how might problem solving methods be different in diverse cultures

Nov 8, 2023

How Do Different Cultures Solve Problems?

Written by: liu liu , executive contributor, executive contributors at brainz magazine are handpicked and invited to contribute because of their knowledge and valuable insight within their area of expertise..

I saw this poster a few times, and every time it made me chuckle. Funny aside, there seems to be some truth in it.

International guidelines for problem solving

Here are three questions to help you reflect before we dive deeper to unpack the different approaches various cultures take to solve problems.

What is your approach to problem-solving?

What other different approaches to problem-solving have you seen?

What would you say are the Pros and Cons of these different approaches?

Group culture approach

In group culture, when there is a problem, people tend to look up to those who are in a higher position for a solution rather than start thinking for themselves about what the solution could be. The solution needs to be a group decision led by a leader. This cultural group is good at solving context-based problems, meaning if the problem has to do with relationships, connections, and issues related to humans.

Individual culture approach

Individual cultures might see problem-solving differently. They might see that everyone in the team can contribute to finding the solution despite their position in the team. People from this culture tend to look at a problem from a process and rule angle and are good at solving problems in these areas.

High context and low contact culture approach

When people from a high-context culture meet problems, they take a perceptual approach. This means the way to find a solution is guided by intuition, your heart, and soul, or your gut feeling as people sometimes call it. They would like to review the problem in connection with time and space because they don’t believe anything happens in isolation. Observation is the primary method to understand the problem.

Different from the high-context culture, the low-context culture approaches problem-solving from an analytical perspective. They don’t rely on their “gut feelings”. Instead, they like to use facts and data to understand the problem and try to find a solution through an analytic and subject process.

Relationship approach

When it comes to problem-solving, another set of cultural lenses we need to look through is our relationship-based versus task-oriented cultures. If you recall, broadly speaking, hot climate and high context cultures are more relationship-based; and cold climate and low context cultures are more task-oriented.

In my years of working with people from these two cultures, I noticed this. When problems occur, a relationship-based culture tends to accept reality quickly. The response often is,” This is bad, how can we work around it and find a new path?” When finding a new path to the solution, people are important. They will try not to embarrass anybody or damage relationships during the process. Ethics and social customs are followed.

Task-oriented approach

On the contrary, the first question task-oriented people tend to ask is “Why did this happen”. The why question is paramount, they want to gather data and analyze every detail and will not shy away from pointing out the mistakes made by people, no matter who that person is. The focus is solely on solving the problem logically.

Graphic by Yang Liu, source: How Western and Eastern people deal with problems

This picture by Liu Yang in an article called “How Western and Eastern people deal with Problems” very vividly summarizes these two different approaches to problem-solving. There is a link at the bottom of the slide to the full article which talks more about the culturally different views on issues. I would encourage you to read it.

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22 Working in Diverse Teams

Learning Objectives

Describe how diversity can enhance decision-making and problem-solving
Identify challenges and best practices for working with multicultural teams
Discuss divergent cultural characteristics and list several examples of such characteristics in the culture(s) you identify with

Decision-making and problem-solving can be much more dynamic and successful when performed in a diverse team environment. The multiple diverse perspectives can enhance both the understanding of the problem and the quality of the solution. Yet, working in diverse teams can be challenging given different identities, cultures, beliefs, and experiences. In this chapter, we will discuss the effects of team diversity on group decision-making and problem-solving, identify best practices and challenges for working in and with multicultural teams, and dig deeper into divergent cultural characteristics that teams may need to navigate.

Does Team Diversity Enhance Decision Making and Problem Solving?

In the Harvard Business Review article “Why Diverse Teams are Smarter,” David Rock and Heidi Grant (2016) support the idea that increasing workplace diversity is a good business decision. A 2015 McKinsey report on 366 public companies found that those in the top quartile for ethnic and racial diversity in management were 35% more likely to have financial returns above their industry mean, and those in the top quartile for gender diversity were 15% more likely to have returns above the industry mean. Similarly, in a global analysis conducted by Credit Suisse, organizations with at least one female board member yielded a higher return on equity and higher net income growth than those that did not have any women on the board.

A photo shows a diverse team of business professionals working together on a laptop.

Additional research on diversity has shown that diverse teams are better at decision-making and problem-solving because they tend to focus more on facts, per the Rock and Grant article. A study published in the Journal of Personality and Social Psychology showed that people from diverse backgrounds “might actually alter the behavior of a group’s social majority in ways that lead to improved and more accurate group thinking.” It turned out that in the study, the diverse panels raised more facts related to the case than homogeneous panels and made fewer factual errors while discussing available evidence. Another study noted in the article showed that diverse teams are “more likely to constantly reexamine facts and remain objective. They may also encourage greater scrutiny of each member’s actions, keeping their joint cognitive resources sharp and vigilant. By breaking up workforce homogeneity, you can allow your employees to become more aware of their own potential biases—entrenched ways of thinking that can otherwise blind them to key information and even lead them to make errors in decision-making processes.” In other words, when people are among homogeneous and like-minded (non-diverse) teammates, the team is susceptible to groupthink and may be reticent to think about opposing viewpoints since all team members are in alignment. In a more diverse team with a variety of backgrounds and experiences, the opposing viewpoints are more likely to come out and the team members feel obligated to research and address the questions that have been raised. Again, this enables a richer discussion and a more in-depth fact-finding and exploration of opposing ideas and viewpoints in order to solve problems.

Diversity in teams also leads to greater innovation. A Boston Consulting Group article entitled “The Mix that Matters: Innovation through Diversity” explains a study in which they sought to understand the relationship between diversity in managers (all management levels) and innovation (Lorenzo et al., 2017). The key findings of this study show that:

The positive relationship between management diversity and innovation is statistically significant—and thus companies with higher levels of diversity derive more revenue from new products and services.
The innovation boost isn’t limited to a single type of diversity. The presence of managers who are either female or are from other countries, industries, or companies can cause an increase in innovation.
Management diversity seems to have a particularly positive effect on innovation at complex companies—those that have multiple product lines or that operate in multiple industry segments.
To reach its potential, gender diversity needs to go beyond tokenism. In the study, innovation performance only increased significantly when the workforce included more than 20% women in management positions. Having a high percentage of female employees doesn’t increase innovation if only a small number of women are managers.
At companies with diverse management teams, openness to contributions from lower-level workers and an environment in which employees feel free to speak their minds are crucial for fostering innovation.

When you consider the impact that diverse teams have on decision-making and problem-solving—through the discussion and incorporation of new perspectives, ideas, and data—it is no wonder that the BCG study shows greater innovation. Team leaders need to reflect upon these findings during the early stages of team selection so that they can reap the benefits of having diverse voices and backgrounds.

Challenges and Best Practices for Working with Multicultural Teams

As globalization has increased over the last decades, workplaces have felt the impact of working within multicultural teams. The earlier section on team diversity outlined some of the highlights and benefits of working on diverse teams, and a multicultural group certainly qualifies as diverse. However, there are some key practices that are recommended to those who are leading multicultural teams so that they can parlay the diversity into an advantage and not be derailed by it.

People may assume that communication is the key factor that can derail multicultural teams, as participants may have different languages and communication styles. In the Harvard Business Review article “Managing Multicultural Teams,” Brett et al. (2006) outline four key cultural differences that can cause destructive conflicts in a team. The first difference is direct versus indirect communication, also known as high-context vs. low-context communication . Some cultures are very direct and explicit in their communication, while others are more indirect and ask questions rather than pointing our problems. This difference can cause conflict because, at the extreme, the direct style may be considered offensive by some, while the indirect style may be perceived as unproductive and passive-aggressive in team interactions.

The second difference that multicultural teams may face is trouble with accents and fluency. When team members don’t speak the same language, there may be one language that dominates the group interaction—and those who don’t speak it may feel left out. The speakers of the primary language may feel that those members don’t contribute as much or are less competent. The next challenge is when there are differing attitudes toward hierarchy. Some cultures are very respectful of the hierarchy and will treat team members based on that hierarchy. Other cultures are more egalitarian and don’t observe hierarchical differences to the same degree. This may lead to clashes if some people feel that they are being disrespected and not treated according to their status. The final difference that may challenge multicultural teams is conflicting decision-making norms. Different cultures make decisions differently, and some will apply a great deal of analysis and preparation beforehand. Those cultures that make decisions more quickly (and need just enough information to make a decision) may be frustrated with the slow response and relatively longer thought process.

These cultural differences are good examples of how everyday team activities (decision-making, communication, interaction among team members) may become points of contention for a multicultural team if there isn’t adequate understanding of everyone’s culture. The authors propose that there are several potential interventions to try if these conflicts arise. One simple intervention is adaptation , which is working with or around differences. This is best used when team members are willing to acknowledge the cultural differences and learn how to work with them. The next intervention technique is structural intervention , or reorganizing to reduce friction on the team. This technique is best used if there are unproductive subgroups or cliques within the team that need to be moved around. Managerial intervention is the technique of making decisions by management and without team involvement. This technique is one that should be used sparingly, as it essentially shows that the team needs guidance and can’t move forward without management getting involved. Finally, exit is an intervention of last resort, and is the voluntary or involuntary removal of a team member. If the differences and challenges have proven to be so great that an individual on the team can no longer work with the team productively, then it may be necessary to remove the team member in question.

Developing Cultural Intelligence

There are some people who seem to be innately aware of and able to work with cultural differences on teams and in their organizations. These individuals might be said to have cultural intelligence . Cultural intelligence is a competency and a skill that enables individuals to function effectively in cross-cultural environments. It develops as people become more aware of the influence of culture and more capable of adapting their behavior to the norms of other cultures. In the IESE Insight article entitled “Cultural Competence: Why It Matters and How You Can Acquire It,” Lee and Liao (2015) assert that “multicultural leaders may relate better to team members from different cultures and resolve conflicts more easily. Their multiple talents can also be put to good use in international negotiations.” Multicultural leaders don’t have a lot of “baggage” from any one culture, and so are sometimes perceived as being culturally neutral. They are very good at handling diversity, which gives them a great advantage in their relationships with teammates.

In order to help people become better team members in a world that is increasingly multicultural, there are a few best practices that the authors recommend for honing cross-cultural skills. The first is to “broaden your mind”—expand your own cultural channels (travel, movies, books) and surround yourself with people from other cultures. This helps to raise your own awareness of the cultural differences and norms that you may encounter. Another best practice is to “develop your cross-cultural skills through practice” and experiential learning. You may have the opportunity to work or travel abroad—but if you don’t, then getting to know some of your company’s cross-cultural colleagues or foreign visitors will help you to practice your skills. Serving on a cross-cultural project team and taking the time to get to know and bond with your global colleagues is an excellent way to develop skills.

Once you have a sense of the different cultures and have started to work on developing your cross-cultural skills, another good practice is to “boost your cultural metacognition” and monitor your own behavior in multicultural situations. When you are in a situation in which you are interacting with multicultural individuals, you should test yourself and be aware of how you act and feel. Observe both your positive and negative interactions with people, and learn from them. Developing “ cognitive complexity ” is the final best practice for boosting multicultural skills. This is the most advanced, and it requires being able to view situations from more than one cultural framework. In order to see things from another perspective, you need to have a strong sense of emotional intelligence, empathy, and sympathy, and be willing to engage in honest communications.

In the Harvard Business Review article “Cultural Intelligence,” Earley and Mosakowski (2004) describe three sources of cultural intelligence that teams should consider if they are serious about becoming more adept in their cross-cultural skills and understanding. These sources, very simply, are head, body, and heart . One first learns about the beliefs, customs, and taboos of foreign cultures via the head . Training programs are based on providing this type of overview information—which is helpful, but obviously isn’t experiential. This is the cognitive component of cultural intelligence. The second source, the body , involves more commitment and experimentation with the new culture. It is this physical component (demeanor, eye contact, posture, accent) that shows a deeper level of understanding of the new culture and its physical manifestations. The final source, the heart , deals with a person’s own confidence in their ability to adapt to and deal well with cultures outside of their own. Heart really speaks to one’s own level of emotional commitment and motivation to understand the new culture.

The authors have created a quick assessment to diagnose cultural intelligence, based on these cognitive, physical, and emotional/motivational measures (i.e., head, body, heart). Please refer to the table below for a short diagnostic that allows you to assess your cultural intelligence.

Cultural intelligence is an extension of emotional intelligence. An individual must have a level of awareness and understanding of the new culture so that he or she can adapt to the style, pace, language, nonverbal communication, etc. and work together successfully with the new culture. A multicultural team can only find success if its members take the time to understand each other and ensure that everyone feels included. Multiculturalism and cultural intelligence are traits that are taking on increasing importance in the business world today. By following best practices and avoiding the challenges and pitfalls that can derail a multicultural team, a team can find great success and personal fulfillment well beyond the boundaries of the project or work engagement.

Digging in Deeper: Divergent Cultural Dimensions

Let’s dig in deeper by examining several points of divergence across cultures and consider how these dimensions might play out in organizations and in groups or teams.

Hofstede's cultural dimensions theory. Comparison of 4 countries: US, China, Germany and Brazil in all 6 dimensions of the model.

Low-Power versus High-Power Distance

How comfortable are you with critiquing your boss’s decisions? If you are from a low-power distance culture, your answer might be “no problem.” In low-power distance cultures , according to Dutch researcher Geert Hofstede, people relate to one another more as equals and less as a reflection of dominant or subordinate roles, regardless of their actual formal roles as employee and manager, for example.

In a high-power distance culture , you would probably be much less likely to challenge the decision, to provide an alternative, or to give input. If you are working with people from a high-power distance culture, you may need to take extra care to elicit feedback and involve them in the discussion because their cultural framework may preclude their participation. They may have learned that less powerful people must accept decisions without comment, even if they have a concern or know there is a significant problem. Unless you are sensitive to cultural orientation and power distance, you may lose valuable information.

Individualistic versus Collectivist Cultures

People in individualistic cultures value individual freedom and personal independence, and cultures always have stories to reflect their values. You may recall the story of Superman, or John McLean in the Diehard series, and note how one person overcomes all obstacles. Through personal ingenuity, in spite of challenges, one person rises successfully to conquer or vanquish those obstacles. Sometimes there is an assist, as in basketball or football, where another person lends a hand, but still the story repeats itself again and again, reflecting the cultural viewpoint.

When Hofstede explored the concepts of individualism and collectivism across diverse cultures (Hofstede, 1982, 2001, 2005), he found that in individualistic cultures like the United States, people perceived their world primarily from their own viewpoint. They perceived themselves as empowered individuals, capable of making their own decisions, and able to make an impact on their own lives.

Cultural viewpoint is not an either/or dichotomy, but rather a continuum or range. You may belong to some communities that express individualistic cultural values, while others place the focus on a collective viewpoint. Collectivist cultures (Hofstede, 1982), including many in Asia and South America, focus on the needs of the nation, community, family, or group of workers. Ownership and private property is one way to examine this difference. In some cultures, property is almost exclusively private, while others tend toward community ownership. The collectively owned resource returns benefits to the community. Water, for example, has long been viewed as a community resource, much like air, but that has been changing as business and organizations have purchased water rights and gained control over resources. Public lands, such as parks, are often considered public, and individual exploitation of them is restricted. Copper, a metal with a variety of industrial applications, is collectively owned in Chile, with profits deposited in the general government fund. While public and private initiatives exist, the cultural viewpoint is our topic. How does someone raised in a culture that emphasizes the community interact with someone raised in a primarily individualistic culture? How could tensions be expressed and how might interactions be influenced by this point of divergence?

Masculine versus Feminine Orientation

There was a time when many cultures and religions valued a female figurehead, and with the rise of Western cultures we have observed a shift toward a masculine ideal. Each carries with it a set of cultural expectations and norms for gender behavior and gender roles across life, including business.

Hofstede describes the masculine-feminine dichotomy not in terms of whether men or women hold the power in a given culture, but rather the extent to which that culture values certain traits that may be considered masculine or feminine . Thus, “the assertive pole has been called ‘masculine’ and the modest, caring pole ‘feminine.’ The women in feminine countries have the same modest, caring values as the men; in the masculine countries they are somewhat assertive and competitive, but not as much as the men, so that these countries show a gap between men’s values and women’s values” (Hofstede, 2009).

We can observe this difference in where people gather, how they interact, and how they dress. We can see it during business negotiations, where it may make an important difference in the success of the organizations involved. Cultural expectations precede the interaction, so someone who doesn’t match those expectations may experience tension. Business in the United States has a masculine orientation—assertiveness and competition are highly valued. In other cultures, such as Sweden, business values are more attuned to modesty (lack of self-promotion) and taking care of society’s weaker members. This range of difference is one aspect of intercultural communication that requires significant attention when the business communicator enters a new environment.

Uncertainty-Accepting Cultures versus Uncertainty-Rejecting Cultures

When we meet each other for the first time, we often use what we have previously learned to understand our current context. We also do this to reduce our uncertainty. Some cultures, such as the United States and Britain, are highly tolerant of uncertainty , while others go to great lengths to reduce the element of surprise. Cultures in the Arab world, for example, are high in uncertainty avoidance ; they tend to be resistant to change and reluctant to take risks. Whereas a U.S. business negotiator might enthusiastically agree to try a new procedure, the Egyptian counterpart would likely refuse to get involved until all the details are worked out.

Short-Term versus Long-Term Orientation

Do you want your reward right now or can you dedicate yourself to a long-term goal? You may work in a culture whose people value immediate results and grow impatient when those results do not materialize. Geert Hofstede discusses this relationship of time orientation to a culture as a “time horizon,” and it underscores the perspective of the individual within a cultural context. Many countries in Asia, influenced by the teachings of Confucius, value a long-term orientation, whereas other countries, including the United States, have a more short-term approach to life and results. Native American cultures are known for holding a long-term orientation, as illustrated by the proverb attributed to the Iroquois that decisions require contemplation of their impact seven generations removed.

If you work within a culture that has a short-term orientation , you may need to place greater emphasis on reciprocation of greetings, gifts, and rewards. For example, if you send a thank-you note the morning after being treated to a business dinner, your host will appreciate your promptness. While there may be a respect for tradition, there is also an emphasis on personal representation and honor, a reflection of identity and integrity. Personal stability and consistency are also valued in a short-term oriented culture, contributing to an overall sense of predictability and familiarity.

Long-term orientation is often marked by persistence, thrift and frugality, and an order to relationships based on age and status. A sense of shame for the family and community is also observed across generations. What an individual does reflects on the family and is carried by immediate and extended family members.

Time Orientation

Edward T. Hall and Mildred Reed Hall (1987) state that monochronic time-oriented cultures consider one thing at a time, whereas polychronic time-oriented cultures schedule many things at one time, and time is considered in a more fluid sense. In monochromatic time , time is thought of as very linear, interruptions are to be avoided, and everything has its own specific time. Even the multitasker from a monochromatic culture will, for example, recognize the value of work first before play or personal time. The United States, Germany, and Switzerland are often noted as countries that value a monochromatic time orientation.

Polychromatic time looks a little more complicated, with business and family mixing with dinner and dancing. Greece, Italy, Chile, and Saudi Arabia are countries where one can observe this perception of time; business meetings may be scheduled at a fixed time, but when they actually begin may be another story. Also note that the dinner invitation for 8 p.m. may in reality be more like 9 p.m. If you were to show up on time, you might be the first person to arrive and find that the hosts are not quite ready to receive you.

When in doubt, always ask before the event; many people from polychromatic cultures will be used to foreigner’s tendency to be punctual, even compulsive, about respecting established times for events. The skilled business communicator is aware of this difference and takes steps to anticipate it. The value of time in different cultures is expressed in many ways, and your understanding can help you communicate more effectively.

Review & Reflection Questions

Why are diverse teams better at decision-making and problem-solving?
What are some of the challenges that multicultural teams face?
How might you further cultivate your own cultural intelligence?
What are some potential points of divergence between cultures?
Brett, J., Behfar, K., Kern, M. (2006, November). Managing multicultural teams. Harvard Business Review . https://hbr.org/2006/11/managing-multicultural-teams
Dodd, C. (1998). Dynamics of intercultural communication (5th ed.). New York, NY: Harper & Row.
Earley, P.C., & Mosakowski, E. (2004, October). Cultural intelligence. Harvard Business Review . https://hbr.org/2004/10/cultural-intelligence
Hall, M. R., & Hall, E. T. (1987). Hidden differences: Doing business with the Japanese . New York, NY: Doubleday.
Hofstede, G. (1982). Culture’s consequences (2nd ed.). Newbury Park, CA: Sage.
Hofstede, G. (2001). Culture’s consequences: Comparing values, behaviors, institutions, and organizations across nations (2nd ed.). Thousand Oaks, CA: Sage.
Hofstede, G. (2005). Cultures and organizations: Software of the mind (2nd ed.). New York, NY: McGraw-Hill.
Lee, Y-T., & Liao, Y. (2015). Cultural competence: Why it matters and how you can acquire it. IESE Insight . https://www.ieseinsight.com/doc.aspx?id=1733&ar=20
Lorenzo, R., Yoigt, N., Schetelig, K., Zawadzki, A., Welpe, I., & Brosi, P. (2017). The mix that matters: Innovation through diversity. Boston Consulting Group. https://www.bcg.com/publications/2017/people-organization-leadership-talent-innovation-through-diversity-mix-that-matters.aspx
Rock, D., & Grant, H. (2016, November 4). Why diverse teams are smarter . Harvard Business Review . https://hbr.org/2016/11/why-diverse-teams-are-smarter

Author & Attribution

This remix comes from Dr. Jasmine Linabary at Emporia State University. This chapter is also available in her book: Small Group Communication: Forming and Sustaining Teams.

The sections “How Does Team Diversity Enhance Decision Making and Problem Solving?” and “Challenges and Best Practices for Working with Multicultural Teams” are adapted from Black, J.S., & Bright, D.S. (2019). Organizational behavior. OpenStax. https://openstax.org/books/organizational-behavior/ . Access the full chapter for free here . The content is available under a Creative Commons Attribution License 4.0 license .

The section “Digging in Deeper: Divergent Cultural Dimensions” is adapted from “ Divergent Cultural Characteristics ” in Business Communication for Success from the University of Minnesota. The book was adapted from a work produced and distributed under a Creative Commons license (CC BY-NC-SA) by a publisher who has requested that they and the original author not receive attribution. This work is made available under the terms of a Creative Commons Attribution-NonCommercial-ShareAlike license .

A set of negative group-level processes, including illusions of invulnerability, self-censorship, and pressures to conform, that occur when highly cohesive groups seek concurrence when making a decision.

a culture that emphasize nonverbal communication and indirect communication styles

a culture that emphasizes verbal expression and direct communication styles

a competency and a skill that enables individuals to function effectively in cross-cultural environments

cultures in which people relate to one another more as equals and less as a reflection of dominant or subordinate roles, regardless of their actual formal roles

culture tends to accept power differences, encourage hierarchy, and show respect for rank and authority

cultures that place greater importance on individual freedom and personal independence

cultures that place more value on the needs and goals of the group, family, community or nation

cultures that tend to value assertiveness, and concentrate on material achievements and wealth-building

cultures that tend to value nurturing, care and emotion, and are concerned with the quality of life

cultures with a high tolerance for uncertainty, ambiguity, and risk-taking. The unknown is more openly accepted, and rules and regulations tend to be more lax

cultures with a low tolerance for uncertainty, ambiguity, and risk-taking. The unknown is minimized through strict rules and regulations

focus on the near future, involves delivering short-term success or gratification and places a stronger emphasis on the present than the future

cultures that focus on the future and delaying short-term success or gratification in order to achieve long-term success

an orientation to time is considered highly linear, where interruptions are to be avoided, and everything has its own specific time

an orientation to time where multiple things can be done at once and time is viewed more fluidly

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Research: How Cultural Differences Can Impact Global Teams

Vasyl Taras,
Dan Caprar,
Alfredo Jiménez,
Fabian Froese

And what managers can do to help their international teams succeed.

Diversity can be both a benefit and a challenge to virtual teams, especially those which are global. The authors unpack their recent research on how diversity works in remote teams, concluding that benefits and drawbacks can be explained by how teams manage the two facets of diversity: personal and contextual. They find that contextual diversity is key to aiding creativity, decision-making, and problem-solving, while personal diversity does not. In their study, teams with higher contextual diversity produced higher-quality consulting reports, and their solutions were more creative and innovative. When it comes to the quality of work, teams that were higher on contextual diversity performed better. Therefore, the potential challenges caused by personal diversity should be anticipated and managed, but the benefits of contextual diversity are likely to outweigh such challenges.

A recent survey of employees from 90 countries found that 89 percent of white-collar workers “at least occasionally” complete projects in global virtual teams (GVTs), where team members are dispersed around the planet and rely on online tools for communication. This is not surprising. In a globalized — not to mention socially distanced — world, online collaboration is indispensable for bringing people together.

VT Vasyl Taras is an associate professor and the Director of the Master’s or Science in International Business program at the University of North Carolina, Greensboro, USA. He is an associate editor of the Journal of International Management and the International Journal of Cross-Cultural Management, and a founder of the X-Culture, an international business competition.
DB Dan Baack is an expert in international marketing. Dan’s work focuses on how the processing of information or cultural models influences international business. He recently published the 2nd edition of his textbook, International Marketing, with Sage Publications. Beyond academic success, he is an active consultant and expert witness. He has testified at the state and federal level regarding marketing ethics.
DC Dan Caprar is an Associate Professor at the University of Sydney Business School. His research, teaching, and consulting are focused on culture, identity, and leadership. Before completing his MBA and PhD as a Fulbright Scholar at the University of Iowa (USA), Dan worked in a range of consulting and managerial roles in business, NGOs, and government organizations in Romania, the UK, and the US.
AJ Alfredo Jiménez is Associate Professor at KEDGE Business School (France). His research interests include internationalization, political risk, corruption, culture, and global virtual teams. He is a senior editor at the European Journal of International Management.
FF Fabian Froese is Chair Professor of Human Resource Management and Asian Business at the University of Göttingen, Germany, and Editor-in-Chief of Asian Business & Management. He obtained a doctorate in International Management from the University of St. Gallen, Switzerland, and another doctorate in Sociology from Waseda University, Japan. His research interests lie in international human resource management and cross-cultural management.

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Cultural Differences and Problem Solving: An Interview with Jerome Vadon

You may have seen this amazing graphic going viral in the past couple of days.

How did such a simple and funny representation of stereotype become viral so quickly?

To find out more, we interviewed it’s creator – Jerome Vadon.

1. How did you come to think about the “joke” for each country? J.V: Almost 2 years ago I posted my first language-based joke (see it here ). It was a simple one and it got very popular too (way less than the last one, but still good for a first). Later I made a fast sketch to a American friend of mine, “quick and dirty”, on “problem resolution – international techniques”, making fun of the different solutions between US, German, English and French ways of facing the same problem (it was during the crisis). Somehow this sketch ended up on the internet, and slowly became a Meme, as people modified and posted their own version of the initial four countries by adding a fifth of their own. This first sketch never intended to be published. I didn’t put a signature but I knew it was from me… That bugged me for months, then it came back again to me, through Facebook and Twitter on the same day. That was more than I was about to handle. This is how I decided to make it cleaner: the version 1. A few days after, as the sharing started to grow, I thought it was stupid to not go further and have my Facebook friends laugh all together. Then ideas started to pop into my mind… I made an update, the version 2 and then... more than 20000 shares (Facebook & Twitter). As I am quite busy, I did not really gave time to seriously make it. So I decided to take a weekend and to make it more serious. And this Sunday I released version 3. Only 72 hours after the post, V3 is has over 300,000 shares via Facebook, Twitter, Google+, Tumblr and all other networks... Although this is very good for the Ego, it’s more than that, I am so happy to have been able to make people laugh from all around the world, somehow together... I just love the idea!

2. What do you think these “stereotypes” about other cultures say about them AND us? J.V: Stereotypes are wonderful tools: they ease tension between nations, make defaults funny and help us face some of our most characteristic traits. They give us a fair chance to evolve, without getting angry at anyone.

They say that we are just like kids - teasing and laughing gently about each other. Nobody is perfect. And it’s probably better this way? But they also can be a deadly weapon of misleading communication. History is sadly full of examples, and we don’t have to look very far… WWII, South Africa, Serbia. Most ethnic conflicts are based on stereotypes, manipulated in an evil design. As in real life, it depends in which hands the tool is. In the case of stereotypes, humour is necessary, so that everyone, wherever they come from and wherever they are understands well the message "just for fun".

3. Do you think stereotypes are useful in any way? J.V: As soon as they are not intended to be bad or to hurt someone deliberately. Humour is always a good way for auto-critics and send “polite” message to others. Stereotypes are an opportunity for everyone to raise the question: am I really like that? For example, I became fully aware of foreigner's views about the French when I settled in Iceland. Most of my friends (not French) were always making jokes about French, their arrogant way or about their abilities to complain. I've never really thought of myself as "pure" French (which I am) and I have many times taken my distances with the behaviour of my fellow countrymen, as there is no excuse to act such a way. Then I asked myself "Am I really grumpy?" And even though I'm probably less so than the average French or most of my French friends, I discovered that I was much more than my friends in other countries! So, in this case (as often) it was true! I just have to find a way to work on my unsuspected arrogant side, and then I will be the most perfect man in the universe, and humility will be one of my greatest qualities…

4. So are you looking to add more countries? J.V: Yes. I am actually fighting to find free time to finish and release the next V4, and already have ideas for a V5. Maybe a Christmas one. As I usually like to say “shortest jokes are usually… the less long” (that sounds much better in French actually!). Seriously I got several thousand of messages, comments and ideas.

So far, they are all very political, and miss the “funny” points. If stereotypes have to be more or less accurate, they have to be funny somehow and not badly intended. I have, since V3, excellent ones for Afghanistan, Israel and Palestine. I am still thinking about the pros and cons. Eventually I will try to make all countries, with time. Though, there is some ideas are very good, and I will probably use them to update some of the actual countries, but again, people does not see often the complexity of this joke: - It has to be funny. - It has to be accurate (more or less) and understandable by anyone, all around the world, despite culture and background. - It can be acid (or black humour), but it cannot be badly intended. I am not here to judge or take position for anyone (that’s a fine line). There is always a “recto” to any “verso”… I am not one to impose to others my point of view. That said, I want to keep my freedom and ultimately, publish what I think is funny and right.

5. Can people get involved? J.V: Sure. That why I have invited people (since V2) to send me comments, feedback, inputs and ideas. But I never promised to anyone that I will use their ideas (which would be impossible as most of them are contradictory…).

But I did patent the “concept” with an international company, based in Swiss, in order to allow me to bring the project to another level, sort of worldwide crowd sourced jokes. I will keep you update on this very fresh project in my mind… Thank you Jerome for taking the time to speak to us. And we also wanted to share what you also told us earlier, that “laugh (with love maybe) is the common point between all people, from all around the world, regardless of their origin, skin colour, nation, religion, culture and even age. I am not talking about sense of humour, which is deeply related to the previous list. Just the simple joy of laughing”. We look forward to your next versions! Follow Jerome: @jeromevadon

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Navigating Cultural Differences: Overcoming Challenges and Building Collaboration

August 14, 2023
Teamwork & Collaboration

One potential objection to the notion of navigating cultural differences and building collaboration is the complexity and challenges inherent in such endeavors. Cultural conflicts can impede effective teamwork, hinder communication, erode trust, and limit opportunities for growth. However, by developing cultural intelligence, empathy, and open-mindedness, individuals and teams can overcome these obstacles. This article aims to explore strategies for managing cultural conflicts, leveraging diversity, and fostering a collaborative culture that enhances decision-making and creates an inclusive work environment.

Table of Contents

Key Takeaways

Cultural differences on global teams can be complex and contradictory.
Cultural conflicts can lead to misunderstandings and communication breakdowns.
Strategies for managing cultural conflicts include fostering inclusivity and respect, encouraging open dialogue and active listening, providing cultural awareness training, and building cross-cultural relationships.
Leveraging cultural diversity can enhance creativity, innovation, problem-solving abilities, and decision-making, while creating a positive and inclusive work environment.

Understanding the Complexity of Cultural Differences

The complexity of cultural differences on global teams can pose challenges that require understanding and adaptation to foster effective collaboration. Navigating cultural complexities involves uncovering hidden differences that may not be immediately apparent. These differences can include communication styles, decision-making processes, and approaches to conflict resolution. Cultural adaptation is a crucial aspect of navigating these complexities, as it involves striking a balance between assimilation and preservation. Team members must be able to adapt to the cultural norms and values of the team while also preserving their own cultural identities. This requires a high level of cultural intelligence, which encompasses awareness, knowledge, and skills to navigate and bridge cultural gaps. By understanding and adapting to cultural differences, global teams can overcome challenges and work together more effectively.

Overcoming Surprising Cultural Challenges

Surprising cultural challenges can be addressed by developing cultural intelligence and fostering empathy and open-mindedness. Navigating these challenges is essential for overcoming cultural barriers and promoting effective collaboration. When cultural differences are unexpected, they can lead to misunderstandings, communication breakdowns, and hinder productivity on global teams. Resolving these conflicts requires effective communication and conflict resolution skills. Strategies for managing cultural conflicts include fostering a culture of inclusivity and respect for diversity, encouraging open dialogue and active listening, providing cultural awareness training, establishing clear communication channels, and building cross-cultural relationships. Leveraging cultural diversity can bring a variety of perspectives and ideas to the team, enhance creativity and problem-solving abilities, and lead to better decision-making and business outcomes. Building a culture of collaboration involves fostering trust, respect, and teamwork, promoting cross-cultural learning and knowledge sharing, and recognizing and celebrating the contributions of individuals from different cultures.

The Importance of Cultural Intelligence

Understanding the importance of cultural intelligence is crucial for effective collaboration and navigating the complexities of diverse global teams. Cultural intelligence refers to the ability to adapt to different cultural contexts and interact effectively with individuals from diverse backgrounds. It involves being aware of and sensitive to cultural differences, as well as possessing the knowledge and skills to navigate through them. Cultural adaptability and cultural sensitivity training are essential components of developing cultural intelligence.

Cultural adaptability: Developing the ability to adapt one’s behaviors, communication styles, and problem-solving approaches to suit different cultural contexts.
Cultural sensitivity training: Providing team members with the knowledge and skills necessary to understand and appreciate cultural differences, as well as to navigate potential cultural conflicts.

Developing Empathy and Open-Mindedness

Developing empathy and open-mindedness facilitates a deeper understanding and appreciation of diverse cultural perspectives. In diverse teams, it is crucial to foster these qualities to navigate cultural differences effectively. Empathy involves putting oneself in another’s shoes, understanding their emotions, and responding with sensitivity. It allows team members to connect on a deeper level and build trust, which is essential for effective collaboration. Open-mindedness, on the other hand, involves being receptive to different ideas, beliefs, and perspectives. It encourages individuals to challenge their own assumptions and biases, leading to more inclusive decision-making processes. In multicultural environments, fostering open-mindedness is particularly important as it allows team members to embrace diversity and respect different cultural norms and values. By developing empathy and open-mindedness, teams can navigate cultural differences with greater ease, fostering a more inclusive and productive work environment.

Impact of Cultural Conflicts on Collaboration

Cultural conflicts can disrupt effective communication and hinder productivity on global teams, leading to missed opportunities and negative outcomes. The impact of cultural conflicts on team dynamics is significant and can have far-reaching consequences. These conflicts arise due to various causes, such as differences in communication styles, values, and norms, as well as misunderstandings and stereotypes. When cultural conflicts occur within a team, they can result in misunderstandings and breakdowns in communication. This can lead to tension, mistrust, and resentment among team members, ultimately hindering collaboration and productivity. Moreover, cultural conflicts may also result in missed opportunities and failed projects. Resolving these conflicts requires effective communication and conflict resolution skills, as well as a willingness to understand and appreciate different cultural perspectives. By addressing cultural conflicts and fostering a positive work environment, teams can overcome these challenges and achieve successful collaboration.

Communication Breakdowns and Mistrust

Communication breakdowns and mistrust can arise in global teams due to cultural conflicts, hindering effective collaboration and productivity. Cultural differences can create communication barriers, such as language barriers, different communication styles, and non-verbal cues that may be misinterpreted. These barriers can lead to misunderstandings, miscommunication, and a lack of trust among team members. Fostering trust is crucial in overcoming these communication barriers. It requires creating an environment that promotes open and honest communication, active listening, and respect for different perspectives. Building trust also involves acknowledging and addressing cultural differences, providing cultural sensitivity training, and encouraging cross-cultural learning and understanding. By fostering trust and effectively managing communication barriers, global teams can enhance collaboration and productivity, leading to successful outcomes.

Resolving Cultural Conflicts Effectively

In order to navigate cultural differences and overcome challenges in global teams, it is essential to address and resolve cultural conflicts effectively. Cultural conflicts can lead to misunderstandings, communication breakdowns, and hinder collaboration and productivity. Resolving these conflicts requires effective communication and conflict resolution skills. Here are three strategies to effectively resolve cultural conflicts:

Foster open and effective communication: Encourage team members to express their thoughts and concerns openly, and create a safe space for dialogue. Active listening and empathy are key in understanding different perspectives and finding common ground.

Develop conflict resolution skills: Provide training and resources on conflict resolution techniques and strategies. This includes negotiation, mediation, and compromise to find mutually beneficial solutions.

Promote cultural intelligence: Foster an environment that values and embraces cultural differences. This includes promoting cultural awareness, sensitivity, and understanding among team members.

Strategies for Managing Cultural Differences

Establishing a culture of inclusivity and respect for diversity is an effective approach in managing and bridging gaps caused by varying cultural backgrounds. One strategy for managing cultural differences is to provide cultural sensitivity training for team members. This training helps individuals develop the knowledge and skills necessary to navigate and understand different cultural norms, values, and communication styles. By fostering an environment that promotes cultural sensitivity, organizations can create an inclusive workplace where individuals feel valued and respected. Additionally, fostering inclusive environments involves creating policies and practices that support diversity and inclusion, such as implementing non-discriminatory hiring practices and providing support systems for individuals from different cultural backgrounds. These strategies help to create a cohesive and collaborative work environment where everyone can contribute their unique perspectives and talents towards achieving common goals.

Leveraging Cultural Diversity for Success

Leveraging cultural diversity on global teams can result in improved decision-making, enhanced creativity, and a broader understanding of global markets and customers. To foster creativity and embrace inclusivity, organizations should consider the following:

Encourage a collaborative and inclusive work environment: By creating a culture that values diversity and promotes inclusivity, individuals from different cultural backgrounds are more likely to contribute their unique perspectives and ideas. This can lead to increased creativity and innovation within the team.

Emphasize the importance of diverse perspectives: Recognizing and valuing the different viewpoints that cultural diversity brings can enhance problem-solving abilities and lead to better decision-making. By embracing these diverse perspectives, teams can gain a deeper understanding of global markets and customers, enabling them to tailor their strategies accordingly.

Provide opportunities for cross-cultural learning and collaboration: By facilitating interactions and knowledge sharing among team members from different cultural backgrounds, organizations can bridge cultural gaps and foster a collaborative environment. This can further enhance creativity and overall team performance.

Building a Collaborative Culture Across Cultures

Developing a culture of trust and respect is essential for fostering effective collaboration across diverse cultural backgrounds. Building a collaborative culture across cultures requires promoting inclusivity and cross-cultural teamwork. To achieve this, it is crucial to create an environment where team members feel valued and respected regardless of their cultural background. Encouraging open dialogue and active listening can help in understanding different perspectives and resolving conflicts. Providing cultural awareness and sensitivity training equips team members with the necessary skills to navigate cultural differences. Establishing clear communication channels and guidelines for conflict resolution promotes effective communication and reduces misunderstandings. Additionally, team-building activities can help bridge cultural gaps and promote collaboration. Recognizing and celebrating the contributions of individuals from different cultures further enhances a collaborative culture. By actively promoting inclusivity and cross-cultural teamwork, organizations can harness the benefits of cultural diversity and achieve successful collaboration.

Frequently Asked Questions

How do cultural differences impact global teams.

Cultural differences impact global teams by introducing complexity and contradictions. They can lead to misunderstandings, communication breakdowns, tension, mistrust, and missed opportunities. Managing cultural clashes requires understanding nuances and fostering inclusivity, open dialogue, and cross-cultural relationships.

What Are Some Common Misunderstandings That Can Arise From Cultural Conflicts?

Common misunderstandings arising from cultural conflicts include misinterpretation of nonverbal cues, differences in communication styles, and assumptions based on stereotypes. Cultural sensitivity and effective cross-cultural communication can help address these misunderstandings.

How Can Effective Communication Help in Resolving Cultural Conflicts?

Effective communication, through open dialogue and active listening, is crucial in resolving cultural conflicts. It helps to build bridges between individuals by fostering cultural sensitivity, understanding different perspectives, and finding common ground for collaboration.

What Are Some Strategies for Fostering Inclusivity and Respect for Diversity?

Creating empathy and promoting cultural awareness are effective strategies for fostering inclusivity and respect for diversity. These approaches encourage understanding and appreciation of different perspectives, ultimately fostering a positive and inclusive work environment.

How Does Cultural Diversity Contribute to Better Decision-Making and Business Outcomes?

Cultural diversity contributes to better decision-making and business outcomes through cultural synergy, which enhances creativity, innovation, and problem-solving abilities. It allows for a broader understanding of global markets and customers, leading to positive business growth.

Fostering complex problem solving for diverse learners: engaging an ethos of intentionality toward equitable access

Published: 14 April 2020
Volume 68 , pages 679–702, ( 2020 )

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Krista D. Glazewski 1 &
Peggy A. Ertmer 2 , 3

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Complex problem solving is an effective means to engage students in disciplinary content while also furnishing critical non-cognitive and life skills. Despite increased adoption of complex problem-solving methods in K-12 classrooms today (e.g., case-, project-, or problem-based learning), we know little about how to make these approaches accessible to linguistically and culturally diverse (LCD) students. In this paper, we promote a conceptual framework, based on an ethos of intentionality , that supports culturally responsive teaching (CRT). We provide specific questions to guide teachers’ implementation of an ethos of intentionality, through critical reflection and meaningful action, and discuss a framework for culturally relevant practice that operationalizes key central tenets (e.g., high expectations, cultural competence, and critical consciousness). Finally, we include strategies that can help teachers and designers translate the principles of the CRT framework into action with a specific focus on complex problem solving in classrooms.

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Glazewski, K.D., Ertmer, P.A. Fostering complex problem solving for diverse learners: engaging an ethos of intentionality toward equitable access. Education Tech Research Dev 68 , 679–702 (2020). https://doi.org/10.1007/s11423-020-09762-9

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How Diversity Improves Collaborative Problem-Solving

Is diversity necessarily a good thing when it comes to solving problems? We tend to assume that we’ll get better results from groups of people from different backgrounds and possessing a variety of skills than we we would from groups with a single orientation. That means diversity of many types, not only differences of culture, ethnicity and gender, but also variety of expertise, intellectual perspective, values and interests. They are all important for collaborative public policy.

We may believe in the value of diversity from intuition, ideological conviction and personal experience. But do we have rigorous models and empirical evidence to support this belief?

Cognitive Diversity

He finds that all forms of diversity are not equally effective. To get to his main conclusion. It’s the differences in perspectives and methods of approaching problems that most often lead to better outcomes. This is what he calls cognitive diversity . Variety in the way problems are framed and interpreted helps a group get unstuck when a single approach can’t produce a workable solution.

Differing ways of looking at the world, interpreting experience, solving problems and predicting future possibilities work together to produce a distinctive mental tool set. Groups with this sort of variety consistently outperform groups working with a single problem-solving perspective.

Identity Diversity

When it comes to convening a collaborative policy group, though, diversity usually refers to cultural, ethnic and gender balance. Identity diversity , as Page sees it, satisfies the crucial need for fairness and equity, but, by itself, doesn’t ensure better problem-solving. Again, the picture is complicated because there are many forms of identity diversity – culture, gender, age, socio-economic status, among others. The evidence of this study points to cultural diversity as having the most significant impact. Read more »

John Folk-Williams

I’m John Folk-Williams, the publisher and editor of Cross Collaborate. Since the early 1980s, I’ve been a practitioner and writer in the field of public policy collaboration, interest-based negotiation, mediation and the involvement of citizens in the decisions that affect their lives. A site like this is itself a collaboration… MORE >

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How to Resolve Cultural Conflict: Overcoming Cultural Barriers at the Negotiation Table

Avoid cultural conflict by avoiding stereotypes when negotiating across cultures.

By Katie Shonk — on August 3rd, 2023 / Conflict Resolution

After losing an important deal in India, a business negotiator learned that her counterpart felt as if she had been rushing through the talks. The business negotiator thought she was being efficient with their time. Their cultures have different views on how to conduct negotiations, and in this case, the barrier prevented a successful outcome. In this useful cross cultural conflict negotiation example, we explore what this negotiator could have done differently to improve her negotiation skills.

Research shows that dealmaking across cultures tends to lead to worse outcomes as compared with negotiations conducted within the same culture. The reason is primarily that cultures are characterized by different behaviors, communication styles, and norms. As a result, when negotiating across cultures, we bring different perspectives to the bargaining table , which in turn may result in potential misunderstandings. Misunderstandings can lead to a lower likelihood of exploring and discovering integrative, or value-creating, solutions. Let’s talk about the main causes of cross cultural negotiation failure.

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Cultural conflict in negotiations tends to occur for two main reasons. First, it’s fairly common when confronting cultural differences, for people to rely on stereotypes. Stereotypes are often pejorative (for example Italians always run late), and they can lead to distorted expectations about your counterpart’s behavior as well as potentially costly misinterpretations. You should never assume cultural stereotypes going into a negotiation.

Instead of relying on stereotypes, you should try to focus on prototypes —cultural averages on dimensions of behavior or values. There is a big difference between stereotypes and prototypes.

For example, it is commonly understood that Japanese negotiators tend to have more silent periods during their talks than, say, Brazilians. That said, there is still a great deal of variability within each culture—meaning that some Brazilians speak less than some Japanese do.

Thus, it would be a mistake to expect a Japanese negotiator you have never met to be reserved. But if it turns out that a negotiator is especially quiet, you might better understand her behavior and change your negotiating approach in light of the prototype. In addition, awareness of your own cultural prototypes can help you anticipate how your counterpart might interpret your bargaining behavior. It’s not just about being aware of their culture, but also how yours might be viewed.

A second common reason for cross-cultural misunderstandings is that we tend to interpret others’ behaviors, values, and beliefs through the lens of our own culture. To overcome this tendency, it is important to learn as much as you can about the other party’s culture. This means not only researching the customs and behaviors of different cultures but also by understanding why people follow these customs and exhibit these behaviors in the first place.

Just as important, not only do countries have unique cultures, but teams and organizations do, too. Before partaking in any negotiation, you should take the time to study the context and the person on the other side of the bargaining table, including the various cultures to which he belongs—whether the culture of France, the culture of engineering, or his particular company’s corporate culture. The more you know about the client, the better off you will do in any negotiation.

In this cross cultural conflict negotiation example, we see that the negotiator has learned after the fact that her Indian counterpart would have appreciated a slower pace with more opportunities for relationship building. She seems to have run into the second issue: Using time efficiently in the course of negotiations is generally valued in the United States, but in India, there is often a greater focus on building relationships early in the process. By doing research on the clients cultural prototypes, they can adjust their negotiation strategy and give themselves a better chance at creating a valuable negotiation experience for both themselves and their counterpart.

As this business negotiator has observed, cultural differences can represent barriers to reaching an agreement in negotiation. But remember that differences also can be opportunities to create valuable agreements. This suggests that cross-cultural conflict negotiations may be particularly rife with opportunities for counterparts to capitalize on different preferences, priorities, beliefs, and values.

Related Article: Dealing with Difficult People – The Right Way to Regulate Emotion – Knowing how to correctly project emotion at the bargaining table is a negotiation skill that the best negotiators have mastered. How do emotions change negotiation strategy and what negotiating skills and negotiation tactics can bargainers use involving emotions at the negotiation table? This article offers some negotiation skills advice and bargaining tips based on negotiation research.

Do you have any advice on how to solve cultural conflict? What experiences have you had that might help our other readers? We would love to hear from you.

Adapted from “Dear Negotiation Coach: Crossing Cultures in Negotiation,” by Francesca Gino (Associate Professor, Harvard Business School), first published in the Negotiation newsletter, September 2013.

Originally published 2014.

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No Responses to “How to Resolve Cultural Conflict: Overcoming Cultural Barriers at the Negotiation Table”

13 responses to “how to resolve cultural conflict: overcoming cultural barriers at the negotiation table”.

One should first understand cultural dynamics of the disputants. Local people should be the one to be included in the council as they are the custodians of 5he society.

One major problem most Americans have is the assumption that their way is the right way resulting in failed negotiations and cooperation. We also live and die by the clock compared to other cultures. I have been part of multiple key leader engagements (KLE) where military and civilian personnel were dismissive of cultural norms during meetings and when an impasse arose, along with running out of the allotted time for the KLE, an opportunity was lost.. I also see similar issues within the US as it pertains to gender, culture, race, etc. As individuals and groups, we need to do our homework on the environment and people were are to engage, make assessments upon arrival and be open to other view points and accept solutions that are conducive to the other person. A noticeable trait, Americans are great in the “sprint” but not so good with “marathons” in the international relations game.

Like so much in Interculturel Communications, these small anecdotal scenarios are logically analyzed, but in living color impossible to predict. Our problem is not how to introduce students to such case studies, but how to prepare young professionals for true encounters and disaster avoidance. In truth, let’s be honest…it is impossible without living it.

Perhaps one might consider diversifying negotiation teams to include more voices and perspectives from a wider range of cultural backgrounds.

Cross-cultural communication requires intercultural competence to be able to identify the underlying values behind the visible behavior observed on the negotiating table. Barriers often occur when one is trapped in own’s perspectives- as the saying goes, “we see according to what we know”.

Thanks. This is a valuable piece of discourse and very relevant to the peacebuilding initiatives/peace process in Mindanao, Philippines. I would like to think that civil society (local homegrown NGOs especially) has always been advocating this track in resolving the decades-long conflict in Mindanao (Southern Philippines) but the central government in Manila has always been calling the shots. The basic principle on Cultural Relativism in not just in the vocabulary of a unitary government. Hope to read more on this.

in my opinion, as negotiator we must know that we meet all types of people from many difference cultures, it is a common sense that we must learn or adapt from others’ culture and not judge the book by its cover.

This article is very interesting, and we should admit that cross cultural negotiations are very difficult. For example, in the case where an American negotiator is conscious of the difference of culture between him and his Chinese counterpart, and thinks that he should adopt the Chinese method of negotiation, while his Chinese partner also thinks that to avoid misunderstandings he should adopt the American culture of negotiation. That could tangle up the negotiators, and could be perceived by each negotiator as a refusal to negotiate from the other part, don’t understanding that his counterpart wants to behave like him to facilitate the negotiations. To avoid this scenario, the solution could be simple. One party could at the beginning of the negotiation tell to the other that he/she will wishes that the negotiation to be made in his counterpart’s culture, to avoid misunderstandings. I really think it could greatly avoid misunderstandings, and where it appears, the counterpart will not first interpret the other’s gesture as hostile, but will first try to understand, knowing that his counterpart has expressed a real will to negotiate, and the misunderstanding is probably due to the cultural difference.By so doing, cross cultural negotiations could be eased.

This case is a filtering issue. If we see perceptions filtered through layers of personal traits, family and cultural traits everything we communicate is affect by each one of these layers. Same thing happens in the receiver side. Stereotypes are like biased filters. They tend to allow more of some “colors” than others. Still though its up to the “color” each individual emits and this can be much different from what we believe it should emit. This image probably best describes the above: http://e-negotiations.org/chapters/4-perception

Many thanks for describing and comparing all the points. They are crutial, valuable and worth to study and use in the field. Having experience I have got working for the International Criminal Court in the Hague the Netherlands with colleagues from all over the world I absolutely agree with all the information presented.

I am in agreement that it is critical to take time to study the context and the person. However, in an inter-cultural communication, it is difficult to assess the value or meaning of a specific behaviour or thoughts of the other party from your own point of view, which has been formed in a specific cultural background. That is, you see it but you do not recognized it.

I agree, please send mor articles in this feild, best

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Why Diversity and Inclusion Are Important for Problem-Solving

Simone Bradley 22 March 2022

Change Management Activate Behavior Change

What happens when we bring in new perspectives? This article explores this and how to activate inclusive problem-solving.

Diversity in our backgrounds equips us with varying mental toolkits. When people with diverse perspectives work inclusively to solve problems, the results are powerful. Take the example of the million-dollar Netflix algorithm challenge :

In 2006, Netflix's CEO, Reed Hastings, announced an open competition to create an algorithm that would predict customers' movie ratings. The algorithm had to be 10% more efficient than Netflix's algorithm, Cinematch. This task was so difficult that Netflix offered a million dollars to anyone who could achieve this. Of course, this competition attracted thousands of participants from various backgrounds – from math majors at an Ivy League university in the US to Austrian computer programmers and even a British psychologist and his daughter! Dry erase markers scribbled across whiteboards, notebooks piled up, and brains were tested. It became clear to contestants that this was not going to be solved by one brilliant individual who had all the answers. Early on, teams realized that the most significant improvements came when individuals combined their results. The secret sauce for the eventual winners (a blended team called BellKor’s Pragmatic Chaos) was, in the end, the collaboration between people with diverse perspectives. Finally, in 2009, the top two teams combined forces, combined their algorithms, and surpassed the 10% threshold. What happened in this competition is what Scott E. Page refers to as the " diversity bonus ." Diversity improves problem-solving and increases innovation which leads to better performance and results for your organization. Our objective in this article is to explore the power of diversity in problem-solving and to provide three ways to improve problem-solving in your organization by activating diversity-embracing behaviors in your employees.

The Power of Activating Diversity of Thought

People tend to solve problems by first looking at their own experiences, habits, culture, and understanding. The brain does this to determine whether we have faced a similar situation before and if we know how to solve it. Psychologists refer to this as a " mental set. "

Mental sets save us time and energy in the decision-making process but can hamper our problem-solving abilities. Different perspectives lead to different kinds of solutions. For example, an obvious solution to one person may seem abstract or irrelevant to someone else. The more perspectives you have when analyzing a problem, the more likely you will consider a broader range of solutions. How can you show your employees how to embrace different perspectives in your organization? To activate diversity , you need to create an environment that embraces the different ways individuals think, feel, and act. This is achieved by taking small actions over time to make inclusive behaviors a habit. Below we'll discuss three ways to help your team encourage diversity and inclusion when problem-solving.

1. Make All Voices Count

True diversity and inclusion mean that everyone in your team gets the opportunity to be heard. Sometimes though, we aren't conscious of who doesn't have a voice in a meeting or event. So, in many situations, the opinions of the most assertive people often carry the most weight. On the opposite side, women of color and other marginalized groups often don’t feel empowered to speak up. In your organization, do you currently have a balance between who gets to talk in meetings and who doesn't?

In your next conference call or in-person meeting, take a back seat and mostly observe while still making sure that you participate when called upon.

After your call, reflect on what stood out for you. Also, consider what strategies you can create to ensure that the only time people on your team aren't heard is because they are on mute!

2. Welcome All Ideas

Organizations that embrace diversity solve problems by fostering an environment where all ideas are welcome. Embracing everyone's thoughts gives your team members the freedom to get creative without worrying about someone else's opinion. Don't miss out on your next great idea because someone was too embarrassed to share it. The next time you have a brainstorming session, encourage your team to share their thoughts, no matter how out of the box they are. Afterward, reflect on what happened in the session:

What stood out for you when you encouraged all ideas?
What can you leverage from what you have learned to enable your teams to share their ideas regularly?

3. Normalize Disagreements

A team can only be truly inclusive and allow a wide diversity of thoughts and ideas if it’s possible for members to disagree with each other in an empathetic and considerate way.

Diverse perspectives continue to flow when we normalize disagreements. If your team doesn't have a good strategy for dealing with conflict, only the most forceful personalities will be the ones who get their way.

Prepare yourself and your team for conflict with the following steps:

Don't make it personal
Avoid putting down the other person's ideas and beliefs
Instead of saying "you", use "I" statements to communicate how you feel, what you think, and what you want or need
Listen to the other point of view without interrupting
Avoid absolute statements

Final Thoughts

The Netflix algorithm challenge is a perfect illustration of the importance of diversity in problem-solving. The contestants understood that combining different ideas and perspectives was the only way to progress forward. Likewise, organizations need to take this approach too. In this article, we explored how to activate behavior change in your employees by giving them small actions that they can use to be more inclusive when problem-solving. There are many other steps that organizations can take to embrace diversity.

If you are interested in other ways to activate inclusivity, book a consultation to discuss creating a custom D&I program.

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13 benefits and challenges of cultural diversity in the workplace

As national politics and discourse seem to grow more inward-looking and divisive across America and Europe, successful businesses must continue to think inclusively and globally. Embracing cultural diversity in the workplace is an important first step for businesses that want to be competitive on an international scale.

From the Virgin Group to Disney and PricewaterhouseCoopers, organizations across industries are embracing the benefits of a diverse workforce. But with benefits necessarily come challenges of working across borders, cultures, and languages.

At Hult, diversity and global mindedness are integral to our DNA. Our mission is to prepare our students to thrive in a fast-paced, unpredictable, and fundamentally international business environment. As our students develop into the global business leaders of tomorrow, they can certainly expect to encounter these 13 key benefits and challenges of cultural diversity in the workplace .

Diverse cultural perspectives can inspire creativity and drive innovation
Local market knowledge and insight makes a business more competitive and profitable
Cultural sensitivity, insight, and local knowledge means higher quality, targeted marketing
Drawing from a culturally diverse talent pool allows an organization to attract and retain the best talent
A diverse skills base allows an organization to offer a broader and more adaptable range of products and services
Diverse teams are more productive and perform better
Greater opportunity for personal and professional growth

Challenges :

Colleagues from some cultures may be less likely to let their voices be heard
Integration across multicultural teams can be difficult in the face of prejudice or negative cultural stereotypes
Professional communication can be misinterpreted or difficult to understand across languages and cultures
Navigating visa requirements, employment laws, and the cost of accommodating workplace requirements can be difficult
Different understandings of professional etiquette
Conflicting working styles across teams

1. Benefit: Diverse cultural perspectives can inspire creativity and drive innovation

Our culture influences the way in which we see the world. A variety of viewpoints along with the wide-ranging personal and professional experience of an international team can offer new perspectives that inspire colleagues to see the workplace—and the world—differently.

Diversity of thought has been shown to breed creativity and drive innovation, helping to solve problems and meet customer needs in new and exciting ways. For example, cosmetic giant L’Oréal attributes much if its impressive success in emerging markets to its multicultural product development teams.

Multiple voices, perspectives, and personalities bouncing off one another can give rise to out-of-the-box thinking. By offering a platform for the open exchange of ideas, businesses can reap the biggest benefits of diversity in the workplace. A recent study from Forbes echoed this notion, concluding that “the best way to ensure the development of new ideas is through a diverse and inclusive workforce.”

2. Benefit: Local market knowledge and insight makes a business more competitive and profitable

A multicultural workforce can give an organization an important edge when expanding into new markets. Often, a product or service needs to be adapted to succeed overseas. Understanding local laws, regulations, and customs, as well as the competitive landscape, can help a business to thrive. Moreover, local connections, native language skills, and cultural understanding can boost international business development exponentially.

And being more competitive ultimately means being more profitable. Diversity Inc annually recognizes the top 50 most diverse companies and measures their success against the broader market. Recent research from McKinsey also underscores the fact that diversity is good for a business’s bottom line. In fact, ethnically diverse companies were shown to be 35% more likely to have financial returns above the national industry median.

3. Benefit: Cultural sensitivity, insight, and local knowledge means higher quality, targeted marketing

Cross-cultural understanding, along with local market knowledge, lends itself the production of more effective marketing strategy and materials. For example, high quality and culturally sensitive translations of websites, brochures, and other assets are essential. But these can be overlooked without the input of a native speaker.

Even brand taglines can get badly lost in translation. A frequently cited example is from KFC in China, whose chicken was marketed as so tasty, you’ll “eat your fingers off!” (A poor translation of their brand tagline, “Finger lickin’ good.”)

Market-specific knowledge and insight is invaluable when it comes to for imagery and design, too. What might work well on a billboard for a British company could fail or offend elsewhere. A memorable McDonalds print ad in Finland may have been considered clever locally, but it was seen as confusing and even grotesque by foreign audiences.

The danger of making a serious marketing blunder, which can cause irreparable damage to a brand or business abroad, can be mitigated by employing a diverse workforce with local marketing savvy.

4. Benefit: Drawing from a culturally diverse talent pool allows an organization to attract and retain the best talent

According to a Glassdoor survey, two thirds of job hunters indicated that diversity was important to them when evaluating companies and job offers. In a competitive global job market, demonstrating that your business is invested in fostering a multicultural and inclusive environment can make you stand out to the right candidates. Making diversity an important part of the recruiting process will broaden your talent pool of prospective employees.

Not only does hiring from a more diverse talent pool makes your business attractive to ambitious, globally minded candidates, it also helps you to keep them on board. Diversity, including diversity of gender, religion, and ethnicity, has been shown to improve retention and reduce the costs associated with employee turnover.

In a diverse workplace, employees are more likely remain loyal when they feel respected and valued for their unique contribution. This, in turn, fosters mutual respect among colleagues who also value the diverse culture, perspectives, and experiences of their team members. An inclusive atmosphere of cross-cultural cooperation is an excellent way to bond colleagues and teams across the business.

“One of the main reasons I chose Hult was the incredible diversity of students and the international element we possess here. Studying and sharing a campus with students from different nationalities has been an awe-inspiring experience. Diversity and international exposure have always been important to the decisions I have made in my career.” Vishnu Subramanian, Hult MIB Class of 2017

Download a brochure to find out more about the programs at Hult

5. benefit: a diverse skills base allows an organization to offer a broader and more adaptable range of products and services.

By drawing from a culturally diverse talent pool, companies benefit from hiring professionals with a broad range of skills that are often not accessible when hiring locally. Globally oriented companies can add to their service range by leveraging the skills and experience their international employees bring to the table.

A broader skills base and a more potentially diverse offering of products and services can help your business to have the competitive advantage of adaptability. In today’s volatile and uncertain global business environment, nimble and adaptable organizations are the ones that thrive.

Adaptability means faster and more effective planning, development, and execution. A company with cultural and cognitive diversity can be quicker to spot a gap in the market. It will also have the global (or market-specific) insight and experience to help a new or adapted product to meet changing consumer behavior—and succeed.

6. Benefit: Diverse teams are more productive and perform better

The range of experience, expertise, and working methods that a diverse workplace offers can boost problem-solving capacity and lead to greater productivity. In fact, studies have shown organizations with a culture of diversity and inclusion are both happier and more productive.

Where working in homogeneous teams can seem easier, it can cause a business to settle for the status quo. Diversity, on the other hand, can breed healthy competition, stretching a team in a positive way to achieve their best. This atmosphere of healthy competition can lead to the optimization of company processes for greater efficiency. As a recent article in the Harvard Business Review argues, the challenges of working in a diverse team are one of the reasons why diverse teams perform better: “working on diverse teams produces better outcomes precisely because it’s harder.”

7. Benefit: Greater opportunity for personal and professional growth

Fundamentally, an inclusive and culturally diverse business will attract talented, ambitious, and globally minded professionals who will appreciate the opportunity for personal and professional growth.

Working across cultures can be a truly enriching experiencing, allowing others to learn about perspectives and traditions from around the world. Bonding over similarities and differences can help you to become a global citizen, abandoning prejudices or an ethnocentric world view—something that is increasingly valuable.

A diverse set of colleagues can be professionally enriching too—exposing you to new skills and approaches to work, and developing an international network that can take your career in exciting new directions or abroad.

8. Challenge: Colleagues from some cultures may be less likely to let their voices be heard

However, the presence of diverse brain power alone is not enough. It’s also critical to create an open and inclusive workplace environment, so all team members feel empowered to contribute.

This can be particularly challenging for colleagues from polite or deferential cultures. For instance, professionals from Asian countries such as Vietnam or Japan may feel less comfortable speaking up or sharing ideas, particularly if they are new to the team or in a more junior role.

Conversely, assertive colleagues from the U.S. or Western Europe, or those from Scandinavian countries who emphasize flat organizational hierarchy, may be more inclined to speak up meetings or negotiations when others don’t.

9. Challenge: Integration across multicultural teams can be difficult in the face of prejudice or negative cultural stereotypes

While local expertise is an invaluable asset, it’s also important to foster integration among teams to avoid colleagues from different countries working in isolation and limiting knowledge transfer.

This can be a challenge to overcome, particularly if there are underlying prejudices between cultures, making them less inclined to work together. Negative cultural stereotypes can be seriously detrimental to company morale and affect productivity. For instance, the centuries-long antipathy between the British and French, or the Polish and Germans can sometimes creep into the workplace.

Although not all stereotypes are necessarily negative—like the notion that Americans are confident or Asians are intelligent—all are simplifications that can prove limiting or divisive in the workplace. And while outright prejudice or stereotyping is a serious concern, ingrained and unconscious cultural biases can be a more difficult challenge of workplace diversity to overcome.

10. Challenge: Professional communication can be misinterpreted or difficult to understand across languages and cultures

While quality translations are key for effective marketing, there can also be a real risk of communication getting lost in translation among multicultural colleagues. Language barriers are just one challenge. Even in an office where everyone speaks English, comprehending a range of accents, or understanding a native-speaker’s use of idioms, can be difficult.

Moreover, effective cross-cultural communication comes down to much more than just words spoken. Non-verbal communication is a delicate and nuanced part of cultural interaction that can lead to misunderstandings or even offense between team members from different countries. Things like comfortable levels of physical space, making or maintaining eye contact, and gesturing can all be vastly different across cultures.

Even something as simple as a greeting or handshake has cultural implications that should be considered in a work environment. Business Insider put together this useful infographic to highlight the differences in handshakes and professional greetings around the world:

11. Challenge: Navigating visa requirements, employment laws, and the cost of accommodating workplace requirements can be difficult

Despite the clear benefits, hiring talent from overseas can present an HR challenge. Not least among this is the complicated process of navigating employment laws and visa requirements for international workers. Requirements and regulations are different in each country and between countries, and can change frequently.

Beyond visas, further accommodations for a recruiting and retaining a culturally diverse workforce should be taken into account. For instance, providing a quiet space for prayer can make a workplace more welcoming and inclusive for employees with a range of beliefs, as can taking into account different cultural or religious holidays. Of course, these considerations and accommodations can sometimes be an added business cost as well as a logistical challenge.

12. Challenge: Different understandings of professional etiquette

Colleagues from different cultures can also bring with them different workplace attitudes, values, behaviors, and etiquette. While these can be enriching and even beneficial in a diverse professional environment, they can also cause misunderstandings or ill feelings between team members.

For instance, the expectation of formality (or relative informality), organizational hierarchy, and even working hours can conflict across cultures. Where a Japanese colleague may not feel it appropriate to leave work before their manager (or, indeed, anyone else), a Swedish professional may be used to a 6-hour working day.

Additionally, different approaches to punctuality, confrontation, or dealing with conflict can prove an issue.

13. Challenge: Conflicting working styles across teams

However, working styles and attitudes towards work can be very different, reflecting cultural values and compounding differences. If not recognized and accounted, conflicting approaches to work can put the brakes on productivity.

For instance, approaches to teamwork and collaboration can vary notably. Some cultures, including many in Asia and Central America, value collective consensus when working towards a goal. Whereas others, such as Germany and America, put emphasis on the independence of the individual. Likewise, emphasis on order, rigor, and organization in the workplace versus flexibility and spontaneity can also reflect underlying cultural values.

In many ways, the Hult classroom mirrors this experience, immersing you in a diverse and collaborative working environment from day one. By studying around the world and learning with peers and professors from over 150 different countries, you will master the skill of communicating effectively across cultures and embrace the value of diversity in the workplace.

Interested in giving your cultural competency and business acumen a boost?

Download a brochure to find out more about the programs at Hult

Have you experienced any particularly positive or negative aspects of working in a culturally diverse team? Do these influence your professional life today? Let us know in the comments below.

Make the most of what your career has to offer with a Masters in International Business from Hult. To learn more, take a look at our blog How volunteering prepared me for business school , or give your employability a huge boost with an MBA in international business . Download a brochure or get in touch today to find out how Hult can help you to explore everything about the business world, the future, and yourself.

https://www.globalissues.org/news/2017/01/02/22768

https://www.virgin.com/entrepreneur/why-richard-branson-values-diversity

https://thewaltdisneycompany.com/the-walt-disney-company-recognized-for-diversity-leadership/

https://www.pwc.co.uk/who-we-are/corporate-sustainability/encouraging-diversity.html

https://www.innovationmanagement.se/imtool-articles/why-diversity-is-the-mother-of-creativity/

https://hbr.org/2013/06/loreal-masters-multiculturalism

https://images.forbes.com/forbesinsights/StudyPDFs/Innovation_Through_Diversity.pdf

https://www.forbes.com/sites/sylviavorhausersmith/2012/06/22/cultural-homogeneity-is-not-an-automatic-by-product-of-globalization/#6dd7a3d5d6bb

https://www.diversityinc.com/the-diversityinc-top-50-companies-for-diversity-2016/

https://www.mckinsey.com/business-functions/organization/our-insights/why-diversity-matters

https://marketeer.kapost.com/marketing-to-different-cultures/

https://truetowords.blogspot.co.uk/2011/09/language-barrier-finger-lickin-good.html

https://www.adweek.com/creativity/mcdonalds-print-ad-finland-confuses-and-frightens-131986/

https://www.glassdoor.com/press/twothirds-people-diversity-important-deciding-work-glassdoor-survey-2

https://smallbusiness.chron.com/diversity-workplace-important-employees-10812.html

https://mobilestorm.com/digital-marketing-blog/the-importance-of-having-a-broad-skill-set-within-any-organization/

https://hbr.org/2011/07/adaptability-the-new-competitive-advantage

https://www.mybusiness.com.au/culture/868-study-finds-diverse-inclusive-workplaces-more-productive

https://hbr.org/2016/09/diverse-teams-feel-less-comfortable-and-thats-why-they-perform-better

https://hbr.org/2014/07/learning-to-speak-up-when-youre-from-a-culture-of-deference

https://www.fastcompany.com/3034249/the-future-of-work/6-lessons-we-can-learn-from-a-scandinavian-model-of-success

https://smallbusiness.chron.com/effects-cultural-stereotype-workplace-19193.html

https://www.psychologytoday.com/articles/199805/where-bias-begins-the-truth-about-stereotypes

https://www.themuse.com/advice/what-did-you-say-4-tips-for-understanding-accents-at-work

https://www.businesstopia.net/communication/non-verbal-communication-different-cultures

https://uk.businessinsider.com/how-to-properly-shake-hands-around-the-world-2015-3?r=US&IR=T

https://www.forbes.com/sites/susanadams/2012/06/15/business-etiquette-tips-for-international-travel/

https://www.transitionsabroad.com/listings/work/articles/working-in-japan-the-japanese-workplace.shtml

https://www.independent.co.uk/news/world/europe/sweden-introduces-six-hour-work-day-a6674646.html

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https://www.verywell.com/what-are-collectivistic-cultures-2794962

https://www.verywell.com/what-are-individualistic-cultures-2795273

Katie Reynolds

Related posts, hult international business school breaks guinness world records ™ for class diversity, alumni success story: peter windischhofer and kilian kaminski of refurbed, get a reality check on entrepreneurship at hult, hult hires hult: salesforce edition with laura french and sophie bauermeister, how i became a tiktok “realty star”, look who’s #headingtohult.

35 problem-solving techniques and methods for solving complex problems

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How do you identify problems?

How do you identify the right solution.

Tips for more effective problem-solving

Complete problem-solving methods

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

Problem-solving warm-up activities

Closing activities for a problem-solving process.

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

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

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

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

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

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

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

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

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

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

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

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

Tips for more effective problem solving

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

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

Clearly define the problem

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

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

Don’t jump to conclusions

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

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

Try different approaches

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

Don’t take it personally

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

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

Get the right people in the room

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

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

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

Document everything

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

Bring a facilitator

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

Develop your problem-solving skills

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

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

Design a great agenda

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

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

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

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

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

Design Sprint 2.0

Open Space Technology

1. Six Thinking Hats

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

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

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

2. Lightning Decision Jam

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

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

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

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

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

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

3. Problem Definition Process

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

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

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

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

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

4. The 5 Whys

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

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

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

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

5. World Cafe

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

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

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

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

6. Discovery & Action Dialogue (DAD)

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

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

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

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

7. Design Sprint 2.0

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

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

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

8. Open space technology

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

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

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

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

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

Techniques to identify and analyze problems

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

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

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

Let’s take a look!

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

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

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

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

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

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

10. The Creativity Dice

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

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

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

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

11. Fishbone Analysis

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

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

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

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

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

12. Problem Tree

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

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

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

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

13. SWOT Analysis

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

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

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

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

14. Agreement-Certainty Matrix

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

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

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

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

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

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

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

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

16. Speed Boat

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

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

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

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

17. The Journalistic Six

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

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

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

18. LEGO Challenge

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

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

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

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

19. What, So What, Now What?

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

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

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

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

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

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

20. Journalists

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

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

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

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

Problem-solving techniques for developing solutions

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

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

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

21. Mindspin

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

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

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

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

22. Improved Solutions

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

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

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

23. Four Step Sketch

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

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

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

24. 15% Solutions

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

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

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

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

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

25. How-Now-Wow Matrix

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

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

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

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

26. Impact and Effort Matrix

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

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

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

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

27. Dotmocracy

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

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

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

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

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

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

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

28. Check-in / Check-out

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

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

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

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

29. Doodling Together

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

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

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

30. Show and Tell

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

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

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

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

31. Constellations

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

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

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

32. Draw a Tree

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

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

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

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

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

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

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

One Breath Feedback
Who What When Matrix
Response Cards

How do I conclude a problem-solving process?

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

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

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

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

33. One Breath Feedback

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

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

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

34. Who What When Matrix

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

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

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

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

35. Response cards

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

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

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

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

Save time and effort discovering the right solutions

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

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

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

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

Over to you

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

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

thank you very much for these excellent techniques

Certainly wonderful article, very detailed. Shared!

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How Do Different Cultures Solve Problems?

Group culture approach

Individual culture approach

High context and low contact culture approach

Relationship approach

Task-oriented approach

Top tips for problem-solving across different cultures

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