why is problem solving important in school

Why Every Educator Needs to Teach Problem-Solving Skills

Strong problem-solving skills will help students be more resilient and will increase their academic and career success .

Want to learn more about how to measure and teach students’ higher-order skills, including problem solving, critical thinking, and written communication?

Problem-solving skills are essential in school, careers, and life.

Problem-solving skills are important for every student to master. They help individuals navigate everyday life and find solutions to complex issues and challenges. These skills are especially valuable in the workplace, where employees are often required to solve problems and make decisions quickly and effectively.

Problem-solving skills are also needed for students’ personal growth and development because they help individuals overcome obstacles and achieve their goals. By developing strong problem-solving skills, students can improve their overall quality of life and become more successful in their personal and professional endeavors.

why is problem solving important in school

Problem-Solving Skills Help Students…

develop resilience.

Problem-solving skills are an integral part of resilience and the ability to persevere through challenges and adversity. To effectively work through and solve a problem, students must be able to think critically and creatively. Critical and creative thinking help students approach a problem objectively, analyze its components, and determine different ways to go about finding a solution.

This process in turn helps students build self-efficacy . When students are able to analyze and solve a problem, this increases their confidence, and they begin to realize the power they have to advocate for themselves and make meaningful change.

When students gain confidence in their ability to work through problems and attain their goals, they also begin to build a growth mindset . According to leading resilience researcher, Carol Dweck, “in a growth mindset, people believe that their most basic abilities can be developed through dedication and hard work—brains and talent are just the starting point. This view creates a love of learning and a resilience that is essential for great accomplishment.”

Set and Achieve Goals

Students who possess strong problem-solving skills are better equipped to set and achieve their goals. By learning how to identify problems, think critically, and develop solutions, students can become more self-sufficient and confident in their ability to achieve their goals. Additionally, problem-solving skills are used in virtually all fields, disciplines, and career paths, which makes them important for everyone. Building strong problem-solving skills will help students enhance their academic and career performance and become more competitive as they begin to seek full-time employment after graduation or pursue additional education and training.

Resolve Conflicts

In addition to increased social and emotional skills like self-efficacy and goal-setting, problem-solving skills teach students how to cooperate with others and work through disagreements and conflicts. Problem-solving promotes “thinking outside the box” and approaching a conflict by searching for different solutions. This is a very different (and more effective!) method than a more stagnant approach that focuses on placing blame or getting stuck on elements of a situation that can’t be changed.

While it’s natural to get frustrated or feel stuck when working through a conflict, students with strong problem-solving skills will be able to work through these obstacles, think more rationally, and address the situation with a more solution-oriented approach. These skills will be valuable for students in school, their careers, and throughout their lives.

Achieve Success

We are all faced with problems every day. Problems arise in our personal lives, in school and in our jobs, and in our interactions with others. Employers especially are looking for candidates with strong problem-solving skills. In today’s job market, most jobs require the ability to analyze and effectively resolve complex issues. Students with strong problem-solving skills will stand out from other applicants and will have a more desirable skill set.

In a recent opinion piece published by The Hechinger Report , Virgel Hammonds, Chief Learning Officer at KnowledgeWorks, stated “Our world presents increasingly complex challenges. Education must adapt so that it nurtures problem solvers and critical thinkers.” Yet, the “traditional K–12 education system leaves little room for students to engage in real-world problem-solving scenarios.” This is the reason that a growing number of K–12 school districts and higher education institutions are transforming their instructional approach to personalized and competency-based learning, which encourage students to make decisions, problem solve and think critically as they take ownership of and direct their educational journey.

Problem-Solving Skills Can Be Measured and Taught

Research shows that problem-solving skills can be measured and taught. One effective method is through performance-based assessments which require students to demonstrate or apply their knowledge and higher-order skills to create a response or product or do a task.

What Are Performance-Based Assessments?

With the No Child Left Behind Act (2002), the use of standardized testing became the primary way to measure student learning in the U.S. The legislative requirements of this act shifted the emphasis to standardized testing, and this led to a decline in nontraditional testing methods .

But many educators, policy makers, and parents have concerns with standardized tests. Some of the top issues include that they don’t provide feedback on how students can perform better, they don’t value creativity, they are not representative of diverse populations, and they can be disadvantageous to lower-income students.

While standardized tests are still the norm, U.S. Secretary of Education Miguel Cardona is encouraging states and districts to move away from traditional multiple choice and short response tests and instead use performance-based assessment, competency-based assessments, and other more authentic methods of measuring students abilities and skills rather than rote learning.

Performance-based assessments measure whether students can apply the skills and knowledge learned from a unit of study. Typically, a performance task challenges students to use their higher-order skills to complete a project or process. Tasks can range from an essay to a complex proposal or design.

Preview a Performance-Based Assessment

Want a closer look at how performance-based assessments work? Preview CAE’s K–12 and Higher Education assessments and see how CAE’s tools help students develop critical thinking, problem-solving, and written communication skills.

Performance-Based Assessments Help Students Build and Practice Problem-Solving Skills

In addition to effectively measuring students’ higher-order skills, including their problem-solving skills, performance-based assessments can help students practice and build these skills. Through the assessment process, students are given opportunities to practically apply their knowledge in real-world situations. By demonstrating their understanding of a topic, students are required to put what they’ve learned into practice through activities such as presentations, experiments, and simulations.

This type of problem-solving assessment tool requires students to analyze information and choose how to approach the presented problems. This process enhances their critical thinking skills and creativity, as well as their problem-solving skills. Unlike traditional assessments based on memorization or reciting facts, performance-based assessments focus on the students’ decisions and solutions, and through these tasks students learn to bridge the gap between theory and practice.

Performance-based assessments like CAE’s College and Career Readiness Assessment (CRA+) and Collegiate Learning Assessment (CLA+) provide students with in-depth reports that show them which higher-order skills they are strongest in and which they should continue to develop. This feedback helps students and their teachers plan instruction and supports to deepen their learning and improve their mastery of critical skills.

Explore CAE’s Problem-Solving Assessments

CAE offers performance-based assessments that measure student proficiency in higher-order skills including problem solving, critical thinking, and written communication.

College and Career Readiness Assessment (CCRA+) for secondary education and
Collegiate Learning Assessment (CLA+) for higher education.

Our solution also includes instructional materials, practice models, and professional development.

We can help you create a program to build students’ problem-solving skills that includes:

Measuring students’ problem-solving skills through a performance-based assessment
Using the problem-solving assessment data to inform instruction and tailor interventions
Teaching students problem-solving skills and providing practice opportunities in real-life scenarios
Supporting educators with quality professional development

Get started with our problem-solving assessment tools to measure and build students’ problem-solving skills today! These skills will be invaluable to students now and in the future.

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Learn more about cae’s suite of products and let’s get started measuring and teaching students important higher-order skills like problem solving..

Teaching problem solving: Let students get ‘stuck’ and ‘unstuck’

Subscribe to the center for universal education bulletin, kate mills and km kate mills literacy interventionist - red bank primary school helyn kim helyn kim former brookings expert @helyn_kim.

October 31, 2017

This is the second in a six-part blog series on teaching 21st century skills , including problem solving , metacognition , critical thinking , and collaboration , in classrooms.

In the real world, students encounter problems that are complex, not well defined, and lack a clear solution and approach. They need to be able to identify and apply different strategies to solve these problems. However, problem solving skills do not necessarily develop naturally; they need to be explicitly taught in a way that can be transferred across multiple settings and contexts.

Here’s what Kate Mills, who taught 4 th grade for 10 years at Knollwood School in New Jersey and is now a Literacy Interventionist at Red Bank Primary School, has to say about creating a classroom culture of problem solvers:

Helping my students grow to be people who will be successful outside of the classroom is equally as important as teaching the curriculum. From the first day of school, I intentionally choose language and activities that help to create a classroom culture of problem solvers. I want to produce students who are able to think about achieving a particular goal and manage their mental processes . This is known as metacognition , and research shows that metacognitive skills help students become better problem solvers.

I begin by “normalizing trouble” in the classroom. Peter H. Johnston teaches the importance of normalizing struggle , of naming it, acknowledging it, and calling it what it is: a sign that we’re growing. The goal is for the students to accept challenge and failure as a chance to grow and do better.

I look for every chance to share problems and highlight how the students— not the teachers— worked through those problems. There is, of course, coaching along the way. For example, a science class that is arguing over whose turn it is to build a vehicle will most likely need a teacher to help them find a way to the balance the work in an equitable way. Afterwards, I make it a point to turn it back to the class and say, “Do you see how you …” By naming what it is they did to solve the problem , students can be more independent and productive as they apply and adapt their thinking when engaging in future complex tasks.

After a few weeks, most of the class understands that the teachers aren’t there to solve problems for the students, but to support them in solving the problems themselves. With that important part of our classroom culture established, we can move to focusing on the strategies that students might need.

Here’s one way I do this in the classroom:

I show the broken escalator video to the class. Since my students are fourth graders, they think it’s hilarious and immediately start exclaiming, “Just get off! Walk!”

When the video is over, I say, “Many of us, probably all of us, are like the man in the video yelling for help when we get stuck. When we get stuck, we stop and immediately say ‘Help!’ instead of embracing the challenge and trying new ways to work through it.” I often introduce this lesson during math class, but it can apply to any area of our lives, and I can refer to the experience and conversation we had during any part of our day.

Research shows that just because students know the strategies does not mean they will engage in the appropriate strategies. Therefore, I try to provide opportunities where students can explicitly practice learning how, when, and why to use which strategies effectively so that they can become self-directed learners.

For example, I give students a math problem that will make many of them feel “stuck”. I will say, “Your job is to get yourselves stuck—or to allow yourselves to get stuck on this problem—and then work through it, being mindful of how you’re getting yourselves unstuck.” As students work, I check-in to help them name their process: “How did you get yourself unstuck?” or “What was your first step? What are you doing now? What might you try next?” As students talk about their process, I’ll add to a list of strategies that students are using and, if they are struggling, help students name a specific process. For instance, if a student says he wrote the information from the math problem down and points to a chart, I will say: “Oh that’s interesting. You pulled the important information from the problem out and organized it into a chart.” In this way, I am giving him the language to match what he did, so that he now has a strategy he could use in other times of struggle.

The charts grow with us over time and are something that we refer to when students are stuck or struggling. They become a resource for students and a way for them to talk about their process when they are reflecting on and monitoring what did or did not work.

For me, as a teacher, it is important that I create a classroom environment in which students are problem solvers. This helps tie struggles to strategies so that the students will not only see value in working harder but in working smarter by trying new and different strategies and revising their process. In doing so, they will more successful the next time around.

MSU Extension

Problem-solving skills are an important factor in academic success.

Elizabeth Gutierrez, Michigan State University Extension - May 11, 2012

Updated from an original article written by [email protected]..

Parents and caregivers can ensure their children's success by teaching and modeling effective problem-solving at home.

Children learn how to problem-solve by seeing and listening to how adults resolve conflict. Photo credit: Pixabay.

Helping your child learn how to problem solve is a critical skill for school readiness. Parents and caregivers are a child’s first and most important teacher; therefore, modeling good problem solving skills is very important. Children learn by watching parents and caregivers handle different situations and solve problems. If a parent handles problems by yelling, throwing things, hitting, grabbing or using other unacceptable strategies, a child will learn to do the same thing.

Often, adults will prevent their children from seeing all conflicts or disagreements. Remember, it is important for children to see adults negotiate differences, compromise and resolve conflicts. Learning to negotiate differences in a constructive way and allowing children to see how this is done is very effective and important. If parent and caregivers handle these situations privately, there is no example for the child/children to learn from.

Children can learn how to be assertive verbally as a result of seeing and listening to how adults resolve conflict. Another simple way a child can learn how to be assertive verbally is by role-playing with puppets and through pretend play with an adult. When using these techniques, it is important to help your child think of constructive ways to respond to different situations. By using puppets and role-play, your child can also learn about how others may feel in specific situations. When using these techniques, it is important not to criticize or label the child for past misbehavior.

There are some basic steps to problem solving from Incredible Years :

Identify the problem.
List the possible solutions or courses of action.
Weigh the possible solutions.
Choose a solution to try.
Put the solution into practice.
Evaluate the solution.

Using effective problem solving techniques will help children avoid conflict with others in a school setting and in their everyday lives. It will also strengthen children’s beginning empathy skills and help them learn more positive attributions about another person’s intentions. Effective problem solving skills is essential for academic and social success.

For more articles on child development, academic success, parenting and life skill development, please visit the Michigan State University Extension website.

This article was published by Michigan State University Extension . For more information, visit https://extension.msu.edu . To have a digest of information delivered straight to your email inbox, visit https://extension.msu.edu/newsletters . To contact an expert in your area, visit https://extension.msu.edu/experts , or call 888-MSUE4MI (888-678-3464).

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Benefits of Problem-Solving in the K-12 Classroom

Posted October 5, 2022 by Miranda Marshall

From solving complex algebra problems to investigating scientific theories, to making inferences about written texts, problem-solving is central to every subject explored in school. Even beyond the classroom, problem-solving is ranked among the most important skills for students to demonstrate on their resumes, with 82.9% of employers considering it a highly valued attribute. On an even broader scale, students who learn how to apply their problem-solving skills to the issues they notice in their communities – or even globally – have the tools they need to change the future and leave a lasting impact on the world around them.

Problem-solving can be taught in any content area and can even combine cross-curricular concepts to connect learning from all subjects. On top of building transferrable skills for higher education and beyond, read on to learn more about five amazing benefits students will gain from the inclusion of problem-based learning in their education:

Problem-solving is inherently student-centered.

Student-centered learning refers to methods of teaching that recognize and cater to students’ individual needs. Students learn at varying paces, have their own unique strengths, and even further, have their own interests and motivations – and a student-centered approach recognizes this diversity within classrooms by giving students some degree of control over their learning and making them active participants in the learning process.

Incorporating problem-solving into your curriculum is a great way to make learning more student-centered, as it requires students to engage with topics by asking questions and thinking critically about explanations and solutions, rather than expecting them to absorb information in a lecture format or through wrote memorization.

Increases confidence and achievement across all school subjects.

As with any skill, the more students practice problem-solving, the more comfortable they become with the type of critical and analytical thinking that will carry over into other areas of their academic careers. By learning how to approach concepts they are unfamiliar with or questions they do not know the answers to, students develop a greater sense of self-confidence in their ability to apply problem-solving techniques to other subject areas, and even outside of school in their day-to-day lives.

The goal in teaching problem-solving is for it to become second nature, and for students to routinely express their curiosity, explore innovative solutions, and analyze the world around them to draw their own conclusions.

Encourages collaboration and teamwork.

Since problem-solving often involves working cooperatively in teams, students build a number of important interpersonal skills alongside problem-solving skills. Effective teamwork requires clear communication, a sense of personal responsibility, empathy and understanding for teammates, and goal setting and organization – all of which are important throughout higher education and in the workplace as well.

Increases metacognitive skills.

Metacognition is often described as “thinking about thinking” because it refers to a person’s ability to analyze and understand their own thought processes. When making decisions, metacognition allows problem-solvers to consider the outcomes of multiple plans of action and determine which one will yield the best results.

Higher metacognitive skills have also widely been linked to improved learning outcomes and improved studying strategies. Metacognitive students are able to reflect on their learning experiences to understand themselves and the world around them better.

Helps with long-term knowledge retention.

Students who learn problem-solving skills may see an improved ability to retain and recall information. Specifically, being asked to explain how they reached their conclusions at the time of learning, by sharing their ideas and facts they have researched, helps reinforce their understanding of the subject matter.

Problem-solving scenarios in which students participate in small-group discussions can be especially beneficial, as this discussion gives students the opportunity to both ask and answer questions about the new concepts they’re exploring.

At all grade levels, students can see tremendous gains in their academic performance and emotional intelligence when problem-solving is thoughtfully planned into their learning.

Interested in helping your students build problem-solving skills, but aren’t sure where to start? Future Problem Solving Problem International (FPSPI) is an amazing academic competition for students of all ages, all around the world, that includes helpful resources for educators to implement in their own classrooms!

Learn more about this year’s competition season from this recorded webinar: https://youtu.be/AbeKQ8_Sm8U and/or email [email protected] to get started!

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How Students Can Rethink Problem Solving

Finding, shaping, and solving problems puts high school students in charge of their learning and bolsters critical-thinking skills.

As an educator for over 20 years, I’ve heard a lot about critical thinking , problem-solving , and inquiry and how they foster student engagement. However, I’ve also seen students draw a blank when they’re given a problem to solve. This happens when the problem is too vast for them to develop a solution or they don’t think the situation is problematic.

As I’ve tried, failed, and tried again to engage my students in critical thinking, problem-solving, and inquiry, I’ve experienced greater engagement when I allow them to problem-find, problem-shape, and problem-solve. This shift in perspective has helped my students take direct ownership over their learning.

Encourage Students to Find the Problem

When students ask a question that prompts their curiosity, it motivates them to seek out an answer. This answer often highlights a problem.

For example, I gave my grade 11 students a list of topics to explore, and they signed up for a topic that they were interested in. From that, they had to develop a research question. This allowed them to narrow the topic down to what they were specifically curious about.

Developing a research question initiated the research process. Students launched into reading information from reliable sources including Britannica , Newsela , and EBSCOhost . Through the reading process, they were able to access information so that they could attempt to find an answer to their question.

The nature of a good question is that there isn’t an “answer.” Instead, there are a variety of answers. This allowed students to feel safe in sharing their answers because they couldn’t be “wrong.” If they had reliable, peer-reviewed academic research to support their answer, they were “right.”

Shaping a Problem Makes Overcoming It More Feasible

When students identify a problem, they’re compelled to do something about it; however, if the problem is too large, it can be overwhelming for them. When they’re overwhelmed, they might shut down and stop learning. For that reason, it’s important for them to shape the problem by taking on a piece they can handle.

To help guide students, provide a list of topics and allow them to choose one. In my experience, choosing their own topic prompts students’ curiosity—which drives them to persevere through a challenging task. Additionally, I have students maintain their scope at a school, regional, or national level. Keeping the focus away from an international scope allows them to filter down the number of results when they begin researching. Shaping the problem this way allowed students to address it in a manageable way.

Students Can Problem-Solve with Purpose

Once students identified a slice of a larger problem that they could manage, they started to read and think about it, collaborate together, and figure out how to solve it. To further support them in taking on a manageable piece of the problem, the parameters of the solution were that it had to be something they could implement immediately. For example, raising $3 million to build a shelter for those experiencing homelessness in the community isn’t something that students can do tomorrow. Focusing on a solution that could be implemented immediately made it easier for them to come up with viable options.

With the problem shaped down to a manageable piece, students were better able to come up with a solution that would have a big impact. This problem-solving process also invites ingenuity and innovation because it allows teens to critically look at their day-to-day lives and experiences to consider what actions they could take to make a difference in the world. It prompts them to look at their world through a different lens.

When the conditions for inquiry are created by allowing students to problem-find, problem-shape and problem-solve, it allows students to do the following:

Critically examine their world to identify problems that exist
Feel empowered because they realize that they can be part of a solution
Innovate by developing new solutions to old problems

Put it All Together to Promote Change

Here are two examples of what my grade 11 students came up with when tasked with examining the national news to problem-find, problem-shape, and problem-solve.

Topic: Indigenous Issues in Canada

Question: How are Indigenous peoples impacted by racism?

Problem-find: The continued racism against Indigenous peoples has led to the families of murdered women not attaining justice, Indigenous peoples not being able to gain employment, and Indigenous communities not being able to access basic necessities like healthcare and clean water.

Problem-shape: A lot of the issues that Indigenous peoples face require government intervention. What can high school teens do to combat these issues?

Problem-solve: Teens need to stop supporting professional sports teams that tokenize Indigenous peoples, and if they see a peer wearing something from such a sports team, we need to educate them about how the team’s logo perpetuates racism.

Topic: People With Disabilities in Canada

Question: What leads students with a hearing impairment to feel excluded?

Problem-find: Students with a hearing impairment struggle to engage with course texts like films and videos.

Problem-shape: A lot of the issues that students with a hearing impairment face in schools require teachers to take action. What can high school teens do to help their hearing-impaired peers feel included?

Problem-solve: When teens share a video on social media, they should turn the closed-captioning on, so that all students can consume the media being shared.

Once my students came up with solutions, they wanted to do something about it and use their voices to engage in global citizenship. This led them to create TikTok and Snapchat videos and Instagram posts that they shared and re-shared among their peer group.

The learning that students engaged in led to their wanting to teach others—which allowed a greater number of students to learn. This whole process engendered conversations about our world and helped them realize that they aren’t powerless; they can do things to initiate change in areas that they’re interested in and passionate about. It allowed them to use their voices to educate others and promote change.

Problems and Problem Solving

What is a problem?

In common language, a problem is an unpleasant situation, a difficulty.

But in education the first definition in Webster's Dictionary — "a question raised for inquiry, consideration, or solution" — is a common meaning.

More generally in education, it's useful to define problem broadly — as any situation, in any area of life, where you have an opportunity to make a difference, to make things better — so problem solving is converting an actual current state into a desired future state that is better, so you have "made things better." Whenever you are thinking creatively-and-critically about ways to increase the quality of life (or to avoid a decrease in quality) for yourself and/or for others, you are actively involved in problem solving. Defined in this way, problem solving includes almost everything you do in life.

Problem-Solving Skills — Creative and Critical

An important goal of education is helping students learn how to think more productively while solving problems, by combining creative thinking (to generate ideas) and critical thinking (to evaluate ideas) with accurate knowledge (about the truth of reality). Both modes of thinking (creative & critical) are essential for a well-rounded productive thinker, according to experts in both fields:

Richard Paul (a prominent advocate of CRITICAL THINKING ) says, "Alternative solutions are often not given, they must be generated or thought-up. Critical thinkers must be creative thinkers as well, generating possible solutions in order to find the best one. Very often a problem persists, not because we can't tell which available solution is best, but because the best solution has not yet been made available — no one has thought of it yet."

Patrick Hillis & Gerard Puccio (who focus on CREATIVE THINKING ) describe the combining of creative generation with critical evaluation in a strategy of creative-and-critical Problem Solving that "contains many tools which can be used interchangeably within any of the stages. These tools are selected according to the needs of the task and are either divergent (i.e., used to generate options) or convergent (i.e., used to evaluate options)."

Creative Thinking can be motivated and guided by Creative Thinking: One of the interactions between creative thinking and critical thinking occurs when we use critical Evaluation to motivate and guide creative Generation in a critical - and - creative process of Guided Generation that is Guided Creativity . In my links-page for CREATIVITY you can explore this process in three stages, to better understand how a process of Guided Creativity — explored & recognized by you in Part 1 and then described by me in Part 2 — could be used (as illustrated in Part 3 ) to improve “the party atmosphere” during a dinner you'll be hosting, by improving a relationship.

Education for Problem Solving

By using broad definitions for problem solving and education, we can show students how they already are using productive thinking to solve problems many times every day, whenever they try to “make things better” in some way..

Problem Solving: a problem is an opportunity , in any area of life, to make things better. Whenever a decision-and-action helps you “ make it better ” — when you convert an actual state (in the past) into a more desirable actual state (in the present and/or future) — you are problem solving, and this includes almost everything you do in life, in all areas of life. { You can make things better if you increase quality for any aspect of life, or you maintain quality by reducing a potential decrease of quality. } / design thinking ( when it's broadly defined ) is the productive problem-solving thinking we use to solve problems. We can design (i.e. find, invent, or improve ) a better product, activity, relationship, and/or strategy (in General Design ) and/or (in Science-Design ) explanatory theory. { The editor of this links-page ( Craig Rusbult ) describes problem solving in all areas of life .}

note: To help you decide whether to click a link or avoid it, links highlighted with green or purple go to pages I've written, in my website about Education for Problem Solving or in this website for THINKING SKILLS ( CREATIVE and CRITICAL ) we use to SOLVE PROBLEMS .

Education: In another broad definition, education is learning from life-experiences, learning how to improve, to become more effective in making things better. For example, Maya Angelou – describing an essential difference between past and present – says "I did then what I knew how to do. Now that I know better, I do better, " where improved problem solving skills (when "do better" leads to being able to more effectively "make things better") has been a beneficial result of education, of "knowing better" due to learning from life-experiences.

Growth: One of the best ways to learn more effectively is by developing-and-using a better growth mindset so — when you ask yourself “how well am I doing in this area of life?” and honestly self-answer “not well enough” — instead of thinking “not ever” you are thinking “not yet” because you know that your past performance isn't your future performance; and you are confident that in this area of life (and in other areas) you can “grow” by improving your understandings-and-skills, when you invest intelligent effort in your self-education and self-improving. And you can "be an educator" by supporting the self-improving of other people by helping them improve their own growth mindsets. { resources for Growth Mindset }

Growth in Problem-Solving Skills: A main goal of this page is to help educators help students improve their skill in solving problems — by improving their ability to think productively (to more effectively combine creative thinking with critical thinking and accurate knowledge ) — in all areas of their everyday living. {resources: growth mindset for problem solving that is creative-and-critical }

How? You can improve your Education for Problem Solving by creatively-and-critically using general principles & strategies (like those described above & below, and elsewhere) and adapting them to specific situations, customizing them for your students (for their ages, abilities, experiences,...) and teachers, for your community and educational goals.

Promote Productive Thinking:

classroom (with Students & Teachers) actively doing Design Thinking

Build Educational Bridges:

When we show students how they use a similar problem-solving process (with design thinking ) for almost everything they do in life , we can design a wide range of activities that let us build two-way educational bridges:

• from Life into School, building on the experiences of students, to improve confidence: When we help students recognize how they have been using a problem-solving process of design thinking in a wide range of problem-solving situations,... then during a classroom design activity they can think “I have done this before (during design-in-life ) so I can do it again (for design-in-school )” to increase their confidence about learning. They will become more confident that they can (and will) improve the design-thinking skills they have been using (and will be using) to solve problems in life and in school.

• from School into Life, appealing to the hopes of students, to improve motivation: We can show each student how they will be using design thinking for "almost everything they do" in their future life (in their future whole-life, inside & outside school) so the design-thinking skills they are improving in school will transfer from school into life and will help them achieve their personal goals for life . When students want to learn in school because they are learning for life, this will increase their motivations to learn.

Improve Educational Equity:

When we build these bridges (past-to-present from Life into School , and present-to-future from School into Life ) we can improve transfers of learning — in time (past-to-present & present-to-future) and between areas (in school-life & whole-life) for whole-person education — and transitions in attitudes to improve a student's confidence & motivations. This will promote diversity and equity in education by increasing confidence & motivation for a wider range of students, and providing a wider variety of opportunities for learning in school, and for success in school. We want to “open up the options” for all students, so they will say “yes, I can do this” for a wider variety of career-and-life options, in areas of STEM (Science, Technology, Engineering, Math) and non-STEM .

This will help us improve diversity-and-equity in education by increasing confidence & motivations for a wider range of students, and providing a wider variety of opportunities for learning in school, and success in school.

Design Curriculum & Instruction:

• DEFINE GOALS for desired outcomes, for ideas-and-skills we want students to learn,

• DESIGN INSTRUCTION with learning activities (and associated teaching activities ) that will provide opportunities for experience with these ideas & skills, and help students learn more from their experiences. {more about Defining Goals and Designing Instruction } {one valuable activity is using a process-of-inquiry to learn principles-for-inquiry }

Problem-Solving Process for Science and Design

We'll look at problem-solving process for science (below) and design ( later ) separately, and for science-and-design together., problem-solving process for science, is there a “scientific method” we have reasons to say....

NO, because there is not a rigid sequence of steps that is used in the same way by all scientists, in all areas of science, at all times, but also...

YES, because expert scientists (and designers) tend to be more effective when they use flexible strategies — analogous to the flexible goal-directed improvising of a hockey player, but not the rigid choreography of a figure skater — to coordinate their thinking-and-actions in productive ways, so they can solve problems more effectively.

Below are some models that can help students understand and do the process of science. We'll begin with simplicity, before moving on to models that are more complex so they can describe the process more completely-and-accurately.

A simple model of science is PHEOC (Problem, Hypothesis, Experiment, Observe, Conclude). When PHEOC, or a similar model, is presented — or is misinterpreted — as a rigid sequence of fixed steps, this can lead to misunderstandings of science, because the real-world process of science is flexible. An assumption that “model = rigidity” is a common criticism of all models-for-process, but this unfortunate stereotype of "rigidity" is not logically justifiable because all models emphasize the flexibility of problem-solving process in real life, and (ideally) in the classroom. If a “step by step” model (like PHEOC or its variations) is interpreted properly and is used wisely, the model can be reasonably accurate and educationally useful. For example,...

A model that is even simpler — the 3-step POE (Predict, Observe, Learn) — has the essentials of scientific logic, and is useful for classroom instruction.

Science Buddies has Steps of the Scientific Method with a flowchart showing options for flexibility of timing. They say, "Even though we show the scientific method as a series of steps, keep in mind that new information or thinking might cause a scientist to back up and repeat steps at any point during the process. A process like the scientific method that involves such backing up and repeating is called an iterative process." And they compare Scientific Method with Engineering Design Process .

Lynn Fancher explains - in The Great SM - that "while science can be done (and often is) following different kinds of protocols, the [typical simplified] description of the scientific method includes some very important features that should lead to understanding some very basic aspects of all scientific practice," including Induction & Deduction and more.

From thoughtco.com, many thoughts to explore in a big website .

Other models for the problem solving process of science are more complex, so they can be more thorough — by including a wider range of factors that actually occur in real-life science, that influence the process of science when it's done by scientists who work as individuals and also as members of their research groups & larger communities — and thus more accurate. For example,

Understanding Science (developed at U.C. Berkeley - about ) describes a broad range of science-influencers, * beyond the core of science: relating evidence and ideas . Because "the process of science is exciting" they want to "give users an inside look at the general principles, methods, and motivations that underlie all of science." You can begin learning in their homepage (with US 101, For Teachers, Resource Library,...) and an interactive flowchart for "How Science Works" that lets you explore with mouse-overs and clicking.

* These factors affect the process of science, and occasionally (at least in the short run) the results of science. To learn more about science-influencers,...

Knowledge Building (developed by Bereiter & Scardamalia, links - history ) describes a human process of socially constructing knowledge.

The Ethics of Science by Henry Bauer — author of Scientific Literacy and the Myth of the Scientific Method (click "look inside") — examines The Knowledge Filter and a Puzzle and Filter Model of "how science really works."

[[ i.o.u. - soon, in mid-June 2021, I'll fix the links in this paragraph.]] Another model that includes a wide range of factors (empirical, social, conceptual) is Integrated Scientific Method by Craig Rusbult, editor of this links-page . Part of my PhD work was developing this model of science, in a unifying synthesis of ideas from scholars in many fields, from scientists, philosophers, historians, sociologists, psychologists, educators, and myself. The model is described in two brief outlines ( early & later ), more thoroughly, in a Basic Overview (with introduction, two visual/verbal representations, and summaries for 9 aspects of Science Process ) and a Detailed Overview (examining the 9 aspects more deeply, with illustrations from history & philosophy of science), and even more deeply in my PhD dissertation (with links to the full text, plus a “world record” Table of Contents, references, a visual history of my diagrams for Science Process & Design Process, and using my integrative model for [[ integrative analysis of instruction ). / Later, I developed a model for the basic logic-and-actions of Science Process in the context of a [[ more general Design Process .

Problem-Solving Process for Design

Because "designing" covers a wide range of activities, we'll look at three kinds of designing..

Engineering Design Process: As with Scientific Method,

a basic process of Engineering Design can be outlined in a brief models-with-steps – 5 5 in cycle 7 in cycle 8 10 3 & 11 . {these pages are produced by ==[later, I'll list their names]}

and it can be examined in more depth: here & here and in some of the models-with-steps (5... 3 & 11), and later .

Problem-Solving Process: also has models-with-steps ( 4 4 5 6 7 ) * and models-without-steps (like the editor's model for Design-Thinking Process ) to describe creative-and-critical thinking strategies that are similar to Engineering Design Process, and are used in a wider range of life — for all problem-solving situations (and these include almost everything we do in life) — not just for engineering. { * these pages are produced by ==}

Design-Thinking Process: uses a similar creative-and-critical process, * but with a focus on human - centered problems & solutions & solving - process and a stronger emphasis on using empathy . (and creativity )

* how similar? This depends on whether we define Design Thinking in ways that are narrow or broad. {the wide scope of problem-solving design thinking } {why do I think broad definitions (for objectives & process) are educationally useful ?}

Education for Design Thinking (at Stanford's Design School and beyond)

Problem Solving in Our Schools:

Improving education for problem solving, educators should want to design instruction that will help students improve their thinking skills. an effective strategy for doing this is..., goal-directed designing of curriculum & instruction.

When we are trying to solve a problem (to “make things better”) by improving our education for problem solving, a useful two-part process is to...

1. Define GOALS for desired outcomes, for the ideas-and-skills we want students to learn;

2. Design INSTRUCTION with Learning Activities that will provide opportunities for experience with these ideas & skills, and will help students learn more from their experiences.

Basically, the first part ( Define Goals ) is deciding WHAT to Teach , and the second part ( Design Instruction ) is deciding HOW to Teach .

But before looking at WHAT and HOW , here are some ways to combine them with...

Strategies for Goal-Directed Designing of WHAT-and-HOW.

Understanding by Design ( UbD ) is a team of experts in goal-directed designing,

as described in an overview of Understanding by Design from Vanderbilt U.

Wikipedia describes two key features of UbD: "In backward design, the teacher starts with classroom outcomes [#1 in Goal-Directed Designing above ] and then [#2] plans the curriculum, * choosing activities and materials that help determine student ability and foster student learning," and "The goal of Teaching for Understanding is to give students the tools to take what they know, and what they will eventually know, and make a mindful connection between the ideas. ... Transferability of skills is at the heart of the technique. Jay McTighe and Grant Wiggin's technique. If a student is able to transfer the skills they learn in the classroom to unfamiliar situations, whether academic or non-academic, they are said to truly understand."

* UbD "offers a planning process and structure to guide curriculum, assessment, and instruction. Its two key ideas are contained in the title: 1) focus on teaching and assessing for understanding and learning transfer, and 2) design curriculum “backward” from those ends."

ASCD – the Association for Supervision and Curriculum Development (specializing in educational leadership ) – has a resources-page for Understanding by Design that includes links to The UbD Framework and Teaching for Meaning and Understanding: A Summary of Underlying Theory and Research plus sections for online articles and books — like Understanding by Design ( by Grant Wiggins & Jay McTighe with free intro & U U ) and Upgrade Your Teaching: Understanding by Design Meets Neuroscience ( about How the Brain Learns Best by Jay McTighe & Judy Willis who did a fascinating ASCD Webinar ) and other books — plus DVDs and videos (e.g. overview - summary ) & more .

Other techniques include Integrative Analysis of Instruction and Goal-Directed Aesop's Activities .

In two steps for a goal-directed designing of education , you:

1) Define GOALS (for WHAT you want students to improve) ;

2) Design INSTRUCTION (for HOW to achieve these Goals) .

Although the sections below are mainly about 1. WHAT to Teach (by defining Goals ) and 2. HOW to Teach (by designing Instruction ) there is lots of overlapping, so you will find some "how" in the WHAT, and lots of "what" in the HOW.

P ERSONAL Skills (for Thinking about Self)

A very useful personal skill is developing-and-using a...

Growth Mindset: If self-education is broadly defined as learning from your experiences, better self-education is learning more effectively by learning more from experience, and getting more experiences. One of the best ways to learn more effectively is by developing a better growth mindset so — when you ask yourself “how well am I doing in this area of life?” and honestly answer “not well enough” — you are thinking “not yet” (instead of “not ever”) because you are confident that in this area of life (as in most areas, including those that are most important) you can “grow” by improving your skills, when you invest intelligent effort in your self-education. And you can support the self-education of other people by helping them improve their own growth mindsets. Carol Dweck Revisits the Growth Mindset and (also by Dweck) a video, Increasing Educational Equity and Opportunity . 3 Ways Educators Can Promote A Growth Mindset by Dan LaSalle, for Teach for America. Growth Mindset: A Driving Philosophy, Not Just a Tool by David Hochheiser, for Edutopia. Growth Mindset, Educational Equity, and Inclusive Excellence by Kris Slowinski who links to 5 videos . What’s Missing from the Conversation: The Growth Mindset in Cultural Competency by Rosetta Lee. YouTube video search-pages for [ growth mindset ] & [ mindset in education ] & [ educational equity mindset ].

also: Growth Mindset for Creativity

Self-Perception -- [[a note to myself: accurate understanding/evaluation of self + confidence in ability to improve/grow ]]

M ETA C OGNITIVE Skills (for Solving Problems)

What is metacognition? Thinking is cognition. When you observe your thinking and think about your thinking (maybe asking “how can I think more effectively?”) this is meta- cognition, which is cognition about cognition. To learn more about metacognition — what it is, why it's valuable, and how to use it more effectively — some useful web-resources are:

a comprehensive introductory overview by Nancy Chick, for Vanderbilt U.

my links-section has descriptions of (and links to) pages by other authors: Jennifer Livingston, How People Learn, Marsha Lovett, Carleton College, Johan Lehrer, Rick Sheets, William Peirce, and Steven Shannon, plus links for Self-Efficacy with a Growth Mindset , and more about metacognition.

my summaries about the value of combining cognition-and-metacognition and regulating it for Thinking Strategies (of many kinds ) to improve Performing and/or Learning by Learning More from Experience with a process that is similar to...

the Strategies for Self-Regulated Learning developed by other educators.

videos — search youtube for [ metacognition ] and [ metacognitive strategies ] and [ metacognition in education ].

And in other parts of this links-page,

As one part of guiding students during an inquiry activity a teacher can stimulate their metacognition by helping them reflect on their experiences.

While solving problems, almost always it's useful to think with empathy and also with metacognitive self-empathy by asking “what do they want?” and “what do I want?” and aiming for a win-win solution.

P ROCESS -C OORDINATING Skills (for Solving Problems)

THINKING SKILLS and THINKING PROCESS: When educators develop strategies to improve the problem solving abilities of students, usually their focus is on thinking skills. But thinking process is also important.

Therefore, it's useful to define thinking skills broadly, to include thinking that leads to decisions-about-actions, and actions:

thinking → action-decisions → actions

[[ I.O.U. -- later, in mid-June 2021, the ideas below will be developed -- and i'll connect it with Metacognitive Skills because we use Metacognition to Coordinate Process.

[[ here are some ideas that eventually will be in this section:

Collaborative Problem Solving [[ this major new section will link to creative.htm# collaborative-creativity (with a brief summary of ideas from there) and expand these ideas to include general principles and "coordinating the collaboration" by deciding who will do what, when, with some individual "doing" and some together "doing" ]]

actions can be mental and/or physical (e.g. actualizing Experimental Design to do a Physical Experiment, or actualizing an Option-for-Action into actually doing the Action

[[a note to myself: educational goals: we should help students improve their ability to combine their thinking skills — their creative Generating of Options and critical Generating of Options, plus using their Knowledge-of-Ideas that includes content-area knowledge plus the Empathy that is emphasized in Design Thinking — into an effective thinking process .

[[ Strategies for Coordinating: students can do this by skillfully Coordinating their Problem-Solving Actions (by using their Conditional Knowledge ) into an effective Problem-Solving Process.

[[ During a process of design, you coordinate your thinking-and-actions by making action decisions about “what to do next.” How? When you are "skillfully Coordinating..." you combine cognitive/metacognitive awareness (of your current problem-solving process) with (by knowing, for each skill, what it lets you accomplish, and the conditions in which it will be useful).

[[ a little more about problem-solving process

[[ here are more ideas that might be used here:

Sometimes tenacious hard work is needed, and perseverance is rewarded. Or it may be wise to be flexible – to recognize that what you've been doing may not be the best approach, so it's time to try something new – and when you dig in a new location your flexibility pays off.

Perseverance and flexibility are contrasting virtues. When you aim for an optimal balancing of this complementary pair, self-awareness by “knowing yourself” is useful. Have you noticed a personal tendency to err on the side of either too much perseverance or not enough? Do you tend to be overly rigid, or too flexible?

Making a wise decision about perseverance — when you ask, “Do I want to continue in the same direction, or change course?” * — is more likely when you have an aware understanding of your situation, your actions, the results, and your goals. Comparing results with goals is a Quality Check, providing valuable feedback that you can use as a “compass” to help you move in a useful direction. When you look for signs of progress toward your goals in the direction you're moving, you may have a feeling, based on logic and experience, that your strategy for coordinating the process of problem solving isn't working well, and it probably never will. Or you may feel that the goal is almost in sight and you'll soon reach it.

- How I didn't Learn to Ski (and then did) with Persevering plus Flexible Insight -

PRINCIPLES for PROBLEM SOLVING

Should we explicitly teach principles for thinking, can we use a process of inquiry to teach principles for inquiry, should we use a “model” for problem-solving process.

combining models?

What are the benefits of infusion and separate programs?

Principles & Strategies & Models ?

Should we explicitly teach “principles” for thinking?

Using evidence and logic — based on what we know about the ways people think and learn — we should expect a well-designed combination of “experience + reflection + principles” to be more educationally effective than experience by itself, to help students improve their creative-and-critical thinking skills and whole-process skills in solving problems (for design-inquiry) and answering questions (for science-inquiry).

Can we use a process-of-inquiry to teach principles-for-inquiry?

* In a typical sequence of ERP, students first get Experiences by doing a design activity. During an activity and afterward, they can do Reflections (by thinking about their experiences) and this will help them recognize Principles for doing Design-Thinking Process that is Problem-Solving Process. { design thinking is problem-solving thinking }

During reflections & discussions, typically students are not discovering new thoughts & actions. Instead they are recognizing that during a process of design they are using skills they already know because they already have been using Design Thinking to do almost everything in their life . A teacher can facilitate these recognitions by guiding students with questions about what they are doing now, and what they have done in the past, and how these experiences are similar, but also are different in some ways. When students remember (their prior experience) and recognize (the process they did use, and are using), they can formulate principles for their process of design thinking. But when they formulate principles for their process of problem solving, they are just making their own experience-based prior knowledge — of how they have been solving problems, and are now solving problems — more explicit and organized.

If we help students "make their own experience-based prior knowledge... more explicit and organized" by showing them how their knowledge can be organized into a model for problem-solving process, will this help them improve their problem-solving abilities?

IOU - This mega-section will continue being developed in mid-June 2021.

[[a note to myself: thinking skills and thinking process — What is the difference? - Experience + Reflection + Principles - coordination-decisions

[[are the following links specifically for this section about "experience + principles"? maybe not because these seem to be about principles, not whether to teach principles.]]

An excellent overview is Teaching Thinking Skills by Kathleen Cotton. (the second half of her page is a comprehensive bibliography)

This article is part of The School Improvement Research Series (available from Education Northwest and ERIC ) where you can find many useful articles about thinking skills & other topics, by Cotton & other authors. [[a note to myself: it still is excellent, even though it's fairly old, written in 1991 -- soon, I will search to find more-recent overviews ]]

Another useful page — What Is a Thinking Curriculum ? (by Fennimore & Tinzmann) — begins with principles and then moves into applications in Language Arts, Mathematics, Sciences, and Social Sciences.

My links-page for Teaching-Strategies that promote Active Learning explores a variety of ideas about strategies for teaching (based on principles of constructivism, meaningful reception,...) in ways that are intended to stimulate active learning and improve thinking skills. Later, a continuing exploration of the web will reveal more web-pages with useful “thinking skills & problem solving” ideas (especially for K-12 students & teachers) and I'll share these with you, here and in TEACHING ACTIVITIES .

Of course, thinking skills are not just for scholars and schoolwork, as emphasized in an ERIC Digest , Higher Order Thinking Skills in Vocational Education . And you can get information about 23 ==Programs that Work from the U.S. Dept of Education.

goals can include improving affective factors & character == e.g. helping students learn how to develop & use use non-violent solutions for social problems .

INFUSION and/or SEPARATE PROGRAMS?

In education for problem solving, one unresolved question is "What are the benefits of infusion, or separate programs? " What is the difference?

With infusion , thinking skills are closely integrated with content instruction in a subject area, in a "regular" course.

In separate programs , independent from content-courses, the explicit focus of a course is to help students improve their thinking skills.

In her overview of the field, Kathleen Cotton says,

Of the demonstrably effective programs, about half are of the infused variety, and the other half are taught separately from the regular curriculum. ... The strong support that exists for both approaches... indicates that either approach can be effective. Freseman represents what is perhaps a means of reconciling these differences [between enthusiastic advocates of each approach] when he writes, at the conclusion of his 1990 study: “Thinking skills need to be taught directly before they are applied to the content areas. ... I consider the concept of teaching thinking skills directly to be of value especially when there follows an immediate application to the content area.”

For principles and examples of infusion , check the National Center for Teaching Thinking which lets you see == What is Infusion? (an introduction to the art of infusing thinking skills into content instruction), and == sample lessons (for different subjects, grade levels, and thinking skills). -- resources from teach-think-org -- [also, lessons designed to infuse Critical and Creative Thinking into content instruction]

Infusing Teaching Thinking Into Subject-Area Instruction (by Robert Swarz & David Perkins) - and more about the book

And we can help students improve their problem-solving skills with teaching strategies that provide structure for instruction and strategies for thinking . ==[use structure+strategies only in edu-section?

Adobe [in creative]

MORE about Teaching Principles for Problem Solving

[[ i.o.u. -- this section is an "overlap" between #1 (Goals) and #2 (Methods) so... maybe i'll put it in-between them? -- i'll decide soon, maybe during mid-June 2021 ]]

Two Kinds of Inquiry Activities (for Science and Design )

To more effectively help students improve their problem-solving skills, teachers can provide opportunities for students to be actively involved in solving problems, with inquiry activities . What happens during inquiry? Opportunities for inquiry occur whenever a gap in knowledge — in conceptual knowledge (so students don't understand) or procedural knowledge (so they don't know what to do, or how) — stimulates action (mental and/or physical) and students are allowed to think-do-learn.

Students can be challenged to solve two kinds of problems during two kinds of inquiry activity:

during Science-Inquiry they try to improve their understanding, by asking problem-questions and seeking answers. During their process of solving problems, they are using Science-Design , aka Science , to design a better explanatory theory.

during Design-Inquiry they try to improve some other aspect(s) of life, by defining problem-projects and seeking solutions. During their process of solving problems, they are using General Design (which includes Engineering and more) to design a better product, activity, or strategy.

But... whether the main objective is for Science-Design or General Design, a skilled designer will be flexible, will do whatever will help them solve the problem(s). Therefore a “scientist” sometimes does engineering, and an “engineer” sometimes does science. A teacher can help students recognize how-and-why they also do these “ crossover actions ” during an activity for Science Inquiry or Design Inquiry. Due to these connections, we can build transfer-bridges between the two kinds of inquiry , and combine both to develop “hybrid activities” for Science-and-Design Inquiry.

Goal-Priorities: There are two kinds of inquiry, so (re: Goals for What to Learn) what emphasis do we want to place on activities for Science -Inquiry and Design -Inquiry? (in the limited amount of classroom time that teachers can use for Inquiry Activities)

Two Kinds of Improving (for Performing and Learning )

Goal-Priorities: There are two kinds of improving, so (re: Goals for What to Learn) what emphasis do we want to place on better Performing (now) and Learning (for later)?

When defining goals for education, we ask “How important is improving the quality of performing now, and (by learning now ) of performing later ?” For example, a basketball team (coach & players) will have a different emphasis in an early-season practice (when their main goal is learning well) and end-of-season championship game (when their main goal is performing well). {we can try to optimize the “total value” of performing/learning/enjoying for short-term fun plus long-term satisfactions }

SCIENCE (to use-learn-teach Skills for Problem Solving )

Problem-solving skills used for science.

This section supplements models for Scientific Method that "begin with simplicity, before moving on to models that are more complex so they can describe the process more completely-and-accurately. " On the spectrum of simplicity → complexity , one of the simplest models is...

POE (Predict, Observe, Learn) to give students practice with the basic scientific logic we use to evaluate an explanatory theory about “what happens, how, and why.” POE is often used for classroom instruction — with interactive lectures [iou - their website is temporarily being "restored"] & in other ways — and research has shown it to be effective. A common goal of instruction-with-POE is to improve the conceptual knowledge of students, especially to promote conceptual change their alternative concepts to scientific concepts. But students also improve their procedural knowledge for what the process of science is, and how to do the process. { more – What's missing from POE ( experimental skills ) w hen students use it for evidence-based argumentation and Ecologies - Educational & Conceptual }

Dany Adams (at Smith College) explicitly teaches critical thinking skills – and thus experiment-using skills – in the context of scientific method.

Science Buddies has models for Scientific Method (and for Engineering Design Process ) and offers Detailed Help that is useful for “thinking skills” education. ==[DetH]

Next Generation Science Standards ( NGSS ) emphasizes the importance of designing curriculum & instruction for Three Dimensional Learning with productive interactions between problem-solving Practices (for Science & Engineering ) and Crosscutting Concepts and Disciplinary Core Ideas.

Science: A Process Approach ( SAPA ) was a curriculum program earlier, beginning in the 1960s. Michael Padilla explains how SAPA defined The Science Process Skills as "a set of broadly transferable abilities, appropriate to many science disciplines and reflective of the behavior of scientists. SAPA categorized process skills into two types, basic and integrated. The basic (simpler) process skills provide a foundation for learning the integrated (more complex) skills." Also, What the Research Says About Science Process Skills by Karen Ostlund; and Students' Understanding of the Procedures of Scientific Enquiry by Robin Millar, who examines several approaches and concludes (re: SAPA) that "The process approach is not, therefore, a sound basis for curriculum planning, nor does the analysis on which it is based provide a productive framework for research." But I think parts of it can be used creatively for effective instruction. { more about SAPA }

ENGINEERING (to use-learn-teach Skills for Problem Solving )

Problem-solving skills used for engineering.

Engineering is Elementary ( E i E ) develops activities for students in grades K-8. To get a feeling for the excitement they want to share with teachers & students, watch an "about EiE" video and explore their website . To develop its curriculum products, EiE uses research-based Design Principles and works closely with teachers to get field-testing feedback, in a rigorous process of educational design . During instruction, teachers use a simple 5-phase flexible model of engineering design process "to guide students through our engineering design challenges... using terms [ Ask, Imagine, Plan, Create, Improve ] children can understand." {plus other websites about EiE }

Project Lead the Way ( PLTW ), another major developer of k-12 curriculum & instruction for engineering and other areas, has a website you can explore to learn about their educational philosophy & programs (at many schools ) & resources and more. And you can web-search for other websites about PLTW.

Science Buddies , at level of k-12, has tips for science & engineering .

EPICS ( home - about ), at college level, is an engineering program using EPICS Design Process with a framework supplemented by sophisticated strategies from real-world engineering. EPICS began at Purdue University and is now used at ( 29 schools) (and more with IUCCE ) including Purdue, Princeton, Notre Dame, Texas A&M, Arizona State, UC San Diego, Drexel, and Butler.

DESIGN THINKING (to use-learn-teach Skills for Problem Solving )

Design Thinking emphasizes the importance of using empathy to solve human-centered problems.

Stanford Institute of Design ( d.school ) is an innovative pioneer in teaching a process of human-centered design thinking that is creative-and-critical with empathy . In their Design Thinking Bootleg – that's an updated version of their Bootcamp Bootleg – they share a wide variety of attitudes & techniques — about brainstorming and much more — to stimulate productive design thinking with the objective of solving real-world problems. {their first pioneer was David Kelley }

The d.school wants to "help prepare a generation of students to rise with the challenges of our times." This goal is shared by many other educators, in k-12 and colleges, who are excited about design thinking. Although d.school operates at college level, they (d.school + IDEO ) are active in K-12 education as in their website about Design Thinking in Schools ( FAQ - resources ) that "is a directory [with brief descriptions] of schools and programs that use design thinking in the curriculum for K12 students... design thinking is a powerful way for today’s students to learn, and it’s being implemented by educators all around the world." { more about Education for Design Thinking in California & Atlanta & Pittsburgh & elsewhere} [[a note to myself: @ ws and maybe my broad-definition page]]

On twitter, # DTk12 chat is an online community of enthusiastic educators who are excited about Design Thinking ( DT ) for K-12 Education, so they host a weekly twitter chat (W 9-10 ET) and are twitter-active informally 24/7.

PROBLEM-BASED LEARNING (to use-learn-teach Skills for Problem Solving )

Problem-Based Learning ( PBL ? ) is a way to improve motivation, thinking, and learning. You can learn more from:

overviews of PBL from U of WA & Learning-Theories.com ;

and (in ERIC Digests) using PBL for science & math plus a longer introduction - challenges for students & teachers (we never said it would be easy!) ;

a deeper examination by John Savery (in PDF & [without abstract] web-page );

Most Popular Papers from The Interdisciplinary Journal of Problem-based Learning ( about IJPBL ).

videos about PBL by Edutopia (9:26) and others ;

a search in ACSD for [problem-based learning] → a comprehensive links-page for Problem-Based Learning and an ACSD-book about...

Problems as Possibilities by Linda Torp and Sara Sage: Table of Contents - Introduction (for 2nd Edition) - samples from the first & last chapters - PBL Resources (including WeSites in Part IV) .

PBL in Schools:

Samford University uses PBL (and other activities) for Transformational Learning that "emphasizes the whole person, ... helps students grow physically, mentally, and spiritually, and encourages them to value public service as well as personal gain."

In high school education, Problem-Based Learning Design Institute from Illinois Math & Science Academy ( about ); they used to have an impressive PBL Network ( sitemap & web-resources from 2013, and 9-23-2013 story about Kent, WA ) that has mysteriously disappeared. https://www.imsa.edu/academics/inquiry/resources/ research_ethics

Vanderbilt U has Service Learning thru Community Engagement with Challenges and Opportunities and tips for Teaching Step by Step & Best Practices and Resource-Links for many programs, organizations, articles, and more.

What is PBL? The answer is " Problem-Based Learning and/or Project-Based Learning " because both meanings are commonly used. Here are 3 pages (+ Wikipedia) that compare PBL with PBL, examine similarities & differences, consider definitions:

John Larmer says "we [at Buck Institute for Education which uses Project Based Learning ] decided to call problem-based learning a subset of project-based learning [with these definitions, ProblemBL is a narrower category, so all ProblemBL is ProjectBL, but not vice versa] – that is, one of the ways a teacher could frame a project is to solve a problem, " and concludes that "the semantics aren't worth worrying about, at least not for very long. The two PBLs are really two sides of the same coin. ... The bottom line is the same: both PBLs can powerfully engage and effectively teach your students!" Chris Campbell concludes, "it is probably the importance of conducting active learning with students that is worthy and not the actual name of the task. Both problem-based and project-based learning have their place in today’s classroom and can promote 21st Century learning." Jan Schwartz says "there is admittedly a blurring of lines between these two approaches to education, but there are differences." Wikipedia has Problem-Based Learning (with "both" in P5BL ) and Project-Based Learning .

i.o.u. - If you're wondering "What can I do in my classroom today ?", eventually (maybe in June 2021) there will be a section for "thinking skills activities" in this page, and in the area for TEACHING ACTIVITIES .

Don’t Just Tell Students to Solve Problems. Teach Them How.

The positive impact of an innovative uc san diego problem-solving educational curriculum continues to grow.

Daniel Kane - [email protected]

Published Date

Not getting stuck

One of the overarching goals of this project is to teach both problem-identification and problem-solving skills that help students avoid getting stuck during the learning process. Stuck feelings lead to frustration – and when it’s a Science, Technology, Engineering and Math (STEM) project, that frustration can lead students to feel they don’t belong in a STEM major or a STEM career. Instead, the UC San Diego curriculum is designed to give students the tools that lead to reactions like “this class is hard, but I know I can do this!” – as Ogo, a celebrated high school biomedical sciences and technology teacher, put it.

Three years into the curriculum development effort, the light-hearted energy of the students combined with their intense focus points to success. On the last day of the class, Mourad Mjahed PhD, Director of the MESA Program at Southwestern College’s School of Mathematics, Science and Engineering came to UC San Diego to see the final project presentations made by his 22 MESA students.

“Industry is looking for students who have learned from their failures and who have worked outside of their comfort zones,” said Mjahed. The UC San Diego problem-solving curriculum, Mjahed noted, is an opportunity for students to build the skills and the confidence to learn from their failures and to work outside their comfort zone. “And from there, they see pathways to real careers,” he said.

What does it mean to explicitly teach problem solving?

This approach to teaching problem solving includes a significant focus on learning to identify the problem that actually needs to be solved, in order to avoid solving the wrong problem. The curriculum is organized so that each day is a complete experience. It begins with the teacher introducing the problem-identification or problem-solving strategy of the day. The teacher then presents case studies of that particular strategy in action. Next, the students get introduced to the day’s challenge project. Working in teams, the students compete to win the challenge while integrating the day’s technique. Finally, the class reconvenes to reflect. They discuss what worked and didn't work with their designs as well as how they could have used the day’s problem-identification or problem-solving technique more effectively.

The challenges are designed to be engaging – and over three years, they have been refined to be even more engaging. But the student engagement is about much more than being entertained. Many of the students recognize early on that the problem-identification and problem-solving skills they are learning can be applied not just in the classroom, but in other classes and in life in general.

Gabriel from Southwestern College is one of the students who saw benefits outside the classroom almost immediately. In addition to taking the UC San Diego problem-solving course, Gabriel was concurrently enrolled in an online computer science programming class. He said he immediately started applying the UC San Diego problem-identification and troubleshooting strategies to his coding assignments.

Gabriel noted that he was given a coding-specific troubleshooting strategy in the computer science course, but the more general problem-identification strategies from the UC San Diego class had been extremely helpful. It’s critical to “find the right problem so you can get the right solution. The strategies here,” he said, “they work everywhere.”

Phan echoed this sentiment. “We believe this curriculum can prepare students for the technical workforce. It can prepare students to be impactful for any career path.”

The goal is to be able to offer the course in community colleges for course credit that transfers to the UC, and to possibly offer a version of the course to incoming students at UC San Diego.

As the team continues to work towards integrating the curriculum in both standardized high school courses such as physics, and incorporating the content as a part of the general education curriculum at UC San Diego, the project is expected to impact thousands more students across San Diego annually.

Portrait of the Problem-Solving Curriculum

On a sunny Wednesday in July 2023, an experiential-learning classroom was full of San Diego community college students. They were about half-way through the three-week problem-solving course at UC San Diego, held in the campus’ EnVision Arts and Engineering Maker Studio. On this day, the students were challenged to build a contraption that would propel at least six ping pong balls along a kite string spanning the laboratory. The only propulsive force they could rely on was the air shooting out of a party balloon.

A team of three students from Southwestern College – Valeria, Melissa and Alondra – took an early lead in the classroom competition. They were the first to use a plastic bag instead of disposable cups to hold the ping pong balls. Using a bag, their design got more than half-way to the finish line – better than any other team at the time – but there was more work to do.

As the trio considered what design changes to make next, they returned to the problem-solving theme of the day: unintended consequences. Earlier in the day, all the students had been challenged to consider unintended consequences and ask questions like: When you design to reduce friction, what happens? Do new problems emerge? Did other things improve that you hadn’t anticipated?

Other groups soon followed Valeria, Melissa and Alondra’s lead and began iterating on their own plastic-bag solutions to the day’s challenge. New unintended consequences popped up everywhere. Switching from cups to a bag, for example, reduced friction but sometimes increased wind drag.

Over the course of several iterations, Valeria, Melissa and Alondra made their bag smaller, blew their balloon up bigger, and switched to a different kind of tape to get a better connection with the plastic straw that slid along the kite string, carrying the ping pong balls.

One of the groups on the other side of the room watched the emergence of the plastic-bag solution with great interest.

“We tried everything, then we saw a team using a bag,” said Alexander, a student from City College. His team adopted the plastic-bag strategy as well, and iterated on it like everyone else. They also chose to blow up their balloon with a hand pump after the balloon was already attached to the bag filled with ping pong balls – which was unique.

“I don’t want to be trying to put the balloon in place when it's about to explode,” Alexander explained.

Asked about whether the structured problem solving approaches were useful, Alexander’s teammate Brianna, who is a Southwestern College student, talked about how the problem-solving tools have helped her get over mental blocks. “Sometimes we make the most ridiculous things work,” she said. “It’s a pretty fun class for sure.”

Yoshadara, a City College student who is the third member of this team, described some of the problem solving techniques this way: “It’s about letting yourself be a little absurd.”

Alexander jumped back into the conversation. “The value is in the abstraction. As students, we learn to look at the problem solving that worked and then abstract out the problem solving strategy that can then be applied to other challenges. That’s what mathematicians do all the time,” he said, adding that he is already thinking about how he can apply the process of looking at unintended consequences to improve both how he plays chess and how he goes about solving math problems.

Looking ahead, the goal is to empower as many students as possible in the San Diego area and beyond to learn to problem solve more enjoyably. It’s a concrete way to give students tools that could encourage them to thrive in the growing number of technical careers that require sharp problem-solving skills, whether or not they require a four-year degree.

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Pedagogical Shifts

Essential lessons, leadership challenges and opportunities.

Jamaludin, A., & Hung, D. W. L. (2016). Digital "learning trails": Scaling technology-facilitated curricular innovation in schools with a rhizomatic lens. Journal of Educational Change , 17 (3), 355–377.

Kahneman, D. (2011). Thinking, fast and slow . New York: Farrar, Strauss, & Giroux.

National Academy of Sciences. (2010). Rising above the gathering storm, revisited: Rapidly approaching category 5. Washington, DC: National Academies Press.

McNeill, K. L., González-Howard, M., Katsh-Singer, R., & Loper, S. (2017). Moving beyond pseudoargumentation: Teachers' enactments of an educative science curriculum focused on argumentation. Science Education , 101 (3), 426–457.

Ng, P. T. (2017). Learning from Singapore: The power of paradoxes . New York: Routledge.

OECD. (2012). PISA 2012 results: Creative problem solving. Paris: OECD.

Patchen, A. K., Zhang, L., & Barnett, M. (2017). Growing plants and scientists: Fostering positive attitudes toward science among all participants in an afterschool hydroponics program. Journal of Science and Educational Technology , 26 (3), 279–294.

Prensky, M. R. (2012). From digital natives to digital wisdom: Hopeful essays for 21st century learning. Thousand Oaks, CA: Corwin.

Shirley, D. (2016). The new imperatives of educational change: Achievement with integrity . New York: Routledge.

• 1 Read more about the Jurong Secondary School project .

He has conducted in-depth studies about school innovations in England, Germany, Canada, and South Korea. Shirley has been a visiting professor at Harvard University in the United States, Venice International University in Italy, the National Institute of Education in Singapore, the University of Barcelona in Spain, and the University of Stavanger in Norway. He is a fellow of the Royal Society of Arts. Shirley’s previous book is The New Imperatives of Educational Change: Achievement with Integrity .

Pak Tee Ng is Associate Dean, Leadership Learning at the National Institute of Education of Nanyang Technological University in Singapore and the author of Learning from Singapore: The Power of Paradoxes (Routledge, 2017).

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JOLE 2023 Special Issue
Editorial Staff
20th Anniversary Issue
The Development of Problem-Solving Skills for Aspiring Educational Leaders

Jeremy D. Visone 10.12806/V17/I4/R3

Introduction

Solving problems is a quintessential aspect of the role of an educational leader. In particular, building leaders, such as principals, assistant principals, and deans of students, are frequently beset by situations that are complex, unique, and open-ended. There are often many possible pathways to resolve the situations, and an astute educational leader needs to consider many factors and constituencies before determining a plan of action. The realm of problem solving might include student misconduct, personnel matters, parental complaints, school culture, instructional leadership, as well as many other aspects of educational administration. Much consideration has been given to the development of problem-solving skills for educational leaders. This study was designed to answer the following research question: “How do aspiring educational leaders’ problem solving skills, as well as perceptions of their problem-solving skills, develop during a year-long graduate course sequence focused on school-level leadership that includes the presentation of real-world scenarios?” This mixed-methods study extends research about the development of problem-solving skills conducted with acting administrators (Leithwood & Steinbach, 1992, 1995).

The Nature of Problems

Before examining how educational leaders can process and solve problems effectively, it is worth considering the nature of problems. Allison (1996) posited simply that problems are situations that require thought and/or actions. Further, there are different types of problems presented to educational leaders. First, there are well-structured problems , which can be defined as those with clear goals and relatively prescribed resolution pathways, including an easy way of determining whether goals were met (Allison, 1996).

Conversely, ill-structured problems are those with more open-ended profiles, whereby the goals, resolution pathways, or evidence of success are not necessarily clear. These types of problems could also be considered unstructured (Leithwood & Steinbach, 1995) or open-design (Allison, 1996). Many of the problems presented to educational leaders are unstructured problems. For example, a principal must decide how to discipline children who misbehave, taking into consideration their disciplinary history, rules and protocols of the school, and other contextual factors; determine how best to raise student achievement (Duke, 2014); and resolve personnel disputes among staff members. None of these problems point to singular solutions that can be identified as “right” or “wrong.” Surely there are responses that are less desirable than others (i.e. suspension or recommendation for expulsion for minor infractions), but, with justification and context, many possible solutions exist.

Problem-Solving Perspectives and Models

Various authors have shared perspectives about effective problem solving. Marzano, Waters, and McNulty (2005) outlined the “21 Responsibilities of the School Leader.” These responsibilities are highly correlated with student achievement based upon the authors’ meta- analysis of 69 studies about leadership’s effect on student achievement. The most highly correlated of the responsibilities was situational awareness , which refers to understanding the school deeply enough to anticipate what might go wrong from day-to-day, navigate the individuals and groups within the school, and recognize issues that might surface at a later time (Marzano et al., 2005). Though the authors discuss the utility of situational awareness for long- term, large-scale decision making, in order for an educational leader to effectively solve the daily problems that come her way, she must again have a sense of situational awareness, lest she make seemingly smaller-scale decisions that will lead to large-scale problems later.

Other authors have focused on problems that can be considered more aligned with the daily work of educational leaders. Considering the problem-type classification dichotomies of Allison (1996) and Leithwood and Steinbach (1995), problems that educational leaders face on a daily basis can be identified as either well-structured or unstructured. Various authors have developed problem-solving models focused on unstructured problems (Bolman & Deal, 2008; Leithwood & Steinbach, 1995; Simon, 1993), and these models will be explored next.

Simon (1993) outlined three phases of the decision-making process. The first is to find problems that need attention. Though many problems of educational leaders are presented directly to them via, for example, an adult referring a child for discipline, a parent registering a complaint about a staff member, or a staff member describing a grievance with a colleague, there is a corollary skill of identifying what problems—of the many that come across one’s desk— require immediate attention, or ultimately, any attention, at all. Second, Simon identified “designing possible courses of action” (p. 395). Finally, educational leaders must evaluate the quality of their decisions. From this point of having selected a viable and positively evaluated potential solution pathway, implementation takes place.

Bolman and Deal (2008) outlined a model of reframing problems using four different frames, through which problems of practice can be viewed. These frames provide leaders with a more complete set of perspectives than they would likely utilize on their own. The structural frame represents the procedural and systems-oriented aspects of an organization. Within this frame, a leader might ask whether there is a supervisory relationship involved in a problem, if a protocol exists to solve such a problem, or what efficiencies or logical processes can help steer a leader toward a resolution that meets organizational goals. The human resource frame refers to the needs of individuals within the organization. A leader might try to solve a problem of practice with the needs of constituents in mind, considering the development of employees and the balance between their satisfaction and intellectual stimulation and the organization’s needs. The political frame includes the often competing interests among individuals and groups within the organization, whereby alliances and negotiations are needed to navigate the potential minefield of many groups’ overlapping aims. From the political frame, a leader could consider what the interpersonal costs will be for the leader and organization among different constituent groups, based upon which alternatives are selected. Last, the symbolic frame includes elements of meaning within an organization, such as traditions, unspoken rules, and myths. A leader may need to consider this frame when proposing a solution that might interfere with a long-standing organizational tradition.

Bolman and Deal (2008) identified the political and symbolic frames as weaknesses in most leaders’ consideration of problems of practice, and the weakness in recognizing political aspects of decision making for educational leaders was corroborated by Johnson and Kruse (2009). An implication for leadership preparation is to instruct students in the considerations of these frames and promote their utility when examining problems.

Authors have noted that experts use different processes than novice problem solvers (Simon, 1993; VanLehn, 1991). An application of this would be Simon’s (1993) assertion that experts can rely on their extensive experience to remember solutions to many problems, without having to rely on an extensive analytical process. Further, they may not even consider a “problem” identified by a novice a problem, at all. With respect to educational leaders, Leithwood and Steinbach (1992, 1995) outlined a set of competencies possessed by expert principals, when compared to their typical counterparts. Expert principals were better at identifying the nature of problems; possessing a sense of priority, difficulty, how to proceed, and connectedness to prior situations; setting meaningful goals for problem solving, such as seeking goals that are student-centered and knowledge-focused; using guiding principles and long-term purposes when determining the best courses of action; seeing fewer obstacles and constraints when presented with problems; outlining detailed plans for action that include gathering extensive information to inform decisions along the plan’s pathway; and responding with confidence and calm to problem solving. Next, I will examine how problem-solving skills are developed.

Preparation for Educational Leadership Problem Solving

How can the preparation of leaders move candidates toward the competencies of expert principals? After all, leading a school has been shown to be a remarkably complex enterprise (Hallinger & McCary, 1990; Leithwood & Steinbach, 1992), especially if the school is one where student achievement is below expectations (Duke, 2014), and the framing of problems by educational leaders has been espoused as a critically important enterprise (Bolman & Deal, 2008; Dimmock, 1996; Johnson & Kruse, 2009; Leithwood & Steinbach, 1992, 1995; Myran & Sutherland, 2016). In other disciplines, such as business management, simulations and case studies are used to foster problem-solving skills for aspiring leaders (Rochford & Borchert, 2011; Salas, Wildman, & Piccolo, 2009), and attention to problem-solving skills has been identified as an essential curricular component in the training of journalism and mass communication students (Bronstein & Fitzpatrick, 2015). Could such real-world problem solving methodologies be effective in the preparation of educational leaders? In a seminal study about problem solving for educational leaders, Leithwood and Steinbach (1992, 1995) sought to determine if effective problem-solving expertise could be explicitly taught, and, if so, could teaching problem- processing expertise be helpful in moving novices toward expert competence? Over the course of four months and four separate learning sessions, participants in the control group were explicitly taught subskills within six problem-solving components: interpretation of the problem for priority, perceived difficulty, data needed for further action, and anecdotes of prior experience that can inform action; goals for solving the problem; large-scale principles that guide decision making; barriers or obstacles that need to be overcome; possible courses of action; and the confidence of the leader to solve the problem. The authors asserted that providing conditions to participants that included models of effective problem-solving, feedback, increasingly complex problem-solving demands, frequent opportunities for practice, group problem-solving, individual reflection, authentic problems, and help to stimulate metacognition and reflection would result in educational leaders improving their problem-solving skills.

The authors used two experts’ ratings of participants’ problem-solving for both process (their methods of attacking the problem) and product (their solutions) using a 0-3 scale in a pretest-posttest design. They found significant increases in some problem-solving skills (problem interpretation, goal setting, and identification of barriers or obstacles that need to be overcome) after explicit instruction (Leithwood & Steinbach, 1992, 1995). They recommended conducting more research on the preparation of educational leaders, with particular respect to approaches that would improve the aspiring leaders’ problem-solving skills.

Solving problems for practicing principals could be described as constructivist, since most principals do solve problems within a social context of other stakeholders, such as teachers, parents, and students (Leithwood & Steinbach, 1992). Thus, some authors have examined providing opportunities for novice or aspiring leaders to construct meaning from novel scenarios using the benefits of, for example, others’ point of view, expert modeling, simulations, and prior knowledge (Duke, 2014; Leithwood & Steinbach, 1992, 1995; Myran & Sutherland, 2016; Shapira-Lishchinsky, 2015). Such collaborative inquiry has been effective for teachers, as well (DeLuca, Bolden, & Chan, 2017). Such learning can be considered consistent with the ideas of other social constructivist theorists (Berger & Luckmann, 1966; Vygotsky, 1978) as well, since individuals are working together to construct meaning, and they are pushing into areas of uncertainty and lack of expertise.

Shapira-Lishchinsky (2015) added some intriguing findings and recommendations to those of Leithwood and Steinbach (1992, 1995). In this study, 50 teachers with various leadership roles in their schools were presented regularly with ethical dilemmas during their coursework. Participants either interacted with the dilemmas as members of a role play or by observing those chosen. When the role play was completed, the entire group debriefed and discussed the ethical dilemmas and role-playing participants’ treatment of the issues. This method was shown, through qualitative analysis of participants’ discussions during the simulations, to produce rich dialogue and allow for a safe and controlled treatment of difficult issues. As such, the use of simulations was presented as a viable means through which to prepare aspiring educational leaders. Further, the author suggested the use of further studies with simulation-based learning that seek to gain information about aspiring leaders’ self-efficacy and psychological empowerment. A notable example of project-based scenarios in a virtual collaboration environment to prepare educational leaders is the work of Howard, McClannon, and Wallace (2014). Shapira-Lishchinsky (2015) also recommended similar research in other developed countries to observe the utility of the approaches of simulation and social constructivism to examine them for a wider and diverse aspiring administrator candidate pool.

Further, in an extensive review of prior research studies on the subject, Hallinger and Bridges (2017) noted that Problem-Based Learning (PBL), though applied successfully in other professions and written about extensively (Hallinger & Bridges, 1993, 2017; Stentoft, 2017), was relatively unheralded in the preparation of educational leaders. According to the authors, characteristics of PBL included problems replacing theory as the organization of course content, student-led group work, creation of simulated products by students, increased student ownership over learning, and feedback along the way from professors. Their review noted that PBL had positive aspects for participants, such as increased motivation, real-world connections, and positive pressure that resulted from working with a team. However, participants also expressed concerns about time constraints, lack of structure, and interpersonal dynamics within their teams. There were positive effects found on aspiring leaders’ problem-solving skill development with PBL (Copland, 2000; Hallinger & Bridges, 2017). Though PBL is much more prescribed than the scenarios strategy described in the Methods section below, the applicability of real-world problems to the preparation of educational leaders is summarized well by Copland (2000):

[I]nstructional practices that activate prior knowledge and situate learning in contexts similar to those encountered in practice are associated with the development of students’ ability to understand and frame problems. Moreover, the incorporation of debriefing techniques that encourage students’ elaboration of knowledge and reflection on learning appear to help students solidify a way of thinking about problems. (p. 604)

This study involved a one-group pretest-posttest design. No control group was assigned, as the pedagogical strategy in question—the use of real-world scenarios to build problem-solving skill for aspiring educational leaders—is integral to the school’s curriculum that prepares leaders, and, therefore, it is unethical to deny to student participants (Gay & Airasian, 2003). Thus, all participants were provided instruction with the use of real-world scenarios.

Participants. Graduate students at a regional, comprehensive public university in the Northeast obtaining a 6 th -year degree (equivalent to a second master’s degree) in educational leadership and preparing for certification as educational administrators served as participants. Specifically, students in three sections of the same full-year, two-course sequence, entitled “School Leadership I and II” were invited to participate. This particular course was selected from the degree course sequence, as it deals most directly with the problem-solving nature and daily work of school administrators. Some key outcomes of the course include students using data to drive school improvement action plans, communicating effectively with a variety of stakeholders, creating a safe and caring school climate, creating and maintaining a strategic and viable school budget, articulating all the steps in a hiring process for teachers and administrators, and leading with cultural proficiency.

The three sections were taught by two different professors. The professors used real- world scenarios in at least half of their class meetings throughout the year, or in approximately 15 classes throughout the year. During these classes, students were presented with realistic situations that have occurred, or could occur, in actual public schools. Students worked with their classmates to determine potential solutions to the problems and then discussed their responses as a whole class under the direction of their professor, a master practitioner. Both professors were active school administrators, with more than 25 years combined educational leadership experience in public schools. It should be noted that the scenario presentation and discussions took place during the class sessions, only. These were not presented for homework or in online forums.

Of the 44 students in these three sections, 37 volunteered to participate at some point in the data collection sequence, but not all students in the pretest session attended the posttest session months later and vice versa. As a result, only 20 students’ data were used for the matched pairs analysis. All 37 participants were certified professional educators in public schools in Connecticut. The participants’ professional roles varied and included classroom teachers, instructional coaches, related service personnel, unified arts teachers, as well as other non- administrative educational roles. Characteristics of participants in the overall and matched pairs groups can be found in Table 1.

Table 1 Participant Characteristics

Procedure. Participants’ data were compared between a fall of 2016 baseline data collection period and a spring of 2017 posttest data collection period. During the fall data collection period, participants were randomly assigned one of two versions of a Google Forms survey. After items about participant characteristics, the survey consisted of 11 items designed to elicit quantitative and qualitative data about participants’ perceptions of their problem-solving abilities, as well as their ability to address real-world problems faced by educational leaders. The participants were asked to rate their perception of their situational awareness, flexibility, and problem solving ability on a 10-point (1-10) Likert scale, following operational definitions of the terms (Marzano, Waters, & McNulty, 2005; Winter, 1982). They were asked, for each construct, to write open-ended responses to justify their numerical rating. They were then asked to write what they perceived they still needed to improve their problem-solving skills. The final four items included two real-world, unstructured, problem-based scenarios for which participants were asked to create plans of action. They were also asked to rate their problem-solving confidence with respect to their proposed action plans for each scenario on a 4-point (0-3) Likert scale.

During the spring data collection period, participants accessed the opposite version of the Google Forms survey from the one they completed in the fall. All items were identical on the two survey versions, except the scenarios, which were different on each survey version. The use of two versions was to ensure that any differences in perceived or actual difficulty among the four scenarios provided would not alter results based upon the timing of participant access (Leithwood & Steinbach, 1995). In order to link participants’ fall and spring data in a confidential manner, participants created a unique, six-digit alphanumeric code.

A focus group interview followed each spring data collection session. The interviews were recorded to allow for accurate transcription. The list of standard interview questions can be found in Table 2. This interview protocol was designed to elicit qualitative data with respect to aspiring educational leaders’ perceptions about their developing problem-solving abilities.

Table 2 Focus Group Interview Questions ___________________________________________________________________________________________

Please describe the development of your problem-solving skills as an aspiring educational leader over the course of this school year. In what ways have you improved your skills? Be as specific as you can.

What has been helpful to you (i.e. coursework, readings, experiences, etc.) in this development of your problem-solving skills? Why?

What do you believe you still need for the development in your problem-solving skills as an aspiring educational leader?

Discuss your perception of your ability to problem solve as an aspiring educational leader. How has this changed from the beginning of this school year? Why?

Please add anything else you perceive is relevant to this conversation about the development of your problem-solving skills as an aspiring educational leader.

___________________________________________________________________________________________

Data Analysis.

Quantitative data . Data were obtained from participants’ responses to Likert-scale items relating to their confidence levels with respect to aspects of problem solving, as well as from the rating of participants’ responses to the given scenarios against a rubric. The educational leadership problem-solving rubric chosen (Leithwood & Steinbach, 1995) was used with permission, and it reflects the authors’ work with explicitly teaching practicing educational leaders components of problem solving. The adapted rubric can be found in Figure 1. Through the use of this rubric, each individual response by a participant to a presented scenario was assigned a score from 0-15. It should be noted that affect data (representing the final 3 possible points on the 18-point rubric) were obtained via participants’ self-reporting their confidence with respect to their proposed plans of action. To align with the rubric, participants self-assessed their confidence through this item with a 0-3 scale.

0 = No Use of the Subskill 1 = There is Some Indication of Use of the Subskill 2 = The Subskill is Present to Some Degree 3 = The Subskill is Present to a Marked Degree; This is a Fine Example of this Subskill

Figure 1. Problem-solving model for unstructured problems. Adapted from “Expert Problem Solving: Evidence from School and District Leaders,” by K. Leithwood and R. Steinbach, pp. 284-285. Copyright 1995 by the State University of New York Press.

I compared Likert-scale items and rubric scores via descriptive statistics and rubric scores also via a paired sample t -test and Cohen’s d , all using the software program IBM SPSS. I did not compare the Likert-scale items about situational awareness, flexibility, and problem solving ability with t -tests or Cohen’s d , since these items did not represent a validated instrument. They were only single items based upon participants’ ratings compared to literature-based definitions. However, the value of the comparison of means from fall to spring was triangulated with qualitative results to provide meaning. For example, to say that participants’ self-assessment ratings for perceived problem-solving abilities increased, I examined both the mean difference for items from fall to spring and what participants shared throughout the qualitative survey items and focus group interviews.

Prior to scoring participants’ responses to the scenarios using the rubric, and in an effort to maximize the content validity of the rubric scores, I calibrated my use of the rubric with two experts from the field. Two celebrated principals, representing more than 45 combined years of experience in school-level administration, collaboratively and comparatively scored participant responses. Prior to scoring, the team worked collaboratively to construct appropriate and comprehensive exemplar responses to the four problem-solving scenarios. Then the team blindly scored fall pretest scenario responses using the Leithwood and Steinbach (1995) rubric, and upon comparing scores, the interrater reliability correlation coefficient was .941, indicating a high degree of agreement throughout the team.

Qualitative data. These data were obtained from open-ended items on the survey, including participants’ responses to the given scenarios, as well as the focus group interview transcripts. I analyzed qualitative data consistent with the grounded theory principles of Strauss and Corbin (1998) and the constant comparative methods of Glaser (1965), including a period of open coding of results, leading to axial coding to determine the codes’ dimensions and relationships between categories and their subcategories, and selective coding to arrive at themes. Throughout the entire data analysis process, I repeatedly returned to raw data to determine the applicability of emergent codes to previously analyzed data. Some categorical codes based upon the review of literature were included in the initial coding process. These codes were derived from the existing theoretical problem-solving models of Bolman and Deal (2008) and Leithwood and Steinbach (1995). These codes included modeling , relationships , and best for kids . Open codes that emerged from the participants’ responses included experience , personality traits , current job/role , and team . Axial coding revealed, for example, that current jobs or roles cited, intuitively, provided both sufficient building-wide perspective and situational memory (i.e. for special education teachers and school counselors) and insufficient experiences (i.e. for classroom teachers) to solve the given problems with confidence. From such understandings of the codes, categories, and their dimensions, themes were developed.

Quantitative Results. First, participants’ overall, aggregate responses (not matched pairs) were compared from the fall to spring, descriptively. These findings are outlined in Table 3. As is seen in the table, each item saw a modest increase over the course of the year. Participant perceptions of their problem-solving abilities across the three constructs presented (situational awareness, flexibility, and problem solving) did increase over the course of the year, as did the average group score for the problem-solving scenarios. However, due to participant differences in the two data collection periods, these aggregate averages do not represent a matched-pair dataset.

Table 3 Fall to Spring Comparison of Likert-Scale and Rubric-Scored Items

a These problem-solving dimensions from literature were rated by participants on a scale from 1- 10. b Participants received a rubric score for each scenario between 0-18. Participants’ two scenario scores for each data collection period (fall, spring) were averaged to arrive at the scores represented here.

In order to determine the statistical significance of the increase in participants’ problem- solving rubric scores, a paired-samples t -test was applied to the fall ( M = 9.15; SD = 2.1) and spring ( M = 9.25; SD = 2.3) averages. Recall that 20 participants had valid surveys for both the fall and spring. The t -test ( t = -.153; df = 19; p = .880) revealed no statistically significant change from fall to spring, despite the minor increase (0.10). I applied Cohen’s d to calculate the effect size. The small sample size ( n = 20) for the paired-sample t -test may have contributed to the lack of statistical significance. However, standard deviations were also relatively small, so the question of effect size was of particular importance. Cohen’s d was 0.05, which is also very small, indicating that little change—really no improvement, from a statistical standpoint—in participants’ ability to create viable action plans to solve real-world problems occurred throughout the year. However, the participants’ perceptions of their problem-solving abilities did increase, as evidenced by the increases in the paired-samples perception means shown in Table 3, though these data were only examined descriptively (from a quantitative perspective) due to the fact that these questions were individual items that are not part of a validated instrument.

Qualitative Results. Participant responses to open-ended items on the questionnaire, responses to the scenarios, and oral responses to focus group interview questions served as sources of qualitative data. Since the responses to the scenarios were focused on participant competence with problem solving, as measured by the aforementioned rubric (Leithwood & Steinbach, 1995), these data were examined separately from data collected from the other two sources.

Responses to scenarios. As noted, participants’ rubric ratings for the scenarios did not display a statistically significant increase from fall to spring. As such, this outline will not focus upon changes in responses from fall to spring. Rather, I examined the responses, overall, through the lens of the Leithwood and Steinbach (1995) problem-solving framework indicators against which they were rated. Participants typically had outlined reasonable, appropriate, and logical solution processes. For example, in a potential bullying case scenario, two different participants offered, “I would speak to the other [students] individually if they have said or done anything mean to other student [ sic ] and be clear that it is not tolerable and will result in major consequences” and “I would initiate an investigation into the situation beginning with [an] interview with the four girls.” These responses reflect actions that the consulted experts anticipated from participants and deemed as logical and needed interventions. However, these two participants omitted other needed steps, such as addressing the bullied student’s mental health needs, based upon her mother’s report of suicidal ideations. Accordingly, participants earned points for reasonable and logical responses very consistently, yet, few full-credit responses were observed.

Problem interpretation scores were much more varied. For this indicator, some participants were able to identify many, if not all, the major issues in the scenarios that needed attention. For example, for a scenario where two teachers were not interacting professionally toward each other, many participants correctly identified that this particular scenario could include elements of sexual harassment, professionalism, teaching competence, and personality conflict. However, many other participants missed at least two of these key elements of the problem, leaving their solution processes incomplete. The categories of (a) goals and (b) principles and values also displayed a similarly wide distribution of response ratings.

One category, constraints, presented consistent difficulty for the participants. Ratings were routinely 0 and 1. Participants could not consistently report what barriers or obstacles would need addressing prior to success with their proposed solutions. To be clear, it was not a matter of participants listing invalid or unrealistic barriers or obstacles; rather, the participants were typically omitting constraints altogether from their responses. For example, for a scenario involving staff members arriving late and unprepared to data team meetings, many participants did not identify that a school culture of not valuing data-driven decision making or lack of norms for data team work could be constraints that the principal could likely face prior to reaching a successful resolution.

Responses to open-ended items. When asked for rationale regarding their ratings for situational awareness, flexibility, and problem solving, participants provided open-ended responses. These responses revealed patterns worth considering, and, again, this discussion will consider, in aggregate, responses made in both the pre- and post- data collection periods, again due to the similarities in responses between the two data collection periods. The most frequently observed code (112 incidences) was experience . Closely related were the codes current job/role (50 incidences). Together, these codes typically represented a theme that participants were linking their confidence with respect to problem solving with their exposure (or lack thereof) in their professional work. For example, a participant reported, “As a school counselor, I have a lot of contact with many stakeholders in the school -admin [ sic ], parents, teachers, staff, etc. I feel that I have a pretty good handle on the systemic issues.” This example is one of many where individuals working in counseling, instructional coaching, special education, and other support roles expressed their advanced levels of perspective based upon their regular contact with many stakeholders, including administrators. Thus, they felt they had more prior knowledge and situational memory about problems in their schools.

However, this category of codes also included those, mostly classroom or unified arts teachers, who expressed that their relative lack of experiences outside their own classrooms limited their perspective for larger-scale problem solving. One teacher succinctly summarized this sentiment, “I have limited experience in being part of situations outside of my classroom.” Another focused on the general problem solving skill in her classroom not necessarily translating to confidence with problem solving at the school level: “I feel that I have a high situational awareness as a teacher in the classroom, but as I move through these leadership programs I find that I struggle to take the perspective of a leader.” These experiences were presented in opposition to their book learning or university training. There were a number of instances (65 combined) of references to the value of readings, class discussions, group work, scenarios presented, research, and coursework in the spring survey. When asked what the participants need more, again, experience was referenced often. One participant summarized this concept, “I think that I, personally, need more experience in the day-to-day . . . setting.” Another specifically separated experiences from scenario work, “[T]here is [ sic ] some things you can not [ sic ] learn from merely discussing a ‘what if” scenario. A seasoned administrator learns problem solving skills on the job.”

Another frequently cited code was personality traits (63 incidences), which involved participants linking elements of their own personalities to their perceived abilities to process problems, almost exclusively from an assets perspective. Examples of traits identified by participants as potentially helpful in problem solving included: open-mindedness, affinity for working with others, not being judgmental, approachability, listening skills, and flexibility. One teacher exemplified this general approach by indicating, “I feel that I am a good listener in regards to inviting opinions. I enjoy learning through cooperation and am always willing to adapt my teaching to fit needs of the learners.” However, rare statements of personality traits interfering with problem solving included, “I find it hard to trust others [ sic ] abilities” and “my personal thoughts and biases.”

Another important category of the participant responses involved connections with others. First, there were many references to relationships (27 incidences), mostly from the perspective that building positive relationships leads to greater problem-solving ability, as the aspiring leader knows stakeholders better and can rely on them due to the history of positive interactions. One participant framed this idea from a deficit perspective, “Not knowing all the outlying relationships among staff members makes situational awareness difficult.” Another identified that established positive relationships are already helpful to an aspiring leader, “I have strong rapport with fellow staff members and administrators in my building.” In a related way, many instances of the code team were identified (29). These references overwhelmingly identified that solving problems within a team context is helpful. One participant stated, “I often team with people to discuss possible solutions,” while another elaborated,

I recognize that sometimes problems may arise for which I am not the most qualified or may not have the best answer. I realize that I may need to rely on others or seek out help/opinions to ensure that I make the appropriate decision.

Overall, participants recognized that problem-solving for leaders does not typically occur in a vacuum.

Responses to focus group interview questions. As with the open-ended responses, patterns were evident in the interview responses, and many of these findings were supportive of the aforementioned themes. First, participants frequently referenced the power of group work to help build their understanding about problems and possible solutions. One participant stated, “hearing other people talk and realizing other concerns that you may not have thought of . . . even as a teacher sometimes, you look at it this way, and someone else says to see it this way.” Another added, “seeing it from a variety of persons [ sic ] point of views. How one person was looking at it, and how another person was looking at it was really helpful.” Also, the participants noted the quality of the discussion was a direct result of “professors who have had real-life experience” as practicing educational leaders, so they could add more realistic feedback and insight to the discussions.

Perhaps most notable in the participant responses during the focus groups was the emphasis on the value of real-world scenarios for the students. These were referenced, without prompting, in all three focus groups by many participants. Answers to the question about what has been most helpful in the development of their problem-solving skills included, “I think the real-world application we are doing,” “I think being presented with all the scenarios,” and “[the professor] brought a lot of real situations.”

With respect to what participants believed they still needed to become better and more confident problem solvers, two patterns emerged. First, students recognized that they have much more to learn, especially with respect to policy and law. It is noteworthy that, with few exceptions, these students had not taken the policy or law courses in the program, and they had not yet completed their administrative internships. Some students actually reported rating themselves as less capable problem solvers in the spring because they now understood more clearly what they lacked in knowledge. One student exemplified this sentiment, “I might have graded myself higher in the fall than I did now . . . [I now can] self identify areas I could improve in that I was not as aware of.” Less confidence in the spring was a minority opinion, however. In a more typical response, another participant stated, “I feel much more prepared for that than I did at the beginning of the year.”

Overall, the most frequently discussed future need identified was experience, either through the administrative internship or work as a formal school administrator. Several students summarized this idea, “That real-world experience to have to deal with it without being able to talk to 8 other people before having to deal with it . . . until you are the person . . . you don’t know” and “They tell you all they want. You don’t know it until you are in it.” Overall, most participants perceived themselves to have grown as problem solvers, but they overwhelmingly recognized that they needed more learning and experience to become confident and effective problem solvers.

This study continues a research pathway about the development of problem-solving skills for administrators by focusing on their preparation. The participants did not see a significant increase in their problem-solving skills over the year-long course in educational leadership.

Whereas, this finding is not consistent with the findings of others who focused on the development of problem-solving skills for school leaders (Leithwood & Steinbach, 1995; Shapira-Lishchinsky, 2015), nor is it consistent with PBL research about the benefits of that approach for aspiring educational leaders (Copland, 2000; Hallinger & Bridges, 2017), it is important to note that the participants in this study were at a different point in their careers. First, they were aspirants, as opposed to practicing leaders. Also, the studied intervention (scenarios) was not the same or nearly as comprehensive as the prescriptive PBL approach. Further, unlike the participants in either the practicing leader or PBL studies, because these individuals had not yet had their internship experiences, they had no practical work as educational leaders. This theme of lacking practical experience was observed in both open-ended responses and focus group interviews, with participants pointing to their upcoming internship experiences, or even their eventual work as administrators, as a key missing piece of their preparation.

Despite the participants’ lack of real gains across the year of preparation in their problem- solving scores, the participants did, generally, report an increase in their confidence in problem solving, which they attributed to a number of factors. The first was the theme of real-world context. This finding was consistent with others who have advocated for teaching problem solving through real-world scenarios (Duke, 2014; Leithwood & Steinbach, 1992, 1995; Myran & Sutherland, 2016; Shapira-Lishchinsky, 2015). This study further adds to this conversation, not only a corroboration of the importance of this method (at least in aspiring leaders’ minds), but also that participants specifically recognized their professors’ experiences as school administrators as important for providing examples, context, and credibility to the work in the classroom.

In addition to the scenario approach, the participants also recognized the importance of learning from one another. In addition to the experiences of their practitioner-professors, many participants espoused the value of hearing the diverse perspectives of other students. The use of peer discussion was also an element of instruction in the referenced studies (Leithwood & Steinbach, 1995; Shapira-Lishchinsky, 2015), corroborating the power of aspiring leaders learning from one another and supporting existing literature about the social nature of problem solving (Berger & Luckmann, 1966; Leithwood & Steinbach, 1992; Vygotsky, 1978).

Finally, the ultimate theme identified through this study is the need for real-world experience in the field as an administrator or intern. It is simply not enough to learn about problem solving or learn the background knowledge needed to solve problems, even when the problems presented are real-world in nature. Scenarios are not enough for aspiring leaders to perceive their problem-solving abilities to be adequate or for their actual problem-solving abilities to improve. They need to be, as some of the participants reasoned, in positions of actual responsibility, where the weight of their decisions will have tangible impacts on stakeholders, including students.

The study of participants’ responses to the scenarios connected to the Four Frames model of Bolman and Deal (2008). The element for which participants received the consistently highest scores was identifying solution processes. This area might most logically be connected to the structural and human resource frames, as solutions typically involve working to meet individuals’ needs, as is necessary in the human resource frame, and attending to protocols and procedures, which is the essence of the structural frame. As identified above, the political and symbolic frames have been cited by the authors as the most underdeveloped by educational leaders, and this assertion is corroborated by the finding in this study that participants struggled the most with identifying constraints, which can sometimes arise from an understanding of the competing personal interests in an organization (political frame) and the underlying meaning behind aspects of an organization (symbolic frame), such as unspoken rules and traditions. The lack of success identifying constraints is also consistent with participants’ statements that they needed actual experiences in leadership roles, during which they would likely encounter, firsthand, the types of constraints they were unable to articulate for the given scenarios. Simply, they had not yet “lived” these types of obstacles.

The study includes several notable limitations. First, the study’s size is limited, particularly with only 20 participants’ data available for the matched pairs analysis. Further, this study was conducted at one university, within one particular certification program, and over three sections of one course, which represented about one-half of the time students spend in the program. It is likely that more gains in problem-solving ability and confidence would have been observed if this study was continued through the internship year. Also, the study did not include a control group. The lack of an experimental design limits the power of conclusions about causality. However, this limitation is mitigated by two factors. First, the results did not indicate a statistically significant improvement, so there is not a need to attribute a gain score to a particular variable (i.e. use of scenarios), anyway, and, second, the qualitative results did reveal the perceived value for participants in the use of scenarios, without any prompting of the researcher. Finally, the participant pool was not particularly diverse, though this fact is not particularly unusual for the selected university, in general, representing a contemporary challenge the university’s state is facing to educate its increasingly diverse student population, with a teaching and administrative workforce that is predominantly White.

The findings in this study invite further research. In addressing some of the limitations identified here, expanding this study to include aspiring administrators across other institutions representing different areas of the United States and other developed countries, would provide a more generalizable set of results. Further, studying the development of problem-solving skills during the administrative internship experience would also add to the work outlined here by considering the practical experience of participants.

In short, this study illustrates for those who prepare educational leaders the value of using scenarios in increasing aspiring leaders’ confidence and knowledge. However, intuitively, scenarios alone are not enough to engender significant change in their actual problem-solving abilities. Whereas, real-world context is important to the development of aspiring educational leaders’ problem-solving skills, the best context is likely to be the real work of administration.

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Author Biography

Dr. Jeremy Visone is an Assistant Professor of Educational Leadership, Policy, & Instructional Technology. Until 2016, he worked as an administrator at both the elementary and secondary levels, most recently at Anna Reynolds Elementary School, a National Blue Ribbon School in 2016. Dr. Visone can be reached at [email protected] .

building problem solving skills in children

The Importance of Problem Solving and How to Teach it to Kids

Teach your kids to be brilliant problem solvers so they can shine.

We get so lost as parents with all the demands to do more for our children—get better grades, excel at extracurricular activities, have good relationships—that we may be overlooking one of the essential skills they need: problem-solving.

More: A Parent’s Guide to Conscious Discipline

In a Harvard Business Review study about the skills that influence a leader's success, problem-solving ranked third out of 16.

Whether you want your child to get into an Ivy League school, have great relationships, or to be able to take care of the thousands of frustrating tasks that come with adulting, don't miss this significant super-power that helps them succeed.

Our kids face challenges daily when it comes to navigating sibling conflict, a tough math question, or negative peer pressure. Our job as parents or teachers is not to solve everything for them —it is to teach them how to solve things themselves. Using their brains in this way is the crucial ability needed to become confident, smart, and successful individuals.

And the bonus for you is this: instead of giving up or getting frustrated when they encounter a challenge, kids with problem-solving skills manage their emotions, think creatively and learn persistence.

With my children (I have eight), they often pushed back on me for turning the situation back on them to solve, but with some gentle nudging, the application of many tools, and some intriguing conversations, my kids are unbeatable.

Here are some of the best, research-based practices to help your child learn problem-solving so they can build smarter brains and shine in the world:

Don’t have time to read now? Pin it for later:

1. Model Effective Problem-Solving

Mother and daughter talking together solving problem

When you encounter a challenge, think out loud about your mental processes to solve difficulties. Showing your children how you address issues can be done numerous times a day with the tangible and intangible obstacles we all face.

2. Ask for Advice

Ask your kids for advice when you are struggling with something. Your authenticity teaches them that it's common to make mistakes and face challenges.

When you let them know that their ideas are valued, they'll gain the confidence to attempt solving problems on their own.

3. Don't Provide The Answer—Ask More Questions

By not providing a solution, you are helping them to strengthen their mental muscles to come up with their ideas.

At the same time, the task may be too big for them to cognitively understand. Break it down into small steps, and either offer multiple solutions from which they can choose, or ask them leading questions that help them reach the answers themselves.

4. Be Open-Minded

This particular point is critical in building healthy relationships. Reliable partners can hold their values and opinions while also seeing the other's perspective. And then integrate disparate views into a solution.

Teach them to continually ask, "What is left out of my understanding here?"

High-performing teams in business strive for diversity—new points of view and fresh perspectives to allow for more creative solutions. Children need to be able to assess a problem outside of immediate, apparent details, and be open to taking risks to find a better, more innovative approach. Be willing to take on a new perspective.

5. Go Out and Play

millennial family with young children outside

It may seem counter-intuitive, but problems get solved during play according to research.

See why independent play is vital for raising empowered children here .

Have you ever banged around an idea in your head with no solution? If so, it's time to get out of your mind and out to play.

Tech companies understand this strategy (I know, I worked at one), by supplying refreshing snacks and ping pong tables and napping pods. And while they have deadlines to meet, they don't micromanage the thinking of their employees.

Offer many activities that will take your child’s mind off of the problem so they can refuel and approach things from a fresh perspective.

Let them see you fail, learn, and try again. Show your child a willingness to make mistakes. When they are solving something, as tricky as it may be, allow your child to struggle, sometimes fail and ultimately learn from experiencing consequences.

Problems are a part of life. They grow us to reach our highest potential. Every problem is there not to make your child miserable, but to lead them closer to their dreams.

Tami Green, America’s most respected life coach, has received magical endorsements by experts from Baylor University and the past president of the American Psychiatric Association. She received her coaching certification from Oprah's enchanting life coach, Dr. Martha Beck. She is a brilliant coach who has helped thousands achieve an exhilarated life through her coaching, classes, and conferences. To see more tips like these, visit her website and join her self-help community here .

About FamilyEducation's Editorial Team

Why ‘Social and Emotional Learning’ Is So Important for Kids Right Now

BY CARRIE MACMILLAN November 6, 2020

mother helping daughter with remote learning, using principles of social and emotional learning

“Emotional intelligence” and “social and emotional learning” are terms parents may hear bandied about by teachers and education leaders. And as kids throughout the country muddle through schooling during a pandemic , honing these skills is especially important, experts say.

But if you only have a vague idea of what emotional intelligence (EI) and social and emotional learning (SEL) mean and why they matter, you’re not alone. Put simply, EI is the ability to identify and manage your emotions and the emotions of others. SEL refers to a process in which children acquire emotional intelligence, develop empathy for others, and learn problem-solving skills.

Before the pandemic, SEL was gaining traction in schools, especially as research has shown that students who manage their emotions perform better academically and have fewer disciplinary issues. Now, as COVID-19 continues and many schools are employing all or partially remote formats, the philosophies associated with SEL are vital in helping students cope.

We checked in with Marc Brackett, PhD , founding director of the Yale Center for Emotional Intelligence, which is a part of the Yale Child Study Center , to learn more about SEL. Below, Brackett, who is also the author of “Permission to Feel: The Power of Emotional Intelligence to Achieve Well-Being and Success” (2019, Celadon Books), shares advice for parents.

Where does the term ‘emotional intelligence’ come from?

The history goes back to 1990, when Peter Salovey (now president of Yale University) co-wrote a scholarly article on emotional intelligence, which most people didn’t read. It described EI as the ability to reason with emotions to achieve goals.

And then in 1995, there was a popular book on emotional intelligence by Daniel Goleman and the field of social and emotional learning came out of all of that. At the Center for Emotional Intelligence, we developed RULER [explained next], which is our evidence-based approach to SEL that is now used in 2,500 schools across the United States and other countries.

What is RULER?

There are different models of social and emotional learning that are built on the theory of emotional intelligence, and RULER is one of them. RULER is an acronym for R ecognizing emotions in oneself and other people; U nderstanding the causes and consequences of those emotions; L abeling emotions with precise words; E xpressing emotions; and R egulating emotions.

RULER is an approach, as opposed to a program. It’s not something you do on Thursdays at 2 p.m. It’s about infusing the principles of emotional intelligence into everything that happens in and out of school, from how the leaders lead, to how the teachers teach, to how students learn, to how families parent.

How does RULER work in practice?

Marc Brackett, PhD, is founding director of the Yale Center for Emotional Intelligence and a professor in the Child Study Center. "Everyone is easily triggered and people are worrying about their safety and their future," he says. "Everyone is looking for strategies."

The first step involves a team from a school (one leader and two teachers or mental health professionals) that attends a special training on the principles and tools of emotional intelligence.

One example of these tools is the Mood Meter, which is a square divided equally into four quadrants of primary colors. Each color represents a category of moods [red signifies anger or frustration; yellow is joy or elation; blue is sadness and despair; green is serenity or satisfaction]. There also is an app that allows users to track their feelings and learn ways to move to another color, if desired.

The Mood Meter helps users identify, label, and regulate their emotions, an important step in developing EI. If children and adults are more mindful of how their emotions affect their actions, they gain greater self-awareness and self-regulation.

After the team has completed the RULER training, they begin to introduce it to faculty and staff and then students. In early childhood and elementary education, for example, RULER is embedded into curriculum with units designed to build skills about understanding emotion themes and concepts, like the difference between anger and disappointment. RULER also integrates emotion vocabulary into the existing curriculum with ‘feeling word guides’ for each grade level.

Why is emotional intelligence so important right now?

Our center has done research on the emotional lives of leaders, teachers, and students right now. Everyone is highly anxious. We have more anxiety than ever before in the modern world.

One of the things we say is that when everything is calm and relaxing, life is good, and there are no real problems—no one really thinks about emotional intelligence. But when the sand is kicked in your face—like it feels right now—then people start taking emotional intelligence seriously. Everyone is activated. Everyone is easily triggered and people are worrying about their safety and their future. Everyone is looking for strategies.

How can adults help children with emotional intelligence?

Parents and teachers need to be the best possible role models for children. That’s why we target our training to adults first. If you are feeling highly anxious and stressed out, you need to demonstrate that you can handle your feelings.

Take a few deep breaths. Go to another room, if that helps you get yourself together, and use positive self-talk. Instead of saying, ‘Nothing ever works out,’ you say, ‘You know what? Right now, we are all safe and we have a loving family.’

How can we listen better?

A big part of my work is that there should be no 'emotion judges' and only 'emotion scientists.' Emotion scientists are open and curious and reflective, whereas those who act like emotion judges are closed and critical. All emotions matter. There is no such thing as a bad emotion, including anxiety. Because if anxiety is seen as a bad thing, then kids will adopt that mindset. We need to accept all emotions and use them wisely.

What advice do you have for parents dealing with a child who is stressed or anxious?

Always validate your child’s feelings. You can say, ‘Honey, it’s understandable that this is new and we are all going through it.’ If a child is hyperventilating, you can say, ‘Let’s take some deep breaths together and take a little break or get some water.’ You may want to have some phrases ready for when you or your child gets frustrated, like, ‘It’s OK to be worried, but I can get through this,’ or 'I’m just learning, and it’s OK to make mistakes.’

What about advice for parents who are having a ‘moment.’ How can they reset?

Take a 'meta-moment.' This is a tool for parents when they are triggered. It means to pause and activate their ‘best self’ as a parent. Think about how you want to be seen as a parent right now and then strategize accordingly. When I am triggered by something, I say, ‘How would the director of the Center for Emotional Intelligence or Marc, the compassionate son/husband, respond?’

Do you advise doing periodic check-ins or is that overdoing things?

You should definitely do emotional check-ins throughout the day. At breakfast, you can ask, ‘How are you feeling today? What is going on?’ and do the same during a lunch break or before dinner. You can say, ‘Let’s talk about your day and how did things go?’ Most importantly here, a parent wants to model behavior and not just say that their day was ‘fine,’ but share how they experienced a lot of different emotions that day.

If the parent says, ‘I had a very bad meeting and this is what I did to manage my feelings,’ then you are modeling authentically.

How does remote learning impact school-based social and emotional learning?

It’s not easy to do this when schools are teaching remotely, but it’s not impossible. It’s the people that make the school, not the building. I learned that phrase from one of our best RULER schools. Schools function best when they focus on the relationships among the adults, and tools like the Mood Meter can be done in person or in the virtual world. These skills can easily be taught online.

Can you tell us how mask-wearing in schools affects EI and SEL?

We over estimate our accuracy at reading emotions in people’s facial expressions. Masks make it even harder. My hope is that now we will spend more time doing quality check-ins, first asking our students how they’re feeling and then listening to what they say, so we can support them.

When should you start teaching your child about emotional intelligence?

It actually starts in the womb. Truthfully, there is good research that a stressed-out mother who is pregnant can create a stressed-out baby. But the essence of our work is that emotion co-regulation starts at birth. When a baby is crying or a child is anxious and overwhelmed, it’s our duty to co-regulate those feelings and assuage them.

For kids who worry a lot, especially during this pandemic, you always want to let them know you are doing everything you can to make sure they are safe, that you are doing the right things to protect everyone, and that you are there for them. You want to be a family that talks about all feelings.

More news from Yale Medicine

A baby undergoes eye-tracking screening for early detection of autism.

Introduction to Problem Solving Skills

What is problem solving and why is it important.

The ability to solve problems is a basic life skill and is essential to our day-to-day lives, at home, at school, and at work. We solve problems every day without really thinking about how we solve them. For example: it’s raining and you need to go to the store. What do you do? There are lots of possible solutions. Take your umbrella and walk. If you don't want to get wet, you can drive, or take the bus. You might decide to call a friend for a ride, or you might decide to go to the store another day. There is no right way to solve this problem and different people will solve it differently.

Problem solving is the process of identifying a problem, developing possible solution paths, and taking the appropriate course of action.

Why is problem solving important? Good problem solving skills empower you not only in your personal life but are critical in your professional life. In the current fast-changing global economy, employers often identify everyday problem solving as crucial to the success of their organizations. For employees, problem solving can be used to develop practical and creative solutions, and to show independence and initiative to employers.

Throughout this case study you will be asked to jot down your thoughts in idea logs. These idea logs are used for reflection on concepts and for answering short questions. When you click on the "Next" button, your responses will be saved for that page. If you happen to close the webpage, you will lose your work on the page you were on, but previous pages will be saved. At the end of the case study, click on the "Finish and Export to PDF" button to acknowledge completion of the case study and receive a PDF document of your idea logs.

What Does Problem Solving Look Like?

IDEAL heuristic strategy for problem solving

The ability to solve problems is a skill, and just like any other skill, the more you practice, the better you get. So how exactly do you practice problem solving? Learning about different problem solving strategies and when to use them will give you a good start. Problem solving is a process. Most strategies provide steps that help you identify the problem and choose the best solution. There are two basic types of strategies: algorithmic and heuristic.

Algorithmic strategies are traditional step-by-step guides to solving problems. They are great for solving math problems (in algebra: multiply and divide, then add or subtract) or for helping us remember the correct order of things (a mnemonic such as “Spring Forward, Fall Back” to remember which way the clock changes for daylight saving time, or “Righty Tighty, Lefty Loosey” to remember what direction to turn bolts and screws). Algorithms are best when there is a single path to the correct solution.

But what do you do when there is no single solution for your problem? Heuristic methods are general guides used to identify possible solutions. A popular one that is easy to remember is IDEAL [ Bransford & Stein, 1993 ] :

I dentify the problem
D efine the context of the problem
E xplore possible strategies
A ct on best solution

IDEAL is just one problem solving strategy. Building a toolbox of problem solving strategies will improve your problem solving skills. With practice, you will be able to recognize and use multiple strategies to solve complex problems.

Watch the video

What is the best way to get a peanut out of a tube that cannot be moved? Watch a chimpanzee solve this problem in the video below [ Geert Stienissen, 2010 ].

[PDF transcript]

Describe the series of steps you think the chimpanzee used to solve this problem.

[Page 2: What does Problem Solving Look Like?] Describe the series of steps you think the chimpanzee used to solve this problem.

Think of an everyday problem you've encountered recently and describe your steps for solving it.

[Page 2: What does Problem Solving Look Like?] Think of an everyday problem you've encountered recently and describe your steps for solving it.

Developing Problem Solving Processes

Problem solving is a process that uses steps to solve problems. But what does that really mean? Let's break it down and start building our toolbox of problem solving strategies.

What is the first step of solving any problem? The first step is to recognize that there is a problem and identify the right cause of the problem. This may sound obvious, but similar problems can arise from different events, and the real issue may not always be apparent. To really solve the problem, it's important to find out what started it all. This is called identifying the root cause .

Example: You and your classmates have been working long hours on a project in the school's workshop. The next afternoon, you try to use your student ID card to access the workshop, but discover that your magnetic strip has been demagnetized. Since the card was a couple of years old, you chalk it up to wear and tear and get a new ID card. Later that same week you learn that several of your classmates had the same problem! After a little investigation, you discover that a strong magnet was stored underneath a workbench in the workshop. The magnet was the root cause of the demagnetized student ID cards.

The best way to identify the root cause of the problem is to ask questions and gather information. If you have a vague problem, investigating facts is more productive than guessing a solution. Ask yourself questions about the problem. What do you know about the problem? What do you not know? When was the last time it worked correctly? What has changed since then? Can you diagram the process into separate steps? Where in the process is the problem occurring? Be curious, ask questions, gather facts, and make logical deductions rather than assumptions.

Watch Adam Savage from Mythbusters, describe his problem solving process [ ForaTv, 2010 ]. As you watch this section of the video, try to identify the questions he asks and the different strategies he uses.

Adam Savage shared many of his problem solving processes. List the ones you think are the five most important. Your list may be different from other people in your class—that's ok!

[Page 3: Developing Problem Solving Processes] Adam Savage shared many of his problem solving processes. List the ones you think are the five most important.

“The ability to ask the right question is more than half the battle of finding the answer.” — Thomas J. Watson , founder of IBM

Voices From the Field: Solving Problems

In manufacturing facilities and machine shops, everyone on the floor is expected to know how to identify problems and find solutions. Today's employers look for the following skills in new employees: to analyze a problem logically, formulate a solution, and effectively communicate with others.

In this video, industry professionals share their own problem solving processes, the problem solving expectations of their employees, and an example of how a problem was solved.

Meet the Partners:

Taconic High School in Pittsfield, Massachusetts, is a comprehensive, fully accredited high school with special programs in Health Technology, Manufacturing Technology, and Work-Based Learning.
Berkshire Community College in Pittsfield, Massachusetts, prepares its students with applied manufacturing technical skills, providing hands-on experience at industrial laboratories and manufacturing facilities, and instructing them in current technologies.
H.C. Starck in Newton, Massachusetts, specializes in processing and manufacturing technology metals, such as tungsten, niobium, and tantalum. In almost 100 years of experience, they hold over 900 patents, and continue to innovate and develop new products.
Nypro Healthcare in Devens, Massachusetts, specializes in precision injection-molded healthcare products. They are committed to good manufacturing processes including lean manufacturing and process validation.

Making Decisions

Now that you have a couple problem solving strategies in your toolbox, let's practice. In this exercise, you are given a scenario and you will be asked to decide what steps you would take to identify and solve the problem.

Scenario: You are a new employee and have just finished your training. As your first project, you have been assigned the milling of several additional components for a regular customer. Together, you and your trainer, Bill, set up for the first run. Checking your paperwork, you gather the tools and materials on the list. As you are mounting the materials on the table, you notice that you didn't grab everything and hurriedly grab a few more items from one of the bins. Once the material is secured on the CNC table, you load tools into the tool carousel in the order listed on the tool list and set the fixture offsets.

Bill tells you that since this is a rerun of a job several weeks ago, the CAD/CAM model has already been converted to CNC G-code. Bill helps you download the code to the CNC machine. He gives you the go-ahead and leaves to check on another employee. You decide to start your first run.

What problems did you observe in the video?

[Page 5: Making Decisions] What problems did you observe in the video?
What do you do next?
Try to fix it yourself.
Ask your trainer for help.

As you are cleaning up, you think about what happened and wonder why it happened. You try to create a mental picture of what happened. You are not exactly sure what the end mill hit, but it looked like it might have hit the dowel pin. You wonder if you grabbed the correct dowel pins from the bins earlier.

You can think of two possible next steps. You can recheck the dowel pin length to make sure it is the correct length, or do a dry run using the CNC single step or single block function with the spindle empty to determine what actually happened.

Check the dowel pins.
Use the single step/single block function to determine what happened.

You notice that your trainer, Bill, is still on the floor and decide to ask him for help. You describe the problem to him. Bill asks if you know what the end mill ran into. You explain that you are not sure but you think it was the dowel pin. Bill reminds you that it is important to understand what happened so you can fix the correct problem. He suggests that you start all over again and begin with a dry run using the single step/single block function, with the spindle empty, to determine what it hit. Or, since it happened at the end, he mentions that you can also check the G-code to make sure the Z-axis is raised before returning to the home position.

Run the single step/single block function.
Edit the G-code to raise the Z-axis.

You finish cleaning up and check the CNC for any damage. Luckily, everything looks good. You check your paperwork and gather the components and materials again. You look at the dowel pins you used earlier, and discover that they are not the right length. As you go to grab the correct dowel pins, you have to search though several bins. For the first time, you are aware of the mess - it looks like the dowel pins and other items have not been put into the correctly labeled bins. You spend 30 minutes straightening up the bins and looking for the correct dowel pins.

Finally finding them, you finish setting up. You load tools into the tool carousel in the order listed on the tool list and set the fixture offsets. Just to make sure, you use the CNC single step/single block function, to do a dry run of the part. Everything looks good! You are ready to create your first part. The first component is done, and, as you admire your success, you notice that the part feels hotter than it should.

You wonder why? You go over the steps of the process to mentally figure out what could be causing the residual heat. You wonder if there is a problem with the CNC's coolant system or if the problem is in the G-code.

Look at the G-code.

After thinking about the problem, you decide that maybe there's something wrong with the setup. First, you clean up the damaged materials and remove the broken tool. You check the CNC machine carefully for any damage. Luckily, everything looks good. It is time to start over again from the beginning.

You again check your paperwork and gather the tools and materials on the setup sheet. After securing the new materials, you use the CNC single step/single block function with the spindle empty, to do a dry run of the part. You watch carefully to see if you can figure out what happened. It looks to you like the spindle barely misses hitting the dowel pin. You determine that the end mill was broken when it hit the dowel pin while returning to the start position.

After conducting a dry run using the single step/single block function, you determine that the end mill was damaged when it hit the dowel pin on its return to the home position. You discuss your options with Bill. Together, you decide the best thing to do would be to edit the G-code and raise the Z-axis before returning to home. You open the CNC control program and edit the G-code. Just to make sure, you use the CNC single step/single block function, to do another dry run of the part. You are ready to create your first part. It works. You first part is completed. Only four more to go.

As you are cleaning up, you notice that the components are hotter than you expect and the end mill looks more worn than it should be. It dawns on you that while you were milling the component, the coolant didn't turn on. You wonder if it is a software problem in the G-code or hardware problem with the CNC machine.

It's the end of the day and you decide to finish the rest of the components in the morning.

You decide to look at the G-code in the morning.
You leave a note on the machine, just in case.

You decide that the best thing to do would be to edit the G-code and raise the Z-axis of the spindle before it returns to home. You open the CNC control program and edit the G-code.

While editing the G-code to raise the Z-axis, you notice that the coolant is turned off at the beginning of the code and at the end of the code. The coolant command error caught your attention because your coworker, Mark, mentioned having a similar issue during lunch. You change the coolant command to turn the mist on.

You decide to talk with your supervisor.
You discuss what happened with a coworker over lunch.

As you reflect on the residual heat problem, you think about the machining process and the factors that could have caused the issue. You try to think of anything and everything that could be causing the issue. Are you using the correct tool for the specified material? Are you using the specified material? Is it running at the correct speed? Is there enough coolant? Are there chips getting in the way?

Wait, was the coolant turned on? As you replay what happened in your mind, you wonder why the coolant wasn't turned on. You decide to look at the G-code to find out what is going on.

From the milling machine computer, you open the CNC G-code. You notice that there are no coolant commands. You add them in and on the next run, the coolant mist turns on and the residual heat issues is gone. Now, its on to creating the rest of the parts.

Have you ever used brainstorming to solve a problem? Chances are, you've probably have, even if you didn't realize it.

You notice that your trainer, Bill, is on the floor and decide to ask him for help. You describe the problem with the end mill breaking, and how you discovered that items are not being returned to the correctly labeled bins. You think this caused you to grab the incorrect length dowel pins on your first run. You have sorted the bins and hope that the mess problem is fixed. You then go on to tell Bill about the residual heat issue with the completed part.

Together, you go to the milling machine. Bill shows you how to check the oil and coolant levels. Everything looks good at the machine level. Next, on the CNC computer, you open the CNC G-code. While looking at the code, Bill points out that there are no coolant commands. Bill adds them in and when you rerun the program, it works.

Bill is glad you mentioned the problem to him. You are the third worker to mention G-code issues over the last week. You noticed the coolant problems in your G-code, John noticed a Z-axis issue in his G-code, and Sam had issues with both the Z-axis and the coolant. Chances are, there is a bigger problem and Bill will need to investigate the root cause .

Talking with Bill, you discuss the best way to fix the problem. Bill suggests editing the G-code to raise the Z-axis of the spindle before it returns to its home position. You open the CNC control program and edit the G-code. Following the setup sheet, you re-setup the job and use the CNC single step/single block function, to do another dry run of the part. Everything looks good, so you run the job again and create the first part. It works. Since you need four of each component, you move on to creating the rest of them before cleaning up and leaving for the day.

It's a new day and you have new components to create. As you are setting up, you go in search of some short dowel pins. You discover that the bins are a mess and components have not been put away in the correctly labeled bins. You wonder if this was the cause of yesterday's problem. As you reorganize the bins and straighten up the mess, you decide to mention the mess issue to Bill in your afternoon meeting.

You describe the bin mess and using the incorrect length dowels to Bill. He is glad you mentioned the problem to him. You are not the first person to mention similar issues with tools and parts not being put away correctly. Chances are there is a bigger safety issue here that needs to be addressed in the next staff meeting.

In any workplace, following proper safety and cleanup procedures is always important. This is especially crucial in manufacturing where people are constantly working with heavy, costly and sometimes dangerous equipment. When issues and problems arise, it is important that they are addressed in an efficient and timely manner. Effective communication is an important tool because it can prevent problems from recurring, avoid injury to personnel, reduce rework and scrap, and ultimately, reduce cost, and save money.

You now know that the end mill was damaged when it hit the dowel pin. It seems to you that the easiest thing to do would be to edit the G-code and raise the Z-axis position of the spindle before it returns to the home position. You open the CNC control program and edit the G-code, raising the Z-axis. Starting over, you follow the setup sheet and re-setup the job. This time, you use the CNC single step/single block function, to do another dry run of the part. Everything looks good, so you run the job again and create the first part.

At the end of the day, you are reviewing your progress with your trainer, Bill. After you describe the day's events, he reminds you to always think about safety and the importance of following work procedures. He decides to bring the issue up in the next morning meeting as a reminder to everyone.

In any workplace, following proper procedures (especially those that involve safety) is always important. This is especially crucial in manufacturing where people are constantly working with heavy, costly, and sometimes dangerous equipment. When issues and problems arise, it is important that they are addressed in an efficient and timely manner. Effective communication is an important tool because it can prevent problems from recurring, avoid injury to personnel, reduce rework and scrap, and ultimately, reduce cost, and save money. One tool to improve communication is the morning meeting or huddle.

The next morning, you check the G-code to determine what is wrong with the coolant. You notice that the coolant is turned off at the beginning of the code and also at the end of the code. This is strange. You change the G-code to turn the coolant on at the beginning of the run and off at the end. This works and you create the rest of the parts.

Throughout the day, you keep wondering what caused the G-code error. At lunch, you mention the G-code error to your coworker, John. John is not surprised. He said that he encountered a similar problem earlier this week. You decide to talk with your supervisor the next time you see him.

You are in luck. You see your supervisor by the door getting ready to leave. You hurry over to talk with him. You start off by telling him about how you asked Bill for help. Then you tell him there was a problem and the end mill was damaged. You describe the coolant problem in the G-code. Oh, and by the way, John has seen a similar problem before.

Your supervisor doesn't seem overly concerned, errors happen. He tells you "Good job, I am glad you were able to fix the issue." You are not sure whether your supervisor understood your explanation of what happened or that it had happened before.

The challenge of communicating in the workplace is learning how to share your ideas and concerns. If you need to tell your supervisor that something is not going well, it is important to remember that timing, preparation, and attitude are extremely important.

It is the end of your shift, but you want to let the next shift know that the coolant didn't turn on. You do not see your trainer or supervisor around. You decide to leave a note for the next shift so they are aware of the possible coolant problem. You write a sticky note and leave it on the monitor of the CNC control system.

How effective do you think this solution was? Did it address the problem?

In this scenario, you discovered several problems with the G-code that need to be addressed. When issues and problems arise, it is important that they are addressed in an efficient and timely manner. Effective communication is an important tool because it can prevent problems from recurring and avoid injury to personnel. The challenge of communicating in the workplace is learning how and when to share your ideas and concerns. If you need to tell your co-workers or supervisor that there is a problem, it is important to remember that timing and the method of communication are extremely important.

You are able to fix the coolant problem in the G-code. While you are glad that the problem is fixed, you are worried about why it happened in the first place. It is important to remember that if a problem keeps reappearing, you may not be fixing the right problem. You may only be addressing the symptoms.

You decide to talk to your trainer. Bill is glad you mentioned the problem to him. You are the third worker to mention G-code issues over the last week. You noticed the coolant problems in your G-code, John noticed a Z-axis issue in his G-code, and Sam had issues with both the Z-axis and the coolant. Chances are, there is a bigger problem and Bill will need to investigate the root cause .

Over lunch, you ask your coworkers about the G-code problem and what may be causing the error. Several people mention having similar problems but do not know the cause.

You have now talked to three coworkers who have all experienced similar coolant G-code problems. You make a list of who had the problem, when they had the problem, and what each person told you.

When you see your supervisor later that afternoon, you are ready to talk with him. You describe the problem you had with your component and the damaged bit. You then go on to tell him about talking with Bill and discovering the G-code issue. You show him your notes on your coworkers' coolant issues, and explain that you think there might be a bigger problem.

You supervisor thanks you for your initiative in identifying this problem. It sounds like there is a bigger problem and he will need to investigate the root cause. He decides to call a team huddle to discuss the issue, gather more information, and talk with the team about the importance of communication.

Root Cause Analysis

Root cause analysis ( RCA ) is a method of problem solving that identifies the underlying causes of an issue. Root cause analysis helps people answer the question of why the problem occurred in the first place. RCA uses clear cut steps in its associated tools, like the "5 Whys Analysis" and the "Cause and Effect Diagram," to identify the origin of the problem, so that you can:

Determine what happened.
Determine why it happened.
Fix the problem so it won’t happen again.

RCA works under the idea that systems and events are connected. An action in one area triggers an action in another, and another, and so on. By tracing back these actions, you can discover where the problem started and how it developed into the problem you're now facing. Root cause analysis can prevent problems from recurring, reduce injury to personnel, reduce rework and scrap, and ultimately, reduce cost and save money. There are many different RCA techniques available to determine the root cause of a problem. These are just a few:

Root Cause Analysis Tools
5 Whys Analysis
Fishbone or Cause and Effect Diagram
Pareto Analysis

How Huddles Work

Communication is a vital part of any setting where people work together. Effective communication helps employees and managers form efficient teams. It builds trusts between employees and management, and reduces unnecessary competition because each employee knows how their part fits in the larger goal.

One tool that management can use to promote communication in the workplace is the huddle . Just like football players on the field, a huddle is a short meeting where everyone is standing in a circle. A daily team huddle ensures that team members are aware of changes to the schedule, reiterated problems and safety issues, and how their work impacts one another. When done right, huddles create collaboration, communication, and accountability to results. Impromptu huddles can be used to gather information on a specific issue and get each team member's input.

The most important thing to remember about huddles is that they are short, lasting no more than 10 minutes, and their purpose is to communicate and identify. In essence, a huddle’s purpose is to identify priorities, communicate essential information, and discover roadblocks to productivity.

Who uses huddles? Many industries and companies use daily huddles. At first thought, most people probably think of hospitals and their daily patient update meetings, but lots of managers use daily meetings to engage their employees. Here are a few examples:

Brian Scudamore, CEO of 1-800-Got-Junk? , uses the daily huddle as an operational tool to take the pulse of his employees and as a motivational tool. Watch a morning huddle meeting .
Fusion OEM, an outsourced manufacturing and production company. What do employees take away from the daily huddle meeting .
Biz-Group, a performance consulting group. Tips for a successful huddle .

Brainstorming

One tool that can be useful in problem solving is brainstorming . Brainstorming is a creativity technique designed to generate a large number of ideas for the solution to a problem. The method was first popularized in 1953 by Alex Faickney Osborn in the book Applied Imagination . The goal is to come up with as many ideas as you can in a fixed amount of time. Although brainstorming is best done in a group, it can be done individually. Like most problem solving techniques, brainstorming is a process.

Define a clear objective.
Have an agreed a time limit.
During the brainstorming session, write down everything that comes to mind, even if the idea sounds crazy.
If one idea leads to another, write down that idea too.
Combine and refine ideas into categories of solutions.
Assess and analyze each idea as a potential solution.

When used during problem solving, brainstorming can offer companies new ways of encouraging staff to think creatively and improve production. Brainstorming relies on team members' diverse experiences, adding to the richness of ideas explored. This means that you often find better solutions to the problems. Team members often welcome the opportunity to contribute ideas and can provide buy-in for the solution chosen—after all, they are more likely to be committed to an approach if they were involved in its development. What's more, because brainstorming is fun, it helps team members bond.

Watch Peggy Morgan Collins, a marketing executive at Power Curve Communications discuss How to Stimulate Effective Brainstorming .
Watch Kim Obbink, CEO of Filter Digital, a digital content company, and her team share their top five rules for How to Effectively Generate Ideas .

Importance of Good Communication and Problem Description

talking too much when describing a problem

Communication is one of the most frequent activities we engage in on a day-to-day basis. At some point, we have all felt that we did not effectively communicate an idea as we would have liked. The key to effective communication is preparation. Rather than attempting to haphazardly improvise something, take a few minutes and think about what you want say and how you will say it. If necessary, write yourself a note with the key points or ideas in the order you want to discuss them. The notes can act as a reminder or guide when you talk to your supervisor.

Tips for clear communication of an issue:

Provide a clear summary of your problem. Start at the beginning, give relevant facts, timelines, and examples.
Avoid including your opinion or personal attacks in your explanation.
Avoid using words like "always" or "never," which can give the impression that you are exaggerating the problem.
If this is an ongoing problem and you have collected documentation, give it to your supervisor once you have finished describing the problem.
Remember to listen to what's said in return; communication is a two-way process.

Not all communication is spoken. Body language is nonverbal communication that includes your posture, your hands and whether you make eye contact. These gestures can be subtle or overt, but most importantly they communicate meaning beyond what is said. When having a conversation, pay attention to how you stand. A stiff position with arms crossed over your chest may imply that you are being defensive even if your words state otherwise. Shoving your hands in your pockets when speaking could imply that you have something to hide. Be wary of using too many hand gestures because this could distract listeners from your message.

The challenge of communicating in the workplace is learning how and when to share your ideas or concerns. If you need to tell your supervisor or co-worker about something that is not going well, keep in mind that good timing and good attitude will go a long way toward helping your case.

Like all skills, effective communication needs to be practiced. Toastmasters International is perhaps the best known public speaking organization in the world. Toastmasters is open to anyone who wish to improve their speaking skills and is willing to put in the time and effort to do so. To learn more, visit Toastmasters International .

Methods of Communication

Communication of problems and issues in any workplace is important, particularly when safety is involved. It is therefore crucial in manufacturing where people are constantly working with heavy, costly, and sometimes dangerous equipment. As issues and problems arise, they need to be addressed in an efficient and timely manner. Effective communication is an important skill because it can prevent problems from recurring, avoid injury to personnel, reduce rework and scrap, and ultimately, reduce cost and save money.

There are many different ways to communicate: in person, by phone, via email, or written. There is no single method that fits all communication needs, each one has its time and place.

In person: In the workplace, face-to-face meetings should be utilized whenever possible. Being able to see the person you need to speak to face-to-face gives you instant feedback and helps you gauge their response through their body language. Be careful of getting sidetracked in conversation when you need to communicate a problem.

Email: Email has become the communication standard for most businesses. It can be accessed from almost anywhere and is great for things that don’t require an immediate response. Email is a great way to communicate non-urgent items to large amounts of people or just your team members. One thing to remember is that most people's inboxes are flooded with emails every day and unless they are hyper vigilant about checking everything, important items could be missed. For issues that are urgent, especially those around safety, email is not always be the best solution.

Phone: Phone calls are more personal and direct than email. They allow us to communicate in real time with another person, no matter where they are. Not only can talking prevent miscommunication, it promotes a two-way dialogue. You don’t have to worry about your words being altered or the message arriving on time. However, mobile phone use and the workplace don't always mix. In particular, using mobile phones in a manufacturing setting can lead to a variety of problems, cause distractions, and lead to serious injury.

Written: Written communication is appropriate when detailed instructions are required, when something needs to be documented, or when the person is too far away to easily speak with over the phone or in person.

There is no "right" way to communicate, but you should be aware of how and when to use the appropriate form of communication for your situation. When deciding the best way to communicate with a co-worker or manager, put yourself in their shoes, and think about how you would want to learn about the issue. Also, consider what information you would need to know to better understand the issue. Use your good judgment of the situation and be considerate of your listener's viewpoint.

Did you notice any other potential problems in the previous exercise?

[Page 6:] Did you notice any other potential problems in the previous exercise?

Summary of Strategies

In this exercise, you were given a scenario in which there was a problem with a component you were creating on a CNC machine. You were then asked how you wanted to proceed. Depending on your path through this exercise, you might have found an easy solution and fixed it yourself, asked for help and worked with your trainer, or discovered an ongoing G-code problem that was bigger than you initially thought.

When issues and problems arise, it is important that they are addressed in an efficient and timely manner. Communication is an important tool because it can prevent problems from recurring, avoid injury to personnel, reduce rework and scrap, and ultimately, reduce cost, and save money. Although, each path in this exercise ended with a description of a problem solving tool for your toolbox, the first step is always to identify the problem and define the context in which it happened.

There are several strategies that can be used to identify the root cause of a problem. Root cause analysis (RCA) is a method of problem solving that helps people answer the question of why the problem occurred. RCA uses a specific set of steps, with associated tools like the “5 Why Analysis" or the “Cause and Effect Diagram,” to identify the origin of the problem, so that you can:

Once the underlying cause is identified and the scope of the issue defined, the next step is to explore possible strategies to fix the problem.

If you are not sure how to fix the problem, it is okay to ask for help. Problem solving is a process and a skill that is learned with practice. It is important to remember that everyone makes mistakes and that no one knows everything. Life is about learning. It is okay to ask for help when you don’t have the answer. When you collaborate to solve problems you improve workplace communication and accelerates finding solutions as similar problems arise.

One tool that can be useful for generating possible solutions is brainstorming . Brainstorming is a technique designed to generate a large number of ideas for the solution to a problem. The method was first popularized in 1953 by Alex Faickney Osborn in the book Applied Imagination. The goal is to come up with as many ideas as you can, in a fixed amount of time. Although brainstorming is best done in a group, it can be done individually.

Depending on your path through the exercise, you may have discovered that a couple of your coworkers had experienced similar problems. This should have been an indicator that there was a larger problem that needed to be addressed.

In any workplace, communication of problems and issues (especially those that involve safety) is always important. This is especially crucial in manufacturing where people are constantly working with heavy, costly, and sometimes dangerous equipment. When issues and problems arise, it is important that they be addressed in an efficient and timely manner. Effective communication is an important tool because it can prevent problems from recurring, avoid injury to personnel, reduce rework and scrap, and ultimately, reduce cost and save money.

One strategy for improving communication is the huddle . Just like football players on the field, a huddle is a short meeting with everyone standing in a circle. A daily team huddle is a great way to ensure that team members are aware of changes to the schedule, any problems or safety issues are identified and that team members are aware of how their work impacts one another. When done right, huddles create collaboration, communication, and accountability to results. Impromptu huddles can be used to gather information on a specific issue and get each team member's input.

To learn more about different problem solving strategies, choose an option below. These strategies accompany the outcomes of different decision paths in the problem solving exercise.

View Problem Solving Strategies Select a strategy below... Root Cause Analysis How Huddles Work Brainstorming Importance of Good Problem Description Methods of Communication

Provide a clear summary of the problem. Start at the beginning, give relevant facts, timelines, and examples.

In person: In the workplace, face-to-face meetings should be utilized whenever possible. Being able to see the person you need to speak to face-to-face gives you instant feedback and helps you gauge their response in their body language. Be careful of getting sidetracked in conversation when you need to communicate a problem.

There is no "right" way to communicate, but you should be aware of how and when to use the appropriate form of communication for the situation. When deciding the best way to communicate with a co-worker or manager, put yourself in their shoes, and think about how you would want to learn about the issue. Also, consider what information you would need to know to better understand the issue. Use your good judgment of the situation and be considerate of your listener's viewpoint.

"Never try to solve all the problems at once — make them line up for you one-by-one.” — Richard Sloma

Problem Solving: An Important Job Skill

Problem solving improves efficiency and communication on the shop floor. It increases a company's efficiency and profitability, so it's one of the top skills employers look for when hiring new employees. Recent industry surveys show that employers consider soft skills, such as problem solving, as critical to their business’s success.

The 2011 survey, "Boiling Point? The skills gap in U.S. manufacturing ," polled over a thousand manufacturing executives who reported that the number one skill deficiency among their current employees is problem solving, which makes it difficult for their companies to adapt to the changing needs of the industry.

In this video, industry professionals discuss their expectations and present tips for new employees joining the manufacturing workforce.

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Home » Resources » How Teens Can Improve Problem-Solving Skills

How Teens Can Improve Problem-Solving Skills

By Signet Education
December 14, 2022

Parenting a teenager is one of life’s biggest and most important challenges. Sometimes, it can be downright confounding!

In some ways, teenagers seem like they’re already adults. In other ways, they’re very much just kids, and their brains are still developing . This dichotomy leaves many parents in a constant state of uncertainty, wondering when to offer structured guidance and when to give their teens freedom and agency to make their own decisions.

With college admissions on the horizon, parents feel significant pressure to ensure that their teens are prepared for the next phase in their lives.

One common concern parents voice to our team here at Signet is that their kids haven’t yet learned how to problem-solve effectively. They fear their kids are behind in developing this critical skill and wonder what they can do to support them.

At Signet, our academic coaching service is designed around problem-solving for teens. Let’s take a closer look at why problem-solving is so important for teens to master and how parents and other adults can help.

Problem-Solving for Teens: Why It’s Important

Learning how to solve problems is essential during the teenage years because, for the first time in their lives, teens are actually having to make decisions that could have long-term implications.

The stakes feel incredibly high. College admissions are looming. Grades matter more than ever. Students wonder what the heck they’re going to do with their lives.

Freshmen and sophomores might not feel the full existential weight of these realities quite yet. However, by the time they reach junior and senior years, they’ll officially be in it —and if they’ve never had to solve a problem on their own up to that point, they might flounder.

Building problem-solving skills as early as possible helps students get to the end of high school prepared to address significant matters with confidence and purpose.

It’s not that teens who don’t master these skills will be totally unsuccessful. It’s more likely that their parents will drive them through making major decisions, and as a result, they won’t have a good sense of meaning and direction in their lives. These are the young adults who may wake up one day and wonder, in the words of David Byrne, “How did I get here?”

When Students Struggle to Solve Problems

Problem-solving is about more than simply fixing an issue; it’s about making good decisions.

Students may struggle to solve problems in various areas of their lives. Contrary to popular belief, many students actually feel more comfortable solving problems in an academic setting than in their personal lives because they have more agency and freedom at school. When parents are too overbearing at home, teens often adopt the mentality that they have no control, so why even bother?

Similarly, many students perform well in school and get good grades but struggle in their social lives because they lack confidence.

Of course, some students face difficulties in every area of their lives. For example, kids with ADHD and executive function challenges often feel misunderstood by those around them. The so-called typical approach to problem-solving may not work for them in quite the same way, and they’ll need extra support to become more confident in their abilities.

Encouraging Teens to Solve Problems Independently

When encouraging teens to solve problems independently, one tried-and-true strategy academic coaches use is asking open-ended questions.

Imagine that you—the parent—are shining a flashlight into the dark room of your teen’s problem. What do they see? What happens if they look in that corner over there? Do they perhaps need to turn around and observe the room from a different perspective? The goal is to bring a teen into a state of self-reflection.

At the end of this exploration, empower your teen by asking them: “ What are you going to do?” Providing them with the solution should be the last resort—and even then, we recommend posing suggestions and encouraging your teen to make their choice.

Failure is part of the process

Sometimes, students solve a problem inadequately on their own and fail. That’s okay! Building problem-solving skills is a journey. Rather than aiming for perfection right out of the gate, students (and parents!) must trust the process, which involves making a plan, testing it out, and adjusting when something doesn’t work as planned.

Ultimately, students will learn from their failures and mistakes, and they’ll build confidence and resilience by overcoming difficult situations.

Providing space for growth

Another piece of advice we give parents is not to assume they’ve got a better answer to a problem than their teen does! Parents may have an idea of how something should be done and get frustrated because their teen isn’t doing it that way.

But when you let your teen find their own answers, you’ll be pleasantly surprised at the outcome. It’s extremely rewarding to see a kid put the pieces together and learn to solve a problem or make a decision on their own. With a little bit of space, there is endless potential for growth!

Building Problem-Solving Skills Through Academic Coaching

Students who need a little extra support in improving their problem-solving skills can benefit significantly from academic coaching . Signet’s academic coaching method focuses closely on developing the executive functions necessary for solving problems and making important decisions independently.

We empower students to set and work toward goals that matter to them, providing the support they need to be successful. Students leave the experience feeling more motivated, confident, and self-actualized.

Our student-centered approach doesn’t just show up in our academic coaching services. It guides us in every service we offer, from subject tutoring to test prep to college admissions consulting . We’re committed to helping students build all the critical skills they need to carry them through high school, college, and beyond.

If you’d like to learn more about academic coaching or one of Signet’s other offerings, we’re only a phone call away. Let’s connect to discuss your student’s goals and develop a plan of action customized to their unique needs. Contact us today to start the conversation !

Signet Education

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Signet Education is a member of the National Association for College Admission Counseling and subscribes to the Statement of Principles of Good Practice.

Importance of Problem Solving Skills and How to Nurture them in your Child

We all face problems on a daily basis. You, me—our kids aren’t even exempted. Across all different age groups, there rarely is a day when we don’t experience them.

Teaching our kids to develop resilience can help as they face these challenges. Practical problem solving skills are just as necessary to teach our kids. The methods needed to resolve problems may require other skills such as creativity, critical thinking, emotional intelligence, teamwork, decision making, etc.

Unlike with math problems, life doesn’t just come with one formula or guidebook that’s applicable to solve every little problem we face. Being adaptable to various situations is important. So is nurturing problem solving skills in your child.

Here we’ll take a look at the importance of problem solving skills and some ways to nurture them in your child.

Why do we need problem-solving skills?

One thing that always comes up when we speak of problem-solving skills are the benefits for one’s mental health .

Problems are often complex. This means that problem solving skills aren’t a one-size-fits-all solution to all problems.

Strengthening and nurturing this set of skills helps children cope with challenges as they come. They can face and resolve a wider variety of problems with efficiency and without resulting in a breakdown.

This will help develop your child’s independence, allowing for them to grow into confident, responsible adults.

Another importance of problem-solving skills is its impact on relationships . Whether they be friendships, family, or business relationships, poor problem solving skills may result in relationships breaking apart.

Being able to get to the bottom of a problem and find solutions together, with all the parties involved, helps keep relationships intact and eliminate conflicts as they arise. Being adept at this skill may even help strengthen and deepen relationships.

What steps can you take to nurture your child’s problem-solving skills?

Nurturing problem-solving skills in your child requires more than just focusing on the big picture and laying out steps to resolve problems. It requires that you teach them to find and focus on a problem’s essential components.

This may challenge your child’s critical thinking and creativity, among other things.

Critical Thinking

This refers to the ability of breaking down a complex problem and analyzing its component parts.

The ability to do that will make it easier to come up with logical solutions to almost any problem. Being able to sort through and organize that pile of smaller chunks of information helps them face problems with ease. It also prevents your child from feeling overwhelmed when a huge barrier is laid out in front of them.

Help your child practice critical thinking by asking them questions. Open-ended questions specifically help them think outside the box and analyze the situation.

Teach them to look into possible reasons why something is the way it is. Why is the sky blue? Why are plants green? Encourage them to be curious and ask questions themselves.

Creative thinking is being able to look at different possible reasons and solutions in the context of problem-solving. It’s coming up with ideas and finding new ways of getting around a problem. Or being open to different ways of looking at an object or scenario.

Creative thinking is best nurtured with activities that involve reflection.

Try getting your child’s viewpoint on topics that may have different answers or reasons for taking place. Get them in the habit of brainstorming ideas, doing story-telling activities, and reading books. All of these help broaden a person’s thinking and flex their creative muscles.

Encourage Independence

It’s important to retain your role as an observer, supporter, or facilitator. Step back and let your kids try out their own solutions. Watch what happens while ensuring their safety and well-being.

As an observer, you encourage independence by stepping back and watching how your child resolves the problem in their own way. It may take longer than it would if you jumped in, but leaving them to their own devices can do a lot for nurturing their skills at problem solving.

Support your child by appreciating and acknowledging their efforts. Create a space where they can freely and effectively express their ideas without fear of judgement. Present them with opportunities to play and solve problems on their own. Encourage them to express themselves by brainstorming activities that they might want to do instead of telling them what to do.

These simple steps of overseeing your child can help them become more independent and be resilient enough to tackle problems on their own.

Here at Early Childhood University , we value the importance of enhancing problem solving skills, creativity and critical thinking. Send your little ones to a school that focuses on a child’s holistic development. Give us a call for more information.

Explained: Importance of critical thinking, problem-solving skills in curriculum

F uture careers are no longer about domain expertise or technical skills. Rather, critical thinking and problem-solving skills in employees are on the wish list of every big organization today. Even curriculums and pedagogies across the globe and within India are now requiring skilled workers who are able to think critically and are analytical.

The reason for this shift in perspective is very simple.

These skills provide a staunch foundation for comprehensive learning that extends beyond books or the four walls of the classroom. In a nutshell, critical thinking and problem-solving skills are a part of '21st Century Skills' that can help unlock valuable learning for life.

Over the years, the education system has been moving away from the system of rote and other conventional teaching and learning parameters.

They are aligning their curriculums to the changing scenario which is becoming more tech-driven and demands a fusion of critical skills, life skills, values, and domain expertise. There's no set formula for success.

Rather, there's a defined need for humans to be more creative, innovative, adaptive, agile, risk-taking, and have a problem-solving mindset.

In today's scenario, critical thinking and problem-solving skills have become more important because they open the human mind to multiple possibilities, solutions, and a mindset that is interdisciplinary in nature.

Therefore, many schools and educational institutions are deploying AI and immersive learning experiences via gaming, and AR-VR technologies to give a more realistic and hands-on learning experience to their students that hone these abilities and help them overcome any doubt or fear.

ADVANTAGES OF CRITICAL THINKING AND PROBLEM-SOLVING IN CURRICULUM

Ability to relate to the real world: Instead of theoretical knowledge, critical thinking, and problem-solving skills encourage students to look at their immediate and extended environment through a spirit of questioning, curiosity, and learning. When the curriculum presents students with real-world problems, the learning is immense.

Confidence, agility & collaboration : Critical thinking and problem-solving skills boost self-belief and confidence as students examine, re-examine, and sometimes fail or succeed while attempting to do something.

They are able to understand where they may have gone wrong, attempt new approaches, ask their peers for feedback and even seek their opinion, work together as a team, and learn to face any challenge by responding to it.

Willingness to try new things: When problem-solving skills and critical thinking are encouraged by teachers, they set a robust foundation for young learners to experiment, think out of the box, and be more innovative and creative besides looking for new ways to upskill.

It's important to understand that merely introducing these skills into the curriculum is not enough. Schools and educational institutions must have upskilling workshops and conduct special training for teachers so as to ensure that they are skilled and familiarized with new teaching and learning techniques and new-age concepts that can be used in the classrooms via assignments and projects.

Critical thinking and problem-solving skills are two of the most sought-after skills. Hence, schools should emphasise the upskilling of students as a part of the academic curriculum.

The article is authored by Dr Tassos Anastasiades, Principal- IB, Genesis Global School, Noida.

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Explained: Importance of critical thinking, problem-solving skills in curriculum

What is problem solving and why is it important

By Wayne Stottler , Kepner-Tregoe

Problem Solving & Decision Making Over time, developing and refining problem solving skills provides the ability to solve increasingly complex problems Learn More

For over 60 years, Kepner-Tregoe has been helping companies across industries and geographies to develop and mature their problem-solving capabilities through KT’s industry leading approach to training and the implementation of best practice processes. Considering that problem solving is a part of almost every person’s daily life (both at home and in the workplace), it is surprising how often we are asked to explain what problem solving is and why it is important.

Problem solving is at the core of human evolution. It is the methods we use to understand what is happening in our environment, identify things we want to change and then figure out the things that need to be done to create the desired outcome. Problem solving is the source of all new inventions, social and cultural evolution, and the basis for market based economies. It is the basis for continuous improvement, communication and learning.

If this problem-solving thing is so important to daily life, what is it?

Problem-solving is the process of observing what is going on in your environment; identifying things that could be changed or improved; diagnosing why the current state is the way it is and the factors and forces that influence it; developing approaches and alternatives to influence change; making decisions about which alternative to select; taking action to implement the changes; and observing impact of those actions in the environment.

Each step in the problem-solving process employs skills and methods that contribute to the overall effectiveness of influencing change and determine the level of problem complexity that can be addressed. Humans learn how to solve simple problems from a very early age (learning to eat, make coordinated movements and communicate) – and as a person goes through life problem-solving skills are refined, matured and become more sophisticated (enabling them to solve more difficult problems).

Problem-solving is important both to individuals and organizations because it enables us to exert control over our environment.

Fixing things that are broken

Some things wear out and break over time, others are flawed from day-1. Personal and business environments are full of things, activities, interactions and processes that are broken or not operating in the way they are desired to work. Problem-solving gives us a mechanism for identifying these things, figuring out why they are broken and determining a course of action to fix them.

Addressing risk

Humans have learned to identify trends and developed an awareness of cause-and-effect relationships in their environment. These skills not only enable us to fix things when they break but also anticipate what may happen in the future (based on past-experience and current events). Problem-solving can be applied to the anticipated future events and used to enable action in the present to influence the likelihood of the event occurring and/or alter the impact if the event does occur.

Improving performance

Individuals and organizations do not exist in isolation in the environment. There is a complex and ever-changing web of relationships that exist and as a result, the actions of one person will often have either a direct impact on others or an indirect impact by changing the environment dynamics. These interdependencies enable humans to work together to solve more complex problems but they also create a force that requires everyone to continuously improve performance to adapt to improvements by others. Problem-solving helps us understand relationships and implement the changes and improvements needed to compete and survive in a continually changing environment.

Seizing opportunity

Problem solving isn’t just about responding to (and fixing) the environment that exists today. It is also about innovating, creating new things and changing the environment to be more desirable. Problem-solving enables us to identify and exploit opportunities in the environment and exert (some level of) control over the future.

Problem solving skills and the problem-solving process are a critical part of daily life both as individuals and organizations. Developing and refining these skills through training, practice and learning can provide the ability to solve problems more effectively and over time address problems with a greater degree of complexity and difficulty. View KT’s Problem Solving workshop known to be the gold standard for over 60 years.

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Why is Problem-Solving Important in School Psychology?

Nov 17, 2014

260 likes | 434 Views

Why is Problem-Solving Important in School Psychology?. Rachel Brown-Chidsey, Ph.D., NCSP University of Southern Maine. Module Overview. Definition of Problem Solving Purpose of Problem Solving Benefits of Problem Solving Case Example Summary Review Questions.

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Why is Problem-Solving Important in School Psychology? Rachel Brown-Chidsey, Ph.D., NCSP University of Southern Maine

Module Overview • Definition of Problem Solving • Purpose of Problem Solving • Benefits of Problem Solving • Case Example • Summary • Review Questions Futures Task Force on Academic Outcomes

Definition of Problem Solving • Problem-solving school psychology practices are based on the following definition of a problem: • Problem = the distance between what is expected and what is occurring • Problem-solving is the work of reducing the distance between what is expected and what is occurring Futures Task Force on Academic Outcomes

Problem-Solving Steps (Deno, 1995) • Problem identification: Someone thinks there’s a problem • Problem definition: The size of the problem is described in measurable ways and a hypothesis about the cause is developed • Exploring solutions: A possible solution is tried • Monitoring progress: Weekly student progress is measured to see if the solution works • Problem (re)solution: The student meets the learning goal or a new solution is tried Futures Task Force on Academic Outcomes

Purpose of Problem Solving • Problem solving activities are designed to achieve three main goals: • Clearly state what is expected of students • Identify how close a student is to meeting the goal(s) • Identify instructional methods best suited to help students meet goal(s) Futures Task Force on Academic Outcomes

Establishing Expectations • Having clear expectations for what students should be able to do at each grade level clarifies the learning objectives for students, teachers and parents • Clear expectations provide a more equitable and accessible curriculum because they avoid the presence of a “hidden curriculum”: • Hidden curriculum refers to knowledge and skills students should have already learned or are expected to learn despite it not being stated specifically • Example: expecting all students to say “please” and “thank you” during classroom interactions Futures Task Force on Academic Outcomes

Expectations and Standards • Recent initiatives in all 50 U.S. states have resulted in state-level learning standards • These standards provide grade level expectations for all students • Standards can only be achieved if effective instruction is used Futures Task Force on Academic Outcomes

Measuring Progress • Student attainment of standards can only be known if sensitive measures of knowledge and skills are used • Problem solving school psychology practices rely on assessment measures that can reliably indicate how close a student is to a learning goal • State exams are not sufficient measures of student progress Futures Task Force on Academic Outcomes

Problem Solving Measures • Two major types of problem solving assessments are used: • Benchmark: these are baseline measures of a student’s knowledge and skills in the curriculum being taught • Usually done 3 times/year • Progress Monitoring: These are regular measures of a student’s progress toward learning goal(s) • Usually done weekly Futures Task Force on Academic Outcomes

Why is Regular Assessment Necessary for Problem-Solving? • “If you don’t know where you are going, any road will get you there”(George Harrison) • Only by measuring how close a student is to the learning expectations can teachers know how much instruction is needed • Only by measuring student progress regularly can teachers know if the instruction is working Futures Task Force on Academic Outcomes

How is Problem Solving Different from Traditional Assessment? • Traditional assessment focuses on finding out whether a student has a disability • This is a deficit focused model • Problem solving assessment focuses on finding out what kind of instruction a student needs to be successful in school and life • This is a success focused model Futures Task Force on Academic Outcomes

Benefits of Problem Solving • Focuses on student’s skills and strengths instead of weaknesses and deficits • Points directly to the type of instruction needed • Provides a baseline measure of student knowledge and skills which makes monitoring progress easy Futures Task Force on Academic Outcomes

Summary • Problem solving school psychology practices are beneficial to students because they • Focus on student success and not deficits • Link directly to instruction for students • Include measurable indicators of student progress • Prevent over-identification of learning disabilities Futures Task Force on Academic Outcomes

Resources • Brown-Chidsey, R. (Ed.). (2005). Assessment for intervention: A problem-solving approach. New York: Guilford Press. Deno, S. (1995). The school psychologist as problem solver. In J. Grimes & A. Thoms (Eds.), Best practices in school psychology III (pp. 471-484). Silver Spring, MD: National Association of School Psychologists. • National Association of School Psychologists. (2007). NASP position statement on identification of students with specific learning disabilities. Retrieved 20 September 2007 from http://www.nasponline.org/about_nasp/positionpapers/SLDPosition_2007.pdf Futures Task Force on Academic Outcomes

Review Questions • The following slides include review questions about the information contained in this module • Click to advance to the next slide • After reading the slide and questions, click again to see the correct answer Futures Task Force on Academic Outcomes

A) What is the definition of a problem? • A discrepancy of 15 points or more • The difference between what is expected and what is occurring • Identified only through the use of published norm-referenced testing • None of the above Futures Task Force on Academic Outcomes

A) Answer: #2 The difference between what is expected and what is occurring Futures Task Force on Academic Outcomes

B) What are the 5 stages of problem solving? • Identification, definition, exploring solutions, monitoring solutions, solution • Definition, monitoring solutions, identification, referral • Benchmarking, progress monitoring, exploring solutions, defining, identification • None of the above Futures Task Force on Academic Outcomes

B) Answer: #1 Identification, definition, exploring solutions, monitoring solutions, solution Futures Task Force on Academic Outcomes

C) What are 2 advantages of problem solving practices? • The opportunity to use advanced and extended testing procedures • It is success focused and leads to instructional change • It provides data on how long a problem has been observed • None of the above Futures Task Force on Academic Outcomes

C) Answer: # 2 It is success focused and leads to instructional change Futures Task Force on Academic Outcomes

D) True or False? • Problem solving school psychology is compatible with the 2007 NASP position statement on the identification of students with specific learning disabilities Futures Task Force on Academic Outcomes

D) Answer: True Problem solving school psychology is very compatible with the 2007 NASP position statement on the identification of students with specific learning disabilities Futures Task Force on Academic Outcomes

E) Problem solving school psychology is: • A deficit-focused method • A discrepancy-based method • A success-based method • None of the above Futures Task Force on Academic Outcomes

E) Answer: #3 A success-based method Futures Task Force on Academic Outcomes

For More Information… • To learn more about problem solving, view the module entitled “Problem Solving Process.” Futures Task Force on Academic Outcomes

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Mathematics Anxiety and Problem-Solving Proficiency Among High School Students: Unraveling the Complex Interplay in the Knowledge Economy

Published: 15 April 2024

Cite this article

Yali Zhu 1 ,
Xinran Liu 1 ,
Yana Xiao 1 &
Stavros Sindakis ORCID: orcid.org/0000-0002-3542-364X 2

In the context of the knowledge-based economy, the intricate relationship between mathematics anxiety and problem-solving abilities among high school students in China is examined. This research uncovers the pervasive nature of mathematics anxiety, influenced primarily by external factors such as parental expectations, shedding light on the sources of anxiety. Additionally, it highlights the multifaceted nature of problem-solving skills among students, emphasizing their confidence in comprehending mathematical problems but challenges in applying effective problem-solving strategies. The study provides empirical evidence of a significant negative correlation between mathematics anxiety and problem-solving ability, underscoring the detrimental impact of anxiety on cognitive processes, including working memory and metacognition, essential for effective problem solving. Theoretical implications encompass a deeper understanding of the dynamics between mathematics anxiety and problem-solving skills, contributing to educational psychology and curriculum development. Policy implications call for immediate attention to address mathematics anxiety within educational reforms, advocating for comprehensive strategies that alleviate anxiety while enhancing problem-solving skills. Furthermore, this research highlights the importance of gender-inclusive approaches to anxiety in mathematics. This study enriches our theoretical understanding and underscores the urgency of holistic approaches to address mathematics anxiety and nurture problem-solving skills among high school students, empowering them to excel in the knowledge-based economy and shape a brighter future.

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This study was financially supported by the Research on the Evaluation Effect of Hybrid Training for Rural Teachers in China, 2019JSJYZD-010, and the 2021 Henan Province Teacher Education Curriculum Reform Project “Research on the Reform of Economics Curriculum for Ideological and Political Majors from the Perspective of Practical Transformation” (2021-JSJYZD-011).

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Zhu, Y., Liu, X., Xiao, Y. et al. Mathematics Anxiety and Problem-Solving Proficiency Among High School Students: Unraveling the Complex Interplay in the Knowledge Economy. J Knowl Econ (2024). https://doi.org/10.1007/s13132-023-01688-w

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Rick Hess Straight Up

Education policy maven Rick Hess of the American Enterprise Institute think tank offers straight talk on matters of policy, politics, research, and reform. Read more from this blog.

Why Schools Struggle With Implementation. And How They Can Do Better

I’ve argued many times over the years that there’s no such thing as an “implementation problem.” Rather, the term is a fancy way for policymakers and advocates to avoid saying they didn’t realize how a new policy would actually work in practice. Which, if you think about it, is both widespread in education and a suggestion that we should spend less time dreaming up fanciful proposals and far more focusing on what it takes for them to deliver in real schools. Education Elements is one organization focused on just that. Founded in 2010, and today working with more than 500 schools, the organization has learned a lot over the years about how to help schools manage change. This is an especially timely topic as schools seek to address chronic absenteeism, learning loss, and chaotic classrooms. I recently had the chance to chat with Anthony Kim, the founder of Education Elements, about lessons learned. Kim is the author of books including The New School Rules and Personalized Learning Playbook and has delivered the TED talk “ Strong Relationships Start with a Simple Question .” Here’s what he had to say.

Rick: So, Anthony, what exactly is Education Elements? How’d you settle on that name and how’d you come to this work?

Anthony: Education Elements started in 2010 as one of the innovators of blended learning and personalized learning and now has expanded into strategic planning, leadership development, data culture, and instructional systems of support. Our name and brand come from a desire to understand how different “elements” in education create systems of practice.

Rick: What are some of these “elements”? And how do they work in practice?

Anthony: We have a helpful concept called the “art of implementing well,” or AOIW. In that framework are several “elements,” including things like communications and collaborative learning. To give you an example, one of our clients was a mid-sized school district in New York that sought to implement a new curriculum and instructional framework for their high schools. We worked with them to develop a communications plan, including hosting seminars for the community to help them understand why the changes in the curriculum were critical to prepare students to be productive in the community. The district also asked for our help with training their teachers. We set up systems of collaborative learning to facilitate this. In the end, combining these distinct elements made the adoption of the new instructional framework more familiar, and the community and teachers were less resistant to the change.

Rick: You work with a lot of districts on trying to make change happen. What are some of the common challenges you see?

Anthony: Despite schools’ keen improvement efforts, we’ve noticed a recurring issue in our experience with over 300 districts: Leadership teams tend to spend most of their time evaluating which programs to purchase at the expense of considering the actual implementation experience for those involved. In the past year, for example, one large district wrongly assumed that all teachers were equally prepared for the shift to the science of reading. As a result, they didn’t provide the materials to support both the mindset shift and the training necessary for teachers to develop the skills needed. Similarly, another state’s department of education introduced a pilot program so gradually that, over two years, more than half of the trained school leaders and teachers switched schools, left the profession, or moved out of state. The pace of decisionmaking is so slow that often the conditions we assumed were static are no longer met.

Rick: You mentioned “the art of implementing well.” Can you say a bit more about that?

Anthony: AOIW is a culmination of a decade’s worth of firsthand experiences in thousands of schools condensed into a practical mental model for leaders. There are two core parts of this framework: strategies and systems. The first section contains strategies developed by leadership, whereas the second covers systems to help with implementation. It may be useful to apply AOIW to the earlier example of the large district adopting the science of reading. Here, I would utilize three to four elements from AOIW. Strategically, a robust communications plan is essential. This requires tailoring the message for different audiences, including parents with different degrees of understanding about things like the science of reading. For the system, I’d emphasize differentiated support—the number-one request we get from teachers—and collaborative learning. Collaborative learning generates excitement and momentum, while differentiated support ensures every teacher has the tools for success.

Rick: What do schools and school leaders typically get wrong about implementation?

Anthony: A common mistake made by project leaders is assuming perfect conditions for carrying out their plans. This mistake usually stems from two incorrect assumptions. First, in school systems where roles often change, there’s a belief that staff will stay the same. But what really happens is quite different. For example, over three years in a group of schools, we’ve seen up to 75 percent of school leaders leave their positions. This high turnover seriously disrupts the continuity and success of any long-term project. Second, there’s this hopeful but often wrong idea that everyone affected by a new program will be as excited about it as its creators. The reality is, many people impacted by the change are not as involved or informed about the program. This can lead to the initiative being seen as just another passing fad, not a significant improvement. It’s vital to tackle these assumptions head-on for any plan to be realistic and successful in the educational world.

Rick: What’s the key to getting implementation right?

Anthony: As I see it, there are three requirements: mindset, collaboration, and resilient systems. Setting the right mindset is crucial and nonnegotiable. The real challenge is getting a large group of people to be open to change. This isn’t just about sending out messages; it’s about keeping everyone focused on a few key priorities and tackling them in short, manageable bursts. In addition, it’s essential to create an environment where people feel safe to learn and to validate their ideas. A great way to do this is through scenario planning, which helps build confidence turning theory into practical skills—exactly what’s needed before stepping into a real classroom situation. Finally, implementation won’t work without resilient systems. This means establishing systems that can track progress and keep the momentum going. Completing tasks is motivating for everyone, but adding elements of game theory—which recognizes that outcomes depend on how others respond—to your plan can really ramp up its effectiveness. By planning for these responses in advance, we can keep implementing reforms effectively.

Rick: OK, while this all sounds sensible, it also feels a little vague. How do districts establish those systems and how do they communicate effectively if they don’t already?

Anthony : Giving a one-size-fits-all answer is challenging because each district has its unique blend of challenges. That said, I’d advise leaders to start by evaluating whether their team functions as smoothly as they’d like. Here are a few straightforward tools you can use to check how your team handles their workload. One is the talk-time audit. Ask yourself whether everyone gets their fair share of time to speak in meetings. You can actually time each person’s contributions to make sure. Another is the continuum of understanding, in which you figure out how well each team member grasps the initiative. A third place to start is with scenario planning, where you map out different potential situations and discuss how the team would respond to each one. These are just starting points to help diagnose and improve your team’s dynamics. The team is typically a smaller representation of how your organization functions. If your teams are not consistently functioning well, then it permeates the whole system.

Rick: Do the challenges or recommendations relating to implementation look different when they involve technology?

Anthony: The role of technology makes this challenge even more significant. Software is designed to make our daily tasks easier, and we often integrate these tasks into our routines without much thought. However, it’s crucial to recognize that educational technology tools are frequently underused in schools. This isn’t usually because of the technology itself but, rather, because the technology doesn’t align well with the everyday habits of its users. So, a crucial part of successfully implementing technology isn’t just training people on how to use the tools. It’s also about encouraging a flexible mindset and changing established habits to fully take advantage of these new tech solutions. This means creating routines and systems that encourage daily use of the technology.

Rick: If you have one go-to piece of advice for educators or system leaders wrestling with change, what is it?

Anthony: Implementation usually happens in less-than-perfect conditions, so we need plans that are not just strong but also flexible enough to adapt to changes. Think of school systems as incredibly complex networks, not just big, uniform blocks. They’re made up of different groups like communities, students, families, teachers, school leaders, and government agencies. Each group has its own way of communicating, different levels of understanding, and their own set of priorities. One big challenge when making changes in such large systems is understanding how complex and varied these networks are. It’s crucial to recognize and plan for these complexities. Doing this isn’t just helpful—it’s absolutely necessary to make sure the changes you want to implement actually succeed.

The opinions expressed in Rick Hess Straight Up are strictly those of the author(s) and do not reflect the opinions or endorsement of Editorial Projects in Education, or any of its publications.

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

Business man leading team in problem-solving exercise with white board

17 Jan 2023

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

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

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

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

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

Access your free e-book today.

What Is Problem-Solving in Business?

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

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

Design Thinking

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

The design thinking process has four stages :

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

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

Creative Problem-Solving

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

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

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

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

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

Why Is Problem-Solving Important for Leaders?

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

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

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

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

Related: 5 Design Thinking Skills for Business Professionals

4 Problem-Solving Skills All Leaders Need

1. problem framing.

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

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

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

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

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

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

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

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

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

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

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

Related: 3 Effective Methods for Assessing Customer Needs

3. Breaking Cognitive Fixedness

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

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

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

4. Creating a Psychologically Safe Environment

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

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

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

Design Thinking and Innovation | Uncover creative solutions to your business problems | Learn More

How to Build Problem-Solving Skills

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

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

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

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

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Do You Understand the Problem You’re Trying to Solve?

To solve tough problems at work, first ask these questions.

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Problem solving skills are invaluable in any job. But all too often, we jump to find solutions to a problem without taking time to really understand the dilemma we face, according to Thomas Wedell-Wedellsborg , an expert in innovation and the author of the book, What’s Your Problem?: To Solve Your Toughest Problems, Change the Problems You Solve .

In this episode, you’ll learn how to reframe tough problems by asking questions that reveal all the factors and assumptions that contribute to the situation. You’ll also learn why searching for just one root cause can be misleading.

Key episode topics include: leadership, decision making and problem solving, power and influence, business management.

HBR On Leadership curates the best case studies and conversations with the world’s top business and management experts, to help you unlock the best in those around you. New episodes every week.

Listen to the original HBR IdeaCast episode: The Secret to Better Problem Solving (2016)
Find more episodes of HBR IdeaCast
Discover 100 years of Harvard Business Review articles, case studies, podcasts, and more at HBR.org .

HANNAH BATES: Welcome to HBR on Leadership , case studies and conversations with the world’s top business and management experts, hand-selected to help you unlock the best in those around you.

Problem solving skills are invaluable in any job. But even the most experienced among us can fall into the trap of solving the wrong problem.

Thomas Wedell-Wedellsborg says that all too often, we jump to find solutions to a problem – without taking time to really understand what we’re facing.

He’s an expert in innovation, and he’s the author of the book, What’s Your Problem?: To Solve Your Toughest Problems, Change the Problems You Solve .

In this episode, you’ll learn how to reframe tough problems, by asking questions that reveal all the factors and assumptions that contribute to the situation. You’ll also learn why searching for one root cause can be misleading. And you’ll learn how to use experimentation and rapid prototyping as problem-solving tools.

This episode originally aired on HBR IdeaCast in December 2016. Here it is.

SARAH GREEN CARMICHAEL: Welcome to the HBR IdeaCast from Harvard Business Review. I’m Sarah Green Carmichael.

Problem solving is popular. People put it on their resumes. Managers believe they excel at it. Companies count it as a key proficiency. We solve customers’ problems.

The problem is we often solve the wrong problems. Albert Einstein and Peter Drucker alike have discussed the difficulty of effective diagnosis. There are great frameworks for getting teams to attack true problems, but they’re often hard to do daily and on the fly. That’s where our guest comes in.

Thomas Wedell-Wedellsborg is a consultant who helps companies and managers reframe their problems so they can come up with an effective solution faster. He asks the question “Are You Solving The Right Problems?” in the January-February 2017 issue of Harvard Business Review. Thomas, thank you so much for coming on the HBR IdeaCast .

THOMAS WEDELL-WEDELLSBORG: Thanks for inviting me.

SARAH GREEN CARMICHAEL: So, I thought maybe we could start by talking about the problem of talking about problem reframing. What is that exactly?

THOMAS WEDELL-WEDELLSBORG: Basically, when people face a problem, they tend to jump into solution mode to rapidly, and very often that means that they don’t really understand, necessarily, the problem they’re trying to solve. And so, reframing is really a– at heart, it’s a method that helps you avoid that by taking a second to go in and ask two questions, basically saying, first of all, wait. What is the problem we’re trying to solve? And then crucially asking, is there a different way to think about what the problem actually is?

SARAH GREEN CARMICHAEL: So, I feel like so often when this comes up in meetings, you know, someone says that, and maybe they throw out the Einstein quote about you spend an hour of problem solving, you spend 55 minutes to find the problem. And then everyone else in the room kind of gets irritated. So, maybe just give us an example of maybe how this would work in practice in a way that would not, sort of, set people’s teeth on edge, like oh, here Sarah goes again, reframing the whole problem instead of just solving it.

THOMAS WEDELL-WEDELLSBORG: I mean, you’re bringing up something that’s, I think is crucial, which is to create legitimacy for the method. So, one of the reasons why I put out the article is to give people a tool to say actually, this thing is still important, and we need to do it. But I think the really critical thing in order to make this work in a meeting is actually to learn how to do it fast, because if you have the idea that you need to spend 30 minutes in a meeting delving deeply into the problem, I mean, that’s going to be uphill for most problems. So, the critical thing here is really to try to make it a practice you can implement very, very rapidly.

There’s an example that I would suggest memorizing. This is the example that I use to explain very rapidly what it is. And it’s basically, I call it the slow elevator problem. You imagine that you are the owner of an office building, and that your tenants are complaining that the elevator’s slow.

Now, if you take that problem framing for granted, you’re going to start thinking creatively around how do we make the elevator faster. Do we install a new motor? Do we have to buy a new lift somewhere?

The thing is, though, if you ask people who actually work with facilities management, well, they’re going to have a different solution for you, which is put up a mirror next to the elevator. That’s what happens is, of course, that people go oh, I’m busy. I’m busy. I’m– oh, a mirror. Oh, that’s beautiful.

And then they forget time. What’s interesting about that example is that the idea with a mirror is actually a solution to a different problem than the one you first proposed. And so, the whole idea here is once you get good at using reframing, you can quickly identify other aspects of the problem that might be much better to try to solve than the original one you found. It’s not necessarily that the first one is wrong. It’s just that there might be better problems out there to attack that we can, means we can do things much faster, cheaper, or better.

SARAH GREEN CARMICHAEL: So, in that example, I can understand how A, it’s probably expensive to make the elevator faster, so it’s much cheaper just to put up a mirror. And B, maybe the real problem people are actually feeling, even though they’re not articulating it right, is like, I hate waiting for the elevator. But if you let them sort of fix their hair or check their teeth, they’re suddenly distracted and don’t notice.

But if you have, this is sort of a pedestrian example, but say you have a roommate or a spouse who doesn’t clean up the kitchen. Facing that problem and not having your elegant solution already there to highlight the contrast between the perceived problem and the real problem, how would you take a problem like that and attack it using this method so that you can see what some of the other options might be?

THOMAS WEDELL-WEDELLSBORG: Right. So, I mean, let’s say it’s you who have that problem. I would go in and say, first of all, what would you say the problem is? Like, if you were to describe your view of the problem, what would that be?

SARAH GREEN CARMICHAEL: I hate cleaning the kitchen, and I want someone else to clean it up.

THOMAS WEDELL-WEDELLSBORG: OK. So, my first observation, you know, that somebody else might not necessarily be your spouse. So, already there, there’s an inbuilt assumption in your question around oh, it has to be my husband who does the cleaning. So, it might actually be worth, already there to say, is that really the only problem you have? That you hate cleaning the kitchen, and you want to avoid it? Or might there be something around, as well, getting a better relationship in terms of how you solve problems in general or establishing a better way to handle small problems when dealing with your spouse?

SARAH GREEN CARMICHAEL: Or maybe, now that I’m thinking that, maybe the problem is that you just can’t find the stuff in the kitchen when you need to find it.

THOMAS WEDELL-WEDELLSBORG: Right, and so that’s an example of a reframing, that actually why is it a problem that the kitchen is not clean? Is it only because you hate the act of cleaning, or does it actually mean that it just takes you a lot longer and gets a lot messier to actually use the kitchen, which is a different problem. The way you describe this problem now, is there anything that’s missing from that description?

SARAH GREEN CARMICHAEL: That is a really good question.

THOMAS WEDELL-WEDELLSBORG: Other, basically asking other factors that we are not talking about right now, and I say those because people tend to, when given a problem, they tend to delve deeper into the detail. What often is missing is actually an element outside of the initial description of the problem that might be really relevant to what’s going on. Like, why does the kitchen get messy in the first place? Is it something about the way you use it or your cooking habits? Is it because the neighbor’s kids, kind of, use it all the time?

There might, very often, there might be issues that you’re not really thinking about when you first describe the problem that actually has a big effect on it.

SARAH GREEN CARMICHAEL: I think at this point it would be helpful to maybe get another business example, and I’m wondering if you could tell us the story of the dog adoption problem.

THOMAS WEDELL-WEDELLSBORG: Yeah. This is a big problem in the US. If you work in the shelter industry, basically because dogs are so popular, more than 3 million dogs every year enter a shelter, and currently only about half of those actually find a new home and get adopted. And so, this is a problem that has persisted. It’s been, like, a structural problem for decades in this space. In the last three years, where people found new ways to address it.

So a woman called Lori Weise who runs a rescue organization in South LA, and she actually went in and challenged the very idea of what we were trying to do. She said, no, no. The problem we’re trying to solve is not about how to get more people to adopt dogs. It is about keeping the dogs with their first family so they never enter the shelter system in the first place.

In 2013, she started what’s called a Shelter Intervention Program that basically works like this. If a family comes and wants to hand over their dog, these are called owner surrenders. It’s about 30% of all dogs that come into a shelter. All they would do is go up and ask, if you could, would you like to keep your animal? And if they said yes, they would try to fix whatever helped them fix the problem, but that made them turn over this.

And sometimes that might be that they moved into a new building. The landlord required a deposit, and they simply didn’t have the money to put down a deposit. Or the dog might need a $10 rabies shot, but they didn’t know how to get access to a vet.

And so, by instigating that program, just in the first year, she took her, basically the amount of dollars they spent per animal they helped went from something like $85 down to around $60. Just an immediate impact, and her program now is being rolled out, is being supported by the ASPCA, which is one of the big animal welfare stations, and it’s being rolled out to various other places.

And I think what really struck me with that example was this was not dependent on having the internet. This was not, oh, we needed to have everybody mobile before we could come up with this. This, conceivably, we could have done 20 years ago. Only, it only happened when somebody, like in this case Lori, went in and actually rethought what the problem they were trying to solve was in the first place.

SARAH GREEN CARMICHAEL: So, what I also think is so interesting about that example is that when you talk about it, it doesn’t sound like the kind of thing that would have been thought of through other kinds of problem solving methods. There wasn’t necessarily an After Action Review or a 5 Whys exercise or a Six Sigma type intervention. I don’t want to throw those other methods under the bus, but how can you get such powerful results with such a very simple way of thinking about something?

THOMAS WEDELL-WEDELLSBORG: That was something that struck me as well. This, in a way, reframing and the idea of the problem diagnosis is important is something we’ve known for a long, long time. And we’ve actually have built some tools to help out. If you worked with us professionally, you are familiar with, like, Six Sigma, TRIZ, and so on. You mentioned 5 Whys. A root cause analysis is another one that a lot of people are familiar with.

Those are our good tools, and they’re definitely better than nothing. But what I notice when I work with the companies applying those was those tools tend to make you dig deeper into the first understanding of the problem we have. If it’s the elevator example, people start asking, well, is that the cable strength, or is the capacity of the elevator? That they kind of get caught by the details.

That, in a way, is a bad way to work on problems because it really assumes that there’s like a, you can almost hear it, a root cause. That you have to dig down and find the one true problem, and everything else was just symptoms. That’s a bad way to think about problems because problems tend to be multicausal.

There tend to be lots of causes or levers you can potentially press to address a problem. And if you think there’s only one, if that’s the right problem, that’s actually a dangerous way. And so I think that’s why, that this is a method I’ve worked with over the last five years, trying to basically refine how to make people better at this, and the key tends to be this thing about shifting out and saying, is there a totally different way of thinking about the problem versus getting too caught up in the mechanistic details of what happens.

SARAH GREEN CARMICHAEL: What about experimentation? Because that’s another method that’s become really popular with the rise of Lean Startup and lots of other innovation methodologies. Why wouldn’t it have worked to, say, experiment with many different types of fixing the dog adoption problem, and then just pick the one that works the best?

THOMAS WEDELL-WEDELLSBORG: You could say in the dog space, that’s what’s been going on. I mean, there is, in this industry and a lot of, it’s largely volunteer driven. People have experimented, and they found different ways of trying to cope. And that has definitely made the problem better. So, I wouldn’t say that experimentation is bad, quite the contrary. Rapid prototyping, quickly putting something out into the world and learning from it, that’s a fantastic way to learn more and to move forward.

My point is, though, that I feel we’ve come to rely too much on that. There’s like, if you look at the start up space, the wisdom is now just to put something quickly into the market, and then if it doesn’t work, pivot and just do more stuff. What reframing really is, I think of it as the cognitive counterpoint to prototyping. So, this is really a way of seeing very quickly, like not just working on the solution, but also working on our understanding of the problem and trying to see is there a different way to think about that.

If you only stick with experimentation, again, you tend to sometimes stay too much in the same space trying minute variations of something instead of taking a step back and saying, wait a minute. What is this telling us about what the real issue is?

SARAH GREEN CARMICHAEL: So, to go back to something that we touched on earlier, when we were talking about the completely hypothetical example of a spouse who does not clean the kitchen–

THOMAS WEDELL-WEDELLSBORG: Completely, completely hypothetical.

SARAH GREEN CARMICHAEL: Yes. For the record, my husband is a great kitchen cleaner.

You started asking me some questions that I could see immediately were helping me rethink that problem. Is that kind of the key, just having a checklist of questions to ask yourself? How do you really start to put this into practice?

THOMAS WEDELL-WEDELLSBORG: I think there are two steps in that. The first one is just to make yourself better at the method. Yes, you should kind of work with a checklist. In the article, I kind of outlined seven practices that you can use to do this.

But importantly, I would say you have to consider that as, basically, a set of training wheels. I think there’s a big, big danger in getting caught in a checklist. This is something I work with.

My co-author Paddy Miller, it’s one of his insights. That if you start giving people a checklist for things like this, they start following it. And that’s actually a problem, because what you really want them to do is start challenging their thinking.

So the way to handle this is to get some practice using it. Do use the checklist initially, but then try to step away from it and try to see if you can organically make– it’s almost a habit of mind. When you run into a colleague in the hallway and she has a problem and you have five minutes, like, delving in and just starting asking some of those questions and using your intuition to say, wait, how is she talking about this problem? And is there a question or two I can ask her about the problem that can help her rethink it?

SARAH GREEN CARMICHAEL: Well, that is also just a very different approach, because I think in that situation, most of us can’t go 30 seconds without jumping in and offering solutions.

THOMAS WEDELL-WEDELLSBORG: Very true. The drive toward solutions is very strong. And to be clear, I mean, there’s nothing wrong with that if the solutions work. So, many problems are just solved by oh, you know, oh, here’s the way to do that. Great.

But this is really a powerful method for those problems where either it’s something we’ve been banging our heads against tons of times without making progress, or when you need to come up with a really creative solution. When you’re facing a competitor with a much bigger budget, and you know, if you solve the same problem later, you’re not going to win. So, that basic idea of taking that approach to problems can often help you move forward in a different way than just like, oh, I have a solution.

I would say there’s also, there’s some interesting psychological stuff going on, right? Where you may have tried this, but if somebody tries to serve up a solution to a problem I have, I’m often resistant towards them. Kind if like, no, no, no, no, no, no. That solution is not going to work in my world. Whereas if you get them to discuss and analyze what the problem really is, you might actually dig something up.

Let’s go back to the kitchen example. One powerful question is just to say, what’s your own part in creating this problem? It’s very often, like, people, they describe problems as if it’s something that’s inflicted upon them from the external world, and they are innocent bystanders in that.

SARAH GREEN CARMICHAEL: Right, or crazy customers with unreasonable demands.

THOMAS WEDELL-WEDELLSBORG: Exactly, right. I don’t think I’ve ever met an agency or consultancy that didn’t, like, gossip about their customers. Oh, my god, they’re horrible. That, you know, classic thing, why don’t they want to take more risk? Well, risk is bad.

It’s their business that’s on the line, not the consultancy’s, right? So, absolutely, that’s one of the things when you step into a different mindset and kind of, wait. Oh yeah, maybe I actually am part of creating this problem in a sense, as well. That tends to open some new doors for you to move forward, in a way, with stuff that you may have been struggling with for years.

SARAH GREEN CARMICHAEL: So, we’ve surfaced a couple of questions that are useful. I’m curious to know, what are some of the other questions that you find yourself asking in these situations, given that you have made this sort of mental habit that you do? What are the questions that people seem to find really useful?

THOMAS WEDELL-WEDELLSBORG: One easy one is just to ask if there are any positive exceptions to the problem. So, was there day where your kitchen was actually spotlessly clean? And then asking, what was different about that day? Like, what happened there that didn’t happen the other days? That can very often point people towards a factor that they hadn’t considered previously.

SARAH GREEN CARMICHAEL: We got take-out.

THOMAS WEDELL-WEDELLSBORG: S,o that is your solution. Take-out from [INAUDIBLE]. That might have other problems.

Another good question, and this is a little bit more high level. It’s actually more making an observation about labeling how that person thinks about the problem. And what I mean with that is, we have problem categories in our head. So, if I say, let’s say that you describe a problem to me and say, well, we have a really great product and are, it’s much better than our previous product, but people aren’t buying it. I think we need to put more marketing dollars into this.

Now you can go in and say, that’s interesting. This sounds like you’re thinking of this as a communications problem. Is there a different way of thinking about that? Because you can almost tell how, when the second you say communications, there are some ideas about how do you solve a communications problem. Typically with more communication.

And what you might do is go in and suggest, well, have you considered that it might be, say, an incentive problem? Are there incentives on behalf of the purchasing manager at your clients that are obstructing you? Might there be incentive issues with your own sales force that makes them want to sell the old product instead of the new one?

So literally, just identifying what type of problem does this person think about, and is there different potential way of thinking about it? Might it be an emotional problem, a timing problem, an expectations management problem? Thinking about what label of what type of problem that person is kind of thinking as it of.

SARAH GREEN CARMICHAEL: That’s really interesting, too, because I think so many of us get requests for advice that we’re really not qualified to give. So, maybe the next time that happens, instead of muddying my way through, I will just ask some of those questions that we talked about instead.

THOMAS WEDELL-WEDELLSBORG: That sounds like a good idea.

SARAH GREEN CARMICHAEL: So, Thomas, this has really helped me reframe the way I think about a couple of problems in my own life, and I’m just wondering. I know you do this professionally, but is there a problem in your life that thinking this way has helped you solve?

THOMAS WEDELL-WEDELLSBORG: I’ve, of course, I’ve been swallowing my own medicine on this, too, and I think I have, well, maybe two different examples, and in one case somebody else did the reframing for me. But in one case, when I was younger, I often kind of struggled a little bit. I mean, this is my teenage years, kind of hanging out with my parents. I thought they were pretty annoying people. That’s not really fair, because they’re quite wonderful, but that’s what life is when you’re a teenager.

And one of the things that struck me, suddenly, and this was kind of the positive exception was, there was actually an evening where we really had a good time, and there wasn’t a conflict. And the core thing was, I wasn’t just seeing them in their old house where I grew up. It was, actually, we were at a restaurant. And it suddenly struck me that so much of the sometimes, kind of, a little bit, you love them but they’re annoying kind of dynamic, is tied to the place, is tied to the setting you are in.

And of course, if– you know, I live abroad now, if I visit my parents and I stay in my old bedroom, you know, my mother comes in and wants to wake me up in the morning. Stuff like that, right? And it just struck me so, so clearly that it’s– when I change this setting, if I go out and have dinner with them at a different place, that the dynamic, just that dynamic disappears.

SARAH GREEN CARMICHAEL: Well, Thomas, this has been really, really helpful. Thank you for talking with me today.

THOMAS WEDELL-WEDELLSBORG: Thank you, Sarah.

HANNAH BATES: That was Thomas Wedell-Wedellsborg in conversation with Sarah Green Carmichael on the HBR IdeaCast. He’s an expert in problem solving and innovation, and he’s the author of the book, What’s Your Problem?: To Solve Your Toughest Problems, Change the Problems You Solve .

We’ll be back next Wednesday with another hand-picked conversation about leadership from the Harvard Business Review. If you found this episode helpful, share it with your friends and colleagues, and follow our show on Apple Podcasts, Spotify, or wherever you get your podcasts. While you’re there, be sure to leave us a review.

We’re a production of Harvard Business Review. If you want more podcasts, articles, case studies, books, and videos like this, find it all at HBR dot org.

This episode was produced by Anne Saini, and me, Hannah Bates. Ian Fox is our editor. Music by Coma Media. Special thanks to Maureen Hoch, Adi Ignatius, Karen Player, Ramsey Khabbaz, Nicole Smith, Anne Bartholomew, and you – our listener.

See you next week.

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17 Fun Problem Solving Activities for Kids

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As a child, I would spend hours putting together puzzles… whether it was 3-D puzzles or figuring out a crossword. I also loved it when teachers would give the class an open-ended question and we had to work in groups to figure out the answer in our own way.

Even something as simple as playing checkers with my brothers gave me the chance to use strategy as a way to win the game. I honestly believe that it’s so important for kids to solve problems at a young age, as it helps them think critically and outside the box.

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So, Why Is It Important To Teach Kids Problem Solving?

I think these kinds of activities are so important for kids to do because it helps them learn how to think analytically and solve problems on their own. It's a great way to get kids to use their imaginations and be creative.

Rote memorization simply does not have the same effect. This type of learning is great for learning facts like historical dates, but it’s not going to help kids figure out how events in history happened and the results.

We take these problem-solving skills into college, the workforce, and travel . My ability to problem solve since childhood has certainly got me through many sticky situations while in a new city or country.

Additionally, problem-solving helps children learn how to find creative solutions to challenges they may face both in and out of the classroom . These activities can also be fun and used in cohesion with school or playtime.

17 Fun Problem-Solving Activities for Kids

1. marble mazes.

This activity was selected because it requires them to think spatially. Spatial learning will benefit kids when they start driving, riding a bike, playing sports,etc.

To do this activity in its simplest form, you will need a piece of paper, a pencil, and some marbles. First, draw a maze on a piece of paper using a pencil.

Make sure to create a start and finish point. Then, place the marbles at the start of the maze. The goal is to get the marbles from the start to the finish by tilting the paper and using gravity to guide the marbles through the maze.

Another example of a marble maze can involve using toilet paper rolls taped together to create a three-dimensional maze. The larger the maze, the harder you can make it.

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If you are not into the DIY method, you can always buy a toy maze on Amazon. A good 48 piece puzzle is the Melissa & Doug Underwater Ocean Floor puzzle.

2. The Tower Challenge

Building a tower gives kids the chance to think about gravity, structure, and balance.

To do this activity, you will need some building materials like legos, blocks, or even toilet paper rolls. The challenge is to see how high they can stack the materials without the tower toppling over.

This can be done individually or in teams. An activity like this is good for younger kids and is the building block to learning about harder topics like engineering.

3. The Egg Drop Challenge

The egg drop challenge helps kids learn how to engineer a solution that prevents something from breaking. It requires them to think critically about which materials will best protect something fragile like an egg when dropped from a height.

To do this activity, you will need some eggs and various materials such as straws, cotton balls, bubble wrap, etc. The goal is to construct a device that will protect an egg from breaking upon impact.

This can be done individually or in teams . Teams can even have a competition for the best egg drop device.

As children begin handling, shopping for, and cooking their own food, activities like this will help them understand how to handle breakable items like bottles, eggs, delicate fruit,.etc. Ideally, this is best for age groups 8 and up.

4. The Penny Drop Challenge

This activity was selected because it requires kids to think about physics and how different materials affect sound.

To do this activity, you will need a penny ( or another coin), a cup, and various materials such as paper towels, cotton balls, etc.

The goal is to drop the penny into the cup without making any noise. Begin by placing different materials into the cup and then drop the penny into it. The children should also drop the penny from different heights into the same material to see if/how the impact from a higher drop affects sound.

Group kids into teams or let them try it on their own.

Kids should make note of what type of sounds are made when the penny hits different materials. This is a great activity for kids who are interested in science and physics.

5. The Balloon Race Challenge

This activity was selected because it helps kids learn about aerodynamics and Bernoulli’s principle . It also requires them to think creatively about how to design a balloon-powered vehicle.

To do this activity, you will need balloons, straws, masking tape, and markers. The goal is to design a balloon-powered vehicle that can travel a distance of at least 10 feet. Kids can begin this activity by sketching out their designs on paper.

After they have a basic design, they can begin building their vehicle from various materials. Then kids can explain why they think the balloon traveled or did not travel as far as it did.

6. The Marshmallow Challenge

Marshmallows are not only delicious, but they are also soft and malleable. So kids can have fun using it for some construction projects.

This activity was selected because it requires kids to think creatively about how to build a structure using limited materials. It also helps them learn about engineering and work as a team.

To do this activity, you will need marshmallows and spaghetti noodles. The goal is to build the tallest free-standing structure possible using only marshmallows and spaghetti noodles. If you don't have spaghetti noodles, use something similar like pretzel sticks.

You may even want to establish certain rules like each team can only use a certain number of marshmallows or noodles. A time limit can also make it more fun and challenging.

For more fun activities, check out our post on problem solving exercises for team building .

7. The Balloon Pop Challenge

If you remember your childhood, you probably remember popping balloons for fun at times. But this activity is different because it requires kids to use strategy and critical thinking.

This activity was selected because it helps kids learn about patterns and problem-solving. It is also a lot of fun for kids who like popping balloons. The goal is to create a device that will allow them to pop a balloon without using their hands.

To do this activity, you will need balloons and various materials such as straws, string, paper clips, etc.

8. Picture Pieces Puzzle Game

As mentioned earlier, puzzles are a great pastime – especially in childhood. Kids must think critically about how to put the pieces together to create a certain picture. It also helps them learn about shapes, colors, and other concepts.

problem solving activities | how do you teach a child problem solving skills | are problem-solving games good for kids

You can take a medium to large picture and cut it into pieces. If you have younger kids, you may want to make the pieces larger. However, if you have kids closer to the 8-11 age range, you should be able to provide a challenge and make the pieces smaller.

9. Copy the Block Model

For this challenge, you can build a model out of blocks for the kids to copy. Put kids into groups and make sure each group has the same number of blocks you used for your model.

Make your model block as simple or complex as needed for your child's age group.

Set a time limit and make sure each group starts at the same time.

10. Team Scavenger Hunt

A scavenger hunt is great for kids because they have to search for items and use investigative skills. It is also a lot of fun and can be done both indoors and outdoors .

To do this activity, you will need to create a list of items for the kids to find. The items can be anything from common household items to things you would find outside.

These types of activities can also revolve around a theme like a holiday, movie, or book. For example, if the kids are fans of “Harry Potter” you can make a list of items to find that are related to the movie.

11. Obstacle Course

This activity requires kids to think creatively about how to get from one point to another while maneuvering around obstacles. If you have outdoor space, this can be done with common objects such as hula hoops, cones, etc.

If you don't have access to an outdoor space, you can use common household items to create an indoor obstacle course. For example, you can use chairs, blankets, pillows, etc.

Begin by setting up the course and then timing each child as they complete it. You can also have them race against each other to make it more fun.

Obstacle courses are also great because kids get to be physically active while they are thinking critically.

12. Reading Storybooks

There are many great benefits for kids that read storybooks. One of the excellent benefits is the ability to problem-solve. When they read the stories in the books, they see scenarios that cause them to be attached to the various characters they read about.

So, when they encounter a real-life problem, it is often productive to ask a child how their favorite character would solve that problem. Your kids can also be encouraged to come up with various options and possible outcomes for some of the situations they may encounter.

This not only helps kids solve various problems but become more independent as well.

13. Ask Them Open-Ended Questions

A good way to improve a child's ability to think critically and creatively and improve their ability to solve problems is by asking open-ended questions. It also helps them to develop healthy personalities .

There are no right or wrong answers to these questions. In addition, the solution requires more than a simple “yes” or “no” answer. Furthermore, it allows kids to put some extra thought into their responses.

Here are some examples of open-ended questions you may want to ask.

What did this experience teach you?
Was this easy? What was easy about it?
What this difficult? What is complicated about it?
What may happen next in this situation?
How did you come to this solution?
What, if anything, would you do differently next time?
What can we do to make things more fun next time?

14. Build Various Structures with Toys

Whether wooden blocks, LEGO blocks, or engineering blocks… giving your kid blocks to build whatever their minds can dream up is fun. In addition, it requires them to think about how they will make a structure, put the pieces together, and creatively ensure the building's function and design.

fun activities for kids | kids creative activities at home | fun activities for kids near me

You may also want to challenge them to build something more complicated and watch them use their brain power to make it happen.

15. Acting Out Skits

Impromptu activities like acting out skits help kids identify problems, develop solutions, and execute them. This process works with multiple kids being divided into teams.

First, you will want to write down different situations, such as resolving a disagreement between siblings or dealing with bullying on the playground on a piece of paper. Second, you will fold the paper and place it in a hat or bowl.

Third, each team will pick a scenario out of the hat. Finally, you can give the kids a few minutes to discuss their solution and act out.

16. Solving Moral Dilemmas

In this simple game, you will help your kids solve simple dilemmas they may find themselves in. You could write down a situation your child may find themselves in and help them learn the moral way to solve the problem.

For instance, “The cashier gave them an additional $5 change back on my purchase. What should they do?” Another scenario could be, “I saw my friend cheating on a test. Should I tell on them or let it go?” A third one could be, “I caught my friends stealing some gum from the store. What should I do?”

After writing down the dilemmas and placing them in a bowl, get each child to select one and read it aloud. Finally, you will help them devise morally correct solutions to the moral dilemma.

17. Animal Pairing Game

This is a fun and creative game to help your kids with focus, critical thinking, and team building skills . In addition, this activity requires an even number of players to participate (4, 6, 8, etc.)

Before starting the game, you will want to write the names of different animals twice, each on a separate slip of paper. Then pass out the slips of paper to each individual or team member, instructing them not to share with anyone the name of the animal they received.

Then the children will perform activities the animals might do without talking or making sounds. Some of these activities might include:

The way the animal cleans or grooms itself
The way the animal sleeps
The way the animal fights
The way the animal eats or drinks
The way the animal walks or runs

The goal is for each child to successfully pair up with the other child who has selected the same animal.

How Problem Solving in Childhood Helps in Adulthood

Children are not born with problem-solving skills. It is something that needs to be learned and developed over time .

From babies who learn how to communicate their needs to toddlers who figure out how to get what they want, to children who are starting to understand the consequences of their actions – problem-solving is a process that begins in childhood and continues into adulthood.

Some of the benefits of teaching problem-solving skills to children include:

Improved critical thinking skills
Better decision-making skills
Enhanced creativity
Improved communication and collaboration skills
Increased confidence

There are many ways to teach problem-solving skills to children. The activities mentioned above are just a few examples. It is important to find activities that are appropriate for the age and abilities of the child.

With practice, children will develop these skills and be better prepared to face challenges in both childhood and adulthood.

Final Thoughts About Fun Problem Solving Activities For Kids

These are just a few ideas to get you started on teaching your child crucial problem solving skills. Perhaps they’ve inspired to come with some of your own, or seek out others? The important thing is to make sure the activity is age-appropriate and challenging enough to engage the kids.

Problem-solving skills are important for kids to learn because they can be applied to various situations in life. These skills also promote critical thinking, which is an important life skill.

There are many other problem-solving activities for kids out there. In time, you’ll find the ones that work best for your child. And be sure not to forget about your own needs and self-improvement, both of which will make you a better parent and mentor. Here are some useful activities for adults to get your started.

Finally, if you want to level up your parenting skills, then check out this resource that will show you how to get your kids to listen WITHOUT yelling, nagging, or losing control .

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What Students Are Saying About Why School Absences Have ‘Exploded’

Chronic absenteeism has increased in American schools since the Covid-19 pandemic. We asked teenagers what they make of the trend.

Students walk through an outdoor breezeway at the Patti Welder Middle School in Victoria.

By The Learning Network

Nationally, an estimated 26 percent of public school students were considered chronically absent last school year, up from 15 percent before the Covid-19 pandemic, according to the most recent data, from 40 states and Washington, D.C., compiled by the conservative-leaning American Enterprise Institute.

The increases have occurred in districts big and small, and across income and race.

In “ Why School Absences Have ‘Exploded’ Almost Everywhere ,” Sarah Mervosh and Francesca Paris explain:

The trends suggest that something fundamental has shifted in American childhood and the culture of school, in ways that may be long lasting. What was once a deeply ingrained habit — wake up, catch the bus, report to class — is now something far more tenuous. “Our relationship with school became optional,” said Katie Rosanbalm, a psychologist and associate research professor with the Center for Child and Family Policy at Duke University.

In a related Student Opinion question , we asked teenagers if that explanation resonated with them. Had their relationship to school — and school attendance — changed since the pandemic? And if so, what did they make of this shift?

Many students said, yes, school feels different now. Why? They pointed to remote learning changing their routines, an increase in anxiety and a decrease in motivation, the ease of making up schoolwork online and much more. Read their responses in full below.

Thank you to everyone who participated in the conversation on our writing prompts this week, including students from Central Bucks South High School in Warrington, Pa .; Norwood High School in Norwood, Mass.; and West Salem High School in Salem, Ore.

Please note: Student comments have been lightly edited for length, but otherwise appear as they were originally submitted.

Remote learning made students comfortable with missing school.

I believe that there are two main contributors to missing school too much. The first is online school. Myself included. It was very easy to simply leave the call after taking attendance and the teacher wouldn’t realize. Skipping class was easy and you could still get high grades. Transitioning back to real school, kids still held that true. They knew that they could miss school and still do well because covid taught that to them. The second reason is punishment. When you miss school, nothing happens. Class goes on and you have a little extra homework the next day but that’s it. What is the issue with missing class is a very common thought and it’s true. There is very minimal downside to missing school. When I had surgery, I missed a full week of school and within a day and a half, I was fully caught up again. Missing school has just become all too easy.

— Xavier, Pennsylvania

2020 was when our lives completely changed for the worst. We all had to stay inside and stay separate from each other. It was terrible, not being able to talk to my friends, and seeing the death toll on news constantly rise. However, after a year into the pandemic, I believe students realized the power they now had, including me. Now that I am a highschooler, I am going to admit that sometimes I would just mute my class and do whatever I wanted. School became shorter and easier to pass than ever before. That’s why when we all transitioned back into school, it was weird. We all still wanted to get through class the “easy way,” yet now that we were back, it wasn’t possible. This is why we started increasing our absences. The threat of absence has become weak, students are not as afraid to stay out of school. Furthermore the threat of being infected gave just one more reason to be out of school, for the sake of “preventing others from getting sick,” when in reality you feel fine. That is most likely why the absences in school had an exponential increase.

— Joshua, Pennsylvania

Students feel like expectations are lower than they were before the pandemic.

As a student in high school, I’ve come to realize the horrible state our attendance has been in since the pandemic. The reason can be simplified into one idea: laziness. We are lazy, willing to do only enough to get by, no more, no less. If a student doesn’t need to come to a class to obtain the grade they wish to achieve, then they won’t show up. Classes are not challenging enough to make students feel that they are worth going to. My mom is used to getting texts from me during the school day, begging to be excused from a class where “we’re doing nothing” or, “I already finished the work,” which is true, yet I abuse the opportunity to miss class because I know there will be no greater coincidence, I will still be getting an A. Due to my laziness, I would rather be at home taking a nap than sitting in a class with no greater impact on my life.

— Clara, Salem, Oregon

Since the pandemic, schooling has been focused on getting students caught up to where we’re supposed to be. Consequently, more allowances are made for students who don’t do assignments or don’t even show up. And with the switch to all online because of the pandemic, things have never shifted back. If a student misses a day or even a week, they can easily see what they missed and do it and submit it from home. With this option giving them the exact same grade as it would if they actually went to school, it’s no wonder why students are choosing to stay at home or skipping class. Additionally, the pandemic had heightened anxiety levels in students, specifically social anxiety, making them less likely to show up. The allowances made by the school district for students has created a space for students to be lazy and get away with it. This is fostering a negative impact on student work ethic not only now, but also in the future when this generation will be entering the work force.

— Emma, West Salem High School

The period of school shutdowns got students out of their school routines.

When I think back to virtual learning, my brain automatically goes to how stress free it was. I was in sixth grade when Covid first hit and going through a period of my life where I was extremely anxious at school. I believe that this break is exactly what I needed at the time. However, I do believe that in the long run, this online learning time period got a lot of people into the routine of not having a routine. A lot of people at my school would turn their camera off and fall asleep or go on their phones during online learning. I believe that there were times that I did this as well. I also think that this mindset carried through into the grades where I did not have an online/hybrid option. In eighth and ninth grade, I happened to stay home sick, go into school late, or leave early a lot. I think this is due to me not taking school as seriously due to the grading methods that were being used and how some of my teachers were not grading harshly. Now that I am a sophomore in high school, I think I have finally gotten back into the routine of actual schooling and not staying home sick unless I actually feel extremely sick.

— Madison, Pennsylvania

Before the pandemic and as I was growing up, I was the kind of student that wanted perfect attendance. For some odd reason, it made me feel like a better student if I never missed a day. This included turning my parents down when they offered me to go on trips, even though I was only in fourth grade and the work that I would have missed wouldn’t have made an impact in my academic career. However, after the pandemic school began to feel optional. We felt what it was like to fall out of the routine that going to school was and were never able to fully recover from it. I think that having experienced attending school from your bed, in your pajamas has played a major role in the current trend of students receiving more absences. For me, it made me realize that the “0” next to your number of absences didn’t matter as much as I had once thought. As a now highschooler, the school days are long and every class requires an abundance of work and undivided attention that whenever there is a substitute or not much going on, it is easy to decide to leave school. With senior year approaching, everything’s purpose is college and the fact that colleges aren’t able to see how many absences a student has when they apply, does play a role in the increasing number of absences.

— Ava, Miami Country Day School

Because assignments and other materials are online, students find they can keep up with their classes even if they don’t attend school.

Schools have adjusted rules so much that it makes school feel optional. Don’t want to attend class publicly? Take online classes. Don’t want to take “required” state testing? Opt out. Before, school seemed strict, we didn’t have the option to opt out of tests, we didn’t think of taking online school. Yet now, schools make it so easy to skip because everything is simply online. Our assignments, lectures, and teachers are all online. There are no longer requirements in school. What’s the point of attending if we can graduate without taking state testing or attending advisory — also a requirement, yet I no longer have an advisory because my counselors said I don’t need to take it to graduate. It’s confusing. Students have been enabled for over 4 years now since quarantine started. School doesn’t feel mandatory, it’s optional. I’m currently enrolled into 2 AP classes, so I try my best not to miss school. But it’s inevitable, I get sick, I have family situations or maybe I simply don’t feel like attending school. But I see people skip school like nothing. “I didn’t feel like going” is a constant statement I hear. Not many students have the motivation to attend, and simply don’t go because they have a comfort in their head that they can graduate while missing multiple days of school nearly everyday.

— Olivia, Salem, OR

Current absenteeism rates have significantly impacted my learning experience for the past few years. Since the pandemic, there has been a noticeable shift in the perception of the value of education and whether or not attendance is an important factor in a student’s academic success. In the years following 2020, I found myself struggling to make it to class everyday due to my new found efficiency of working at home with my computer. I felt that even if I was not in class personally, I would be able to keep up with my work easily as it was all online regardless. Due to this I would go on trips or skip class purely because I was under the impression that I would be able to continue achieving virtually.

— Ruby, RFHS

Before the pandemic, my attendance was stable but after the pandemic, my absences were piling on. It was difficult to get back in the rhythm of in person school when I had already done a whole year online, but now my attendance in school is definitely getting better. On the other hand, students in my school tend to miss school and it is a rare sight to see a full class. Some students go as far as showing up to class once a week and just do the classwork online. After the pandemic, schools went from paperwork to all online, which is a big reason why students miss all the time, knowing that school work can just be done at home. It has definitely affected students’ grades and goals in life, but hopefully in the future, absences can lower back down.

— Emily, Atrisco Heritage Academy High School

Going to school, and finding the motivation to have as good an attendance record as possible, now feels like more of a struggle.

As students, we’ve developed a comfort in staying in bed during school without having to get ourselves ready to go outside. We had the ability to wake up five minutes before “school” started to get on our zoom calls. Now, we must wake up an hour and a half prior, and make breakfast and pack lunch, before driving to school. The process is tenuous as the article states, but because we’ve accustomed to a different lifestyle, it just makes this one seem like so much more work. I, myself have noticed my difference in attendance after COVID-19. I used to be very obsessed with perfect attendance, but I had 11 absences in my sophomore year, right after coming back from online school. Nowadays, I’m more lenient on myself when it comes to taking a mental health day, because the process can be overwhelming. School is very important, so of course I try to always come in, but sometimes it can be hard. I have not noticed this trend in the world, as well as with myself until this article. It’s enlightening to know that this had not only an effect on me, but all over the country. Hopefully the rates of absenteeism will decrease as time goes on, because we are the future.

— Anisha, New Jersey

Before virtual learning, I never made much of a habit of not turning in work or showing up for class. It was so much easier then but since virtual learning, it had become incredibly difficult for me to focus as well as keep up motivation to continue school. It was easy to skip and nobody really said much about it so it easily became a bad habit. That bad habit eventually leaked into normal school as well and it always sounds so much easier to break out of than it actually is.

— Tayy, NRHS

As the average high school class skipper (only sometimes), in my personal experience, missing out on classes hasn’t really been because of mental health concerns, but more of just lasting laziness from the pandemic. I feel as though I was relatively hard working in middle school/elementary but after a few years off with only half effort assignments, I have grown to become more sluggish and reluctant when it comes to more advanced work while in school. And it makes the option of missing out on classes because of my own reluctance a lot more appealing.

— Luke, Bali, Indonesia

My schedule during the week is get up, get ready for school, go to school, go home, do homework, go to sleep and then I repeat that everyday for 5 days. As much as I don’t want to dread going to school, it’s exhausting having the same schedule repeated everyday of the week. While in school, you have assignments assigned nearly everyday. I feel as though school has had a change in its meaning because of the COVID-19 pandemic. While in quarantine, we were looking at a screen for the whole day and lacked motivation to get assignments done. When we shifted to in person school again, it didn’t change. I now look at school as a task that I need to complete to shape my future. I need to have all my assignments perfect and turned in on time. The meaning of school has turned into a draining task rather than a place that you look forward to going to.

— Jamisan, Salem, Oregon

Some students face challenges in attending class that may have nothing to do with the pandemic.

I don’t believe that students are skipping because it is so easy to catch up and pass, despite their absences. In fact, I know that a lot of people who skip aren’t passing most of their classes. They do this because their parents don’t hold them accountable, and there is always something deeper going on in that student’s life that makes it that much harder for them to find the motivation to go to class. I don’t think making the classes harder will hold students more accountable, but in fact deter them from going to class at all. If a student is aware that they are failing and doesn’t understand the concept of the class, and the class proceeds to become harder, they are going to quickly become unmotivated to go to class in the first place, feeling out of place compared to the other — passing — students in the class. While I don’t have a solution for this problem, myself, I feel that the problem is much broader than we suspect, and the answer will be a much deeper journey to find.

— Kylie, West Salem HS

Schools can do more to get students back in class.

I attend a French school in London and attendance is closely monitored. Absences have to be justified by your parents or you could get into trouble. I think it’s important to attend school as we did before Covid - because as well as learning the curriculum, it is crucial to socialise with your friends and classmates, which is good for your mental health … I wonder if social media could be a factor? If students did not have access to social media or the internet, would they prefer to be in school with their friends? This increase in absenteeism could affect students’ chances of getting into University when they come to finish school or even their opportunities later in life. Students need to be reminded of this more and more perhaps. School helps you to learn not just about facts but also helps to build your emotional quotient & social intelligence — which are all valuable for life.

— Alexandre 14, London

As a current high school junior, my experiences with skipping have been minimal at best, however, I feel strongly that the reason behind skipping is pretty simple. Students don’t care as much about school and the system encourages it. When faced with the choice of sitting in a class and learning about the Patagorian theorem or hanging out with friends, many students are now choosing the latter. The lack of care or effort being put forth in school doesn’t even affect their grades! This is due to certain classes having minimal grades set at 50%, which is 10% away from a pass. This system is actively encouraging people to put minimal effort into a class just to get a pass and graduate. Removing courses like this would certainly raise the importance of getting the work done. Another solution to this problem would be having attendance as a grade, if your grade depends on you being in classes then most would show up. If you have to show up to class to pass then more students would be inclined to do so. The emphasis is on not bending the knee to people who don’t want to show up to class, not giving them a minimal 50%, we should mark attendance for a passing grade, and letting them fail. If we keep letting students skip with minimal consequences then their attitudes won’t change and thus hinder our students’ growth.

— Henry, Salem, OR

Learn more about Current Events Conversation here and find all of our posts in this column .

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Why do learners need critical thinking skills?
Broadly, critical thinking is defined as a multifaceted skill that involves problem-solving in the face of ill-defined information - or to put it another way, critical thinking involves the use of evidence to create a new argument or method. 4 reasons why critical thinking skills are important. 1.
The Development of Problem-Solving Skills for Aspiring Educational
Introduction Solving problems is a quintessential aspect of the role of an educational leader. In particular, building leaders, such as principals, assistant principals, and deans of students, are frequently beset by situations that are complex, unique, and open-ended. There are often many possible pathways to resolve the situations, and an astute educational leader needs to…
The Importance of Problem Solving and How to Teach it to Kids
Show your child a willingness to make mistakes. When they are solving something, as tricky as it may be, allow your child to struggle, sometimes fail and ultimately learn from experiencing consequences. Problems are a part of life. They grow us to reach our highest potential. Every problem is there not to make your child miserable, but to lead ...
Why is Problem Solving Important in Child Development?
Problem solving is important in child development because confident, capable children usually grow into confident, capable adults. <. If students practice problem solving consistently, they can develop greater situational and social awareness. Additionally, they learn to manage time and develop patience. As students mature, problems they face ...
Why 'Social and Emotional Learning' Is So Important for Kids Right Now
Put simply, EI is the ability to identify and manage your emotions and the emotions of others. SEL refers to a process in which children acquire emotional intelligence, develop empathy for others, and learn problem-solving skills. Before the pandemic, SEL was gaining traction in schools, especially as research has shown that students who manage ...
Introduction to Problem Solving Skills
Why is problem solving important? Good problem solving skills empower you not only in your personal life but are critical in your professional life. In the current fast-changing global economy, employers often identify everyday problem solving as crucial to the success of their organizations. For employees, problem solving can be used to ...
Problem Solving
Brief. Problem solving plays an important role in mathematics and should have a prominent role in the mathematics education of K-12 students. However, knowing how to incorporate problem solving meaningfully into the mathematics curriculum is not necessarily obvious to mathematics teachers. (The term "problem solving" refers to mathematical ...
How Teens Can Improve Problem-Solving Skills
Problem-solving is a critical skill that high school students must master to be successful in life. Learn how to help your teen become a better problem-solver. ... Let's take a closer look at why problem-solving is so important for teens to master and how parents and other adults can help. Problem-Solving for Teens: Why It's Important ...
Importance of Problem Solving Skills in your Child
This will help develop your child's independence, allowing for them to grow into confident, responsible adults. Another importance of problem-solving skills is its impact on relationships. Whether they be friendships, family, or business relationships, poor problem solving skills may result in relationships breaking apart.
Why It's So Important to Learn a Problem-Solving Approach to Mathematics
The skills the problem solvers developed in math transferred, and these students flourished. We use math to teach problem solving because it is the most fundamental logical discipline. Not only is it the foundation upon which sciences are built, it is the clearest way to learn and understand how to develop a rigorous logical argument.
Explained: Importance of critical thinking, problem-solving skills in
Critical thinking and problem-solving skills are two of the most sought-after skills. Hence, schools should emphasise the upskilling of students as a part of the academic curriculum.
What is problem solving and why is it important
Problem-solving enables us to identify and exploit opportunities in the environment and exert (some level of) control over the future. Problem solving skills and the problem-solving process are a critical part of daily life both as individuals and organizations. Developing and refining these skills through training, practice and learning can ...
Why is Problem-Solving Important in School Psychology?
Why is Problem-Solving Important in School Psychology? Rachel Brown-Chidsey, Ph.D., NCSP University of Southern Maine. Module Overview • Definition of Problem Solving • Purpose of Problem Solving • Benefits of Problem Solving • Case Example • Summary • Review Questions Futures Task Force on Academic Outcomes. Definition of Problem Solving • Problem-solving school psychology ...
Mathematics Anxiety and Problem-Solving Proficiency Among High School
In the context of the knowledge-based economy, the intricate relationship between mathematics anxiety and problem-solving abilities among high school students in China is examined. This research uncovers the pervasive nature of mathematics anxiety, influenced primarily by external factors such as parental expectations, shedding light on the sources of anxiety. Additionally, it highlights the ...
Why Schools Struggle With Implementation. And How They Can Do Better
For example, over three years in a group of schools, we've seen up to 75 percent of school leaders leave their positions. This high turnover seriously disrupts the continuity and success of any ...
Why Problem-Solving Skills Are Essential for Leaders
4 Problem-Solving Skills All Leaders Need. 1. Problem Framing. One key skill for any leader is framing problems in a way that makes sense for their organization. Problem framing is defined in Design Thinking and Innovation as determining the scope, context, and perspective of the problem you're trying to solve.
Do You Understand the Problem You're Trying to Solve?
To solve tough problems at work, first ask these questions. Problem solving skills are invaluable in any job. But all too often, we jump to find solutions to a problem without taking time to ...
17 Fun Problem Solving Activities for Kids
These activities can also be fun and used in cohesion with school or playtime. 17 Fun Problem-Solving Activities for Kids 1. Marble Mazes. ... Problem-solving skills are important for kids to learn because they can be applied to various situations in life. These skills also promote critical thinking, which is an important life skill.
What Students Are Saying About Why School Absences Have 'Exploded
Going to school, and finding the motivation to have as good an attendance record as possible, now feels like more of a struggle. As students, we've developed a comfort in staying in bed during ...