one output from the problem solving workshop

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Problem-solving workshop: Step-by-Step

A problem-solving workshop is held by the Agile Release Train and its purpose is to address systematic problems. The workshop that concentrates on identifying the problems, not just addressing the symptoms, is facilitated by the Release Train Engineer and time-boxed to maximum of two hours. What are the six steps of the workshop?

In SAFe® (Scaled Agile Framework for Enterprises®), problem-solving workshop is done during the Inspect & Adapt (I & A) event. I & A  is held at the end of each Program Increment, and it forms the basis for relentless improvement, one of the four pillars of the SAFe House of Lean , and a dimension of the Continuous Learning Culture core competency.

During the three parts of I & A event (PI System Demo, Quantitative and Qualitative measurement, and Retrospective and problem-solving workshop), the ART demonstrates and evaluates the current state of the solution and teams reflect and identify improvement backlog items. In this article we are going to concentrate on the last part of the event, problem-solving workshop, during which teams systematically address the larger impediments that are limiting velocity.

Problem-solving workshop consists of 6 steps

Step 1: agree on the problem to solve.

Clearly stating the problem is key to problem identification and correction. It enables more focused investigation, time-saving, and avoids ‘ready, fire, aim’ approach. On the other hand, a problem that is not well defined, may result in failure to reach the proper countermeasure. To identify and agree on the problem to solve, the teams should spend a few minutes clearly stating the problem, highlighting the ‘what’, ‘where’, ‘when’, and ‘impact’ as succinctly as they can.

Step 2: Apply root-cause analysis and 5 whys

The Root-cause analysis and the ‘5 Whys’ technique is used to explore the cause-and-effect relationships underlying a particular problem. It helps to avoid assumptions and logic traps, trace the chain of causality in direct increments from the effect to a root cause.

The root cause analysis (fishbone or Ishikawa) diagram features 5 main ‘bones’ that represent typical sources of problems in development (tools, people, program, process, environment). Team members then brainstorm causes that they think contribute to the problem to be solved and group them into these categories. Once a cause is identified, its root cause is explored with the 5 Whys technique. By simply asking ‘why’ multiple times, the cause of the previous cause is uncovered, and added to the diagram. The process stops once a suitable root cause has been identified and the same process is then applied to the next cause (© Scaled Agile, Inc.).

Step 3: Identify the biggest root-cause using Pareto analysis

Team uses Pareto analysis (or 80/20 rule) to narrow down the number of actions that produce the most significant overall effect. It is based on the principle that 20% of root causes can cause 80% of problems and it has proved useful where many possible sources and actions are competing. Once the team writes down all the causes-of-causes, they identify the biggest root-cause using dot-voting – every team member has five dots on its disposal, and he can allocate them to one or more items he thinks are most problematic. Then they summarize votes in Pareto chart that shows collective consensus on the most significant root-cause.

Step 4: Restate the new problem for the biggest root-cause

Team picks the most voted item from Pareto chart. They restate it clearly as a problem and add economic impact of the problem to the description.

Step 5: Brainstorm solutions

During the brainstorming activity that lasts about 15 – 30 minutes, team brainstorms as many possible corrective actions as possible. The goal of activity is to generate as many ideas as possible, without criticism or debate. Team members should let their imagination soar and explore and combine all the ideas that arise and in the end dot-vote to identify top contenders.

Step 6: Identify improvement backlog items (NRFs)

In the end of the problem-solving workshop, up to three most voted solutions are identified. Solutions are then rephrased as improvement stories and features to be fed directly into the PI Planning event that follows the I & A event. During that event, the RTE helps ensure that the relevant work needed to deliver the identified improvements is planned. This closes the loop, thus ensuring that action will be taken, and that people and resources are dedicated as necessary to improve the current state. In this way, problem-solving becomes routine and systematic, and team members and ART stakeholders can be assured that the train is solidly on its journey of relentless improvement (© Scaled Agile, Inc. ).

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Problem-Solving Workshop

A collaborative learning environment designed to help participants develop skills to identify and solve problems. product glossary problem-solving workshop also called: problem-solving session and problem-solving exercise see also: how might we , hypothesis statement , premortem , problem statement , six thinking hats , swot analysis , affinity diagram , circles method , design thinking , jobs-to-be-done framework (jtbd) relevant metrics: attendance and engagement, pre- and post-workshop assessments, goal achievement, participant satisfaction, knowledge retention, application of skills, networking and collaboration, and commitment to continuous improvement in this article what is a problem-solving workshop.

A Problem-Solving Workshop is a collaborative event in which a group of people come together to identify and solve a problem. It is a structured process that involves brainstorming, analyzing, and developing solutions to a problem. A problem-solving workshop is a rapid session that helps you:

• Unlocking the Core of the Issue . A problem-solving workshop serves as an accelerated session designed to delve into the underlying cause of a dilemma, enabling participants to better comprehend its complexities.
• Generate ideas . With a deeper understanding of the problem at hand, participants rapidly brainstorm potential solutions. They then carefully assess these ideas, ensuring their feasibility and effectiveness in addressing the issue.
• Evaluating ideas . Participants scrutinize their proposed ideas, determining their robustness and ability to withstand potential challenges to ensure that only the most viable and reliable solutions are considered for implementation, enhancing the likelihood of successfully resolving the problem.
• Make a plan to test or implement . Equipped with a well-rounded perspective and carefully evaluated solutions, the workshop empowers attendees to devise a strategic plan for testing or implementing their chosen resolution, ultimately guiding them toward the ideal solution to their problem.

The workshop typically begins with a discussion of the problem and its context. Participants then brainstorm potential solutions and evaluate them based on their feasibility and potential impact. After the brainstorming session, the group works together to develop a plan of action to address the problem. This plan may include changes to existing processes, new procedures, or other solutions.

The Problem-Solving Workshop is an effective way to identify and solve problems in the context of Product Management and User Experience. It allows for a collaborative approach to problem-solving, which can lead to more creative and effective solutions. It also allows for a structured approach to problem-solving, which can help ensure that the problem is addressed in a timely and efficient manner.

Where did Problem-Solving Workshops come from?

The idea of coming together to solve problems can be traced back to ancient human societies that held gatherings to discuss issues and find solutions. In modern times, problem-solving workshops have been shaped by developments in various fields like psychology, education, management, design, and innovation.

Some significant influences on problem-solving workshops include:

• Brainstorming . Alex Osborn, an advertising executive, introduced brainstorming in the 1940s as a group creativity technique to generate ideas and solve problems. This method encouraged people to share their ideas freely, no matter how wild, and suspend judgment during the idea-generation process. Brainstorming has since been incorporated into many problem-solving workshops.
• Quality circles . In the 1960s, Japanese companies introduced quality circles, which are small groups of employees who meet regularly to discuss and solve work-related problems. These circles aimed to improve the quality of products and processes by involving employees in problem-solving and decision-making. The concept of quality circles has inspired many problem-solving workshops in various industries.
• Design thinking . The design thinking methodology, pioneered by companies like IDEO and Stanford University’s d.school, has played a crucial role in shaping modern problem-solving workshops. Design thinking is a human-centered approach to problem-solving that encourages empathy, experimentation, and collaboration. It involves a series of steps, such as empathizing, defining, ideating, prototyping, and testing, which can be adapted to various problem-solving workshop formats.
• Lean and Agile methodologies . Lean and Agile methodologies, which originated in the manufacturing and software development sectors, respectively, have also influenced problem-solving workshops. These approaches emphasize collaboration, continuous improvement, and rapid iteration to achieve better results.
• Facilitation techniques . The growth of professional facilitation has also impacted problem-solving workshops. Skilled facilitators use various tools and techniques to guide groups through problem-solving processes, ensuring that the workshop’s objectives are met and that participants stay engaged and focused.

Why should I conduct a problem-solving workshop?

Conducting a problem-solving exercise can be beneficial in several ways. It can help individuals or teams to:

• Identify the root cause of a problem . By engaging in a structured problem-solving exercise, participants can gain a deeper understanding of the issue and identify the underlying causes.
• Generate new ideas and solutions . By brainstorming and evaluating various solutions, individuals or teams can develop creative and effective solutions that they may not have thought of otherwise.
• Encourage collaboration and teamwork . Collaborative problem-solving exercises can foster a sense of teamwork and create a shared sense of ownership and responsibility for the problem and the solution.
• Improve decision-making . By evaluating various options and considering different perspectives, participants can make informed and effective decisions that take into account a wide range of factors.
• Enhance learning and development . Problem-solving exercises can provide opportunities for individuals or teams to learn new skills, practice critical thinking, and develop problem-solving abilities that can be applied to future challenges.

How to run a problem-solving workshop

Step 1: assemble a well-rounded team.

Gather individuals with diverse backgrounds, skill sets, and perspectives who are relevant to the problem at hand. This may include team members, cross-functional collaborators, subject matter experts, or stakeholders. A diverse group will enhance the ideation process and facilitate a more comprehensive understanding of the issue.

Consider the following factors:

• Diversity . Assemble a team with a mix of expertise, backgrounds, perspectives, and roles relevant to the problem. Diversity encourages creative thinking and helps avoid groupthink or blind spots.
• Relevant stakeholders . Ensure that key stakeholders, including decision-makers, subject matter experts, and those directly affected by the problem, are included in the workshop. Their insights and buy-in are crucial for the success of the proposed solutions.
• Size of the group . Aim for a group size that allows for effective collaboration and communication. Ideally, the group should be large enough to generate a variety of ideas but small enough to facilitate productive discussions. Typically, a group of 6-10 participants is considered optimal for a problem-solving workshop.
• Team dynamics . Select participants who are open-minded, willing to collaborate, and capable of engaging in constructive discussions. The right balance of personalities is essential for fostering a positive atmosphere and effective teamwork.
• Establish clear roles . Assign roles and responsibilities to participants, such as a facilitator to guide the workshop, a timekeeper to monitor progress, and a note-taker to document key points and decisions. Clearly defined roles help ensure the smooth flow of the workshop.
• Preparation . Communicate the workshop’s purpose, goals, and expectations to participants beforehand. Encourage them to familiarize themselves with the problem and come prepared with any relevant data or insights. This will enable a more focused and productive discussion during the workshop.

Step 2: Establish the Objective and Scope

Clearly define the purpose and goals of the workshop. Ensure that all participants understand the problem to be addressed, its context, and any constraints or limitations. Set a time limit for the workshop to maintain focus and efficiency.

Consider the following:

• Preparation and research . A facilitator should be well-prepared with a thorough understanding of the problem, its context, and the workshop’s objectives. This may involve conducting research, reviewing relevant materials, and consulting with key stakeholders or subject matter experts beforehand.
• Active listening . Practice active listening during the workshop to ensure participants feel heard and understood. Encourage questions and clarifications to address any misunderstandings or ambiguities regarding the problem, scope, or objectives.
• Flexibility and adaptability . Be prepared to adjust the workshop’s objectives or scope if new information or insights emerge during the discussion. Maintain an open-minded approach and adapt to the needs of the group while ensuring that the workshop remains focused and productive.
• Time management . Monitor the workshop’s progress and allocate time appropriately for each stage. If necessary, intervene to refocus the discussion, maintain momentum, or transition to the next step in the problem-solving process.

Each of the following workshop exercises can contribute to the success of establishing a clear objective and scope by helping participants gain a deeper understanding of the problem, its context, and the needs of those affected, leading to a clearer definition of the objective and scope:

• Six Thinking Hats . This exercise, developed by Edward de Bono, encourages participants to approach the problem from six different perspectives, represented by metaphorical “hats.” These perspectives are: facts and information (white hat), emotions and feelings (red hat), cautious and critical thinking (black hat), optimistic and positive thinking (yellow hat), creative and alternative thinking (green hat), and process and organization (blue hat). This technique can help the group establish a more comprehensive understanding of the problem, its context, and potential constraints, leading to a clearer definition of the objective and scope.
• Stakeholder Mapping . In this exercise, participants identify and analyze the key stakeholders involved in or affected by the problem. This helps the group understand the different perspectives, priorities, and needs of these stakeholders, providing valuable context for the problem-solving process. By considering stakeholder needs and concerns, the workshop can better define the objective and scope while ensuring that potential solutions address relevant issues.
• Empathy Mapping . This exercise helps participants gain insight into the needs, motivations, and challenges of the individuals affected by the problem, such as customers, users, or team members. By creating an empathy map, the group can better understand the problem from the perspective of those who are directly impacted. This understanding can help the group establish a clearer and more focused objective and scope for the workshop, ensuring that potential solutions address the most critical concerns of the affected individuals.

Step 3: Identify the Right Problem and Root Cause

Begin the workshop by collectively discussing the problem to gain a deeper understanding of its nuances. Use techniques like the 5 Whys or Fishbone Diagram to identify the root cause of the problem, ensuring that the team’s efforts are directed towards solving the underlying issue rather than merely addressing symptoms.

Approach this step with a well-defined strategy that guides participants through the process of understanding the problem and its underlying factors. The facilitator plays a pivotal role in creating an environment that encourages open and honest dialogue, allowing participants to share their insights and collectively work towards identifying the root cause.

Strike a balance between allowing sufficient time for discussions and ensuring that the workshop maintains momentum and stays on track. The facilitator may need to intervene occasionally to refocus the conversation or steer the group towards the desired outcome.

Be prepared to adapt to the evolving dynamics of the workshop. They must be flexible and responsive to new insights or challenges that emerge during the discussions. If necessary, the facilitator may need to adjust the workshop’s objectives, scope, or methodology to ensure that the group remains focused on addressing the problem’s root cause.

Consider using one of these workshop exercises to identify the right problem:

• Five Whys . This technique involves asking “Why?” repeatedly to dig deeper into the problem and uncover the root cause. By using this approach in the workshop, participants can move beyond surface-level symptoms to identify the true source of the issue. The facilitator can guide the group through the Five Whys exercise, ensuring that the discussion stays focused and productive.
• Fishbone Diagram . Also known as the Ishikawa or cause-and-effect diagram, this tool visually represents the relationship between a problem and its potential causes. Participants brainstorm and categorize potential causes into distinct branches, which can help the group identify the root cause. The facilitator can lead the group through the Fishbone Diagram exercise, encouraging them to consider various aspects of the problem and promoting a comprehensive understanding.
• Round Robin . This brainstorming technique involves giving each participant a chance to contribute an idea or perspective on the problem in a structured and organized manner. This ensures equal participation and helps to gather diverse insights. Using the Round Robin method, the facilitator can facilitate discussions on the problem’s root cause by encouraging participants to share their thoughts and perspectives without interruption.
• Force Field Analysis . This exercise helps participants identify the driving and restraining forces that influence a problem. By analyzing these forces, the group can gain a deeper understanding of the underlying factors contributing to the issue. The facilitator can guide participants through the Force Field Analysis, helping them to identify and assess the various forces at play and facilitating discussions on how these forces might relate to the root cause of the problem.

Step 4: Generate Ideas to Solve the Problem

Encourage participants to brainstorm solutions, emphasizing the importance of open-mindedness and creativity. Utilize techniques like mind mapping, round-robin, or the six thinking hats to foster an environment conducive to idea generation. Ensure that all participants have an opportunity to share their thoughts, and discourage judgment or criticism during this stage.

Make sure that all participants feel comfortable sharing their ideas, no matter how unconventional they may seem. This requires the facilitator to create a non-judgmental and supportive atmosphere that promotes inclusivity and equal participation.

One critical aspect for the facilitator is the use of various brainstorming techniques and ideation exercises that can stimulate creative thinking and encourage diverse perspectives. By employing a mix of individual and group activities, the facilitator can cater to different thinking styles and preferences, ensuring that everyone contributes to the ideation process.

These workshop exercises are great for generating ideas to solve the problem you identified:

• Mind Mapping . This technique helps to visually organize information around a central concept, allowing participants to generate ideas in a structured manner. It encourages them to think about the problem from different perspectives and make connections between seemingly unrelated ideas, which can lead to creative solutions.
• Crazy Eights . In this exercise, participants are given eight minutes to sketch out eight different ideas on a piece of paper. The time constraint forces them to think quickly and encourages them to generate a wide variety of ideas. By sharing and discussing their sketches afterward, the group can build upon each other’s ideas and develop more innovative solutions.
• Reverse Brainstorming . This technique prompts participants to think about the problem from an opposite perspective, by asking them to come up with ways to make the situation worse. By challenging conventional thinking, reverse brainstorming helps uncover new insights and approaches that may not have been considered otherwise.
• How Might We . This exercise frames the problem as an open-ended question, starting with the phrase “How might we…?”. This positive and optimistic framing encourages participants to think creatively and generate ideas without constraints. The open-ended nature of the question also promotes collaboration, as participants can build on each other’s ideas to find innovative solutions.
• Forced Analogy . In this exercise, participants are asked to draw analogies between the problem at hand and unrelated objects or scenarios. This encourages them to think about the problem from a new perspective and come up with creative ideas that they may not have considered otherwise. The forced analogy technique can reveal hidden connections and inspire innovative solutions.
• SCAMPER . This is an acronym for Substitute, Combine, Adapt, Modify, Put to another use, Eliminate, and Reverse. Participants are prompted to think about the problem and generate ideas using each of these seven approaches. The SCAMPER technique encourages participants to look at the problem from different angles and find unique solutions.

Step 5: Evaluate and Refine Ideas

Once a range of potential solutions has been generated, evaluate their robustness and viability. Encourage participants to consider potential challenges, drawbacks, and risks associated with each idea. Use a decision matrix, SWOT analysis, or other evaluation tools to help compare and prioritize the proposed solutions.

Seek to create an environment where participants feel comfortable sharing their opinions and ideas while also being open to constructive feedback. The facilitator must balance encouragement and critical thinking, promoting an atmosphere where ideas are assessed objectively, and their merits and drawbacks are examined thoroughly.

Be aware of any biases, power imbalances, or dominant personalities that may influence the evaluation process. By skillfully navigating these dynamics, the facilitator can ensure that all voices are heard and that the evaluation process remains objective and fair.

These workshop exercises are great for evaluating and refining ideas.

• SWOT Analysis . This exercise requires participants to analyze the strengths, weaknesses, opportunities, and threats associated with each proposed solution. By conducting a SWOT Analysis, the group can thoroughly evaluate the viability and potential impact of each idea, identifying potential challenges and opportunities.
• Pros and Cons . In this exercise, participants list the advantages and disadvantages of each proposed solution. This method encourages participants to think critically about the potential outcomes of each idea, enabling the group to make a more informed decision.
• Poster Session . In this exercise, each proposed solution is presented on a poster, and participants are given time to review and provide feedback on each idea. The Poster Session promotes thoughtful consideration of each solution and allows for open discussion and collaborative evaluation.
• Plus/Delta . This exercise involves participants identifying the positive and negative aspects of an idea or solution. It can help to refine ideas by focusing on the strengths and weaknesses of each one.
• Affinity Mapping . This exercise involves grouping similar ideas together and can help to identify common themes and patterns. It can help to refine ideas by clarifying the relationships between different solutions.
• Assumptions Collection . This exercise involves identifying assumptions that have been made about the problem or solution and testing them to see if they are valid. It can help to refine ideas by identifying any flawed assumptions and correcting them.
• Force Field Analysis . This exercise involves identifying the forces that are supporting and opposing a proposed solution. It can help to refine ideas by addressing the barriers and challenges that need to be overcome for the solution to be successful.

By incorporating these workshop exercises, participants can thoroughly evaluate the proposed ideas to ensure they are robust and viable. These

Step 6: Select the Best Solution

As a group, decide on the most promising solution(s) based on the evaluation process. Discuss the reasoning behind the selection and ensure that all participants are on board with the decision.

To promote objectivity, encourage the use of predefined criteria or frameworks for evaluating the proposed solutions. By providing a structured approach to decision-making, participants will be better equipped to weigh the pros and cons of each idea, ultimately leading to a more informed choice.

This will also help you maintain a neutral stance throughout the selection process, allowing the group to discuss and debate the merits of each solution without bias. As a facilitator, your goal is to ensure that the group focuses on the problem at hand and avoids getting sidetracked by personal preferences or interpersonal conflicts.

If you see that the group is struggling to reach a consensus, you might need to guide them toward a decision. By summarizing the key points of the discussion and highlighting the most promising solutions, the facilitator can help the group make a well-informed decision that best addresses the problem.

The following workshop exercises are great for facilitating the selection process:

• Dot Voting . This method helps participants prioritize solutions by giving them a limited number of dots or stickers that they can distribute among the proposed ideas. The solutions with the most votes are considered the most promising and can be further discussed or refined.
• Fist to Five . This technique allows the group to quickly gauge the level of support for each solution. Participants indicate their level of agreement by raising a certain number of fingers (1 to 5), with five fingers signifying strong support. The solutions with the highest average scores are deemed the most favorable.
• Stack Ranking . In this exercise, participants rank the proposed solutions in order of preference, assigning a unique position to each idea. The facilitator then tallies the rankings and determines the overall order of preference for the group. This helps identify the top solutions based on collective input.
• Trade-off Sliders . This method encourages participants to consider the pros and cons of each solution by using sliders to represent various criteria, such as cost, time, or quality. Participants adjust the sliders to visually represent the trade-offs they are willing to make, and the facilitator synthesizes the results to identify the most viable solutions.
• SWOT Analysis . By evaluating each solution’s strengths, weaknesses, opportunities, and threats, participants can gain a comprehensive understanding of the potential outcomes and risks associated with each idea. This structured analysis helps the group make a more informed decision about which solution is best suited to address the problem.
• Decision Matrix . The facilitator creates a matrix with the proposed solutions as rows and the evaluation criteria as columns. Participants then score each solution based on how well it meets the criteria. The solution with the highest total score is considered the best option. This method promotes objective decision-making and allows for a clear comparison of the proposed solutions.
• Priority Mapping . This technique involves visually mapping ideas based on their importance and urgency. By using Priority Mapping, the group can quickly identify the most critical and time-sensitive ideas, ensuring that the most pressing solutions are prioritized for implementation.

Step 7: Develop a Plan for Implementation or Testing

With the chosen solution(s) in hand, create a detailed plan outlining the steps required for implementation or testing. Assign responsibilities, establish deadlines, and set milestones to ensure accountability and progress. Consider creating a pilot project or running tests to validate the effectiveness of the solution before a full-scale implementation.

Seek to guide the group in setting realistic timelines and defining clear roles and responsibilities. This involves promoting open communication, ensuring that everyone’s input is valued, and addressing any concerns that may emerge.

You might also consider to spend time establishing key metrics for monitoring success and setting up checkpoints to evaluate the success of the implementation, enabling the team to learn from their experiences and iterate on the solution as necessary.

The following workshop exercises work great for exploring an creating an implementation plan.

• Project timeline . A project timeline is an effective way to help the team map out the key milestones, tasks, and deadlines involved in implementing the chosen solution. It allows the team to visualize the project’s overall progress and identify potential issues that may arise during the implementation process.
• Future-Back Planning . Future-Back Planning is a technique that helps the team envision what success will look like in the future and work backward to identify the necessary steps to achieve that success. This approach can help the team develop a clear vision and strategy for implementing the solution.
• RACI Matrix . A RACI Matrix is a tool that can be used to clarify roles and responsibilities during the implementation process. It helps ensure that each team member understands their role in the project and can help prevent confusion or misunderstandings.
• Dependency Map . A Dependency Map is a visual tool that helps the team identify the interdependencies between different tasks or components of the project. This can help the team develop a more realistic and feasible plan for implementing the solution.
• Sailboat . The Sailboat exercise can be used to help the team identify potential obstacles or challenges that may arise during the implementation process. It involves visualizing the solution as a sailboat and identifying the factors that may help or hinder its progress towards the desired destination. This exercise can help the team proactively address any potential roadblocks and develop a plan to overcome them.

Step 8: Follow Up and Iterate

After the workshop, monitor the progress of the solution’s implementation or testing. Gather feedback, evaluate results, and make any necessary adjustments or refinements. Encourage open communication among participants, and consider scheduling follow-up meetings to review progress and address any emerging challenges.

The solution that was chosen may need to be adjusted or refined based on feedback or unexpected challenges that arise. As a facilitator, you should encourage team members to share their thoughts and ideas and foster an environment where experimentation and iteration are encouraged.

Find ways celebrate successes and acknowledge the efforts of the team throughout the process. This can help maintain morale and motivation for continued improvement and innovation.

Typical pitfalls when running a Problem-Solving Workshop

• Finding the Right Facilitator . Finding a facilitator who is knowledgeable and experienced in problem-solving techniques can be a challenge. It is important to find someone who can effectively lead the workshop and ensure that all participants are engaged and productive.
• Establishing Clear Goals . Establishing clear goals for the workshop is essential for its success. Without a clear understanding of the objectives, it can be difficult to ensure that the workshop is productive and successful.
• Creating an Engaging Environment . Creating an engaging environment for the workshop is key to its success. Participants need to feel comfortable and be able to focus on the task at hand.
• Managing Time . Time management is essential for a successful workshop. It is important to ensure that the workshop is structured in a way that allows for productive discussion and problem-solving.
• Ensuring Participation . Ensuring that all participants are actively engaged in the workshop is essential. It is important to create an environment where everyone feels comfortable to contribute and share their ideas.

Google is known for its commitment to fostering a culture of innovation and continuous improvement. The company regularly conducts workshops, hackathons, and brainstorming sessions to encourage creative problem-solving among employees. Google’s “20% time” policy, which allowed employees to dedicate 20% of their time to side projects, has led to the development of successful products like Gmail and Google Maps.

IDEO, a global design consultancy, is renowned for its human-centered, collaborative approach to problem-solving called “design thinking.” The company conducts workshops, both internally and for clients, to tackle complex challenges and create innovative solutions. This approach has helped IDEO to develop breakthrough products, such as the Apple mouse and the Palm V PDA.

Procter & Gamble (P&G)

P&G is a consumer goods company that has leveraged problem-solving workshops and open innovation programs to drive growth. They have held workshops and innovation sessions, such as the “Clay Street Project,” where cross-functional teams come together to tackle complex challenges and create new products. The company’s innovation initiatives have resulted in successful products like Swiffer, Febreze, and Mr. Clean Magic Eraser.

LEGO, the toy company known for its iconic plastic bricks, has used problem-solving workshops to foster innovation and drive business growth. The company has employed design thinking workshops to explore new product ideas and refine existing ones. LEGO’s commitment to problem-solving and innovation has led to the creation of successful product lines such as LEGO Mindstorms, LEGO Architecture, and LEGO Ideas.

• What is the purpose of the workshop?
• What are the objectives of the workshop?
• Who will be attending the workshop?
• What topics will be covered in the workshop?
• What methods will be used to facilitate problem-solving?
• What is the expected outcome of the workshop?
• How will the success of the workshop be measured?
• What is the timeline for the workshop?
• What is the budget for the workshop?

You might also be interested in reading up on:

• How Might We
• Hypothesis Statement
• Problem Statement
• Six Thinking Hats
• SWOT Analysis
• Affinity Diagram
• CIRCLES Method
• Design Thinking
• Jobs-To-Be-Done Framework (JTBD)
• Tim Brown @tceb62
• Tom Kelley @TomKelley74
• Jeanne Liedtka @jeanneliedtka
• Tendayi Viki @tendayiviki
• Dave Gray @davegray
• Lateral Thinking : Creativity Step by Step by Edward de Bono (1970)
• Thinkertoys : A Handbook of CreativeThinking Techniques by Michael Michalko (1991)
• Problem Solving and Decision Making : A Guide for Managers by Barry K. Baines (2000)
• The 5 Elements of Effective Thinking by Edward B. Burger and Michael Starbird (2012)
• Six Thinking Hats by Edward de Bono (1985)
• Innovation Games : Creating Breakthrough Products Through Collaborative Play by Luke Hohmann (2006)
• Gamestorming by Dave Gray (2010)

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How to run a problem-solving workshop.

What is a problem-solving workshop?

A problem-solving workshop is a rapid session that helps you:

• Understand the root cause of a problem
• Quickly generate ideas to solve it
• Evaluate the ideas to ensure they’re robust
• Make a plan to test or implement the solution

This workshop critically assesses what’s going wrong and helps you find out what your options are to solve it, before you decide on the perfect solution.

Who should run a problem-solving workshop?

Product team leads, such as designers, product managers or engineers can run this type of workshop. There’s no one right person to lead something as important as this.

In fact, the core of your product development should start with the problem rather than the solution itself. It can be tempting to jump straight into features, but until you understand the problem well, you can’t begin to solve it.

When to run a problem-solving workshop

This workshop can be used in various circumstances:

• A show-stopping problem that grinds everything to a halt
• An intermittent problem that you want to get to the bottom of
• A customer or user problem, such as a pain point when using a service or product
• A high-level business problem, for example “too many customer complaints”, “conversion rate is too low”, or “operating costs are too high”

1. Get the right people together

2. identify the right problem.

• 3. Come up with ideas to solve the problem

4. Evaluate the ideas to ensure they’re robust

5. make a plan to test or implement the solution.

Read on to find out how to do all that, and more.

Invite all affected parties to a session. These are people that the problem has a direct impact on. Including those that aren’t impacted may offer a more objective view, but ultimately; more people equals more time. We want to solve problems with haste, so we can find out if it’s the right solution sooner rather than later!

What may appear like the problem, could be one of many observable results of a deeper underlying problem. To identify the ‘right’ or ‘true’ problem, we need to delve into it. This method is often called “Root Cause Analysis”.

There are many ways to conduct a Root Cause Analysis, but the easiest and most pragmatic way is to use the  Five Whys Analysis tactic .

Simply put, asking “why?” at least five times will lead you to the real problem. Solving this root problem subsequently solves all of the surface problems associated with it.

Learn how to run the Five Whys Analysis tactic

3. Come up with ideas to solve your problem

What normally follows identifying the right problem is a flurry of ideas. This usually takes the form of blurting them out at each other – but there are better, more structured ways to capture ideas.  Generating ideas in a structured way gives you time and space to think, as well as building on others’ ideas. The result means more thorough and refined ideas, over a back of the napkin sketch that the loudest person in the room decides is the best thing to do.

Idea-generation tactics for problem solving:

• Mind Map  – Get your brain on to paper, so you can start to form ideas for the methods below.
• Crazy Eights  – Eight ideas in eight minutes
• Reverse Brainstorm  – Come up with ways to make the problem  worse,  then reverse it to get the solution
• Round Robin  – Generate an idea, then have the person next to you build on it
• Storyboard  – Turn your idea into a sequence of events to understand how it might actually work in reality

Once you have a suite of ideas, you’ll want to review them and try some  evaluative tactics .

If you have a lot of ideas, you might want to prioritise the most promising ones to take forward with a decision tactic such as  Priority Map  or  Blind Vote .

Once you have a shortlist of ideas it can be tempting to go with the one that appears most promising. If time is of the essence, and it’s low risk – it might be the right call to just try it out.

However, it’s vital to evaluate ideas for solutions that may be more costly or complicated. Kick the tyres, so to speak.

Evaluating ideas gives you the confidence that your promising idea truly is promising, and is worthy of taking forward to the next stage: prototyping and implementation.

Evaluation tactics for ideas:

• Idea Beetle  –  a set of questions that help you assess if your idea is robust before you progress with it
• Rose, Thorn, Bud  –  a way to review the good, the bad and the potential of an idea
• SWOT Analysis  –  articulate an idea’s strengths, weaknesses, opportunities or threats

If you still have a lot of ideas, you might want to prioritise the most promising ones to take forward with a decision tactic such as  Priority Map  or  Blind Vote .

Now you should have one or two (or more!) evaluated, robust and promising ideas that you want to try out to solve the problem.

Whether you need to work out how to prototype and test the idea, or go ahead and implement the solution right away – you need a plan.

To work out a plan, use the  Sticky Steps tactic , which mentally starts you off at having the solution implemented or prototype tested, then works backwards to today in order to see what steps you need to take.

Once you have a solid plan, create accountability by creating a list of tasks to do, and assigning them to people with a deadline. You can do this with the  Who, What, When tactic .

2 thoughts on “How to run a problem-solving workshop”

Hi I’d love to know approx about how long it should take to run one of these workshops. If you could include that in your very helpful summaries – I think that would be very helpful to plan and market these types of servies.

Appreciate all you do! R

All activities are very helpful.

Appreciate you Nazia Psychologist

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Kaizen is about changing the way things are. If you assume that things are all right the way they are, you can’t do kaizen. So change something! —Taiichi Ohno

Inspect and Adapt

Inspect & adapt: overview.

The Agile Manifesto emphasizes the importance of continuous improvement through the following principle: “At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.”

In addition, SAFe includes ‘relentless improvement’ as one of the four pillars of the SAFe House of Lean as well as a dimension of the Continuous Learning Culture core competency. While opportunities to improve can and should occur continuously throughout the Program Increment (PI) (e.g., Iteration Retrospectives ), applying some structure, cadence, and synchronization helps ensure that there is also time set aside to identify improvements across multiple teams and Agile Release Trains.

All ART stakeholders participate along with the Agile Teams in the I&A event. The result is a set of improvement backlog items that go into the Program Backlog for the next PI Planning event. In this way, every Agile Release Train (ART) improves every PI. For large solutions , a similar I&A event is held by the Solution Train .

The I&A event consists of three parts:

PI System Demo

• Quantitative and qualitative measurement
• Retrospective and problem-solving workshop

Participants in the I&A should be, wherever possible, all the people involved in building the solution. These include for an ART:

• The Agile teams
• Release Train Engineer (RTE)
• System and Solution Architects/Engineering
• Product Management ,  Business Owners , and others on the train

Additionally, Solution Train stakeholders may attend this event.

The PI System Demo is the first part of the I&A, and it’s a little different from the regular system demos that happen after every iteration, in that it is intended to show all the Features that the ART has developed over the course of the PI. Typically the audience is broader, for example, customers or Portfolio representatives are more likely to attend this demo. Therefore, the PI system demo tends to be a little more formal, and some extra preparation and staging are usually required. But like any other system demo, it should be timeboxed to an hour or less, with the level of abstraction high enough to keep stakeholders actively engaged and providing feedback.

Prior to, or as part of the PI system demo, Business Owners collaborate with each Agile team to score the actual business value achieved for each of their Team PI Objectives .

Quantitative and Qualitative Measurement

In the second part of the I&A event, teams collectively review any quantitative and qualitative metrics they have agreed to collect, then discuss the data and trends. In preparation for this, the RTE and the Solution Train Engineer are often responsible for gathering the information, analyzing it to identify potential issues, and facilitating the presentation of the findings to the ART.

One primary metric is the program predictability measure. Each team’s planned vs. actual business value is rolled up to create the program predictability measure, as shown in Figure 2.

Reliable trains should operate in the 80–100 percent range; this allows the business and its external stakeholders to plan effectively. (Note: Uncommitted objectives don’t count toward the commitment but do count toward the actual business value achievement, as can also be seen in Figure 1.)

Retrospective

The teams then run a brief (30 minutes or less) retrospective, the goal of which is to identify a few significant issues they would like to address during the problem-solving workshop . There is no one way to do this; several different Agile retrospective formats can be used [3].

Based on the retrospective, and the nature of the problems identified, the facilitator helps the group decide which issues they want to tackle. Each team may work on a problem, or, more typically, new groups are formed from individuals across different teams who wish to work on the same issue. This self-selection helps provide cross-functional and differing views of the problem, and it brings together those who are impacted and those who are best motivated to address the issue.

Key ART stakeholders—including Business Owners, customers, and management—join the teams in the retrospective and problem-solving workshop. Often it is the Business Owners alone who can unblock the impediments that exist outside the team’s control.

Problem-Solving Workshop

For addressing systemic problems, a structured, root-cause problem-solving workshop is held by the ART. Root cause analysis provides a set of problem-solving tools used to identify the actual causes of a problem, rather than just addressing the symptoms. The session is typically facilitated by the RTE, in a timebox of two hours or less.

Figure 3 illustrates the steps in the problem-solving workshop.

The following sections describe each step of the process.

Agree on the Problem(s) to Solve

American inventor Charles Kettering is credited with the statement that “a problem well stated is a problem half solved.” At this point, the teams have self-selected the problem they want to address. But, do they agree on the details of the problem, or is it more likely that they have differing perspectives? To this end, the teams should spend a few minutes clearly stating the problem, highlighting the ‘what’, ‘where’, ‘when’, and ‘impact’ as succinctly as they can. Figure 4 illustrates a well-written problem statement.

Perform Root Cause Analysis

Effective problem-solving tools include the fishbone diagram and the ‘5 Whys.’ Also known as an Ishikawa Diagram , a fishbone diagram is a visual tool used to explore the causes of specific events or sources of variation in a process. Figure 5 illustrates the fishbone diagram with a summary of the previous problem statement written at the head of the ‘fish.’

For our problem-solving workshop, we preload the main bones with the categories people, process, tools, program, and environment. However, these may be adapted as appropriate.

Team members then brainstorm causes that they think contribute to the problem to be solved and group them into these categories. Once a cause is identified, its root cause is explored with the 5 Whys technique. By simply asking ‘why’ multiple times, the cause of the previous cause is uncovered, and added to the diagram. The process stops once a suitable root cause has been identified and the same process is then applied to the next cause.

Identify the Biggest Root Cause

Pareto Analysis , also known as the 80/20 rule, is a technique used to narrow down the number of actions that produce the most significant overall effect. It uses the principle that 20 percent of the causes are responsible for 80 percent of the problem. It’s especially useful when many possible courses of action are competing for attention, which is almost always the case with complex, systemic issues.

Once all the possible causes-of-causes have been identified, team members then cumulatively vote on the item they think is the most significant factor contributing to the original problem. They can do this by dot voting (five votes are allocated to each person, which can be spread among one or more items as they see fit) on the causes they think are most problematic. The team then summarizes the votes in a Pareto chart, such as the example in Figure 6, which illustrates their collective consensus on the most significant root cause.

Restate the New Problem

The next step is to pick the cause with the most votes and restate it clearly as a problem. This should take only a few minutes or so, as the teams have a good understanding of this root cause by now.

Brainstorm Solutions

At this point, the restated problem will start to imply some potential solutions. The team brainstorms as many possible corrective actions as they can think of within a fixed timebox (about 15–30 minutes). The rules of brainstorming apply here:

• Generate as many ideas as possible
• Do not allow criticism or debate
• Let the imagination soar
• Explore and combine ideas

Create Improvement Backlog Items

The team then cumulatively votes on up to three most likely solutions. These are rephrased as improvement stories and features to be fed directly into the PI Planning event that follows. During that event, the RTE helps ensure that the relevant work needed to deliver the identified improvements is planned. This closes the loop, thus ensuring that action will be taken and that people and resources are dedicated as necessary to improve the current state.

In this way, problem-solving becomes routine and systematic, and team members and ART stakeholders can be assured that the train is solidly on its journey of relentless improvement.

Inspect and Adapt at the Large Solution Level

The above describes a rigorous approach to problem-solving in the context of a single ART. If the ART is part of a Solution Train the I&A event will often include key stakeholders from the Large Solution level. In larger value streams, however, an additional large solution level I&A event may be required, following the same format.

Due to the number of people in a Solution Train, attendees at the large solution I&A event cannot include everyone, so stakeholders are selected that are best suited to address the problems faced. This includes the primary stakeholders of the Solution Train, as well as representatives from the various ARTs and Suppliers .

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10 Tips for Facilitating Your Problem-Solving Workshop

A problem-solving workshop is a structured approach to address a particular challenge or issue that a team or organization is facing. The workshop is designed to bring together a diverse group of individuals with different perspectives, skills, and knowledge to collaborate on identifying and solving the problem at hand.

The workshop typically involves a series of activities and exercises designed to help participants understand the problem, generate ideas for potential solutions, and evaluate and prioritise those solutions based on a set of criteria or metrics . Depending on the nature of the problem and the desired outcomes of the workshop, the exercises may include brainstorming sessions, group discussions, role-playing exercises, prototyping, or other activities.

The goal of a problem-solving workshop is to create a collaborative, creative, and open environment where participants feel empowered to share their ideas, challenge assumptions, and work together towards a common goal. By bringing together a diverse group of individuals with different perspectives and expertise, the workshop can tap into a wide range of knowledge and experience, which can lead to more innovative and effective solutions.

The workshop may be facilitated by an internal or external facilitator, who can help to guide the participants through the process and keep them focused on the problem at hand. Depending on the complexity of the problem and the size of the group, the workshop may take anywhere from a few hours to several days to complete.

Our top tips for facilitating a problem solving workshop are:

• Clearly define the problem: Before starting the workshop, make sure the problem is clearly defined and understood by all participants.
• Establish ground rule s: Set clear guidelines for how the workshop will be conducted, including rules for respectful communication and decision-making.
• Encourage diverse perspectives: Encourage participants to share their diverse perspectives and experiences, and consider using techniques such as brainstorming to generate a wide range of ideas.
• Use a structured process: Utilize a structured problem-solving process, such as the six-step process outlined by the International Association of Facilitators, to guide the workshop.
• Promote active listening : Encourage participants to actively listen to each other and seek to understand different viewpoints.
• Encourage collaboration : Foster a collaborative atmosphere by encouraging teamwork and shared ownership of the problem-solving process.
• Facilitate decision making : Help participants make informed decisions by providing them with the necessary information and resources.
• Encourage creativity : Encourage participants to think creatively and outside the box to generate new ideas and solutions.
• Monitor and manage group dynamics : Pay attention to group dynamics and intervene as needed to keep the workshop on track and prevent conflicts.
• Follow up and review: Follow up on the outcomes of the workshop and review the results to continually improve the problem-solving process.

Here are some exercises that may be more fun and engaging for a problem-solving workshop:

• Escape room : Create an escape room-style challenge that requires participants to solve a series of problems to escape the room.
• Treasure hunt: Create a treasure hunt that requires participants to solve clues and riddles to find hidden objects or reach a goal.
• Charades: Have participants act out different scenarios related to the problem and have the rest of the group guess what they are trying to communicate.
• Jigsaw puzzles : Use jigsaw puzzles as a metaphor for solving problems and have participants work together to piece the puzzle together.
• Improv games: Use improv games, such as “Yes, And,” to encourage creativity and build teamwork skills.
• Scavenger hunt : Create a scavenger hunt that requires participants to solve clues and challenges to find hidden objects or complete tasks.
• Board games : Use board games that require problem-solving skills, such as escape room-style games or strategy games, to make problem-solving more interactive and fun.
• Puzzle-based challenges: Create puzzle-based challenges that require participants to solve a series of interconnected problems to reach a goal.
• Role-playing games : Use role-playing games, such as Dungeons and Dragons, to encourage creative problem solving and teamwork.
• Creativity challenges : Use creativity challenges, such as “the Marshmallow Challenge,” to encourage out-of-the-box thinking and teamwork.

In conclusion, a problem-solving workshop can be a powerful tool for teams and organisations looking to tackle complex challenges and drive innovation. By bringing together a diverse group of individuals with different perspectives and expertise, the workshop can create a collaborative, creative, and open environment where participants feel empowered to share their ideas, challenge assumptions, and work towards a common goal.

While the success of a problem-solving workshop depends on many factors, such as the facilitation, the quality of the problem statement, and the engagement of the participants, the potential benefits are significant. By tapping into the collective intelligence of the group, the workshop can generate new ideas, identify blind spots, and build consensus around potential solutions. Moreover, the workshop can help to foster a culture of collaboration, learning, and innovation that can have a lasting impact on the team or organization.

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Mastering Problem-Solving Workshops: A Comprehensive Guide

5 minutes read

Part 1. What Is a Problem-solving Workshop?

A problem-solving workshop is a meticulously structured gathering, designed to bring team members together in a collaborative environment. In this setting, participants work collectively to identify prevailing issues, brainstorm innovative solutions, and formulate a strategic action plan. This process not only encourages open communication but also fosters an atmosphere of creativity and critical thinking. It provides an opportunity for each participant to contribute their unique perspectives and ideas, thereby promoting diversity of thought and comprehensive problem-solving. Ultimately, these workshops serve as a catalyst for team synergy and effective resolution of challenges.

Part 2. How Can Problem-solving Workshop Help?

Problem-solving workshops are a powerful tool that can dramatically elevate team performance. By fostering an environment of collaboration, these workshops encourage team members to work together towards common goals. They enhance decision-making skills by providing a platform for open discussion and critical analysis of various solutions. Moreover, they stimulate creative thinking by encouraging participants to think outside the box and propose innovative solutions. The structured approach provided by these workshops ensures that challenges are tackled systematically and effectively, reducing the likelihood of oversight or missteps. Furthermore, problem-solving workshops contribute to creating a culture of continuous learning and improvement within the organization. They provide opportunities for individuals and teams to learn from their experiences, adapt their strategies, and continually strive for better results. This ongoing process of learning and development is crucial in today's fast-paced business environment where adaptability and resilience are key to success.

Part 3. What Are the Six Steps of Problem-Solving Workshop?

• Identifying the Problem:   This is the initial stage where team members collectively recognize and articulate the issue at hand. It's crucial to define the problem accurately to set a clear direction for the workshop.
• Analyzing the Problem:   Once identified, the problem is dissected and examined in detail. The goal here is to understand its root cause, its impact, and any underlying factors that may be contributing to it.
• Generating Possible Solutions:   In this creative phase, participants brainstorm a variety of potential solutions without judgment or evaluation. The aim is to encourage innovative thinking and generate as many ideas as possible.
• Evaluating Solutions:   Here, each proposed solution is critically assessed based on its feasibility, potential impact, resources required, and alignment with organizational goals. This step ensures that only viable solutions are considered for implementation.
• Implementing the Best Solution:   After careful evaluation, the most effective solution is selected and put into action. A detailed plan outlining tasks, responsibilities, timelines, and resources is developed for smooth execution.
• Reviewing the Process:   Finally, once the solution has been implemented, it's important to review and reflect on its effectiveness and learn from the experience. This step helps in continuous improvement and prepares teams better for future problem-solving endeavors.

Each step is crucial in ensuring that problems are thoroughly addressed and resolved effectively.

Part 4: How Boardmix Can Help Prepare a Problem-solving Workshop?

Boardmix is a cutting-edge online whiteboard tool, designed with innovation at its core. It offers a diverse range of templates tailored for different types of workshops, including those focused on problem-solving . This makes Boardmix an invaluable resource for teams seeking to streamline their collaborative efforts and enhance their problem-solving capabilities.

Here’s how you can use Boardmix for your next problem-solving workshop:

FAQs on Problem-Solving Workshop

1. what are the 4 styles of problem solvers.

The four styles of problem solvers are: a) Analytical Problem Solvers: These individuals approach problems with a logical, fact-based mindset. They rely on data and detailed analysis to arrive at solutions. b) Intuitive Problem Solvers: These people rely on their gut feelings and instincts when solving problems. They often come up with creative and out-of-the-box solutions. c) Practical Problem Solvers: These problem solvers prefer straightforward, practical solutions that can be implemented easily. They focus on what works in the real world. d) Emotional Problem Solvers: These individuals consider the emotional aspects and human elements of a problem. They tend to prioritize harmony and consensus in their solutions.

2. What are the 7 problem-solving strategies?

The seven problem-solving strategies include: a) Trial and Error b) Brainstorming c) Root Cause Analysis d) SWOT Analysis (Strengths, Weaknesses, Opportunities, Threats) e) The Five Whys Technique f) Cost-Benefit Analysis g) Decision Matrix

3. What are the 5 principles of problem solving?

The five principles of problem-solving are: a) Understand the Problem: Clearly define and understand the issue at hand. b) Devise a Plan: Develop a strategy or method to tackle the problem. c) Carry Out the Plan: Implement your strategy while being open to adjustments along the way. d) Review Your Solution: Once you've found a solution, review it to ensure it effectively solves the original problem. e) Learn from Experience: Reflect on what worked well and what didn't during your problem-solving process for future reference.

Problem-solving workshops provide a potent platform to confront challenges directly, while simultaneously nurturing teamwork and innovation within your organization. These workshops serve as a catalyst for creative thinking and collaborative problem-solving, fostering an environment conducive to growth and progress. With the advent of tools like Boardmix , preparing for such interactive sessions has become more streamlined than ever before. Boardmix's intuitive design and diverse range of templates make it an indispensable tool for all your collaborative needs. Embark on your journey towards enhanced team productivity and effective problem resolution by incorporating Boardmix into your workflow today!

Join Boardmix to collaborate with your team.

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How To Prepare For A Problem-solving Workshop

Imagine sitting in a room with a firm of doctors. Each specialist carefully analyses every facet of a patient’s case. Everyone with their knowledge at play is geared to provide viable solutions to address the challenges they face.

Although the software design world may seem like a far cry from the medical field, they share a fundamental similarity: both revolve around problem-solving. Designers apply multiple practices to validate and authenticate solutions with our partners.

To align everyone, we set up Problem-Solving Workshops (PSWs). At its core, PSWs are a space to solve problems. Our team will dissect every aspect of the problem, identify potential challenges, and find the best solutions. Finally, we validate the process through testing.

Neil Webb, Design Producer and problem-solving workshop facilitator at MOHARA, shed light on how this process works by answering a few of our probing questions.

What Are Problem-Solving Workshops?

A problem-solving workshop is a collaborative event or session where participants come together to identify, analyse, and develop solutions for a specific problem or set of problems.

It could be a show-stopper of a problem that has stopped work or a way to identify improvement backlog items for your next sprint. The main goal of this process is to foster creative thinking, encourage teamwork, and facilitate learning by sharing ideas, experiences, and perspectives.

A typical problem-solving workshop can take many forms but include the following steps:

➡️ Define the problem: Clearly define and understand the problem(s) to be addressed.

➡️ Brainstorming: Encourage open discussion and the sharing of ideas, allowing participants to think freely and creatively.

➡️ Analysis and evaluation: Analyse and evaluate the proposed ideas, considering their feasibility, effectiveness, and potential impact.

➡️ Solution development: While considering available resources and constraints, develop and refine the most promising ideas into actionable solutions.

➡️ Implementation planning: Create a detailed plan for implementing the chosen solution(s), including timelines, responsibilities, and resource allocation.

At MOHARA, our problem-solving workshops are our take on a Google design sprint . It is a time-constrained, rapid five-stage process to answer essential product questions. It speeds up the design process and lets you quickly test and iterate your ideas.

As a result, you can shortcut the endless debate cycle and compress months of thinking and iteration into a single idea. Therefore, you are reducing risk at a basic level and saving a founder time and money.

What Are the Fundamentals of Setting Up a Problem-Solving Workshop?

Running a successful problem-solving workshop needs the founder’s support. Given that it is their idea and they have already devoted considerable time and effort to research, their insights are extremely valuable. Communicate the workshop’s objectives and deliverables to get the founder’s buy-in.

Assemble a workshop team of five to seven people including a Facilitator, a Lead Designer, a Lead Engineer, and possibly an Engagement Lead. In the case of a large organisation, including more than one stakeholder from the company – ideally subject matter experts – enriches the collaboration and decision-making process.

How Do You Facilitate a Problem-Solving Workshop?

The process should begin with a week of research, onboarding, and setup. To start with, one has to understand the most significant root cause of any given problem.

To achieve this, we interview the client and other key stakeholders and ask them to fill out a pre-workshop questionnaire. This information helps the MOHARA team understand the founder’s vision and long-term goals.

A traditional in-person workshop happens over four to five days. The activities on the first day are all about aligning ourselves as a team to understand the users, their needs, and the different challenges they may face during the product development cycle.

Several problem-solving techniques can be used to brainstorm solutions and get the best outcome. The idea is to choose your product’s most suitable and effective strategy.

How Does Conducting Remote Problem-Solving Workshops Impact the Process?

The shift to remote work has altered our approach to conducting workshops. While we at MOHARA are accustomed to working remotely, the absence of in-person sessions does pose some challenges.

Usually, we can go through the different phases within a week. But, remotely, it’s slightly different: you can’t have someone in a workshop call all day long; the sessions are intense and require a lot of focus.

We must slow things down for the sake of everyone taking part because these sessions help us understand whether users will receive a feature or product well.

We split the PSWs into one or two workshops a week. We then build the prototype, providing daily feedback and ensuring the founder understands what we’re doing, and why.

Having the Right Setup Is Essential for a Remote PSW

For a problem-solving workshop to be successful, the right setup is critical. When we are conducting a session remotely, we do the following:

➡️ Prebuilt templates: Templates are designed in advance for different sessions. The templates help guide all participants through multiple activities and checkpoints and revisit relevant information at any point.

➡️ Set up whiteboard software: We also use interactive whiteboard products to create a space for collaboration and review. Timelines, key deliverables, and communication are other significant factors in ensuring the process is smooth, and that the client feels comfortable and understands where we are going.

What Are the Next Steps?

Participants envision the solution to an identified problem during an ideation session where they sketch out ideas and concepts. The aim is to look for as many ideas as possible and examine examples and relevant cases they have come across elsewhere.

The team will then consider how certain features could resolve a critical challenge. There may be many ideas on how to solve the challenge faced, so the next decision-making stage is very valuable. The team and stakeholders decide which solution and critical features they would like to test and then turn that solution into a high-fidelity prototype.

The last part of the problem-solving workshop focuses on qualitative testing. We want to gain valuable feedback from actual users, so selecting them carefully is imperative. We ask participants to perform tasks, usually using specific user interfaces. While the participant completes each task, we observe the participant’s behaviour and listen for feedback.

What Role Does Prototyping Have in a Workshop Process?

Much of this process is about speed. We do not want to start building anything in code at this stage. Instead, using Figma – our prototyping tool of choice – the designer will lay out various screens and connect them with the specific steps we want users to take.

Based on some of the critical questions defined in our sessions, we will share a link with the users and then give them particular tasks we want them to carry out. We can then test which, if any, of our assumptions were correct, and start to think about some of the primary user journeys, the user experience, and other core features.

What Are the Most Overlooked Aspects of a Problem-Solving Workshop?

There are three aspects of a problem-solving workshop that is often overlooked:

🔶 It’s not a design sprint

It’s important to understand that the entire process is not just about design. There needs to be some technical expertise as well. That is why we don’t call these Design Sprints but rather PSWs. It’s about using design and engineering to solve a problem.

🔶 It’s essential to keep the energy up

One of the significant challenges regarding remote workshops is how much energy is required. If you’re in a room full of people like we used to be, you could generate solutions, get everyone together and build up the excitement.

However, doing it over a screen is tricky. It’s challenging to keep things energised and to avoid reviewing the same points and using valuable time.

🔶 Inclusion is also essential

The idea, especially with remote PSWs, is to ensure everyone has a voice. Only some people will speak up in a session. Naturally, some people are more vocal than others, and these people will generally lead the conversation.

If someone else, however, is given the opportunity to share even the slightest valuable insight, it could change the whole direction of the team’s solutions. It only takes one comment, or perhaps a note. For this reason, everyone must have a voice.

Are There Any Pitfalls?

Several things can go wrong during the process. Someone might drop off a call or have connectivity issues interrupting the flow. We’ve also had situations where the hardware doesn’t work correctly.

From a facilitation point of view, having a plan for each product-solving workshop and a clear outline of what will take place, are essential. That means mapping out the different activities and ensuring people know how long each activity will take. This plan keeps everyone aligned, and the PSW will only be successful with it completed ahead of time.

Lastly, user testing has to be qualitative rather than quantitative because, at this point, you’re asking for detailed information and feedback on the tasks they’ve had to do, particularly to identify any problems. You would need more than quantitative research to get that kind of data.

Do You Have to Check In with Various Stakeholders After the Workshop?

Yes. Client feedback is always valuable. It’s essential to get an update on how they are getting on from a product perspective, as well as gather their insights and feedback on the PSWs process.

Suppose we agree with the client to do further design work post-prototyping or engineering (or both). We would already have discussed those later-stage design phases in more detail during some of the sessions. By the way, this is another reason why having an engineering representative there during these sessions is so valuable.

During the PSWs, we would then compile a list of challenges to write up as questions that we aim to answer with our solution by the end of the workshops. After the PSWs have concluded, we provide feedback in the form of reports with user testing results, including data, a breakdown, and evidence of all the conducted activities.

What Do You Enjoy Most About Setting Up Problem-Solving Workshops?

It’s creative problem-solving at its finest! I enjoy engaging with founders and experiencing their passion for their products. It’s also great to work with the engineers, watch how they engage in the sessions, and identify solutions; having those different viewpoints is essential.

Setting up the workshop is enjoyable, too, because it involves using design tools that are constantly evolving; I am a designer at heart, after all.

Effective planning is the way to foresee risks and aim for success. Now that you have the lowdown on Problem-Solving Workshops, we suggest calling the relevant troops to get started.

It takes a team of experts to navigate challenges and produce a product that makes one proud. So get your tools packed; with Neil’s guidance and tips, you’re certainly off to a good start!

If you find you need more help with problem-solving, why not get in touch with MOHARA?

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How to Facilitate Creative Problem Solving Workshops

Posted in Blog , Create , Facilitation , Innovation , Virtual Facilitation by Jo North

This article gives you a comprehensive guide to creative problem solving, what it is and a brief history. It also covers how creative problem solving works, with a step-by-step guide to show you how to solve challenging opportunities and problems in your own organization through fresh approaches, and how to facilitate a creative problem solving workshop.

Here are The Big Bang Partnership we are expert facilitators of creative problem solving workshops . Please do comment or email us if you would like any further tips or advice, or if you’d like to explore having us design and facilitate a workshop for you.

What is Creative Problem Solving?

Creative problem solving, sometimes abbreviated to CPS, is a step-by-step process designed to spark creative thinking and innovative solutions for purposeful change.

The creative problem solving process is at the root of other contemporary creativity and innovation processes, such as innovation sprints and design sprints or design thinking . These methods have adapted and repackaged the fundamental principles of creative problem solving.

Creative Problem Solving Definition

Here are definitions of each component of the term creative problem solving process:

• Creative – Production of new and useful ideas or options.
• Problem – A gap between what you have and what you want.
• Solving – Taking action.
• Process – Steps; a method of doing something.

Source: Creative Leadership: Skills that Drive Change Puccio, Murdock, Mance (2007)

The definition of creative problem solving (CPS) is that it’s a way of solving challenges or opportunities when the usual ways of thinking have not worked.

The creative problem solving process encourages people to find fresh perspectives and come up with novel solutions. This means that they can create a plan to overcome obstacles and reach their goals by combining problem solving and creative thinking skills in one process.

Using creative problem-solving removes the haphazard way in which most organizations approach challenges and increases the probability of a successful solution that all stakeholders support.

For an overview of the history of the creative problem solving process, have a read of my article here .

Creative Problems to Solve

Just a few examples of creative problems to solve using the creative problem solving process are:

• Shaping a strategy for your organization
• Developing or improving a new product or service
• Creating a new marketing campaign
• Bringing diverse stakeholders together to collaborate on a joint plan
• Formulating work-winning solutions for new business proposals, bids or tenders
• Working on a more sustainable business model
• Finding eco-innovation solutions
• Social or community innovation
• Co-creation leading to co-production

Messy, Wicked and Tame Problems

If your problem or challenge is ‘ messy ’ or ‘ wicked ’, using the creative problem solving process is an excellent method for getting key stakeholders together to work on it collaboratively. The creative problem solving process will help you to make progress towards improving elements of your challenge.

Messy Problems

In the field of innovation, a messy problem is made up of clusters of interrelated or interdependent problems, or systems of problems. For example, the problems of unemployment in a community, the culture in a workplace or how to reach new markets are likely to be caused by multiple factors.

It’s important to deconstruct messy problems and solve each key problem area. The creative problem solving process provides a valuable method of doing so.

Wicked Problems

Design theorists Horst Rittel and Melvin Webber introduced the term “ wicked problem ” in 1973 to describe the complexities of resolving planning and social policy problems.

Wicked problems are challenges that have unclear aims and solutions. They are often challenges that keep changing and evolving. Some examples of current wicked problems are tackling climate change, obesity, hunger, poverty and more.

Tame Problems

‘ Tame ’ problems are those which have a straightforward solution and can be solved through logic and existing know-how. There is little value in using the creative problem solving process to solve tame problems.

Creative Problem Solving Skills

Specific thinking skills are essential to various aspects of the creative problem solving process. They include both cognitive (or intellectual) skills and affective (or attitudinal, motivational) skills.

There are also three overarching affective skills that are needed throughout the entire creative problem solving Process. These creative problem solving skills are:

• Openness to new things, meaning the ability to entertain ideas that at first seem outlandish and risky
• Tolerance for ambiguity, which is the ability to deal with uncertainty without leaping to conclusions
• Tolerance for complexity, defined as being able to stay open and persevere without being overwhelmed by large amounts of information, interrelated and complex issues and competing perspectives

They show an individual’s readiness to participate in creative problem solving activities.

Creative Problem Solving and Critical Thinking

Critical thinking involves reflecting analytically and more objectively on your learning experiences and working processes. Based on your reflection, you can identify opportunities for improvement and make more effective decisions.

Critical thinking is an important skill when using the creative problem solving process because it will drive you to seek clarity, accuracy, relevance and evidence throughout.

Strategies for Creative Problem Solving

One of the most successful strategies for creative problem solving process is to get a multi-disciplinary team of internal, and sometimes external, stakeholders together for a creative problem solving workshop. Here is a process that you can use to facilitate your own creative problem solving workshop.

How to Facilitate a Creative Problem Solving Workshop

Challenge or problem statement.

The first, potentially most important, stage of the creative problem solving process is to create a challenge statement or problem statement. This means clearly defining the problem that you want to work on.

A challenge or problem statement is usually a sentence or two that explains the problem that you want to address through your creative problem solving workshop.

How might we…?

A good way of expressing your challenge is to use the starting phrase “How might we …?” to produce a question that will form the core of your creative problem solving mission. Framing your problem as a question in this way helps people to begin to think about possibilities and gives scope for experimentation and ideation.

Why it’s important to have a clear problem statement

Defining your problem or challenge statement matters because it will give you and your colleagues clarity from the outset and set out a specific mission for your collaborative working.

If you begin the creative problem solving process without a clear problem or challenge statement, you’ll likely experience misunderstanding and misalignment, and need to retrace your steps. Taking time to get your challenge or problem statement right is time well spent. You can download my free resources on how to create a challenge statement for innovation and growth here .

Creative Problem Solving Process

Once you have defined your creative problem to solve, and the strategies for creative problem solving that you want to use, the next steps are to work through each stage of the creative problem solving process. You can do this on your own, with your team, working cross-functionally with people from across your organization and with external stakeholders. For every step in the creative problem solving process there is a myriad of different techniques and activities that you can use. You could literally run scores of creative problem solving workshops and never have to repeat the same format or techniques! The creative problem solving techniques that I’m sharing here are just a few examples to get you started.

Creative Problem Solving Workshop Agenda

To make the creative problem solving process more accessible to more people, I’ve built on the work by Osborn, Parnes, Puccio and others, to create our Creative Problem Solving Workshop Journey Approach that you can use and adapt to work on literally any problem or challenge statement that you have. I’ve used it in sectors as diverse as nuclear engineering, digital and tech, utilities, local government, retail and e-ecommerce, transport, financial services, not-for-profit and many, many more.

Every single workshop we design for our clients is unique, and our starting point is always our ‘go-to’ outline agenda that we can use to save ourselves time and know that our sessions are well-designed and put together.

The timings are just my suggestion, so please do change them to suit the specific needs of your creative problem-solving workshop.

All the activities I suggest are presented for in-person workshops, and they can be adapted super-easily for virtual workshops, using and online whiteboard such as Miro .

Keep the activities for each agenda item long enough to allow people to get into it, but not too long. You want the sessions to feel appropriately pacey, active and engaging. Activities that are allowed to go on too long drag and sap creative energy.

Outline Agenda

Welcome and Warm-up                                             0900-0930

Where do we want to be, and why?                         0930-1000

Where are we today?                                                 1000-1030

Break                                                                           1030-1045

Why are we where we are today?                            1045-1115

Moving forward – Idea generation                           1115-1230

Lunch                                                                          1230-1315

Energiser                                                                     1315-1330

Moving forward – Idea development                       1330-1415

Break                                                                           1415-1445

Action Planning                                                           1445-1530

Review, feedback and close                                      1530-1600

Here is the agenda with more detail, and suggested activities for each item.

Detailed Creative Problem Solving Workshop Agenda

Welcome and warm-up.

The welcome and warm-up session is important because:

• For groups who don’t know each other, it’s essential that people introduce themselves and start to get to know who everyone is.
• This session also helps people to transition from their other work and activities to focusing on the purpose of the day.
• It sets the tone for the rest of the event.

Items to include in the welcome and warm-up are:

• Welcome to the event.
• Thank people for taking the time.
• The purpose and objectives of the event, and an overview of the agenda for the day. Introduce your problem or challenge statement.
• Ground rules in terms of phone usage, breaks, confidentiality.

It’s good to have the agenda and ground rules visible so that everyone can see them throughout the day, and don’t forget to inform people of any fire evacuation instructions that need to be shared, and information on refreshments, washrooms and so on.

Remember to introduce yourself and say a little bit about you as the workshop leader, keeping it brief.

Things to look out for are:

• How people are feeling – energy, interest, sociability, nervousness and so on.
• Cliques or groups of people who choose to sit together. Make a mental note to move the groups around for different activities so that people get to work with as many different people as possible to stimulate thinking and make new connections.

If you’d like some ideas for icebreakers and warmups, there are lots to choose from in these articles:

Icebreakers for online meetings

Creative warmups and energizers that you can do outside

Where do we want to be, and why?

The first session in your creative problem-solving workshop aims to start with thinking about what the group wants to achieve in the future. As well as setting the direction for your problem statement for the day, it allows delegates to stretch their thinking before they become too embedded in working through their current position, issues and concerns. It is positive and motivational to identify those aspirations that everyone shares, even if the reasons or details differ from person to person.

Suggested creative problem-solving techniques for Where do we want to be, and why ?

Horizon Scanning

Brief the delegates as follows:

• Use the resources / idea generators provided [e.g. magazines, newspapers, scissors, glue, stickers, glitter, any other craft items you like, flip chart paper) and your own thoughts.
• Identify a range of themes that are relevant to the challenge statement you are working on in this workshop. Feel free to use your imagination and be creative!
• For each theme, explain why it is important to the challenge statement.

This activity can be adapted for virtual workshops using online whiteboards such as Miro.

WIFI – Wouldn’t It Be Fantastic If…

This creative problem solving technique opens up delegates’ thinking and frames challenges as a positive and motivational possibility.

Ask delegates to spend just a few minutes completing the following statement as many times as they can with real items relating to their challenge for the workshop:

Wouldn’t it be fantastic if… (‘wifi’)

Delegates should then select the wibfi statements that would make the most material difference to their challenge.

They might have a couple or more of connected statements that they want to combine into a new one. If so, that’s completely fine.

Ask them to write their final statement on a flipchart.

Where are we today?

After establishing the vision for the future, it is important to gain a collective view on the starting point, and gain different, individual perspectives on the current position.

Suggested creative techniques for Where are we today?

Rich pictures

Rich pictures provide a useful way of capturing the elements of messy, unstructured situations and ambiguous and complex problems.

A rich picture is intended to portray the unstructured situation that the delegates are working with.

Brief the activity in as follows, noting that they can assist in the construction of a rich picture which should initially be rich in content, but the meaning of which may not be initially apparent. 

• Ask delegates to consider the messy problem or situation that they are facing and dump all the elements of the scenario they are viewing in an unstructured manner using symbols and doodles.
• Ask them to look for elements of structure such as buildings and so on, and elements of process such as things in a state of change. They may see ways in which the structure and process interact as they use hard factual data and soft subjective information in the picture. 
• If appropriate, ask the delegates to include themselves in the picture as participants or observers, or both, and to give the rich picture meaningful and descriptive title.
• Without explanation, one group’s rich picture is often a mystery to another observer, so ask small working groups to talk through the, to the wider group. It is not meant to be a work of art but a working tool to assist your delegates in understanding an unstructured problem or change scenario.

Out of the box

Representing a problem in any new medium can help bring greater understanding and provide a rich vehicle for discussion and idea generation.

Collect a range of (clean and safe!) junk materials, such as cardboard boxes, empty packets, old magazines and newspapers etc.

You will also need some string, glue and tape.

Ask delegates to use the items around them to create (a) 3D vision(s) of the solution(s) to their challenge.

This provides a different perspective, as well as getting everyone engaged, active and conversing.

Why are we here?

This stage of the away day focuses on helping the group to understand the critical success factors that have driven positive outcomes, as well as any constraints, perceived or real, that are getting in the way of future progress. It identifies items that can be explored further in the idea generation, selection and development stages.

Suggested creative techniques for Why are we here?

Ishikawa Fish Bone

The fishbone diagram was developed by Professor Ishikawa of the University of Tokyo. It can encourage development of a comprehensive and balanced picture, involving everyone, keeping everyone on track, discouraging partial or premature solutions, and showing the relative importance and interrelationships between different parts of the challenge.

Ask the delegates to write their problem statement to the fish bone template, like the example shown here.

Then ask them to identify the major categories of causes of the problem. If they are stuck on this, suggest some generic categories to get them going, such as:

Delegates should then write the categories of causes as branches from the main arrow.

Next, they will identify all the possible causes of the problem, asking: “Why does this happen?”

As each idea is given, one of the delegates in each group writes it as a branch from the appropriate category. Causes can be written in several places if they relate to several categories.

Again, get the delegates to ask: “why does this happen?” about each cause, and write sub–causes branching off the causes.

If you have time, ask the delegates to carry on asking “Why?” and generating deeper levels of causes.

Mind mapping

The term mind mapping was devised by Tony Buzan for the representation of ideas, notes, information and so on in radial tree diagrams, sometimes also called spider diagrams.

These are now very widely used.

To brief in the mind map technique, the instructions below are usually best communicated via a quick demonstration by the facilitator, using an everyday, fun topic and asking delegates to shout out ideas for you to capture.

How to mind map:

• Ask delegates to turn their paper to landscape format and write a brief title for the overall topic in the middle of the page.
• For each major subtopic or cluster of materials ask them to start a new major branch from the central topic and label it.
• Continue in this way for ever finer sub-branches.
• Delegates may find that they want to put an item in more than one place. They could just copy it into each place or they could just draw a line to show the connections.
• Encourage delegates to use colour, doodles and to have fun with their mind map. This stimulates more right brain, creative thinking.

Moving forward – Idea generation

The next sessions are all about coming up with ideas, potential solutions to get from your starting position to the vision for the future that you all created earlier.

I recommend that you use at least two, or preferably all three of the idea generation techniques I have provided here because if you only use one, you are more likely to only get the most obvious, top of mind ideas from your team.

By looking at your challenge or opportunity from different perspectives using a range of techniques, you are more likely to create greater diversity of ideas.

This technique is really good for almost any subject, and especially…

…getting input from everyone. The noisy ones have much less opportunity to dominate!

…getting all the thoughts that people have out of their heads and onto paper.

…getting you started. This is a really accessible technique that is easy to run.

…getting people talking and engaged.

You will need plenty of sticky notes and pens.

Clustering with sticky notes – step-by-step guide

• Ask people to focus on the challenge that is the subject of the session.
• Each person is to work individually at first. They will take a pile of post-it notes and a pen, and get as many items down on the post-it notes as they can, writing only one item on each post-it note so that each person has a pile of written notes in front of them (12-15 each would be great).
• Say to the group that if they think they have finished, it probably is just a mental pause. The best thing for them to do is to look out of the window or move around briefly (but not look at their phones, laptop or disturb other people!) because they are likely to have a second burst of thinking. This is really important because it means you will get more thoughts down than just the obvious front-of-mind ones that come out early on. Allow 5-10 minutes for this step.
• Make sure that people don’t put more than one item on a post-it note.
• When everyone has got a pile of sticky notes and generally have run out of steam, ask them to “cluster” their notes as a group into similar themes on the flip chart paper, a bit like playing the card game “Snap”. Things that no-one else has should be included as a cluster of one item.
• Ask the groups to put a ring around each cluster and give it a name that summarises the content.
• Ask each group to feedback on the contents of their clusters, note similarities and differences and agree your next steps, writing them up on the flip chart for everyone to see.

Force-fitting with pictures

Force-fitting is about using dissimilar, or apparently unrelated, objects, elements, or ideas to obtain fresh new possibilities for a challenge or opportunity. You will need some magazines, photos or newspapers for this activity.

It is a very useful and fun-filled method of generating ideas. The idea is to compare the problem with something else that has little or nothing in common and gain new insights as a result.

You can force a relationship between almost anything, and get new insights – companies and whales, management systems and data networks, or your relationship and a hedgehog. Forcing relationships is one of the most powerful ways to develop ways to develop new insights and new solutions.

The following activity – Random Stimulus, a useful way of generating ideas through a selection of objects or cards with pictures – takes about 15 to 20 minutes to complete in total.

It is important to brief delegates to work intuitively through this process rather than over-thinking it. Just follow each of the simple steps outlined here in order.

Force-fitting with pictures step-by-step guide

Step 1 : Choose an image from the ones below at random. It really does not matter which one you choose, so just pick one that you think is interesting. This should take you no longer than a few seconds! Do this first before you move to the next steps.

Step 2: Now look at the image that you have selected. Feel free to pull it out so you can have it in front of you as you work. Write down as many interesting words as you can that come to mind when you look at the picture you have selected.

Step 3 : Now go back and “force fit” each of your interesting words into a potential solution for your challenge. If you have a negative word, turn it into a positive solution. Do this for every word on your list. You don’t have to work through the list in order – if you get stuck on a word, do another one and then come back to it when you’re ready. Don’t forget – premature evaluation stifles creativity. Just write stuff down without judging anything. You will have the opportunity to go back and select what you want / don’t want to use later.

Step 4 : Look at your outputs from this activity and highlight the things that resonate with you in terms of making progress with your challenge.

The SCAMPER technique is based very simply on the idea that anything new is actually a modification of existing old things around us.

SCAMPER was first introduced by Bob Eberle to address targeted questions that help solve problems or ignite creativity during creative meetings.

The name SCAMPER is acronym for seven thinking activities: ( S ) substitute, ( C ) combine, ( A ) adapt, ( M ) modify, ( P ) put to another use, ( E ) eliminate and ( R ) reverse. These keywords represent the necessary questions addressed during the creative thinking meeting. Ask you delegates to work through each one.

• S —Substitute (e.g., components, materials, people)
• C —Combine (e.g., mix, combine with other assemblies or services, integrate)
• A —Adapt (e.g., alter, change function, use part of another element)
• M —Magnify/Modify (e.g., increase or reduce in scale, change shape, modify attributes)
• P —Put to other uses
• E —Eliminate (e.g., remove elements, simplify, reduce to core functionality)
• R —Rearrange/Reverse (e.g., turn inside out or upside down)

Moving forward – Idea development

The objective of this session is to select the most useful or interesting ideas that you have come up with in the earlier idea generation activities, and shape them into a useful solution.

Suggested creative techniques for Moving forward – Idea development:

This is a useful exercise to help your delegates to quickly prioritise their ideas as a team.

• Ask delegates to use the grid shown here to plot their ideas, using sticky notes/
• They should then write a question for each of their ‘yes’ and perhaps some of your ‘maybe’ items that begins with the words ‘ How could we …? ’
• Then ask them to work on each of their questions, capturing their work a flipchart.

Sticky dot voting

Sticky dot voting is a quick, widely used voting method. Once all the ideas are on display give each group member a number of sticky dots (for example 5 each) to ‘vote’ for their favourite solution or preferred option. The number of sticky dots can vary according to what you think will work.

• Give everyone a few minutes of quiet planning time so that they can privately work out their distribution of votes.
• They may distribute their votes as they wish, for example: 2 or 3 on one idea, one each on a couple of others, all on one idea or one each on a whole series of ideas.
• To minimise the risk of people being influenced by one another’s votes, no votes are placed until everyone is ready. When everyone is finished deciding, they go up to the display and place their votes by sticking dots beside the items of their choice.
• As facilitator, lead a discussion on the vote pattern, and help the group to translate it into a shortlist for further development.

Once your delegates have selected their most promising ideas, choose from these creative problem solving techniques to help your group develop their thinking.

Assumption surfacing

Assumption surfacing is all about making underlying assumptions more visible.

• Ask the group to identify the key choices they have made, thinking about what assumptions have guided these choices and why they feel they are appropriate.
• Delegates should list the assumptions, and then add in a possible counter-assumption for each one.
• They should then work down the list and delete any assumption / counter assumption pairs that do not materially affect the outcome of the choice.
• Finally, ask delegates to reflect on the remaining assumptions, consider how these assumptions potentially impact their thinking and whether anything needs to be done as a result.

The words who, why, what, where, when, how are  known as 5Ws and H, or Kipling’s list.

They provide a powerful checklist for imagination or enquiry that is simple enough to prompt thinking but not get in the way.

Ask delegates to:

• Create a list of key questions relating to their challenge, using 5Ws and H as prompts.
• Then ask them to answer of their questions as a way of info gathering and solution-finding for their challenge.

Force field analysis

Force field analysis represents the opposing driving and restraining forces in situation.

For example, it can help to map out the factors involved in a problematic situation at the problem exploration stage, or to understand factors likely to help or hinder the action planning and implementation stages.

The process is as follows:

• Delegates identify a list of the driving and restraining forces and discuss their perceptions of them.
• All the driving forces are arrows propelling the situation, and all the restraining forces are arrows that push back against the direction of the current situation.
• Delegates can use arrow thickness to indicate strength of the force, and arrow lengths to indicate either how difficult the force would be to modify, although these elements are optional.
• Delegates can then use the diagrams to generate ideas around possible ways to move in the desired direction by finding ways to remove the restraining forces and by increasing the driving forces.

Wizard of Oz prototyping

In the classic story of the Wizard of Oz, Dorothy and her friends go to see the Great and Powerful Wizard of Oz only to discover that he’s a fraud with no real magic.

Wizard of Oz Prototyping means creating a user experience that looks and feels very realistic, but is an illusion created to test an idea and generate a lot of really useful feedback very quickly and early on in your design process. The approach also means that you avoid incurring the cost of having to build the real solution.

In the workshop, ask delegates to consider how they could create a Wizard of Oz prototype through rough design sketches, lego or modelling clay.

Action Planning

I’m sure that many of us have been to meetings or events that have been interesting and maybe even fun at the time, but quickly forgotten due to lack of follow up or commitment to take action once the workshop is over.

The action planning phase is an essential part of mobilising the thinking from the workshop into meaningful, pragmatic activity and progress in the organisation. Getting commitment to deliver specific actions within agreed timescales from individuals at the workshop is as essential part of any event.

Suggested creative technique for Action Planning :

Blockbusters

You may remember the 80s quiz show called Blockbusters? Teenage contestants had to get from one side of the board to the other by answering questions.

This technique is based on a similar (sort of!) principle, and it is useful for action planning and helping delegates to visualise moving from where they are now to where they want to be.

• First ask delegates to write down the key aspects of where they are now on sticky notes (one item per sticky note) and put them down the left-hand side of a piece of flipchart paper, landscape.
• Then delegates are to do the same for the key aspects of where they would like to be, this time placing the sticky notes on the right-hand side of the paper, each one aligned to a relevant note on the left-hand side. For example, of they have a sticky note that says ‘struggling for sales’ on the left, they might have one that says ‘increase turnover by 35%’ on the right, both positioned level with each other.
• The final step is for delegates to fill in the space between with the 5 key actions for each item that will get them from where they are now to where they want to be. These can be different and separate actions, and don’t have to be in chronological order.
• You can ask delegates to add in target timescales and owners for each action as well.

Review, feedback and close

At the end of the day, it’s essential to bring everything together, review the progress and thank attendees.

It’s also a great opportunity to gain some feedback on the participants’ experience of the session.

Suggested creative technique for Review, feedback and close :

Goldfish Bowl

The general idea of this technique is that a small group (the core) is the focus of the wider group. The small group discusses while the rest of the participants sit around the outside and observe without interrupting. Facilitation is focused on the core group discussion.

A variation is to invite people from the outside group to ‘jump in’ and replace a member of the core group. It sounds a bit odd on paper, but it works very well and can be great fun.

Sometimes people in the core group are quite pleased to be ‘relieved’ of their duties!

In smaller events, it is also a good idea to make it a game. Make sure that everyone jumps into the core group at least once.

 This can really help people focus on active listening, and on building on each other’s points.

Often the best way to brief this in is by demonstrating it with a willing volunteer.

For more facilitation tips, techniques and ideas, have a look at my articles here:

How to design a virtual innovation sprint

How to facilitate a virtual brainstorming session

How to facilitate a goal setting workshop

How to be a great facilitator

I’d love to hear from you, whether you’re facilitating your own creative problem solving workshops, or would like some help from us to design and facilitate them for you. I hope you’ve found this article helpful. If you’d like to join my free, private Facebook group, Idea Time for Workshop Facilitators , for even more ideas and resources, please do come and join us.

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Experience Report

The sun never sets on the problem-solving workshop, about this publication.

A fundamental agile principle is  “…the team reflects at regular intervals how to become more effective”  The SAFe Inspect and Adapt Problem Solving workshop is a wonderful opportunity for everyone on an Agile Release Train (ART) to reflect on becoming more effective. However, what happens when the ART teams are massively distributed, such that the Sun truly never sets on the ART? How do you provide everyone on the ART an opportunity to reflect and collaborate with others who have similar interests, and not just their local cohorts? How do you enable all to participate in the problem-solving session, to raise and solve problems that are important to them, and not just the problems that are important and visible to “home base” or as we called it, the mother ship? This is the situation we faced at a large multi-national energy company preparing to conduct their first SAFe problem-solving workshop. This is our story for how we executed a problem-solving workshop for an ART on which the Sun never set.

1.     INTRODUCTION: “ The Team Reflects at Regular Intervals How to Become More Effective ” – Agile Principles

Agility is not just about continuously learning and adapting the work product, but also reflecting on and adapting the work process itself. Continuous improvement is fundamental to high performing teams and most agile methodologies have a built-in process review like Scrum’s retrospective. The Scaled Agile Framework (SAFe  tm ) builds on top of this team level view with a problem-solving workshop that is conducted at the end of a Program Increment (big time box) to understand the opportunities for improvement across all teams on the Agile Release Train (ART).

2.     BACKGROUND

Our client is a marquee multi-national energy company with operations around the globe and with an ART spanning the globe. While headquartered in US, teams are located across the US and around the world including London, Buenos Aires, Manila, Perth, and Kazakhstan. Literally, the Sun does no set on the program. Our program was moving applications from the on-premise data center to the cloud. While our program was organized on paper as SAFe Solution Train (a train of trains), it operated very much like an oversized single ART, with over 30 teams and with nearly 400 people involved. Our “train” ran 6 two-week iterations, including a 2-week IP sprint. This was our sixth PI and to date, and while the individual teams conducted team level retrospectives, there had not been an overall review of how the train(s) worked together. As the trains were growing rapidly beyond what heroic ad hoc problem solving could resolve, we decided it was important to start systematically “reflecting at regular intervals how to become more effective” and began planning a SAFe problem solving workshop.

3.     NO MOTHERSHIP

The SAFe problem-solving workshop is part of the SAFe Inspect and Adapt event. General guidance for the problem-solving workshop is that it is about a two-hour process, where all members of the ART participate. This creates a fantastic opportunity for people to collaborate with others beyond their immediate team members. There is an implied assumption that everyone is in the same room. This, of course, was totally impossible for us, unless we wanted to fly everyone to corporate head office in the US.

A typical solution to this distribution problem is what we sometimes referred to as the “mothership” approach. We could hold the problem-solving session at the head office – the mothership – and use video collaboration tools like WebEx or GotoMeeting or Zoom to engage everyone else. Unfortunately, this approach was most likely to only give us a North American point of view and not a true global view. We wanted to avoid a North America centric problem-solving session for as one plucky Australian noted, more than 50% of the value of the train came from outside of North America. Experience suggests when there is a face to face mothership style meeting with other members engaging online, the online members are not engaged and are at best lurkers.

Conducting a “mothership” problem solving workshop, could have reinforced the perception that head office was the center of the universe as most of the senior staff such as the RTEs, Program Managers, Architects, were located there. Finally, scheduling a single “mothership” session is not respectful of people because we would be asking a fair portion of the train to participate in the middle of their night. Therefore, we did not want to conduct a “mothership” style of problem-solving workshop. We needed an approach that created the same opportunity for everyone to participate.

4.     EVERYONE ONLINE

While co-location and face to face conversations are much touted in the agile community, the reality of large-scale systems development is that many people from around the world collaborate to create those large systems. The Agile Principles were written nearly 20 years ago when collaboration technology was at its infancy. Ideally teams that must work closely together are physically close together, but they still need to interact with their global colleagues. Online collaboration is a fact of life and modern tools offer a fair approximation of a physical face to face meeting. With the decision made to conduct the problem-solving workshop online, the next issue was determining how to run the meeting on a program with a never setting Sun.

5.     AN AGENDA FOR A GLOBAL WORKSHOP

SAFe outlines a six-step agenda for the two-hour problem-solving workshop:

• Agree on the problem to solve
• Apply root cause analysis (5 Whys)
• Identify the biggest root cause using Pareto analysis
• Restate the problem for the biggest root-cause
• Brainstorm solutions
• Identify improvement backlog items

It was apparent that we were not going to execute this agenda as a two-hour workshop, at least not if we wanted the entire train to actively participate. Instead, we devised a 1 week rolling agenda:

• Dec 12th by this date the teams are expected to have conducted a “mini retrospective” identifying what each team sees as the program level issues.
• Dec 13th Publish and collate Issues discovered during the mini retrospectives.
• Dec 13th Vote on the published issue list to select the top 5 issues.
• Dec 14th Schedule the problem-solving workshop published and name the facilitators.
• Dec 17th Conduct problem solving sessions
• Dec 19th Present a summary of the workshop

5.1       Step 0: Train the Scrum Masters on the Process

We were relying on the Scrum Masters to “fly solo” and work with their teams to facilitate the event. Thus, we trained our Scrum Masters with the intention behind the SAFe problem-solving workshop, our multi-day rolling agenda, and their role in making it happen. This was a two-hour training session with the agenda dates and activities.

5.2       Step 1: Agreeing on the problem to solve.

Step one in the SAFe problem-solving agenda is to come up with the three to five problems that are of the highest interest to everyone on the train. The intention of this step is to give everyone in the room a voice. In a text book problem-solving session, everyone is in the same room and usually writes issues of concern to them on a sticky note. These are posted on a board and everyone dot votes on the top five or so issues. Groups of people with a common interest can then collaborate. This creates a wonderful opportunity for greater social cohesion because people can collaborate with others who share a common interest rather than just their familiars.

Unfortunately, or fortunately, depending on your point of view, corporate IT is conservative While there are numerous cloud-based shared document tools, access to these tools are blocked through the corporate firewall due to security concerns. While this is often annoying, as one IT manager once remarked “we haven’t been in the news, and we don’t intend to be” Conservatism certainly has its virtues, but we needed the equivalent of an electronic flipchart. Fortunately, the organization used Microsoft OneNote which worked quite admirably for us.

Instead of writing issues on post-it notes and sticking the notes onto a flip chart sheet, the Scrum Master worked with their team to capture in Microsoft OneNote the issues the team believed were impeding progress at the “program level”. In our distributed agenda, we gave the Scrum Master three days to gather candidate issues and get them into a OneNote team page. After the issues were captured by the teams in OneNote, the three authors of this paper consolidated the issues and created a list of 20 program level issues. In retrospect it may have been more appropriate to have the teams themselves perform an affinity mapping exercise to consolidate the team issues. However, in our opinion at this time, this would have been a significant coordination effort with very little gain.

For the dot voting, we used PollEv.com and asked people vote on their top issues over a 2-day period. PollEv.com enables people to respond to online questionnaires using either their mobile device or desktop computer. We ran a quick spike to test PollEv.com to create familiarity with the tool by asking people to vote for their favourite science fiction movie. The poll response was at best disappointing, only 20 people responded to the poll or about 5% of the train. While we were disappointed by the lack of interest, we were also thankful that nearly 400 people were not eagerly waiting to collectively jump into the workshop.

Despite the low polling response, this problem identification step was an important step for us because the problems raised were the problems the teams were experiencing and not necessarily the problems program management at the mothership thought were relevant. Without this step, we would have had a very limited view of the problems the widely-distributed teams were experiencing.

The top 5 problems identified were:

• There is no visibility for which team owns certain features (e.g. monitoring and alerts). This has led to duplication of work.
• Dependencies between teams are not clear during sprints.
• Lack of team objectives and identity make it hard to understand what a team does.
• Compliance activities take a long time.
• How should support be structured for cloud migrations?

The benefit of this step was these issues caught head office – the mothership – a bit by surprise. For example, head office had good visibility into team ownership of features and therefore assumed that of course the teams must also have good visibility. By giving voice to all members of the train, we were able to draw attention to a real problem that was not on the management radar.

5.3       Steps 2 to 5: The Workshops

In the textbook version of the problem-solving workshop, after agreeing on the problem to solve, the group immediately rolls into the root cause analysis. That is the benefit of co-location and face to face communication: rapid decision-making action. Distribution across time zones, unfortunately, extends decision making time because of the coordination delays. It took us 3 days to get set up for the root cause analysis. The first day was spent setting up and verifying access to our pages in OneNote. The second day was spent scheduling the workshops. The third day was used to conduct the training to prepare the participants for the workshop.

Scheduling the workshop was at best a compromise between having the whole team present and respect for people. A consequence of having a program on which the Sun never sets is if we wanted to create the opportunity for everyone to simultaneously participate on the issue of their choice, then someone was losing sleep. This is not showing respect for people. The best compromise we came up with, was to schedule three, two-hour workshops throughout one day: one at noon central time (GMT-6), one at 6 pm central, and the final one at 10 pm central. While we had started with 5 issues, we reduced our list to the top three because we did not have enough facilitators to cover 5 workshops.

The intention behind our scheduling was to have at least one workshop scheduled for a time that someone could attend that would be reasonably convenient for them in their time zone. Of course, the topic for the reasonably convenient workshop may not be of interest to the participant. In addition, for someone who had a keen interest in a specific problem that was scheduled at an inconvenient time may have to choose between sleep and collaborating. Not ideal, but at least that would be their choice.

We continued to use Microsoft OneNote as our collaboration tool. In a OneNote document we created three sections, one for each problem and set up the SAFe fishbone diagram for each. OneNote allows multiple individuals to simultaneously create and edit content on the page; very much an electronic flip chart. The workshops were conducted in WebEx and we had two facilitators per workshop. One facilitator was the “driver” actively engaging and facilitating the session, while the other was the “navigator” keeping an eye on the chat window and engaging with individuals through chat.

Participation was voluntary for this first problem-solving session because we only needed to validate whether our agenda and tooling worked. While we were disappointed by the low participation rate of 20-30 per workshop, we were also grateful that we did not have to facilitate an interactive online workshop with 100+ people in it with our initial attempt in combining all the different technologies.

We timeboxed the root cause analysis to 20 minutes. Participants were initially a little hesitant to engage with the fishbone diagram but that is what the facilitators are for: to help participants move out of their comfort zones. Soon, issues began to, almost magically, appear on the shared page. It was fun to watch as participants engaged in the root cause analysis.

After root cause analysis, we moved to the next agenda item – identify the biggest root cause. We identified the biggest root cause by requesting participants “dot vote” on the fishbone diagram and simply place an “X” on what they believed was the biggest root cause. This was in a word, messy. It would certainly have not work well if we had a large group to work with. For future workshops we would have to transcribe the analysis to another OneNote page for the dot voting.

Once we identified the biggest root causes, we moved onto re-writing the problem statement. The SAFe training materials remind people that a problem well-stated is a problem half solved. In one workshop, the original problem “lack of team objectives make it hard to understand what a team does” was re-written as “I don’t know what other teams are doing and therefore I do not know who I depend on and therefore who I need to talk to” As facilitators, we probably overstepped our boundaries: rather than asking “powerful questions” we almost took the wheel ourselves. It is one thing to ask people to post their thoughts on a fishbone diagram. It is quite another to get people to collaboratively write a statement online. Part of our motivation to “grab the wheel” was to get something done within the timebox. This behaviour on our parts is something we will have to be more cautious about in future. We also took note that future participants will be more familiar with the process and will hopefully be less hesitant to participate.

After restating the problem, we moved to the next agenda item and brainstormed solutions. We simply used a blank page in OneNote to let everyone write their solutions, and then we followed up with a dot vote to pick the actions for us to take. These actions were either implemented as new “working agreements” or added to the program backlog:

• Establish a regular meeting between business owners and their POs where the business owners can make their goals clear to the PO
• Highlight the team’s objectives and benefits during PI Planning
• Scrum Masters add their team objectives to their team descriptions in MS Teams
• Build and maintain a SAFe program board

A day after the workshop we consolidated the contributions and outcomes in the problem-solving workshop page in OneNote and broadcast a summary to all members of the train.

6.     LESSONS LEARNED

This experience highlighted the importance of the problem-solving workshop and creating an opportunity for all voices to be heard. This was the sixth PI for these trains and yet this was their first problem solving workshop. The workshop revealed problems that the members of the trains were experiencing but were not on the management radar. Even with the best of intentions, on a very large distributed train, it is all too easy to become disconnected from the needs of the far-flung teams. This problem-solving workshop is a massive opportunity to mitigate this “mothership” syndrome. Our experience demonstrates the value of a globally distributed problem-solving workshop that creates equal opportunity for all voices to be heard.

While we were able to validate our global agenda, the next lesson learned is running a highly distributed workshop is a significant logistical undertaking. Potentially two orders of magnitude more planning than a comparable co-located workshop. The logistics for running the workshop had long been an impediment to scheduling the workshop. For a large distributed train, there will be considerable effort required to prepare and coordinate all teams around the globe. SAFe suggests the workshop only requires two hours. It took us over a week to plan and execute the workshop. One person was almost fully dedicated to this effort. The price of a large distributed team is an order of magnitude increase in both coordination effort and coordination delays. The value in learning what is really impeding work can be priceless.

Some other lessons learned:

• Surprise – a large logistically complex workshop will not happen unless leadership drives it.
• People do not mind losing sleep to solve a problem if the problem is of interest to them and it is their choice to participate or not.
• The problem causing the teams the most pain are often not what management thinks are the problems causing the teams the most pain.
• Managing the logistics of a globally distributed workshop are easily an order of magnitude more time consuming and complex than running a local face-to-face workshop.
• Even primitive collaboration tools can help you run a distributed problem-solving workshop(s).
• People require additional training ahead of time to run an effective distributed problem-solving workshop

Was it worth it? Yes, for if the Sun never sets on your program, then you owe it to everyone in the program to discover what their concerns and issues are and not what the mothership thinks they are.

7.     ACKNOWLEDGEMENTS

We would to thank Lise Hvatum our shepherd whose guidance and recommendation was greatly appreciated. Also we wish to express our gratitude to Rebecca Wirfs-Brock for her support and help.

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What is a Problem Solving Workshop And How It Can Help Your Team Achieve Goals Easily

Problems arise within any company or startup and in many forms. Whether in production, services, implementation or within teams, problems not addressed only get bigger. Problem solving is designed to target a problem’s root causes and move toward a solution while improving the solving process skills of a team.

The advantages for teams in this workshop are obvious. Not only will they learn new problem solving methods for future use and actually solve a problem, the team building aspect is considerable. Communication through group brainstorming and co-development of the solution include everyone, making for closer-knit members and higher morale through achievement.

What is problem solving workshop?

Problem solving workshops are managed discussion, in which a neutral facilitator, with no stake in the outcome, helps participants to achieve an agreed goal. It is structured process of using Lean Six Sigma techniques and approach and ensure a team-based discussion, commitment of participants and buy-in to the outcome.

It has been proven that Facilitation is the most effective and productive way of achieving results while having matured and goal aiming communication. More and more organisations achieve success by collaboration, interaction and teamwork through Problem solving workshops/facilitation.

Challenges you can resolve together at NextRetreat

• Create Strategy / Business Plan

Would you like to expand your business? Explore the best ideas how to get more clients or find new segments. Looking for improving your marketing strategy? Do you need to set a new product or service while maintaining your quality? Set the priorities for the next period or stage of your business.

• Improvements / Innovation

Would you like to set up faster delivery? Decrease error rate and failures? Get ideas on how to make internal processes more effective? Define what the most critical quality factor for your customer and how to improve it? Improve operational efficiencies?

• Problem solving

Do you know that something is wrong but you don´t know exactly what is it? Do you feel like number of customer complaints is going up? Do you feel lack of engagement and / or misunderstanding at your firm?

• Set up new processes

Set up processes for new products, services, applications or changes in cooperation with third parties.

• Decomposition of key management goals

Would you like to define specific actions, metrics, KPI for teams/processes? How to effectively gather requirements and make important decisions.

Why workshops and facilitation

During usual discussions, most of ideas are lost or not recorded; people switch from one idea to another, turn away from the main topic and sometimes develop ideas, that doesn’t have high added value. Sometimes they follow up with actions that are not accurate and people assume that “somebody” will do the the necessary execution, but the result is often waste of time and money.

Problem solving workshops are..

• An effective, structured and managed way of communication
• Focusing on the goal while giving everyone the necessary space & time for explaining opinions and co-developing solutions
• Stop turning away, external disturbances and developing non productive topics/ideas
• Only ideas that have the biggest value and lowest cost are developed
• Building consensus, better understanding,  avoiding disagreements, assumptions, directivity and dissatisfaction
• All participants develop ideas together, get and share all the information, see how the ideas are developed, the benefits, possibilities and limitations
• The workshop benefits result in participants building on each other’s ideas and gaining a better understanding of each other’s viewpoints, all while reducing paradigm effect and misunderstanding as everything is visually recorded
• An opportunity for participants to discuss issues and problems, and reach a consensus on important decisions in a safe environment managed by the facilitator
• Buy-in from all stakeholders – participants feel engaged, involved and committed to the result, contributing to both content and decisions that will be made
• Task list with specific actions points (who-when-what) is developed in order to achieve the goal after workshop
• Team work and cooperation– spend effective time together as a team, with one common and agreed upon target

Tools and techniques used during workshops

Facilitation, tools of Lean Six Sigma and project management will be used exactly according to your needs and specific challenges.

• Brainstorming as many ideas as possible ( different types of managed brainstorming/brainwriting, discussion,…), visually recorded and grouped (affinity diagram)
• Filtering and reducing the list of ideas in order to ensure important ones are developed and time is not wasted (impact/effort matrix, voting, 1-3-9 evaluation, …)
• Developing selected ideas in mind map
• Project management (task list creation, Who-when-what do, tracking)
• Assessing waste (value stream map, 8 wastes of lean, Added Value/not added value analyses); Risk analysis (Failure Mode and Effect Analysis); Root causes analyses of problem (5 why, fishbone); mapping process/change, sipoc

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Problem Solving Workshop Activities

• Idea Generation
• Issue Resolution
• Issue Analysis

Team Canvas Session

The Team Canvas is Business Model Canvas for teamwork. It is an effective technique to facilitate getting teams aligned about their goals, values and purposes, and help team members find their role on the team.

The Six Thinking Hats

The Six Thinking Hats are used by individuals and groups to separate out conflicting styles of thinking. They enable and encourage a group of people to think constructively together in exploring and implementing change, rather than using argument to fight over who is right and who is wrong.

Conflict Responses

A workshop for a team to reflect on past conflicts, and use them to generate guidelines for effective conflict handling. The workshop uses the Thomas-Killman model of conflict responses to frame a reflective discussion. Use it to open up a discussion around conflict with a team.

Team of Two

Much of the business of an organisation takes place between pairs of people. These interactions can be positive and developing or frustrating and destructive. You can improve them using simple methods, providing people are willing to listen to each other.

"Team of two" will work between secretaries and managers, managers and directors, consultants and clients or engineers working on a job together. It will even work between life partners.

Making Space with TRIZ

You can clear space for innovation by helping a group let go of what it knows (but rarely admits) limits its success and by inviting creative destruction. TRIZ makes it possible to challenge sacred cows safely and encourages heretical thinking. The question “What must we stop doing to make progress on our deepest purpose?” induces seriously fun yet very courageous conversations. Since laughter often erupts, issues that are otherwise taboo get a chance to be aired and confronted. With creative destruction come opportunities for renewal as local action and innovation rush in to fill the vacuum. Whoosh!

Everyday Hassles

It is a great activity to show participants that it is plausible to change our automatic behaviours and reactions to annoying situations.

Save time and effort designing your workshops

Managing behaviours

Temperature Check

What is going on inside a group? Have we paid attention to all voices, both the quiet and the loud? Is everyone on board or are some lost at sea?

Temperature Check gives an instant visual overview of the thoughts and feelings of every group member around a specific topic, and from here, creates an opening for deeper conversation and understanding. At best, a non-threatening way of addressing the elephant in the room.

Paired walk

Inviting a paired walk is surprisingly effective in its simplicity. Going for a walk together increases trust and can help prepare the terrain for conflict resolution, while acting as an energizer at the same time. Make it hybrid-friendly by pairing a person in the room to one joining online!

Personal Strengths Matrix

Door deze oefening raken studenten bekend met elkaars sterke en zwakke kanten, voor ze samen aan een project beginnen.

Met Scrummen krijg en houd je als team overzicht op de taken in uitvoering.

Deze taken worden onderverdeeld in (1) To Do, (2) In Proces en (3) Done.

Stakeholder's View

Studenten ervaren hoe het is om met stakeholders in dialoog te gaan wanneer er conflicterende belangen zijn. Door het perspectief van verschillende stakeholders aan te nemen verdiepen ze zich in de uiteenlopende posities. Voorbereidend op het gesprek leren studenten de motieven van verschillende stakeholders te analyseren en te begrijpen hoe je het best kan reageren op verschillende reacties.

Some features unfortunately do not work as intended on Internet Explorer. Please, use another browser (Chrome, Firefox, Edge) for best performance. Thank you!

My Workshop Structure for Creative Problem Solving

Type of Problems

• Good Understanding, Few Solutions : This is for problems where the path is pretty clear and it just has to be done. An example is solving a mathematical equation.
• Good Understanding, Many Solutions : You have a reasonable understanding of the problem and can estimate the impact of your changes onto the system, but there are many different possible solutions that have to be explored.
• Little Understanding, Many Solutions : These are problems where you don’t even know what the problem is exactly. Examples are machine breakdowns or quality problems. You known the problem, but you don’t really know the root cause. In this case, you need to put the majority of your time into root-cause analysis.
• Little Understanding, Few Solutions : You don’t really know what is going on, although there are only a few solutions. Since you don’t understand the problem well, you don’t know the number of possible solutions. Hence this is overlapping with the “ little understanding, many solutions. ” It may be that the quality problem or machine breakdown has only one cause and you have to find it. You probably also would need to invest time into the understanding of the problem.

In any case, the following workshop structure is designed for problems where the group understands the problem reasonably well and can estimate how changes to the system influence the system, although there are still solutions hidden that they cannot (yet) imagine. Yet the many different possible solutions present a challenge.

A common example is a layout workshop to create a new layout for a production system. There are almost unlimited different ways for how to place the machines and materials on the shop floor. The workshop group knows at least somewhat how the placement affects the performance, but has trouble choosing one out of  the many different ways to do it. This is where this workshop structure can help.

The Workshop Sequence

Introduction.

First Round of Solutions

Also, if possible, put the sub-teams in separate areas or even separate nearby rooms so they can work independently. Provide them with the necessary materials to work the problem, ideally based on paper. For example, for a layout workshop, give them a large printout of the shop floor map, plenty of paper in different colors, scissors, tape, glue, and so on. Let them work on the problem without giving much instruction on the problem-solving method. This first round usually serves more as a learning curve for the team and rarely generates the final solution. Another important point is that even though you as the moderator may be eager to step in and contribute, restrain yourself. Observe the teams, observe their ideas, and, most importantly, observe with which aspects of the problem they struggle.

After the thirty minutes are over, bring the teams back into the main room, have them present each other their solutions, and allow for some discussion. The entire group should list a few benefits and problems with each of these solution. This may take another fifteen to thirty  minutes. Hang the solutions including their pro/cons on the wall, as they will be relevant later.

Second Round of Solutions

The team may grumble a bit, but have them again separately do another solution within thirty minutes. This second round is not a refinement of the first solution, but instead a completely new solution. Optionally, you can shuffle the teams around a bit and move, for example, one team member in each group to another group. After thirty minutes get them together again and have them present to each other and list the pros and cons of the different ideas. Hang the results on the wall again.

If the problem needs more ideas and if you have the time, you can repeat this in a third round, with or without a creative provocation.

In preparation for the last round, the team again looks at all previous solutions (which should be hanging on the wall), and as a group discusses the benefits and disadvantages of each solution. Steer the discussion toward a solution that includes all of the benefits but none of the disadvantages. Eventually ask the team if they want to generate another solution based on what they have learned. Almost always they say yes (if not, one solution is probably good enough already).

Hence they work out another solution. However, this time the team works as one group, creating only one solution. Also, do not give any restrictions on the solution space. If necessary, allow for more time, maybe up to sixty minutes. Afterward, there is no need to present, since everybody knows the solution already, but you still should list pros and cons.

For selecting the solution to be implemented, ask the team which one of these (now five to ten solutions) they like best and want to apply to the problem. Almost always, it is the solution from the last round. In some cases the team may indicate the desire for another round. In this case – time permitting – repeat the last round once more. But at the end you should have one solution with which the team is happy and which can then be finalized for implementation.

So there you have it. This is the basic structure for my workshops for problems that have many possible solutions. I have had quite some positive experiences with these in the past. Keys for success are many different solutions, some creative provocation, and a multifunctional team. Hopefully this will also help you to solve similar problems in your location. Now go out, gather your team, create solutions, and organize your industry!

1 thought on “My Workshop Structure for Creative Problem Solving”

Impressive improvement guide, example is apt prior to tackling a FMCC enterprise. As a QC Facilitator I successfully used this approach in the 70 and 80s, known as “Quality Circles’ to improve productivity and save £Ms for Car Industry and supplier network

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