problem solving with diagram

Problem-Solving Flowchart: A Visual Method to Find Perfect Solutions

Lucid Content

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“People ask me questions Lost in confusion Well, I tell them there's no problem Only solutions” —John Lennon, “Watching the Wheels”

Despite John Lennon’s lyrics, nobody is free from problems, and that’s especially true in business. Chances are that you encounter some kind of problem at work nearly every day, and maybe you’ve had to “put out a fire” before lunchtime once or twice in your career.

But perhaps what Lennon’s saying is that, no matter what comes our way, we can find solutions. How do you approach problems? Do you have a process in place to ensure that you and your co-workers come to the right solution?

In this article, we will give you some tips on how to find solutions visually through a problem-solving flowchart and other methods.

What is visual problem-solving?

If you are a literal thinker, you may think that visual problem-solving is something that your ophthalmologist does when your vision is blurry. For the rest of us, visual problem-solving involves executing the following steps in a visual way:

• Define the problem.
• Brainstorm solutions.
• Pick a solution.
• Implement solutions.
• Review the results.

How to make your problem-solving process more visual

Words pack a lot of power and are very important to how we communicate on a daily basis. Using words alone, you can brainstorm, organize data, identify problems, and come up with possible solutions. The way you write your ideas may make sense to you, but it may not be as easy for other team members to follow.

When you use flowcharts, diagrams, mind maps, and other visuals, the information is easier to digest. Your eyes dart around the page quickly gathering information, more fully engaging your brain to find patterns and make sense of the data.

Identify the problem with mind maps

So you know there is a problem that needs to be solved. Do you know what that problem is? Is there only one problem? Is the problem sum total of a bunch of smaller problems?

You need to ask these kinds of questions to be sure that you are working on the root of the issue. You don’t want to spend too much time and energy solving the wrong problem.

To help you identify the problem, use a mind map. Mind maps can help you visually brainstorm and collect ideas without a strict organization or structure. A mind map more closely aligns with the way a lot of our brains work—participants can bounce from one thought to the next defining the relationships as they go.

Mind mapping to solve a problem includes, but is not limited to, these relatively easy steps:

• In the center of the page, add your main idea or concept (in this case, the problem).
• Branch out from the center with possible root causes of the issue. Connect each cause to the central idea.
• Branch out from each of the subtopics with examples or additional details about the possible cause. As you add more information, make sure you are keeping the most important ideas closer to the main idea in the center.
• Use different colors, diagrams, and shapes to organize the different levels of thought.

Alternatively, you could use mind maps to brainstorm solutions once you discover the root cause. Search through Lucidchart’s mind maps template library or add the mind map shape library to quickly start your own mind map.

Create a problem-solving flowchart

A mind map is generally a good tool for non-linear thinkers. However, if you are a linear thinker—a person who thinks in terms of step-by-step progression making a flowchart may work better for your problem-solving strategy. A flowchart is a graphical representation of a workflow or process with various shapes connected by arrows representing each step.

Whether you are trying to solve a simple or complex problem, the steps you take to solve that problem with a flowchart are easy and straightforward. Using boxes and other shapes to represent steps, you connect the shapes with arrows that will take you down different paths until you find the logical solution at the end.

Flowcharts or decision trees are best used to solve problems or answer questions that are likely to come up multiple times. For example, Yoder Lumber , a family-owned hardwood manufacturer, built decision trees in Lucidchart to demonstrate what employees should do in the case of an injury.

To start your problem-solving flowchart, follow these steps:

• Draw a starting shape to state your problem.
• Draw a decision shape where you can ask questions that will give you yes-or-no answers.
• Based on the yes-or-no answers, draw arrows connecting the possible paths you can take to work through the steps and individual processes.
• Continue following paths and asking questions until you reach a logical solution to the stated problem.
• Try the solution. If it works, you’re done. If it doesn’t work, review the flowchart to analyze what may have gone wrong and rework the flowchart until you find the solution that works.

If your problem involves a process or workflow , you can also use flowcharts to visualize the current state of your process to find the bottleneck or problem that’s costing your company time and money.

Lucidchart has a large library of flowchart templates to help you analyze, design, and document problem-solving processes or any other type of procedure you can think of.

Draw a cause-and-effect diagram

A cause-and-effect diagram is used to analyze the relationship between an event or problem and the reason it happened. There is not always just one underlying cause of a problem, so this visual method can help you think through different potential causes and pinpoint the actual cause of a stated problem.

Cause-and-effect diagrams, created by Kaoru Ishikawa, are also known as Ishikawa diagrams, fishbone diagrams , or herringbone diagrams (because they resemble a fishbone when completed). By organizing causes and effects into smaller categories, these diagrams can be used to examine why things went wrong or might go wrong.

To perform a cause-and-effect analysis, follow these steps.

1. Start with a problem statement.

The problem statement is usually placed in a box or another shape at the far right of your page. Draw a horizontal line, called a “spine” or “backbone,” along the center of the page pointing to your problem statement.

2. Add the categories that represent possible causes.

For example, the category “Materials” may contain causes such as “poor quality,” “too expensive,” and “low inventory.” Draw angled lines (or “bones”) that branch out from the spine to these categories.

3. Add causes to each category.

Draw as many branches as you need to brainstorm the causes that belong in each category.

Like all visuals and diagrams, a cause-and-effect diagram can be as simple or as complex as you need it to be to help you analyze operations and other factors to identify causes related to undesired effects.

Collaborate with Lucidchart

You may have superior problem-solving skills, but that does not mean that you have to solve problems alone. The visual strategies above can help you engage the rest of your team. The more involved the team is in the creation of your visual problem-solving narrative, the more willing they will be to take ownership of the process and the more invested they will be in its outcome.

In Lucidchart, you can simply share the documents with the team members you want to be involved in the problem-solving process. It doesn’t matter where these people are located because Lucidchart documents can be accessed at any time from anywhere in the world.

Whatever method you decide to use to solve problems, work with Lucidchart to create the documents you need. Sign up for a free account today and start diagramming in minutes.

Lucidchart, a cloud-based intelligent diagramming application, is a core component of Lucid Software's Visual Collaboration Suite. This intuitive, cloud-based solution empowers teams to collaborate in real-time to build flowcharts, mockups, UML diagrams, customer journey maps, and more. Lucidchart propels teams forward to build the future faster. Lucid is proud to serve top businesses around the world, including customers such as Google, GE, and NBC Universal, and 99% of the Fortune 500. Lucid partners with industry leaders, including Google, Atlassian, and Microsoft. Since its founding, Lucid has received numerous awards for its products, business, and workplace culture. For more information, visit lucidchart.com.

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Sometimes you're faced with challenges that traditional problem solving can't fix. Creative problem solving encourages you to find new, creative ways of thinking that can help you overcome the issue at hand more quickly.

Dialogue mapping is a facilitation technique used to visualize critical thinking as a group. Learn how you and your team can start dialogue mapping today to solve problems and bridge gaps in knowledge and understanding (plus get a free template!).

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Visual Problem Solving with Mind Maps and Flowcharts

Updated on: 25 July 2023

Everyone has problems, and we spend most of our working lives solving them. For those who find this quite negative, problems can be also termed as Issues, Challenges or Opportunities.

Some people are especially gifted at problem-solving while others struggle. Some are only good at solving some types of problems, while some other are simply great at finding viable solutions for any problem. Society generally calls the latter, smart.

What if I was to tell you that there’s a simple way to solve any problem you may encounter. In fact, it can be regarded as the smart way to solve problems.

Before we get into it, let’s see how people really fail at solving problems.

Problem-Solving   Fails

You Solve the Wrong Problem

Well, if you don’t know what the problem area is and don’t understand it very well, you’ll probably solve a problem that actually doesn’t exist while the actual problem remains as it is.

You Solve It Half Way

Again, this happens if you don’t know what the full problem is. Identifying and understanding the problem is so important before you start.

You Solve it but New Problems Show Up

This is typical when you don’t know much about the background about the problem area. If you know nothing about computers and you try to fix a broken computer, you probably won’t get very far and will likely make it worse.

You Don’t Know How

Well, obviously if you are trying to solve a problem that you have no clue about, this is going to be hard. When that’s the case, get the help of an expert in the domain the problem you are trying to solve belong to.

How to Solve Any Problem

As it’s quite clear the first step to solving any problem is understanding it thoroughly. Apart from getting a domain expert involved, the best trick I can bring you in is to draw it out. If you are a visual person this is the first thing you should do.

Different kinds of problems require different diagrams, but mind maps and flowcharts are common solutions to most problems.

Thinking Around the Problem

To get a background idea on what the problem and problem area is, mind maps can help greatly. Start with the core idea and branch out as you think about various aspects of the problem.

A mind map is a good place to start visual problem solving ( click on image to create your own mind map )

After thinking about wide aspects of the problem, it’s best to document what the immediate context of the issue is.

To do this, a concept map helps. A concept map is a diagram where you use various shapes to show areas of the problem and how they are connected.

Breaking It Down

Any big problem can be broken into a series of smaller problems. These are usually connected so a flowchart helps . Break the problem into smaller steps with a flowchart.

If you are analyzing an existing solution and trying to optimize it, a flowchart makes perfect sense as it also does the ‘defining’ part of the problem as well.

Analyze your problem further with a flowchart

Once you have broken down the problem into smaller easily solvable problems in a flow chart, you can start creating another chart for the solution as well.

Getting Help

You should always get help if it’s available when you are solving any problem. A second opinion or a second pair of eyes can help a lot in getting the optimal solution.

Tools to Aid Visual Problem Solving

While there is a myriad of tools to help you draw things, Creately is definitely one of the easiest ways to visualize your problem.

We support mind maps, flowcharts, concept maps and 50+ other diagram types which you can use for visual problem-solving.

Our professionally designed templates and productivity features  help you just focus on the drawing as it’s really easy to draw a beautiful diagram in it.

It also comes with built-in real-time collaboration so it helps when you want to get someone else to collaborate on your problem.

Other choices for drawing diagrams to solve problems include Dia, Google Draw or even Microsoft office packages.

Join over thousands of organizations that use Creately to brainstorm, plan, analyze, and execute their projects successfully.

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Nine essential problem solving tools: The ultimate guide to finding a solution

October 26, 2023 by MindManager Blog

Problem solving may unfold differently depending on the industry, or even the department you work in. However, most agree that before you can fix any issue, you need to be clear on what it is, why it’s happening, and what your ideal long-term solution will achieve.

Understanding both the nature and the cause of a problem is the only way to figure out which actions will help you resolve it.

Given that most problem-solving processes are part inspiration and part perspiration, you’ll be more successful if you can reach for a problem solving tool that facilitates collaboration, encourages creative thinking, and makes it easier to implement the fix you devise.

The problem solving tools include three unique categories: problem solving diagrams, problem solving mind maps, and problem solving software solutions.

They include:

• Fishbone diagrams
• Strategy maps
• Mental maps
• Concept maps
• Layered process audit software
• Charting software
• MindManager

In this article, we’ve put together a roundup of versatile problem solving tools and software to help you and your team map out and repair workplace issues as efficiently as possible.

Let’s get started!

Problem solving diagrams

Mapping your way out of a problem is the simplest way to see where you are, and where you need to end up.

Not only do visual problem maps let you plot the most efficient route from Point A (dysfunctional situation) to Point B (flawless process), problem mapping diagrams make it easier to see:

• The root cause of a dilemma.
• The steps, resources, and personnel associated with each possible solution.
• The least time-consuming, most cost-effective options.

A visual problem solving process help to solidify understanding. Furthermore, it’s a great way for you and your team to transform abstract ideas into a practical, reconstructive plan.

Here are three examples of common problem mapping diagrams you can try with your team:

1. Fishbone diagrams

Fishbone diagrams are a common problem solving tool so-named because, once complete, they resemble the skeleton of a fish.

With the possible root causes of an issue (the ribs) branching off from either side of a spine line attached to the head (the problem), dynamic fishbone diagrams let you:

• Lay out a related set of possible reasons for an existing problem
• Investigate each possibility by breaking it out into sub-causes
• See how contributing factors relate to one another

Fishbone diagrams are also known as cause and effect or Ishikawa diagrams.

2. Flowcharts

A flowchart is an easy-to-understand diagram with a variety of applications. But you can use it to outline and examine how the steps of a flawed process connect.

Made up of a few simple symbols linked with arrows indicating workflow direction, flowcharts clearly illustrate what happens at each stage of a process – and how each event impacts other events and decisions.

3. Strategy maps

Frequently used as a strategic planning tool, strategy maps also work well as problem mapping diagrams. Based on a hierarchal system, thoughts and ideas can be arranged on a single page to flesh out a potential resolution.

Once you’ve got a few tactics you feel are worth exploring as possible ways to overcome a challenge, a strategy map will help you establish the best route to your problem-solving goal.

Problem solving mind maps

Problem solving mind maps are especially valuable in visualization. Because they facilitate the brainstorming process that plays a key role in both root cause analysis and the identification of potential solutions, they help make problems more solvable.

Mind maps are diagrams that represent your thinking. Since many people struggle taking or working with hand-written or typed notes, mind maps were designed to let you lay out and structure your thoughts visually so you can play with ideas, concepts, and solutions the same way your brain does.

By starting with a single notion that branches out into greater detail, problem solving mind maps make it easy to:

• Explain unfamiliar problems or processes in less time
• Share and elaborate on novel ideas
• Achieve better group comprehension that can lead to more effective solutions

Mind maps are a valuable problem solving tool because they’re geared toward bringing out the flexible thinking that creative solutions require. Here are three types of problem solving mind maps you can use to facilitate the brainstorming process.

4. Mental maps

A mental map helps you get your thoughts about what might be causing a workplace issue out of your head and onto a shared digital space.

Because mental maps mirror the way our brains take in and analyze new information, using them to describe your theories visually will help you and your team work through and test those thought models.

5. Idea maps

Idea maps let you take advantage of a wide assortment of colors and images to lay down and organize your scattered thought process. Idea maps are ideal brainstorming tools because they allow you to present and explore ideas about the best way to solve a problem collaboratively, and with a shared sense of enthusiasm for outside-the-box thinking.

6. Concept maps

Concept maps are one of the best ways to shape your thoughts around a potential solution because they let you create interlinked, visual representations of intricate concepts.

By laying out your suggested problem-solving process digitally – and using lines to form and define relationship connections – your group will be able to see how each piece of the solution puzzle connects with another.

Problem solving software solutions

Problem solving software is the best way to take advantage of multiple problem solving tools in one platform. While some software programs are geared toward specific industries or processes – like manufacturing or customer relationship management, for example – others, like MindManager , are purpose-built to work across multiple trades, departments, and teams.

Here are three problem-solving software examples.

7. Layered process audit software

Layered process audits (LPAs) help companies oversee production processes and keep an eye on the cost and quality of the goods they create. Dedicated LPA software makes problem solving easier for manufacturers because it helps them see where costly leaks are occurring and allows all levels of management to get involved in repairing those leaks.

8. Charting software

Charting software comes in all shapes and sizes to fit a variety of business sectors. Pareto charts, for example, combine bar charts with line graphs so companies can compare different problems or contributing factors to determine their frequency, cost, and significance. Charting software is often used in marketing, where a variety of bar charts and X-Y axis diagrams make it possible to display and examine competitor profiles, customer segmentation, and sales trends.

9. MindManager

No matter where you work, or what your problem-solving role looks like, MindManager is a problem solving software that will make your team more productive in figuring out why a process, plan, or project isn’t working the way it should.

Once you know why an obstruction, shortfall, or difficulty exists, you can use MindManager’s wide range of brainstorming and problem mapping diagrams to:

• Find the most promising way to correct the situation
• Activate your chosen solution, and
• Conduct regular checks to make sure your repair work is sustainable

MindManager is the ultimate problem solving software.

Not only is it versatile enough to use as your go-to system for puzzling out all types of workplace problems, MindManager’s built-in forecasting tools, timeline charts, and warning indicators let you plan, implement, and monitor your solutions.

By allowing your group to work together more effectively to break down problems, uncover solutions, and rebuild processes and workflows, MindManager’s versatile collection of problem solving tools will help make everyone on your team a more efficient problem solver.

Download a free trial today to get started!

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MindManager® helps individuals, teams, and enterprises bring greater clarity and structure to plans, projects, and processes. It provides visual productivity tools and mind mapping software to help take you and your organization to where you want to be.

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How to build a fishbone diagram and get the most out of it

No business operates without problems along the way. But to solve them in time, you’ll need to be able to determine the cause quickly. That’s where using a fishbone diagram comes in.

A fishbone diagram , also known as the Ishikawa diagram or cause-and-effect diagram, is a tool you can use to visualize all of a problem’s potential causes, allowing you to discover the root causes and identify the best possible solution.

We put this guide together to show you how to make a fishbone diagram based on a fictional problem we’ll be investigating: why a software company’s customer churn is so high.

Let’s get started.

Step 1 – Define the problem

The first step to solving any problem – and the key to learning how to make a fishbone diagram – is correctly defining it. A clearly defined problem makes it easier to identify causes. It also encourages us to determine whether there’s even a problem to begin with.

In this case, the problem we’ve identified is that 40% of users cancel their subscriptions after the first month — which keeps us from reaching our goal of keeping cancellations below 20%. Now that we’ve identified our main problem, we can go ahead and add that to the fishbone diagram.

Problem definition tips:

• If you’re using the fishbone diagram to design a process or increase productivity, it’s just as important to correctly define your output. Your goals should be objective and achievable.
• Place the problem (the fish head) on one side of the diagram, and build the rest of the diagram (the fish bones) out to its left or right. The idea is that the “fish bones” indicate the impact of the causes.
• Place the causes with the biggest impact closer to the fish head and the causes with the smaller impact further away.

Step 2 – Decide on key categories of causes

Next, decide what areas of the problem are key to determining the actual cause. Going back to our example of investigating a high churn rate, here are three areas worth looking into:

• Subscription system

Once you start considering potential causes, you might find that most of them fall within one of these three categories. But you can always add more categories if needed. For example, If you think marketing impacted your retention figures, you could add that as a fourth area.

You can have as many areas as you need to. But to keep things simple, we recommend limiting yourself to no more than 10 — especially since we’re only learning how to make a fishbone diagram with this example.

Step 3 – Determine the actual causes of the problem

Now that you’ve defined the key areas to look into, let’s go through each one to determine all the individual influences that can affect our output. Look at each category and list every possible cause you can think of.

Looking at the subscription system, some possible causes include:

• We aren’t offering enough payment options
• The payment and registration systems are difficult to navigate
• Credit cards expire, voiding renewal
• The system doesn’t send out reminders for renewals.

When considering the user, potential causes include:

• Users don’t understand the full benefit of the software
• Users don’t know how to use all the functions
• Users experience delays when contacting support
• Users don’t use the software continuously, only requiring it for a few days at a time
• Users forget about the product.

When it comes to the software itself, potential causes may be:

• The software is unstable and crashes regularly
• The software is difficult to use
• Software installation requires multiple plugins to function well
• Key functionality requires additional subscriptions
• The software is insecure.

These are just a few potential causes. You should fill your fishbone diagram with as many different causes as you can come up with. Note that not every area of your diagram needs to have causes. Some might even have more causes than others.

Regardless, you now have a starting point to determine root causes. To keep going, investigate each cause to establish its actual effect on your output.

Tips to determine the actual cause:

• Run a brainstorming session or lay out a process map to generate better causes for your fishbone diagram
• Invite other team members in the process to make sure you’ve identified all the potential causes
• Some causes may have multiple sub-causes. Expand your fishbone diagram as needed to encompass all possible causes.

Step 4 – Using tools to plan the way forward

Remember, a fishbone diagram helps identify a problem’s causes. It doesn’t lead to solutions on its own. In fact, part of learning how to make a fishbone diagram is knowing what other tools you can use to identify causes more effectively.

Here are a few more tools to help you take your fishbone diagram to the next level:

Process Map

A process map is a flowchart of a specific system, showing all its inputs and outputs. It works best in areas like the manufacturing industry, where each product has a clearly defined process with multiple steps.

Process mapping involves looking at each step of the process one by one and listing all the potential influences. In an actual manufacturing environment, this may include being present on the production line and viewing the system, taking notes as you go through the process.

A process map is very effective at making sure you consider all the steps and influences involved in a system. In other words, it helps you clearly identify potential causes and add them to your fishbone diagram.

Brainstorming

Brainstorming is a fairly common tool in modern businesses. Instead of considering all the factors of a fishbone diagram by yourself, include others in the process. When working alone, it’s easy to overlook certain areas and completely miss others.

That’s why it’s worth making sure your  brainstorming session  takes the shape of a clearly-defined meeting. Have someone lead the session, taking note of any ideas team members offer up and leaving room for discussion. The goal is to end the brainstorming session with a list of causes to add to your fishbone diagram.

Once you’ve filled out your fishbone diagram, make sure everyone’s on the same page about how to follow up — whether it’s about delegating tasks or setting clear deadlines.

Tips for planning next steps:

• Not sure what causes to investigate? Collaborate with your team members on developing a cause-and-effect matrix. This way, you’ll get to rank causes by priority based on your team’s experience.
• Want to address a problem’s root cause and not just its symptom? Use our 5 Whys Template to take a closer look.
• How to make a fishbone diagram in a remote team

A fishbone diagram is more effective when multiple people get involved in creating it. But if your team works in remote and hybrid settings, you’ll need a tool designed to facilitate seamless collaboration.

Miro’s visual workspace is built for collaboration, making it easy to make a fishbone diagram together in real time — even if you aren’t in the same room. Seamlessly build diagrams using our intuitive, automated diagramming tools and our drag-and-drop, infinite canvas.

Not sure how to make a fishbone diagram from scratch? Save time using our free Fishbone Diagram Template . It’s fully customizable, allowing your team to add as much detail as you want and adjust its look and feel.

Tips for collaborating on a fishbone diagram in Miro:

• Invite your team to edit your board with you in real-time
• Invite stakeholders to view and comment on your Miro board for instant feedback
• Differentiate ideas by color-coding them
• Use frames to present your fishbone diagram and easily export it as a PDF or image
• Use sticky notes to add important context when building your fishbone diagram

Above all, avoid trying to build your fishbone diagram too quickly. Take the time to understand all the contributing factors, and make sure that anything you add to the fishbone diagram adds value.

• When to use a fishbone diagram?

Though fishbone diagrams were originally meant for problem-solving, they’re far more versatile — helping you break down any process or system into its contributing factors.

Here are a few use cases where knowing how to make a fishbone diagram comes in handy:

• To analyze a problem statement
• To brainstorm the causes of the problem (root cause analysis)
• To analyze a new design
• Process improvement
• Quality improvement

When in doubt, talk to your team to clarify the problem you’re investigating and how a fishbone diagram would help.

Miro is your team's visual platform to connect, collaborate, and create — together.

Join millions of users that collaborate from all over the planet using Miro.

• Step 1 – Define the problem
• Step 2 – Decide on key categories of causes
• Step 3 – Determine the actual causes of the problem
• Step 4 – Using tools to plan the way forward

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

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

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

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

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

Let’s get started! 

How do you identify problems?

How do you identify the right solution.

• Tips for more effective problem-solving

Complete problem-solving methods

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

Problem-solving warm-up activities

Closing activities for a problem-solving process.

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

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

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

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

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

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

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

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

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

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

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

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

Tips for more effective problem solving

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

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

Clearly define the problem

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

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

Don’t jump to conclusions

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

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

Try different approaches  

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

Don’t take it personally 

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

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

Get the right people in the room

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

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

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

Document everything

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

Bring a facilitator 

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

Develop your problem-solving skills

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

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

Design a great agenda

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

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

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

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

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

Design Sprint 2.0

• Open Space Technology

1. Six Thinking Hats

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

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

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

2. Lightning Decision Jam

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

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

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

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

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

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

3. Problem Definition Process

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

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

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

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

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

4. The 5 Whys 

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

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

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

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

5. World Cafe

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

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

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

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

6. Discovery & Action Dialogue (DAD)

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

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

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

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

7. Design Sprint 2.0

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

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

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

8. Open space technology

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

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

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

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

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

Techniques to identify and analyze problems

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

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

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

Let’s take a look!

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

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

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

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

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

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

10. The Creativity Dice

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

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

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

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

11. Fishbone Analysis

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

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

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

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

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

12. Problem Tree 

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

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

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

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

13. SWOT Analysis

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

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

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

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

14. Agreement-Certainty Matrix

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

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

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

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

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

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

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

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

16. Speed Boat

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

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

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

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

17. The Journalistic Six

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

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

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

18. LEGO Challenge

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

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

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

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

19. What, So What, Now What?

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

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

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

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

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

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

20. Journalists  

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

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

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

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

Problem-solving techniques for developing solutions 

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

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

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

21. Mindspin  

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

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

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

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

22. Improved Solutions

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

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

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

23. Four Step Sketch

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

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

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

24. 15% Solutions

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

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

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

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

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

25. How-Now-Wow Matrix

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

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

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

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

26. Impact and Effort Matrix

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

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

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

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

27. Dotmocracy

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

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

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

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

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

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

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

28. Check-in / Check-out

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

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

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

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

29. Doodling Together  

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

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

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

30. Show and Tell

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

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

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

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

31. Constellations

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

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

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

32. Draw a Tree

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

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

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

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

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

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

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

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

How do I conclude a problem-solving process?

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

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

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

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

33. One Breath Feedback

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

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

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

34. Who What When Matrix 

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

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

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

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

35. Response cards

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

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

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

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

Save time and effort discovering the right solutions

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

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

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

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

Over to you

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

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

thank you very much for these excellent techniques

Certainly wonderful article, very detailed. Shared!

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Maths with David

Problem solving. draw diagram.

In mathematics, diagrams are often a useful way of organising information and help us to see relationships. A diagram can be a rough sketch, a number line, a tree diagram or two-way table, a Venn diagram, or any other drawing which helps us to tackle a problem.

Labels (e.g. letters for vertices of a polygon) are useful in a diagram to help us be able to refer to items of interest.

A diagram can be updated as we find out new information.

Examples of using a diagram to tackle a problem

First we will read all three examples and have a quick think about them and then we will look at how a diagram can help us with each one:

Restaurant Example

A restaurant offers a “business lunch” where people can choose either fish or chicken or vegetables for their main course, accompanied by a side portion of rice, chips, noodles or salad. How many different combined meals can they choose between?

Rectangle Area Example

To the nearest centimetre, the length and width of a rectangle is 10cm and 8cm.

• What are the limits of accuracy for the area of the rectangle?
• the lengths of the sides?

Prime Numbers Example

Masha says that if she writes out numbers in rows of six then all of the prime numbers will either be in the column that has 1 at the top, or they will be in the column that has 5 at the top. How can you find out if she is correct?

Worked Solutions to Examples

One way to tackle this would be to write out a list, being systematic to ensure that all combinations are considered.

Another is to draw out a diagram like the one below. As shown, you actually don’t need to finish the diagram in order to conclude how many combinations there are:

You could also use a 2-way table as shown below:

Drawing a rough sketch of the rectangle labelled with the boundaries of its side lengths can really help us to visualise the situation here:

It can then be helpful to draw sketches of the smallest possible rectangle and the largest possible rectangle:

We can now answer the questions, so (a) the smallest possible area is 7.5 x 9.5 = 71.25cm 2 and the largest “possible” area is 8.5 x 10.5 = 89.25cm 2 . So the limits of accuracy are [71.25,89.25) cm 2 .

For (b), we can see from the sketches that the difference between the minimum and the maximum values is 1cm in the case of both the width and the lenght. For part (ii) we simply subtract the numbers above to give 89.25-71.25 = 18cm 2 .

Here, listing out numbers, especially for the first few is going to be helpful. We should list them as specified in the question, and we can highlight the prime numbers:

Because we know that no even numbers other than 2 are prime, we know that further prime numbers cannot be in the second, fourth or sixth column. The third column keeps adding 6s, so it is adding multiples of 3 to multiples of 3, so the numbers will always be divisible by 3, so further numbers in this column cannot be prime. So she is correct that the prime numbers must be in the first or the fifth column.

31 Questions of increasing difficulty

1.) In a cement factory, cement bags are placed on pallets made of planks of wood and bricks. The number of bricks needed to make a pallet is calculated as being one more than the length of the plank in metres (as shown below):

a.) What length of pallet uses five bricks?

b.) If the pallet is 7m long, how many bricks are used in it?

The factory needs pallets with a total length of 15m for the next batch of cement. It has planks of wood that are 4m long and 3m long.

c.) What combinations of planks can they have?

d.) How many bricks would be needed for each combination?

2.) Sonia wants to plant an apple tree in her garden. She needs to make sure that there is a circular area of lawn with diameter 3m around the base of the tree, so that all of the fruit will fall onto the lawn area.

Below is a (not to scale) sketch of Sonia’s garden:

Where could the tree be placed to meet her requirements?

3.) The diagram below represents towns A and B in a mountainous region:

The mountain rescue helicopters from both towns will always be sent to rescue any casualty within a 25km radius of town A or town B. The fire and rescue team from town B will travel to any accident scene closer to town B than town A.

Shade the region that the helicopters and town B’s fire an rescue team will both cover.

4.) A rectangle has length (2x+3) and width (x-1).

a.) Write an expression for the perimeter of the rectangle.

b.) Write an expression for the area of the rectangle.

The area of the rectangle is 250cm 2 .

c.) How long is the longest side?

d.) What is the perimeter of the rectangle?

5.) The probability that Hannah catches the 6.30am train to the city is 0.7.

If she misses the train, she will be late for work.

The probability that the train will be late is 0.15.

If the train is late, she will be late for work.

What is the probability that Hannah will be on time for work on a particular day?

Worked Solutions to Questions

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What is a Cause and Effect Diagram? Definition, Examples, Benefits, and Analysis

By Paul VanZandt

Published on: April 20, 2024

What is a Cause and Effect Diagram?

A Cause and Effect Diagram, also known as a Fishbone Diagram or Ishikawa Diagram, is defined as a visual tool used to identify and organize potential causes of a specific problem or effect. It helps teams systematically analyze the root causes of an issue by visually representing the various factors that may contribute to it.

The diagram is called a “Fishbone Diagram” because of its appearance, resembling the skeleton of a fish with the problem or effect at the head and the potential causes branching off like fishbones.

Key components of a Cause and Effect Diagram include:

• Problem or Effect: At the head of the diagram, the problem or effect being analyzed is clearly stated. This could be a specific issue, symptom, or outcome that the team wants to understand and address.
• Major Categories or Causes: The main branches of the diagram represent major categories or factors that could contribute to the problem. These categories are typically identified based on common themes or areas of concern related to the problem being analyzed. Common categories include people, processes, equipment, environment, and materials.
• Sub-Causes or Factors: Each major category is further broken down into sub-causes or factors that may contribute to the problem. These are represented as smaller branches stemming from the main branches. The sub-causes represent specific aspects or elements within each category that could potentially influence the problem.
• Analysis and Discussion: Once the diagram is completed, the team engages in analysis and discussion to identify potential causes and relationships between them. They consider factors such as frequency, impact, and interdependencies to determine which causes are most likely to be contributing to the problem.
• Action Planning: Based on the analysis, the team identifies potential solutions or corrective actions to address the root causes identified in the diagram. These actions may target specific causes or address broader issues within the organization or process.

The Cause and Effect Diagram is a versatile tool that can be used in various problem-solving and improvement initiatives, including quality management, process improvement, root cause analysis, and project management. It encourages collaboration, brainstorming, and structured analysis, enabling teams to gain deeper insights into complex problems and develop effective solutions.

3 Examples of Cause and Effect Diagram

Here are a few examples of Cause and Effect Diagrams in different contexts:

1. Manufacturing Defects:

• Problem: Defects in manufactured products.
• Major Categories: Materials, Methods, Machinery, Manpower, Measurement, Environment.
• Materials: Poor quality raw materials, incorrect material specifications.
• Methods: Inadequate manufacturing processes, lack of standard operating procedures.
• Machinery: Equipment malfunctions, insufficient maintenance.
• Manpower: Lack of training, human error.
• Measurement: Inaccurate measurement tools, inconsistent measurement techniques.
• Environment: Temperature variations, humidity levels.
• Analysis and Discussion: Team members analyze potential causes within each category and identify root causes contributing to defects, such as equipment malfunctions or insufficient training.

2. Customer Complaints in a Service Industry:

• Problem: High number of customer complaints.
• Major Categories: People, Processes, Policies, Procedures, Physical Evidence, Product/Service Quality.
• People: Inadequate training, poor communication skills.
• Processes: Inefficient service delivery processes, lack of standardized procedures.
• Policies: Unclear or outdated policies, restrictive policies.
• Procedures: Ambiguous procedures, procedural bottlenecks.
• Physical Evidence: Poor facility maintenance, inadequate facilities.
• Product/Service Quality: Defective products, inconsistent service quality.
• Analysis and Discussion: Team members explore potential causes within each category and identify opportunities for improvement, such as enhancing training programs or streamlining service processes.

3. Project Delays:

• Problem: Delays in completing project milestones.
• Major Categories: People, Processes, Resources, Requirements, Risks.
• People: Lack of skills or expertise, team member turnover.
• Processes: Inefficient project management practices, scope creep.
• Resources: Insufficient budget, equipment shortages.
• Requirements: Unclear project requirements, changing client needs.
• Risks: Unforeseen risks, inadequate risk management.
• Analysis and Discussion: Team members identify potential causes within each category and develop strategies to mitigate risks and streamline project processes.

These examples demonstrate how Cause and Effect Diagrams can be used to systematically analyze complex problems, identify root causes, and develop effective solutions across various industries and domains.

Cause and Effect Diagram Benefits

Cause and Effect Diagrams offer several benefits for problem-solving, analysis, and decision-making processes within organizations:

• Structured Analysis: Cause and Effect Diagrams provide a structured framework for analyzing complex problems by breaking them down into manageable components. By categorizing potential causes into major categories and sub-causes, teams can systematically explore and understand the various factors contributing to the problem.
• Visual Representation: The visual nature of Cause and Effect Diagrams makes it easier for teams to understand and communicate the relationships between different causes and the problem or effect being analyzed. The diagram provides a clear and concise representation of the cause-and-effect relationships, enhancing clarity and facilitating collaboration among team members.
• Brainstorming Tool: Cause and Effect Diagrams serve as effective brainstorming tools for generating ideas and hypotheses about potential causes of a problem. Teams can use the diagram to capture and organize insights from diverse perspectives, stimulating creative thinking and exploration of different possibilities.
• Identification of Root Causes: By systematically analyzing potential causes within each category, Cause and Effect Diagrams help teams identify root causes—the underlying factors that contribute most significantly to the problem. This enables teams to focus their efforts on addressing the root causes rather than merely addressing symptoms or superficial issues.
• Problem-Solving Facilitation: Cause and Effect Diagrams facilitate problem-solving discussions and decision-making processes within teams. They provide a visual framework for structuring discussions, guiding analysis, and prioritizing actions, fostering consensus-building and alignment among team members.
• Prevention of Recurrence: By identifying and addressing root causes, Cause and Effect Diagrams help organizations prevent the recurrence of problems in the future. By implementing corrective actions targeted at addressing underlying issues, organizations can improve processes, systems, and practices to enhance overall performance and reliability.
• Continuous Improvement: Cause and Effect Diagrams support a culture of continuous improvement by enabling organizations to systematically identify and address problems and inefficiencies. By regularly using Cause and Effect Diagrams as part of problem-solving and root cause analysis initiatives, organizations can drive ongoing improvements in quality, efficiency, and effectiveness.
• Cross-Functional Collaboration: Cause and Effect Diagrams encourage cross-functional collaboration by involving stakeholders from different departments or areas of expertise in problem-solving efforts. By bringing together diverse perspectives and knowledge, teams can gain a comprehensive understanding of the problem and develop holistic solutions that address multiple facets of the issue.

Overall, Cause and Effect Diagrams serve as valuable tools for problem-solving, analysis, and decision-making processes within organizations, helping teams identify root causes, develop effective solutions, and drive continuous improvement.

10 Problem-Solving Cause and Effect Diagram Analysis

Cause and Effect Diagram Analysis involves systematically examining the potential causes of a problem or effect depicted in a Cause and Effect Diagram (also known as a Fishbone Diagram or Ishikawa Diagram). Here’s a step-by-step guide to conducting Cause and Effect Diagram Analysis:

• Review the Diagram:

Start by reviewing the completed Cause and Effect Diagram, focusing on the problem or effect identified at the head of the diagram and the major categories and sub-causes branching off from it.

• Identify Potential Causes:

Examine each major category and its corresponding sub-causes to identify potential factors that may contribute to the problem or effect being analyzed. Consider both internal and external factors that could influence the outcome.

• Prioritize Causes:

Prioritize potential causes based on their relevance, likelihood, and impact on the problem or effect. Focus on identifying root causes—the underlying factors that contribute most significantly to the problem—rather than superficial or secondary causes.

• Analyze Relationships:

Analyze the relationships between different causes and the problem or effect. Consider how each cause may interact with or influence other causes, leading to the observed outcome. Look for patterns, dependencies, and correlations among the identified causes.

• Probe Deeper:

For each potential cause, probe deeper to understand the underlying mechanisms or reasons behind it. Ask “why” multiple times to uncover the root cause behind each identified factor. This iterative process of asking “why” helps trace the causal chain back to its source.

• Gather Data:

Gather relevant data and evidence to support or refute each potential cause identified in the diagram. Use data analysis techniques such as statistical analysis, trend analysis, or root cause analysis tools to validate assumptions and hypotheses.

• Verify Assumptions:

Verify assumptions and hypotheses about potential causes through observation, experimentation, or consultation with subject matter experts. Test hypotheses and gather feedback to confirm or revise your understanding of the causal relationships.

• Document Findings:

Document the findings of the analysis, including the identified causes, their relationships, and the evidence supporting each cause. Summarize the key insights and conclusions drawn from the analysis, highlighting the most significant root causes and their implications.

• Develop Action Plan:

Based on the analysis, develop an action plan to address the root causes identified in the diagram. Identify specific actions, initiatives, or interventions aimed at mitigating or eliminating the root causes and improving the situation. Delegate responsibilities, define timelines, and establish metrics for monitoring progress.

• Iterate and Improve:

Continuously monitor the effectiveness of the action plan and adjust strategies as needed. Iterate the Cause and Effect Diagram analysis process to incorporate new insights, feedback, and lessons learned over time. Strive for continuous improvement by addressing underlying issues and preventing recurrence of the problem.

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How to create a problem-solving flow chart

Problem-solving is one of those topics that we’ve often discussed on this site (check out our Problem Solving guide ). We think it’s one of  THE  vital skills of business. Why? Because you’ll come across problems every day, and you need to arm yourself with the right tools to solve them.

A problem-solving flowchart is one of those tools. It’ll help you take a problem statement, break the problem down into likely causes helping you get to the bottom of what’s gone wrong.

In this post, we’ll cover

• What is a Problem Solving Flow Chart
• How to create a Problem Solving flow chart
• Example 1 of Problem Solving flow chart
• Example 2 of Problem Solving Flow chart
• What flow chart shapes to use
• When should you use a flow chart
• 7 tips on creating your Problem Solving chart

Key Benefits & Likely issues with the tool

Let’s get started!

What is a Problem Solving Flowchart

A Problem Solving flow chart is a diagram that uses shapes, arrows, and text to show a moving sequence of actions and/or activities that help solve a problem.  

How to create a Problem Solving flowchart

• Describe your problem.
• Pose Yes/No Questions that can help identify the cause of the problem
• Question each stage of the process until it is fully examined
• Repeat steps 2 & 3 until you have identified a solution
• Try the solution; if it is successful in addressing the root cause, then you’ve fixed your problem. If not, repeat the process until you have a solution that works.

A problem-solving flowchart attempts to identify a root cause/solution to the trigger that is causing the problem allowing you to change the process and prevent the problem from occurring. 

Let’s now demonstrate the effectiveness of a problem solving flowchart by showing some examples.

Example 1 Problem solving flow chart

In our first example, we’re going to start with something simple to show you the principle of the tool.

We have been given a cup of tea and we don’t like it!  

Let’s use a problem-solving flow chart to find out what’s gone wrong.

We’ve used Excel to capture this flow chart using flowchart shapes (insert –> shapes), you can, of course, use other applications to do this, you don’t’ have to have specialized flow chart software to do this. ( there’s a great flowchart in Excel video here ). Or you can simply use a pen and paper.

Use a rectangle and add your problem statement.

Remember to keep your problem statement unambiguous and straightforward. Here we’ve used “I don’t like my cup of tea.”

Now that we’ve got our problem statement, we’re going to start asking questions.

We’re going to examine the variables that go into a cup of tea in an attempt to find out what’s gone wrong.

** TIP** – Work through your process – rather than start from scratch, if you have a documented process, work through that examining each step to ascertain if there are issues. If not, you might find it useful to research and sketch out the process before starting with your flowchart.

We have a process for the cup of tea, which is:

1/ Boil Water

2/ Place Breakfast Tea teabag in the cup

3/ Add Water

4/ Leave to sit for 2 mins

4/ Remove teabag

5/ Add milk

6/ Add sugar

So our problem solving flow chart needs to examine each of those steps to determine where the failure has occurred. 

We’ll add a question shape (diamond), connect out problem statement to it using an arrow to check if we boiled the kettle. Our Diagram will now look like:

As a question, we want two possible routes – Yes and No.

Our process asks us to boil the kettle if we did, and the answer is Yes, then we can go to the next process step.

If the answer is No, then we have a problem. Our tea will be cold. 

Here we can do one of two things. We can terminate the flow chart, or we can add an activity to rectify the problem (this might be to remake the drink or to perhaps heat the drink up in the microwave).

Our flow chart now looks like this:

Step 2 in our Tea making process was to add a Breakfast-tea tea bag.

So, once again, we’ll ask a question about that step.

“Did we add an English Breakfast teabag.”

As before, we’ll use a question shape, using Yes or No answers. If we performed the process step correctly, we’d move on. If we didn’t, we’ll either end the problem solving (we’ve found the root cause), or we’ll add a corrective action.

Now we’ll repeat this process until we’ve reviewed the whole process.

Our finished flowchart looks like this.

However, we’re not finished.

What happens if we follow the flow chart, and we find we didn’t use boiled water. We remake the tea using boiled water, and we still don’t like it?  

We need to ask some further questions.

We need to update our flow chart to validate that we solved the problem and what to do if we didn’t.

So for each step of the process, our problem solving flowchart now looks like this.

Here’s our completed flow chart.

As you can see, we’ve identified the problem, and we’ve described a corrective action.

But there’s a problem here. With this flowchart, you can still follow it, validating the process, and still end up with a cup of tea that’s unsatisfactory. 

Why is that?

Well, it’s perfectly possible that we started out with a process that’s incorrect. What happens if the process called for using an incorrect tea bag from the start?

So we’ll simplify things by adding a block at the end that if you’re still not happy at the end of reviewing the steps, a full review of the process will be undertaken. This is a simple answer to this problem, and I would expect that you would expand this section in more detail if you were creating a flowchart yourself.

So what does a more complex process look like, how about we look at a business problem?

Example 2 Problem Solving flow chart

OK, so example 1 may have been a bit simple, and you are maybe looking for something in a business context.

So in Example 2, let’s look at a scenario that’s a little more complex.

Let’s assume that your organization has received a non-conforming part. You have been assigned to work with the Vendor to:

• Find out what went wrong
• Prevent recurrence

We’re going to use a problem solving flow chart to help us do that.

As with the first example, we’re going to state the problem.

“The part is non conforming.”

Using the production process from the Vendor, we’ll work through the stages to see if we can spot what’s gone wrong.

The diagram below shows an analysis of the first two steps of the production process using a problem-solving flow chart.

The first thing you’ll notice is that on one process step, there may be many questions to ascertain the potential issue.  

Some of these may be complex and require careful thought.

There may be multiple variables (systems, processes, tools, inputs, etc.) that may require attention.

You will need to analyze each process step, in full, to be sure you have caught all the possible causes of the fault.

Which Flow chart shapes should you use.

A problem solving flow chart usually utilizes only a small number of shapes. We show these in the table below.

When should you use a Problem Solving flow chart

There are many many problem tools available.

A flow chart lends itself to be used when:

• You are looking for a tool that is simple to use
• You are looking to use a tool that does not require complex software
• You want to validate a  process.
• You want something that facilitates collaboration
• You want something that you can use to communicate with others

7 Tips on creating great problem solving flow charts

1/ Use standard shapes!

2/ Make it easy to follow!

3/ Keep things on one page

4/ Don’t overload your boxes with text

5/ Go into enough detail. Don’t try and simplify activities as it might hide problems from being seen.

6/ Collaborate. Where you can utilize a team to help document the problem and the activities do so. The more knowledge of the process, the better chance you’ll have of locating the issue.

7/ Use a consistent direction to flow your process, moving things around the page can confuse people who might look at it.

A flow chart can provide you with a great advantage when looking to solve problems. Some of the key benefits include

• A visual aide that’s easy to understand
• Simple to use, does not require hours and hours of training
• A tool that facilitates collaboration
• Effective for aiding communication
• Provides an effective method of analysing a process

However, as with everything, there are some issues to look out for

• Flowchart fails to capture all process steps and therefore root cause analysis is hit and miss
• Lack of knowledge of the process by the individual compiling the flowchart results in inaccurate problem solving
• Inconsistent flow of process makes maps confusing
• Complex processes may be better suited to other tools (fishbone etc)
• Inconsistent formatting and/or use of shapes result in flowchart that is difficult to utilise.

There are a great many tools out there for problem-solving, and flow charts can be used either as a stand-alone tool or conjunction with one of these other tools.

Flowcharts can make for a great problem-solving tool.  

They’re simple to use, effective, and facilitate collaboration.

We hope you’ve found our article useful, in particular the example walkthroughs.

If you’re looking to use the tool, we’d love some feedback from you and hearing how you’ve got on. Why not fire us a message on twitter or use the comments section below.

This article is part of our Problem Solving Guide.   

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Free Editable Problem and Solution Graphic Organizer Examples

Problem and solution diagrams are useful tools that can be used in order to describe an issue or problem along with proposed steps for its elimination as well as a final solution at the end. If you are looking to understand more about problem and solution graphic organizers , keep on reading till the end. In this post, we are going to touch up some base concepts about these organizers while explaining some examples along the way.

1. What is a Problem and Solution Graphic Organizer

In summation, a problem and solution graphic organizer is defined as a graphical representation of a problem-solving process. The diagram involves writing the essence of the problem in the beginning, then suggesting steps for resolving it, and finally coming up with a solution. By using these diagrams, it becomes easy for a person or team to organize the relevant information into an easily perusable and understandable form.

The reason why problem and solution diagrams are so important is that they are easy to read and present. Should an organization face a problem or issue, the relevant team or department can come up with a simple and straightforward graphic organizer that depicts the best route forward while enumerating the steps necessary for taking that certain route.

If there is any modification that needs to be made with a certain aspect of the solution, it can be easily done so since every step will be separately and clearly mentioned.

2. The Problem and Solution Graphic Organizer Examples

Problem and solutions graphic organizers are used for depicting the steps needed for reconciliation when a certain problem arises. If two or more parties are involved in the resolution of any issue, it is important for them to be on the same level of understanding. Similarly, if there is a large organization and there are a lot of people who need to take part in solving the problem, it is essential that each one of them knows and understands what the issue is, what the steps are that are needed for the resolution and what the final solution will be. By using a problem and solution graphic organizer , you can delegate that knowledge and teach a large number of people the protocol that needs to be followed when solving a problem. The graphic organizer can be presented at a meeting or it can be individually given to each of the involved personnel.

Here are some examples of problem and solution diagrams:

Example 1: Problem and Solution Graphic Organizer

This graphic organizer depicts a simple problem and solution layout. In this example, the problem is shown at the top of the page and it is divided into three sections viz. ‘Who?’, ‘What?’ and ‘Why?’

The benefit of this segregation is that it not only helps the user to define the problem, but it also enables them to describe who the problem pertains to, what the problem actually is and why the problem surfaced. The simple method would be to mention the problem all in one go but dividing them like this gives greater clarity into the matter.

Then comes the ‘Possible Solutions’ section. This is where all possible solutions to the problem are discussed and brainstorming is done. After that, the selected/most suitable solution is delineated in the last section.

Example 2: Weekly Problem and Solution Graphic Organizer

In this example, the layout is a little different. This organizer depicts a problem-solving sheet for five days of a week viz. from Monday to Friday. Each day has three columns in front of it which are for "Rough Work/Drawing", "Sum/Number Sentence" and "Answer" respectively. Instead of focusing on a problem and giving a solution to it (as was the case in the previous example), this organizer features a set of columns and rows designed for students to help with their weekly problem-solving. This is namely an activity sheet for kids rather than an actual problem-solving diagram that can be officially used etc. This template can be useful to accomplish something similar to what it is made for i.e. learning and teaching, but it is not suitable for using to depict a certain problem and its solution.

Example 3: Problem & Solution Graphic Organizer

The Problem & Solution Graphic Organizer features a simple problem-solving structure. In this diagram, three boxes on the left are made for the problems while three boxes adjacent to them are for their respective solutions. This design does not have the sequence where the problem first appears followed by the steps of resolution and then the solution. Here, three problems are simultaneously listed with their solutions written directly beside them without any ‘Possible Solutions’ section or steps for resolution.

This sort of graphic organizer can be useful in circumstances where a multitude of problems have arisen at the same time and need to be dealt with swiftly. In such an instance, listing possible alternatives or steps can be arduous, and simply writing the solutions can be much easier.

Example 4: Problem Solution Graphic Organizer

This example features an unusual layout that can be used for problem-solving. Instead of listing the problem, the steps/possible solutions, and then lastly the solution, this example first mentions the problem and then three 'Goals' in the form of 'Event # 1, 2, and 3'. In the 'Event' spaces, you can put in the outcomes you require or the situations you need to find yourself in after resolving the problem. Hence, you would be enumerating the goals you need to achieve by solving the problem.

After the ‘Goals’, the ‘Resolution’ section is given. In this section, one could write the actual steps or procedure that needs to be followed to meet the above ‘Goals’. This template can be more suitable for intricate issues rather than simple problems that require a one-line solution.

Example 5: Problem and Solution Graphic Organizer Example

In this example, a very practical and useful approach is used. As we saw before, enumeration of possible solutions is useful for brainstorming and selecting the best one of the lot. This example makes it really easy and simple to compare alternative solutions. It first depicts the problem at the start of the page. Then, three choices are listed underneath the problem. For each choice, a ‘Pros/Cons’ list is given. Finally, in the end, there is a 'Solution' section where you can write the choice you selected and why it is the best one.

By listing the pros and cons of each choice, it can be established which route or plan of action is the most suited and beneficial. The choice which has the most pros and least number of cons can be easily selected.

Example 6: Problem and Solution Graphic Organizer PDF

This graphic organizer is labeled 'Compare and Contrast'. In this example, there are two different sets of problems and solutions. Each set starts off with the 'Text', succeeded by the 'Problem' and then the solution.

In each of the sets, the problem can be described along with the suggested solution. Being two, these problems and solutions can be compared with each other. This sort of graphic organizer can be suitable for specific situations which involve the comparison and matching of more than one problem/solution. This template can also be used to match the alternate solutions to a single problem but the problem part in both sections would have to be identical.

Example 7: Problem and Solution Worksheets

The next example on our list is the Problem and Solution Worksheet. The worksheet is an activity for students and is not exactly a template that can be used freely for any other situation, circumstance, or problem. In this worksheet, there are four sections, each of which contains a certain scenario. In each section, the problem is required and then the solution.

This activity is beneficial for teaching children about problem and solution organizers and the basics of problem-solving. Although the scenario in each section has been explicitly mentioned, it is still required of the students to point out which part is the problem and which part is the solution. This improves their identification skills.

Example 8: Problem and Solution Reading Comprehension Worksheet

This worksheet is also a suitable example to include in this list. The purpose of this worksheet is to tell students to find problems or issues in the story’s character and to list those issues along with their possible solutions.

Albeit with specific instruction, this worksheet also falls in the category of problem and solution graphic organizers. There are three different problems that need to be identified. Three solutions need to be given for each respective problem.

This example has a simple layout unlike some of the more complicated ones we have seen on this list. The worksheet simply requires the students to point out the problem and to suggest a solution. No alternatives are explored, nor are any pros and cons mentioned.

Example 9: Story Elements - Problem and Solution worksheet

This worksheet does not fall in the strict category of graphic organizers. This is a class activity that requires the student to match the problems to suitable solutions. In this example, the problems are given on the left hand and the solutions are given on the right. The solutions and problems are written all jumbled up and are not written adjacent to one another.

This sort of worksheet can be a useful tool in teaching kids the concept behind problem-solving. This example can be a stepping stone using which the students can, later on, realize how they have to present a solution to any problem that they face.

3. Online Problem and Solution Graphic Organizer Maker

Now that we have some idea of what these organizers are, let’s get to the part where we actually make one. If you are looking to make an organizer similar to the examples we saw above, simply head over to EdrawMax Online . At EdrawMax Online, there is a large variety of charts, drawings, and diagrams that you can make. The software is totally online, and it has a user-friendly interface. Shapes can be added from the library by simply dragging them over to the desired spot on the canvas. If you don’t want to make a layout from scratch, you can go to the template gallery and pick a pre-made organizer to edit as your own.

4. Key Takeaways

Problem and Solution Graphic Organizers are great tools that you can use for problem-solving. By mentioning the problem at hand, the steps needed for its resolution, and the selected solution, you can come up with a clear and concise representation of a problem-solving process. EdrawMax Online is your go-to place for making diagrams, drawings, and graphic organizers. The software is cloud-based and offline use available, free, and easy to use and it can convert your file into your desired format. You can find out more graphic organizer examples in the Template Gallery.

Related Articles

Ishikawa Diagram: Examples and Applications

By Status.net Editorial Team on May 18, 2023 — 9 minutes to read

Ishikawa diagrams, also known as Fishbone diagrams or Cause-and-effect diagrams, are essential tools in the world of quality management and problem-solving. Developed by Dr. Kaoru Ishikawa in the 1960s, these diagrams provide a visual representation of factors contributing to a specific outcome. By analyzing the various causes and effects, teams can identify root problems and implement effective solutions.

Organizations across diverse industries use Ishikawa diagrams to identify potential causes of issues and simplify complex problems. By categorizing causes into groups, such as equipment, processes, people, or materials, teams can better pinpoint the root causes of an issue. This structured approach enables organizations to develop targeted solutions, improving efficiency and productivity.

For example, a manufacturing company might use an Ishikawa diagram to determine the factors causing delays in its production line. By breaking down the possible causes into categories like equipment, workforce, and materials, management can address specific concerns and optimize the overall production process. Similarly, a software development team could use this method to identify and address the root causes of recurring bugs, ultimately enhancing the quality of the final product.

See also: Fishbone Diagram (Components, Factors, Examples)

• 5 Whys: How to Uncover Root Causes [Examples]

History and Background

Kaoru Ishikawa, a Japanese quality control expert, introduced the Ishikawa Diagram in the 1960s. His aim was to provide a visual representation of the potential causes of a specific problem or event, making it easier for teams to identify and address issues. This method has since become popular in various industries to analyze and solve complex problems.

The Ishikawa Diagram, also known as the fishbone diagram or cause-and-effect diagram, is a graphical representation of the relationship between a problem’s root causes and its effects. It is a simple and effective tool for process improvement and quality management. The diagram is designed to encourage systematic and comprehensive problem-solving by exploring all possible factors contributing to the issue, ensuring that no element is overlooked.

With this tool, teams can quickly identify the root causes of a problem or inefficiency in a process. By addressing these causes, organizations can make improvements that lead to better performance and higher quality outcomes. The Ishikawa Diagram is an effective method for identifying root causes and driving continuous improvement in various industries, such as manufacturing, healthcare, and service sectors.

• One example of the Ishikawa Diagram in action is in a manufacturing plant experiencing a decline in product quality. By utilizing the diagram, the team can identify factors such as ineffective training, outdated equipment, and poor communication as potential root causes. By addressing these issues, the plant can work to improve the overall quality of its products.
• Another example is in the healthcare industry, where a hospital may use the Ishikawa Diagram to analyze patient wait times. By exploring contributing factors such as staff shortages, patient volume, or outdated scheduling software, the hospital can pinpoint the areas that require improvement and work on solutions to reduce wait times for patients.
• Another example: a service-oriented business, such as a restaurant, can use the Ishikawa Diagram to investigate customer dissatisfaction. Factors such as slow service, unappetizing food, or an unclean environment can be identified and addressed, resulting in an improved dining experience and increased customer satisfaction.

Fundamentals

Fishbone diagram.

Another name for the Ishikawa Diagram is the Fishbone Diagram. Its name stems from its resemblance to a fish skeleton, with the main “spine” representing the problem and the branches illustrating the causes. The diagram’s primary purpose is to find the root causes and determine how to resolve them to improve a process or situation.

When trying to improve customer satisfaction, a company might create a Fishbone Diagram to identify potential causes of dissatisfaction and develop strategies to enhance customer experience.

Learn more: Fishbone Diagram (Components, Factors, Examples)

Seven Basic Quality Tools

The Ishikawa Diagram is among the Seven Basic Quality Tools, a set of simple and effective methods used to identify, analyze, and resolve quality-related problems. These tools are essential for process improvement and are widely used in manufacturing, engineering, and other industries.

Some examples of the Seven Basic Quality Tools include flowcharts, check sheets, and Pareto charts, which are all applied to streamline processes and improve efficiency.

Categories of Causes

The Ishikawa Diagram organizes causes by categories to simplify analysis and discussion. These categories vary depending on the industry or problem under consideration, such as materials, methods, machines, and people in the manufacturing sector. By breaking down the causes into categories, the diagram helps teams trace the root of a problem and develop targeted solutions.

For example, a software development team might categorize causes as people, process, and technology when examining the reason behind project delays. This categorization allows the team to pinpoint specific areas for improvement and develop appropriate action plans.

Applications and Benefits

Problem solving and root cause analysis.

Ishikawa diagrams allow teams to visualize the relationship between a problem statement and its potential causes. By identifying root causes through cause and effect analysis, organizations can focus on addressing these fundamental issues, leading to more effective problem solving. Quality circles often use Ishikawa diagrams to collaborate on problem identification and the development of solutions.

• Troubleshooting a drop in manufacturing productivity.
• Identifying factors causing a high employee turnover rate.
• Uncovering reasons for customer dissatisfaction with a service.

Quality Control and Management

Ishikawa diagrams are often used in quality control and management processes. By mapping out potential causes of defects or errors, teams can target specific areas for improvement, reducing the likelihood of future issues. This approach enables a proactive stance on quality management, minimizing costs and optimizing production processes.

• Identifying sources of variation in product dimensions.
• Pinpointing reasons for inconsistent product quality.
• Addressing potential causes of delayed shipments.

Product Development

In product development, Ishikawa diagrams can be used to ensure a thorough understanding of potential problems or risks associated with new products. By anticipating these issues, product teams can implement mitigation strategies or design improvements early in the development process, saving time and resources.

• Identifying potential safety hazards in a new product design.
• Brainstorming the possible causes of component failure in a prototype.
• Optimizing the user experience by systematically addressing potential user-perceived issues.

Service Improvement

In service industries, Ishikawa diagrams help uncover areas for improvement in customer relations, service delivery, and other processes. By analyzing the causes and effects of subpar service, businesses can prioritize and implement changes that enhance customer satisfaction and loyalty.

• Discovering factors contributing to long wait times at a restaurant.
• Identifying issues causing miscommunication between customer service agents and clients.
• Analyzing root causes of frequent late deliveries by a courier company.

Ishikawa diagrams have a wide range of applications in healthcare. Medical professionals use them to analyze factors affecting patient outcomes, streamline workflows, and identify areas for process improvement. This approach helps maintain a high standard of care and supports continuous improvement in the healthcare setting.

• Investigating the root causes of a high patient readmission rate.
• Identifying factors contributing to medication errors in a hospital.
• Analyzing the root causes of patient dissatisfaction with various healthcare services.

Creating an Ishikawa Diagram

Materials and equipment.

To create an Ishikawa (fishbone) diagram, you will need:

• A large whiteboard, flip chart, or paper
• Markers or pens
• Sticky notes

An Ishikawa diagram template can be helpful to visualize the process. The template comprises a head, skeleton, and bones structure.

Here are some Ishikawa (fishbone) diagram templates:

https://www.edrawmind.com/templates/fishbone-diagram-template.html

https://www.vertex42.com/ExcelTemplates/fishbone-diagram.html

https://creately.com/diagram-community/popular/t/fishbone-diagram

https://www.presentationgo.com/presentation/fishbone-diagram-powerpoint-google-slides/

Brainstorming Session

Organize a brainstorming session with the team or stakeholders involved in the project. The aim is to identify possible causes of a problem or effect. Encourage open communication and active participation during the session.

When identifying potential causes, consider the six Ms of management: Material, Method, Measurement, Manpower, Machine, and Mother Nature (Environment). These categories can act as a guide to ensure comprehensive analysis.

Categorizing Cause and Effect Relationships

After the brainstorming session, categorize and document the identified causes by arranging them along the Fishbone diagram’s “bones.” Categorization helps in understanding cause and effect relationships and further analysis.

As causes are categorized, aim to find any relationships between them, and group them accordingly.

Example 1: In a production line, if the material quality and machine calibration are both identified as possible causes, they may be grouped under the broader category of “Manufacturing Process.”

Example 2: In customer service, poor communication and lack of training may be related issues, and they can be grouped under the “Manpower” category.

Challenges and Limitations

Ishikawa diagrams provide a convenient way to represent potential causes of a problem or issue. However, they also come with their own set of challenges and limitations.

One disadvantage of using an Ishikawa diagram is that it may not accurately represent complex situations. In cases where multiple factors interact with each other, the diagram may oversimplify the relationships between causes and effects. As a result, users may not fully grasp the nuances of the situation, making it challenging to address the root cause.

Another challenge is the need for proper training to create and interpret Ishikawa diagrams effectively. If the team members working on the diagram lack adequate knowledge and expertise, they may struggle to identify relevant possible causes and organize them logically. This could lead to biased or incomplete diagrams, which subsequently hinder problem-solving efforts.

Variations in the use of Ishikawa diagrams can also present challenges. Different organizations or industries might employ their own conventions and terminologies when creating these diagrams, making it difficult for practitioners from diverse backgrounds to collaborate.

Ishikawa diagrams may not be equally advantageous for all types of problems. Certain issues may have a single root cause or multiple discrete causes that are better represented using alternative tools or methodologies.

Despite these limitations, Ishikawa diagrams can still be valuable in numerous situations listed in the “Application and benefits” section above.

Tools and Techniques

Mind mapping and software applications.

Mind mapping is a valuable method for visualizing and organizing information, which can be particularly helpful when using Ishikawa diagrams. Many software applications are available today to create mind maps, which can enhance performance and streamline the creation of cause-and-effect diagrams. These apps provide a user-friendly interface and allow for easy customization, enabling users to tailor their Ishikawa diagrams to their specific needs.

Examples of popular mind mapping software include:

• MindMeister

Quality Toolbox

The Quality Toolbox is a resource for understanding and implementing Ishikawa diagrams and other root cause analysis tools. It contains a variety of methods and systems to help improve the identification and management of potential problem sources. Utilizing the Quality Toolbox can boost effectiveness and efficiency in creating and analyzing cause-and-effect diagrams.

Six Sigma is a performance improvement methodology that promotes efficient and effective problem-solving. It complements Ishikawa diagrams by providing a structured approach to identify, analyze, and resolve issues. Implementing Six Sigma alongside cause-and-effect diagrams can significantly improve systems and processes, resulting in a higher level of quality.

Examples of Six Sigma concepts related to Ishikawa diagrams include:

• DMAIC (Define, Measure, Analyze, Improve, Control)
• Root Cause Hypothesis
• Process Mapping

The 5 Whys technique is an essential component of root cause analysis, often used in conjunction with Ishikawa diagrams. This tool helps users dig deeper into the root of a problem by repeatedly asking “Why?” until the underlying cause is uncovered. By applying the 5 Whys method, one can gain a better understanding of the issue at hand and subsequently develop more successful solutions.

Learn more: 5 Whys: How to Uncover Root Causes [Examples]

• 3 Root Cause Analysis Templates (and Examples)
• Fishbone Diagram (Components, Factors, Examples)
• Root Cause Analysis (RCA) Methods for Effective Problem Solving

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15+ Fishbone Diagram Examples for Brainstorming Problem Causes

By Danesh Ramuthi , Oct 13, 2023

The fishbone diagram, often referred to as the Ishikawa diagram or cause and effect diagram, is a powerful visualization tool that elucidates the intricate web of contributing factors behind a specific problem or issue. Characterized by its unique bone structure, it places the problem statement at the fish’s head, branching out to the various causes categorized into major segments.

The primary purpose of a fishbone diagram is to break down complex problems into understandable components, enabling team members to efficiently brainstorm and analyze causal relationships, making it indispensable in areas like quality management and root cause analysis.

Whether you’re aiming to delve deep into the causes of climate change or dissect the factors behind a the fishbone diagram provides a clear visual representation, highlighting the cause and effect relationship and underscoring the value of systematic problem solving.

For those eager to harness the potential of this great tool, Venngage offers a robust diagram maker . With customizable fishbone diagram templates , it empowers users to craft their diagrams effortlessly. These templates are meticulously designed to help you place ideas in the appropriate category, ensuring a comprehensive and organized cause and effect analysis.

Click to jump ahead:

Root cause fishbone diagram example

Cause and effect fishbone diagram example, ishikawa fishbone diagram example, medical fishbone diagram example, climate fishbone diagram example, project management fishbone diagram example, simple fishbone diagram example, how to use a fishbone diagram.

A root cause fishbone diagram, at its core, is a tool specifically tailored to identify, analyze and represent the underlying causes or root causes of a problem. Imagine a scenario where a manufacturing process has a recurring defect. 

In such a scenario, the problem statement or defect would be placed at the fish’s head. As one begins the fishbone analysis, the spine of the fish represents the main flow of the process, with smaller bones branching out. Each of these bones corresponds to a contributing factor or potential cause of the defect.

Utilizing the fishbone diagram for root cause analysis involves gathering team members for a brainstorming session. Here, the group would identify various major categories like “Machinery”, “Manpower”, “Materials”, “Methods”, etc. 

Under each of these categories, multiple factors are explored. For instance, under “Machinery”, potential causes could include outdated equipment, calibration errors or frequent breakdowns. The aim is to determine the root cause, or in some cases, multiple root causes, responsible for the defect. 

The visual representation afforded by the diagram aids in systematically breaking down the problem, ensuring no stone is left unturned.

One of the advantages of using a root cause fishbone diagram is its ability to pinpoint areas that might otherwise be overlooked. It offers a structured approach, helping teams avoid short-term fixes and instead address the deeper, underlying issues. However, it’s crucial to be aware of its disadvantages too. 

The success of the diagram heavily relies on the expertise and insights of the team members. If not all possible causes are considered, the analysis may be incomplete, leading to erroneous conclusions.

The cause and effect fishbone diagram is primarily used to map out the various causes contributing to a specific effect or outcome. For instance, consider a problem statement like “Decreased Sales in Quarter 3”. 

Placed at the head of the fish, this statement becomes the focal point of the analysis. The spine extends outwards, branching into multiple categories that could be influencing this decline.

Starting with a brainstorming session, team members can identify major categories such as “Marketing”, “Product Quality”, “External Factors”, and “Customer Service”. Under “Marketing”, for example, potential causes could be insufficient advertising, poor social media engagement, or ineffective promotional campaigns. 

The aim is to capture all the possible causes contributing to the decline in sales. Through the fishbone diagram’s structured format, teams can effectively map out the causal relationships, understanding how various factors interplay and lead to the overarching problem.

Using the cause and effect fishbone diagram offers a comprehensive overview, helping businesses or teams strategize effectively. They can prioritize areas that need urgent attention and develop strategies for improvement. 

However, like all tools, it has its disadvantages. It requires thoroughness and can become convoluted if too many minor issues are included. Thus, it’s essential to keep the diagram focused on significant, impactful causes to maintain its efficacy as a problem-solving tool.

The Ishikawa fishbone diagram or just fishbone diagram, named after its creator Kaoru Ishikawa, is a powerful visualization tool designed to map out causal relationships concerning a particular problem or issue. Its unique design, reminiscent of a fish’s skeletal structure, places the primary problem or effect at the fish’s head.

From this focal point, the “spine” of the fish extends, leading to branching “bones.” Each branch represents a category or a group of potential contributing factors that lead to the main problem. Often used in root cause analysis and quality management, the Ishikawa diagram breaks down complex issues by categorizing them into major areas such as “People”, “Processes”, “Environment” and more.

This structure allows for an organized exploration of potential causes, ensuring that various perspectives and elements related to the problem are considered.

By facilitating systematic identification and categorization of causes, the Ishikawa fishbone diagram becomes an essential tool in problem-solving and decision-making processes.

In the medical realm, the fishbone diagram finds a specialized application, offering clinicians a structured format to diagnose and understand patient conditions.

Given the critical nature of healthcare, pinpointing the root causes of medical symptoms or conditions becomes paramount. A medical fishbone diagram aids in this by visualizing potential causes related to a specific medical problem or symptom. Categories in a medical context might include “Laboratory Results”, “Patient History”, “Physical Examination Findings” and “Environmental Factors”.

Under each category, various factors or sub-causes can be listed. For instance, “Laboratory Results” could delve into specifics like electrolyte imbalances or abnormal blood cell counts.

The diagram’s visual representation ensures that healthcare professionals can comprehensively analyze patient conditions, considering multiple facets before determining a diagnosis or treatment plan. This systematic approach fosters enhanced patient care and promotes more accurate diagnostic processes.

Designed for meticulous cause and effect analysis, this fishbone diagram delves into the complex problems associated with climate change. Its visual representation, characteristic of the fish’s skeletal structure, places the overarching problem statement — for instance, “Global Warming” — at the fish’s head. From here, multiple categories branch out, representing major aspects such as “Anthropogenic Activities”, “Natural Causes” and “Economic Factors”. 

Each of these major categories further branches out to depict the specific factors contributing to the primary problem. 

The strength of the climate fishbone diagram lies in its ability to present a comprehensive overview, ensuring that all potential causes, whether they relate to deforestation, industrial emissions, or natural volcanic activities, are captured and analyzed. 

It serves as a visualization tool that aids researchers and decision-makers in crafting informed and effective strategies to combat climate-induced challenges.

In project management, where precision and systematic problem solving are paramount, the fishbone diagram finds significant utility. Project delays, cost overruns and unmet objectives often have multifaceted root causes. 

The project management fishbone diagram, an adaptation of the Ishikawa diagram, serves to identify, categorize and analyze these causes. 

Each category delineates into specific contributing factors, ensuring a thorough exploration of all potential issues. The visual format of the diagram aids team members during brainstorming sessions, facilitating the identification of challenges within the project lifecycle. 

By offering a clear visual representation of the cause and effect relationships inherent in project challenges, the project management fishbone diagram stands as an invaluable tool, helping teams to preemptively address issues, optimize processes and enhance overall project execution.

Related: How to Write a Comprehensive Project Management Plan [+ Examples]

For problems that may not be as intricate but still require structured analysis, a simple fishbone diagram becomes the tool of choice. Stripped of excessive categories and branches, the simple fishbone diagram focuses on presenting the main causes of a problem in a straightforward manner. 

Despite its simplicity, the core structure remains consistent: the primary issue or problem statement occupies the fish’s head, while a few major categories branch out from the central spine. This diagram’s strength lies in its accessibility; without delving into overly detailed branches, it offers a clear, concise visualization of the root causes and contributing factors. 

It’s particularly beneficial for quick brainstorming sessions or when introducing the concept of cause and effect analysis to those unfamiliar with the fishbone methodology. 

The simple fishbone diagram, while not exhaustive, provides a foundational framework, promoting structured thought and problem-solving in various contexts.

A fishbone diagram , also known as an Ishikawa or cause and effect diagram, provides a visual representation of potential causes leading to a particular problem or effect. 

It is a structured brainstorming tool that helps teams identify, explore and visually display the many potential causes related to a specific problem.

• Begin your fishbone diagram with the problem statement or the main effect you’re trying to understand. This is written on the right side and represents the fish’s head.
• Draw a horizontal line extending from the problem statement towards the left. This is the fish’s spine and serves as a foundation for the potential causes.
• Identify the major categories of causes. Common categories include “People”, “Processes”, “Equipment”, “Materials” and others, depending on the context. These are the primary bones branching off the central spine.
• Draw diagonal lines or “fishbones” branching off the spine for each major category.
• Under each major category, brainstorm and list down the potential contributing factors or sub-causes. These represent the smaller bones branching out from the primary bones.
• Connect these sub-causes to the respective major category lines using smaller diagonal lines.
• For causes that may have sub-components or more detailed breakdowns, further branch out from the main cause.
• Make sure to clearly label each cause and sub-cause for clarity.
• After the brainstorming session, analyze the diagram to determine the most likely root causes of the problem.
• Once complete, your fishbone diagram should offer a comprehensive visual overview of all the potential causes leading to the main problem. This structure enables teams to better understand the problem, prioritize potential causes and develop effective solutions or interventions.

Related: 10+ Types of Diagrams and How to Choose the Right One

We explored over 15 examples of fishbone diagrams to help you effectively brainstorm the causes of problems. 

This tool, with its visually intuitive structure, serves as a game-changer in analyzing root causes across various fields, from business challenges to technological snags. 

This article doesn’t just present examples but also educates readers on how to harness the power of the fishbone diagram to its fullest. 

For anyone inspired to create their own or seeking specialized templates, Venngage stands out as a go-to resource.

Explore Venngage’s diagram maker and discover an array of pre-designed fishbone diagram templates to kickstart your brainstorming sessions.

• A Step-by-Step Guide to A3 Problem Solving Methodology
• Learn Lean Sigma
• Problem Solving

Problem-solving is an important component of any business or organization. It entails identifying, analyzing, and resolving problems in order to improve processes, drive results, and foster a culture of continuous improvement. A3 Problem solving is one of the most effective problem-solving methodologies.

A3 Problem solving is a structured and systematic approach to problem-solving that originated with the lean manufacturing methodology. It visualizes the problem-solving process using a one-page document known as an A3 report. The A3 report provides an overview of the problem, data analysis, root causes, solutions, and results in a clear and concise manner.

A3 Problem Solving has numerous advantages, including improved communication, better decision-making, increased efficiency, and reduced waste. It is a powerful tool for businesses of all sizes and industries, and it is especially useful for solving complex and multi-faceted problems.

In this blog post, we will walk you through the A3 Problem Solving methodology step by step. Whether you are new to A3 Problem Solving or simply want to improve your skills, this guide will help you understand and apply the process in your workplace.

Table of Contents

What is a3 problem solving.

A3 Problem Solving is a structured and systematic approach to problem-solving that makes use of a one-page document called an A3 report to visually represent the process. The A3 report provides an overview of the problem, data analysis, root causes, solutions, and results in a clear and concise manner. The method was created within the framework of the Lean manufacturing methodology and is based on the principles of continuous improvement and visual management.

Looking for a A3 Problem solving template? Click here

Origin and History of A3 Problem Solving

A3 Problem Solving was developed by Toyota Motor Corporation and was first used in the manufacture of automobiles. The term “A3” refers to the size of the paper used to create the report, which is an ISO standard known as “A3”. The goal of the A3 report is to provide a visual representation of the problem-solving process that all members of the organisation can easily understand and share. A3 Problem Solving has been adopted by organisations in a variety of industries over the years, and it has become a widely used and recognised method for problem-solving.

Key Principles of A3 Problem Solving

The following are the key principles of A3 Problem Solving:

• Define the problem clearly and concisely
• Gather and analyze data to gain a deep understanding of the problem
• Identify the root causes of the problem
• Develop and implement effective solutions
• Evaluate results and continuously improve

These principles serve as the foundation of the A3 Problem Solving methodology and are intended to assist organisations in continuously improving and achieving their objectives. Organizations can effectively solve problems, identify areas for improvement, and drive results by adhering to these principles.

Step 1: Define the Problem

Importance of clearly defining the problem.

The first step in the A3 Problem Solving process is critical because it lays the groundwork for the remaining steps. To define the problem clearly and accurately, you must first understand the problem and identify the underlying root cause. This step is critical because if the problem is not correctly defined, the rest of the process will be based on incorrect information, and the solution developed may not address the issue effectively.

The significance of defining the problem clearly cannot be overstated. It aids in the collection and analysis of relevant data, which is critical for developing effective solutions. When the problem is clearly defined, the data gathered is more relevant and targeted, resulting in a more comprehensive understanding of the issue. This will enable the development of solutions that are more likely to be effective because they are founded on a thorough and accurate understanding of the problem.

However, if the problem is not clearly defined, the data gathered may be irrelevant or incorrect, resulting in incorrect conclusions and ineffective solutions. Furthermore, the process of collecting and analysing data can become time-consuming and inefficient, resulting in resource waste. Furthermore, if the problem is not accurately defined, the solutions developed may fail to address the root cause of the problem, resulting in ongoing issues and a lack of improvement.

Techniques for Defining the Problem

The first step in the A3 Problem Solving process is to clearly and accurately define the problem. This is an important step because a clearly defined problem will help to ensure that the appropriate data is collected and solutions are developed. If the problem is not clearly defined, incorrect data may be collected, solutions that do not address the root cause of the problem, and time and resources may be wasted.

A problem can be defined using a variety of techniques, including brainstorming , root cause analysis , process mapping , and Ishikawa diagrams . Each of these techniques has its own advantages and disadvantages and can be used in a variety of situations depending on the nature of the problem.

Best Practice for Defining the Problem

In addition to brainstorming, root cause analysis, process mapping, and Ishikawa diagram s, best practices should be followed when defining a problem in A3 Problem Solving. Among these best practices are:

• Define the issue in a specific and quantifiable way: It is critical to be specific and concise when defining the problem, as well as to quantify the problem in terms of its impact. This will help to ensure that all stakeholders understand the problem and that data collection is focused on the right areas.
• Focus on the problem’s root cause: The A3 Problem Solving methodology is intended to assist organisations in identifying and addressing the root cause of a problem, rather than just the symptoms. Organizations can ensure that their solutions are effective and long-lasting by focusing on the root cause of the problem.
• Ascertain that all stakeholders agree on the problem’s definition: All stakeholders must agree on the definition of the problem for the A3 Problem Solving process to be effective. This ensures that everyone is working towards the same goal and that the solutions developed are relevant and appropriate.
• Consider the problem’s impact on the organisation and its stakeholders: It is critical to consider the impact of the problem on the organisation and its stakeholders when defining it. This will assist in ensuring that the appropriate data is gathered and that the solutions developed are relevant and appropriate.

Organizations can ensure that their problem is defined in a way that allows for effective data collection, analysis, and solution development by following these best practices. This will aid in the development of appropriate solutions and the effective resolution of the problem, resulting in improvements in the organization’s processes and outcomes.

Step 2: Gather Data

Gathering data in a3 problem solving.

Data collection is an important step in the A3 Problem Solving process because it allows organisations to gain a thorough understanding of the problem they are attempting to solve. This step entails gathering pertinent information about the problem, such as data on its origin, impact, and any related factors. This information is then used to help identify root causes and develop effective solutions.

One of the most important advantages of data collection in A3 Problem Solving is that it allows organisations to identify patterns and trends in data, which can be useful in determining the root cause of the problem. This information can then be used to create effective solutions that address the problem’s root cause rather than just its symptoms.

In A3 Problem Solving, data collection is a collaborative effort involving all stakeholders, including those directly impacted by the problem and those with relevant expertise or experience. Stakeholders can ensure that all relevant information is collected and that the data is accurate and complete by working together.

Overall, data collection is an important step in the A3 Problem Solving process because it serves as the foundation for effective problem-solving. Organizations can gain a deep understanding of the problem they are attempting to solve and develop effective solutions that address its root cause by collecting and analysing relevant data.

Data Collection Methods

In A3 Problem Solving, several data collection methods are available, including:

• Observations
• Process diagrams

The best data collection method will be determined by the problem being solved and the type of data required. To gain a complete understanding of the problem, it is critical to use multiple data collection methods.

Tools for Data Analysis and Visualization

Once the data has been collected, it must be analysed and visualised in order to gain insights into the problem. This process can be aided by the following tools:

• Excel Spreadsheets
• Flow diagrams
• Pareto diagrams
• Scatter Plots
• Control diagrams

These tools can assist in organising data and making it easier to understand. They can also be used to generate visual representations of data, such as graphs and charts, to communicate the findings to others.

Finally, the data collection and analysis step is an important part of the A3 Problem Solving process. Organizations can gain a better understanding of the problem and develop effective solutions by collecting and analysing relevant data.

Step 3: Identify Root Causes

Identifying the root causes of the problem is the third step in the A3 Problem Solving process. This step is critical because it assists organisations in understanding the root causes of a problem rather than just its symptoms. Once the underlying cause of the problem is identified, it can be addressed more effectively, leading to more long-term solutions.

Overview of the Root Cause Analysis Process

The process of determining the underlying causes of a problem is known as root cause analysis. This process can assist organisations in determining why a problem is occurring and what can be done to prevent it from recurring in the future. The goal of root cause analysis is to identify the underlying cause of a problem rather than just its symptoms, allowing it to be addressed more effectively.

To understand Root cause analysis in more detail check out RCA in our Lean Six Sigma Yellow Belt Course Root Cause Analysis section

Techniques for Identifying Root Causes

There are several techniques for determining the root causes of a problem, including:

• Brainstorming
• Ishikawa diagrams (also known as fishbone diagrams)
• Root Cause Tree Analysis

These methods can be used to investigate the issue in-depth and identify potential root causes. Organizations can gain a deeper understanding of the problem and identify the underlying causes that must be addressed by using these techniques.

Best Practices for Conducting Root Cause Analysis

It is critical to follow these best practices when conducting root cause analysis in A3 Problem Solving:

• Make certain that all stakeholders participate in the root cause analysis process.
• Concentrate on determining the root cause of the problem rather than just its symptoms.
• Take into account all potential root causes, not just the most obvious ones.
• To identify root causes, use a systematic approach, such as the 5 Whys or root cause tree analysis.

Organizations can ensure that root cause analysis is carried out effectively and that the root cause of the problem is identified by adhering to these best practises. This will aid in the development of appropriate solutions and the effective resolution of the problem.

Step 4: Develop Solutions

Developing solutions is the fourth step in the A3 Problem Solving process. This entails generating ideas and options for dealing with the problem, followed by selecting the best solution. The goal is to develop a solution that addresses the root cause of the problem and prevents it from recurring.

Solution Development in A3 Problem Solving

A3 solution development Problem solving is an iterative process in which options are generated and evaluated. The data gathered in the previous steps, as well as the insights and understanding gained from the root cause analysis, guide this process. The solution should be based on a thorough understanding of the problem and address the underlying cause.

Techniques for Developing Solutions

There are several techniques that can be used to develop solutions in A3 Problem Solving, including:

• Brainwriting
• Solution matrix
• Multi voting
• Force field analysis

These techniques can help to generate a range of options and to select the best solution.

Best Practice for Developing Solutions

It is critical to follow the following best practices when developing solutions in A3 Problem Solving:

• Participate in the solution development process with all stakeholders.
• Make certain that the solution addresses the underlying cause of the problem.
• Make certain that the solution is feasible and achievable.
• Consider the solution’s impact on the organisation and its stakeholders.

Organizations can ensure that the solutions they develop are effective and sustainable by adhering to these best practises. This will help to ensure that the problem is addressed effectively and that it does not reoccur.

Step 5: Implement Solutions

The final and most important step in the A3 Problem Solving methodology is solution implementation. This is the stage at which the identified and developed solutions are put into action to address the problem. This step’s goal is to ensure that the solutions are effective, efficient, and long-lasting.

The implementation Process

The implementation process entails putting the solutions developed in the previous step into action. This could include changes to processes, procedures, and systems, as well as employee training and education. To ensure that the solutions are effective, the implementation process should be well-planned and meticulously executed.

Techniques for Implementing Solutions

A3 Problem Solving solutions can be implemented using a variety of techniques, including:

• Piloting the solution on a small scale before broadening its application
• Participating in the implementation process with all relevant stakeholders
• ensuring that the solution is in line with the goals and objectives of the organisation
• Monitoring the solution to determine its effectiveness and make any necessary changes

Best Practice for Implementing Solutions

It is critical to follow these best practices when implementing solutions in A3 Problem Solving:

Make certain that all relevant stakeholders are involved and supportive of the solution. Have a clear implementation plan that outlines the steps, timeline, and resources required. Continuously monitor and evaluate the solution to determine its efficacy and make any necessary changes. Encourage all stakeholders to communicate and collaborate openly. Organizations can ensure that solutions are effectively implemented and problems are effectively addressed by adhering to these best practices. The ultimate goal is to find a long-term solution to the problem and improve the organization’s overall performance.

In conclusion, A3 Problem Solving is a comprehensive and structured methodology for problem-solving that can be applied in various industries and organisations. The A3 Problem Solving process’s five steps – Define the Problem, Gather Data, Identify Root Causes, Develop Solutions, and Implement Solutions – provide a road map for effectively addressing problems and making long-term improvements.

Organizations can improve their problem-solving skills and achieve better results by following the key principles, techniques, and best practices outlined in this guide. As a result, both the organisation and its stakeholders will benefit from increased efficiency, effectiveness, and satisfaction. So, whether you’re an experienced problem solver or just getting started, consider incorporating the A3 Problem Solving methodology into your work and start reaping the benefits right away.

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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Free PowerPoint Fishbone Diagram Templates

By Kate Eby | April 5, 2024

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Create compelling presentations with these free PowerPoint fishbone diagram templates, designed to ensure that the details of your analysis stand out. Customize these templates for brainstorming discussions, planning sessions, and review meetings.  

On this page, you’ll find a bold fishbone diagram template , a traditional Ishikawa diagram template , an 8-prong fishbone chart , and additional fishbone templates offering a full-color illustration, timeline features, and more.

PowerPoint Arrow Fishbone Diagram Template

Download the Arrow Fishbone Diagram Template for PowerPoint  

When to Use This Template : Project managers and team leaders can use this fishbone diagram template during brainstorming sessions to identify potential causes of a problem. The template serves as a visual aid for teams to categorize contributing factors to an issue. Consultants might also find this template useful when conducting organizational diagnostics or process improvements.

Notable Template Features : The template features a dynamic, arrow-shaped design that visually directs attention toward the main problem statement or goal. It provides multiple text boxes for entering detailed descriptions. The color-coded sections also simplify the task of distinguishing between categories, making it intuitive for the team to follow and participate in the discussion.

PowerPoint Bold Fishbone Diagram Template

Download the Bold Fishbone Diagram Template for PowerPoint

When to Use This Template : Use this fishbone template in strategic planning sessions where clarity on the factors contributing to a business challenge is critical. Brainstorm with team members to drill down into specific elements of a larger problem and uncover the root causes of issues.

Notable Template Features : This template offers bold lines that clearly separate different categories or causes and enhance readability, keeping team members focused and engaged. The slide includes ample space for text so that teams can articulate and map out complex issues.

PowerPoint Symbols Fishbone Diagram Template

Download the Symbols Fishbone Diagram Template for PowerPoint  

When to Use This Template : This fishbone chart is perfect for collaborative settings, such as workshops or team meetings where visualizing the relationship between various factors and a central objective is essential. The template can be a tool for product development teams that need to trace issues back to operational, technical, or human factors. Marketing teams can use the diagram to dissect campaign elements and identify different influences on outcomes. Notable Template Features : The diagram uses easy-to-understand symbols for categories such as human resources, processes, and research. The placement of the symbols helps you easily organize thoughts and discussions around the central problem, while the template’s colorful design enhances its visual appeal.

PowerPoint Traditional Ishikawa Diagram Template

Download the Traditional Ishikawa Diagram Template for PowerPoint

When to Use This Template : This Ishikawa diagram is well suited for root cause analysis in quality management scenarios, such as in manufacturing or software development. The template is also an effective tool for educators in academic settings to teach problem-solving methodologies.

Notable Template Features : The template displays primary and secondary causes with branching lines, offering a multilevel perspective on the issue at hand. This allows teams to delve into further detail and systematically break down challenging problems. The diagram also draws attention to the central problem, promoting a clear and focused analysis during team discussions.

For more free problem-solving resources, see this complete collection of root cause analysis templates and this comprehensive  guide to problem-solving techniques .

PowerPoint 8-Prong Fishbone Diagram Template

Download the 8-Prong Fishbone Diagram Template for PowerPoint  

When to Use This Template : This diagram is ideal for comprehensive problem-solving sessions — such as cross-functional team discussions or multifaceted project evaluations — where multiple factors contribute to the central issue. The template enables a detailed exploration of complex issues, such as organizational changes or product failures.

Notable Template Features : With eight distinct bones, this diagram allows for a thorough root cause analysis. The template accommodates a broad range of ideas, ensuring that no potential cause is overlooked. The colorful, segmented layout aids in visual organization and helps with sorting brainstormed ideas into relevant categories.

PowerPoint 3D Fishbone Diagram Template

Download the 3D Fishbone Diagram Template for PowerPoint  

When to Use This Template : This 3D fishbone diagram template is designed for situations where an engaging presentation is crucial, such as client pitches. Professionals in visually driven environments, such as advertising, creative industries, or education, might find it especially useful. The template is also an effective tool for team-building events where visual metaphors can enhance understanding and retention.

Notable Template Features : This template's 3D design brings a unique visual appeal to a presentation. The layout creates a natural flow, leading the audience through the analysis from the tail fins to the head, making it a practical yet aesthetically engaging tool.

PowerPoint Triangles Fishbone Diagram Template

Download the Triangles Fishbone Diagram Template for PowerPoint

When to Use This Template : This fishbone chart is ideal for project management, strategic planning, and process improvement. Use this template to present a cause-and-effect analysis in settings such as stakeholder meetings or team debriefs.

Notable Template Features : This diagram incorporates triangles to differentiate between levels of hierarchy within root causes. This geometric approach adds an aesthetic dimension and assists the audience in following the flow of information from minor to major causes.

PowerPoint 6-Prong Fishbone Diagram Template

Download the 6-Prong Fishbone Diagram Template for PowerPoint

When to Use This Template : This fishbone template aids in presenting complex data in an easily digestible format. You can break down a central problem into six categories or causes, summarize important details, and engage your audience in a structured problem-solving dialogue.

Notable Template Features : A clean, spacious design ensures that each block of text is readable and distinct. The six-section format allows for an organized and detailed content presentation. Each section provides space for elaborating on individual causes or categories with a clear linkage to the main issue.

PowerPoint 4-Prong Fishbone Diagram Template

Download the 4-Prong Fishbone Diagram Template for PowerPoint

When to Use This Template : This template is ideal for planning sessions and business development meetings where a clear outline of key strategies is crucial. Executives and managers can communicate various strategic components to their teams, encouraging continuous quality improvement by focusing on actionable insights.

Notable Template Features : The streamlined, four-pronged approach to strategy analysis helps highlight key information while ensuring that the content is succinct. Brief descriptions allow presenters to convey a concise yet comprehensive overview of each strategic element. This clarity facilitates productive discussions on how different factors can influence the overall success of business initiatives.

Follow this  guide to continuous quality improvement to get the most out of your fishbone diagram templates.

PowerPoint Full-Color Fishbone Diagram Template

Download the Full-Color Fishbone Diagram Template for PowerPoint

When to Use This Template : This template is especially suited for presentations in environments that value creativity, such as marketing, education, or design settings. The template combines a root cause fishbone diagram with a visually engaging design, facilitating analysis and a dynamic presentation.

Notable Template Features : The vivid color palette ensures that each section is easily identifiable, which can help maintain the audience's attention and improve their ability to follow along with the analysis. The fish shape creatively embodies the fishbone concept, making it an inviting and memorable framework for problem-solving discussions.

PowerPoint Timeline Fishbone Diagram Template

Download the Timeline Fishbone Diagram Template for PowerPoint

When to Use This Template : Use this timeline fishbone diagram to depict the chronological progression of projects or events. Marketing teams, for example, might use this template to trace the development of campaigns over several years. Project managers can highlight key milestones and deadlines within a project's lifecycle. The timeline can also be used for problem analysis, such as mapping out causal factors across various time points.  

Notable Template Features : This template offers a color-coded system for quick year-over-year comparison. The branching points provide space for detailed annotations of significant events or stages. Additionally, the design can accommodate a range of data points without compromising readability.

PowerPoint Circles Fishbone Diagram Template

Download the Circles Fishbone Diagram Template for PowerPoint

When to Use This Template : This fishbone template is perfect for interactive sessions and presentations aimed at pinpointing and discussing the root causes of business challenges. Use it in workshops aimed at improving business operations or to help teams collaboratively map out the various factors contributing to a particular issue during project planning or review.

Notable Template Features : This template replaces the traditional linear bones of a fishbone diagram with interconnected circles, streamlining complex data into an accessible visual format. The circles act as focal points that draw attention to key information. Each circle allows for the concise summary of an idea, creating a clean and organized visual representation of potential causes

PowerPoint Simple Fishbone Diagram Template

Download the Simple Fishbone Diagram Template for PowerPoint

When to Use This Template : Choose this fishbone design when you want to deliver a clear and impactful presentation of the causes of an issue. Using minimal text, highlight the factors contributing to business or educational scenarios, performance obstacles, or operational inefficiencies.

Notable Template Features : This diagram is streamlined to facilitate a clear, focused delivery, allowing presenters to emphasize key points. Each segment of the fishbone naturally draws the eye and directs attention to the written content. This enables viewers to quickly grasp important information and the relationship between different elements.

For more related tools available in additional formats, see this collection of fishbone diagram templates. These free guides to  project management charts and  gap analysis can also help you develop better problem-solving strategies.

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Venn Diagram Examples, Problems and Solutions

On this page:

• What is Venn diagram? Definition and meaning.
• Venn diagram formula with an explanation.
• Examples of 2 and 3 sets Venn diagrams: practice problems with solutions, questions, and answers.
• Simple 4 circles Venn diagram with word problems.
• Compare and contrast Venn diagram example.

Let’s define it:

A Venn Diagram is an illustration that shows logical relationships between two or more sets (grouping items). Venn diagram uses circles (both overlapping and nonoverlapping) or other shapes.

Commonly, Venn diagrams show how given items are similar and different.

Despite Venn diagram with 2 or 3 circles are the most common type, there are also many diagrams with a larger number of circles (5,6,7,8,10…). Theoretically, they can have unlimited circles.

Venn Diagram General Formula

n(A ∪ B) = n(A) + n(B) – n(A ∩ B)

Don’t worry, there is no need to remember this formula, once you grasp the meaning. Let’s see the explanation with an example.

This is a very simple Venn diagram example that shows the relationship between two overlapping sets X, Y.

X – the number of items that belong to set A Y – the number of items that belong to set B Z – the number of items that belong to set A and B both

From the above Venn diagram, it is quite clear that

n(A) = x + z n(B) = y + z n(A ∩ B) = z n(A ∪ B) = x +y+ z.

Now, let’s move forward and think about Venn Diagrams with 3 circles.

Following the same logic, we can write the formula for 3 circles Venn diagram :

n(A ∪ B ∪ C) = n(A) + n(B) + n(C) – n(A ∩ B) – n(B ∩ C) – n(C ∩ A) + n(A ∩ B ∩ C)

Venn Diagram Examples (Problems with Solutions)

As we already know how the Venn diagram works, we are going to give some practical examples (problems with solutions) from the real life.

2 Circle Venn Diagram Examples (word problems):

Suppose that in a town, 800 people are selected by random types of sampling methods . 280 go to work by car only, 220 go to work by bicycle only and 140 use both ways – sometimes go with a car and sometimes with a bicycle.

Here are some important questions we will find the answers:

• How many people go to work by car only?
• How many people go to work by bicycle only?
• How many people go by neither car nor bicycle?
• How many people use at least one of both transportation types?
• How many people use only one of car or bicycle?

The following Venn diagram represents the data above:

Now, we are going to answer our questions:

• Number of people who go to work by car only = 280
• Number of people who go to work by bicycle only = 220
• Number of people who go by neither car nor bicycle = 160
• Number of people who use at least one of both transportation types = n(only car) + n(only bicycle) + n(both car and bicycle) = 280 + 220 + 140 = 640
• Number of people who use only one of car or bicycle = 280 + 220 = 500

Note: The number of people who go by neither car nor bicycle (160) is illustrated outside of the circles. It is a common practice the number of items that belong to none of the studied sets, to be illustrated outside of the diagram circles.

We will deep further with a more complicated triple Venn diagram example.

3 Circle Venn Diagram Examples:

For the purposes of a marketing research , a survey of 1000 women is conducted in a town. The results show that 52 % liked watching comedies, 45% liked watching fantasy movies and 60% liked watching romantic movies. In addition, 25% liked watching comedy and fantasy both, 28% liked watching romantic and fantasy both and 30% liked watching comedy and romantic movies both. 6% liked watching none of these movie genres.

Here are our questions we should find the answer:

• How many women like watching all the three movie genres?
• Find the number of women who like watching only one of the three genres.
• Find the number of women who like watching at least two of the given genres.

Let’s represent the data above in a more digestible way using the Venn diagram formula elements:

• n(C) = percentage of women who like watching comedy = 52%
• n(F ) = percentage of women who like watching fantasy = 45%
• n(R) = percentage of women who like watching romantic movies= 60%
• n(C∩F) = 25%; n(F∩R) = 28%; n(C∩R) = 30%
• Since 6% like watching none of the given genres so, n (C ∪ F ∪ R) = 94%.

Now, we are going to apply the Venn diagram formula for 3 circles. 

94% = 52% + 45% + 60% – 25% – 28% – 30% + n (C ∩ F ∩ R)

Solving this simple math equation, lead us to:

n (C ∩ F ∩ R)  = 20%

It is a great time to make our Venn diagram related to the above situation (problem):

See, the Venn diagram makes our situation much more clear!

From the Venn diagram example, we can answer our questions with ease.

• The number of women who like watching all the three genres = 20% of 1000 = 200.
• Number of women who like watching only one of the three genres = (17% + 12% + 22%) of 1000 = 510
• The number of women who like watching at least two of the given genres = (number of women who like watching only two of the genres) +(number of women who like watching all the three genres) = (10 + 5 + 8 + 20)% i.e. 43% of 1000 = 430.

As we mentioned above 2 and 3 circle diagrams are much more common for problem-solving in many areas such as business, statistics, data science and etc. However, 4 circle Venn diagram also has its place.

4 Circles Venn Diagram Example:

A set of students were asked to tell which sports they played in school.

The options are: Football, Hockey, Basketball, and Netball.

Here is the list of the results:

The next step is to draw a Venn diagram to show the data sets we have.

It is very clear who plays which sports. As you see the diagram also include the student who does not play any sports (Dorothy) by putting her name outside of the 4 circles.

From the above Venn diagram examples, it is obvious that this graphical tool can help you a lot in representing a variety of data sets. Venn diagram also is among the most popular types of graphs for identifying similarities and differences .

Compare and Contrast Venn Diagram Example:

The following compare and contrast example of Venn diagram compares the features of birds and bats:

Tools for creating Venn diagrams

It is quite easy to create Venn diagrams, especially when you have the right tool. Nowadays, one of the most popular way to create them is with the help of paid or free graphing software tools such as:

You can use Microsoft products such as:

Some free mind mapping tools are also a good solution. Finally, you can simply use a sheet of paper or a whiteboard.

Conclusion:

A Venn diagram is a simple but powerful way to represent the relationships between datasets. It makes understanding math, different types of data analysis , set theory and business information easier and more fun for you.

Besides of using Venn diagram examples for problem-solving and comparing, you can use them to present passion, talent, feelings, funny moments and etc.

Be it data science or real-world situations, Venn diagrams are a great weapon in your hand to deal with almost any kind of information.

If you need more chart examples, our posts fishbone diagram examples and what does scatter plot show might be of help.

About The Author

Silvia Valcheva

Silvia Valcheva is a digital marketer with over a decade of experience creating content for the tech industry. She has a strong passion for writing about emerging software and technologies such as big data, AI (Artificial Intelligence), IoT (Internet of Things), process automation, etc.

Well explained I hope more on this one

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Problem Solving Stages Diagram

The  Problem Solving Stages Diagram is a concept diagram design. The template shows a linear process flow diagram containing up to ten individual process cycles. Although there are various problem-solving techniques depending on the complexity of issue or corporate structure. Because some problems are small and can be resolved quickly while others are complex and need more research. This diagram provides basic decision-making approach for solving a problem in hand. This diagram by default shows four main components of any problem-solving model , however you can easily add up to ten components with our diagram designer . These default components include Understanding, Brainstorming, Strategy, and Solution. This diagram could be used for personal, professional, and organizational difficulties. For example, threats, challenges, product quality, and risk management.

This diagram template is a useful tools for demonstrating problem-solving techniques and strategies as a learning experience. Further, it is suitable for organizations to outline their systematic approach to identify complications. And provide a visual roadmap to tackle them. The diagram of problem-solving model illustrates an intensive thought process. The users can copy this diagram template to another set of presentation and create waves in discussion.

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• Community Transformation
• Collaborative Problem Solving
• A Collaboration Incubator
• A Community Engagement Strategy for Negotiating a Package of Community Benefits
• A Collaborative Strategy Grounded in Polynesian Values
• Assisted Dialogue and Negotiation

Diagramming a problem

Diagramming the multiple causes of the problem—social, economic, environmental—can help to clarify their relative importance.

Sequence/Steps:

• Start by identifying the adverse social, environmental, economic, or organizational impact that the group hopes to change. Put it on the right side of a large piece of newsprint.
• To the left of the “impact” ask the group to list the direct “threats” or causes contributing to the problem/impact; draw arrows to the “impact.”
• Identify and list “indirect” threats or activities that influence the direct threats.
• Identify and diagram other contributing factors.
• Discuss the arrangement of direct, indirect, and contributing factors until the resulting diagram reflects the consensus view of the group.

In Practice

View problem diagram

About Strategies

This section features a step-by-step description of six different approaches to problem solving and includes tools, vignettes, and checklists useful to practicing facilitators.