Identify Goal
Define Problem
Define Problem
Gather Data
Define Causes
Identify Options
Clarify Problem
Generate Ideas
Evaluate Options
Generate Ideas
Choose the Best Solution
Implement Solution
Select Solution
Take Action
MacLeod offers her own problem solving procedure, which echoes the above steps:
“1. Recognize the Problem: State what you see. Sometimes the problem is covert. 2. Identify: Get the facts — What exactly happened? What is the issue? 3. and 4. Explore and Connect: Dig deeper and encourage group members to relate their similar experiences. Now you're getting more into the feelings and background [of the situation], not just the facts. 5. Possible Solutions: Consider and brainstorm ideas for resolution. 6. Implement: Choose a solution and try it out — this could be role play and/or a discussion of how the solution would be put in place. 7. Evaluate: Revisit to see if the solution was successful or not.”
Many of these problem solving techniques can be used in concert with one another, or multiple can be appropriate for any given problem. It’s less about facilitating a perfect CPS session, and more about encouraging team members to continually think outside the box and push beyond personal boundaries that inhibit their innovative thinking. So, try out several methods, find those that resonate best with your team, and continue adopting new techniques and adapting your processes along the way.
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Problem-solving is a mental process that involves discovering, analyzing, and solving problems. The ultimate goal of problem-solving is to overcome obstacles and find a solution that best resolves the issue.
The best strategy for solving a problem depends largely on the unique situation. In some cases, people are better off learning everything they can about the issue and then using factual knowledge to come up with a solution. In other instances, creativity and insight are the best options.
It is not necessary to follow problem-solving steps sequentially, It is common to skip steps or even go back through steps multiple times until the desired solution is reached.
In order to correctly solve a problem, it is often important to follow a series of steps. Researchers sometimes refer to this as the problem-solving cycle. While this cycle is portrayed sequentially, people rarely follow a rigid series of steps to find a solution.
The following steps include developing strategies and organizing knowledge.
While it may seem like an obvious step, identifying the problem is not always as simple as it sounds. In some cases, people might mistakenly identify the wrong source of a problem, which will make attempts to solve it inefficient or even useless.
Some strategies that you might use to figure out the source of a problem include :
After the problem has been identified, it is important to fully define the problem so that it can be solved. You can define a problem by operationally defining each aspect of the problem and setting goals for what aspects of the problem you will address
At this point, you should focus on figuring out which aspects of the problems are facts and which are opinions. State the problem clearly and identify the scope of the solution.
After the problem has been identified, it is time to start brainstorming potential solutions. This step usually involves generating as many ideas as possible without judging their quality. Once several possibilities have been generated, they can be evaluated and narrowed down.
The next step is to develop a strategy to solve the problem. The approach used will vary depending upon the situation and the individual's unique preferences. Common problem-solving strategies include heuristics and algorithms.
Heuristics are often best used when time is of the essence, while algorithms are a better choice when a decision needs to be as accurate as possible.
Before coming up with a solution, you need to first organize the available information. What do you know about the problem? What do you not know? The more information that is available the better prepared you will be to come up with an accurate solution.
When approaching a problem, it is important to make sure that you have all the data you need. Making a decision without adequate information can lead to biased or inaccurate results.
Of course, we don't always have unlimited money, time, and other resources to solve a problem. Before you begin to solve a problem, you need to determine how high priority it is.
If it is an important problem, it is probably worth allocating more resources to solving it. If, however, it is a fairly unimportant problem, then you do not want to spend too much of your available resources on coming up with a solution.
At this stage, it is important to consider all of the factors that might affect the problem at hand. This includes looking at the available resources, deadlines that need to be met, and any possible risks involved in each solution. After careful evaluation, a decision can be made about which solution to pursue.
After selecting a problem-solving strategy, it is time to put the plan into action and see if it works. This step might involve trying out different solutions to see which one is the most effective.
It is also important to monitor the situation after implementing a solution to ensure that the problem has been solved and that no new problems have arisen as a result of the proposed solution.
Effective problem-solvers tend to monitor their progress as they work towards a solution. If they are not making good progress toward reaching their goal, they will reevaluate their approach or look for new strategies .
After a solution has been reached, it is important to evaluate the results to determine if it is the best possible solution to the problem. This evaluation might be immediate, such as checking the results of a math problem to ensure the answer is correct, or it can be delayed, such as evaluating the success of a therapy program after several months of treatment.
Once a problem has been solved, it is important to take some time to reflect on the process that was used and evaluate the results. This will help you to improve your problem-solving skills and become more efficient at solving future problems.
It is important to remember that there are many different problem-solving processes with different steps, and this is just one example. Problem-solving in real-world situations requires a great deal of resourcefulness, flexibility, resilience, and continuous interaction with the environment.
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You can become a better problem solving by:
It's important to communicate openly and honestly with your partner about what's going on. Try to see things from their perspective as well as your own. Work together to find a resolution that works for both of you. Be willing to compromise and accept that there may not be a perfect solution.
Take breaks if things are getting too heated, and come back to the problem when you feel calm and collected. Don't try to fix every problem on your own—consider asking a therapist or counselor for help and insight.
If you've tried everything and there doesn't seem to be a way to fix the problem, you may have to learn to accept it. This can be difficult, but try to focus on the positive aspects of your life and remember that every situation is temporary. Don't dwell on what's going wrong—instead, think about what's going right. Find support by talking to friends or family. Seek professional help if you're having trouble coping.
Davidson JE, Sternberg RJ, editors. The Psychology of Problem Solving . Cambridge University Press; 2003. doi:10.1017/CBO9780511615771
Sarathy V. Real world problem-solving . Front Hum Neurosci . 2018;12:261. Published 2018 Jun 26. doi:10.3389/fnhum.2018.00261
By Kendra Cherry, MSEd Kendra Cherry, MS, is a psychosocial rehabilitation specialist, psychology educator, and author of the "Everything Psychology Book."
Whether we realise it or not, problem solving skills are an important part of our daily lives. From resolving a minor annoyance at home to tackling complex business challenges at work, our ability to solve problems has a significant impact on our success and happiness. However, not everyone is naturally gifted at problem-solving, and even those who are can always improve their skills. In this blog post, we will go over the art of effective problem-solving step by step.
Methodology of 8D (Eight Discipline) Problem Solving:
The A3 problem solving technique is a visual, team-based problem-solving approach that is frequently used in Lean Six Sigma projects. The A3 report is a one-page document that clearly and concisely outlines the problem, root cause analysis, and proposed solution.
Subsequently, in the Lean Six Sigma framework, the 8D and A3 problem solving methodologies are two popular approaches to problem solving. Both methodologies provide a structured, team-based problem-solving approach that guides individuals through a comprehensive and systematic process of identifying, analysing, and resolving problems in an effective and efficient manner.
By repeatedly asking “ why ,” you’ll eventually get to the bottom of the problem. This is an important step in the problem-solving process because it ensures that you’re dealing with the root cause rather than just the symptoms.
Gathering information and brainstorming ideas is the next step in effective problem solving. This entails researching the problem and relevant information, collaborating with others, and coming up with a variety of potential solutions. This increases your chances of finding the best solution to the problem.
Next, work with others to gather a variety of perspectives. Brainstorming with others can be an excellent way to come up with new and creative ideas. Encourage everyone to share their thoughts and ideas when working in a group, and make an effort to actively listen to what others have to say. Be open to new and unconventional ideas and resist the urge to dismiss them too quickly.
Once you’ve compiled a list of potential solutions, it’s time to assess them and select the best one. This is the next step in the problem-solving process, which we’ll go over in greater detail in the following section.
Once you’ve compiled a list of potential solutions, it’s time to assess them and select the best one. This is the third step in effective problem solving, and it entails weighing the advantages and disadvantages of each solution, considering their feasibility and practicability, and selecting the solution that is most likely to solve the problem effectively.
You’ll be able to tell which solutions are likely to succeed and which aren’t by assessing their feasibility and practicability.
When you’ve decided on the best solution, it’s time to put it into action. The fourth and final step in effective problem solving is to put the solution into action, monitor its progress, and make any necessary adjustments.
Finally, make any necessary modifications to the solution. This could entail changing the solution, altering the plan of action, or delegating different tasks. Be willing to make changes if they will improve the solution or help it solve the problem more effectively.
You can increase your chances of success in problem solving by following these steps and considering factors such as the pros and cons of each solution, their feasibility and practicability, and making any necessary adjustments. Furthermore, keep in mind that problem solving is an iterative process, and there may be times when you need to go back to the beginning and restart. Maintain your adaptability and try new solutions until you find the one that works best for you.
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When it comes to solving problems, getting ideas is the easy part.
But businesses often forget the other four stages of the problem-solving process that will allow them to find the best solution.
Instead of jumping straight to idea generation, your problem-solving framework should look like this:
See how idea generation doesn’t appear until stage 3?!
In this extensive resource, we provide techniques, methodologies and tools to guide you through every stage of the problem-solving process.
Once you’ve finished reading, you’ll possess an extensive problem-solving arsenal that will enable you to overcome your biggest workplace challenges.
Before we dive into more comprehensive methodologies for solving problems, there are a few basic techniques you should know.
The following techniques will set you up for a successful problem-solving session with your team, allowing you to take on your biggest challenges with clarity and confidence.
When a problem or challenge arises, it’s normal to act too quickly or rely on solutions that have worked well in the past. This is known as entrenched thinking.
But acting impulsively, without prior consideration or planning, can cause you to misunderstand the issue and overlook possible solutions to the problem.
Therefore, the first thing you should always do when you encounter a problem is: breathe in and out.
Take a step back and make a clear plan of action before you act. This will help you to take rational steps towards solving a problem.
Another common mistake people make when attempting to solve a problem is taking action before fully understanding the problem.
Before committing to a theory, ask enough questions to unearth the true root of the issue.
Later in this article, we cover The 5 Why’s problem-solving methodology which you can use to easily identify the root of your problem. Give this a go at your next meeting and see how your initial understanding of a problem can often be wrong.
A common problem-solving issue is that of myopia—a narrow-minded view or perception of the problem. Myopia can occur when you’re too involved with the problem or your team isn’t diverse enough.
To give yourself the best chance of resolving a problem, gain insight from a wide range of sources. Collaborate with key stakeholders, customers and on-the-ground employees to learn how the problem affects them and whether they have found workarounds or solutions.
To paint the broadest picture, don’t limit your problem-solving team to a specific archetype. Try to include everyone, from the chief executive to the office janitor.
If you’re working with a small team, try the Flip It! problem-solving methodology to view the issue from a fresh angle.
The environment in which your host your brainstorming sessions should maximise creativity . When your team members trust each other and feel relaxed, they’re more likely to come up with innovative ideas and solutions to a problem.
Here are a few ways to get your employees’ creative juices flowing:
World Café is a problem-solving method that creates a casual environment conducive to creative thinking.
Keep reading to learn more about how World Café can help your team solve complex organisational problems.
Because problem-solving is a creative process, it can be hard to keep it on track. As more ideas get banded around, conflicts can arise that derail the session.
That’s why problem-solving methodologies are so helpful. They offer you proven problem-solving frameworks to guide your group sessions and keep them on track.
The Six Thinking Hats problem-solving method is a popular technique that guides the process and helps your team analyse a problem from all angles.
We’re going to take a look at our favourite problem-solving methodologies in the next section of this article, XY Tried and tested problem-solving methodologies.
Sometimes, solving a different problem can help you uncover solutions to another problem!
By stripping back a complex issue and framing it as a simplified analogy , you approach a problem from a different angle, enabling you to come up with alternative ideas.
After solving practice problems, your team might be more aptly equipped to solve real-world issues.
However, coming up with an analogy that reflects your issue can be difficult, so don’t worry if this technique doesn’t work for you.
The Speed Boat diagram is a visual tool that helps your employees view existing challenges as anchors holding back a boat which represents your end goals. By assigning a “weight” to each anchor, your team can prioritise which issues to tackle first.
Constraints make a big problem more approachable.
Before you tackle a problem, establish clear boundaries and codes of conduct for the session. This allows your team to focus on the current issue without becoming distracted or veering off on a tangent.
In an article published in the Harvard Business Review, authors Oguz A. Acar, Murat Tarakci, and Daan van Knippenberg wrote, “Constraints … provide focus and a creative challenge that motivates people to search for and connect information from different sources to generate novel ideas for new products, services, or business processes.” (Why Constraints Are Good for Innovation, 2019)
Lightning Decision Jam is a prime example of how constraints can assist the creative process. Here, your team are given strict time constraints and isn’t permitted to discuss ideas until the end.
Humans are creatures of habit.
We defer to strategies that have produced positive results in the past. This is typically beneficial because recalling our previous successes means we don’t need to constantly re-learn similar tasks.
But when it comes to problem-solving, this way of thinking can trip us up. We become fixated on a solution that worked in the past, but when this fails we’re dismayed and left wondering what to do next.
To resolve problems effectively, your employees need to escape the precincts of their imaginations. This helps to eliminate functional fixedness—the belief that an item serves only its predefined function.
Alternative Application is an icebreaker game that encourages employees to think outside the box by coming up with different uses for everyday objects. Try this at your next meeting or team-building event and watch your team tap into their creativity.
Having a diverse group of employees at your brainstorming sessions is a good idea, but there’s one problem: the extroverted members of your team will be more vocal than the introverts.
To ensure you’re gaining insight from every member of your team, you need to give your quieter employees equal opportunities to contribute by eliminating personality biases.
Read more: What icebreaker games and questions work best for introverts?
The obvious solution, then, is to “silence” the louder participants (it’s not as sinister as it sounds, promise)—all you have to do is ban your team from debating suggestions during the ideation process.
The Lightning Decision Jam methodology gives your employees equal opportunities to contribute because much of the problem-solving process is carried out in silence.
Have you ever noticed how the best ideas seem to come when you’re not actively working on a problem? You may have spent hours slumped over your desk hashing out a solution, only for the “eureka!” moment to come when you’re walking your dog or taking a shower.
In James Webb Young’s book, A Technique for Producing Ideas , phase three of the process is “stepping away from the problem.” Young proclaims that after putting in the hard work, the information needs to ferment in the mind before any plausible ideas come to you.
So next time you’re in a meeting with your team trying to solve a problem, don’t panic if you don’t uncover groundbreaking ideas there and then. Allow everybody to mull over what they’ve learned, then reconvene at a later date.
The Creativity Dice methodology is a quick-fire brainstorming game that allows your team to incubate ideas while concentrating on another.
The way your team delivers feedback at the end of a successful brainstorming session is critical. Left unsupervised, excessive feedback can undo all of your hard work.
Therefore, it’s wise to put a cap on the amount of feedback your team can provide. One great way of doing this is by using the One Breath Feedback technique.
By limiting your employees to one breath, they’re taught to be concise with their final comments.
Problem-solving methodologies keep your brainstorming session on track and encourage your team to consider all angles of the issue.
Countless methods have wiggled their way into the world of business, each one with a unique strategy and end goal.
Here are 12 of our favourite problem-solving methodologies that will help you find the best-fit solution to your troubles.
Six Thinking Hats is a methodical problem-solving framework that helps your group consider all possible problems, causes, solutions and repercussions by assigning a different coloured hat to each stage of the problem-solving process.
The roles of each hat are as follows:
For Six Thinking Hats to work effectively, ensure your team acts within the confines of each role.
While wearing The Yellow Hat, for example, your team should only discuss the positives . Any negative implications should be left for the Black or Grey hat.
Note: Feel free to alter the hat colours to align with your cultural context.
Lightning Decision Jam is a nine-stage problem-solving process designed to uncover a variety of perspectives while keeping the session on track.
The process starts by defining a general topic like the internal design process, interdepartmental communication, the sales funnel, etc.
Then, armed with pens and post-it notes, your team will work through the nine stages in the following order:
The philosophy behind LDJ is that of constraint. By limiting discussion, employees can focus on compiling ideas and coming to democratic decisions that benefit the company without being distracted or going off on a tangent.
Root Cause Analysis (RCA) is the process of unearthing a problem and finding the underlying cause. To help you through this process, you can use The 5 Why’s methodology.
The idea is to ask why you’re experiencing a problem, reframe the problem based on the answer, and then ask “ why?” again. If you do this five times , you should come pretty close to the root of your original challenge.
While this might not be a comprehensive end-to-end methodology, it certainly helps you to pin down your core challenges.
If you’ve had enough of uninspiring corporate boardrooms, World Café is the solution.
This problem-solving strategy facilitates casual conversations around given topics, enabling players to speak more openly about their grievances without the pressure of a large group.
Here’s how to do it:
World Café is a useful way of uncovering hidden causes and pitfalls by having multiple simultaneous conversations about a given topic.
Discovery and Actions Dialogues are a collaborative method for employees to share and adopt personal behaviours in response to a problem.
This crowdsourcing approach provides insight into how a problem affects individuals throughout your company and whether some are better equipped than others.
A DAD session is guided by a facilitator who asks seven open-ended questions in succession. Each person is given equal time to participate while a recorder takes down notes and valuable insights.
This is a particularly effective method for uncovering preexisting ideas, behaviours and solutions from the people who face problems daily.
The Design Sprint 2.0 model by Jake Knapp helps your team to focus on finding, developing measuring a solution within four days . Because theorising is all well and good, but sometimes you can learn more by getting an idea off the ground and observing how it plays out in the real world.
Here’s the basic problem-solving framework:
This technique is great for testing the viability of new products or expanding and fixing the features of an existing product.
Open Space Technology is a method for large groups to create a problem-solving agenda around a central theme. It works best when your group is comprised of subject-matter experts and experienced individuals with a sufficient stake in the problem.
Open Space Technology works like this:
This methodology grants autonomy to your team and encourages them to take ownership of the problem-solving process.
While not an end-to-end problem-solving methodology, the Round-Robin Brainstorming Technique is an effective way of squeezing every last ounce of creativity from your ideation sessions.
Here’s how it works:
Once you’ve compiled a long list of ideas, it’s up to you how you move forward. You could, for example, borrow techniques from other methodologies, such as the “vote on solutions” phase of the Lightning Decision Jam.
Failure Modes and Effects Analysis is a method for preventing and mitigating problems within your business processes.
This technique starts by examining the process in question and asking, “What could go wrong?” From here, your team starts to brainstorm a list of potential failures.
Then, going through the list one by one, ask your participants, “Why would this failure happen?”
Once you’ve answered this question for each list item, ask yourselves, “What would the consequences be of this failure?”
This proactive method focuses on prevention rather than treatment. Instead of waiting for a problem to occur and reacting, you’re actively searching for future shortcomings.
The Flip It! Methodology teaches your team to view their concerns in a different light and frame them instead as catalysts for positive change.
The game works like this:
This brainstorming approach teaches your employees the danger of engrained thinking and helps them to reframe their fears as opportunities.
The Creativity Dice teaches your team to incubate ideas as they focus on different aspects of a problem. As we mentioned earlier in the article, giving ideas time to mature can be a highly effective problem-solving strategy. Here’s how the game works:
Choose a topic to focus on, It can be as specific or open-ended as you like. Write this down as a word or sentence. Roll the die, start a timer of three minutes and start writing down ideas within the confines of what that number resembles. The roles of each number are as follows:
Once you’ve finished the activity, review your findings and decide what you want to take with you.
The SWOT Analysis is a long-standing method for analysing the current state of your business and considering how this affects the desired end state.
The basic idea is this:
The SWOT Analysis is an intuitive method for understanding which parts of your business could be affecting your long-term goals.
When learning to cover every aspect of a story, journalists are taught to ask themselves six essential questions:
Now, this approach has been adopted by organisations to help understand every angle of a problem. All you need is a clear focus question, then you can start working through the six questions with your team until you have a 360-degree view of what has, can and needs to be done.
Gamestorming is a one-stop creative-thinking framework that uses various games to help your team come up with innovative ideas.
Originally published as a book 10 years ago, Gamestorming contained a selection of creative games used by Silicon Valley’s top-performing businesses to develop groundbreaking products and services.
This collection of resources, plucked from the minds of founders and CEOs like Jeff Bezos and Steve Jobs, allows you to tap into the potentially genius ideas lying dormant in the minds of your employees.
The Four-Step Sketch is a visual brainstorming that provides an alternative to traditional discussion-based ideation techniques .
This methodology requires prior discussion to clarify the purpose of the activity. Imagine you’re on a startup retreat , for example, and your team is taking part in a design sprint or hackathon.
Once you’ve brainstormed a list of ideas with your team, participants can look at the suggestions and take down any relevant notes. They then take these notes and turn them into rough sketches that resemble the idea.
Then, as a warm-up, give each participant eight minutes to produce eight alternative sketches (eight minutes per sketch) of the idea. These ideas are not to be shared with the group.
Finally, participants create new sketches based on their favourite ideas and share them with the group. The group can then vote on the ideas they think offer the best solution.
15% Solutions is a problem-solving strategy for motivating and inspiring your employees. By encouraging your team to gain small victories, you pave the way for bigger changes.
First, ask your participants to think about things they can personally do within the confines of their role.
Then, arrange your team into small groups of three to four and give them time to share their ideas and consult with each other.
This simple problem-solving process removes negativity and powerlessness and teaches your team to take responsibility for change.
Problem-solving tools support your meeting with easy-to-use graphs, visualisations and techniques.
By implementing a problem-solving tool, you break the cycle of mundane verbal discussion, enabling you to maintain engagement throughout the session.
The Fishbone Diagram (otherwise known as the Ishikawa Diagram or Cause and Effect Diagram), is a tool for identifying the leading causes of a problem. You can then consolidate these causes into a comprehensive “Problem Statement.”
The term “Fishbone Diagram” is derived from the diagram’s structure. The problem itself forms the tail, possible causes radiate from the sides to form the fish skeleton while the final “Problem Statement” appears as the “head” of the fish.
Example: A fast-food chain is investigating the declining quality of their food. As the team brainstorms potential causes, they come up with reasons like “poorly trained personnel”, “lack of quality control”, and “incorrect quantity of spices.” Together with other causes, the group summarises that these problems lead to “bad burgers.” They write this as the Problem Statement and set about eliminating the main contributing factors.
A Problem Tree is a useful tool for assessing the importance or relevance of challenges concerning the core topic. If you’re launching a new product, for example, gather your team and brainstorm the current issues, roadblocks and bottlenecks that are hindering the process.
Then, work together to decide which of these are most pressing. Place the most relevant issues closer to the core topic and less relevant issues farther away.
The Squid Diagram is an easy-to-use tool that charts the progress of ideas and business developments as they unfold. Your SQUID Diagram can remain on a wall for your team to add to over time.
The Speed Boat Diagram is a visual metaphor used to help your team identify and solve problems in the way of your goals.
Here’s how it works:
This is an easy-to-use tool that sparks creative solutions. If you like, your team can assign a “weight” to each anchor which determines the impact each problem has on the end goal.
LEGO is an excellent creative-thinking and problem-solving tool used regularly by event facilitators to help teams overcome challenges.
In our article 5 and 10-minute Team-Building Activities , we introduce Sneak a Peek —a collaborative team-building game that develops communication and leadership skills.
Teams aren’t always aligned when it comes to their understanding of a problem. While the problem remains the same for everyone, they might have differing opinions as to how it occurred at the implications it had.
Asking “ What? So What? Now What?” Helps you to understand different perspectives around a problem.
It goes like this:
This approach helps your team understand how problems affect individuals in different ways and uncovers a variety of ways to overcome them.
Gathering ideas is easy—but selecting the best ones? That’s a different story.
If you’ve got a bunch of ideas, try the Now-How-Wow Matrix to help you identify which ones you should implement now and which ones should wait until later.
Simply draw a two-axis graph with “implementation difficulty” on the Y axis and “idea originality” on the X axis. Divide this graph into quadrants and write “Now!” in the bottom left panel, “Wow!” in the bottom right panel, and “How?” in the top right panel. You can leave the top left panel blank.
Then, take your ideas and plot them on the graph depending on their implementation difficulty and level of originality.
By the end, you’ll have a clearer picture of which ideas to ignore, which ones to implement now, and which ones to add to the pipeline for the future.
The Impact-Effort Matrix is a variation of the Now-How-Wow Matrix where the Y axis is marked “Impact” and the X axis is marked “Effort.”
Then, divide the graph into quadrants and plot your ideas.
The Impact-Effort Matrix is a simple way for your team to weigh the benefits of an idea against the amount of investment required.
Once you’ve gathered a substantial list of ideas from your employees, you need to sort the good from the bad.
Dot voting is a simple tool used by problem-solving facilitators as a fast and effective way for large groups to vote on their favourite ideas . You’ll have seen this method used in problem-solving methods like Flip It! and Lightning Decision Jam .
This provides an easy-to-use visual representation of the best and worst ideas put forward by your team.
While working from home or at the office, your team is often too caught up in daily tasks to take on complex problems.
By escaping the office and uniting at an offsite location, you can craft a purposeful agenda of team-building activities and problem-solving sessions. This special time away from the office can prove invaluable when it comes to keeping your business on track.
If you have problems that need fixing (who doesn’t?), reach out to Surf Office and let us put together a fully-customised offsite retreat for you.
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You might associate problem-solving with the math exercises that a seven-year-old would do at school. But problem-solving isn’t just about math — it’s a crucial skill that helps everyone make better decisions in everyday life or work.
Problem-solving involves finding effective solutions to address complex challenges, in any context they may arise.
Unfortunately, structured and systematic problem-solving methods aren’t commonly taught. Instead, when solving a problem, PMs tend to rely heavily on intuition. While for simple issues this might work well, solving a complex problem with a straightforward solution is often ineffective and can even create more problems.
In this article, you’ll learn a framework for approaching problem-solving, alongside how you can improve your problem-solving skills.
When it comes to problem-solving there are seven key steps that you should follow: define the problem, disaggregate, prioritize problem branches, create an analysis plan, conduct analysis, synthesis, and communication.
Problem-solving begins with a clear understanding of the issue at hand. Without a well-defined problem statement, confusion and misunderstandings can hinder progress. It’s crucial to ensure that the problem statement is outcome-focused, specific, measurable whenever possible, and time-bound.
Additionally, aligning the problem definition with relevant stakeholders and decision-makers is essential to ensure efforts are directed towards addressing the actual problem rather than side issues.
Complex issues often require deeper analysis. Instead of tackling the entire problem at once, the next step is to break it down into smaller, more manageable components.
Various types of logic trees (also known as issue trees or decision trees) can be used to break down the problem. At each stage where new branches are created, it’s important for them to be “MECE” – mutually exclusive and collectively exhaustive. This process of breaking down continues until manageable components are identified, allowing for individual examination.
The decomposition of the problem demands looking at the problem from various perspectives. That is why collaboration within a team often yields more valuable results, as diverse viewpoints lead to a richer pool of ideas and solutions.
The next step involves prioritization. Not all branches of the problem tree have the same impact, so it’s important to understand the significance of each and focus attention on the most impactful areas. Prioritizing helps streamline efforts and minimize the time required to solve the problem.
For prioritized components, you may need to conduct in-depth analysis. Before proceeding, a work plan is created for data gathering and analysis. If work is conducted within a team, having a plan provides guidance on what needs to be achieved, who is responsible for which tasks, and the timelines involved.
Data gathering and analysis are central to the problem-solving process. It’s a good practice to set time limits for this phase to prevent excessive time spent on perfecting details. You can employ heuristics and rule-of-thumb reasoning to improve efficiency and direct efforts towards the most impactful work.
After each individual branch component has been researched, the problem isn’t solved yet. The next step is synthesizing the data logically to address the initial question. The synthesis process and the logical relationship between the individual branch results depend on the logic tree used.
The last step is communicating the story and the solution of the problem to the stakeholders and decision-makers. Clear effective communication is necessary to build trust in the solution and facilitates understanding among all parties involved. It ensures that stakeholders grasp the intricacies of the problem and the proposed solution, leading to informed decision-making.
While problem-solving has traditionally been associated with fields like engineering and science, today it has become a fundamental skill for individuals across all professions. In fact, problem-solving consistently ranks as one of the top skills required by employers.
Problem-solving techniques can be applied in diverse contexts:
Despite the variation in domains and contexts, the fundamental approach to solving these questions remains the same. It starts with gaining a clear understanding of the problem, followed by decomposition, conducting analysis of the decomposed branches, and synthesizing it into a result that answers the initial problem.
Let’s now explore some examples where we can apply the problem solving framework.
Problem: In the production of electronic devices, you observe an increasing number of defects. How can you reduce the error rate and improve the quality?
Before delving into analysis, you can deprioritize branches that you already have information for or ones you deem less important. For instance, while transportation delays may occur, the resulting material degradation is likely negligible. For other branches, additional research and data gathering may be necessary.
Once results are obtained, synthesis is crucial to address the core question: How can you decrease the defect rate?
While all factors listed may play a role, their significance varies. Your task is to prioritize effectively. Through data analysis, you may discover that altering the equipment would bring the most substantial positive outcome. However, executing a solution isn’t always straightforward. In prioritizing, you should consider both the potential impact and the level of effort needed for implementation.
By evaluating impact and effort, you can systematically prioritize areas for improvement, focusing on those with high impact and requiring minimal effort to address. This approach ensures efficient allocation of resources towards improvements that offer the greatest return on investment.
Problem : What should be my next job role?
When breaking down this problem, you need to consider various factors that are important for your future happiness in the role. This includes aspects like the company culture, our interest in the work itself, and the lifestyle that you can afford with the role.
However, not all factors carry the same weight for us. To make sense of the results, we can assign a weight factor to each branch. For instance, passion for the job role may have a weight factor of 1, while interest in the industry may have a weight factor of 0.5, because that is less important for you.
By applying these weights to a specific role and summing the values, you can have an estimate of how suitable that role is for you. Moreover, you can compare two roles and make an informed decision based on these weighted indicators.
This framework provides the foundation and guidance needed to effectively solve problems. However, successfully applying this framework requires the following:
Problem-solving requires practice and a certain mindset. The more you practice, the easier it becomes. Here are some strategies to enhance your skills:
Problem-solving extends far beyond mathematics or scientific fields; it’s a critical skill for making informed decisions in every area of life and work. The seven-step framework presented here provides a systematic approach to problem-solving, relevant across various domains.
Now, consider this: What’s one question currently on your mind? Grab a piece of paper and try to apply the problem-solving framework. You might uncover fresh insights you hadn’t considered before.
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June 14, 2022 - 10 min read
Solving complex problems may be difficult but it doesn't have to be excruciating. You just need the right frame of mind and a process for untangling the problem at hand.
Luckily for you, there are plenty of techniques available to solve whatever problems come at you in the workplace.
When faced with a doozy of a problem, where do you start? And what problem-solving techniques can you use right now that can help you make good decisions?
Today's post will give you tips and techniques for solving complex problems so you can untangle any complication like an expert.
At its core, problem-solving is a methodical four-step process. You may even recall these steps from when you were first introduced to the Scientific Method.
When applying problem-solving techniques, you will be using a variation of these steps as your foundation.
Takeaway: Before you can solve a problem, seek to understand it fully.
Time to get creative! You might think this will just be a list of out-of-the-box ways to brainstorm ideas. Not exactly.
Creative problem solving (CPS) is actually a formal process formulated by Sidney Parnes and Alex Faickney Osborn , who is thought of as the father of traditional brainstorming (and the "O" in famous advertising agency BBDO).
Their creative problem solving process emphasizes several things, namely:
Takeaway: When brainstorming solutions, generate ideas first by using questions and building off of existing ideas. Do all evaluating and judging later.
If you take a look at the history of problem-solving techniques in psychology, you'll come across a wide spectrum of interesting ideas that could be helpful.
In 1911, the American psychologist Edward Thorndike observed cats figuring out how to escape from the cage he placed them in. From this, Thorndike developed his law of effect , which states: If you succeed via trial-and-error, you're more likely to use those same actions and ideas that led to your previous success when you face the problem again.
Takeaway: Your past experience can inform and shed light on the problem you face now. Recall. Explore.
The Gestalt psychologists built on Thorndike's ideas when they proposed that problem-solving can happen via reproductive thinking — which is not about sex, but rather solving a problem by using past experience and reproducing that experience to solve the current problem.
What's interesting about Gestalt psychology is how they view barriers to problem-solving. Here are two such barriers:
Takeaway: Think outside of the box! And by box, we mean outside of the past experience you're holding on to, or outside any preconceived ideas on how a tool is conventionally used.
Hurson's productive thinking model.
In his book "Think Better," author and creativity guru Tim Hurson proposed a six-step model for solving problems creatively. The steps in his Productive Thinking Model are:
The most important part of defining the problem is looking at the possible root cause. You'll need to ask yourself questions like: Where and when is it happening? How is it occurring? With whom is it happening? Why is it happening?
You can get to the root cause with a fishbone diagram (also known as an Ishikawa diagram or a cause and effect diagram).
Basically, you put the effect on the right side as the problem statement. Then you list all possible causes on the left, grouped into larger cause categories. The resulting shape resembles a fish skeleton. Which is a perfect way to say, "This problem smells fishy."
Analogical thinking uses information from one area to help with a problem in a different area. In short, solving a different problem can lead you to find a solution to the actual problem. Watch out though! Analogies are difficult for beginners and take some getting used to.
An example: In the "radiation problem," a doctor has a patient with a tumor that cannot be operated on. The doctor can use rays to destroy the tumor but it also destroys healthy tissue.
Two researchers, Gick and Holyoak , noted that people solved the radiation problem much more easily after being asked to read a story about an invading general who must capture the fortress of a king but be careful to avoid landmines that will detonate if large forces traverse the streets. The general then sends small forces of men down different streets so the army can converge at the fortress at the same time and can capture it at full force.
In her book " The Architecture of All Abundance ," author Lenedra J. Carroll (aka the mother of pop star Jewel) talks about a question-and-answer technique for getting out of a problem.
When faced with a problem, ask yourself a question about it and brainstorm 12 answers ("12 what elses") to that problem. Then you can go further by taking one answer, turning it into a question and generating 12 more "what elses." Repeat until the solution is golden brown, fully baked, and ready to take out of the oven.
Hopefully you find these different techniques useful and they get your imagination rolling with ideas on how to solve different problems.
And if that's the case, then you have four different takeaways to use the next time a problem gets you tangled up:
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Do you have a problem-solving technique that has worked wonders for your organization? Hit the comments below and share your wisdom!
Lionel is a former Content Marketing Manager of Wrike. He is also a blogger since 1997, a productivity enthusiast, a project management newbie, a musician and producer of electronic downtempo music, a father of three, and a husband of one.
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Posted on May 29, 2019
Constant disruption has become a hallmark of the modern workforce and organisations want problem solving skills to combat this. Employers need people who can respond to change – be that evolving technology, new competitors, different models for doing business, or any of the other transformations that have taken place in recent years.
In addition, problem solving techniques encompass many of the other top skills employers seek . For example, LinkedIn’s list of the most in-demand soft skills of 2019 includes creativity, collaboration and adaptability, all of which fall under the problem-solving umbrella.
Despite its importance, many employees misunderstand what the problem solving method really involves.
Effective problem solving doesn’t mean going away and coming up with an answer immediately. In fact, this isn’t good problem solving at all, because you’ll be running with the first solution that comes into your mind, which often isn’t the best.
Instead, you should look at problem solving more as a process with several steps involved that will help you reach the best outcome. Those steps are:
Let’s look at each step in a little more detail.
The first step to solving a problem is defining what the problem actually is – sounds simple, right? Well no. An effective problem solver will take the thoughts of everyone involved into account, but different people might have different ideas on what the root cause of the issue really is. It’s up to you to actively listen to everyone without bringing any of your own preconceived notions to the conversation. Learning to differentiate facts from opinion is an essential part of this process.
An effective problem solver will take the opinions of everyone involved into account
The same can be said of data. Depending on what the problem is, there will be varying amounts of information available that will help you work out what’s gone wrong. There should be at least some data involved in any problem, and it’s up to you to gather as much as possible and analyse it objectively.
Once you’ve identified what the real issue is, it’s time to think of solutions. Brainstorming as many solutions as possible will help you arrive at the best answer because you’ll be considering all potential options and scenarios. You should take everyone’s thoughts into account when you’re brainstorming these ideas, as well as all the insights you’ve gleaned from your data analysis. It also helps to seek input from others at this stage, as they may come up with solutions you haven’t thought of.
Depending on the type of problem, it can be useful to think of both short-term and long-term solutions, as some of your options may take a while to implement.
Each option will have pros and cons, and it’s important you list all of these, as well as how each solution could impact key stakeholders. Once you’ve narrowed down your options to three or four, it’s often a good idea to go to other employees for feedback just in case you’ve missed something. You should also work out how each option ties in with the broader goals of the business.
There may be a way to merge two options together in order to satisfy more people.
Only now should you choose which solution you’re going to go with. What you decide should be whatever solves the problem most effectively while also taking the interests of everyone involved into account. There may be a way to merge two options together in order to satisfy more people.
At this point you might be thinking it’s time to sit back and relax – problem solved, right? There are actually two more steps involved if you want your problem solving method to be truly effective. The first is to create an implementation plan. After all, if you don’t carry out your solution effectively, you’re not really solving the problem at all.
Create an implementation plan on how you will put your solution into practice. One problem solving technique that many use here is to introduce a testing and feedback phase just to make sure the option you’ve selected really is the most viable. You’ll also want to include any changes to your solution that may occur in your implementation plan, as well as how you’ll monitor compliance and success.
There’s one last step to consider as part of the problem solving methodology, and that’s communicating your solution . Without this crucial part of the process, how is anyone going to know what you’ve decided? Make sure you communicate your decision to all the people who might be impacted by it. Not everyone is going to be 100 per cent happy with it, so when you communicate you must give them context. Explain exactly why you’ve made that decision and how the pros mean it’s better than any of the other options you came up with.
Employers are increasingly seeking soft skills, but unfortunately, while you can show that you’ve got a degree in a subject, it’s much harder to prove you’ve got proficiency in things like problem solving skills. But this is changing thanks to Deakin’s micro-credentials. These are university-level micro-credentials that provide an authoritative and third-party assessment of your capabilities in a range of areas, including problem solving. Reach out today for more information .
5 steps (and 4 techniques) for effective problem solving.
Problem solving is the process of reviewing every element of an issue so you can get to a solution or fix it. Problem solving steps cover multiple aspects of a problem that you can bring together to find a solution. Whether that’s in a group collaboratively or independently, the process remains the same, but the approach and the steps can differ.
To find a problem solving approach that works for you, your team, or your company, you have to take into consideration the environment you’re in and the personalities around you.
Knowing the characters in the room will help you decide on the best approach to try and ultimately get to the best solution.
5 problem solving steps, 4 techniques to encourage problem solving, the bottom line.
No matter what the problem is, to solve it, you nearly always have to follow these problem solving steps. Missing any of these steps can cause the problem to either resurface or the solution to not be implemented correctly.
Once you know these steps, you can then get creative with the approach you take to find the solutions you need.
You must define and understand the problem before you start, whether you’re solving it independently or as a group. If you don’t have a single view of what the problem is, you could be fixing something that doesn’t need fixing, or you’ll fix the wrong problem.
Spend time elaborating on the problem, write it down, and discuss everything, so you’re clear on why the problem is occurring and who it is impacting.
Once you have clarity on the problem, you then need to start thinking about every possible solution . This is where you go big and broad, as you want to come up with as many alternative solutions as possible. Don’t just take the first idea; build out as many as you can through active listening, as the more you create, the more likely you’ll find a solution that has the best impact on the team.
Whichever solution you pick individually or as a team, make sure you think about the impact on others if you implement this solution. Ask questions like:
At this stage of problem solving, be prepared for feedback, and plan for this. When you roll out the solution, request feedback on the success of the change made.
Making a change shouldn’t be a one time action. Spend time reviewing the results of the change to make sure it’s made the required impact and met the desired outcomes.
Make changes where needed so you can further improve the solution implemented.
Each individual or team is going to have different needs and may need a different technique to encourage each of the problem solving steps. Try one of these to stimulate the process.
The 1-2-4-All is a good problem solving approach that can work no matter how large the group is. Everyone is involved, and you can generate a vast amount of ideas quickly.
Ideas and solutions are discussed and organized rapidly, and what is great about this approach is the attendees own their ideas, so when it comes to implementing the solutions, you don’t have more work to gain buy-in.
As a facilitator, you first need to present the group with a question explaining the problem or situation. For example, “What actions or ideas would you recommend to solve the company’s lack of quiet working areas?”
With the question clear for all to see, the group then spends 5 minutes to reflect on the question individually. They can jot down their thoughts and ideas on Post-Its.
Now ask the participants to find one or two other people to discuss their ideas and thoughts with. Ask the group to move around to find a partner so they can mix with new people.
Ask the pairs to spend 5 minutes discussing their shared ideas and thoughts.
Next, put the group into groups of two or three pairs to make groups of 4-6. Each group shouldn’t be larger than six as the chances of everyone being able to speak reduces.
Ask the group to discuss one interesting idea they’ve heard in previous rounds, and each group member shares one each.
The group then needs to pick their preferred solution to the problem. This doesn’t have to be voted on, just one that resonated most with the group.
Then ask for three actions that could be taken to implement this change.
Bring everyone back together as a group and ask open questions like “What is the one thing you discussed that stood out for you?” or “Is there something you now see differently following these discussions?”
By the end of the session, you’ll have multiple approaches to solve the problem, and the whole group will have contributed to the future solutions and improvements.
The Lightning Decision Jam is a great way to solve problems collaboratively and agree on one solution or experiment you want to try straight away. It encourages team decision making, but at the same time, the individual can get their ideas and feedback across. [1]
If, as a team, you have a particular area you want to improve upon, like the office environment, for example, this approach is perfect to incorporate in the problem solving steps.
The approach follows a simple loop.
Make a Note – Stick It on The Wall – Vote – Prioritize
Using sticky notes, the technique identifies major problems, encourages solutions, and opens the group up for discussion. It allows each team member to play an active role in identifying both problems and ways to solve them.
Mind mapping is a fantastic visual thinking tool that allows you to bring problems to life by building out the connections and visualizing the relationships that make up the problem.
You can use a mind map to quickly expand upon the problem and give yourself the full picture of the causes of the problem, as well as solutions [2] .
The goal of a mind map is to simplify the problem and link the causes and solutions to the problem.
To create a mind map, you must first create the central topic (level 1). In this case, that’s the problem.
Next, create the linked topics (level 2) that you place around and connect to the main central topic with a simple line.
If the central topic is “The client is always changing their mind at the last minute,” then you could have linked topics like:
Adding these linking topics allows you to start building out the main causes of the problem as you can begin to see the full picture of what you need to fix. Once you’re happy that you’ve covered the breadth of the problem and its issues, you can start to ideate on how you’re going to fix it with the problem solving steps.
Now, start adding subtopics (level 3) linking to each of the level 2 topics. This is where you can start to go big on solutions and ideas to help fix the problem.
For each of the linked topics (level 2), start to think about how you can prevent them, mitigate them, or improve them. As this is just ideas on paper, write down anything that comes to mind, even if you think the client will never agree to it!
The more you write down, the more ideas you’ll have until you find one or two that could solve the main problem.
Once you run out of ideas, take a step back and highlight your favorite solutions to take forward and implement.
The five why’s can sound a little controversial, and you shouldn’t try this without prepping the team beforehand.
Asking “why” is a great way to go deep into the root of the problem to make the individual or team really think about the cause. When a problem arises, we often have preconceived ideas about why this problem has occurred, which is usually based on our experiences or beliefs.
Start with describing the problem, and then the facilitator can ask “Why?” fives time or more until you get to the root of the problem. It’s tough at first to keep being asked why, but it’s also satisfying when you get to the root of the problem [3] .
As a facilitator, although the basic approach is to ask why, you need to be careful not to guide the participant down a single route.
To help with this, you can use a mind map with the problem at the center. Then ask a why question that will result in multiple secondary topics around the central problem. Having this visual representation of the problem helps you build out more useful why questions around it.
Once you get to the root of the problem, don’t forget to be clear in the actions to put a fix in place to resolve it.
Learn more about how to use the five why’s here .
To fix a problem, you must first be in a position where you fully understand it. There are many ways to misinterpret a problem, and the best way to understand them is through conversation with the team or individuals who are experiencing it.
Once you’re aligned, you can then begin to work on the solutions that will have the greatest impact through effective problem solving steps.
For the more significant or difficult problems to solve, it’s often advisable to break the solution up into smaller actions or improvements.
Trial these improvements in short iterations, and then continue the conversations to review and improve the solution. Implementing all of these steps will help you root out the problems and find useful solutions each time.
[1] | ^ | UX Planet: |
[2] | ^ | Focus: |
[3] | ^ | Expert Program Management: |
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Struggling to overcome challenges in your life? We all face problems, big and small, on a regular basis.
So how do you tackle them effectively? What are some key problem-solving strategies and skills that can guide you?
Effective problem-solving requires breaking issues down logically, generating solutions creatively, weighing choices critically, and adapting plans flexibly based on outcomes. Useful strategies range from leveraging past solutions that have worked to visualizing problems through diagrams. Core skills include analytical abilities, innovative thinking, and collaboration.
Want to improve your problem-solving skills? Keep reading to find out 17 effective problem-solving strategies, key skills, common obstacles to watch for, and tips on improving your overall problem-solving skills.
Problem-solving is the process of understanding an issue, situation, or challenge that needs to be addressed and then systematically working through possible solutions to arrive at the best outcome.
It involves critical thinking, analysis, logic, creativity, research, planning, reflection, and patience in order to overcome obstacles and find effective answers to complex questions or problems.
The ultimate goal is to implement the chosen solution successfully.
Problem-solving strategies are like frameworks or methodologies that help us solve tricky puzzles or problems we face in the workplace, at home, or with friends.
Imagine you have a big jigsaw puzzle. One strategy might be to start with the corner pieces. Another could be looking for pieces with the same colors.
Just like in puzzles, in real life, we use different plans or steps to find solutions to problems. These strategies help us think clearly, make good choices, and find the best answers without getting too stressed or giving up.
Knowing different problem-solving strategies is important because different types of problems often require different approaches to solve them effectively. Having a variety of strategies to choose from allows you to select the best method for the specific problem you are trying to solve.
This improves your ability to analyze issues thoroughly, develop solutions creatively, and tackle problems from multiple angles. Knowing multiple strategies also aids in overcoming roadblocks if your initial approach is not working.
Here are some reasons why you need to know different problem-solving strategies:
Knowing different ways to solve problems helps you tackle anything that comes your way, making life a bit easier and more fun!
Effective problem-solving strategies include breaking the problem into smaller parts, brainstorming multiple solutions, evaluating the pros and cons of each, and choosing the most viable option.
Critical thinking and creativity are essential in developing innovative solutions. Collaboration with others can also provide diverse perspectives and ideas.
By applying these strategies, you can tackle complex issues more effectively.
Now, consider a challenge you’re dealing with. Which strategy could help you find a solution? Here we will discuss key problem strategies in detail.
This strategy involves looking back at previous similar problems you have faced and the solutions that were effective in solving them.
It is useful when you are facing a problem that is very similar to something you have already solved. The main benefit is that you don’t have to come up with a brand new solution – you already know the method that worked before will likely work again.
However, the limitation is that the current problem may have some unique aspects or differences that mean your old solution is not fully applicable.
The ideal process is to thoroughly analyze the new challenge, identify the key similarities and differences versus the past case, adapt the old solution as needed to align with the current context, and then pilot it carefully before full implementation.
An example is using the same negotiation tactics from purchasing your previous home when putting in an offer on a new house. Key terms would be adjusted but overall it can save significant time versus developing a brand new strategy.
This involves gathering a group of people together to generate as many potential solutions to a problem as possible.
It is effective when you need creative ideas to solve a complex or challenging issue. By getting input from multiple people with diverse perspectives, you increase the likelihood of finding an innovative solution.
The main limitation is that brainstorming sessions can sometimes turn into unproductive gripe sessions or discussions rather than focusing on productive ideation —so they need to be properly facilitated.
The key to an effective brainstorming session is setting some basic ground rules upfront and having an experienced facilitator guide the discussion. Rules often include encouraging wild ideas, avoiding criticism of ideas during the ideation phase, and building on others’ ideas.
For instance, a struggling startup might hold a session where ideas for turnaround plans are generated and then formalized with financials and metrics.
This technique involves envisioning that the problem has already been solved and then working step-by-step backward toward the current state.
This strategy is particularly helpful for long-term, multi-step problems. By starting from the imagined solution and identifying all the steps required to reach it, you can systematically determine the actions needed. It lets you tackle a big hairy problem through smaller, reversible steps.
A limitation is that this approach may not be possible if you cannot accurately envision the solution state to start with.
The approach helps drive logical systematic thinking for complex problem-solving, but should still be combined with creative brainstorming of alternative scenarios and solutions.
An example is planning for an event – you would imagine the successful event occurring, then determine the tasks needed the week before, two weeks before, etc. all the way back to the present.
This method, named after author Rudyard Kipling, provides a framework for thoroughly analyzing a problem before jumping into solutions.
It consists of answering six fundamental questions: What, Where, When, How, Who, and Why about the challenge. Clearly defining these core elements of the problem sets the stage for generating targeted solutions.
The Kipling method enables a deep understanding of problem parameters and root causes before solution identification. By jumping to brainstorm solutions too early, critical information can be missed or the problem is loosely defined, reducing solution quality.
Answering the six fundamental questions illuminates all angles of the issue. This takes time but pays dividends in generating optimal solutions later tuned precisely to the true underlying problem.
The limitation is that meticulously working through numerous questions before addressing solutions can slow progress.
The best approach blends structured problem decomposition techniques like the Kipling method with spurring innovative solution ideation from a diverse team.
An example is using this technique after a technical process failure – the team would systematically detail What failed, Where/When did it fail, How it failed (sequence of events), Who was involved, and Why it likely failed before exploring preventative solutions.
This technique involves attempting various potential solutions sequentially until finding one that successfully solves the problem.
Trial and error works best when facing a concrete, bounded challenge with clear solution criteria and a small number of discrete options to try. By methodically testing solutions, you can determine the faulty component.
A limitation is that it can be time-intensive if the working solution set is large.
The key is limiting the variable set first. For technical problems, this boundary is inherent and each element can be iteratively tested. But for business issues, artificial constraints may be required – setting decision rules upfront to reduce options before testing.
Furthermore, hypothesis-driven experimentation is far superior to blind trial and error – have logic for why Option A may outperform Option B.
Examples include fixing printer jams by testing different paper tray and cable configurations or resolving website errors by tweaking CSS/HTML line-by-line until the code functions properly.
Heuristics refers to applying existing problem-solving formulas or frameworks rather than addressing issues completely from scratch.
This allows leveraging established best practices rather than reinventing the wheel each time.
It is effective when facing recurrent, common challenges where proven structured approaches exist.
However, heuristics may force-fit solutions to non-standard problems.
For example, a cost-benefit analysis can be used instead of custom weighting schemes to analyze potential process improvements.
Onethread allows teams to define, save, and replicate configurable project templates so proven workflows can be reliably applied across problems with some consistency rather than fully custom one-off approaches each time.
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Insight is a problem-solving technique that involves waiting patiently for an unexpected “aha moment” when the solution pops into your mind.
It works well for personal challenges that require intuitive realizations over calculated logic. The unconscious mind makes connections leading to flashes of insight when relaxing or doing mundane tasks unrelated to the actual problem.
Benefits include out-of-the-box creative solutions. However, the limitations are that insights can’t be forced and may never come at all if too complex. Critical analysis is still required after initial insights.
A real-life example would be a writer struggling with how to end a novel. Despite extensive brainstorming, they feel stuck. Eventually while gardening one day, a perfect unexpected plot twist sparks an ideal conclusion. However, once written they still carefully review if the ending flows logically from the rest of the story.
This approach involves deconstructing a problem in reverse sequential order from the current undesirable outcome back to the initial root causes.
By mapping the chain of events backward, you can identify the origin of where things went wrong and establish the critical junctures for solving it moving ahead. Reverse engineering provides diagnostic clarity on multi-step problems.
However, the limitation is that it focuses heavily on autopsying the past versus innovating improved future solutions.
An example is tracing back from a server outage, through the cascade of infrastructure failures that led to it finally terminating at the initial script error that triggered the crisis. This root cause would then inform the preventative measure.
This technique defines the current problem state and the desired end goal state, then systematically identifies obstacles in the way of getting from one to the other.
By mapping the barriers or gaps, you can then develop solutions to address each one. This methodically connects the problem to solutions.
A limitation is that some obstacles may be unknown upfront and only emerge later.
For example, you can list down all the steps required for a new product launch – current state through production, marketing, sales, distribution, etc. to full launch (goal state) – to highlight where resource constraints or other blocks exist so they can be addressed.
Onethread allows dividing big-picture projects into discrete, manageable phases, milestones, and tasks to simplify execution just as problems can be decomposed into more achievable components. Features like dependency mapping further reinforce interconnections.
Using Onethread’s issues and subtasks feature, messy problems can be decomposed into manageable chunks.
This technique involves asking “Why did this problem occur?” and then responding with an answer that is again met with asking “Why?” This process repeats five times until the root cause is revealed.
Continually asking why digs deeper from surface symptoms to underlying systemic issues.
It is effective for getting to the source of problems originating from human error or process breakdowns.
However, some complex issues may have multiple tangled root causes not solvable through this approach alone.
An example is a retail store experiencing a sudden decline in customers. Successively asking why five times may trace an initial drop to parking challenges, stemming from a city construction project – the true starting point to address.
This involves analyzing a problem or proposed solution by categorizing internal and external factors into a 2×2 matrix: Strengths, Weaknesses as the internal rows; Opportunities and Threats as the external columns.
Systematically identifying these elements provides balanced insight to evaluate options and risks. It is impactful when evaluating alternative solutions or developing strategy amid complexity or uncertainty.
The key benefit of SWOT analysis is enabling multi-dimensional thinking when rationally evaluating options. Rather than getting anchored on just the upsides or the existing way of operating, it urges a systematic assessment through four different lenses:
Multiperspective analysis provides the needed holistic view of the balanced risk vs. reward equation for strategic decision making amid uncertainty.
However, SWOT can feel restrictive if not tailored and evolved for different issue types.
Teams should view SWOT analysis as a starting point, augmenting it further for distinct scenarios.
An example is performing a SWOT analysis on whether a small business should expand into a new market – evaluating internal capabilities to execute vs. risks in the external competitive and demand environment to inform the growth decision with eyes wide open.
This technique involves comparing the current state of performance, output, or results to the desired or expected levels to highlight shortfalls.
By quantifying the gaps, you can identify problem areas and prioritize address solutions.
Gap analysis is based on the simple principle – “you can’t improve what you don’t measure.” It enables facts-driven problem diagnosis by highlighting delta to goals, not just vague dissatisfaction that something seems wrong. And measurement immediately suggests improvement opportunities – address the biggest gaps first.
This data orientation also supports ROI analysis on fixing issues – the return from closing larger gaps outweighs narrowly targeting smaller performance deficiencies.
However, the approach is only effective if robust standards and metrics exist as the benchmark to evaluate against. Organizations should invest upfront in establishing performance frameworks.
Furthermore, while numbers are invaluable, the human context behind problems should not be ignored – quantitative versus qualitative gap assessment is optimally blended.
For example, if usage declines are noted during software gap analysis, this could be used as a signal to improve user experience through design.
A Gemba walk involves going to the actual place where work is done, directly observing the process, engaging with employees, and finding areas for improvement.
By experiencing firsthand rather than solely reviewing abstract reports, practical problems and ideas emerge.
The limitation is Gemba walks provide anecdotes not statistically significant data. It complements but does not replace comprehensive performance measurement.
An example is a factory manager inspecting the production line to spot jam areas based on direct reality rather than relying on throughput dashboards alone back in her office. Frontline insights prove invaluable.
This involves assessing the marketplace around a problem or business situation via five key factors: competitors, new entrants, substitute offerings, suppliers, and customer power.
Evaluating these forces illuminates risks and opportunities for strategy development and issue resolution. It is effective for understanding dynamic external threats and opportunities when operating in a contested space.
However, over-indexing on only external factors can overlook the internal capabilities needed to execute solutions.
A startup CEO, for example, may analyze market entry barriers, whitespace opportunities, and disruption risks across these five forces to shape new product rollout strategies and marketing approaches.
The Six Thinking Hats is a technique developed by Edward de Bono that encourages people to think about a problem from six different perspectives, each represented by a colored “thinking hat.”
The key benefit of this strategy is that it pushes team members to move outside their usual thinking style and consider new angles. This brings more diverse ideas and solutions to the table.
It works best for complex problems that require innovative solutions and when a team is stuck in an unproductive debate. The structured framework keeps the conversation flowing in a positive direction.
Limitations are that it requires training on the method itself and may feel unnatural at first. Team dynamics can also influence success – some members may dominate certain “hats” while others remain quiet.
A real-life example is a software company debating whether to build a new feature. The white hat focuses on facts, red on gut feelings, black on potential risks, yellow on benefits, green on new ideas, and blue on process. This exposes more balanced perspectives before deciding.
Onethread centralizes diverse stakeholder communication onto one platform, ensuring all voices are incorporated when evaluating project tradeoffs, just as problem-solving should consider multifaceted solutions.
Drawing out a problem involves creating visual representations like diagrams, flowcharts, and maps to work through challenging issues.
This strategy is helpful when dealing with complex situations with lots of interconnected components. The visuals simplify the complexity so you can thoroughly understand the problem and all its nuances.
Key benefits are that it allows more stakeholders to get on the same page regarding root causes and it sparks new creative solutions as connections are made visually.
However, simple problems with few variables don’t require extensive diagrams. Additionally, some challenges are so multidimensional that fully capturing every aspect is difficult.
A real-life example would be mapping out all the possible causes leading to decreased client satisfaction at a law firm. An intricate fishbone diagram with branches for issues like service delivery, technology, facilities, culture, and vendor partnerships allows the team to trace problems back to their origins and brainstorm targeted fixes.
An algorithm is a predefined step-by-step process that is guaranteed to produce the correct solution if implemented properly.
Using algorithms is effective when facing problems that have clear, binary right and wrong answers. Algorithms work for mathematical calculations, computer code, manufacturing assembly lines, and scientific experiments.
Key benefits are consistency, accuracy, and efficiency. However, they require extensive upfront development and only apply to scenarios with strict parameters. Additionally, human error can lead to mistakes.
For example, crew members of fast food chains like McDonald’s follow specific algorithms for food prep – from grill times to ingredient amounts in sandwiches, to order fulfillment procedures. This ensures uniform quality and service across all locations. However, if a step is missed, errors occur.
The problem-solving process typically includes defining the issue, analyzing details, creating solutions, weighing choices, acting, and reviewing results.
In the above, we have discussed several problem-solving strategies. For every problem-solving strategy, you have to follow these processes. Here’s a detailed step-by-step process of effective problem-solving:
The problem-solving process starts with identifying the problem. This step involves understanding the issue’s nature, its scope, and its impact. Once the problem is clearly defined, it sets the foundation for finding effective solutions.
Identifying the problem is crucial. It means figuring out exactly what needs fixing. This involves looking at the situation closely, understanding what’s wrong, and knowing how it affects things. It’s about asking the right questions to get a clear picture of the issue.
This step is important because it guides the rest of the problem-solving process. Without a clear understanding of the problem, finding a solution is much harder. It’s like diagnosing an illness before treating it. Once the problem is identified accurately, you can move on to exploring possible solutions and deciding on the best course of action.
Breaking down the problem is a key step in the problem-solving process. It involves dividing the main issue into smaller, more manageable parts. This makes it easier to understand and tackle each component one by one.
After identifying the problem, the next step is to break it down. This means splitting the big issue into smaller pieces. It’s like solving a puzzle by handling one piece at a time.
By doing this, you can focus on each part without feeling overwhelmed. It also helps in identifying the root causes of the problem. Breaking down the problem allows for a clearer analysis and makes finding solutions more straightforward.
Each smaller problem can be addressed individually, leading to an effective resolution of the overall issue. This approach not only simplifies complex problems but also aids in developing a systematic plan to solve them.
Coming up with potential solutions is the third step in the problem-solving process. It involves brainstorming various options to address the problem, considering creativity and feasibility to find the best approach.
After breaking down the problem, it’s time to think of ways to solve it. This stage is about brainstorming different solutions. You look at the smaller issues you’ve identified and start thinking of ways to fix them. This is where creativity comes in.
You want to come up with as many ideas as possible, no matter how out-of-the-box they seem. It’s important to consider all options and evaluate their pros and cons. This process allows you to gather a range of possible solutions.
Later, you can narrow these down to the most practical and effective ones. This step is crucial because it sets the stage for deciding on the best solution to implement. It’s about being open-minded and innovative to tackle the problem effectively.
Analyzing the possible solutions is the fourth step in the problem-solving process. It involves evaluating each proposed solution’s advantages and disadvantages to determine the most effective and feasible option.
After coming up with potential solutions, the next step is to analyze them. This means looking closely at each idea to see how well it solves the problem. You weigh the pros and cons of every solution.
Consider factors like cost, time, resources, and potential outcomes. This analysis helps in understanding the implications of each option. It’s about being critical and objective, ensuring that the chosen solution is not only effective but also practical.
This step is vital because it guides you towards making an informed decision. It involves comparing the solutions against each other and selecting the one that best addresses the problem.
By thoroughly analyzing the options, you can move forward with confidence, knowing you’ve chosen the best path to solve the issue.
Implementing and monitoring the solutions is the final step in the problem-solving process. It involves putting the chosen solution into action and observing its effectiveness, making adjustments as necessary.
Once you’ve selected the best solution, it’s time to put it into practice. This step is about action. You implement the chosen solution and then keep an eye on how it works. Monitoring is crucial because it tells you if the solution is solving the problem as expected.
If things don’t go as planned, you may need to make some changes. This could mean tweaking the current solution or trying a different one. The goal is to ensure the problem is fully resolved.
This step is critical because it involves real-world application. It’s not just about planning; it’s about doing and adjusting based on results. By effectively implementing and monitoring the solutions, you can achieve the desired outcome and solve the problem successfully.
Following a defined process to solve problems is important because it provides a systematic, structured approach instead of a haphazard one. Having clear steps guides logical thinking, analysis, and decision-making to increase effectiveness. Key reasons it helps are:
The problem-solving process is a powerful tool that can help us tackle any challenge we face. By following these steps, we can find solutions that work and learn important skills along the way.
Efficient problem-solving requires breaking down issues logically, evaluating options, and implementing practical solutions.
Key skills include critical thinking to understand root causes, creativity to brainstorm innovative ideas, communication abilities to collaborate with others, and decision-making to select the best way forward. Staying adaptable, reflecting on outcomes, and applying lessons learned are also essential.
With practice, these capacities will lead to increased personal and team effectiveness in systematically addressing any problem.
Let’s explore the powers you need to become a problem-solving hero!
Critical thinking and analytical skills are vital for efficient problem-solving as they enable individuals to objectively evaluate information, identify key issues, and generate effective solutions.
These skills facilitate a deeper understanding of problems, leading to logical, well-reasoned decisions. By systematically breaking down complex issues and considering various perspectives, individuals can develop more innovative and practical solutions, enhancing their problem-solving effectiveness.
Effective communication skills are essential for efficient problem-solving as they facilitate clear sharing of information, ensuring all team members understand the problem and proposed solutions.
These skills enable individuals to articulate issues, listen actively, and collaborate effectively, fostering a productive environment where diverse ideas can be exchanged and refined. By enhancing mutual understanding, communication skills contribute significantly to identifying and implementing the most viable solutions.
Strong decision-making skills are crucial for efficient problem-solving, as they enable individuals to choose the best course of action from multiple alternatives.
These skills involve evaluating the potential outcomes of different solutions, considering the risks and benefits, and making informed choices. Effective decision-making leads to the implementation of solutions that are likely to resolve problems effectively, ensuring resources are used efficiently and goals are achieved.
Planning and prioritization are key for efficient problem-solving, ensuring resources are allocated effectively to address the most critical issues first. This approach helps in organizing tasks according to their urgency and impact, streamlining efforts towards achieving the desired outcome efficiently.
Emotional intelligence enhances problem-solving by allowing individuals to manage emotions, understand others, and navigate social complexities. It fosters a positive, collaborative environment, essential for generating creative solutions and making informed, empathetic decisions.
Leadership skills drive efficient problem-solving by inspiring and guiding teams toward common goals. Effective leaders motivate their teams, foster innovation, and navigate challenges, ensuring collective efforts are focused and productive in addressing problems.
Time management is crucial in problem-solving, enabling individuals to allocate appropriate time to each task. By efficiently managing time, one can ensure that critical problems are addressed promptly without neglecting other responsibilities.
Data analysis skills are essential for problem-solving, as they enable individuals to sift through data, identify trends, and extract actionable insights. This analytical approach supports evidence-based decision-making, leading to more accurate and effective solutions.
Research skills are vital for efficient problem-solving, allowing individuals to gather relevant information, explore various solutions, and understand the problem’s context. This thorough exploration aids in developing well-informed, innovative solutions.
Becoming a great problem solver takes practice, but with these skills, you’re on your way to becoming a problem-solving hero.
Improving your problem-solving skills can make you a master at overcoming challenges. Learn from experts, practice regularly, welcome feedback, try new methods, experiment, and study others’ success to become better.
Improving problem-solving skills by learning from experts involves seeking mentorship, attending workshops, and studying case studies. Experts provide insights and techniques that refine your approach, enhancing your ability to tackle complex problems effectively.
To enhance your problem-solving skills, learning from experts can be incredibly beneficial. Engaging with mentors, participating in specialized workshops, and analyzing case studies from seasoned professionals can offer valuable perspectives and strategies.
Experts share their experiences, mistakes, and successes, providing practical knowledge that can be applied to your own problem-solving process. This exposure not only broadens your understanding but also introduces you to diverse methods and approaches, enabling you to tackle challenges more efficiently and creatively.
Improving problem-solving skills through practice involves tackling a variety of challenges regularly. This hands-on approach helps in refining techniques and strategies, making you more adept at identifying and solving problems efficiently.
One of the most effective ways to enhance your problem-solving skills is through consistent practice. By engaging with different types of problems on a regular basis, you develop a deeper understanding of various strategies and how they can be applied.
This hands-on experience allows you to experiment with different approaches, learn from mistakes, and build confidence in your ability to tackle challenges.
Regular practice not only sharpens your analytical and critical thinking skills but also encourages adaptability and innovation, key components of effective problem-solving.
Being open to feedback is like unlocking a secret level in a game. It helps you boost your problem-solving skills. Improving problem-solving skills through openness to feedback involves actively seeking and constructively responding to critiques.
This receptivity enables you to refine your strategies and approaches based on insights from others, leading to more effective solutions.
Learning new approaches and methodologies is like adding new tools to your toolbox. It makes you a smarter problem-solver. Enhancing problem-solving skills by learning new approaches and methodologies involves staying updated with the latest trends and techniques in your field.
This continuous learning expands your toolkit, enabling innovative solutions and a fresh perspective on challenges.
Experimentation is like being a scientist of your own problems. It’s a powerful way to improve your problem-solving skills. Boosting problem-solving skills through experimentation means trying out different solutions to see what works best. This trial-and-error approach fosters creativity and can lead to unique solutions that wouldn’t have been considered otherwise.
Analyzing competitors’ success is like being a detective. It’s a smart way to boost your problem-solving skills. Improving problem-solving skills by analyzing competitors’ success involves studying their strategies and outcomes. Understanding what worked for them can provide valuable insights and inspire effective solutions for your own challenges.
Facing obstacles when solving problems is common. Recognizing these barriers, like fear of failure or lack of information, helps us find ways around them for better solutions.
Fear of failure is like a big, scary monster that stops us from solving problems. It’s a challenge many face. Because being afraid of making mistakes can make us too scared to try new solutions.
How can we overcome this? First, understand that it’s okay to fail. Failure is not the opposite of success; it’s part of learning. Every time we fail, we discover one more way not to solve a problem, getting us closer to the right solution. Treat each attempt like an experiment. It’s not about failing; it’s about testing and learning.
Lack of information is like trying to solve a puzzle with missing pieces. It’s a big challenge in problem-solving. Because without all the necessary details, finding a solution is much harder.
How can we fix this? Start by gathering as much information as you can. Ask questions, do research, or talk to experts. Think of yourself as a detective looking for clues. The more information you collect, the clearer the picture becomes. Then, use what you’ve learned to think of solutions.
A fixed mindset is like being stuck in quicksand; it makes solving problems harder. It means thinking you can’t improve or learn new ways to solve issues.
How can we change this? First, believe that you can grow and learn from challenges. Think of your brain as a muscle that gets stronger every time you use it. When you face a problem, instead of saying “I can’t do this,” try thinking, “I can’t do this yet.” Look for lessons in every challenge and celebrate small wins.
Everyone starts somewhere, and mistakes are just steps on the path to getting better. By shifting to a growth mindset, you’ll see problems as opportunities to grow. Keep trying, keep learning, and your problem-solving skills will soar!
Jumping to conclusions is like trying to finish a race before it starts. It’s a challenge in problem-solving. That means making a decision too quickly without looking at all the facts.
How can we avoid this? First, take a deep breath and slow down. Think about the problem like a puzzle. You need to see all the pieces before you know where they go. Ask questions, gather information, and consider different possibilities. Don’t choose the first solution that comes to mind. Instead, compare a few options.
Feeling overwhelmed is like being buried under a mountain of puzzles. It’s a big challenge in problem-solving. When we’re overwhelmed, everything seems too hard to handle.
How can we deal with this? Start by taking a step back. Breathe deeply and focus on one thing at a time. Break the big problem into smaller pieces, like sorting puzzle pieces by color. Tackle each small piece one by one. It’s also okay to ask for help. Sometimes, talking to someone else can give you a new perspective.
Confirmation bias is like wearing glasses that only let you see what you want to see. It’s a challenge in problem-solving. Because it makes us focus only on information that agrees with what we already believe, ignoring anything that doesn’t.
How can we overcome this? First, be aware that you might be doing it. It’s like checking if your glasses are on right. Then, purposely look for information that challenges your views. It’s like trying on a different pair of glasses to see a new perspective. Ask questions and listen to answers, even if they don’t fit what you thought before.
Groupthink is like everyone in a group deciding to wear the same outfit without asking why. It’s a challenge in problem-solving. It means making decisions just because everyone else agrees, without really thinking it through.
How can we avoid this? First, encourage everyone in the group to share their ideas, even if they’re different. It’s like inviting everyone to show their unique style of clothes.
Listen to all opinions and discuss them. It’s okay to disagree; it helps us think of better solutions. Also, sometimes, ask someone outside the group for their thoughts. They might see something everyone in the group missed.
Overcoming obstacles in problem-solving requires patience, openness, and a willingness to learn from mistakes. By recognizing these barriers, we can develop strategies to navigate around them, leading to more effective and creative solutions.
The most common techniques include brainstorming, the 5 Whys, mind mapping, SWOT analysis, and using algorithms or heuristics. Each approach has its strengths, suitable for different types of problems.
There’s no one-size-fits-all strategy. The best approach depends on the problem’s complexity, available resources, and time constraints. Combining multiple techniques often yields the best results.
Improve your problem-solving skills by practicing regularly, learning from experts, staying open to feedback, and continuously updating your knowledge on new approaches and methodologies.
Yes, tools like mind mapping software, online courses on critical thinking, and books on problem-solving techniques can be very helpful. Joining forums or groups focused on problem-solving can also provide support and insights.
Common mistakes include jumping to conclusions without fully understanding the problem, ignoring valuable feedback, sticking to familiar solutions without considering alternatives, and not breaking down complex problems into manageable parts.
Mastering problem-solving strategies equips us with the tools to tackle challenges across all areas of life. By understanding and applying these techniques, embracing a growth mindset, and learning from both successes and obstacles, we can transform problems into opportunities for growth. Continuously improving these skills ensures we’re prepared to face and solve future challenges more effectively.
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Teams today aren’t just asked to execute tasks: They’re called upon to solve problems. You’d think that many brains working together would mean better solutions, but the reality is that too often problem-solving teams fall victim to inefficiency, conflict, and cautious conclusions. The two charts below will help your team think about how to collaborate better and come up with the best solutions for the thorniest challenges.
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August 30, 2024
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by University of Geneva
The way we memorize information—a mathematical problem statement, for example—reveals the way we process it. A team from the University of Geneva (UNIGE), in collaboration with CY Cergy Paris University (CYU) and Bourgogne University (uB), has shown how different solving methods can alter the way information is memorized and even create false memories.
By identifying learners' unconscious deductions, this study opens up new perspectives for mathematics teaching. These results are published in the Journal of Experimental Psychology: Learning, Memory, and Cognition .
Remembering information goes through several stages: perception, encoding—the way it is processed to become an easily accessible memory trace—and retrieval (or reactivation). At each stage, errors can occur, sometimes leading to the formation of false memories .
Scientists from the UNIGE, CYU and Bourgogne University set out to determine whether solving arithmetic problems could generate such memories and whether they could be influenced by the nature of the problems.
When solving a mathematical problem , it is possible to call upon either the ordinal property of numbers, i.e., the fact that they are ordered, or their cardinal property, i.e., the fact that they designate specific quantities. This can lead to different solving strategies and, when memorized, to different encoding.
In concrete terms, the representation of a problem involving the calculation of durations or differences in heights (ordinal problem) can sometimes allow unconscious deductions to be made, leading to a more direct solution. This is in contrast to the representation of a problem involving the calculation of weights or prices (cardinal problem), which can lead to additional steps in the reasoning, such as the intermediate calculation of subsets.
The scientists therefore hypothesized that, as a result of spontaneous deductions, participants would unconsciously modify their memories of ordinal problem statements, but not those of cardinal problems.
To test this, a total of 67 adults were asked to solve arithmetic problems of both types, and then to recall the wording in order to test their memories. The scientists found that in the majority of cases (83%), the statements were correctly recalled for cardinal problems.
In contrast, the results were different when the participants had to remember the wording of ordinal problems, such as: "Sophie's journey takes 8 hours. Her journey takes place during the day. When she arrives, the clock reads 11. Fred leaves at the same time as Sophie. Fred's journey is 2 hours shorter than Sophie's. What time does the clock show when Fred arrives?"
In more than half the cases, information deduced by the participants when solving these problems was added unintentionally to the statement. In the case of the problem mentioned above, for example, they could be convinced—wrongly—that they had read: "Fred arrived 2 hours before Sophie" (an inference made because Fred and Sophie left at the same time, but Fred's journey took 2 hours less, which is factually true but constitutes an alteration to what the statement indicated).
"We have shown that when solving specific problems, participants have the illusion of having read sentences that were never actually presented in the statements, but were linked to unconscious deductions made when reading the statements. They become confused in their minds with the sentences they actually read," explains Hippolyte Gros, former post-doctoral fellow at UNIGE's Faculty of Psychology and Educational Sciences, lecturer at CYU, and first author of the study.
In addition, the experiments showed that the participants with the false memories were only those who had discovered the shortest strategy, thus revealing their unconscious reasoning that had enabled them to find this resolution shortcut. On the other hand, the others, who had operated in more stages, were unable to "enrich" their memory because they had not carried out the corresponding reasoning.
"This work can have applications for learning mathematics. By asking students to recall statements, we can identify their mental representations and therefore the reasoning they used when solving the problem, based on the presence or absence of false memories in their restitution," explains Emmanuel Sander, full professor at the UNIGE's Faculty of Psychology and Educational Sciences, who directed this research.
It is difficult to access mental constructs directly. Doing so indirectly, by analyzing memorization processes, could lead to a better understanding of the difficulties encountered by students in solving problems, and provide avenues for intervention in the classroom.
Provided by University of Geneva
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ISBN: 978-0-470-97386-8
Michael Stuart
Michael Stuart is the author of An Introduction to Statistical Analysis for Business and Industry: A Problem Solving Approach, published by Wiley.
This paper proposes a modeling and solution approach for the integrated planning of the planting and harvesting of sucrose cane and energy-cane considering multiple harvesters. An integer linear bi-objective optimization model is proposed, which seeks to find a trade-off between the maximization of the production volumes of sucrose and fiber and the minimization of the operational costs. The model considers the technical constraints of the mill, such as the milling capacity and meeting the monthly demand. A MIP-heuristic based on relax-and-fix and fix-and-optimize strategies with exact decomposition is appropriately proposed to determine approximations to Pareto optimal solutions to this problem. These approximations are used as incumbents for a branch-and-bound tree to generate potentially Pareto optimal solutions. The results reveal that the MIP-heuristic efficiently solves the problem for real and semi-random instances, generating approximate solutions with a reduced error and a reasonable computational effort. Moreover, the different solutions quantify the trade-off between cost and production volume, opening up the possibility of increasing sucrose and fiber content or decreasing the costs of solutions found. Thus, the proposed bi-objective approach, the solution technique and the different Pareto optimal solutions obtained can assist mill managers in making better decisions in sugarcane production.
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A multiple objective methodology for sugarcane harvest management with varying maturation periods.
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The authors thank to Brazilian foundations: CNPq n \(^{\textrm{o}}\) 306518/2022-8, CNPq n \(^{\textrm{o}}\) 304218/2022-7, FAPESP 2021/03039-1,FAPESP 2022/12652-1, PROPE/PROPG/UNESP/ FUNDUNESP grant 12/2022, for the financial support and language services provided.
Gilmar Tolentino, Antônio Roberto Balbo, Sônia Cristina Poltroniere, Angelo Aliano Filho and Helenice de Oliveira Florentino have contributed equally to this work.
Department of Mathematics, State University of Sao Paulo, Bauru, São Paulo, 17033-360, Brazil
Gilmar Tolentino, Antônio Roberto Balbo & Sônia Cristina Poltroniere
Department of Mathematics, Universidade Tecnológica Federal do Paraná, Apucarana, Paraná, 86812-460, Brazil
Angelo Aliano Filho
Department of Bioestatistics, State University of Sao Paulo, Botucatu, São Paulo, 18618-690, Brazil
Helenice de Oliveira Florentino
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Correspondence to Angelo Aliano Filho .
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Tolentino, G., Balbo, A.R., Poltroniere, S.C. et al. A MIP-heuristic approach for solving a bi-objective optimization model for integrated production planning of sugarcane and energy-cane. Ann Oper Res (2024). https://doi.org/10.1007/s10479-024-06229-5
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