most critical containment actions and implement them without delay.

Containment is not just about putting a temporary fix; it’s about preventing the problem from causing further harm or affecting other processes. Tools like the Check Sheet and SWIFT Checklist can be instrumental in quickly assessing the situation and implementing immediate containment actions.

Utilizing these tools allows you to create a rapid response mechanism, thereby minimizing the impact and scope of the problem. As you transition to finding a long-term solution, these containment measures ensure that the situation remains under control.

D4: Root Cause Analysis

Reaching the root cause analysis stage in the 8D Problem-Solving Methodology signifies a pivotal moment. Here, you transition from understanding and containing the problem to actually solving it. Identifying the root cause(s) is fundamental to ensuring that the issue doesn’t recur. While containment measures provide short-term relief, it’s the root cause analysis that offers a long-term solution. Let’s examine some essential tools that can assist in uncovering the underlying issues.

The “ 5 Whys ” is a powerful questioning technique that helps you drill down into the root cause of a problem by asking “Why?” repeatedly. Often, the apparent issue is just a symptom of a deeper problem. The 5 Whys technique encourages you to move beyond the symptoms and discover the underlying cause.

For instance, if the issue is frequent machine breakdowns, asking “Why?” might reveal:

Why is the machine breaking down? Because of excessive wear and tear.
Why is there excessive wear and tear? Because maintenance isn’t performed regularly.
Why isn’t maintenance regular? Because there’s no schedule.
Why is there no schedule? Because it was never made a priority.
Why was it never a priority? Because of a lack of awareness about its importance.

2. Pareto Analysis

Pareto Analysis is based on the Pareto Principle, which states that 80% of problems are often due to 20% of causes. By identifying and focusing on these significant causes, you can resolve the majority of issues with minimum effort. Pareto Analysis typically involves collecting data and creating a Pareto Chart to visualize which factors are most impactful.

3. Fishbone Diagram (Ishikawa)

Though also used in problem definition, the Fishbone Diagram is invaluable for root cause analysis as well. It allows you to categorize potential causes and delve deeper into each, often in combination with other tools like the 5 Whys or Pareto Analysis.

Identifying the root cause is not merely a step in the process; it’s the cornerstone for effective corrective action. Tools like the 5 Whys, Pareto Analysis, and Fishbone Diagram provide a structured approach to dig deep into the problem and unearth its roots. Only by understanding the root cause can you implement solutions that are not just quick fixes but long-lasting remedies.

D5: Choose and Verify Corrective Actions

After identifying the root cause of the problem, the next logical step in the 8D Problem-Solving Methodology is to choose and verify corrective actions. It’s crucial to remember that not all solutions are created equal. Some may offer a quick fix but not a long-lasting one, while others could inadvertently introduce new issues. Therefore, this stage involves a delicate balance of selecting an effective solution and ensuring it doesn’t have unintended consequences. Let’s explore some of the tools that can guide you in making informed decisions.

1. FMEA (Failure Mode and Effects Analysis)

FMEA is a structured approach for evaluating the potential failure modes of a proposed solution and their impact. By predicting how things could go wrong, you can proactively address these issues before they occur. The FMEA process involves the identification of failure modes, assessment of their effects, and prioritization based on their severity, occurrence, and detectability. This prioritization helps you focus your resources where they’ll be most effective.

2. Pilot Testing

Before implementing a corrective action on a full scale, it’s prudent to test it on a smaller scale to verify its effectiveness. Pilot testing allows you to:

Evaluate the impact of the solution without large-scale commitment.
Identify any adjustments or optimizations needed.
Collect data to validate the solution’s efficacy.

Pilot tests should be carefully designed to mimic the conditions under which the full-scale implementation will occur. This way, the results are indicative of what you can expect in the broader application.

Choosing a corrective action is a significant milestone, but verifying its effectiveness is equally crucial. Tools like FMEA and Pilot Testing enable you to rigorously evaluate your chosen solutions, mitigating risks and ensuring that the corrective actions will address the root cause without creating new problems.

By diligently applying these tools, you not only select the right corrective action but also build a robust verification mechanism. This two-pronged approach ensures that your solution is not just theoretically sound but practically effective as well.

D6: Implement Corrective Actions

Reaching the implementation phase of the 8D Problem-Solving Methodology is a big step. You’ve formed a team, defined the problem, contained it, identified its root cause, and chosen and verified corrective actions. Now, it’s time to put those actions into play. However, effective implementation is easier said than done. It requires meticulous planning, execution, and monitoring to ensure the corrective actions yield the desired results. Let’s look at some of the tools that can help you master this crucial stage.

1. Gantt Chart

A Gantt Chart is an excellent tool for project planning and tracking. It provides a visual timeline for the tasks involved in implementing the corrective actions. The chart specifies:

Start and end dates
Responsible parties
Dependencies between tasks

This visual representation makes it easier to manage resources and timelines, ensuring that implementation stays on track.

2. PDCA (Plan-Do-Check-Act)

The PDCA cycle is a four-step approach for implementing changes in a controlled manner. Each step serves a specific purpose:

Plan : Establish the objectives, processes, and metrics for the corrective action.
Do : Execute the plan on a small scale initially.
Check : Measure the outcomes against the planned objectives and analyze the results.
Act : Make adjustments based on the analysis and either scale the implementation or revisit the plan.

By cycling through these steps, you can continually refine your implementation approach, ensuring it aligns with your objectives.

Implementation is the stage where your problem-solving efforts come to fruition, but it’s not a one-and-done deal. Effective implementation requires continuous monitoring and adjustment. Tools like the Gantt Chart and PDCA cycle provide you with the means to implement corrective actions in a structured, controlled, and measurable way.

Remember, a well-planned implementation not only solves the current problem but also equips your organization with the knowledge and experience to tackle future challenges more effectively.

D7: Prevent Recurrence

Successfully implementing corrective actions is an accomplishment, but the 8D Problem-Solving journey doesn’t end there. The next crucial step is to ensure that the problem doesn’t recur. This phase focuses on institutionalizing the improvements you’ve made, ensuring they are sustainable over the long term. It involves both documentation of new best practices and ongoing monitoring. Let’s explore the tools that can help solidify these new standards.

1. Standard Work

Standard Work refers to the documentation of the new best practices that led to the resolution of the problem. These could be new procedures, guidelines, or checklists that need to be followed. Standard Work serves multiple purposes:

It provides a clear and easy-to-follow guide for team members.
It ensures that the successful corrective actions are repeated, thereby making the improvements sustainable.
It serves as a training resource for new employees or for refresher training for existing staff.

2. Control Charts

Control Charts are used to monitor process performance over time. These charts can help you:

Identify any variations in the process.
Distinguish between normal variations and those that need attention.
Trigger corrective actions if the process goes out of the defined control limits.

Regularly updating and reviewing the Control Charts ensures that you catch any deviations before they turn into bigger problems.

Prevention is indeed better than cure. The most effective problem-solving initiatives are those that not only solve the immediate issue but also prevent its recurrence. Tools like Standard Work and Control Charts offer a structured way to document and monitor the improvements, making them a part of your organizational culture.

By diligently using these tools, you not only secure the gains made but also create a proactive environment where potential issues are identified and addressed before they escalate.

D8: Congratulate the Team

The final step in the 8D Problem-Solving Methodology is often the most overlooked but is crucial for long-term success: congratulating the team. After navigating through a complex problem-solving journey, taking a moment to acknowledge and celebrate the hard work is vital. It not only boosts morale but also encourages a culture of continuous improvement. Let’s delve into some tools and practices that can help you effectively close out your problem-solving initiative.

1. Recognition and Rewards

Acknowledging the hard work and dedication of the team is essential for maintaining a motivated and engaged workforce. Recognition can take various forms:

Public acknowledgment in team meetings or company-wide announcements.
Certificates or plaques to commemorate the achievement.
Small rewards or bonuses, where appropriate.

This recognition serves as a reminder that efforts are appreciated, which in turn fosters a positive work environment.

2. Lessons Learned Document

Closing out a problem-solving initiative offers a prime opportunity to capture what worked and what didn’t. A Lessons Learned Document serves this purpose:

It details the challenges faced, how they were overcome, and any roadblocks encountered.
It captures best practices for future reference.
It identifies areas for improvement, offering a starting point for future problem-solving endeavors.

Sharing this document organization-wide can serve as a valuable resource for other teams facing similar challenges.

A job well done indeed deserves recognition, but it also lays the groundwork for future improvements. Tools like Recognition and Rewards and the Lessons Learned Document not only celebrate success but also institutionalize the knowledge gained. This twofold approach not only marks the successful completion of one problem-solving initiative but sets the stage for ongoing improvements and future successes.

By taking the time to celebrate and reflect, you not only acknowledge the efforts made but also capture valuable insights that can guide your organization’s continuous improvement journey.

Successfully navigating the 8D Problem-Solving Methodology is a commendable achievement, but the journey doesn’t end with implementing a solution. Each step, from forming a team to congratulating them, is a building block in your organization’s culture of continuous improvement.

Employing specific tools like RACI Matrix, 5 Whys, FMEA, and Control Charts at different stages ensures that your problem-solving efforts are not just effective but also sustainable. These tools offer more than just a way to tackle issues; they provide a structured approach to learning from them. Remember, the goal isn’t just to solve a single problem but to refine a system that becomes increasingly resilient and efficient over time. So, take a moment to celebrate your achievements, and then gear up for your next challenge, armed with the knowledge and tools that will make your problem-solving journey even more impactful.

Sharma, M., Sharma, S. and Sahni, S., 2020. Structured Problem Solving: combined approach using 8D and Six Sigma case study. Engineering Management in Production and Services , 12 (1), pp.57-69.
Broday, E.E. and Júnior, P.P.A., 2013. Application of a quality management tool (8D) for solving industrial problems. Independent Journal of Management & Production , 4 (2), pp.377-390.
Engineer, A.T.D., 2016. Managing project using 8D technique. Management , 7 (6), p.67œ76.

Daniel Croft

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

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