the structured problem solving approach

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The Basics of Structured Problem-Solving Methodologies: DMAIC & 8D

Topics: Minitab Engage

When it comes to solving a problem, organizations want to get to the root cause of the problem, as quickly as possible. They also want to ensure that they find the most effective solution to that problem, make sure the solution is implemented fully, and is sustained into the future so that the problem no longer occurs. The best way to do this is by implementing structured problem-solving. In this blog post, we’ll briefly cover structured problem-solving and the best improvement methodologies to achieve operational excellence. Before we dive into ways Minitab can help, let’s first cover the basics of problem-solving.

WHAT IS STRUCTURED PROBLEM-SOLVING?

Structured problem-solving is a disciplined approach that breaks down the problem-solving process into discrete steps with clear objectives. This method enables you to tackle complex problems, while ensuring you’re resolving the right ones. It also ensures that you fully understand those problems, you've considered the reasonable solutions, and are effectively implementing and sustaining them.

WHAT IS A STRUCTURED PROBLEM-SOLVING METHODOLOGY?

A structured problem-solving methodology is a technique that consists of a series of phases that a project must pass through before it gets completed. The goal of a methodology is to highlight the intention behind solving a particular problem and offers a strategic way to resolve it. WHAT ARE THE BEST PROBLEM-SOLVING METHODOLOGIES?

That depends on the problem you’re trying to solve for your improvement initiative. The structure and discipline of completing all the steps in each methodology is more important than the specific methodology chosen. To help you easily visualize these methodologies, we’ve created the Periodic Table of Problem-Solving Methodologies. Now let’s cover two important methodologies for successful process improvement and problem prevention: DMAIC and 8D .

8D is known as the Eight Disciplines of problem-solving. It consists of eight steps to solve difficult, recurring, or critical problems. The methodology consists of problem-solving tools to help you identify, correct, and eliminate the source of problems within your organization. If the problem you’re trying to solve is complex and needs to be resolved quickly, 8D might be the right methodology to implement for your organization. Each methodology could be supported with a project template, where its roadmap corresponds to the set of phases in that methodology. It is a best practice to complete each step of a given methodology, before moving on to the next one.

MINITAB ENGAGE, YOUR SOLUTION TO EFFECTIVE PROBLEM-SOLVING

Minitab Engage TM was built to help organizations drive innovation and improvement initiatives. What makes our solution unique is that it combines structured problem-solving methodologies with tools and dashboards to help you plan, execute, and measure your innovation initiatives! There are many problem-solving methodologies and tools to help you get started. We have the ultimate end-to-end improvement solution to help you reach innovation success.

Ready to explore structured problem-solving?

Download our free eBook to discover the top methodologies and tools to help you accelerate your innovation programs.

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McKinsey Problem Solving: Six steps to solve any problem and tell a persuasive story

The McKinsey problem solving process is a series of mindset shifts and structured approaches to thinking about and solving challenging problems. It is a useful approach for anyone working in the knowledge and information economy and needs to communicate ideas to other people.

Over the past several years of creating StrategyU, advising an undergraduates consulting group and running workshops for clients, I have found over and over again that the principles taught on this site and in this guide are a powerful way to improve the type of work and communication you do in a business setting.

When I first set out to teach these skills to the undergraduate consulting group at my alma mater, I was still working at BCG. I was spending my day building compelling presentations, yet was at a loss for how to teach these principles to the students I would talk with at night.

Through many rounds of iteration, I was able to land on a structured process and way of framing some of these principles such that people could immediately apply them to their work.

While the “official” McKinsey problem solving process is seven steps, I have outline my own spin on things – from experience at McKinsey and Boston Consulting Group. Here are six steps that will help you solve problems like a McKinsey Consultant:

Step #1: School is over, stop worrying about “what” to make and worry about the process, or the “how”

When I reflect back on my first role at McKinsey, I realize that my biggest challenge was unlearning everything I had learned over the previous 23 years. Throughout school you are asked to do specific things. For example, you are asked to write a 5 page paper on Benjamin Franklin — double spaced, 12 font and answering two or three specific questions.

In school, to be successful you follow these rules as close as you can. However, in consulting there are no rules on the “what.” Typically the problem you are asked to solve is ambiguous and complex — exactly why they hire you. In consulting, you are taught the rules around the “how” and have to then fill in the what.

The “how” can be taught and this entire site is founded on that belief. Here are some principles to get started:

Step #2: Thinking like a consultant requires a mindset shift

There are two pre-requisites to thinking like a consultant. Without these two traits you will struggle:

A healthy obsession looking for a “better way” to do things
Being open minded to shifting ideas and other approaches

In business school, I was sitting in one class when I noticed that all my classmates were doing the same thing — everyone was coming up with reasons why something should should not be done.

As I’ve spent more time working, I’ve realized this is a common phenomenon. The more you learn, the easier it becomes to come up with reasons to support the current state of affairs — likely driven by the status quo bias — an emotional state that favors not changing things. Even the best consultants will experience this emotion, but they are good at identifying it and pushing forward.

Key point : Creating an effective and persuasive consulting like presentation requires a comfort with uncertainty combined with a slightly delusional belief that you can figure anything out.

Step #3: Define the problem and make sure you are not solving a symptom

Before doing the work, time should be spent on defining the actual problem. Too often, people are solutions focused when they think about fixing something. Let’s say a company is struggling with profitability. Someone might define the problem as “we do not have enough growth.” This is jumping ahead to solutions — the goal may be to drive more growth, but this is not the actual issue. It is a symptom of a deeper problem.

Consider the following information:

Costs have remained relatively constant and are actually below industry average so revenue must be the issue
Revenue has been increasing, but at a slowing rate
This company sells widgets and have had no slowdown on the number of units it has sold over the last five years
However, the price per widget is actually below where it was five years ago
There have been new entrants in the market in the last three years that have been backed by Venture Capital money and are aggressively pricing their products below costs

In a real-life project there will definitely be much more information and a team may take a full week coming up with a problem statement . Given the information above, we may come up with the following problem statement:

Problem Statement : The company is struggling to increase profitability due to decreasing prices driven by new entrants in the market. The company does not have a clear strategy to respond to the price pressure from competitors and lacks an overall product strategy to compete in this market.

Step 4: Dive in, make hypotheses and try to figure out how to “solve” the problem

Now the fun starts!

There are generally two approaches to thinking about information in a structured way and going back and forth between the two modes is what the consulting process is founded on.

First is top-down . This is what you should start with, especially for a newer “consultant.” This involves taking the problem statement and structuring an approach. This means developing multiple hypotheses — key questions you can either prove or disprove.

Given our problem statement, you may develop the following three hypotheses:

Company X has room to improve its pricing strategy to increase profitability
Company X can explore new market opportunities unlocked by new entrants
Company X can explore new business models or operating models due to advances in technology

As you can see, these three statements identify different areas you can research and either prove or disprove. In a consulting team, you may have a “workstream leader” for each statement.

Once you establish the structure you you may shift to the second type of analysis: a bottom-up approach . This involves doing deep research around your problem statement, testing your hypotheses, running different analysis and continuing to ask more questions. As you do the analysis, you will begin to see different patterns that may unlock new questions, change your thinking or even confirm your existing hypotheses. You may need to tweak your hypotheses and structure as you learn new information.

A project vacillates many times between these two approaches. Here is a hypothetical timeline of a project:

Step 5: Make a slides like a consultant

The next step is taking the structure and research and turning it into a slide. When people see slides from McKinsey and BCG, they see something that is compelling and unique, but don’t really understand all the work that goes into those slides. Both companies have a healthy obsession (maybe not to some people!) with how things look, how things are structured and how they are presented.

They also don’t understand how much work is spent on telling a compelling “story.” The biggest mistake people make in the business world is mistaking showing a lot of information versus telling a compelling story. This is an easy mistake to make — especially if you are the one that did hours of analysis. It may seem important, but when it comes down to making a slide and a presentation, you end up deleting more information rather than adding. You really need to remember the following:

Data matters, but stories change hearts and minds

Here are four quick ways to improve your presentations:

Tip #1 — Format, format, format

Both McKinsey and BCG had style templates that were obsessively followed. Some key rules I like to follow:

Make sure all text within your slide body is the same font size (harder than you would think)
Do not go outside of the margins into the white space on the side
All titles throughout the presentation should be 2 lines or less and stay the same font size
Each slide should typically only make one strong point

Tip #2 — Titles are the takeaway

The title of the slide should be the key insight or takeaway and the slide area should prove the point. The below slide is an oversimplification of this:

Even in consulting, I found that people struggled with simplifying a message to one key theme per slide. If something is going to be presented live, the simpler the better. In reality, you are often giving someone presentations that they will read in depth and more information may make sense.

To go deeper, check out these 20 presentation and powerpoint tips .

Tip #3 — Have “MECE” Ideas for max persuasion

“MECE” means mutually exclusive, collectively exhaustive — meaning all points listed cover the entire range of ideas while also being unique and differentiated from each other.

An extreme example would be this:

Slide title: There are seven continents
Slide content: The seven continents are North America, South America, Europe, Africa Asia, Antarctica, Australia

The list of continents provides seven distinct points that when taken together are mutually exclusive and collectively exhaustive . The MECE principle is not perfect — it is more of an ideal to push your logic in the right direction. Use it to continually improve and refine your story.

Applying this to a profitability problem at the highest level would look like this:

Goal: Increase profitability

2nd level: We can increase revenue or decrease costs

3rd level: We can increase revenue by selling more or increasing prices

Each level is MECE. It is almost impossible to argue against any of this (unless you are willing to commit accounting fraud!).

Tip #4 — Leveraging the Pyramid Principle

The pyramid principle is an approach popularized by Barbara Minto and essential to the structured problem solving approach I learned at McKinsey. Learning this approach has changed the way I look at any presentation since.

Here is a rough outline of how you can think about the pyramid principle as a way to structure a presentation:

As you build a presentation, you may have three sections for each hypothesis. As you think about the overall story, the three hypothesis (and the supporting evidence) will build on each other as a “story” to answer the defined problem. There are two ways to think about doing this — using inductive or deductive reasoning:

deductive versus inductive reasoning in powerpoint arguments

If we go back to our profitability example from above, you would say that increasing profitability was the core issue we developed. Lets assume that through research we found that our three hypotheses were true. Given this, you may start to build a high level presentation around the following three points:

example of hypotheses confirmed as part of consulting problem solving

These three ideas not only are distinct but they also build on each other. Combined, they tell a story of what the company should do and how they should react. Each of these three “points” may be a separate section in the presentation followed by several pages of detailed analysis. There may also be a shorter executive summary version of 5–10 pages that gives the high level story without as much data and analysis.

Step 6: The only way to improve is to get feedback and continue to practice

Ultimately, this process is not something you will master overnight. I’ve been consulting, either working for a firm or on my own for more than 10 years and am still looking for ways to make better presentations, become more persuasive and get feedback on individual slides.

The process never ends.

The best way to improve fast is to be working on a great team . Look for people around you that do this well and ask them for feedback. The more feedback, the more iterations and more presentations you make, the better you will become. Good luck!

If you enjoyed this post, you’ll get a kick out of all the free lessons I’ve shared that go a bit deeper. Check them out here .

Do you have a toolkit for business problem solving? I created Think Like a Strategy Consultant as an online course to make the tools of strategy consultants accessible to driven professionals, executives, and consultants. This course teaches you how to synthesize information into compelling insights, structure your information in ways that help you solve problems, and develop presentations that resonate at the C-Level. Click here to learn more or if you are interested in getting started now, enroll in the self-paced version ($497) or hands-on coaching version ($997). Both versions include lifetime access and all future updates.

The Complete Guide to Structured Problem Solving

When you are looking to thoroughly solve a pesky problem, structured problem solving is the way to go. Structured problem solving allows you to explore the problem, get to the heart of the issue, and develop a creative solution that finally solves the issue.

To illustrate this example, Takashi Amano was a nature photographer and avid aquarist. He started developing art in the form of fish tanks – which he called nature aquariums. The problem was algae would grow in his tanks and ruin his art. Not deterred, Mr. Amano found a shrimp distributor who bred, small, and clear micro-shrimp which were various algae eaters. Mr. Amano ordered thousands of them and promoted them in the hobby – to the point where the shrimp are now called Amano Shrimp.

He got creative. Knowing he needed a lasting solution to his algae problem, a clear shrimp that would eat the algae and not detract from his art was perfect.

The Basic idea of Structured Problem Solving

Professionals who solve complex problems for a living all start from the same place. They need to understand the actual problem they are solving. They ask themselves questions to get to the heart of the problem.

Usually promoting thinking with questions like what is the real problem, how can we gather data about the root problem, brainstorm solutions, test a solution and monitor it?

Why Structured Problem-Solving Works

Often, we are eager to jump into solving the first apparent problem with a variety of solutions. Why structured problem-solving works is because it forces us to slow down. By slowing down, we understand the problem first, without leaping into “fix-it” mode with preconceived notions of how the problem should be solved.

Studies have also found that having explicit techniques (methods for problem-solving) in the structured problem-solving workflow not only improves the problem-solving process but also increases the knowledge base all individuals can pull from. Basically, using structured problem solving allows better solutions to be developed while ensuring everyone participates in sharing their own unique knowledge.

The two ideas translate into the problem-solving principles of:

Seek to understand before we seek to solve
Search early, search often

By understanding the problem inside and out, the individual, or team can make more informed decisions and generate appropriate solutions.

There are a variety of techniques to work through the process. Below are some sample ways to do structured problem solving before getting into the walk-through further down in the article.

Multiple Ways of Structured Problem Solving

There are many techniques to perform structured problem solving, or at least get more in-depth in certain aspects of the process. Some of my favorite ones include

Pre-mortem analysis: Instead of working through a project and assessing what went wrong at the end, run through a simulation of the project to see where the project could fail before you even start. Where and why did it fail? Then brainstorm solutions to avoid those issues without creating new ones.

The Hat Technique: There are 6 colored hats, all with different roles. Whether alone or in a group, assign some time or a specific person to that role. Having a person designated to each role means that all ideas are validated through six different lenses. Plus, everyone has a designated role which helps keep people engaged, and limits feelings getting hurt since everyone is simply doing their assigned role.

PDCA Cycle: An easy way to remember the process is the PDCA cycle. Which stands for Plan-Do-Check-Act. PDCA is a high-level way to remember how the structured problem-solving process works.

You can also use the PDCA Model to manage your personal development too !

Get the Creative Juices Flowing

I like to start all my structured problem-solving sessions with some fun at the beginning of the session to get everyone’s creative juices flowing. By taking the 5 minutes to have a little fun, it is surprising how much more creative and engaged people are with the structured problem-solving process!

Problem-solving can be a stressful process, and it can even be high-stakes with the future of the group’s work hanging in the balance. However, laughing together helps relieve stress, makes people more creative, and improves social bonding.

The New Idea: One creative thinking exercise to start your session in a fun way, the goal is to split into two groups. Each group generates two dissimilar words. Then they swap words. For instance, “bug” & “sky-diving” and “winter” and “bikinis” for the other. Then the groups must devise the best ideas for those two words. For the bugs, you could make parachute designs that are themed after a different butterfly, and for the other, you could make a winter work-out with the goal have bikini-ready bodies by the summer. Silly ideas but shows there is a solution to even the weirdest problems.

Horrible idea challenge: Think of your problem. Then have everyone compete to come up with the worst idea. The practical part is that it helps to see what not to do – plus, part of the fun is seeing how creative people can be!

Beyond the two creative ideas, there are also 13 mental models which make work easier overall as well.

The Structured Problem Solving Process

1. define the problem statement.

The first step is defining what the real problem is. Below are some prompts to get the right decision-makers and problem-solvers sent in the right direction to tackle the challenge.

Is the problem many problems?
What requirements must a solution meet?
Which problem solvers should we engage?
What information and language should the problem statement include?
Tip: To engage the largest number of solvers from the widest variety of fields, a problem statement must meet the twin goals of being extremely specific but not necessarily technical.
What do solvers need to submit?
What incentive do solvers need?
How will solutions be evaluated, and success measured?

Problem statements are a statement of a current issue or problem. For example , Problem: Voter turnout in the southwest region of Florida has been significantly decreasing over the past decade, while other areas of the state continue to see increasing numbers of voters at the polls.

Writing one or two sentences takes the whole issue and makes it very clear what the issue is.

2. Root Cause Analysis

After getting the foundation set, an understanding of the root problem is critical. If you want to go through all the effort of structured problem solving, you might as well get to the real problem in the end.

Think of weeds in a garden. A potential solution is to mow over the weeds and they are gone. However, every few days the weeds keep coming back. That is because the root is the root issue in this scenario. You need to get the whole root system of the weed out to stop those pesky weeds in your garden.

Below are three techniques to help with Root-Cause Analysis

5 whys: When a problem occurs, drill down to its root cause by asking “Why?” five or more times. Then, when a counter-measure becomes apparent, you follow it through to prevent the issues from recurring.

Fishbone diagram: (Also called Ishikawa diagram named after Kaoru Ishikawa) is a cause-and-effect diagram that helps managers track down the reasons for imperfections, variations, defects, or failures.

Cause mapping: a cause map provides a visual explanation of why an incident occurred. It connects individual cause-and-effect relationships to reveal the system of cause within an issue.

3. Gather Data

After analyzing the problem and getting to the root cause – you need to gather information to understand why the problem and situation are happening. Doing the research and understanding how the different forces are interacting lets you understand why the problem is happening and how the overall solution is occurring.

Below are three different methods for gathering data to understand the context and interplaying forces in the current problem.

Gemba walk: The purpose is to allow managers and leaders to observe actual work process, engage with employees, gain knowledge about the work process, and explore opportunities for continuous improvement

Process mapping: A process map is a planning and management tool that visually describes the flow of work. Allowing you to see hiccups, bottlenecks, or high-failure points in the process.

Focus groups : Asking open-ended questions to a group of individuals ranging from 6-10 people. Letting you get different perspectives on the same issue.

4. Develop Potential Solutions

The next part is the fun part. You take all the research you’ve gathered in the first three aspects and put them together to come up with a solution to solve the problem. The common way is do Brainstorming.

Harvard Business Review sites that traditional brainstorming, in groups trying to answer the question, isn’t as effective as individuals coming up with ideas on their own first. Working in a big group doesn’t work for many reasons. Working in groups encourages social loafing (coasting on other’s ideas), some members experience social anxiety (introverted members feeling self-conscious of throwing in ideas), and it focuses too much on the solutions over the problem.

The better way to brainstorm is to have everyone work on the main problems and their solutions alone, and then reconvene after twenty minutes. Then everyone shares their top one or two ideas and what features of the problem it tackles.

This method gives everyone time to think about their solutions, present their ideas, and lets all the voices be heard. Plus, all the ideas can then smashed together to come up with a solution based on everyone’s input.

Remember, the solution has to solve the core of the issue and get to the root cause. Plus, it must be feasible in terms of the money, time, and manpower allocated to the project. Use the constraints as a guide to direct the project!

5. Implement a Solution

After running through the potential solutions – pick one and trial run it. Think of the minimum viable product to get to the root cause. You won’t know if you are alleviating the problem until a potential solution is out in the field.

For example , Airbnb founders, Brian Chesky and Joe Gebbia could not afford the rent for their apartment (the problem). They decided to put an air mattress in their living room and turn it into a bed and breakfast (MVP solution). The goal was to make a few bucks, but instead, they discovered the idea the connect Bed and Breakfasts to people looking for renters. They started advertising on Craiglist, then their website, and the story continues.

The point of the story is to illustrate that small tests can be done to see if you are solving the main issue! Their issue was not that someone needed to stay in their apartment for them to make rent – the issue was there was no service that easily let Bed and Breakfasts work with potential clients.

6. Monitor for Success

Once a solution is implemented, that is not the end. You must make sure the solution works. Keeping in mind the below questions

Who is responsible for the solution?
What are the risks of implementing the solution?

Some ways to monitor for success are:

Failure mode and effect analysis: A step-by-step approach for identifying all possible failures in a design, a manufacturing process, product, or service.

Impact analysis: A detailed study of business activities, dependencies, and infrastructure. It reveals how critical products and services are delivered and examines the potential impact of a disruptive (or additive solution) event over time

Kaizen : The Japanese term for “continuous improvement”. It is a business philosophy regarding the process that continuously improves operations and involves all employees.

Illustrated Example

A often find it helpful to see someone do the process as well. Here is a great video of IDEO re-working the shopping cart.

Key Take-Aways

What sets apart okay problem solvers from great problem solvers is the ability to think in repeatable, useful frameworks.

Structured Problem Solving is a general concept used to solve challenging problems, and there are hundreds of different methods that fall underneath it.

Action Item

Think of a tough challenge you are facing at work or in your personal life. Test run your problem through the structured problem-solving process with a few of the above techniques, and see what solution you can generate to get to the root of the issue!

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Six Steps to Structured Problem Solving

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What happens when a big problem pops up? For most of us, our first reaction is, “Quick! Let’s fix it and make this problem go away.” However, if we rush to fix the problem too quickly, we may end up implementing a “solution” or “quick fix” that doesn’t solve anything because we didn’t take the time to truly identify and understand the root cause of the problem itself.

One way we can keep ourselves from falling into this trap is by having a formal structured problem-solving (SPS) process in place. Then, when problems do occur, we know exactly what steps to take to help ensure that our solution really will “make it go away.” While there are different variations to an SPS ( 8D , 5Why , DMAIC , etc.), they all follow the same basic steps.

1. Define the Problem

It is important to write a problem statement that is easily understood and is stated purely in terms of measurable or observable symptoms. At this point, there should be no mention of suspected causes or possible solutions. We just need to know what the problem is. A good problem statement might look something like this: “High (greater than 8 ppb) trace metals in one of our hardmask products are causing unacceptably high defect counts with our most important customer. We will lose this business if we cannot correct the problem by the end of the year.”

2. Describe the Current Situation

We do this by examining data that is readily available. In our hardmask example, we would collect batch data to identify the specific batches with the elevated defects and then study this data to see what they have in common. Were they all made in a particular manufacturing location or on the same equipment set? Did they all use the same lots of the raw materials? By identifying where the problem is occurring, and where it is not occurring, we begin to zero in on what is causing our problem.

3. Identify Possible Causes

To identify possible causes, we should gather the team and brainstorm all potential causes that come to mind. Once we’ve exhausted all possibilities, we can then start systematically ruling items out. This is the most time-consuming, but one of the most vital steps in the process as we take each potential cause and work to rule it out. We must keep working until we have eliminated everything but the root cause.

4. Verify Root Cause

When we think that we have identified the true root cause, we need verify that it is the root cause by testing out our theory. For our hardmask example, let’s say that we believe that the root cause is due to a bad batch of one of the raw materials. We can test our theory by making a new batch with everything the same except for a new batch of the suspect ingredient. If the defect levels are back to normal, that’s a good indication that we have confirmed our root cause.

5. Implement Solution

After we’ve identified the root cause, we implement a solution to remedy the issue, standardizing our solution and making the change permanent. This could mean updating specifications, writing new training materials, updating training packages or updating the FMEA. In the case of our hardmask example, we would need to create specifications and appropriate testing methods that will alert us that a batch of raw material is bad before we use it.

6. Monitor for Success

After the solution has been implemented, test data can then be created to find which solutions offer the best improvements. In the case of our hardmask example, we would run test batches to make sure that we have the correct solution in place. Measurements should also be taken on a scheduled basis to continue to confirm that the solution is still valid, making updates if and when needed.

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About Author

Karen Brown, Director of Organizational Development & Relationships, has been employed with Brewer Science for over a decade. Her background in employee development and training has made her an expert for the Brewer Science team in crafting successful, problem-solving employees

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A Structured Approach to Problem Solving

December 22, 2015 by Connie Siu - CDC Leave a Comment

There are many ways to tackle a problem. There are the good as well as the mediocre approaches. Complex problems call for a structured approach. There are many reasons why a structured approach delivers better results:

A systematic review of issues provides consistency in sorting out causes
The planned assessment engages people who need to be involved
A disciplined approach ensures that essential guidelines and rules are followed
The steps offer a way to replicate success for similar problems in other areas

There are five components to the framework for structured problem solving.

Understand the problem. This is the most important step in assessing the extent of the problem. By identifying the symptoms, root causes, impacts, and significance, you paint a picture on relevance and why the company should care. Without the understanding, it is difficult to assess how much effort the company should devote to solve the problem.
Determine the solution requirements. The requirements establish the criteria for the solution. Subject to the availability of resources, the depth of a solution varies the level of automation and how eloquent it performs the task. The segregation of the must-haves and nice-to-haves provide choices when determining where to invest the capital.
Articulate options. The options must satisfy the core requirements and address the most significant concerns. Keep an open mind in developing the options. Consult the customers, partners, and subject matter experts for an objective and impartial view on how things could be done better.
Evaluate options. In order to do a proper evaluation of the options, there needs to be a well-defined list of assessment criteria. This list comprises all the factors that would be considered in comparing the options. These factors include capital investment, effort, return on investment, timeliness, and others that tie to the solution requirements. Often, weights are assigned to reach the relative importance.
Select a solution. The final choice of a solution is made when the proper evaluation is complete. It is important to note that both the quantitative and the qualitative analyses need to be considered. Regulatory requirements that must be met would take priority. The decision maker needs to consider all the pertinent information and select a solution best suited for the problem.

A structured problem-solving approach places the focus on facts, issues, and solutions. This minimizes the tendency to play politics and coercion for support. It also promotes consistency when comparing alternatives in across the company.

Problem-Solving

Explore the process that’s foundational to assuring every individual becomes engaged by arming them with methods they can use to overcome obstacles and improve their work process.

Overcoming obstacles to achieve or elevate a standard

In a lean management system, everyone is engaged in ongoing problem-solving that is guided by two characteristics:

Everything described or claimed should be based on verifiable facts, not assumptions and interpretations. 
Problem-solving is never-ending; that is, it begins rather than ends when an improvement plan is implemented. The implementation process is a learning opportunity to discover how to make progress toward the target condition.

Lean thinkers & practitioners understand that the problem-solving process is impeded if you make the common mistake of mechanically reaching for a familiar or favorite problem-solving methodology or, worse, jump quickly to a solution. 

Leaders and teams avoid this trap by recognizing that most business problems fall into four categories, each requiring different thought processes, improvement methods, and management cadences.

The Four Types of Problems

Type 1: Troubleshooting: reactive problem-solving that hinges upon rapidly returning abnormal conditions to known standards. It provides some immediate relief but does not address the root cause.

Type 2: Gap from Standard: structured problem-solving that focuses on defining the problem, setting goals, analyzing the root cause, and establishing countermeasures, checks, standards, and follow-up activities. The aim is to prevent the problem from recurring by eliminating its underlying causes.

Type 3: Target Condition: continuous improvement ( kaizen ) that goes beyond existing standards of performance. It may utilize existing methods in new, creative ways to deliver superior value or performance toward a new target state of improvement.

Type 4: Open-ended: innovative problem-solving based on creativity, synthesis, and recognition of opportunity. It establishes new norms that often entail unexpected products, processes, systems, or value for the customer well beyond current levels. 

By helping everyone in the organization to understand the importance of taking ownership of seeing and solving all types of problems, lean thinking & practice:

Engenders a sense of empowerment and autonomy in all workers, which in turn promotes engagement in and ownership of the work process
Enables organizations to overcome obstacles at their source, so they do not become more significant problems upstream

Ultimately, building a problem-solving culture creates a competitive advantage that is difficult for competitors to match.

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What Is Problem-Solving Therapy?

Arlin Cuncic, MA, is the author of The Anxiety Workbook and founder of the website About Social Anxiety. She has a Master's degree in clinical psychology.

Daniel B. Block, MD, is an award-winning, board-certified psychiatrist who operates a private practice in Pennsylvania.

Verywell / Madelyn Goodnight

Problem-Solving Therapy Techniques

How effective is problem-solving therapy, things to consider, how to get started.

Problem-solving therapy is a brief intervention that provides people with the tools they need to identify and solve problems that arise from big and small life stressors. It aims to improve your overall quality of life and reduce the negative impact of psychological and physical illness.

Problem-solving therapy can be used to treat depression , among other conditions. It can be administered by a doctor or mental health professional and may be combined with other treatment approaches.

At a Glance

Problem-solving therapy is a short-term treatment used to help people who are experiencing depression, stress, PTSD, self-harm, suicidal ideation, and other mental health problems develop the tools they need to deal with challenges. This approach teaches people to identify problems, generate solutions, and implement those solutions. Let's take a closer look at how problem-solving therapy can help people be more resilient and adaptive in the face of stress.

Problem-solving therapy is based on a model that takes into account the importance of real-life problem-solving. In other words, the key to managing the impact of stressful life events is to know how to address issues as they arise. Problem-solving therapy is very practical in its approach and is only concerned with the present, rather than delving into your past.

This form of therapy can take place one-on-one or in a group format and may be offered in person or online via telehealth . Sessions can be anywhere from 30 minutes to two hours long.

Key Components

There are two major components that make up the problem-solving therapy framework:

Applying a positive problem-solving orientation to your life
Using problem-solving skills

A positive problem-solving orientation means viewing things in an optimistic light, embracing self-efficacy , and accepting the idea that problems are a normal part of life. Problem-solving skills are behaviors that you can rely on to help you navigate conflict, even during times of stress. This includes skills like:

Knowing how to identify a problem
Defining the problem in a helpful way
Trying to understand the problem more deeply
Setting goals related to the problem
Generating alternative, creative solutions to the problem
Choosing the best course of action
Implementing the choice you have made
Evaluating the outcome to determine next steps

Problem-solving therapy is all about training you to become adaptive in your life so that you will start to see problems as challenges to be solved instead of insurmountable obstacles. It also means that you will recognize the action that is required to engage in effective problem-solving techniques.

Planful Problem-Solving

One problem-solving technique, called planful problem-solving, involves following a series of steps to fix issues in a healthy, constructive way:

Problem definition and formulation : This step involves identifying the real-life problem that needs to be solved and formulating it in a way that allows you to generate potential solutions.
Generation of alternative solutions : This stage involves coming up with various potential solutions to the problem at hand. The goal in this step is to brainstorm options to creatively address the life stressor in ways that you may not have previously considered.
Decision-making strategies : This stage involves discussing different strategies for making decisions as well as identifying obstacles that may get in the way of solving the problem at hand.
Solution implementation and verification : This stage involves implementing a chosen solution and then verifying whether it was effective in addressing the problem.

Other Techniques

Other techniques your therapist may go over include:

Problem-solving multitasking , which helps you learn to think clearly and solve problems effectively even during times of stress
Stop, slow down, think, and act (SSTA) , which is meant to encourage you to become more emotionally mindful when faced with conflict
Healthy thinking and imagery , which teaches you how to embrace more positive self-talk while problem-solving

What Problem-Solving Therapy Can Help With

Problem-solving therapy addresses life stress issues and focuses on helping you find solutions to concrete issues. This approach can be applied to problems associated with various psychological and physiological symptoms.

Mental Health Issues

Problem-solving therapy may help address mental health issues, like:

Chronic stress due to accumulating minor issues
Complications associated with traumatic brain injury (TBI)
Emotional distress
Post-traumatic stress disorder (PTSD)
Problems associated with a chronic disease like cancer, heart disease, or diabetes
Self-harm and feelings of hopelessness
Substance use
Suicidal ideation

Specific Life Challenges

This form of therapy is also helpful for dealing with specific life problems, such as:

Death of a loved one
Dissatisfaction at work
Everyday life stressors
Family problems
Financial difficulties
Relationship conflicts

Your doctor or mental healthcare professional will be able to advise whether problem-solving therapy could be helpful for your particular issue. In general, if you are struggling with specific, concrete problems that you are having trouble finding solutions for, problem-solving therapy could be helpful for you.

Benefits of Problem-Solving Therapy

The skills learned in problem-solving therapy can be helpful for managing all areas of your life. These can include:

Being able to identify which stressors trigger your negative emotions (e.g., sadness, anger)
Confidence that you can handle problems that you face
Having a systematic approach on how to deal with life's problems
Having a toolbox of strategies to solve the issues you face
Increased confidence to find creative solutions
Knowing how to identify which barriers will impede your progress
Knowing how to manage emotions when they arise
Reduced avoidance and increased action-taking
The ability to accept life problems that can't be solved
The ability to make effective decisions
The development of patience (realizing that not all problems have a "quick fix")

Problem-solving therapy can help people feel more empowered to deal with the problems they face in their lives. Rather than feeling overwhelmed when stressors begin to take a toll, this therapy introduces new coping skills that can boost self-efficacy and resilience .

Other Types of Therapy

Other similar types of therapy include cognitive-behavioral therapy (CBT) and solution-focused brief therapy (SFBT) . While these therapies work to change thinking and behaviors, they work a bit differently. Both CBT and SFBT are less structured than problem-solving therapy and may focus on broader issues. CBT focuses on identifying and changing maladaptive thoughts, and SFBT works to help people look for solutions and build self-efficacy based on strengths.

This form of therapy was initially developed to help people combat stress through effective problem-solving, and it was later adapted to address clinical depression specifically. Today, much of the research on problem-solving therapy deals with its effectiveness in treating depression.

Problem-solving therapy has been shown to help depression in:

Older adults
People coping with serious illnesses like cancer

Problem-solving therapy also appears to be effective as a brief treatment for depression, offering benefits in as little as six to eight sessions with a therapist or another healthcare professional. This may make it a good option for someone unable to commit to a lengthier treatment for depression.

Problem-solving therapy is not a good fit for everyone. It may not be effective at addressing issues that don't have clear solutions, like seeking meaning or purpose in life. Problem-solving therapy is also intended to treat specific problems, not general habits or thought patterns .

In general, it's also important to remember that problem-solving therapy is not a primary treatment for mental disorders. If you are living with the symptoms of a serious mental illness such as bipolar disorder or schizophrenia , you may need additional treatment with evidence-based approaches for your particular concern.

Problem-solving therapy is best aimed at someone who has a mental or physical issue that is being treated separately, but who also has life issues that go along with that problem that has yet to be addressed.

For example, it could help if you can't clean your house or pay your bills because of your depression, or if a cancer diagnosis is interfering with your quality of life.

Your doctor may be able to recommend therapists in your area who utilize this approach, or they may offer it themselves as part of their practice. You can also search for a problem-solving therapist with help from the American Psychological Association’s (APA) Society of Clinical Psychology .

If receiving problem-solving therapy from a doctor or mental healthcare professional is not an option for you, you could also consider implementing it as a self-help strategy using a workbook designed to help you learn problem-solving skills on your own.

During your first session, your therapist may spend some time explaining their process and approach. They may ask you to identify the problem you’re currently facing, and they’ll likely discuss your goals for therapy .

Keep In Mind

Problem-solving therapy may be a short-term intervention that's focused on solving a specific issue in your life. If you need further help with something more pervasive, it can also become a longer-term treatment option.

Get Help Now

We've tried, tested, and written unbiased reviews of the best online therapy programs including Talkspace, BetterHelp, and ReGain. Find out which option is the best for you.

Shang P, Cao X, You S, Feng X, Li N, Jia Y. Problem-solving therapy for major depressive disorders in older adults: an updated systematic review and meta-analysis of randomized controlled trials . Aging Clin Exp Res . 2021;33(6):1465-1475. doi:10.1007/s40520-020-01672-3

Cuijpers P, Wit L de, Kleiboer A, Karyotaki E, Ebert DD. Problem-solving therapy for adult depression: An updated meta-analysis . Eur Psychiatry . 2018;48(1):27-37. doi:10.1016/j.eurpsy.2017.11.006

Nezu AM, Nezu CM, D'Zurilla TJ. Problem-Solving Therapy: A Treatment Manual . New York; 2013. doi:10.1891/9780826109415.0001

Owens D, Wright-Hughes A, Graham L, et al. Problem-solving therapy rather than treatment as usual for adults after self-harm: a pragmatic, feasibility, randomised controlled trial (the MIDSHIPS trial) . Pilot Feasibility Stud . 2020;6:119. doi:10.1186/s40814-020-00668-0

Sorsdahl K, Stein DJ, Corrigall J, et al. The efficacy of a blended motivational interviewing and problem solving therapy intervention to reduce substance use among patients presenting for emergency services in South Africa: A randomized controlled trial . Subst Abuse Treat Prev Policy . 2015;10(1):46. doi:doi.org/10.1186/s13011-015-0042-1

Margolis SA, Osborne P, Gonzalez JS. Problem solving . In: Gellman MD, ed. Encyclopedia of Behavioral Medicine . Springer International Publishing; 2020:1745-1747. doi:10.1007/978-3-030-39903-0_208

Kirkham JG, Choi N, Seitz DP. Meta-analysis of problem solving therapy for the treatment of major depressive disorder in older adults . Int J Geriatr Psychiatry . 2016;31(5):526-535. doi:10.1002/gps.4358

Garand L, Rinaldo DE, Alberth MM, et al. Effects of problem solving therapy on mental health outcomes in family caregivers of persons with a new diagnosis of mild cognitive impairment or early dementia: A randomized controlled trial . Am J Geriatr Psychiatry . 2014;22(8):771-781. doi:10.1016/j.jagp.2013.07.007

Noyes K, Zapf AL, Depner RM, et al. Problem-solving skills training in adult cancer survivors: Bright IDEAS-AC pilot study . Cancer Treat Res Commun . 2022;31:100552. doi:10.1016/j.ctarc.2022.100552

Albert SM, King J, Anderson S, et al. Depression agency-based collaborative: effect of problem-solving therapy on risk of common mental disorders in older adults with home care needs . The American Journal of Geriatric Psychiatry . 2019;27(6):619-624. doi:10.1016/j.jagp.2019.01.002

By Arlin Cuncic, MA Arlin Cuncic, MA, is the author of The Anxiety Workbook and founder of the website About Social Anxiety. She has a Master's degree in clinical psychology.

Structured Problem-Solving

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Description

Structured Problem-Solving gives students a process for solving a complex, content-based problem within a specific time limit. All students must agree to a solution and be able to explain the answer and strategy used to solve the problem. The activity will help identify where students need to develop and/or improve their problem-solving skills.

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Use it when you want...

To break a problem-solving process into specific steps,
To have students identify, analyze, and solve problems in an organized manner,
To give students a structured format — preventing them from being overwhelmed by the magnitude of a problem or from engaging in irrelevant steps by providing manageable steps.

What students will need

There are no special requirements for this approach.

The following workflow is meant to guide you on how you can facilitate a Structured Problem-Solving learning activity within a classroom.

Create a problem that is complex enough to require students to use sophisticated problem-solving skills. Use research and current questions in the field as a resource.
Choose an identification and solving procedure appropriate to the selected problem type.
Solve the problem using the identified problem-solving procedure to uncover any difficulties or errors.
Create a handout that includes both the problem and the problem-solving steps.
Determine how groups will be formed.
Organize students into teams and assign them a complex problem to solve.
Ask students to use the specific steps you have identified as a problem-solving technique: (a) identify the problem; (b) generate possible solutions; (c) evaluate and test the various solutions; (d) decide on a mutually acceptable solution; (e) implement a plan, and (f) evaluate the results.
Teams report the steps they took and the solutions they developed.
Review reports.
Provide feedback/grades to group participants.
Discuss the results of the activity at the next class meeting.

Accessibility and Room Considerations

Technical documentation.

An Environmental Sciences professor wanted to use Structured Problem-Solving to consider the issue of air quality and air pollution. He divided students into teams and asked them to evaluate the air quality directly near the college. He asked them to consider, " What do you know? " and " Where can you go to find out? ". He then asked them to assess the air quality (recommending the environmental pollution scorecard) and to identify major and minor local and regional polluters. He also asked students to develop a presentation for community stakeholders that explained the problem and recommended specific actions (Barkley 245).

In General Chemistry , the professor developed a series of online modules to introduce concepts for the week. As an introductory course, she knew that few students would see how chemistry could be helpful in their everyday lives. She decided to use a Structured Problem-Solving activity in class to help them recognize where and how they interact with chemistry. She broke students into groups and asked them, " Select the best antacid from the list on the screen ." To help them get started, she gave them a problem-solving strategy in which they would respond to various questions that would help them identify the effectiveness of the antacid. The questions guided them to review the list of active ingredients. The questions also guided them to apply information on acids and bases found in the online modules. From the answers to these questions, groups designed an experiment to test the antacid. Each group presented their ideas to the class, the procedure they would follow, and the data they would collect. At the next class session, the professor had the materials to conduct their experiment to solve the problem and identify the best antacid available over the counter (Barkley 245-246).

Citation/Source

Barkley, Elizabeth F. et al. Collaborative Learning Techniques: A Handbook For College Faculty . Wiley, 2014. pp. 244-248.

Structured Problem-Solving (ALC)

Technique 6.1: Structured Problem Solving

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As we have mentioned, the Evolve Loop defines and encompasses the Solve Loop. The structured problem solving process puts some context around the practices of the Solve Loop. The Solve Loop is not intended to be a linear or sequential model. The practices operate as independent entities, and they are used as needed in responding to requests. The structured problem solving process provides direction on how to use the Solve Loop practices in an effective way.

In some respects, problem solving is an art. However, we have found that a little bit of structure in the problem solving process can help improve the outcome. The structure of the KCS article also helps reinforce an effective approach to problem solving.

Consider a crime scene: the first thing the police do when a crime is reported is to preserve and record the situation. The first officers to arrive on the scene are trained to secure the area; they mark the location of the evidence and bodies and take pictures. When the detective shows up to solve the crime, they first seek to understand the situation, then begin to ask clarifying questions, and then eventually go off to do research.

The structured problem solving process involves application of the four practices in the Solve Loop. It helps the responders collect, organize, and analyze the information used in solving the issue. Note that there are different skills used in different steps in the problem solving process, and, as a result, different responders or collaborators may be involved in each step.

Having explicit techniques in the workflow not only improves the problem solving process, but also creates a KCS article as a by-product of the problem solving process. The structured problem solving process in KCS includes two simple, yet powerful, concepts:

Seek to understand before we seek to solve (a Core Concept)
Search early, search often (a Solve Loop technique)

First, we seek to understand the situation in the requestor's context, and we capture it to preserve it. Then we seek to understand what we collectively know about the issue (search the knowledge base). These concepts are not unique to KCS; Charles Kepner and Benjamin Tregoe outline these same problem-solving methodologies in The Rational Manager , as does Stephen R. Covey in The 7 Habits of Highly Effective People .

Searching will sometimes result in finding articles that describe similar situations. While perhaps not perfect for our situation, articles about similar issues can provide additional insight or trigger qualifying questions that we had not thought of. This complements what we know about analyzing this kind of issue. If an existing article is not found after refining our search a few times, we start the diagnostic process. We tap into our problem solving experience and use whatever tools are relevant. We continue to ask clarifying questions. As we build a richer understanding of the issue, we check the knowledge base frequently. If we do not find anything pertinent to the situation in the knowledge base, and we cannot resolve the problem, we then collaborate with others or escalate the issue for more additional research .

Managing the Conversation

We are seeing better integration of the various systems the responders use to resolve issues. However, if systems are not integrated and we have to use multiple systems and screens to handle issues, this section is relevant. In environments where we need to use multiple applications to get the job done - for example, a case or incident management system that keeps track of the events, and a separate knowledge management system that houses the KCS article - it's helpful to design the KCS workflow to manage the conversation in order to minimize the need to jump back and forth between systems.

Deal with the administrative elements at the beginning (contact initiation) and end of each contact (wrap up) - not interspersed throughout the resolution process. This approach will allow focus on the objective of problem solving.

Enabling Collaboration

Problem solving is a collaborative process. Ask any responder what they do when they realize they are working on something new or unfamiliar and they will tell you they reach out to their peers: they collaborate. All too often they do it i n spite of the traditional processes and escalation rules. What if our process and infrastructure facilitated collaboration instead of inhibited it?

Support Analysts have collaborated for years using tools like email and instant messenger or just asking others nearby: the "prairie dog" support model (over the cubicle wall). These are helpful but limited in their effectiveness. We are seeing some significant infrastructure improvements integrated into the responder user interface that facilitate collaboration.

The opportunity to improve the effectiveness of collaboration lies in our ability to know things like availability, who knows what, and who is interested in what. Effective collaboration, or what we call Intelligent Swarming, is a function of relevance. By relevance we mean that for a given issue, we want to bring together the best resources we have (people and/or content) to solve the issue. To accomplish this we have to know something about the issue and something about our resources, content, and people. Earlier versions of KCS focused on capturing the collective experience of the organization in a KCS article (content). What is emerging is the idea of people profiles that capture both the experiences and interests of the people.

Just as a search gives us access to the past experience of others through the KCS article, we could improve the relevance of collaboration by providing access to the people profiles. Where KCS helps connect people to content or knowledge for known issues, Intelligent Swarming helps connect people to people for new issues.

The Consortium members have been working for some time to bring the concept of Intelligent Swarming to operational reality. An increasing number of members have moved their organizations from an escalation-based model to a collaboration-based model. They are realizing amazing benefits. For more information, see the Intelligent Swarming initiative on the Consortium web site.

We have learned some things from skills-based routing. Most organizations that have done it report mediocre results. The issue is that if the profiles are detailed enough to be helpful in getting an issue to the right person, they are difficult to create. If they are created, the dynamics of the environment make them impossible to maintain. On the other hand, if the skills profiles are at the level of detail where they are creatable and maintainable, they are not specific enough to be very accurate in routing.

We have come to the conclusion that the people profiles must be largely programmatic or maintained by the system and tunable by the people in order to reflect interests. The experiences of a Support Analyst, or any responder, change on a week-to-week basis.

Some operational examples of enabling collaboration:

Simple version - launch instant messenger (without leaving the problem solving environment - see the prototype user interface on the next page)
Sophisticated version - finds relevant people based on the information captured in the incident or WIP article
People finder capabilities
Directed swarm - a team of people triage all incoming issues or a team of people work on any reported severity 1 issues. This takes the KCS concept of collective ownership of knowledge and applies it to incidents. A different view on incident ownership: distinguish ownership of response from ownership to solve. An individual is responsible to respond to the customer but the team owns resolution of the issue. ( See the BMC case study .)
Enabling visibility to all open incidents and filters that allow responders to see the incidents they might be able to solve or assist with. This enables an opt-in model; people choose to help.

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What Is Creative Problem-Solving & Why Is It Important?

Business team using creative problem-solving

01 Feb 2022

One of the biggest hindrances to innovation is complacency—it can be more comfortable to do what you know than venture into the unknown. Business leaders can overcome this barrier by mobilizing creative team members and providing space to innovate.

There are several tools you can use to encourage creativity in the workplace. Creative problem-solving is one of them, which facilitates the development of innovative solutions to difficult problems.

Here’s an overview of creative problem-solving and why it’s important in business.

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What Is Creative Problem-Solving?

Research is necessary when solving a problem. But there are situations where a problem’s specific cause is difficult to pinpoint. This can occur when there’s not enough time to narrow down the problem’s source or there are differing opinions about its root cause.

In such cases, you can use creative problem-solving , which allows you to explore potential solutions regardless of whether a problem has been defined.

Creative problem-solving is less structured than other innovation processes and encourages exploring open-ended solutions. It also focuses on developing new perspectives and fostering creativity in the workplace . Its benefits include:

Finding creative solutions to complex problems : User research can insufficiently illustrate a situation’s complexity. While other innovation processes rely on this information, creative problem-solving can yield solutions without it.
Adapting to change : Business is constantly changing, and business leaders need to adapt. Creative problem-solving helps overcome unforeseen challenges and find solutions to unconventional problems.
Fueling innovation and growth : In addition to solutions, creative problem-solving can spark innovative ideas that drive company growth. These ideas can lead to new product lines, services, or a modified operations structure that improves efficiency.

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Creative problem-solving is traditionally based on the following key principles :

1. Balance Divergent and Convergent Thinking

Creative problem-solving uses two primary tools to find solutions: divergence and convergence. Divergence generates ideas in response to a problem, while convergence narrows them down to a shortlist. It balances these two practices and turns ideas into concrete solutions.

2. Reframe Problems as Questions

By framing problems as questions, you shift from focusing on obstacles to solutions. This provides the freedom to brainstorm potential ideas.

3. Defer Judgment of Ideas

When brainstorming, it can be natural to reject or accept ideas right away. Yet, immediate judgments interfere with the idea generation process. Even ideas that seem implausible can turn into outstanding innovations upon further exploration and development.

4. Focus on "Yes, And" Instead of "No, But"

Using negative words like "no" discourages creative thinking. Instead, use positive language to build and maintain an environment that fosters the development of creative and innovative ideas.

Creative Problem-Solving and Design Thinking

Whereas creative problem-solving facilitates developing innovative ideas through a less structured workflow, design thinking takes a far more organized approach.

Design thinking is a human-centered, solutions-based process that fosters the ideation and development of solutions. In the online course Design Thinking and Innovation , Harvard Business School Dean Srikant Datar leverages a four-phase framework to explain design thinking.

The four stages are:

The four stages of design thinking: clarify, ideate, develop, and implement

Clarify: The clarification stage allows you to empathize with the user and identify problems. Observations and insights are informed by thorough research. Findings are then reframed as problem statements or questions.
Ideate: Ideation is the process of coming up with innovative ideas. The divergence of ideas involved with creative problem-solving is a major focus.
Develop: In the development stage, ideas evolve into experiments and tests. Ideas converge and are explored through prototyping and open critique.
Implement: Implementation involves continuing to test and experiment to refine the solution and encourage its adoption.

Creative problem-solving primarily operates in the ideate phase of design thinking but can be applied to others. This is because design thinking is an iterative process that moves between the stages as ideas are generated and pursued. This is normal and encouraged, as innovation requires exploring multiple ideas.

Creative Problem-Solving Tools

While there are many useful tools in the creative problem-solving process, here are three you should know:

Creating a Problem Story

One way to innovate is by creating a story about a problem to understand how it affects users and what solutions best fit their needs. Here are the steps you need to take to use this tool properly.

1. Identify a UDP

Create a problem story to identify the undesired phenomena (UDP). For example, consider a company that produces printers that overheat. In this case, the UDP is "our printers overheat."

2. Move Forward in Time

To move forward in time, ask: “Why is this a problem?” For example, minor damage could be one result of the machines overheating. In more extreme cases, printers may catch fire. Don't be afraid to create multiple problem stories if you think of more than one UDP.

3. Move Backward in Time

To move backward in time, ask: “What caused this UDP?” If you can't identify the root problem, think about what typically causes the UDP to occur. For the overheating printers, overuse could be a cause.

Following the three-step framework above helps illustrate a clear problem story:

The printer is overused.
The printer overheats.
The printer breaks down.

You can extend the problem story in either direction if you think of additional cause-and-effect relationships.

4. Break the Chains

By this point, you’ll have multiple UDP storylines. Take two that are similar and focus on breaking the chains connecting them. This can be accomplished through inversion or neutralization.

Inversion: Inversion changes the relationship between two UDPs so the cause is the same but the effect is the opposite. For example, if the UDP is "the more X happens, the more likely Y is to happen," inversion changes the equation to "the more X happens, the less likely Y is to happen." Using the printer example, inversion would consider: "What if the more a printer is used, the less likely it’s going to overheat?" Innovation requires an open mind. Just because a solution initially seems unlikely doesn't mean it can't be pursued further or spark additional ideas.
Neutralization: Neutralization completely eliminates the cause-and-effect relationship between X and Y. This changes the above equation to "the more or less X happens has no effect on Y." In the case of the printers, neutralization would rephrase the relationship to "the more or less a printer is used has no effect on whether it overheats."

Even if creating a problem story doesn't provide a solution, it can offer useful context to users’ problems and additional ideas to be explored. Given that divergence is one of the fundamental practices of creative problem-solving, it’s a good idea to incorporate it into each tool you use.

Brainstorming

Brainstorming is a tool that can be highly effective when guided by the iterative qualities of the design thinking process. It involves openly discussing and debating ideas and topics in a group setting. This facilitates idea generation and exploration as different team members consider the same concept from multiple perspectives.

Hosting brainstorming sessions can result in problems, such as groupthink or social loafing. To combat this, leverage a three-step brainstorming method involving divergence and convergence :

Have each group member come up with as many ideas as possible and write them down to ensure the brainstorming session is productive.
Continue the divergence of ideas by collectively sharing and exploring each idea as a group. The goal is to create a setting where new ideas are inspired by open discussion.
Begin the convergence of ideas by narrowing them down to a few explorable options. There’s no "right number of ideas." Don't be afraid to consider exploring all of them, as long as you have the resources to do so.

Alternate Worlds

The alternate worlds tool is an empathetic approach to creative problem-solving. It encourages you to consider how someone in another world would approach your situation.

For example, if you’re concerned that the printers you produce overheat and catch fire, consider how a different industry would approach the problem. How would an automotive expert solve it? How would a firefighter?

Be creative as you consider and research alternate worlds. The purpose is not to nail down a solution right away but to continue the ideation process through diverging and exploring ideas.

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Continue Developing Your Skills

Whether you’re an entrepreneur, marketer, or business leader, learning the ropes of design thinking can be an effective way to build your skills and foster creativity and innovation in any setting.

If you're ready to develop your design thinking and creative problem-solving skills, explore Design Thinking and Innovation , one of our online entrepreneurship and innovation courses. If you aren't sure which course is the right fit, download our free course flowchart to determine which best aligns with your goals.

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Structured problem solving strategies can help break down problems to
Structured problem solving strategies can be used to address almost any complex challenge in business or public policy. ... when you're prioritizing, your prioritization approach may put more emphasis on things that have low probability but huge impact—or, vice versa, may put a lot of priority on things that are very likely and, hopefully ...
The Basics of Structured Problem-Solving Methodologies: DMAIC & 8D
This methodology provides a structured five-phase framework when working on an improvement project. It focuses on improving an existing process, rather than creating a new product or process. DMAIC is best suited for a complex problem, or if the risk is high. 8D. 8D is known as the Eight Disciplines of problem-solving.
McKinsey Problem Solving: Six Steps To Think Like A ...
The McKinsey problem solving process is a series of mindset shifts and structured approaches to thinking about and solving challenging problems. It is a useful approach for anyone working in the knowledge and information economy and needs to communicate ideas to other people. ... The pyramid principle is an approach popularized by Barbara Minto ...
The Complete Guide to Structured Problem Solving
Failure mode and effect analysis: A step-by-step approach for identifying all possible failures in a design, a manufacturing process, product, or service. Impact analysis: ... Structured Problem Solving is a general concept used to solve challenging problems, and there are hundreds of different methods that fall underneath it. ...
Structured Approach to Problem Solving
By the end of this course, you will be able to: 1. Explain the different stages of a data science project 2. Discuss some of the tools and techniques used in data science. 3. Apply structured thinking to solving problems and avoid the common traps while doing so 4. Apply human-centric design in problem-solving.
DMAIC
DMAIC is the problem-solving approach that drives Lean Six Sigma. It's a five-phase method—Define, Measure, Analyze, Improve and Control—for improving existing process problems with unknown causes. DMAIC is based on the Scientific Method and it's pronounced "duh-may-ik.". Originally published on August 24th, 2017, this article was ...
Guide: DMAIC
The DMAIC methodology is a popular problem-solving framework that is used to drive process improvements and achieve measurable results. Businesses can improve efficiency, quality, and customer satisfaction by using a structured and data-driven approach to identify, analyze, and address issues.
A Structured Approach to Problem Solving
Nelson Repenning, a Faculty Director in the Business Process Design for Strategic Management online short course from the MIT Sloan School of Management, dis...
Six Steps to Structured Problem Solving
While there are different variations to an SPS ( 8D, 5Why, DMAIC, etc.), they all follow the same basic steps. 1. Define the Problem. It is important to write a problem statement that is easily understood and is stated purely in terms of measurable or observable symptoms. At this point, there should be no mention of suspected causes or possible ...
Guide: A3 Problem Solving
A3 Problem solving or A3 Structured Problem Solving as it is often referred to, is a systematic approach to identifying, analyzing, and solving complex business problems. It was originally developed by Toyota as part of its lean methodology. The A3 is a problem-solving tool that encourages a collaborative and systematic approach to problem-solving.
Structured Problem Solving Methods : eLearning Skills 2030
2. DMAIC. The DMAIC process is a data-driven structured problem-solving approach used to identify bottlenecks and improve processes. While the DMAIC process originated in the Six Sigma methodology, it can be used as a stand-alone process to solve a problem. DMAIC includes five steps: define, measure, analyze, improve, and control.
The McKinsey guide to problem solving
The McKinsey guide to problem solving. Become a better problem solver with insights and advice from leaders around the world on topics including developing a problem-solving mindset, solving problems in uncertain times, problem solving with AI, and much more.
A3 Thinking: A Structured Approach to Problem Solving
The power of the A3 approach lies in its systematic and structured approach to problem-solving. Although it appears to be a step-by-step process, A3 is built around the PDCA philosophy. It relies on the principle that it is much better to address the real root-cause rather than trying to find a solution.
PDF Structured Problem Solving
Structured Problem Solving Worksheet. Define the Problem. The more narrowly you can define it, the better. Brainstorm as many solutions as you can think of. Briefly evaluate the pros and cons of each solution. 4. Choose the best or most practical solution(s). 5. Create a detailed plan for how to carry out this solution.
PDF Structured Problem Solving
Think about and discuss the problem or goal carefully then write down exactly what you believe to be the main problem or goal. The more time spent defining a problem that is specific, and potentially solvable, the better. (The problem analysis sheet may be useful here.) Step 1: What is the Problem? Brainstorm and put down all ideas, even bad ones.
A Step-by-Step Guide to A3 Problem Solving Methodology
A3 Problem solving is a structured and systematic approach to problem-solving that originated with the lean manufacturing methodology. It visualizes the problem-solving process using a one-page document known as an A3 report. The A3 report provides an overview of the problem, data analysis, root causes, solutions, and results in a clear and ...
A Structured Approach to Problem Solving
A disciplined approach ensures that essential guidelines and rules are followed. The steps offer a way to replicate success for similar problems in other areas. There are five components to the framework for structured problem solving. Understand the problem. This is the most important step in assessing the extent of the problem.
Lean Problem Solving
The Four Types of Problems. Type 1: Troubleshooting: reactive problem-solving that hinges upon rapidly returning abnormal conditions to known standards. It provides some immediate relief but does not address the root cause. Type 2: Gap from Standard: structured problem-solving that focuses on defining the problem, setting goals, analyzing the ...
Structured Approach to Problem Solving
By the end of this course, you will be able to: 1. Explain the different stages of a data science project 2. Discuss some of the tools and techniques used in data science. 3. Apply structured thinking to solving problems and avoid the common traps while doing so 4. Apply human-centric design in problem-solving.
Problem-Solving Therapy: Definition, Techniques, and Efficacy
Problem-solving therapy is a short-term treatment used to help people who are experiencing depression, stress, PTSD, self-harm, suicidal ideation, and other mental health problems develop the tools they need to deal with challenges. This approach teaches people to identify problems, generate solutions, and implement those solutions.
Problem solving
Problem solving is the process of achieving a goal by overcoming obstacles, a frequent part of most activities. Problems in need of solutions range from simple personal tasks (e.g. how to turn on an appliance) to complex issues in business and technical fields. ... A3 problem solving - Structured problem improvement approach;
Structured Problem-Solving
Description. Structured Problem-Solving gives students a process for solving a complex, content-based problem within a specific time limit. All students must agree to a solution and be able to explain the answer and strategy used to solve the problem. The activity will help identify where students need to develop and/or improve their problem ...
12 Approaches To Problem-Solving for Every Situation
Here are the seven steps of the rational approach: Define the problem. Identify possible causes. Brainstorm options to solve the problem. Select an option. Create an implementation plan. Execute the plan and monitor the results. Evaluate the solution. Read more: Effective Problem Solving Steps in the Workplace.
Technique 6.1: Structured Problem Solving
The structured problem solving process in KCS includes two simple, yet powerful, concepts: Seek to understand before we seek to solve (a Core Concept) Search early, search often (a Solve Loop technique) First, we seek to understand the situation in the requestor's context, and we capture it to preserve it. Then we seek to understand what we ...
What Is Creative Problem-Solving & Why Is It Important?
Creative Problem-Solving and Design Thinking. Whereas creative problem-solving facilitates developing innovative ideas through a less structured workflow, design thinking takes a far more organized approach. Design thinking is a human-centered, solutions-based process that fosters the ideation and development of solutions.

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What Is Creative Problem-Solving & Why Is It Important?

What Is Creative Problem-Solving?

1. Balance Divergent and Convergent Thinking

2. Reframe Problems as Questions