Learning content

What exactly is a process for solving problems?

Solving difficulties is like creating a cake. You can try your best in the kitchen even if you don’t have a recipe or the proper ingredients, but the ultimate result is not going to be very appetising! When baking a cake, following a process helps you to utilise the best ingredients without wasting any, gather the appropriate tools, take into account any food allergies, choose if the cake is for a birthday or a wedding, and then bake it in a way that is both efficient and on time.

The result is a superior cake that fulfills its intended goal, improves in flavor, and leaves the kitchen in a cleaner state than before. In addition to that, it ought to contain chocolate sprinkles. If you have a step-by-step process to follow to solve organisational problems, you will be able to go through each stage in a methodical manner, which will allow you to verify that you are working to solve the appropriate problems and choose the solutions that will be the most appropriate and effective.

How do I go about solving this problem?

The nature of difficulties has evolved over time. What was an issue a decade ago is no longer a problem. In the digital age, there are many more technological problems than in the past. This is because technology has improved over the years. In the digital age, problem-solving skills have grown by leaps and bounds thanks to huge leaps in science and technology. Artificial intelligence has altered the way we find solutions. We now train machines and delegate tasks to them. Machine learning has increased the speed, reliability, and efficiency with which familiar problems can be solved.

There are several stages that must be completed in every problem-solving procedure before the issue can be resolved. There may be as few as four steps to solve an issue, or as many as nine, depending on the problem-solving paradigm you choose and who you consult.

The success of your process depends on your ability to handle several important factors, regardless of the paradigm you and your team choose to employ.

The American Society for Quality's four-step method (https://mrsc.org/stay-informed/mrsc-insight/june-2017/4-step-problem-solving-method ) and Mediate's six-step method (http://www.free-management-ebooks.com/news/six-step-problem-solving-model/) both serve as examples of problem-solving methods that we've examined. Based on these and our own experiences, we believe the following seven steps provide the most comprehensive coverage of the problem-solving process (https://www.trainingexpress.org.uk/7-steps-to-improve-your-problem-solving-skills/).

1. Identify the issue
2. Examine the issue
3. Create a solution
4. Develop different iterations
5. Decide on the more suitable solution
6. Apply the solution
7. Evaluate the impact of the solution and adjust it

The following sections of this module go more in-depth in each step of the problem-solving process.

1. Work on the issue
2. Identify the Issue

Any attempt to tackle an issue must first begin with the recognition that there is a problem to be solved.

Effective problem-solving solutions always begin by providing a group scope when there is more than one person involved to express what they perceive the problem to be and then getting to some agreement over which difficulty they handle first.

The goal of many of the problem-solving activities employed at this level is to encourage honest, open communication so that issues can be brought to light.

1a. Problem Solving Through Stakeholder Analysis

Stakeholders are defined as anyone who participates in, is affected by, or receives a process or service. Understanding their needs, experiences, and expectations, as well as the current state, will enable you to solve the problem with them in mind. Use the steps and grid below to determine who the stakeholders are and what their needs are.

1. Determine who stands to "win" or "lose" as a result of the problem-solving process.

2. Why do they want the issue resolved?

3. What does "resolve" mean to each stakeholder?

4. What do stakeholders expect from us?

5. What do we require from stakeholders?

1. Examine the Issue

Problem analysis is not completely dissimilar to the previous stage of identifying the issue, but it is distinct enough to need its own discussion. Even though it's sometimes disregarded, it plays a crucial role in creating workable solutions.

Problem analysis involves checking that you’ve identified the proper issue to address. In this phase, you may try to get to the bottom of an issue at the level of the person or the team. Developing long-term solutions that address the fundamental cause of organizational difficulties is just as important as putting out flames as you go along in your problem-solving tactics.

Problem analysis is essential for choosing the right answer, and the problem-solving abilities you use at this stage will serve you well throughout the remainder of the process and in the end guarantee that your solutions are effective.

1. Construct a solution
2. Create a solution

When you/your team has narrowed down the specifics of the problem it wants to tackle, the next step is to promote an open exchange of ideas.

Games that inspire original thought or activities that result in tangible, testable iterations of potential solutions are two examples. Quick, innovative thinking is essential at this stage of the problem-solving process, as is an open environment where all ideas can be explored. It might be hard to find the best answers, but you might hit pay dirt if you use problem-solving techniques that value and reward creativity.

1. Develop different iterations

There is little chance that any initial solution will be ideal. When trying to find the greatest answer to a problem, it's necessary for a group to talk about and refine the ideas that have been generated so far.

At this point, the players are expected to apply a high level of critical thinking to the problem at hand, measure the potential effort and impact, and examine the answers analytically.

In this phase, you typically have you/your team iterate and develop your leading solutions further. Keep in mind that a variety of perspectives and ideas are always helpful when trying to solve a problem, and that ego shouldn't play a role in deciding which ideas to pursue. The point of any problem-solving workshop is to find the best answer possible, so this is the time to make sure your approach is thorough and effective.

1. Decide on the more suitable solution

You're almost there! You'll need to make some choices once you or your group has settled on a solution that works for the issue at hand. You need to focus on defining who is responsible for what, how the solution's success will be measured, and what steps will be taken next.

Sometimes in the process of fixing a problem, the part where decisions are made is overlooked or taken for granted. Any attempt to solve an issue that does not correctly distribute roles and lay out how that solution will be implemented has a lower chance of succeeding.

Define who will do what and when and set up a system to track progress. Make these choices and establish concrete next steps in the problem-solving session to ensure that everyone is on the same page, and you can move forward efficiently as a team in situations with more than one participant.

In order to effectively solve a problem, it is crucial to think through how the fix will be implemented. The inability to gauge progress or iterate in the face of a failed problem-solving attempt can result from a lack of forethought or supervision.

1. Implement and analyze
2. Apply the Solution

That’s the moment we’ve been anticipating! The eventual goal of every problem-solving strategy is to really solve the problem.

Keep in mind that the success of any solution depends on you or your group's careful execution of the preceding problem-solving processes. First, you need to identify the right problem to solve. Only then can you design a proper solution, put it into action, and evaluate its results. Effective project management and clear, concise communication are essential here, as your solution may need to evolve in the wild as you encounter new obstacles.

1. Evaluate the impact of the solution and adjust it

You or/and your team have come up with a brilliant solution, and you're pretty sure the problem is finally fixed. Confidently say that you have completed your work. Wrong.

Evaluating, thinking about, and receiving feedback on your problem-solving methods is a good practice for any problem-solving method. The solution may not be suitable for all users, may introduce additional issues, or may prove so effective that it needs to be implemented across bigger groups or as part of broader efforts. This can't be done until you've taken the time to assess how well your model's proposed solution is working, and then tweaked it as needed.

Keep in mind that finding solutions to difficult problems may require more than one attempt. Even if this is the case, you (and your group) will still have gained insight that can be used in subsequent problem-solving sessions or elsewhere. The value of meticulous notetaking throughout the resolution of a problem cannot be overstated. You need information and documentation to determine why a solution failed.

7a. Feedback from Internal Stakeholders

1. Email & Chat: If your team uses an internal chat platform, designate a room for feedback, or have your team send you feedback via email with the help of labels and folders.
2. Team Meetings: Having regular feedback meetings with your team will allow everyone to share and discuss their experiences.
3. Feedback Reports: Facilitate a feedback report instead of (or in addition to) a feedback meeting by having each team produce a report on “customer” feedback every two weeks or so.
4. Feedback Collection Platforms: There are programs made specifically for gathering user feedback and forwarding it to the appropriate department.
5. Collaborative Spreadsheets: It is possible to have “customer-facing” teams provide input in a Google Sheets-style spreadsheet or another similar program.

Methods of Fixing Problems

Approaches to, and ways for facilitating, the process of problem-solving can be categorized as problem-solving strategies. If you're seeking to solve a broad problem, like how to increase growth, you'll need a different approach than if you're trying to solve a narrow problem, like how to enhance the onboarding process for new customers.

Generally speaking, all problem-solving strategies should incorporate the aforementioned processes, albeit the specifics of where to put your attention and what methods to use will vary. Some methods may require that you identify the issue ahead of time, while others may compress the entire process into a single day workshop. Each effective method for resolving issues shares a commonality in the way it is planned and organized.

An intensive workshop designed to guide you and/or a group through the problem-solving process will always yield better results than four hours of unstructured debate. A good issue-solving strategy takes into account the team's or organization's structure and the specific nature of the problem at hand. Here are some problem-solving techniques as models for your own exploration and experimentation.

Workshops are a great way to guide you/group through problem-solving exercises.

Successfully assembling you or a group is often the first step in addressing difficulties or organizational challenges. Most persons already possess the resources and talent required to overcome their issues; what they lack is direction in applying those assets and a methodical framework within which to channel their efforts. Workshops, when expertly led, are one of the best methods for finding solutions to issues of any size. Your workshop's approach and scope can be optimized for you, your group or company if you take the time to develop and prepare it well.

Workshop on problem solving

Useful for designing and implementing a one-of-a-kind procedure, addressing issues of any scale, and fostering the growth of in-house workshop expertise and attendance.

Problem-solving workshops are a powerful tool. Facilitation techniques and methods have stood the test of time, allowing you to create and lead a workshop that is tailor-made for your specific need.

There are a number of reasons why you might want to foster originality in you or your team's problem-solving efforts. Having a workshop that is well-designed for its intended use can greatly improve the likelihood of successful outcomes. Workshops are useful because they provide a framework for tackling problems. This means that the workshop will go well, and that you/your team will be able to put many of the learned tools and techniques to use immediately. We think workshops are a great way to boost communication and productivity. Check out the benefits of team building, culture, and design workshops after you've tried your hand at problem solving.

Implement a design sprint

The ability to quickly design and test solutions, as well as tackle and break down large, complex organizational challenges, is a great benefit of this method.

Design thinking is a methodology that offers a solution-oriented approach to problem-solving. Design thinking is a non-linear, iterative process with anywhere from three to seven phases. The five-stage design thinking model proposed by the Hasso Plattner Institute of Design at Stanford is:

1. Empathize: Think like your users and find out what they want.
2. Define: Specify the issues and requirements of your target audience.
3. Ideate: It's time to get your creative juices flowing and challenge preconceived notions.
4. Prototype: The prototype stage entails the initial steps in the process of developing solutions.
5. Test: Put your ideas to the test.

With the help of design thinking principles and methods, a design sprint is an effective tool for identifying, prioritizing, and prototyping solutions to long-term challenges, which can lead to rapid action and measurable results in the resolution of significant organizational problems. Familiarity with design thinking is helpful but not required, and this approach can greatly aid team alignment if there is debate over which problems should be tackled initially. You or teams that are new to design thinking will also benefit greatly from the design sprint's stage-based structure.

Rapid prototyping and testing, as well as the inspiration phase in which you look to competitors who have solved your problem, are great for introducing new concepts that will benefit a team in all of their future work. Looking to the market for solutions that you can iterate on can be very productive, as it is common for teams to look inward for solutions. As a team moves forward, it can be helpful to instill a mindset of rapid solution generation and testing (also known as "agile prototyping and testing").

Make workshop a success

Some problems are best solved by taking a big step back and looking at them from a different angle or by giving your team new tools that make them want to make different decisions.

Distill complex problems into manageable chunks

Most issues and difficulties encountered by an organisation are intricate and extensive. Trying to fix everything at once can be too much to handle in certain situations. Consider resolving the problem by dividing it into manageable sub-problems.

There may not be an immediate solution to customer churn, but you or/and your team can focus on the easiest wins with the biggest impact. This approach to problem-solving can give a boost, allow you to set priorities, and score some quick wins.

This tactic works particularly well with teams that are just starting to learn how to solve problems.

Make use of existing templates or experiment with alternative methods

If you/your team is having trouble solving a certain type of problem, you may need to introduce a radical new way of looking at things or try a brand-new approach.

Both Lego Serious Play (https://www.lego.com/en-us/themes/serious-play) and Props and Tools (https://methodkit.com/), which employs a card-based toolkit for facilitation, can be effective in getting everyone on the team involved and working together to find a solution to the problem.

Keep in mind that despite the difficulty, participant engagement can be very effective through the use of play and creativity, two great tools for bringing about change.

Seek Assistance from Outside Parties

One effective strategy for tackling difficult problems is to enlist the help of one's peers, subject-matter experts, and outside facilitators. You could use some outside help because your you/your team lacks the knowledge, wisdom, or experience to solve a particular problem, or maybe you could just use a new perspective.

There are times when it takes a group effort to solve a problem, and one solution could be to provide individual coaching to team leaders or members. Try to keep in mind that there isn't a single "right" way to solve any issue.

In addition to helping, you find solutions to immediate issues, peer groups, coaches, and mentors can be a great resource for the future success of a sole proprietor. One effective strategy is to join a Mastermind Group (https://www.mindtools.com/axcyx3k/mastermind-groups) where you can network with other successful people and learn from each other's experiences. It's important to remember to be thoughtful, respectful, and honest when seeking outside advice. Give back to the community when you can, and you might be pleasantly surprised by the generosity of your peers.

Mentoring and coaching

Useful for Targeted education and growth, closing knowledge gaps and Engaging in a wide variety of struggles over time.

Challenges can be overcome by seeking the counsel of a business coach or establishing a mentor/mentee relationship. Most coaching and mentoring relationships are one-on-one, which can be extremely beneficial to the individuals involved and their organisations. There are many ways in which a good mentor can help a business succeed. One of the most important is the mentor's ability to help a mentee avoid problems before they even occur.

An internal mentoring programme could be implemented as part of a larger learning and development initiative or to specifically aid in the growth of the team’s problem-solving abilities. If your management team is lacking in certain areas or you’re having trouble with a specific business issue, bringing in an outside coach can be a useful addition to your problem-solving strategy.

Let's take a look at the problem-solving abilities you and your team need now that we've covered the process and the steps, you'll want to take to have an effective session.

What abilities do I need to be a good problem solver?

Skills in problem-solving are in demand across all fields and on all teams. Employers are on the lookout for people who can analyze a situation thoroughly and come up with workable, practical solutions. Whether your job title is facilitator, team leader, or developer, the ability to effectively solve problems is a skill you'll want to hone. One's problem-solving abilities encompass a wide range of strategies and methods that enable one to not only recognise issues but also have fruitful conversations about them and arrive at workable solutions. Everyone from upper-level managers to entry-level employees can benefit from learning the following problem-solving techniques. Using these techniques, you can turbocharge any workshop or training session aimed at enhancing your problem-solving abilities.

Active listening

The ability to listen attentively is crucial for any job involving interaction with other people. In a nutshell, active listening is a method used to not only comprehend the words being spoken but also to pick up on the speaker's intended meaning. When trying to find a solution to a problem, it's crucial to listen attentively so that you can fully comprehend each person's perspective and articulate their specific difficulties and proposed approaches. Methods that involve active listening include:

1. Having one's undivided attention on the person speaking.
2. Ignoring irrelevant factors.
3. Try not to be interrupted.
4. Invest in learning the nuances of an argument before launching a counterattack.
5. Having a respectful and fitting response.
6. Take a relaxed stance, maintain direct eye contact with the speaker, smile and nod as appropriate, and you'll send positive body language signals. Prove that you're paying attention and give them the confidence to carry on.
7. Take into account and value the emotions of others. Determine the best course of action. Disagreement need not entail hostility.
8. Look at how they're carrying themselves.
9. Restate the information in your own words, either in your head or out loud.
10. Do not take a side.
11. You should pause for thought before you answer.
12. Inquire further into the subject matter by asking clarifying questions.

Analytical skills

Analytical rigour is essential in all problem-solving models, but it is especially important at the outset and when evaluating the efficacy of previous approaches. To effectively analyze a problem or opportunity, one must be able to gather relevant data, examine it, and make sense of it. The ability to recognise patterns, shift one's perspective, and draw conclusions from observable data and facts is crucial. Having the ability to step back and analyse a problem and its components is crucial at any stage of the problem-solving process. In this way, you can be confident that any solutions you come up with are sound and well-considered.

Collaboration

Solving problems without assistance is challenging. The ability to work well in a team, contribute ideas freely, delegate tasks, and otherwise contribute effectively is crucial to any approach to problem-solving. Don't forget that in any problem-solving process, collaboration is essential. Remember that you're all working together to find the best solution for everyone involved.

Communication

To be a good communicator, you need to show empathy, be clear and concise, ask insightful questions, and listen attentively throughout any conversation or meeting. If you want to get to the end goal of solving a problem, you need to be able to talk to your team members about each step of the process. As a team leader, you might also have to mediate discussions between people who have different viewpoints. Assisting others in speaking up and being heard in a group is also an important part of effective communication.

Creativity

The ability to think creatively about problems is a powerful asset. Being able to think laterally, generate a large number of ideas, and find novel solutions is an asset throughout the entire process. It is not uncommon for the types of problems discussed in a problem-solving workshop to be particularly challenging, but taking a novel, imaginative approach can often lead to better results. Possessing creative problem-solving abilities that can be put to use in the real world is a plus. If you can help a team quickly produce high-quality design sketches and prototypes, you can speed up the process of achieving consensus and lay the groundwork for further iteration.

Critical thinking

One of the most important skills in problem solving is the ability to think critically about the issue at hand and come up with creative solutions. Analyzing, reasoning, and evaluating without favoritism or preconceptions is the hallmark of a critical thinker. Without using critical thinking skills, you or/and your team may pursue the wrong solution when attempting to define and analyze a problem. For difficult problems, creative problem-solving also necessitates the application of critical thinking skills.

Analyzing the Data

Data analysis is a subset of general analytical skills, but it's still important to develop if you want to be an effective problem solver. Finding insights from data is only part of being a skilled data analyst; one must also be able to select the right data for a given problem, interpret it correctly, model it, and present it. Knowing how to use particular data analysis tools and procedures could also be necessary, depending on the nature of the problem at hand. If you're in charge of running a problem-solving workshop, it helps to be familiar with data analysis methods, but you shouldn't feel pressured to become an expert. To improve your performance, hire or seek advice from someone who possesses this expertise.

Decision making

There is always a way to fix a problem, but first, someone has to decide to do so. Teams that lack the ability to make quick decisions risk becoming bogged down in debate and, ultimately, ineffective. The ability to make choices is essential for solving problems. We must always keep in mind that the power to make decisions does not lie solely with the executive staff. Staff members make decisions on a daily basis, so equipping them with these abilities will help them deal with issues of any magnitude. Keep in mind that making decisions does not entail picking the first answer to a problem but rather considering all of the possibilities and settling on a choice that benefits you or the group.

Dependability

In order to solve even the most basic of complex organizational problems, an effort is usually required. The key to effectively solving problems is making sure you /your team can count on you to take the necessary actions and communicate where necessary. Part of being dependable is meeting your deadlines and staying on task. In order for a team to succeed, its members must learn to rely on one another to carry out their responsibilities within the specified time frame. Always keep in mind that unreliability can lead to friction and reduce the effectiveness of your efforts.

Emotional intelligence

Emotional intelligence is a crucial asset for any member of a team, whether they'll be communicating within the group. Emotional intelligence in problem-solving entails a sensitivity to others' states of mind, the ability to articulate and express oneself clearly, and an awareness of one's own contributions to group dynamics. When attempting to find solutions to problems, people's opinions are bound to diverge, and it's easy for discussions to become heated. Improving your EQ requires you to empathize with your coworkers and control your own emotions as you work together to find a solution. Use careful wording and a considerate tone to get your point across. Developing and utilizing your emotional intelligence will serve you well throughout your life and will allow you to do your job more effectively and with more compassion.

Facilitation

Facilitation is the process of guiding a group of people through a set of activities in order to reach a predetermined goal in a way that maximizes the contribution of each individual while still allowing for independent thought and action. Though the act of facilitation itself encompasses a wide range of competencies, the broader concept of facilitation can prove invaluable when trying to find solutions to difficult issues. No matter if you're a manager, team leader, or external stakeholder, improving and using your facilitation skills will make leading a team through a problem-solving process easier.

Flexibility

Being adaptable is a necessary trait for effective problem-solving. To be flexible is to be open to new ideas and information and to incorporate them into your existing worldview; it does not mean giving in easily to outside pressure or changing your mind abruptly. When implementing solutions, adaptability is also crucial. There's a chance that you or your group/organization has other initiatives that are higher on the priority list or need the same resources that you do that would make your proposed solution unnecessary. Being adaptable means, you can roll with the punches and roll with the changes as the team and its needs dictate. This, once more, does not imply dropping current efforts to make way for new ones. The ability to express one's own wants and needs, consider those of others, and reach a fair middle ground is essential.

Honesty

The unconscious elements of group thinking or situations where you might not want to be completely honest can creep into any group project. Being honest is absolutely vital when it comes to developing effective solutions and making sure your voice is heard, but it can be difficult to do so when you disagree with the opinions of the executive team or want to spare the feelings of a coworker. Bear in mind that there is a difference between honesty and bluntness. Using other skills, like emotional intelligence, you can deliver your honest feedback and opinions thoughtfully and without causing friction.

Initiative

There are many different ways to approach a problem and each one may be necessary at a different stage. It's always helpful when members of the team take the initiative to identify issues, gather information, and drive the development of solutions. You could even do some preliminary research or do some prototyping of your own solutions before meeting with others. Those with extensive expertise in the field or who are invested in seeing a particular project through to fruition will benefit greatly from taking the lead. Also, don't forget to do your best for the team while respecting the procedure. An inefficient strategy for resolving business problems is taking the initiative to work on something else when you've been tasked with handling a specific part of the problem-solving process.

Impartiality

Product owners and managers would benefit greatly from the ability to maintain objectivity throughout most problem-solving processes. In practice, this means giving equal weight to everyone's opinions and suggestions during meetings and avoiding favoring your own areas of interest or ownership. A decision maker may reach a point in the process where they must compare the cost and return on investment of potential solutions to the personal or company's road map; even so, they should make sure that their final choice is founded on objective evidence rather than bias.

Leadership

To be an effective leader, you must be able to rally your troops behind a common objective. Effective problem-solving requires strong leadership to ensure that differences are addressed, disagreements are settled, and the group is guided toward victory. Managers and executives often take on this role during problem-solving workshops; however, it is crucial that they remain objective throughout the process and do not try to force the group in any one direction. Keep in mind that effective leadership involves putting oneself in the service of the team's goals and making sure everyone in the workshop feels comfortable speaking up.

Mediation

To keep a problem-solving productive, cohesive, and free of tension, mediation is essential. In the course of leading or facilitating a workshop designed to find solutions to a problem, you will undoubtedly encounter contrasting points of view. The nature of the problem may necessitate the discussion of sensitive topics. Successful mediation requires ensuring that all parties involved in a dispute are given a chance to express their views, receive feedback from the other side, and are encouraged to work together to reach a compromise. Effective leaders and managers have the ability to act as mediators in a variety of settings, including the process of problem solving.

Planning

It is much easier to find solutions to issues if you use a tried-and-true process or problem-solving model. The ability to plan ahead is essential for the successful organization, delivery, and implementation of a workshop designed to solve a specific problem. Competence in planning encompasses the aptitudes of task and management, process planning and design, and the ability to anticipate and adapt to obstacles. Planning ahead is important for setting up success as it can help avoid wasting time and energy later.

Prioritisation

Organisational development is accompanied by an increase in the complexity and breadth of the issues it must address. Since you and your team will likely be confronted with a wide variety of challenges, the ability to analyse and prioritise your options is crucial, especially for those in positions of authority. Multiple solutions may emerge from a comprehensive problem-solving procedure, and you may have multiple issues that need addressing simultaneously. To prioritise, one must evaluate each potential solution and decide which ones are the most important, valuable, and effective before deciding in what order to implement them. Prioritisation is crucial for ensuring the most pressing issues get the attention they deserve, and the most effective answers are found.

Organisational framework for managing projects

Workshops and brainstorming sessions call for one set of problem-solving abilities, while the decision-making process calls for another. Strong project management skills are required to oversee the entirety of the problem-solving process and ensure its success. The ability to take into account and effectively manage all of a project's constituent parts is what sets project management apart from the other abilities mentioned. Skills like stakeholder negotiation, task management, time and resource allocation, cost analysis, and solution integration are

Accounting for events

The process includes more than just coming up with workable answers to problems at work. To maximize effectiveness and long-term relevance, it's crucial to keep careful records of each problem-solving step for future reference. Some issues, for instance, might not be as pressing as others, but they still need to be addressed. It is important to keep track of the failed solution brainstorming sessions in order to avoid duplicating effort. Keeping detailed notes on the procedure also aids in developing a better problem-solving framework for future use.

Abilities in Research

For an efficient procedure, it is crucial to conduct research to back up the identification of issues and the creation of suitable solutions. A good researcher is proficient in all aspects of research, from collecting data to analyzing it to determine its relevance. The success of a problem-solving workshop does not depend on the participation of every single person present. However, solutions can be developed with data that supports their intention if people with research skills are involved in the process, especially if they already have knowledge of the area. Keep in mind the significance of communicating research findings to the team in a timely manner and in a way they can easily digest. Information is only as useful as its presentation and interpretation.

Risk management

The importance of risk management in finding solutions is often disregarded. Sometimes the best solutions are more experimental in nature, and as such, deployment needs to be carefully considered. This is because solutions are often developed with the intention of reducing exposure to risk or solving issues that create risk. In order to effectively manage risk, it is necessary to recognize the potential drawbacks of non-traditional solutions and experimental approaches, while also considering the potential upsides and other relevant organizational factors. If you know what you're doing, have all the relevant information at hand, and involve all the relevant parties, you can incorporate risk into your decision-making in an effective manner.

Team building

Everyone knows that a group of brains is better than one when it comes to solving problems. One of the most important problem-solving skills, especially for leaders, is the ability to build an effective team and help its members come together around a common purpose. The ability to effectively solve a problem and take pride in doing so rests with the team, and this can be achieved by bringing people together and facilitating productive collaboration. It's tempting to skip the icebreaker and jump right into the problem-solving portion of a workshop, but doing so rarely yields the desired results. Instead, it's better to spend some time at the beginning of the day getting everyone on the same page through a game or exercise. Never forget that the problem-solving process will likely be repeated several times over the course of a project's lifetime and that establishing a solid team culture will make future problem-solving efforts more fruitful. One of the best parts of working is doing so with people you already know, trust, and enjoy being around. Successful teams that can work together to solve business problems are characterized by their efforts to build the team both during and outside of the problem-solving process.

Time Management

The purpose of the problem-solving process is to guide you or your group from the initial diagnosis of an issue to the implementation of a workable solution and subsequent assessment of that solution's success. It's easy for you/your team to get bogged down or inefficient without proper time management skills or timeboxing of tasks. Using a problem-solving model and meticulously planning your workshop allows you to make the best use of available resources and ensures that your goals will be met in a timely manner. Rolling out solutions, especially those that are experimental in nature, requires careful time management. To maximize the likelihood of a solution's success and facilitate quick course correction, if necessary, it's important to establish a timeline for its implementation and evaluation.

How can I improve my ability to solve problems?

Improving your problem-solving abilities is a common lifelong goal, but there are ways to accelerate your learning and boost your toolkit. Always keep in mind that the skills you need to be an excellent problem solver are highly transferable to any other setting. In any situation, you will benefit from taking the time to hone your active listening and critical thinking abilities. The following are seven strategies that can help you become a more effective problem solver.

1. Improving with “external” help

Swap successful strategies

Keep in mind that the members of your team represent a wealth of experience and knowledge from which you can learn and benefit. Sharing a group's tried-and-true methods for troubleshooting, gathering data, and reaching consensus will benefit the entire team/organization. Have a member of staff who has undergone active listening training or who is an expert at data analysis take the helm of the training session. You have one of the best assets in your team. Facilitate knowledge exchange amongst staff members and use established procedures to do so.

Make use of resources and training opportunities

The next step, after realizing a skills gap exists, is to take steps toward closing it. That could mean seeking out training or coaching from a superior or communicating with colleagues who already possess the necessary expertise. Active listening and critical thinking, for example, are business-critical skills that are regularly offered as part of a training scheme, so you might even attend specialized training for these. Never forget that development requires action, in whatever form that may be taken. The best way to get better at something is to actively work on improving it, whether through practice, assistance, training, or background reading.

Acquire an approach

Solving a large problem for the first time can be especially challenging. If you use a problem-solving process, you can put your energy toward actually solving the problem at hand, rather than getting bogged down in the details of how to present your solution. Effective problem-solving tools, like the seven-step process outlined above, feature steps that will help you/the team solve problems while simultaneously building skills. Each phase of the process requires participation from team members using a unique set of abilities, all of which contribute to the team's collective development. Making use of a well-established procedure can greatly reduce the amount of time and effort spent on training both the facilitators and the participants. Teams that succeed in their goals make conscious choices about where to focus their efforts. Rather than stumbling blindly towards a solution, a problem-solving process allows you to zero in on what really matters.

Set up a loop of feedback

It's easier to spot a lack of certain skills than others. There's a chance that your coworkers will have a different opinion of your listening abilities than you do. It's helpful to establish a procedure where team members can offer constructive criticism in a structured and cordial manner so that everyone can grow from the experience. Improving something requires first realizing there is room for improvement. Keep in mind that feedback systems need management and thought to avoid becoming a place to air grievances against coworkers. Instead of having users vent their frustrations, the system should be thoughtfully crafted to inspire the development of educational opportunities.

Practice

Although perfect performance is unachievable, problem-solving skills can be developed through repeated practice. Never avoid critical thinking if you find it difficult. Participate in activities to the best of your ability and exercise those muscles frequently. It's acceptable to acknowledge that some people are more gifted in the area of problem-solving than others. Engage in activities and explore settings outside of workshops to discover where you can put your newfound knowledge and abilities to use. If you're having trouble working together in a team setting, try doing some independent data analysis or group work. Practicing what you need to hone your problem-solving abilities is often all it takes to improve them. Act now!

B. Improving yourself

Don't be afraid to adopt a fresh perspective and new mental habits

While it's true that relying on tried-and-true exercises you're already familiar with can help you get the job done, you may miss out on some valuable opportunities for growth by ignoring alternative methods. Like the problem-solving process itself, shifting your perspective can help you overcome mental roadblocks and hone your problem-solving prowess. The majority of successful teams consist of individuals with a wide range of backgrounds and expertise. Combine members of different groups to pool resources and ideas if you are not the only one working on the project. Give your customer service staff some training in design thinking or give your developers some advice on how to better handle disagreements. You could try a facilitation technique like Flip It! or a different approach to solving the problem. If you're looking to shake up your method, try design thinking, liberating structures, or some serious Lego play. You can learn a lot about yourself and develop your skills by challenging yourself to think about problems from different angles and apply the knowledge you already have in novel situations. Learning something new is exciting as well. Just do it and see what happens!

Read

The person or alternative group/company is not alone in facing difficulties and searching for answers to those difficulties. Many bright minds have labored to devise techniques, theories, and strategies that can be used to improve one's problem-solving abilities and generate workable answers. Profit from their mistakes! You can start with books like The Art of Thinking Clearly, Think Smarter, Thinking Fast, and Thinking Slow, but you should also check out blogs from other businesses that are dealing with the same issues you are. By analyzing Dropbox's dramatic increase in expansion and working backward, you can determine which knowledge or strategy you're lacking to achieve a similar result. Reading the experiences and methods of others is time-consuming but often yields useful insights.

Rest

It's difficult to absorb new information when your brain is tired and preoccupied. It's tempting to try to hone your problem-solving abilities on the job and in your spare time. Remember that rest is incredibly important and that you cannot be at your most effective without letting your brain rest, but by all means make the most of your time and opportunities for growth. Putting some distance between yourself and the issue at hand can be helpful as well. If you give yourself some time to think about an idea, you might come up with something better or expand on it. Create a relaxing environment and schedule frequent breaks during the workday. Keep in mind that taking care of yourself is crucial to your success in any endeavor of learning or improvement and that working smarter is always better than working harder.

Try visualizing a solution to your problem to increase your ability to come up with creative solutions

The world's top athletes use the effective technique of visualization to train their subconscious minds for peak performance. If you give visualizing a solution a try, you'll soon find yourself turning to this strategy whenever you need a quick fix.

• It's best to do this somewhere other than the workplace, where there will be no interruptions. Take a deep breath and remind yourself that you can solve the problem. Use this as your guiding principle.
• With eyes closed, try visualizing yourself working through the steps to solving the problem. Visualize yourself as you progress through the process, growing in assurance and control of the outcome. In other words, you should not rush through this and should instead perform it as often as possible. (Hopefully, it will be right before bedtime, when you're all cozy and ready to drift off to dreamland.)
• As you progress through finding a solution, update your mental image to include the moment when you finally realize it's a done deal. Take in the praise and admiration you're receiving; relish in the success you've achieved. Once more, don't rush through this and try to do it as often as you can.

Choose Your Battles Wisely

It is not necessary to find a solution to a problem simply because there is one. If the answer is "not much" or "nothing," then it's probably not worth your time to solve the problem right now. Instead, focus on something else until the problem comes up again.

What does research says about problem-solving?

Problem solving has been recognized as a paradigm of complex cognition that is part of our daily lives. Most problem-solving researchers (Dewey, 1910; Newell & Simon, 1972; Elshout, 1987; Mayer, 2009; Schunk, 2004) agree that a problem develops only when someone is confronted with an issue for which there is no immediate solution. However, complexity is not an inherent property of an issue because it is determined by the solver's knowledge and experience (Garrett, 1986; Gil-Perez,Dumas-Carre, Caillot,& Martinez-Torregrosa, 1990). As a result, a problem may be genuine for one person but not for another (Schunk, 2004).

Normal science classes incorporate problem-solving activities because teachers and administrators recognize their importance to students' success. Once a subject has been introduced by the teacher, students can practice applying it in a problem setting. Many problems in this setting have only one correct solution and meet a set of well-defined requirements, such as having all relevant information provided, requiring only a small number of rules to solve, or requiring only a single method to implement. While this is a prevalent enough issue in the classroom, this method's solution is "dominated by a recall, a rather undemanding cognitive exercise" (Osborne& Dillon, 2010)

Cognitive psychologists' conception of problem-solving involves introspection, careful observation, and the creation of mental shortcuts, or "heuristics (Hardin, 2002). Cognitive psychologists have long been curious about the thought processes at work when people learn and solve issues. Knowledge organization was emphasized so that information could be retrieved more quickly from conceptual schemata and put to use in problem-solving (Sternberg, 1981; De Jong and Ferguson-Hessler, 1986). The goal is to structure and link information in long-term memory so that it can be accessed quickly and efficiently (Johnstone, 2010). As a result, cognitive methods for dealing with such challenges emerged. Polya, a well-known cognitive psychologist (Hardin, 2002), devised a methodical approach to solving problems. Those steps were as follows: (1) recognize the issue, (2) think of a solution, (3) implement that solution, and (4) evaluate the results (Hardin, 2002). Since these procedures are not domain-specific, they are collectively referred to as "problem-solving skills" (Hardin, 2002). Researchers have revealed that, despite appearances to the contrary, Polya's steps actually occur in cyclical patterns. Problem-solvers, according to research by Carson and Bloom (2005), tend to go on to the next stage of the process only to double-check the previous one. Problem solvers went back to the planning stage when the solution was found to be unacceptable during the checking phase.

Attitudes toward learning

According to McKiernan (2011), attitudes are a multifaceted psychological state that can influence a person's preference for or evaluation of a given person, situation, or thing. In contrast to actions, Funda (2011) described attitudes as a person's propensity to respond positively or negatively to persons or situations, to have a proper or deviant interpretation and reaction, and to maintain a consistent behavioral tendency through time. Renninger & Hidi (2011) considered that attitudes were learned, i.e. the organizational internal preparation state influencing individuals to make behavior selection for specific objects. Rather than being fixed in a person from birth, Al-Mekhlafi & Nagaratnam (2011) believed that pupils' good attitudes toward learning might be established and cultivated through proper tutoring in school. Attitudes toward learning have been defined by Sun et al. (2014) as students' propensities to approve of or reject what they've learned. When discussing students' approaches, motivations, and attitudes toward learning, Lin & Chuang (2014) alluded to students' learning strategies, habits, and skills. As Nguyen (2012) noted, a successful educational experience depends on both the instructor and the student having a positive outlook on the importance of education.

According to Chang (2011), the aspects of attitudes toward learning are:

1. Individual belief or knowledge about matters that the cognition of attitudes often appears true statement with evaluation, i.e., individual agreement or opposition to the attitude object, is what the term "cognitive component" refers to. So, for instance, they are aware of their instructors' extensive expert knowledge, allowing them to convey course topics in a logical fashion.
2. Affective component: Affective component relates to individual emotional feelings, including good and negative feelings of respect and disdain, like and dislike ssympathy,and rejection. A teacher that is liked and respected by their students is seen as approachable.
3. There is the propensity to act, or behavior, in a given way toward the target of one's attitude. This can be thought of as one's overt behavior toward specific situations or persons. It has options to deal with, ignore, or ignore matters. For example, pupils, with respect, would accept the activity planned by teachers and actively enquire teachers for professional inquiries.

Learning successes

According to a study conducted by Mercer et al. (2011), teachers' test scores were utilized to determine whether or not their students had learned the material (Chesser, 2011). This method was also applied to determine whether or not students had met the learning objectives set forth for the course. The cognitive domain was used to develop the criteria for measuring the success of the educational endeavor. According to Grant et al. (2011), Guilford considered creative and problem-solving talents to be the most difficult mental processes of humans since they required the transformation of prior information and experiences into novel outcomes and reactions (Oyler et al., 2012). Baker (2011) stated that insufficient knowledge makes it difficult to expand the imagination in order to produce sufficient opinions, and that without the ability to examine ideas comprehensively, creative behaviors are doomed to failure. Creative and problem-solving skills, according to Seifert and Espin (2012), are predicated on the individual's capacity for beneficial cognition (Wu, 2012).

• Impact of training; this consists of performance enhancements on assessments, development through time, and results over the course of the term.
• Gain knowledge, including how one feels about their own progress, accomplishments, and preferred method of study.

Methodology for Solving Issues Explicitly

When educators talk about "explicit teaching," they're usually referring to a methodical, guided technique that can be used in the classroom. It is based on the idea that all types of students can benefit from a classroom setting if the same learning tasks are broken down into smaller chunks and given in a sequential fashion.

In a qualitative and quantitative manner, the many perspectives on the components of explicit teaching are planned and organized to guide the acquisition of meaningful learning tasks, maximizing and minimising passive rote learning. Heller and Hollabaugh (1992) created an explicit problem-solving technique with the following structure and a brief overview of the processes involved.

Focus on the problem:

• Rough out the issue
• Restate the question being asked by the problem
• Specify how you plan to solve the issue in writing.

Give some background on the issue (describe):

• Outline the known and unknowable parameters.
• Draw a diagram that illustrates the issue, or otherwise depict it visually.
• State quantitative relationships

Strategize the Fix (plan):

• Create a plan for how to accomplish the task at hand.
• Outline the steps needed
• Verify if it's enough (2 equations for 2 unknowns)

Execute the Plan:

• Identify the unknown value using algebraic methods.
• A final numerical answer can be found by plugging in the appropriate numbers.

Evaluate the Solution:

• Verify your answer's units.
• Evaluate the reasonability of the solution
• Give a full response to the query posed by the issue.

Case study

How do I resolve a particular business issue with a specific employee? Which procedures will be implemented?

Katerina only worked four days a week because she wanted to dedicate one day a week to her true calling as a museum docent. I told her I wanted her there every day, and she stated her former boss (who is now my boss) had given her permission to do so, so there was no way I could protest. When I asked him, he confirmed my suspicions. I was relying on her to keep things going while I was away because of how often I was going to be gone. Despite the fact that I made her priorities crystal apparent, she still did whatever she pleased, whenever she pleased. Whereas she had been with the organisation for quite some time, I had just joined the team. Only she had the skills necessary to oversee our extensive database. The only other employee with access to it was the CEO's staff, and he was often out of the office. Due to the delay in her reports reaching me, I was forced to send out reports that were also late. Every morning, the CEO would come to my office, seeking the most recent financial data, which served as a measure of the company's success in its new initiative. She came into my boss's office and stayed there for up to an hour at a time, having private conversations with him.

Then what exactly was the issue? A worker who wasn't delivering as promised, which was hindering my capacity to do a very visible aspect of my job.

Try to think of some other answers that might work.

• Stop relying on Katerina and figure out how to get the data I need from the database on my own.
• You should have Katerina update the CEO on the situation.
• Put someone else in charge of reporting instead of Katerina or me.
• Try to persuade the higher-ups to adopt a new database system.
• Get rid of Katerina and replace her with someone who will take responsibility for their actions.

Determine what brought about this situation.

• Until I showed up, nobody had ever held Katerina responsible for her actions or attitude. She was set in her ways and refused to alter them.
• When I suggested that Katerina work five days a week, my boss flat out refused to back the idea.
• Recently, I had a discussion with the HR team. They assumed she was acting this way because she was in a romantic relationship with a high-ranking company official and, therefore, could do as she pleased with little to no repercussions. Since our data needs were specific, we found that the custom database being used was overkill.
• The fact that I was the "new kid on the block" led everyone to assume that I wouldn't cause any trouble.

Think and assess the different possibilities.

• I "didn't have time" to learn from the one person who could show me how to get the data I needed. Learning to use the database would have been a full-time job in and of itself.
• My division head convened a meeting to deliberate a database migration. During the discussion, it became apparent that nothing would alter.
• When I asked my boss for permission to replace Katerina, he was unhelpful. He countered that she had been with the company for quite some time and suggested we reach a middle ground by having her work all five days.
• Human Resources suggested I put her on "corrective action" and stick to company policy in case firing her ended up being my only option.

The option is yours.

• Katerina's termination was my only real choice because it was the only one I could make. By the time we got to the evaluation stage, it was already obvious that our other choices couldn't even be considered.

Apply it.

• I made an appointment with HR and officially handed in my resignation.

Check to see if the issue has been fixed.

• True, that's what happened. I suggested the senior staff member who was ultimately in charge of database upkeep assign a member of his technical team to oversee the database and schedule a set of reports to be generated automatically each night. The CEO received the information she required, and I was able to find and hire a competent administrative assistant.

Questions and answers

Question 1

You've been tasked with fitting a rush job into your schedule, but you're missing a crucial piece of information that you need from a coworker who isn't around right now. What would be your plan of action?

Answer 1

Taking note of the situation again would be the wisest course of action. Is there anything else you can do to keep the project moving forward until your coworker returns? If this isn't possible, you should exhaust all other means of contacting them or a member of their team who can assist you.

Question 2

It’s midway through the project when you realize you've made a major mistake that might necessitate starting over. Is there a way you could handle this that would still allow you to finish by the due date?

Answer 2

“Get out of there” and figure out what went wrong. Is it manageable in a reasonable amount of time? If that's the case, fix the problem and move on. Alternatively, if reworking the project is your only choice and will have a significant impact on whether or not you meet the deadline, you should inform your supervisor immediately. It's possible you'll have to rearrange your schedule or put in extra hours to complete the task in time.

Question 3

How would you respond to a dissatisfied customer when you know you did nothing wrong and it was the customer who made the mistake?

Answer 3

It is the responsibility of the employee to treat the customer with respect regardless of how upset, abrupt, or angry the customer may be. The best way to do this is to pay close attention and show that you care about what they are going through. When faced with adversity, it is the responsibility of an employee to find ways to make things better. If all else fails, you should talk to your manager.

References

Al-Mekhlafi, A. M., &Nagaratnam, R. P. (2011). Difficulties in teaching and learning grammar in an EFL context. International Journal of Instruction, 4(2), 69-92.

Baker, C. (2011). Foundations of bilingual education and bilingualism (Vol. 79). Multilingual matters.

Chang, B. Y. (2011). The roles of English language education in Asian cont- ex. Journal of Pan-Pacific Association of Applied Linguistics, 15(1), 191-206.

Chesser, W. D. (2011). Chapter 5: The E-textbook Revolution. Library Technology Reports, 47(8), 28-40.

Funda, K. (2011). Using songs as audio materials in teaching Turkish as a foreign language. Turkish Online Journal of Educational Technology, 10(4), 378-383.

Grant, A., Gottardo, A., & Geva, E. (2011). Reading in English as a first or second language: The case of grade 3 Spanish, Portuguese, and English speakers. Learning Disabilities Research & Practice, 26(2), 67-83.

Lin, M.-H., & Chuang T.-F. (2014). The effects of the leadership style on the learning motivation of students in elementary schools. Journal of Service Science and Management, 7 (1), 1-10.

McKiernan, G. (2011). Configuring the ‘Future Textbook ’. Search, 19(4), 43-47.

Mercer, C. D., Mercer, A. R., & Pullen, P. C. (2011). Teaching students with learning problems (8th ed.). Upper Saddle River, N.J.: Pearson.

Nardone, G. & Milanese, R. (2018). Strategic change: how to make people change their feelings and actions. Milan: Ponte alle Grazie.

Nguyen, H. T. (2012). General education and special education teacher collaborate to support English language learners with learning. Disabilities Issues in Teacher Education, 21(1), 127-152.

Oyler, J. D., Obrzut, J. E., & Asbjornsen, A. E. (2012).Verbal learning and memory functions in adolescents with reading disabilities. Learning Disability Quarterly, 35(3), 184-195.

Popper, KR (2001). All life is a problem to be solved. Milan: Bompiani.

Renninger, K. A., & Hidi, S. (2011). Revisiting the conceptualization, measurement, and generation of interest. Educational Psychologist, 46(3), 168-184.

Seifert, K., & Espin, C. (2012). Improving reading of science text for secondary students with learning disabilities: Effects of text reading, vocabulary learning, and combined approaches to instruction. Learning Disability Quarterly, 35(4), 236-247.

Sun, J. C.-Y., Martinez, B., & Seli, H. (2014). Just-in-time or plenty-of-time teaching? Different electronic feedback devices and their effect on student engagement. Educational Technology & Society, 17(2), 234-244.

Wu, S.-Q. (2012).Exploring senior high school EFL students' motivation, strategy use, and English achievement via structural equation modeling. NCUE Studies in Language, Literature, 9, 159-190.

Additional resources

• Case Studies about problem solving and observation skills:

https://casestudies.mit.edu/problem-solving/#gf_8

• Article about Problem-Solving Strategies

https://www.tandfonline.com/doi/abs/10.1080/00461520.1986.9653026

• Article about problem solving perspective: A strategic approach to understanding environment and organization

https://www.emerald.com/insight/content/doi/10.1108/S0742-3322(2009)0000026006/full/html

• Introduction to problem solving skills:

https://userpilot.com/blog/problem-solving-framework/