approach to decision making and problem solving

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The SkillsYouNeed Guide to Interpersonal Skills

Making decisions and solving problems are two key areas in life, whether you are at home or at work. Whatever you’re doing, and wherever you are, you are faced with countless decisions and problems, both small and large, every day.

Many decisions and problems are so small that we may not even notice them. Even small decisions, however, can be overwhelming to some people. They may come to a halt as they consider their dilemma and try to decide what to do.

Small and Large Decisions

In your day-to-day life you're likely to encounter numerous 'small decisions', including, for example:

Tea or coffee?

What shall I have in my sandwich? Or should I have a salad instead today?

What shall I wear today?

Larger decisions may occur less frequently but may include:

Should we repaint the kitchen? If so, what colour?

Should we relocate?

Should I propose to my partner? Do I really want to spend the rest of my life with him/her?

These decisions, and others like them, may take considerable time and effort to make.

The relationship between decision-making and problem-solving is complex. Decision-making is perhaps best thought of as a key part of problem-solving: one part of the overall process.

Our approach at Skills You Need is to set out a framework to help guide you through the decision-making process. You won’t always need to use the whole framework, or even use it at all, but you may find it useful if you are a bit ‘stuck’ and need something to help you make a difficult decision.

Decision Making

Effective Decision-Making

This page provides information about ways of making a decision, including basing it on logic or emotion (‘gut feeling’). It also explains what can stop you making an effective decision, including too much or too little information, and not really caring about the outcome.

A Decision-Making Framework

This page sets out one possible framework for decision-making.

The framework described is quite extensive, and may seem quite formal. But it is also a helpful process to run through in a briefer form, for smaller problems, as it will help you to make sure that you really do have all the information that you need.

Problem Solving

Introduction to Problem-Solving

This page provides a general introduction to the idea of problem-solving. It explores the idea of goals (things that you want to achieve) and barriers (things that may prevent you from achieving your goals), and explains the problem-solving process at a broad level.

The first stage in solving any problem is to identify it, and then break it down into its component parts. Even the biggest, most intractable-seeming problems, can become much more manageable if they are broken down into smaller parts. This page provides some advice about techniques you can use to do so.

Sometimes, the possible options to address your problem are obvious. At other times, you may need to involve others, or think more laterally to find alternatives. This page explains some principles, and some tools and techniques to help you do so.

Having generated solutions, you need to decide which one to take, which is where decision-making meets problem-solving. But once decided, there is another step: to deliver on your decision, and then see if your chosen solution works. This page helps you through this process.

‘Social’ problems are those that we encounter in everyday life, including money trouble, problems with other people, health problems and crime. These problems, like any others, are best solved using a framework to identify the problem, work out the options for addressing it, and then deciding which option to use.

This page provides more information about the key skills needed for practical problem-solving in real life.

Further Reading from Skills You Need

The Skills You Need Guide to Interpersonal Skills eBooks.

Develop your interpersonal skills with our series of eBooks. Learn about and improve your communication skills, tackle conflict resolution, mediate in difficult situations, and develop your emotional intelligence.

Guiding you through the key skills needed in life

As always at Skills You Need, our approach to these key skills is to provide practical ways to manage the process, and to develop your skills.

Neither problem-solving nor decision-making is an intrinsically difficult process and we hope you will find our pages useful in developing your skills.

Start with: Decision Making Problem Solving

See also: Improving Communication Interpersonal Communication Skills Building Confidence

Decision Making vs. Problem Solving

What's the difference.

Decision making and problem solving are two closely related concepts that are essential in both personal and professional settings. While decision making refers to the process of selecting the best course of action among various alternatives, problem solving involves identifying and resolving issues or obstacles that hinder progress towards a desired outcome. Decision making often involves evaluating different options based on their potential outcomes and consequences, while problem solving requires analyzing the root causes of a problem and developing effective strategies to overcome it. Both skills require critical thinking, creativity, and the ability to weigh pros and cons. Ultimately, decision making and problem solving are interconnected and complementary processes that enable individuals to navigate complex situations and achieve desired goals.

Further Detail

Introduction.

Decision making and problem solving are two essential cognitive processes that individuals and organizations engage in to navigate through various challenges and achieve desired outcomes. While they are distinct processes, decision making and problem solving share several attributes and are often interconnected. In this article, we will explore the similarities and differences between decision making and problem solving, highlighting their key attributes and how they contribute to effective problem-solving and decision-making processes.

Definition and Purpose

Decision making involves selecting a course of action from multiple alternatives based on available information, preferences, and goals. It is a cognitive process that individuals use to make choices and reach conclusions. On the other hand, problem solving refers to the process of finding solutions to specific issues or challenges. It involves identifying, analyzing, and resolving problems to achieve desired outcomes.

Both decision making and problem solving share the purpose of achieving a desired outcome or resolving a particular situation. They require individuals to think critically, evaluate options, and consider potential consequences. While decision making focuses on choosing the best course of action, problem solving emphasizes finding effective solutions to specific problems or challenges.

Attributes of Decision Making

Decision making involves several key attributes that contribute to its effectiveness:

• Rationality: Decision making is often based on rational thinking, where individuals evaluate available information, weigh pros and cons, and make logical choices.
• Subjectivity: Decision making is influenced by personal preferences, values, and biases. Individuals may prioritize certain factors or options based on their subjective judgment.
• Uncertainty: Many decisions are made under conditions of uncertainty, where individuals lack complete information or face unpredictable outcomes. Decision makers must assess risks and make informed judgments.
• Time Constraints: Decision making often occurs within time constraints, requiring individuals to make choices efficiently and effectively.
• Trade-offs: Decision making involves considering trade-offs between different options, as individuals must prioritize certain factors or outcomes over others.

Attributes of Problem Solving

Problem solving also encompasses several key attributes that contribute to its effectiveness:

• Analytical Thinking: Problem solving requires individuals to analyze and break down complex problems into smaller components, facilitating a deeper understanding of the issue at hand.
• Creativity: Effective problem solving often involves thinking outside the box and generating innovative solutions. It requires individuals to explore alternative perspectives and consider unconventional approaches.
• Collaboration: Problem solving can benefit from collaboration and teamwork, as diverse perspectives and expertise can contribute to more comprehensive and effective solutions.
• Iterative Process: Problem solving is often an iterative process, where individuals continuously evaluate and refine their solutions based on feedback and new information.
• Implementation: Problem solving is not complete without implementing the chosen solution. Individuals must take action and monitor the outcomes to ensure the problem is effectively resolved.

Interconnection and Overlap

While decision making and problem solving are distinct processes, they are interconnected and often overlap. Decision making is frequently a part of the problem-solving process, as individuals must make choices and select the most appropriate solution to address a specific problem. Similarly, problem solving is inherent in decision making, as individuals must identify and analyze problems or challenges before making informed choices.

Moreover, both decision making and problem solving require critical thinking skills, the ability to evaluate information, and the consideration of potential consequences. They both involve a systematic approach to gather and analyze relevant data, explore alternatives, and assess the potential risks and benefits of different options.

Decision making and problem solving are fundamental cognitive processes that individuals and organizations engage in to navigate through challenges and achieve desired outcomes. While decision making focuses on selecting the best course of action, problem solving emphasizes finding effective solutions to specific problems or challenges. Both processes share attributes such as rationality, subjectivity, uncertainty, time constraints, and trade-offs (in decision making), as well as analytical thinking, creativity, collaboration, iterative process, and implementation (in problem solving).

Understanding the similarities and differences between decision making and problem solving can enhance our ability to approach complex situations effectively. By leveraging the attributes of both processes, individuals and organizations can make informed choices, address challenges, and achieve desired outcomes.

Comparisons may contain inaccurate information about people, places, or facts. Please report any issues.

How to master the seven-step problem-solving process

In this episode of the McKinsey Podcast , Simon London speaks with Charles Conn, CEO of venture-capital firm Oxford Sciences Innovation, and McKinsey senior partner Hugo Sarrazin about the complexities of different problem-solving strategies.

Podcast transcript

Simon London: Hello, and welcome to this episode of the McKinsey Podcast , with me, Simon London. What’s the number-one skill you need to succeed professionally? Salesmanship, perhaps? Or a facility with statistics? Or maybe the ability to communicate crisply and clearly? Many would argue that at the very top of the list comes problem solving: that is, the ability to think through and come up with an optimal course of action to address any complex challenge—in business, in public policy, or indeed in life.

Looked at this way, it’s no surprise that McKinsey takes problem solving very seriously, testing for it during the recruiting process and then honing it, in McKinsey consultants, through immersion in a structured seven-step method. To discuss the art of problem solving, I sat down in California with McKinsey senior partner Hugo Sarrazin and also with Charles Conn. Charles is a former McKinsey partner, entrepreneur, executive, and coauthor of the book Bulletproof Problem Solving: The One Skill That Changes Everything [John Wiley & Sons, 2018].

Charles and Hugo, welcome to the podcast. Thank you for being here.

Hugo Sarrazin: Our pleasure.

Charles Conn: It’s terrific to be here.

Simon London: Problem solving is a really interesting piece of terminology. It could mean so many different things. I have a son who’s a teenage climber. They talk about solving problems. Climbing is problem solving. Charles, when you talk about problem solving, what are you talking about?

Charles Conn: For me, problem solving is the answer to the question “What should I do?” It’s interesting when there’s uncertainty and complexity, and when it’s meaningful because there are consequences. Your son’s climbing is a perfect example. There are consequences, and it’s complicated, and there’s uncertainty—can he make that grab? I think we can apply that same frame almost at any level. You can think about questions like “What town would I like to live in?” or “Should I put solar panels on my roof?”

You might think that’s a funny thing to apply problem solving to, but in my mind it’s not fundamentally different from business problem solving, which answers the question “What should my strategy be?” Or problem solving at the policy level: “How do we combat climate change?” “Should I support the local school bond?” I think these are all part and parcel of the same type of question, “What should I do?”

I’m a big fan of structured problem solving. By following steps, we can more clearly understand what problem it is we’re solving, what are the components of the problem that we’re solving, which components are the most important ones for us to pay attention to, which analytic techniques we should apply to those, and how we can synthesize what we’ve learned back into a compelling story. That’s all it is, at its heart.

I think sometimes when people think about seven steps, they assume that there’s a rigidity to this. That’s not it at all. It’s actually to give you the scope for creativity, which often doesn’t exist when your problem solving is muddled.

Simon London: You were just talking about the seven-step process. That’s what’s written down in the book, but it’s a very McKinsey process as well. Without getting too deep into the weeds, let’s go through the steps, one by one. You were just talking about problem definition as being a particularly important thing to get right first. That’s the first step. Hugo, tell us about that.

Hugo Sarrazin: It is surprising how often people jump past this step and make a bunch of assumptions. The most powerful thing is to step back and ask the basic questions—“What are we trying to solve? What are the constraints that exist? What are the dependencies?” Let’s make those explicit and really push the thinking and defining. At McKinsey, we spend an enormous amount of time in writing that little statement, and the statement, if you’re a logic purist, is great. You debate. “Is it an ‘or’? Is it an ‘and’? What’s the action verb?” Because all these specific words help you get to the heart of what matters.

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Simon London: So this is a concise problem statement.

Hugo Sarrazin: Yeah. It’s not like “Can we grow in Japan?” That’s interesting, but it is “What, specifically, are we trying to uncover in the growth of a product in Japan? Or a segment in Japan? Or a channel in Japan?” When you spend an enormous amount of time, in the first meeting of the different stakeholders, debating this and having different people put forward what they think the problem definition is, you realize that people have completely different views of why they’re here. That, to me, is the most important step.

Charles Conn: I would agree with that. For me, the problem context is critical. When we understand “What are the forces acting upon your decision maker? How quickly is the answer needed? With what precision is the answer needed? Are there areas that are off limits or areas where we would particularly like to find our solution? Is the decision maker open to exploring other areas?” then you not only become more efficient, and move toward what we call the critical path in problem solving, but you also make it so much more likely that you’re not going to waste your time or your decision maker’s time.

How often do especially bright young people run off with half of the idea about what the problem is and start collecting data and start building models—only to discover that they’ve really gone off half-cocked.

Hugo Sarrazin: Yeah.

Charles Conn: And in the wrong direction.

Simon London: OK. So step one—and there is a real art and a structure to it—is define the problem. Step two, Charles?

Charles Conn: My favorite step is step two, which is to use logic trees to disaggregate the problem. Every problem we’re solving has some complexity and some uncertainty in it. The only way that we can really get our team working on the problem is to take the problem apart into logical pieces.

What we find, of course, is that the way to disaggregate the problem often gives you an insight into the answer to the problem quite quickly. I love to do two or three different cuts at it, each one giving a bit of a different insight into what might be going wrong. By doing sensible disaggregations, using logic trees, we can figure out which parts of the problem we should be looking at, and we can assign those different parts to team members.

Simon London: What’s a good example of a logic tree on a sort of ratable problem?

Charles Conn: Maybe the easiest one is the classic profit tree. Almost in every business that I would take a look at, I would start with a profit or return-on-assets tree. In its simplest form, you have the components of revenue, which are price and quantity, and the components of cost, which are cost and quantity. Each of those can be broken out. Cost can be broken into variable cost and fixed cost. The components of price can be broken into what your pricing scheme is. That simple tree often provides insight into what’s going on in a business or what the difference is between that business and the competitors.

If we add the leg, which is “What’s the asset base or investment element?”—so profit divided by assets—then we can ask the question “Is the business using its investments sensibly?” whether that’s in stores or in manufacturing or in transportation assets. I hope we can see just how simple this is, even though we’re describing it in words.

When I went to work with Gordon Moore at the Moore Foundation, the problem that he asked us to look at was “How can we save Pacific salmon?” Now, that sounds like an impossible question, but it was amenable to precisely the same type of disaggregation and allowed us to organize what became a 15-year effort to improve the likelihood of good outcomes for Pacific salmon.

Simon London: Now, is there a danger that your logic tree can be impossibly large? This, I think, brings us onto the third step in the process, which is that you have to prioritize.

Charles Conn: Absolutely. The third step, which we also emphasize, along with good problem definition, is rigorous prioritization—we ask the questions “How important is this lever or this branch of the tree in the overall outcome that we seek to achieve? How much can I move that lever?” Obviously, we try and focus our efforts on ones that have a big impact on the problem and the ones that we have the ability to change. With salmon, ocean conditions turned out to be a big lever, but not one that we could adjust. We focused our attention on fish habitats and fish-harvesting practices, which were big levers that we could affect.

People spend a lot of time arguing about branches that are either not important or that none of us can change. We see it in the public square. When we deal with questions at the policy level—“Should you support the death penalty?” “How do we affect climate change?” “How can we uncover the causes and address homelessness?”—it’s even more important that we’re focusing on levers that are big and movable.

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Simon London: Let’s move swiftly on to step four. You’ve defined your problem, you disaggregate it, you prioritize where you want to analyze—what you want to really look at hard. Then you got to the work plan. Now, what does that mean in practice?

Hugo Sarrazin: Depending on what you’ve prioritized, there are many things you could do. It could be breaking the work among the team members so that people have a clear piece of the work to do. It could be defining the specific analyses that need to get done and executed, and being clear on time lines. There’s always a level-one answer, there’s a level-two answer, there’s a level-three answer. Without being too flippant, I can solve any problem during a good dinner with wine. It won’t have a whole lot of backing.

Simon London: Not going to have a lot of depth to it.

Hugo Sarrazin: No, but it may be useful as a starting point. If the stakes are not that high, that could be OK. If it’s really high stakes, you may need level three and have the whole model validated in three different ways. You need to find a work plan that reflects the level of precision, the time frame you have, and the stakeholders you need to bring along in the exercise.

Charles Conn: I love the way you’ve described that, because, again, some people think of problem solving as a linear thing, but of course what’s critical is that it’s iterative. As you say, you can solve the problem in one day or even one hour.

Charles Conn: We encourage our teams everywhere to do that. We call it the one-day answer or the one-hour answer. In work planning, we’re always iterating. Every time you see a 50-page work plan that stretches out to three months, you know it’s wrong. It will be outmoded very quickly by that learning process that you described. Iterative problem solving is a critical part of this. Sometimes, people think work planning sounds dull, but it isn’t. It’s how we know what’s expected of us and when we need to deliver it and how we’re progressing toward the answer. It’s also the place where we can deal with biases. Bias is a feature of every human decision-making process. If we design our team interactions intelligently, we can avoid the worst sort of biases.

Simon London: Here we’re talking about cognitive biases primarily, right? It’s not that I’m biased against you because of your accent or something. These are the cognitive biases that behavioral sciences have shown we all carry around, things like anchoring, overoptimism—these kinds of things.

Both: Yeah.

Charles Conn: Availability bias is the one that I’m always alert to. You think you’ve seen the problem before, and therefore what’s available is your previous conception of it—and we have to be most careful about that. In any human setting, we also have to be careful about biases that are based on hierarchies, sometimes called sunflower bias. I’m sure, Hugo, with your teams, you make sure that the youngest team members speak first. Not the oldest team members, because it’s easy for people to look at who’s senior and alter their own creative approaches.

Hugo Sarrazin: It’s helpful, at that moment—if someone is asserting a point of view—to ask the question “This was true in what context?” You’re trying to apply something that worked in one context to a different one. That can be deadly if the context has changed, and that’s why organizations struggle to change. You promote all these people because they did something that worked well in the past, and then there’s a disruption in the industry, and they keep doing what got them promoted even though the context has changed.

Simon London: Right. Right.

Hugo Sarrazin: So it’s the same thing in problem solving.

Charles Conn: And it’s why diversity in our teams is so important. It’s one of the best things about the world that we’re in now. We’re likely to have people from different socioeconomic, ethnic, and national backgrounds, each of whom sees problems from a slightly different perspective. It is therefore much more likely that the team will uncover a truly creative and clever approach to problem solving.

Simon London: Let’s move on to step five. You’ve done your work plan. Now you’ve actually got to do the analysis. The thing that strikes me here is that the range of tools that we have at our disposal now, of course, is just huge, particularly with advances in computation, advanced analytics. There’s so many things that you can apply here. Just talk about the analysis stage. How do you pick the right tools?

Charles Conn: For me, the most important thing is that we start with simple heuristics and explanatory statistics before we go off and use the big-gun tools. We need to understand the shape and scope of our problem before we start applying these massive and complex analytical approaches.

Simon London: Would you agree with that?

Hugo Sarrazin: I agree. I think there are so many wonderful heuristics. You need to start there before you go deep into the modeling exercise. There’s an interesting dynamic that’s happening, though. In some cases, for some types of problems, it is even better to set yourself up to maximize your learning. Your problem-solving methodology is test and learn, test and learn, test and learn, and iterate. That is a heuristic in itself, the A/B testing that is used in many parts of the world. So that’s a problem-solving methodology. It’s nothing different. It just uses technology and feedback loops in a fast way. The other one is exploratory data analysis. When you’re dealing with a large-scale problem, and there’s so much data, I can get to the heuristics that Charles was talking about through very clever visualization of data.

You test with your data. You need to set up an environment to do so, but don’t get caught up in neural-network modeling immediately. You’re testing, you’re checking—“Is the data right? Is it sound? Does it make sense?”—before you launch too far.

Simon London: You do hear these ideas—that if you have a big enough data set and enough algorithms, they’re going to find things that you just wouldn’t have spotted, find solutions that maybe you wouldn’t have thought of. Does machine learning sort of revolutionize the problem-solving process? Or are these actually just other tools in the toolbox for structured problem solving?

Charles Conn: It can be revolutionary. There are some areas in which the pattern recognition of large data sets and good algorithms can help us see things that we otherwise couldn’t see. But I do think it’s terribly important we don’t think that this particular technique is a substitute for superb problem solving, starting with good problem definition. Many people use machine learning without understanding algorithms that themselves can have biases built into them. Just as 20 years ago, when we were doing statistical analysis, we knew that we needed good model definition, we still need a good understanding of our algorithms and really good problem definition before we launch off into big data sets and unknown algorithms.

Simon London: Step six. You’ve done your analysis.

Charles Conn: I take six and seven together, and this is the place where young problem solvers often make a mistake. They’ve got their analysis, and they assume that’s the answer, and of course it isn’t the answer. The ability to synthesize the pieces that came out of the analysis and begin to weave those into a story that helps people answer the question “What should I do?” This is back to where we started. If we can’t synthesize, and we can’t tell a story, then our decision maker can’t find the answer to “What should I do?”

Simon London: But, again, these final steps are about motivating people to action, right?

Charles Conn: Yeah.

Simon London: I am slightly torn about the nomenclature of problem solving because it’s on paper, right? Until you motivate people to action, you actually haven’t solved anything.

Charles Conn: I love this question because I think decision-making theory, without a bias to action, is a waste of time. Everything in how I approach this is to help people take action that makes the world better.

Simon London: Hence, these are absolutely critical steps. If you don’t do this well, you’ve just got a bunch of analysis.

Charles Conn: We end up in exactly the same place where we started, which is people speaking across each other, past each other in the public square, rather than actually working together, shoulder to shoulder, to crack these important problems.

Simon London: In the real world, we have a lot of uncertainty—arguably, increasing uncertainty. How do good problem solvers deal with that?

Hugo Sarrazin: At every step of the process. In the problem definition, when you’re defining the context, you need to understand those sources of uncertainty and whether they’re important or not important. It becomes important in the definition of the tree.

You need to think carefully about the branches of the tree that are more certain and less certain as you define them. They don’t have equal weight just because they’ve got equal space on the page. Then, when you’re prioritizing, your prioritization approach may put more emphasis on things that have low probability but huge impact—or, vice versa, may put a lot of priority on things that are very likely and, hopefully, have a reasonable impact. You can introduce that along the way. When you come back to the synthesis, you just need to be nuanced about what you’re understanding, the likelihood.

Often, people lack humility in the way they make their recommendations: “This is the answer.” They’re very precise, and I think we would all be well-served to say, “This is a likely answer under the following sets of conditions” and then make the level of uncertainty clearer, if that is appropriate. It doesn’t mean you’re always in the gray zone; it doesn’t mean you don’t have a point of view. It just means that you can be explicit about the certainty of your answer when you make that recommendation.

Simon London: So it sounds like there is an underlying principle: “Acknowledge and embrace the uncertainty. Don’t pretend that it isn’t there. Be very clear about what the uncertainties are up front, and then build that into every step of the process.”

Hugo Sarrazin: Every step of the process.

Simon London: Yeah. We have just walked through a particular structured methodology for problem solving. But, of course, this is not the only structured methodology for problem solving. One that is also very well-known is design thinking, which comes at things very differently. So, Hugo, I know you have worked with a lot of designers. Just give us a very quick summary. Design thinking—what is it, and how does it relate?

Hugo Sarrazin: It starts with an incredible amount of empathy for the user and uses that to define the problem. It does pause and go out in the wild and spend an enormous amount of time seeing how people interact with objects, seeing the experience they’re getting, seeing the pain points or joy—and uses that to infer and define the problem.

Simon London: Problem definition, but out in the world.

Hugo Sarrazin: With an enormous amount of empathy. There’s a huge emphasis on empathy. Traditional, more classic problem solving is you define the problem based on an understanding of the situation. This one almost presupposes that we don’t know the problem until we go see it. The second thing is you need to come up with multiple scenarios or answers or ideas or concepts, and there’s a lot of divergent thinking initially. That’s slightly different, versus the prioritization, but not for long. Eventually, you need to kind of say, “OK, I’m going to converge again.” Then you go and you bring things back to the customer and get feedback and iterate. Then you rinse and repeat, rinse and repeat. There’s a lot of tactile building, along the way, of prototypes and things like that. It’s very iterative.

Simon London: So, Charles, are these complements or are these alternatives?

Charles Conn: I think they’re entirely complementary, and I think Hugo’s description is perfect. When we do problem definition well in classic problem solving, we are demonstrating the kind of empathy, at the very beginning of our problem, that design thinking asks us to approach. When we ideate—and that’s very similar to the disaggregation, prioritization, and work-planning steps—we do precisely the same thing, and often we use contrasting teams, so that we do have divergent thinking. The best teams allow divergent thinking to bump them off whatever their initial biases in problem solving are. For me, design thinking gives us a constant reminder of creativity, empathy, and the tactile nature of problem solving, but it’s absolutely complementary, not alternative.

Simon London: I think, in a world of cross-functional teams, an interesting question is do people with design-thinking backgrounds really work well together with classical problem solvers? How do you make that chemistry happen?

Hugo Sarrazin: Yeah, it is not easy when people have spent an enormous amount of time seeped in design thinking or user-centric design, whichever word you want to use. If the person who’s applying classic problem-solving methodology is very rigid and mechanical in the way they’re doing it, there could be an enormous amount of tension. If there’s not clarity in the role and not clarity in the process, I think having the two together can be, sometimes, problematic.

The second thing that happens often is that the artifacts the two methodologies try to gravitate toward can be different. Classic problem solving often gravitates toward a model; design thinking migrates toward a prototype. Rather than writing a big deck with all my supporting evidence, they’ll bring an example, a thing, and that feels different. Then you spend your time differently to achieve those two end products, so that’s another source of friction.

Now, I still think it can be an incredibly powerful thing to have the two—if there are the right people with the right mind-set, if there is a team that is explicit about the roles, if we’re clear about the kind of outcomes we are attempting to bring forward. There’s an enormous amount of collaborativeness and respect.

Simon London: But they have to respect each other’s methodology and be prepared to flex, maybe, a little bit, in how this process is going to work.

Hugo Sarrazin: Absolutely.

Simon London: The other area where, it strikes me, there could be a little bit of a different sort of friction is this whole concept of the day-one answer, which is what we were just talking about in classical problem solving. Now, you know that this is probably not going to be your final answer, but that’s how you begin to structure the problem. Whereas I would imagine your design thinkers—no, they’re going off to do their ethnographic research and get out into the field, potentially for a long time, before they come back with at least an initial hypothesis.

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Hugo Sarrazin: That is a great callout, and that’s another difference. Designers typically will like to soak into the situation and avoid converging too quickly. There’s optionality and exploring different options. There’s a strong belief that keeps the solution space wide enough that you can come up with more radical ideas. If there’s a large design team or many designers on the team, and you come on Friday and say, “What’s our week-one answer?” they’re going to struggle. They’re not going to be comfortable, naturally, to give that answer. It doesn’t mean they don’t have an answer; it’s just not where they are in their thinking process.

Simon London: I think we are, sadly, out of time for today. But Charles and Hugo, thank you so much.

Charles Conn: It was a pleasure to be here, Simon.

Hugo Sarrazin: It was a pleasure. Thank you.

Simon London: And thanks, as always, to you, our listeners, for tuning into this episode of the McKinsey Podcast . If you want to learn more about problem solving, you can find the book, Bulletproof Problem Solving: The One Skill That Changes Everything , online or order it through your local bookstore. To learn more about McKinsey, you can of course find us at McKinsey.com.

Charles Conn is CEO of Oxford Sciences Innovation and an alumnus of McKinsey’s Sydney office. Hugo Sarrazin is a senior partner in the Silicon Valley office, where Simon London, a member of McKinsey Publishing, is also based.

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40 problem-solving techniques and processes

All teams and organizations encounter challenges. Approaching those challenges without a structured problem solving process can end up making things worse.

Proven problem solving techniques such as those outlined below can guide your group through a process of identifying problems and challenges , ideating on possible solutions , and then evaluating and implementing the most suitable .

In this post, you'll find problem-solving tools you can use to develop effective solutions. You'll also find some tips for facilitating the problem solving process and solving complex problems.

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What is problem solving?

Problem solving is a process of finding and implementing a solution to a challenge or obstacle. In most contexts, this means going through a problem solving process that begins with identifying the issue, exploring its root causes, ideating and refining possible solutions before implementing and measuring the impact of that solution.

For simple or small problems, it can be tempting to skip straight to implementing what you believe is the right solution. The danger with this approach is that without exploring the true causes of the issue, it might just occur again or your chosen solution may cause other issues.

Particularly in the world of work, good problem solving means using data to back up each step of the process, bringing in new perspectives and effectively measuring the impact of your solution.

Effective problem solving can help ensure that your team or organization is well positioned to overcome challenges, be resilient to change and create innovation. In my experience, problem solving is a combination of skillset, mindset and process, and it’s especially vital for leaders to cultivate this skill.

What is the seven step problem solving process?

A problem solving process is a step-by-step framework from going from discovering a problem all the way through to implementing a solution.

With practice, this framework can become intuitive, and innovative companies tend to have a consistent and ongoing ability to discover and tackle challenges when they come up.

You might see everything from a four step problem solving process through to seven steps. While all these processes cover roughly the same ground, I’ve found a seven step problem solving process is helpful for making all key steps legible.

We’ll outline that process here and then follow with techniques you can use to explore and work on that step of the problem solving process with a group.

The seven-step problem solving process is:

1. Problem identification 

The first stage of any problem solving process is to identify the problem(s) you need to solve. This often looks like using group discussions and activities to help a group surface and effectively articulate the challenges they’re facing and wish to resolve.

Be sure to align with your team on the exact definition and nature of the problem you’re solving. An effective process is one where everyone is pulling in the same direction – ensure clarity and alignment now to help avoid misunderstandings later.

2. Problem analysis and refinement

The process of problem analysis means ensuring that the problem you are seeking to solve is  the   right problem . Choosing the right problem to solve means you are on the right path to creating the right solution.

At this stage, you may look deeper at the problem you identified to try and discover the root cause at the level of people or process. You may also spend some time sourcing data, consulting relevant parties and creating and refining a problem statement.

Problem refinement means adjusting scope or focus of the problem you will be aiming to solve based on what comes up during your analysis. As you analyze data sources, you might discover that the root cause means you need to adjust your problem statement. Alternatively, you might find that your original problem statement is too big to be meaningful approached within your current project.

Remember that the goal of any problem refinement is to help set the stage for effective solution development and deployment. Set the right focus and get buy-in from your team here and you’ll be well positioned to move forward with confidence.

3. Solution generation

Once your group has nailed down the particulars of the problem you wish to solve, you want to encourage a free flow of ideas connecting to solving that problem. This can take the form of problem solving games that encourage creative thinking or techniquess designed to produce working prototypes of possible solutions. 

The key to ensuring the success of this stage of the problem solving process is to encourage quick, creative thinking and create an open space where all ideas are considered. The best solutions can often come from unlikely places and by using problem solving techniques that celebrate invention, you might come up with solution gold. 

4. Solution development

No solution is perfect right out of the gate. It’s important to discuss and develop the solutions your group has come up with over the course of following the previous problem solving steps in order to arrive at the best possible solution. Problem solving games used in this stage involve lots of critical thinking, measuring potential effort and impact, and looking at possible solutions analytically. 

During this stage, you will often ask your team to iterate and improve upon your front-running solutions and develop them further. Remember that problem solving strategies always benefit from a multitude of voices and opinions, and not to let ego get involved when it comes to choosing which solutions to develop and take further.

Finding the best solution is the goal of all problem solving workshops and here is the place to ensure that your solution is well thought out, sufficiently robust and fit for purpose. 

5. Decision making and planning

Nearly there! Once you’ve got a set of possible, you’ll need to make a decision on which to implement. This can be a consensus-based group decision or it might be for a leader or major stakeholder to decide. You’ll find a set of effective decision making methods below.

Once your group has reached consensus and selected a solution, there are some additional actions that also need to be decided upon. You’ll want to work on allocating ownership of the project, figure out who will do what, how the success of the solution will be measured and decide the next course of action.

Set clear accountabilities, actions, timeframes, and follow-ups for your chosen solution. Make these decisions and set clear next-steps in the problem solving workshop so that everyone is aligned and you can move forward effectively as a group. 

Ensuring that you plan for the roll-out of a solution is one of the most important problem solving steps. Without adequate planning or oversight, it can prove impossible to measure success or iterate further if the problem was not solved. 

6. Solution implementation 

This is what we were waiting for! All problem solving processes have the end goal of implementing an effective and impactful solution that your group has confidence in.

Project management and communication skills are key here – your solution may need to adjust when out in the wild or you might discover new challenges along the way. For some solutions, you might also implement a test with a small group and monitor results before rolling it out to an entire company.

You should have a clear owner for your solution who will oversee the plans you made together and help ensure they’re put into place. This person will often coordinate the implementation team and set-up processes to measure the efficacy of your solution too.

7. Solution evaluation 

So you and your team developed a great solution to a problem and have a gut feeling it’s been solved. Work done, right? Wrong. All problem solving strategies benefit from evaluation, consideration, and feedback.

You might find that the solution does not work for everyone, might create new problems, or is potentially so successful that you will want to roll it out to larger teams or as part of other initiatives. 

None of that is possible without taking the time to evaluate the success of the solution you developed in your problem solving model and adjust if necessary.

Remember that the problem solving process is often iterative and it can be common to not solve complex issues on the first try. Even when this is the case, you and your team will have generated learning that will be important for future problem solving workshops or in other parts of the organization. 

It’s also worth underlining how important record keeping is throughout the problem solving process. If a solution didn’t work, you need to have the data and records to see why that was the case. If you go back to the drawing board, notes from the previous workshop can help save time.

What does an effective problem solving process look like?

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

The format of a workshop ensures that you can get buy-in from your group, encourage free-thinking and solution exploration before making a decision on what to implement following the session.

This Design Sprint 2.0 template is an effective problem solving process from top agency AJ&Smart. It’s a great format for the entire problem solving process, with four-days of workshops designed to surface issues, explore solutions and even test a solution.

Check it for an example of how you might structure and run a problem solving process and feel free to copy and adjust it your needs!

For a shorter process you can run in a single afternoon, this remote problem solving agenda will guide you effectively in just a couple of hours.

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

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

Complete problem-solving methods

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

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

Six Thinking Hats

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

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

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

The Six Thinking Hats   #creative thinking   #meeting facilitation   #problem solving   #issue resolution   #idea generation   #conflict resolution   The Six Thinking Hats are used by individuals and groups to separate out conflicting styles of thinking. They enable and encourage a group of people to think constructively together in exploring and implementing change, rather than using argument to fight over who is right and who is wrong.

Lightning Decision Jam

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

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

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

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

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

Lightning Decision Jam (LDJ)   #action   #decision making   #problem solving   #issue analysis   #innovation   #design   #remote-friendly   It doesn’t matter where you work and what your job role is, if you work with other people together as a team, you will always encounter the same challenges: Unclear goals and miscommunication that cause busy work and overtime Unstructured meetings that leave attendants tired, confused and without clear outcomes. Frustration builds up because internal challenges to productivity are not addressed Sudden changes in priorities lead to a loss of focus and momentum Muddled compromise takes the place of clear decision- making, leaving everybody to come up with their own interpretation. In short, a lack of structure leads to a waste of time and effort, projects that drag on for too long and frustrated, burnt out teams. AJ&Smart has worked with some of the most innovative, productive companies in the world. What sets their teams apart from others is not better tools, bigger talent or more beautiful offices. The secret sauce to becoming a more productive, more creative and happier team is simple: Replace all open discussion or brainstorming with a structured process that leads to more ideas, clearer decisions and better outcomes. When a good process provides guardrails and a clear path to follow, it becomes easier to come up with ideas, make decisions and solve problems. This is why AJ&Smart created Lightning Decision Jam (LDJ). It’s a simple and short, but powerful group exercise that can be run either in-person, in the same room, or remotely with distributed teams.

Problem Definition Process

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

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

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

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

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

The 5 Whys 

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

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

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

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

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

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

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

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

Discovery & Action Dialogue (DAD)

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

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

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

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

Design Sprint 2.0

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

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

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

Open space technology

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

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

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

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

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

Techniques to identify and analyze problems

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

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

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

Let’s take a look!

Fishbone Analysis

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

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

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

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

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

Problem Tree 

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

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

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

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

SWOT Analysis

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

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

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

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

Agreement-Certainty Matrix

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

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

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

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

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

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

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

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

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

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

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

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

The Journalistic Six

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

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

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

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

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

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

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

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

LEGO Challenge

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

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

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

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

What, So What, Now What?

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

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

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

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

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

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

Journalists  

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

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

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

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

Problem-solving techniques for brainstorming solutions

Now you have the context and background of the problem you are trying to solving, now comes the time to start ideating and thinking about how you’ll solve the issue.

Here, you’ll want to encourage creative, free thinking and speed. Get as many ideas out as possible and explore different perspectives so you have the raw material for the next step.

Looking at a problem from a new angle can be one of the most effective ways of creating an effective solution. TRIZ is a problem-solving tool that asks the group to consider what they must not do in order to solve a challenge.

By reversing the discussion, new topics and taboo subjects often emerge, allowing the group to think more deeply and create ideas that confront the status quo in a safe and meaningful way. If you’re working on a problem that you’ve tried to solve before, TRIZ is a great problem-solving method to help your team get unblocked.

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

Mindspin  

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

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

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

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

The Creativity Dice

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

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

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

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

Idea and Concept Development

Brainstorming without structure can quickly become chaotic or frustrating. In a problem-solving context, having an ideation framework to follow can help ensure your team is both creative and disciplined.

In this method, you’ll find an idea generation process that encourages your group to brainstorm effectively before developing their ideas and begin clustering them together. By using concepts such as Yes and…, more is more and postponing judgement, you can create the ideal conditions for brainstorming with ease.

Idea & Concept Development   #hyperisland   #innovation   #idea generation   Ideation and Concept Development is a process for groups to work creatively and collaboratively to generate creative ideas. It’s a general approach that can be adapted and customized to suit many different scenarios. It includes basic principles for idea generation and several steps for groups to work with. It also includes steps for idea selection and development.

Problem-solving techniques for developing and refining solutions 

The success of any problem-solving process can be measured by the solutions it produces. After you’ve defined the issue, explored existing ideas, and ideated, it’s time to develop and refine your ideas in order to bring them closer to a solution that actually solves the problem.

Use these problem-solving techniques when you want to help your team think through their ideas and refine them as part of your problem solving process.

Improved Solutions

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

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

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

Four Step Sketch

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

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

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

Ensuring that everyone in a group is able to contribute to a discussion is vital during any problem solving process. Not only does this ensure all bases are covered, but its then easier to get buy-in and accountability when people have been able to contribute to the process.

1-2-4-All is a tried and tested facilitation technique where participants are asked to first brainstorm on a topic on their own. Next, they discuss and share ideas in a pair before moving into a small group. Those groups are then asked to present the best idea from their discussion to the rest of the team.

This method can be used in many different contexts effectively, though I find it particularly shines in the idea development stage of the process. Giving each participant time to concretize their ideas and develop them in progressively larger groups can create a great space for both innovation and psychological safety.

1-2-4-All   #idea generation   #liberating structures   #issue analysis   With this facilitation technique you can immediately include everyone regardless of how large the group is. You can generate better ideas and more of them faster than ever before. You can tap the know-how and imagination that is distributed widely in places not known in advance. Open, generative conversation unfolds. Ideas and solutions are sifted in rapid fashion. Most importantly, participants own the ideas, so follow-up and implementation is simplified. No buy-in strategies needed! Simple and elegant!

15% Solutions

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

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

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

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

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

Problem-solving techniques for making decisions and planning

After your group is happy with the possible solutions you’ve developed, now comes the time to choose which to implement. There’s more than one way to make a decision and the best option is often dependant on the needs and set-up of your group.

Sometimes, it’s the case that you’ll want to vote as a group on what is likely to be the most impactful solution. Other times, it might be down to a decision maker or major stakeholder to make the final decision. Whatever your process, here’s some techniques you can use to help you make a decision during your problem solving process.

How-Now-Wow Matrix

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

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

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

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

Impact and Effort Matrix

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

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

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

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

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

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

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

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

Straddling the gap between decision making and planning, MoSCoW is a simple and effective method that allows a group team to easily prioritize a set of possible options.

Use this method in a problem solving process by collecting and summarizing all your possible solutions and then categorize them into 4 sections: “Must have”, “Should have”, “Could have”, or “Would like but won‘t get”.

This method is particularly useful when its less about choosing one possible solution and more about prioritorizing which to do first and which may not fit in the scope of your project. In my experience, complex challenges often require multiple small fixes, and this method can be a great way to move from a pile of things you’d all like to do to a structured plan.

MoSCoW   #define intentions   #create   #design   #action   #remote-friendly   MoSCoW is a method that allows the team to prioritize the different features that they will work on. Features are then categorized into “Must have”, “Should have”, “Could have”, or “Would like but won‘t get”. To be used at the beginning of a timeslot (for example during Sprint planning) and when planning is needed.

When it comes to managing the rollout of a solution, clarity and accountability are key factors in ensuring the success of the project. The RAACI chart is a simple but effective model for setting roles and responsibilities as part of a planning session.

Start by listing each person involved in the project and put them into the following groups in order to make it clear who is responsible for what during the rollout of your solution.

• Responsibility  (Which person and/or team will be taking action?)
• Authority  (At what “point” must the responsible person check in before going further?)
• Accountability  (Who must the responsible person check in with?)
• Consultation  (Who must be consulted by the responsible person before decisions are made?)
• Information  (Who must be informed of decisions, once made?)

Ensure this information is easily accessible and use it to inform who does what and who is looped into discussions and kept up to date.

RAACI   #roles and responsibility   #teamwork   #project management   Clarifying roles and responsibilities, levels of autonomy/latitude in decision making, and levels of engagement among diverse stakeholders.

Problem-solving warm-up activities

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

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

Check-in / Check-out

Solid processes are planned from beginning to end, and the best facilitators know that setting the tone and establishing a safe, open environment can be integral to a successful problem-solving process. Check-in / Check-out is a great way to begin and/or bookend a problem-solving workshop. Checking in to a session emphasizes that everyone will be seen, heard, and expected to contribute. 

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

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

Doodling Together  

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

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

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

Show and Tell

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

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

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

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

Constellations

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

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

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

Draw a Tree

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

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

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

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

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

Closing activities for a problem-solving process

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

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

One Breath Feedback

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

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

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

Who What When Matrix 

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

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

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

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

Response cards

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

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

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

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

Tips for effective problem solving

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

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

Clearly define the problem

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

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

Don’t jump to conclusions

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

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

Try different approaches  

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

Don’t take it personally 

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

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

Get the right people in the room

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

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

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

Create psychologically safe spaces for discussion

Identifying a problem accurately also requires that all members of a group are able to contribute their views in an open and safe manner.

It can be tough for people to stand up and contribute if the problems or challenges are emotive or personal in nature. Try and create a psychologically safe space for these kinds of discussions and where possible, create regular opportunities for challenges to be brought up organically.

Document everything

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

Bring a facilitator 

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

Develop your problem-solving skills

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

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

Design a great agenda

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

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

Save time and effort creating an effective problem solving process

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

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

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

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

Over to you

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

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

thank you very much for these excellent techniques

Certainly wonderful article, very detailed. Shared!

Your list of techniques for problem solving can be helpfully extended by adding TRIZ to the list of techniques. TRIZ has 40 problem solving techniques derived from methods inventros and patent holders used to get new patents. About 10-12 are general approaches. many organization sponsor classes in TRIZ that are used to solve business problems or general organiztational problems. You can take a look at TRIZ and dwonload a free internet booklet to see if you feel it shound be included per your selection process.

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Problem-Solving Strategies and Obstacles

Kendra Cherry, MS, is a psychosocial rehabilitation specialist, psychology educator, and author of the "Everything Psychology Book."

Sean is a fact-checker and researcher with experience in sociology, field research, and data analytics.

JGI / Jamie Grill / Getty Images

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From deciding what to eat for dinner to considering whether it's the right time to buy a house, problem-solving is a large part of our daily lives. Learn some of the problem-solving strategies that exist and how to use them in real life, along with ways to overcome obstacles that are making it harder to resolve the issues you face.

What Is Problem-Solving?

In cognitive psychology , the term 'problem-solving' refers to the mental process that people go through to discover, analyze, and solve problems.

A problem exists when there is a goal that we want to achieve but the process by which we will achieve it is not obvious to us. Put another way, there is something that we want to occur in our life, yet we are not immediately certain how to make it happen.

Maybe you want a better relationship with your spouse or another family member but you're not sure how to improve it. Or you want to start a business but are unsure what steps to take. Problem-solving helps you figure out how to achieve these desires.

The problem-solving process involves:

• Discovery of the problem
• Deciding to tackle the issue
• Seeking to understand the problem more fully
• Researching available options or solutions
• Taking action to resolve the issue

Before problem-solving can occur, it is important to first understand the exact nature of the problem itself. If your understanding of the issue is faulty, your attempts to resolve it will also be incorrect or flawed.

Problem-Solving Mental Processes

Several mental processes are at work during problem-solving. Among them are:

• Perceptually recognizing the problem
• Representing the problem in memory
• Considering relevant information that applies to the problem
• Identifying different aspects of the problem
• Labeling and describing the problem

Problem-Solving Strategies

There are many ways to go about solving a problem. Some of these strategies might be used on their own, or you may decide to employ multiple approaches when working to figure out and fix a problem.

An algorithm is a step-by-step procedure that, by following certain "rules" produces a solution. Algorithms are commonly used in mathematics to solve division or multiplication problems. But they can be used in other fields as well.

In psychology, algorithms can be used to help identify individuals with a greater risk of mental health issues. For instance, research suggests that certain algorithms might help us recognize children with an elevated risk of suicide or self-harm.

One benefit of algorithms is that they guarantee an accurate answer. However, they aren't always the best approach to problem-solving, in part because detecting patterns can be incredibly time-consuming.

There are also concerns when machine learning is involved—also known as artificial intelligence (AI)—such as whether they can accurately predict human behaviors.

Heuristics are shortcut strategies that people can use to solve a problem at hand. These "rule of thumb" approaches allow you to simplify complex problems, reducing the total number of possible solutions to a more manageable set.

If you find yourself sitting in a traffic jam, for example, you may quickly consider other routes, taking one to get moving once again. When shopping for a new car, you might think back to a prior experience when negotiating got you a lower price, then employ the same tactics.

While heuristics may be helpful when facing smaller issues, major decisions shouldn't necessarily be made using a shortcut approach. Heuristics also don't guarantee an effective solution, such as when trying to drive around a traffic jam only to find yourself on an equally crowded route.

Trial and Error

A trial-and-error approach to problem-solving involves trying a number of potential solutions to a particular issue, then ruling out those that do not work. If you're not sure whether to buy a shirt in blue or green, for instance, you may try on each before deciding which one to purchase.

This can be a good strategy to use if you have a limited number of solutions available. But if there are many different choices available, narrowing down the possible options using another problem-solving technique can be helpful before attempting trial and error.

In some cases, the solution to a problem can appear as a sudden insight. You are facing an issue in a relationship or your career when, out of nowhere, the solution appears in your mind and you know exactly what to do.

Insight can occur when the problem in front of you is similar to an issue that you've dealt with in the past. Although, you may not recognize what is occurring since the underlying mental processes that lead to insight often happen outside of conscious awareness .

Research indicates that insight is most likely to occur during times when you are alone—such as when going on a walk by yourself, when you're in the shower, or when lying in bed after waking up.

How to Apply Problem-Solving Strategies in Real Life

If you're facing a problem, you can implement one or more of these strategies to find a potential solution. Here's how to use them in real life:

• Create a flow chart . If you have time, you can take advantage of the algorithm approach to problem-solving by sitting down and making a flow chart of each potential solution, its consequences, and what happens next.
• Recall your past experiences . When a problem needs to be solved fairly quickly, heuristics may be a better approach. Think back to when you faced a similar issue, then use your knowledge and experience to choose the best option possible.
• Start trying potential solutions . If your options are limited, start trying them one by one to see which solution is best for achieving your desired goal. If a particular solution doesn't work, move on to the next.
• Take some time alone . Since insight is often achieved when you're alone, carve out time to be by yourself for a while. The answer to your problem may come to you, seemingly out of the blue, if you spend some time away from others.

Obstacles to Problem-Solving

Problem-solving is not a flawless process as there are a number of obstacles that can interfere with our ability to solve a problem quickly and efficiently. These obstacles include:

• Assumptions: When dealing with a problem, people can make assumptions about the constraints and obstacles that prevent certain solutions. Thus, they may not even try some potential options.
• Functional fixedness : This term refers to the tendency to view problems only in their customary manner. Functional fixedness prevents people from fully seeing all of the different options that might be available to find a solution.
• Irrelevant or misleading information: When trying to solve a problem, it's important to distinguish between information that is relevant to the issue and irrelevant data that can lead to faulty solutions. The more complex the problem, the easier it is to focus on misleading or irrelevant information.
• Mental set: A mental set is a tendency to only use solutions that have worked in the past rather than looking for alternative ideas. A mental set can work as a heuristic, making it a useful problem-solving tool. However, mental sets can also lead to inflexibility, making it more difficult to find effective solutions.

How to Improve Your Problem-Solving Skills

In the end, if your goal is to become a better problem-solver, it's helpful to remember that this is a process. Thus, if you want to improve your problem-solving skills, following these steps can help lead you to your solution:

• Recognize that a problem exists . If you are facing a problem, there are generally signs. For instance, if you have a mental illness , you may experience excessive fear or sadness, mood changes, and changes in sleeping or eating habits. Recognizing these signs can help you realize that an issue exists.
• Decide to solve the problem . Make a conscious decision to solve the issue at hand. Commit to yourself that you will go through the steps necessary to find a solution.
• Seek to fully understand the issue . Analyze the problem you face, looking at it from all sides. If your problem is relationship-related, for instance, ask yourself how the other person may be interpreting the issue. You might also consider how your actions might be contributing to the situation.
• Research potential options . Using the problem-solving strategies mentioned, research potential solutions. Make a list of options, then consider each one individually. What are some pros and cons of taking the available routes? What would you need to do to make them happen?
• Take action . Select the best solution possible and take action. Action is one of the steps required for change . So, go through the motions needed to resolve the issue.
• Try another option, if needed . If the solution you chose didn't work, don't give up. Either go through the problem-solving process again or simply try another option.

You can find a way to solve your problems as long as you keep working toward this goal—even if the best solution is simply to let go because no other good solution exists.

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Dunbar K. Problem solving . A Companion to Cognitive Science . 2017. doi:10.1002/9781405164535.ch20

Stewart SL, Celebre A, Hirdes JP, Poss JW. Risk of suicide and self-harm in kids: The development of an algorithm to identify high-risk individuals within the children's mental health system . Child Psychiat Human Develop . 2020;51:913-924. doi:10.1007/s10578-020-00968-9

Rosenbusch H, Soldner F, Evans AM, Zeelenberg M. Supervised machine learning methods in psychology: A practical introduction with annotated R code . Soc Personal Psychol Compass . 2021;15(2):e12579. doi:10.1111/spc3.12579

Mishra S. Decision-making under risk: Integrating perspectives from biology, economics, and psychology . Personal Soc Psychol Rev . 2014;18(3):280-307. doi:10.1177/1088868314530517

Csikszentmihalyi M, Sawyer K. Creative insight: The social dimension of a solitary moment . In: The Systems Model of Creativity . 2015:73-98. doi:10.1007/978-94-017-9085-7_7

Chrysikou EG, Motyka K, Nigro C, Yang SI, Thompson-Schill SL. Functional fixedness in creative thinking tasks depends on stimulus modality .  Psychol Aesthet Creat Arts . 2016;10(4):425‐435. doi:10.1037/aca0000050

Huang F, Tang S, Hu Z. Unconditional perseveration of the short-term mental set in chunk decomposition .  Front Psychol . 2018;9:2568. doi:10.3389/fpsyg.2018.02568

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By Kendra Cherry, MSEd Kendra Cherry, MS, is a psychosocial rehabilitation specialist, psychology educator, and author of the "Everything Psychology Book."

What is Problem Solving? (Steps, Techniques, Examples)

By Status.net Editorial Team on May 7, 2023 — 5 minutes to read

What Is Problem Solving?

Definition and importance.

Problem solving is the process of finding solutions to obstacles or challenges you encounter in your life or work. It is a crucial skill that allows you to tackle complex situations, adapt to changes, and overcome difficulties with ease. Mastering this ability will contribute to both your personal and professional growth, leading to more successful outcomes and better decision-making.

Problem-Solving Steps

The problem-solving process typically includes the following steps:

• Identify the issue : Recognize the problem that needs to be solved.
• Analyze the situation : Examine the issue in depth, gather all relevant information, and consider any limitations or constraints that may be present.
• Generate potential solutions : Brainstorm a list of possible solutions to the issue, without immediately judging or evaluating them.
• Evaluate options : Weigh the pros and cons of each potential solution, considering factors such as feasibility, effectiveness, and potential risks.
• Select the best solution : Choose the option that best addresses the problem and aligns with your objectives.
• Implement the solution : Put the selected solution into action and monitor the results to ensure it resolves the issue.
• Review and learn : Reflect on the problem-solving process, identify any improvements or adjustments that can be made, and apply these learnings to future situations.

Defining the Problem

To start tackling a problem, first, identify and understand it. Analyzing the issue thoroughly helps to clarify its scope and nature. Ask questions to gather information and consider the problem from various angles. Some strategies to define the problem include:

• Brainstorming with others
• Asking the 5 Ws and 1 H (Who, What, When, Where, Why, and How)
• Analyzing cause and effect
• Creating a problem statement

Generating Solutions

Once the problem is clearly understood, brainstorm possible solutions. Think creatively and keep an open mind, as well as considering lessons from past experiences. Consider:

• Creating a list of potential ideas to solve the problem
• Grouping and categorizing similar solutions
• Prioritizing potential solutions based on feasibility, cost, and resources required
• Involving others to share diverse opinions and inputs

Evaluating and Selecting Solutions

Evaluate each potential solution, weighing its pros and cons. To facilitate decision-making, use techniques such as:

• SWOT analysis (Strengths, Weaknesses, Opportunities, Threats)
• Decision-making matrices
• Pros and cons lists
• Risk assessments

After evaluating, choose the most suitable solution based on effectiveness, cost, and time constraints.

Implementing and Monitoring the Solution

Implement the chosen solution and monitor its progress. Key actions include:

• Communicating the solution to relevant parties
• Setting timelines and milestones
• Assigning tasks and responsibilities
• Monitoring the solution and making adjustments as necessary
• Evaluating the effectiveness of the solution after implementation

Utilize feedback from stakeholders and consider potential improvements. Remember that problem-solving is an ongoing process that can always be refined and enhanced.

Problem-Solving Techniques

During each step, you may find it helpful to utilize various problem-solving techniques, such as:

• Brainstorming : A free-flowing, open-minded session where ideas are generated and listed without judgment, to encourage creativity and innovative thinking.
• Root cause analysis : A method that explores the underlying causes of a problem to find the most effective solution rather than addressing superficial symptoms.
• SWOT analysis : A tool used to evaluate the strengths, weaknesses, opportunities, and threats related to a problem or decision, providing a comprehensive view of the situation.
• Mind mapping : A visual technique that uses diagrams to organize and connect ideas, helping to identify patterns, relationships, and possible solutions.

Brainstorming

When facing a problem, start by conducting a brainstorming session. Gather your team and encourage an open discussion where everyone contributes ideas, no matter how outlandish they may seem. This helps you:

• Generate a diverse range of solutions
• Encourage all team members to participate
• Foster creative thinking

When brainstorming, remember to:

• Reserve judgment until the session is over
• Encourage wild ideas
• Combine and improve upon ideas

Root Cause Analysis

For effective problem-solving, identifying the root cause of the issue at hand is crucial. Try these methods:

• 5 Whys : Ask “why” five times to get to the underlying cause.
• Fishbone Diagram : Create a diagram representing the problem and break it down into categories of potential causes.
• Pareto Analysis : Determine the few most significant causes underlying the majority of problems.

SWOT Analysis

SWOT analysis helps you examine the Strengths, Weaknesses, Opportunities, and Threats related to your problem. To perform a SWOT analysis:

• List your problem’s strengths, such as relevant resources or strong partnerships.
• Identify its weaknesses, such as knowledge gaps or limited resources.
• Explore opportunities, like trends or new technologies, that could help solve the problem.
• Recognize potential threats, like competition or regulatory barriers.

SWOT analysis aids in understanding the internal and external factors affecting the problem, which can help guide your solution.

Mind Mapping

A mind map is a visual representation of your problem and potential solutions. It enables you to organize information in a structured and intuitive manner. To create a mind map:

• Write the problem in the center of a blank page.
• Draw branches from the central problem to related sub-problems or contributing factors.
• Add more branches to represent potential solutions or further ideas.

Mind mapping allows you to visually see connections between ideas and promotes creativity in problem-solving.

Examples of Problem Solving in Various Contexts

In the business world, you might encounter problems related to finances, operations, or communication. Applying problem-solving skills in these situations could look like:

• Identifying areas of improvement in your company’s financial performance and implementing cost-saving measures
• Resolving internal conflicts among team members by listening and understanding different perspectives, then proposing and negotiating solutions
• Streamlining a process for better productivity by removing redundancies, automating tasks, or re-allocating resources

In educational contexts, problem-solving can be seen in various aspects, such as:

• Addressing a gap in students’ understanding by employing diverse teaching methods to cater to different learning styles
• Developing a strategy for successful time management to balance academic responsibilities and extracurricular activities
• Seeking resources and support to provide equal opportunities for learners with special needs or disabilities

Everyday life is full of challenges that require problem-solving skills. Some examples include:

• Overcoming a personal obstacle, such as improving your fitness level, by establishing achievable goals, measuring progress, and adjusting your approach accordingly
• Navigating a new environment or city by researching your surroundings, asking for directions, or using technology like GPS to guide you
• Dealing with a sudden change, like a change in your work schedule, by assessing the situation, identifying potential impacts, and adapting your plans to accommodate the change.
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How to answer "What is your approach to problem-solving?" (with sample answers)

Why Employers Ask This

The question "What is your approach to problem-solving?" is a commonly asked question in job interviews. This is because employers want to know how you handle challenges and overcome obstacles, as problem-solving is an essential skill in any work environment. They need someone who can think critically and come up with effective solutions to workplace problems.

Employers also want to understand your problem-solving process to see if it aligns with the company's culture and values. They may ask about your approach to problem-solving to see if you are a strategic thinker who can prioritize tasks and make sound decisions under pressure.

How to Answer the Question

When answering this question, it's essential to understand that the interviewer is looking for specific details about your problem-solving approach. Here are some tips to help you structure your answer:

• Describe the Problem: Start by describing the problem you faced. Explain the context, who was involved, and what caused the problem. Be specific and use examples to support your statements.
• Explain Your Approach: Next, describe the steps you took to solve the problem. Be clear about your methods and tools used, while also considering the company's core values in your approach. Make sure to highlight how your approach addressed the problem's root cause and achieved a meaningful resolution.
• Share the Outcome: Finally, share the outcome of your actions. Explain how your approach was successful, how you measured it, and what benefits it brought to the organization. If you were not able to solve the problem, explain what steps you took and what you learned from the process.

Remember to use specific examples, demonstrate your problem-solving skills in the best light possible, and share outcomes to show initiative and showcase your ability to effectively address problems.

Sample answers

1. bad answer:.

My approach to problem-solving is to just come up with a quick solution and see if it works. If it doesn't, I try something else until I find something that works.

Why it's bad: This answer shows a lack of preparation and planning. It doesn't demonstrate any critical thinking or analytical skills that a potential employer would value.

2. Good answer:

My approach to problem-solving is to first assess the situation and gather all the information I can. Then, I break down the problem into smaller parts and identify any potential obstacles or challenges. Once I have a clear understanding of the issue, I brainstorm a range of possible solutions, evaluate each option, and select the best course of action. Finally, I implement and monitor the chosen solution to ensure its effectiveness and make adjustments if necessary.

Why it's good: This answer shows a structured and methodical approach to problem-solving. The potential employer will appreciate the candidate's attention to detail and ability to work through complex problems.

3. Good answer:

My approach to problem-solving is to involve my team members and stakeholders. I find that collaborating with others brings in different perspectives that I may not have thought of on my own. I encourage open communication and brainstorming sessions where everyone is free to contribute their ideas. Then, we evaluate each idea and select the best one together as a team. This helps create a sense of ownership and buy-in from everyone involved.

Why it's good: This answer shows strong leadership and teamwork skills. The potential employer will appreciate the candidate's ability to work well with others and successfully navigate group dynamics to find the best solution.

4. Okay answer:

My approach to problem-solving is to stay calm and reflective. I take a moment to step back, assess the situation objectively, and then determine what actions to take. I try to look at the problem from different angles to find the root cause and develop a strategy to resolve it.

Why it's okay: This answer shows a level-headedness in managing stressful situations and a willingness to think outside the box. However, it could benefit from more specific examples that demonstrate critical thinking and problem-solving skills.

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Decision-making and Problem-solving

Appreciate the complexities involved in decision-making & problem solving.

Develop evidence to support views

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Weigh alternatives

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A 5-Step Problem-Solving Strategy

Specify the problem – a first step to solving a problem is to identify it as specifically as possible.  It involves evaluating the present state and determining how it differs from the goal state.

Analyze the problem – analyzing the problem involves learning as much as you can about it.  It may be necessary to look beyond the obvious, surface situation, to stretch your imagination and reach for more creative options.

seek other perspectives

be flexible in your analysis

consider various strands of impact

brainstorm about all possibilities and implications

research problems for which you lack complete information. Get help.

Formulate possible solutions – identify a wide range of possible solutions.

try to think of all possible solutions

be creative

consider similar problems and how you have solved them

Evaluate possible solutions – weigh the advantages and disadvantages of each solution.  Think through each solution and consider how, when, and where you could accomplish each.  Consider both immediate and long-term results.  Mapping your solutions can be helpful at this stage.

Choose a solution – consider 3 factors:

compatibility with your priorities

amount of risk

practicality

Keys to Problem Solving

Think aloud – problem solving is a cognitive, mental process.  Thinking aloud or talking yourself through the steps of problem solving is useful.  Hearing yourself think can facilitate the process.

Allow time for ideas to "gel" or consolidate.  If time permits, give yourself time for solutions to develop.  Distance from a problem can allow you to clear your mind and get a new perspective.

Talk about the problem – describing the problem to someone else and talking about it can often make a problem become more clear and defined so that a new solution will surface.

Decision Making Strategies

Decision making is a process of identifying and evaluating choices.  We make numerous decisions every day and our decisions may range from routine, every-day types of decisions to those decisions which will have far reaching impacts.  The types of decisions we make are routine, impulsive, and reasoned.  Deciding what to eat for breakfast is a routine decision; deciding to do or buy something at the last minute is considered an impulsive decision; and choosing your college major is, hopefully, a reasoned decision.  College coursework often requires you to make the latter, or reasoned decisions.

Decision making has much in common with problem solving.  In problem solving you identify and evaluate solution paths; in decision making you make a similar discovery and evaluation of alternatives.  The crux of decision making, then, is the careful identification and evaluation of alternatives.  As you weigh alternatives, use the following suggestions:

Consider the outcome each is likely to produce, in both the short term and the long term.

Compare alternatives based on how easily you can accomplish each.

Evaluate possible negative side effects each may produce.

Consider the risk involved in each.

Be creative, original; don't eliminate alternatives because you have not heard or used them before.

An important part of decision making is to predict both short-term and long-term outcomes for each alternative.  You may find that while an alternative seems most desirable at the present, it may pose problems or complications over a longer time period.

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26 Expert-Backed Problem Solving Examples – Interview Answers

Published: February 13, 2023

Interview Questions and Answers

Actionable advice from real experts:

Biron Clark

Former Recruiter

Contributor

Dr. Kyle Elliott

Career Coach

Hayley Jukes

Editor-in-Chief

Biron Clark , Former Recruiter

Kyle Elliott , Career Coach

Hayley Jukes , Editor

As a recruiter , I know employers like to hire people who can solve problems and work well under pressure.

 A job rarely goes 100% according to plan, so hiring managers are more likely to hire you if you seem like you can handle unexpected challenges while staying calm and logical.

But how do they measure this?

Hiring managers will ask you interview questions about your problem-solving skills, and they might also look for examples of problem-solving on your resume and cover letter. 

In this article, I’m going to share a list of problem-solving examples and sample interview answers to questions like, “Give an example of a time you used logic to solve a problem?” and “Describe a time when you had to solve a problem without managerial input. How did you handle it, and what was the result?”

• Problem-solving involves identifying, prioritizing, analyzing, and solving problems using a variety of skills like critical thinking, creativity, decision making, and communication.
• Describe the Situation, Task, Action, and Result ( STAR method ) when discussing your problem-solving experiences.
• Tailor your interview answer with the specific skills and qualifications outlined in the job description.
• Provide numerical data or metrics to demonstrate the tangible impact of your problem-solving efforts.

What are Problem Solving Skills? 

Problem-solving is the ability to identify a problem, prioritize based on gravity and urgency, analyze the root cause, gather relevant information, develop and evaluate viable solutions, decide on the most effective and logical solution, and plan and execute implementation. 

Problem-solving encompasses other skills that can be showcased in an interview response and your resume. Problem-solving skills examples include:

• Critical thinking
• Analytical skills
• Decision making
• Research skills
• Technical skills
• Communication skills
• Adaptability and flexibility

Why is Problem Solving Important in the Workplace?

Problem-solving is essential in the workplace because it directly impacts productivity and efficiency. Whenever you encounter a problem, tackling it head-on prevents minor issues from escalating into bigger ones that could disrupt the entire workflow. 

Beyond maintaining smooth operations, your ability to solve problems fosters innovation. It encourages you to think creatively, finding better ways to achieve goals, which keeps the business competitive and pushes the boundaries of what you can achieve. 

Effective problem-solving also contributes to a healthier work environment; it reduces stress by providing clear strategies for overcoming obstacles and builds confidence within teams. 

Examples of Problem-Solving in the Workplace

• Correcting a mistake at work, whether it was made by you or someone else
• Overcoming a delay at work through problem solving and communication
• Resolving an issue with a difficult or upset customer
• Overcoming issues related to a limited budget, and still delivering good work through the use of creative problem solving
• Overcoming a scheduling/staffing shortage in the department to still deliver excellent work
• Troubleshooting and resolving technical issues
• Handling and resolving a conflict with a coworker
• Solving any problems related to money, customer billing, accounting and bookkeeping, etc.
• Taking initiative when another team member overlooked or missed something important
• Taking initiative to meet with your superior to discuss a problem before it became potentially worse
• Solving a safety issue at work or reporting the issue to those who could solve it
• Using problem solving abilities to reduce/eliminate a company expense
• Finding a way to make the company more profitable through new service or product offerings, new pricing ideas, promotion and sale ideas, etc.
• Changing how a process, team, or task is organized to make it more efficient
• Using creative thinking to come up with a solution that the company hasn’t used before
• Performing research to collect data and information to find a new solution to a problem
• Boosting a company or team’s performance by improving some aspect of communication among employees
• Finding a new piece of data that can guide a company’s decisions or strategy better in a certain area

Problem-Solving Examples for Recent Grads/Entry-Level Job Seekers

• Coordinating work between team members in a class project
• Reassigning a missing team member’s work to other group members in a class project
• Adjusting your workflow on a project to accommodate a tight deadline
• Speaking to your professor to get help when you were struggling or unsure about a project
• Asking classmates, peers, or professors for help in an area of struggle
• Talking to your academic advisor to brainstorm solutions to a problem you were facing
• Researching solutions to an academic problem online, via Google or other methods
• Using problem solving and creative thinking to obtain an internship or other work opportunity during school after struggling at first

How To Answer “Tell Us About a Problem You Solved”

When you answer interview questions about problem-solving scenarios, or if you decide to demonstrate your problem-solving skills in a cover letter (which is a good idea any time the job description mentions problem-solving as a necessary skill), I recommend using the STAR method.

STAR stands for:

It’s a simple way of walking the listener or reader through the story in a way that will make sense to them. 

Start by briefly describing the general situation and the task at hand. After this, describe the course of action you chose and why. Ideally, show that you evaluated all the information you could given the time you had, and made a decision based on logic and fact. Finally, describe the positive result you achieved.

Note: Our sample answers below are structured following the STAR formula. Be sure to check them out!

EXPERT ADVICE

Dr. Kyle Elliott , MPA, CHES Tech & Interview Career Coach caffeinatedkyle.com

How can I communicate complex problem-solving experiences clearly and succinctly?

Before answering any interview question, it’s important to understand why the interviewer is asking the question in the first place.

When it comes to questions about your complex problem-solving experiences, for example, the interviewer likely wants to know about your leadership acumen, collaboration abilities, and communication skills, not the problem itself.

Therefore, your answer should be focused on highlighting how you excelled in each of these areas, not diving into the weeds of the problem itself, which is a common mistake less-experienced interviewees often make.

Tailoring Your Answer Based on the Skills Mentioned in the Job Description

As a recruiter, one of the top tips I can give you when responding to the prompt “Tell us about a problem you solved,” is to tailor your answer to the specific skills and qualifications outlined in the job description. 

Once you’ve pinpointed the skills and key competencies the employer is seeking, craft your response to highlight experiences where you successfully utilized or developed those particular abilities. 

For instance, if the job requires strong leadership skills, focus on a problem-solving scenario where you took charge and effectively guided a team toward resolution. 

By aligning your answer with the desired skills outlined in the job description, you demonstrate your suitability for the role and show the employer that you understand their needs.

Amanda Augustine expands on this by saying:

“Showcase the specific skills you used to solve the problem. Did it require critical thinking, analytical abilities, or strong collaboration? Highlight the relevant skills the employer is seeking.”  

Interview Answers to “Tell Me About a Time You Solved a Problem”

Now, let’s look at some sample interview answers to, “Give me an example of a time you used logic to solve a problem,” or “Tell me about a time you solved a problem,” since you’re likely to hear different versions of this interview question in all sorts of industries.

The example interview responses are structured using the STAR method and are categorized into the top 5 key problem-solving skills recruiters look for in a candidate.

1. Analytical Thinking

Situation: In my previous role as a data analyst , our team encountered a significant drop in website traffic.

Task: I was tasked with identifying the root cause of the decrease.

Action: I conducted a thorough analysis of website metrics, including traffic sources, user demographics, and page performance. Through my analysis, I discovered a technical issue with our website’s loading speed, causing users to bounce. 

Result: By optimizing server response time, compressing images, and minimizing redirects, we saw a 20% increase in traffic within two weeks.

2. Critical Thinking

Situation: During a project deadline crunch, our team encountered a major technical issue that threatened to derail our progress.

Task: My task was to assess the situation and devise a solution quickly.

Action: I immediately convened a meeting with the team to brainstorm potential solutions. Instead of panicking, I encouraged everyone to think outside the box and consider unconventional approaches. We analyzed the problem from different angles and weighed the pros and cons of each solution.

Result: By devising a workaround solution, we were able to meet the project deadline, avoiding potential delays that could have cost the company $100,000 in penalties for missing contractual obligations.

3. Decision Making

Situation: As a project manager , I was faced with a dilemma when two key team members had conflicting opinions on the project direction.

Task: My task was to make a decisive choice that would align with the project goals and maintain team cohesion.

Action: I scheduled a meeting with both team members to understand their perspectives in detail. I listened actively, asked probing questions, and encouraged open dialogue. After carefully weighing the pros and cons of each approach, I made a decision that incorporated elements from both viewpoints.

Result: The decision I made not only resolved the immediate conflict but also led to a stronger sense of collaboration within the team. By valuing input from all team members and making a well-informed decision, we were able to achieve our project objectives efficiently.

4. Communication (Teamwork)

Situation: During a cross-functional project, miscommunication between departments was causing delays and misunderstandings.

Task: My task was to improve communication channels and foster better teamwork among team members.

Action: I initiated regular cross-departmental meetings to ensure that everyone was on the same page regarding project goals and timelines. I also implemented a centralized communication platform where team members could share updates, ask questions, and collaborate more effectively.

Result: Streamlining workflows and improving communication channels led to a 30% reduction in project completion time, saving the company $25,000 in operational costs.

5. Persistence 

Situation: During a challenging sales quarter, I encountered numerous rejections and setbacks while trying to close a major client deal.

Task: My task was to persistently pursue the client and overcome obstacles to secure the deal.

Action: I maintained regular communication with the client, addressing their concerns and demonstrating the value proposition of our product. Despite facing multiple rejections, I remained persistent and resilient, adjusting my approach based on feedback and market dynamics.

Result: After months of perseverance, I successfully closed the deal with the client. By closing the major client deal, I exceeded quarterly sales targets by 25%, resulting in a revenue increase of $250,000 for the company.

Tips to Improve Your Problem-Solving Skills

Throughout your career, being able to showcase and effectively communicate your problem-solving skills gives you more leverage in achieving better jobs and earning more money .

So to improve your problem-solving skills, I recommend always analyzing a problem and situation before acting.

 When discussing problem-solving with employers, you never want to sound like you rush or make impulsive decisions. They want to see fact-based or data-based decisions when you solve problems.

Don’t just say you’re good at solving problems. Show it with specifics. How much did you boost efficiency? Did you save the company money? Adding numbers can really make your achievements stand out.

To get better at solving problems, analyze the outcomes of past solutions you came up with. You can recognize what works and what doesn’t.

Think about how you can improve researching and analyzing a situation, how you can get better at communicating, and deciding on the right people in the organization to talk to and “pull in” to help you if needed, etc.

Finally, practice staying calm even in stressful situations. Take a few minutes to walk outside if needed. Step away from your phone and computer to clear your head. A work problem is rarely so urgent that you cannot take five minutes to think (with the possible exception of safety problems), and you’ll get better outcomes if you solve problems by acting logically instead of rushing to react in a panic.

You can use all of the ideas above to describe your problem-solving skills when asked interview questions about the topic. If you say that you do the things above, employers will be impressed when they assess your problem-solving ability.

More Interview Resources

• 3 Answers to “How Do You Handle Stress?”
• How to Answer “How Do You Handle Conflict?” (Interview Question)
• Sample Answers to “Tell Me About a Time You Failed”

About the Author

Biron Clark is a former executive recruiter who has worked individually with hundreds of job seekers, reviewed thousands of resumes and LinkedIn profiles, and recruited for top venture-backed startups and Fortune 500 companies. He has been advising job seekers since 2012 to think differently in their job search and land high-paying, competitive positions. Follow on Twitter and LinkedIn .

Read more articles by Biron Clark

About the Contributor

Kyle Elliott , career coach and mental health advocate, transforms his side hustle into a notable practice, aiding Silicon Valley professionals in maximizing potential. Follow Kyle on LinkedIn .

About the Editor

Hayley Jukes is the Editor-in-Chief at CareerSidekick with five years of experience creating engaging articles, books, and transcripts for diverse platforms and audiences.

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Decision Making and Problem-Solving: Implications for Learning Design

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Introduction

Practitioners in various domains are often faced with ill-structured problems. For example, teachers devise lesson plans that consider learners’ prior knowledge, curriculum guidelines, and classroom management strategies. Similarly, engineers must develop products that meet safety standards, yet achieve project guidelines that meet client needs. Given the types of problems that practitioners face in everyday decision-making, educators have increasingly begun to adopt inquiry-based learning, which better exposes learners to the types of issues faced within a domain (Hung et al., 2019; Koehler & Vilarinho-Pereira, 2021). This instructional approach includes multiple changes to the educational experience when compared to the teacher-centric classroom approach (Reigeluth & Carr-Chellman, 2009). As opposed to a didactic strategy to instruction, students take ownership of their learning and generate questions among their peers, while teachers serve as facilitators (Lazonder & Harmsen, 2016; Loyens & Rikers, 2011; Savery, 2009). The central focus of these strategies also includes ill-structured cases that are similar to the types of problems practitioners face. The complexity of these problems often consists of interconnected variables (latent, salient) and multiple perspectives, so there is rarely a single predetermined solution that satisfies all options (Ifenthaler, 2014). Additionally, these problems are challenging because they include multiple criteria for evaluation (Jonassen, 2011b; Ju & Choi, 2017), which makes it challenging to definitively determine when a ‘right’ answer has been achieved.

There are a number of skillsets needed for problem-solving instructional strategies, such as the inquiry process (Glazewski & Hmelo-Silver, 2018), collaboration (Koehler & Vilarinho-Pereira, 2021), and argumentation (Noroozi et al., 2017). Another important element of problem-solving includes decision-making; that is, the process by which individuals make choices as they resolve the ill-structured case. Understanding decision-making is important because individuals engage in a myriad of choices throughout the problem representation and solution generation phases of problem-solving (Ge et al., 2016). Moreover, learners must engage in multiple and interconnected decisions as they select evidence and determine causal chains during various stages of problem-solving (Shin & Jeong, 2021). The decision-making process is also closely linked with failure and the iterative choices needed to overcome errors in the problem-solving cycles (Schank et al., 1999; Sinha & Kapur, 2021). As such, decision-making is key for learners’ agency as they engage in self-directed learning and take ownership of ill-structured cases.

Despite its importance, the field of learning design only minimally addresses theories and models specifically associated with decision-making. The decision-making processes required for inquiry-based learning necessitates a more in-depth analysis because it is foundational to problem-solving as individuals weigh evidence, make strategic choices amidst an array of variables, and causal reasoning. In addition, an advanced understanding of this skill set would allow educators to develop systems that leverage specific decision-making strategies within design. Based on this gap, we survey broad decision-making paradigms (normative, descriptive, and prescriptive), along with case-based decision-making theory (Gilboa & Schmeidler, 1995; Kolodner, 1991). For each category, we then proffer an example that instantiates the theory. Finally, the article concludes with implications for practice.

Literature Review

Inquiry-based learning is an instructional strategy that affords learners with agency as they solve ill-structured problems. Although variations exist (problem-based learning, project-based learning, case-based instruction), the strategy often situates a contextual case to the learners that is representative of the domain (Lazonder & Harmsen, 2016; Loyens & Rikers, 2011). When compared with teacher-centric approaches where the instructor acts as the ‘sage on the stage’ (Reigeluth & Carr-Chellman, 2009), students in inquiry-based learning engage in a variety of learning actions in the problem representation and solution generation stage. The former necessitates learners define the problem, identify variables, and determine the underlying causal mechanisms of the issue (Delahunty et al., 2020; Ertmer & Koehler, 2018). Solution generation requires learners propose a way to resolve the issue, along with supporting evidence (Ge et al., 2016). This latter stage also includes how learners test out a solution and iterate based on the degree to which their approach meets its goals. As learners engage in these tasks, they must remedy knowledge gaps and work with their peers to reconcile different perspectives. Beyond just retention of facts, learners also engage in information seeking (Belland et al., 2020), question generation (Olney et al., 2012), causal reasoning (Giabbanelli & Tawfik, 2020; Shin & Jeong, 2021), argumentation (Ju & Choi, 2017; Noroozi & Hatami, 2019), and other higher-order thinking skills.

Another important aspect of inquiry-based learning also includes decision-making, which describes the choices learners select as they understand the problem and move towards its resolution. To that end, various theories and models that explicate the nuances of problem-solving have implicitly referenced decision-making. When describing the solution generation stage, Jonassen (1997) asserts that learners’ “resulting mental model of the problem will support the learner's decision and justify the chosen solution” (p. 81). Ge et al. (2016) proposed a conceptual model of self-regulated learning in ill-structured problem-solving in which “students not only must make informed decisions and select the most viable against alternative solutions, but also must support their decisions with defensible and cogent arguments” (p. 4). In terms of encountered failure during problem-solving, Kapur (2008) explains how students must “decide on the criteria for decision making or general parameters for solutions” (p. 391) during criteria development. Indeed, these foundation theories and models of problem-solving highlight the importance of decision-making in various aspects of inquiry-based learning.

Despite its importance, very little understanding is known within the learning design field about the specific decision-making processes inherent within problem-solving. Instead, there is a large body of literature dedicated to strategic approaches to self-directed learning (Xie et al., 2019), collaboration (Radkowitsch et al., 2020), and others. However, specific attention is needed towards decision-making to understand how learners seek out information, weigh evidence, and make choices as they engage in problem-solving. A review of theories argues for three distinct overarching theoretical paradigms of decision-making (Schwartz & Bergus, 2008): normative, descriptive, and prescriptive. There is also a related body of literature around case-based decision-making theory (Gilboa & Schmeidler, 1995), which describes how prior experiences are used to inform choices for new problems. Below we define the theory and related literature, along with a design example that instantiates the decision-making approach.

Outline of Decision-Making Theories and Constructs

Normative Decision-Making

Normative decision-making theoretical foundations.

Normative decision-making describes how learners make choices based on the following: (a) perceived subjective utility and (b) probability (Gati & Kulcsár, 2021). The former focuses on the values of each outcome, especially in terms of how the individual assesses expected benefits and costs associated with one’s goals and preferences. Alternatively, probability describes the degree to which individuals perceive that a selected action will lead to a specific outcome. Hence, a key assumption - and potential criticism - of normative decision-making is that individuals are logically consistent as they make choices under the constraints of rationality, which has been called into question.

Another important element of normative decision-making includes ‘compensatory models’; that is, how the benefits of an alternative outweigh the disadvantages. The most common compensatory model described in the literature is multi-attribute utility theory (MAUT), which is used to account for decision-making amidst multiple criteria (Jansen, 2011). MAUT thus aligns well with ill-structured problem-solving because it assumes that choices are made amongst a variety of competing alternatives. In a conservation example, one might select a green energy alternative to reduce carbon emissions, but it may be disruptive to the existing energy sources (e.g., fossil fuels) and raise costs in the short term. In the context of medicine, a surgery might ultimately resolve an issue, but it poses a risk for post-procedure infections and other complications. As individuals consider each alternative, MAUT is a way of “measuring the decision-maker’s values separately for a set of influential attributes and by weighting these by the relative importance of these attributes as perceived by the decision-maker” (Jansen, 2011, p. 101). MAUT component of normative decision-making specifically argues individuals progress in the following five steps (Von Winterfeldt & Edwards, 1993): 

• Individuals explicate the various alternatives and salient attributes associated with each choice.
• Each alternative is evaluated separately based on each attribute in terms of the following: complete (all essential aspects are addressed), operational (attributes can be meaningfully used), decomposable (deconstructing aspects of evaluation as to simplify evaluation process), non-redundant (remove duplicates of aspects), and minimal (keep a number of attributes focused and central to the problem).
• Individuals assign relative weights to each attribute
• Individuals sum the aggregate weight to evaluate each alternative.
• Individuals make a final choice.

Rather than pursue a less than optimal selection, MAUT argues that “they [individuals] strive to choose the most beneficial alternative and obtain all information relevant to the decision, and they are capable of considering all possible outcomes of the choice, estimating the value of each alternative and aggregating these values into a composite variable” (Gati et al., 2019, p. 123). Another characteristic is how individuals select the factors and assess the degree to which they can be compensated. Some individuals (e.g., expert, novice) may weigh a specific factor differently, even if the other aspects align with their desired outcomes. Given that individuals are not always rational and consistent in decision-making, some argue that the normative decision-making model is not truly representative of how individuals actually engage in everyday problem-solving (Gati et al., 2019; Jansen, 2011; Schwartz & Bergus, 2008). 

Normative decision-making theoretical application

Normative decision-making approaches applied to learning design make choices and probabilities salient to the learner, such as in the case of learner dashboards (Valle et al., 2021) or heuristics. Arguably, the most common application of decision-making in learning technologies for inquiry-based learning includes simulations, which situate individuals within an authentic context and posit a series of choices, and allow them to model choices (Liu et al., 2021). Systems that especially exhibit normative decision-making often consist of the following: (a) encourages learners to consider what is currently known about the phenomena vs. what knowledge the decision-makers lack, (b) makes probability associated with a choice clear, and (c) observes the outcomes of the decision.

One example of normative decision-making applied to design includes The Wildlife Module/Wildfire Explorer project developed by Concord Consortium. In this environment, learners are tasked with lowering wildfire risk in terms of fires and other natural hazards (see Figure 1). The decision-making is especially focused on choices around terrain and weather conditions, which add to or limit the amount of risk that is posed to each town. As learners make decisions, the interface allows individuals to manipulate variables and thus observe how certain choices will result in higher benefits relative to others. For instance, reducing the amount of brush in the area will better prevent wildfire when compared with cutting fire lines. In another instance, they explore how dry terrain and 30 mile per hour (MPH) winds would increase the potential wildfire risk of an area. The learning environment thus instantiates aspects of normative decision-making as learners select the parameters and discern its effects on the wildfire within the region.

Wildlife Module/Wildfire Explorer as Applying Normative Decision-Making

Descriptive Decision-Making

Descriptive decision-making theoretical foundations.

Whereas the normative decision-making approaches assume individuals make rational decisions that maximize choices, descriptive decision-making illustrates the gap between optimal decision-making and how people actually make choices (Gati et al., 2019). Although it is sometimes criticized for the lack of clarity, there are some elements of descriptive decision-making that have emerged. One key component includes satisficing, which posits that individuals attempt to make decisions based on how choices are maximized and meet specific goals. As outlined in the seminal work by Simon (1972), individuals aspire to engage in complex rational selections; however, humans have limited cognitive resources available to process the information available during decision-making. Because choices for ill-structured problems often have competing alternatives, individuals settle for decisions that meet some kind of determined threshold for acceptance in light of a given set of defined criteria. The theory further argues individuals will likely choose the first option that satisfices the desire; so while the final selection may be satisficing, it may not necessarily be the best and most rational decision (Gati et al., 2019). This is especially true in ill-structured problems that include multiple perspectives and constraints that make an ideal solution difficult. Rather, individuals instead strive for a viable choice that can be justified in light of multiple criteria and constraints.

Descriptive decision-making theoretical application

One example includes the EstemEquity project (Gish-Lieberman et al., 2021), which is a learning environment designed to address attrition rates for women of color in STEM through mentorship strategies aimed at building self-efficacy. Because the dynamics of mentorship can be difficult, the system relies heavily on decision-making and reflection upon choice outcomes (see Figure 2). The first steps of a scenario outline a common mentor/mentee challenge, such as a mentee frustrated because she feels as though the mentor is not listening to her underlying problem as she navigates higher education in pursuit of her STEM career. The learning environment then poses two choices that would resolve the issue. Although no single solution will fully remedy the ill-structured mentorship challenge, they must make value judgments about the criteria for success and the degree to which their decision meets the requirements. Based on the goals, the learning environment provides feedback as to how the choice satisfices given their determined threshold of optimal mentor and mentee relationships.

EstemEquity as Applying Descriptive Decision-Making

Prescriptive Decision-Making

Prescriptive decision-making theoretical foundations.

The aforementioned approaches highlight how individuals engage in sense-making as they make a selection among latent and salient variables. To better support ideal decision-making, the prescriptive approach is concerned with providing overt aids to make the best decisions (Divekar et al., 2012). Moreover, prescriptive decision-making “bridges the gap between descriptive observations of the way people make choices and normative guidelines for how they should make choices” (Keller, 1989, p. 260). Prescriptive decision-making thus provides explicit guidelines for making better decisions while taking into consideration human limitations. For example, physicians may use a heuristic that outlines a specific medication based on symptoms and patient characteristics (e.g., height, weight, age). Similarly, a mental health counselor may select a certain intervention approach when a client presents certain behavioral characteristics. In doing so, prescriptive decision-making outlines a series of “if-then” scenarios and details the ideal choice; that is, the pragmatic benefit of the decision to be made given a set of certain circumstances (Gati et al., 2019).

There are multiple challenges and benefits to the prescriptive approach to decision-making. In terms of the former, some question the degree to which a single set of heuristics can be applied across multiple ill-structured problems with varying degrees of nuance. That said, the prescriptive approach has gained traction in the ‘big data’ era, which compiles a considerable amount of information to make it actionable for the individual. An emerging subset of the field includes prescriptive analytics, especially in the business domain (Lepenioti et al., 2020). Beyond just presenting information, prescriptive analytics distinguishes itself because it provides the optimal solution based on input and data-mining strategies from various sources (Poornima & Pushpalatha, 2020). As theorists and practitioners look to align analytics with prescriptive decision-making, Frazzetto et al., (2019) argues: 

If the past has been understood (descriptive analytics; ‘DA’), and predictions about the future are available (predictive analytics; ‘PDA’), then it is possible to actively suggest (prescribe) a best option for adapting and shaping the plans according to the predicted future (p. 5).

Prescriptive decision-making theoretical application

Prescriptive decision-making approaches arguably are most used in adaptive tutoring systems, which outline a series of “if-then” steps based on learners’ interactions. ElectronixTutor is an adaptive system that helps learners understand electrical engineering principles within a higher educational context (see Figure 3). Rather than allowing the learner to navigate as desired or make ad-hoc selections, the recommender system leverages user input from completed lessons to prescribe the optimal lesson choice that best furthers their electrical engineering knowledge. For example, after successful completion on the “Series and Parallel Circuit” (the “if”), the system prescribes that the learner advance to the next “Amplifier” lessons (the “then”) because the system has determined that as the next stage of the learning trajectory. When a learner inputs the correct decision, they are prompted with the optimal selection the system deems as best advances their learning. Alternatively, a wrong selection constrains the choices for the learner and reduces the complexity of the process to a few select decisions. In doing so, the adaptive system implements artificial intelligence to prescribe the optimal path the learner should take based on the previous input from the learner (Hampton & Graesser, 2019).

Autotutor as Applying Prescriptive Decision-Making

Case-Based Decision-Making Theory

Case-based decision-making theoretical foundations.

The literature suggests case-based decision-making theory (CBDMT) is another problem-solving approach individuals employ within domain practice (Gilboa & Schmeidler, 1995). The premise behind CBDMT is that individuals recall previous experiences which are similar to the extant issue and select the solution that yielded a successful resolution (Huang & Pape, 2020; Pape & Kurtz, 2013). These cases are often referred to as ‘repeated choice problems’ whereby individuals see available actions as similar between the new problem and prior experiences (Ossadnik et al., 2013). According to the theory, memory is a set of cases that consists of the following constructs: problem, a potential act chosen in the problem, and ensuing consequence. Specifically, “the memory contains the information required by the decision-maker to evaluate an act, which is specific to the problem” (Ossadnik et al., 2013, p. 213). A key element in a case-based approach to decision-making includes the problem features, the assigned weights of said features, and observed consequences as a reference point for the new problem (Bleichrodt et al., 2017).

The CBDMT approach is similar to the normative approach to decision-making in that it describes how learners make a summative approach to decision-making; however, it differs in that it explicates how one leverages prior experience to calculate these values. Moreover, the value of a case for decision-making is evaluated through a comparison of related acts of other known issues when the new problem is assessed by the individual. Specifically, Gilboa and Schmeidler (1995) propose: “Each act is evaluated by the sum of the utility levels that resulted from using this act in past cases, each weighted by the similarity of that past case to the problem at hand” (p. 605). In this instance, utility refers to the benefits of the decision being made and the forecasting of outcomes (Grosskopf et al., 2015; Lovallo et al., 2012). The individual compares the new case to a previous case and then selects the decision with the highest utility outcome. As one gains expertise, CBDMT proffers one can “combine variations in memory with variations in sets of choice alternatives, leading to generalized versions” (Bleichrodt et al., 2017, p. 127) 

Case-based decision-making theoretical application

Because novices lack prior experiences, one might argue it may be difficult to apply CBDMT in learning design. However, the most often applied approach is by leveraging narratives as a form of vicarious experience (Jonassen, 2011a). In one example by Rong et al. (2020), veterinary students are asked to solve ill-structured problems about how to treat animals that go through various procedures. As part of the main problem to solve, learners must take into consideration the animal’s medical history, height, weight, and a variety of other characteristics. To engender learners’ problem-solving, the case profiles multiple decision points, and later asks the learners to make their own choice and justify its selection. Decision-making is supported through expert cases, which serve as vicarious memory and encourage the learners to transfer the lessons learned towards the main problem to solve (Figure 4). In doing so, the exemplars serve as key decision-making aids as novices navigate the complexity of the ill-structured problem.

Video Exemplars as Applying Case-Based Decision-Making Theory

Discussion and Implications for Design

Theorists of education have often discussed ways to foster various elements of ill-structured problem-solving, including problem representation (Ge et al., 2016), information-seeking (Glazewski & Hmelo-Silver, 2018), question generation (Olney et al., 2012), and others. While this has undoubtedly advanced the field of learning design, we argue decision-making is an equally foundational aspect of problem-solving that requires further attention. Despite its importance, there is very little discourse as to the nuances of decision-making within learning design and how each perspective impacts the problem-solving process. A further explication of these approaches would allow educators and designers to better support learners as they engage in inquiry-based learning and similar instructional strategies that engender complex problemsolving. To address this gap, this article introduces and discusses the application of the following decision-making paradigms: normative, descriptive, prescriptive, and CBDMT.

The above theoretical paradigms have implications for how these theories align with other design approaches of learning systems. In many instances, scaffolds are designed to support specific aspects of problem solving. Some systems are designed to support the collaborative process that occurs during inquiry-based learning (Noroozi et al., 2017), while other scaffolds outline the argumentation process (Malogianni et al., 2021). Alternatively, learning environments may embed prior narratives to model how practitioners solve problems (Tawfik et al., 2020). While each of these theories supports a critical aspect of problem solving, there are opportunities to further refine these learning systems by more directly supporting the decision-making process. For example, one way to align these design strategies and normative decision-making theories would be to outline the different choices and probabilities of expected outcomes. A learning system might embed supports that outline alternative perspectives or reflection questions, but could also include scaffolds that explicate optimal solution paths as it applies a prescriptive decision-making approach. In doing so, designers can simultaneously support various aspects of ill-structured problem solving.

There are also implications as it relates to the expert-novice continuum, which is often cited as a critical component of problem-solving (Jonassen, 2011a; Kim & Hannafin, 2008). Indeed, a body of rich literature has described differences as experts and novices identify variables within ill-structured problems (Jacobson, 2001; Wolff et al., 2021) and define the problem-space within contexts (Ertmer & Koehler, 2018; Hmelo-Silver, 2013). Whereas many post-hoc artifacts have documented outcomes that describe how novices grow during inquiry-based learning (e.g., concept map, argumentation scores), less is known about in situ decision-making processes and germane design strategies novice learners engage in when they are given problem-solving cases. For example, it may be that novices might benefit more from a prescriptive decision-making design strategy given the inherent complexity and challenges of cognitive load presented within an inquiry-based learning module. Alternatively, one might argue simulation learning environments designed for normative decision-making would make the variables more explicit, and thus better aid learners in their choice selection when presented with a case. The simulation approach often employed for normative decision-making might also allow for iterative decision-making, which may be especially advantageous for novices that are newly exposed to the domain. A further understanding of these decision-making approaches allows educators and designers to better support learners and develop systems that emphasize this higher-order learning skillset.

As learners engage in information-seeking during problem-solving, it follows that a choice is made based on the synthetization of multiple different sources (Glazewski & Hmelo-Silver, 2018). Future explorations around information seeking and decision-making would yield important insights for problem solving in multiple respects. For instance, the normative decision-making approach argues individuals assign values to various attributes and use this assessment to make a selection. As learners engage in inquiry-based learning, designers can use understanding of normative approaches to determine how individuals search for information to satisfice an opinion, use this to assess the probability of an action, and the resulting choice. From a descriptive decision-making approach, learners weigh various information sources as they seek out an answer that satisfices. Finally, a case-based decision-making theory approach may find learners search for information and related weights for the following: problem (q ∈ Q), a potential act chosen in the problem (a ∈ A), and ensuing consequence (r ∈ R). Although the design of inquiry-based learning environments often overlooks the intersection of information-seeking approaches and decision-making, a better understanding of the role of theory would aid designers as they construct learning environments that support this aspect of problem solving.

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One of the key skills for leaders is the ability to leverage data effectively to make informed decisions. However, many organizations fall into the trap of adopting a data-driven approach that may not fully address their actual business challenges. Research has shown that there is a tendency among decision-makers to confirm their initial biases by seeking out data to support pre-conceived solutions rather than genuinely exploring what the data has to offer.

Decision-driven analytics is not just a tool, but a strategic approach that places decision-makers at the core of the process . This approach focuses on the decisions that need to be made first and then identifies the data required to support those decisions. It demands that leaders not only seek answers but also formulate the right questions, demonstrating a commitment to intellectual humility and recognizing the limits of their current knowledge. By adopting this strategic approach, business leaders can feel more strategic and forward-thinking in their decision-making process.

Action Steps for Business Leaders:

1. identify the decision:.

Start by clearly defining the decision that needs to be made, concentrating on options that you can control and are relevant to your role within the organization. Expand your perspective by engaging with diverse viewpoints to explore different solutions. This helps identify actionable and impactful options while avoiding infeasible or excessively risky ones. Initial considerations should focus purely on the decision itself, rather than being swayed by existing data sets, which might lead to biased or irrelevant questions.

2. Ask Factual Questions:

When you need predictive insights , ask factual questions. For example, a manufacturing manager might need to predict when equipment will fail to schedule maintenance effectively. Similarly, retailers could benefit from understanding patterns in product returns to adjust pricing strategies or enhance product quality. These factual inquiries help craft precise, actionable strategies based on predictive data analysis.

3. Explore Counterfactuals:

Counterfactual questions allow you to assess the potential outcomes of different interventions. This inquiry type is helpful for scenarios requiring a deeper understanding of cause and effect, such as policy changes or strategic business initiatives. For example, a political campaign team might use counterfactual questions to determine which strategies most effectively persuade undecided voters.

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Nyt ‘strands’ hints, spangram and answers for tuesday, july 9th, wwe raw results, winners and grades as rhea ripley returns, practical implementation in business:.

Consider a company that offers a subscription service for office supplies. To address customer attrition, the company initially focuses on customers most likely to cancel their subscriptions. To truly understand the impact of potential incentives on customer retention, the company should ask a counterfactual question: "What effect would incentives have on customer retention rates?" The company could then conduct a randomized controlled trial, offering incentives to a randomly selected group of customers and comparing their behavior to a control group without incentives. This practical and straightforward method equips business leaders with the tools and knowledge to optimize their approach based on solid experimental data rather than assumptions.

By shifting from a purely data-driven strategy to a decision-driven approach, business leaders can ensure that their actions are guided by a clear understanding of their goals and the best available evidence. This method enhances the relevance and impact of business analytics and aligns closely with strategic business objectives, fostering a more analytical and outcome-focused business culture.

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• Improvisation versus protocol: navigating the benefits and pitfalls of leadership jazz in healthcare settings
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• http://orcid.org/0009-0009-4984-307X Maximilian Kalyuzhnov 1 ,
• http://orcid.org/0000-0002-1205-1329 Olena Khlystova 2 ,
• http://orcid.org/0000-0003-0850-9744 Benjamin Laker 2
• 1 St Joseph’s College , Reading , UK
• 2 Henley Business School , University of Reading , Reading , UK
• Correspondence to Professor Benjamin Laker, Henley Business School, University of Reading, Reading, UK; benjamin.laker{at}henley.ac.uk

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In the intricate and ever-evolving landscape of healthcare, leadership is crucial in steering organisations through the myriad of challenges the sector presents. Traditional leadership models, characterised by their rigidity, often prove inadequate in the face of the healthcare sector’s inherent unpredictability. 1 This unpredictability necessitates a departure from conventional leadership strategies, underscoring the importance of adopting a more versatile and dynamic approach to leadership. Enter the concept of leadership jazz, an approach inspired by jazz music’s foundational principles, which offers a novel paradigm for leadership and decision-making within healthcare. 2

This paradigm champions adaptability and responsiveness, advocating for a leadership style that is as fluid and improvisational as jazz itself. Leadership jazz is not merely about being flexible; it embodies a holistic approach to decision-making, one that harmonises with the complexities and nuances of healthcare management. This approach ensures decisions are made in a manner that is both timely and reflective of the sector’s dynamic nature. 3

In this context, the profound impact of music on the brain offers further insight. Neuroscientific studies reveal that engaging with music, especially in the context of improvisation as seen in jazz, activates multiple brain areas. This includes those responsible for emotional processing, motor functions and creative thinking. The brain’s remarkable ability to synchronise its activity with music, adapting to rhythm and melody, mirrors the adaptive qualities essential in leadership. Just as a jazz musician’s brain seamlessly integrates sensory information and past experiences to create spontaneous musical expressions, effective leaders in healthcare must similarly process multifaceted information and adapt to dynamic scenarios. This neural adaptability, fostered through musical engagement, serves as a metaphor for the cognitive flexibility and creative problem-solving skills critical in healthcare leadership. Thus, music not only enriches our cultural and emotional lives but also exemplifies the cognitive agility required in complex …

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Contributors MK, OK and BL contributed equally to this work. All authors were involved in the conception and design of the commentary. MK led the drafting of the manuscript with significant contributions from OK and BL in the development of the core ideas and the integration of neuroscientific insights. All authors critically revised the manuscript for important intellectual content, contributed to the discussion on the implications of leadership jazz for healthcare management and approved the final version to be published. They also share responsibility for the accuracy and integrity of the work presented.

Funding The authors have not declared a specific grant for this research from any funding agency in the public, commercial or not-for-profit sectors.

Competing interests MK, OK, and BL declare that they have no competing interests related to this manuscript. Their main goal is to provide impartial and comprehensive information on the topic, without any financial or non-financial conflicts that might impact the interpretation or presentation of the research findings. The authors have no affiliations or financial associations with any organisations or entities that have a direct or indirect interest in the subject matter discussed. Their sole commitment is to deliver accurate and pertinent information for the benefit of the readers and the wider healthcare community.

Provenance and peer review Not commissioned; externally peer reviewed.

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Solving the Housing Crisis: Canada's Housing Plan

Solving the Housing Crisis: Canada's Housing Plan (PDF Version)

On this page

The housing crisis of our past, the housing crisis of today, solving the housing crisis, making the math work for homebuilders, working with communities to build more housing, faster, changing the way industry builds homes, growing and training the workforce, protecting renters, getting you into your first home, supporting current homeowners, protecting canada's existing housing stock, increasing the supply of affordable housing in canada, providing funding to communities to help end homelessness, who's in charge of what: list of responsibilities in housing by order of government.

We need to build more homes in Canada, and we need to build them by the millions.

The good news – we can. The proof is in our history.

At the end of the Second World War, our country reached a defining crossroads. As soldiers returned home and displaced people began to start their new lives in Canada, we experienced rapid population growth. This had far-reaching impacts, including a spike in inflation and an immense pressure on housing. Canada had a choice between building homes slowly and steadily, or rising to the occasion to build quickly and ensure that everyone who called our growing country home would have a roof over their head.

Canada met the moment. Canada chose to build. What followed was a national effort to build homes at a record pace to meet the needs of a new generation of Canadians. Governments and private industry came together and made the investments necessary to get the job done. We overcame what seemed impossible and created a generation of housing that can still be found in our cities today.

A generation later, as baby boomers came of age, Canada once again faced a housing shortage. Through a mix of government programs that spurred a construction boom, our country was able to rapidly build our housing stock at record levels to create opportunities for another generation to find a place to live that they could actually afford.

In the decades that followed, investments and ambition in housing started to wane. Successive governments at every level and of varying partisan stripes chose not to invest in building homes. They failed to understand the need to build homes for future generations of Canadians.

Over time it became more challenging to build homes in Canada. Restrictive planning policies prevented the construction of high-density housing near existing infrastructure and transit. Municipalities started charging extra fees to help meet budget demands. Provinces fell behind on supportive housing investments. And the federal government pulled back when it should have stepped up. These factors created higher costs, construction delays, and a lack of affordable housing options.

We are still paying the price today.

Canada did not stop growing. Families expanded and new neighbours arrived to pursue opportunities in a peaceful country with good jobs, stable governance, and a bright future. This population growth has helped fuel opportunity and prosperity across the country, and it has created a talented, diverse, and innovative economy. But the construction of housing didn't keep pace. We didn't build the homes we needed for the country we were becoming.

In 2017, Canada started investing in housing again. For the first time in decades, our country invested in more housing for low-income and vulnerable Canadians, we started incentivizing rental construction, and we created programs to make it easier for people to buy their first home.

This allowed us to achieve near record levels of home construction, and the fastest pace of building in decades.

However, as we came out of the pandemic, housing pressures grew. A lot of Canada's housing stock was purchased while interest rates were low and more people came seeking opportunities in Canada. Then higher interest rates slowed the economy, including home construction.

Today, the national housing crisis presents one of Canada's greatest social and economic challenges. But if we commit ourselves to solving it, we can build a country and economy that promotes generational fairness so we can create the same opportunities for young Canadians today that previous generations enjoyed.

These new challenges have impacted the cost of housing, not just in large urban centres, but in small towns and in northern and rural communities as well. The affordability challenges that have long impacted low-income Canadians are now having serious impacts on middle class households. Rents have gone up. Home prices have gone up. An entire generation of young Canadians is questioning whether they can afford a place to live today and whether they will ever be able to own a home of their own. Racialized and newcomer communities continue to disproportionately experience these pressures.

If you work hard in this country, you should be able to afford a home. But that middle class dream is feeling further and further out of reach. Too many Canadians have been pushed towards housing instability or homelessness.

We can change this.

All young Canadians are asking for is a fair shot. They deserve the same opportunity to rent or own a place of their own as every other generation that came before them.

We need to restore that dream. Canada has extraordinary potential, but to fully realize it we must get housing right.

At the heart of this plan lies a commitment to make housing affordable. No hard-working Canadian should have to spend more than 30% of their income on shelter costs. No Canadian should have to live without knowing they have a safe and affordable place to live.

This plan acknowledges the diverse needs of Canadians, including Indigenous people, racialized communities, newcomers, seniors, persons with disabilities, those fleeing gender-based violence, Canadians across the income spectrum, and those who live in rural and remote communities. For many, the housing crisis is decades old, and linked to a history of marginalization and systemic discrimination. We are committed to building a Canada we can be proud of, where everyone has a place to call home.

Right now, Canada is building homes at a pace not seen in decades. But if we are going to solve today's challenge, we need to build even faster to meet the demand of a growing Canada.

Canada is rising to this challenge once again. We are:

•   Building more homes by bringing down the costs of homebuilding, helping cities make it easier to build homes at a faster pace, changing the way Canadian homebuilders manufacture homes, and growing the workforce to ensure we get the job done.
•   Making it easier to own or rent a home by ensuring that every renter or homeowner has a home that suits their needs, and the stability to retain it.
•   Helping Canadians who can't afford a home by building more affordable housing for students, seniors, persons with disabilities, equity-deserving communities, and eliminating chronic homelessness in Canada.

Building more homes by bringing down the costs of homebuilding, helping cities make it easier to build homes at a faster pace, changing the way Canadian homebuilders manufacture homes, and growing the workforce to ensure we get the job done.

Making it easier to own or rent a home by ensuring that every renter or homeowner has a home that suits their needs, and the stability to retain it.

Helping Canadians who can't afford a home by building more affordable housing for students, seniors, persons with disabilities, equity-deserving communities, and eliminating chronic homelessness in Canada.

This document is Canada's plan to solve the housing crisis. But the federal government cannot do it alone.

This plan charts a path forward for the federal government, but it doubles as a call to action. Solving the housing crisis demands a Team Canada approach. No one level of government, home builder, not-for-profit, or community can do it alone. We need every partner pulling in the same direction to build the homes Canadians need.

To provincial, territorial, and municipal governments in particular: Canadians need you to match our ambition with a laser focus on increasing housing supply, enhancing affordability, and supporting vulnerable populations.

Canada can and will solve the housing crisis.

1: Building More Homes

We need to build more homes, faster. From concept to construction, we need to increase the pace of homebuilding to get Canadians into homes that meet their needs at prices they can afford.

Canada will create incentives to get builders building. We will encourage certain types of buildings, like apartments or multiplexes, to help reduce the cost of renting, free up space in the market, and create more opportunities for Canadians to save for a downpayment on their first home.

We will speed up the pace of construction. By incentivizing municipalities to improve their zoning and permitting processes, building the infrastructure to support housing growth, and working with provinces and territories on the National Building Code, among other things, we can shave months off of lengthy bureaucratic processes that slow down construction and drive up costs for those who build homes and those who need them.

We will help change the way homes are built in Canada. We need to take the new technologies and building techniques that exist today and deploy them on a scale that Canada has never seen before, including by supporting industry to build more homes in factories. Buildings that are energy efficient and climate resilient can help reduce the lifetime cost of maintaining a home by lowering utility bills and insurance costs.

We will grow, train, and support the Canadian workforce to develop the skills workers need to build the homes we all want and create good paying jobs along the way.

Here's how we are going to build more homes in Canada:

•   Introducing an Accelerated Capital Cost Allowance for Apartments

We are going to create the next generation of Canada's rental stock, and get them built faster by introducing a temporary accelerated capital cost allowance tax measure that will be proposed in Budget 2024. Increasing the capital cost allowance rate from 4% to 10% will incentivize builders to get more projects moving by increasing their after-tax return on investment.

Eligible new purpose-built rental projects would be those beginning construction on or after April 16, 2024, and before January 1, 2031, and that are available for use before January 1, 2036.

•    Expanding the Removal of Federal Taxes (GST) for Rental Housing

We eliminated the Goods and Services Tax (GST) from new rental apartment projects and co-ops which was estimated to kickstart the construction of up to 300,000 new homes.

In Budget 2024, the government will propose to expand this measure to remove the GST for student residences built by public universities, public colleges, and public school authorities. This change will apply to new student residences that begin construction on or after September 14, 2023, and before 2031, so long as they complete construction before 2036.

This builds on existing measures to unlock cheaper financing for lenders that will result in competitive rates charged to builders. It will bring more homes to the market, faster and at better prices.

•   Increase the Annual Limit for Canada Mortgage Bonds

We need more private sector players to invest in housing. To help, we made low-cost financing available through an increase in the annual limit for Canada Mortgage Bonds from $40 billion to $60 billion, unlocking up to 30,000 more rental apartments per year. Canada Mortgage and Housing Corporation (CMHC) and the Canada Mortgage Bond program support the low-cost financing of new rental housing by providing mortgage loan insurance and securitization. For example, the Multi-Unit Mortgage Loan Insurance Select provides access to preferred interest rates for multi-unit residential properties, lowering borrowing costs for construction.

•   Providing Low-Cost Loans to Build Apartments for the Middle-Class

Access to low-cost loans helps get projects off the shelf and shovels in the ground. The federal government's Apartment Construction Loan Program boosts the construction of rental housing by providing low-cost repayable loans to builders and developers. Since 2017, the program has supported over 48,000 new rental homes and is on track to support over 101,000 new homes by 2031-32.

Budget 2024 will propose another $15 billion in loans for the Apartment Construction Loan Program to build a minimum of 30,000 new rental apartments in big cities, small towns, and rural communities alike. With this additional financing, the program is on track to build over 131,000 new apartments by 2031-32.

•   Making our Programs Easier and Faster to Use

We are making changes to the Apartment Construction Loan Program to make it easier for builders to build and to get more projects done faster. These changes include:

• Extending the terms of the loans offered;
• Extending access to financing to include housing projects for students and seniors;
• Introducing a portfolio approach so builders can move forward on multiple projects at once;
• Providing additional flexibility on affordability, energy efficiency, and accessibility requirements; and
• Launching a new frequent builder stream to fast-track the application process for proven home builders.

These measures will make it easier, cheaper, and faster to build homes in Canada. For students, it will mean finding a spot closer to campus. For young families, it will mean getting a good home in a liveable neighbourhood near workplaces. For seniors, it will mean an affordable place where they can downsize comfortably if and when they're ready.

•   Launching Canada Builds, a Team Canada Approach to Building Affordable Homes for the Middle Class, Including on Under-Utilized Public Lands across the Country

Canada Builds combines the federal low-cost loans with provincial and territorial investments to scale up construction on rental homes for the middle class, from coast to coast to coast.

We are leveraging the Apartment Construction Loan Program by making it available to provinces and territories that launch their own ambitious housing plans, similar to the recently announced BC Builds initiative. To access federal financing, provinces and territories will be expected to meet the benchmark set by BC Builds and take actions like:

• Complementing federal funds with provincial or territorial investments in housing;
• Building on government, non-profit, community-owned, and underused lands;
• Considering access to early childhood education and the expansion of non-profit and public child care in the development process;
• Streamlining the process to cut development approval timelines; and
• Meeting the criteria of the Apartment Construction Loan Program, including affordability requirements.

BC Builds is a game-changing program. Canada Builds is taking the program national, focused on delivering affordable homes for hard-working Canadians.

•   Building Homes on Top of Shops and Businesses

Land is harder to come by in urban areas, and it is easier to build where infrastructure already exists. To take advantage of this reality, we will increase housing supply where land is scarce and where density is key to building more homes. We will provide at least $100 million in low-cost loans from the Apartment Construction Loan Program to build above existing shops and businesses across the country.

•   Launching a Historic Public Lands for Homes Plan

The high cost and scarcity of land are key barriers that prevent homes from being built.

These barriers also make homes more expensive to build and more expensive for Canadians. Governments across Canada are sitting on surplus, underused, and vacant lands that are offering no  public benefit. By unlocking these lands for housing, governments can lower the costs of construction and build more homes, faster, at prices Canadians can afford.

The federal government intends to lead a Team Canada effort to use federal, provincial, territorial, and municipal public lands across the country. We will partner with homebuilders and housing providers to build homes on every possible site across the public portfolio.

This plan will involve:

• Leasing public lands as opposed to selling them off, so public land stays public and affordable homes stay affordable;
• Making more land available for housing by identifying and building on underutilized public lands;
• Further integrated planning around shared federal and provincial priorities, including access to public health care and affordable early learning and child care;
• Launching a new mapping tool and publishing an ongoing inventory of public lands; and
• Accelerating the process to make public lands available for affordable housing.

Budget 2024 will present the government's plan to implement a historic shift in its approach to public lands. We will use all tools available to convert public lands to housing, acquiring new public lands for housing and retaining ownership where possible.

More details will be released in Budget 2024.

•   Modernizing Housing Data

All levels of government should be committed to a data-driven response to the housing crisis. To help, Budget 2024 will propose $20 million for Statistics Canada and CMHC to modernize and enhance the collection and dissemination of housing data, including municipal-level data on housing starts and completions.

•   Offering Low-Cost Financing for Homeowners to Add Additional Suites

Canadians from coast to coast to coast want to be part of the Team Canada response to solving the housing crisis. Many homeowners have extra space they could convert into a rental suite, such as an unused basement or a garage that could be converted into a laneway home. Historically, the cost of renovating, combined with municipal red tape, has made this both difficult and expensive.

This is starting to change. Recent municipal zoning reforms in Canada's major cities, including reforms through Housing Accelerator Fund agreements, are creating new opportunities for homeowners to quickly add additional suites to their properties in support of densification. New rental suites would provide more homes for Canadians and could provide an important source of income for seniors and families who would be able to afford continuing to age at home. New suites can also be built free of barriers, to accommodate physical impairments of an aging family member or a parent, sibling, or child with a disability.

Budget 2024 will propose a new Canada Secondary Suite Loan Program, to be delivered by the Canada Mortgage and Housing Corporation, enabling homeowners to access up to $40,000 in low-interest loans to add a secondary suite to their homes. Details of this program will be shared in the coming months.

•   Further Incentivizing Density to Existing Homes

Recent municipal zoning reforms in Canada's major cities, including reforms through Housing Accelerator Fund agreements, are creating new opportunities for homeowners to redevelop properties to add density. This could be in the form of adding a secondary suite or entirely rebuilding what was a small bungalow into a triplex with home for three families.

To give effect to these zoning reforms, we intend to make targeted changes to mortgage insurance rules to encourage densification by enabling homeowners to add density to their current homes or properties by, among other things, increasing the applicable insured mortgage limit.

•   Investing in Indigenous Housing and Infrastructure

When the government removes outdated, colonial barriers, Indigenous communities can deliver results.

Since 2015, the Government of Canada has been charting a new way forward, based on the affirmation of rights, respect, co-operation and partnership with Indigenous Peoples through Nation-to-Nation, Inuit-Crown, and Government-to-Government relationships. This has resulted in new, co-developed distinctions-based approaches to Indigenous housing and homelessness, more than $10.7B, which has created almost 22,000 new or repaired homes on-reserve.

With federal partnership, Indigenous communities can build the homes and infrastructure needed to meet the needs of their members, families, and youth. That's why Budget 2024 will propose additional funding for First Nation, Inuit, and Métis communities, which will be over and above the $5 billion allocated to Indigenous infrastructure in 2024-2025.

•   Supporting Indigenous People Living Away from their Communities in Urban, Rural, and Northern areas

Close to 50% of the Indigenous population in Canada resides in urban areas. This means young people and families leave their communities in search of education and economic opportunities. With two-thirds of the population of working age, they should have every opportunity to succeed and have a safe place to call home – and that's the important work that the National Indigenous Housing Centre will be tasked to achieve.

Indigenous Peoples face distinct housing challenges. They also represent a disproportionately high share of shelter users, 33% in 2022, while only comprising 5% of Canada's population. We recognize the magnitude of the work ahead.

The Government of Canada committed an additional $4.3 billion towards the Urban, Rural and Northern Indigenous Housing Strategy that will launch in 2024. With this funding, the strategy is establishing a ‘for Indigenous, by Indigenous' National Housing Centre and will provide additional distinctions-based investments for culturally appropriate Indigenous housing to be delivered by Indigenous governments, organizations, housing and service providers.

While there is much more work to be done, we've seen what we can achieve when all levels of government work together.

In 2020, Canada ranked 37 out of 38 for municipal approval process timeline in the Organisation for Economic Co-operation and Development (OECD). We're 3 times slower than the United States. This is due to restrictive zoning practices, excessive red tape, and outdated processes.

To fix this, we will work with provinces and municipalities to improve their zoning and permitting processes, ensure the needed infrastructure is in place for the homes we are building, and adopt changes to the National Building Code.

Together, we are going to build homes faster by:

•   Helping Municipalities Legalize Housing and Streamline Approvals

Right now, in many cities across Canada, it's illegal to build more than one housing unit on your own property. Missing middle housing is also often heavily restricted. We have been working with municipalities to change that by allowing more missing middle housing options. Canada's $4-billion Housing Accelerator Fund has incentivized the removal of zoning barriers, speeding up permitting, and investing in affordable housing. To date, the federal government has signed 179 Housing Accelerator Fund agreements which, combined, will fast-track an estimated total of over 750,000 housing units across the country over the next decade, and we are just getting started.

Building on this success, Budget 2024 will propose another $400 million to the program so more municipalities can cut red tape, fast-track home construction, and invest in affordable housing. This will fast-track an additional 12,000 new homes in the next three years.

•   Attaching Housing Conditions on Public Transit Funding

Many Canadians rely on public transit to go to school, to their jobs, to see friends, and explore their communities. More homes near transit will mean shorter commutes and more time with family and friends. That's why, to access long-term, predictable funding for public transit through the federal government's forthcoming public transit fund, any community that wants transit funding will be required to take action that will directly unlock housing supply where it's needed most, including:

• Eliminating mandatory minimum parking requirements within 800 metres of a high-frequency transit line;
• Allowing high-density housing within 800 metres of a high-frequency transit line;
• Allowing high-density housing within 800 metres of post-secondary institutions; and,
• Completing Housing Needs Assessments for communities with a population over 30,000.

These are long overdue changes that will mean more people can live near transit to access the services and opportunities in their communities, and will allow home construction to happen faster and at more affordable prices.

Starting in 2026, this permanent fund will provide billions of dollars each year to maintain and expand public transit across the country.

•   Building the Necessary Infrastructure to Support Growing Communities

Many communities want to grow and see more homes get built, but they point to a lack of water and wastewater infrastructure as a barrier to doing this. We're going to help change that. It's time to get to work.

To build on existing federal infrastructure funding, Budget 2024 will propose launching a new $6-billion Canada Housing Infrastructure Fund to accelerate the construction and upgrading of critical housing infrastructure. This includes water, wastewater, stormwater, and solid waste infrastructure to support the construction of more homes. This fund will include:

• $1 billion available to municipalities to support urgent infrastructure needs to enable more housing; and
• $5 billion for agreements with provinces and territories to support long-term priorities. Provinces and territories can access this funding if they commit to key actions that increase housing supply, including:
• Legalizing more housing options by adopting zoning that allows four units as-of-right and that permits more “missing middle” homes, including duplexes, triplexes, townhouses, and small multi-unit apartments;
• Implementing a three-year freeze on increasing development charges from April 2, 2024 levels for municipalities with a population greater than 300,000;
• Adopting forthcoming changes to the National Building Code to support more accessible, affordable, and climate-friendly housing options;
• Providing pre-approval for construction of designs included in the government's upcoming Housing Design Catalogue; and
• Implementing measures from the forthcoming Home Buyers' Bill of Rights and Renters' Bill of Rights.

Provinces will have until January 1, 2025 to secure an agreement, and territories will have until April 1, 2025. If a province or territory does not secure an agreement by their respective deadline, their funding allocation will be transferred to the municipal stream.

To ensure this funding reaches communities of all sizes and needs, provinces must dedicate at least 20% of their agreement-based funding for northern, rural and Indigenous communities.

These investments build on the Canada Community-Building Fund, which offers permanent, flexible infrastructure funding to communities in return for making progress on housing priorities and reporting on how infrastructure funding is prioritized to help meet housing needs.

•   Leveraging the Canada Infrastructure Bank

The Canada Infrastructure Bank (CIB) will scale up its efforts to partner with the private sector to offer low-cost financing to municipalities through its new Infrastructure for Housing Initiative, a new financing tool for municipalities and Indigenous communities.

This new initiative will reduce the barriers to building housing-enabling infrastructure (e.g., water treatment, transit, green energy, broadband) for municipalities. The CIB has already committed up to $140 million to the City of Brandon and the Red-Seine-Rat wastewater cooperative located in southeastern Manitoba, which is expected to allow for the development of up to 15,000 housing units in these growing communities.

As we face tight labour markets and increasing costs of construction, we must innovate. We have to build homes smarter, faster, and at prices Canadians can afford. We need to invest in ideas and technologies like prefabricated housing factories, mass timber production, panelization, 3D printing, and pre-approved home design catalogues.

We will make sure homebuilders have the tools they need to contribute to this national effort by introducing a housing catalogue and proposing an over $600 million package for innovative housing solutions through Budget 2024.

We will do this by:

•   Implementing an Industrial Strategy for Homebuilding

Canada needs an industrial strategy to end its housing crisis. As material prices rise and tight labour markets persist, we're committed to an all-hands-on-deck approach to a productive homebuilding sector. In the coming months, we will engage the housing, construction and building material sectors, along with labour unions, Indigenous housing experts, and other relevant stakeholders, to develop a Canadian industrial strategy for homebuilding. Together we will explore all essential inputs into building homes in Canada, including raw and manufactured materials, supply chains, and building techniques to ensure that all orders of government and industry can achieve our ultimate goal of building homes smarter, faster, and at prices Canadians can afford.

•   Introducing a Standardized Housing Design Catalogue

Standardized housing design catalogues were originally a tool used by the federal government between the late 1940s and 1970s. Budget 2024 will propose $11.6 million to reinvent this 1940s catalogue for 2024.

The catalogue will reduce costs and timelines for home building by providing a standard set of designs that will provide economies of scale and reduce barriers to entry in the homebuilding sector.

In Fall 2024, we will publish the first phase of the catalogue which will include up to 50 low-rise housing designs—including accessory dwelling units, modular homes, and multiplexes—for use across Canada. The next phase of the catalogue will include mid-rise and single family home designs.

•    Scaling up New Tech to Build New Homes

While we standardize designs, we are also investing to help standardize faster and more efficient processes. That is why Budget 2024 will propose launching a new Homebuilding Technology and Innovation Fund to help scale up, commercialize, and promote adoption of innovative housing technologies and materials in Canada's homebuilding industry, including for modular and prefabricated homes.

The Fund will provide $50 million to be delivered through Next Generation Manufacturing Canada (NGen), one of Canada's Global Innovation Clusters. The Fund will seek to leverage an additional $150 million from the private sector and other orders of government to support a targeted $200-million investment in innovative housing.

•   Investing in New Approaches to Homebuilding

Different regions across the country require different solutions. What works for a roof in Winnipeg might not in St. John's. What works for a foundation in Vancouver or Toronto won't work in Iqaluit or Yellowknife. To help tailor approaches and invest in the best technology for each region of the country, Budget 2024 will propose to earmark $50 million through Canada's regional development agencies to support innovative housing projects, including those in modular housing, automation, and robotics. Made-in-Canada housing solutions like 3D printing, mass timber construction, and panelized construction are part of the future of homebuilding and will become an important component of how we address our housing needs.

•   Providing Low-Cost Loans to Prefabricated Housing Projects

Companies using new homebuilding technologies have told us that in order to scale-up, they need predictability and stability in the number of orders they get. To help, we will leverage investments like the Apartment Construction Loan Program to support a steady demand of projects delivered by prefabricated housing manufacturers and other home builders that use innovative construction techniques.

Budget 2024 will propose earmarking at least $500 million in low-cost financing to be made available through the program for new apartments that use prefabricated or innovative homebuilding techniques.

•   Simplifying the Way That Canada Builds Homes

Over the years, it has become incredibly complicated to build homes in Canada. To help fix this, we are going to make specific changes to the National Building Code, in consultation with the provinces and territories. These changes will bring a focus on building homes smarter, faster, and at prices Canadians can afford. This includes a national approach to support factory-built housing, and changes to allow more multi-bedroom apartments in existing neighbourhoods.

To help accomplish this, the National Research Council (NRC) will launch consultations this Summer to address regulatory barriers, including point access blocks and single egress designs, and streamline the inspection process. In addition, the NRC will identify ways to reduce duplication between factory inspections of modular home components and on-site building inspections, and support efforts to address regulatory barriers to help scale up factory-built housing across the country.

•   Making Building Codes Digital

Building Codes and the related approvals require a lot of paper, mail, and time-consuming manual review. We are working to digitalize building codes, advance construction sector productivity, and support innovation.

The National Research Council and the province of British Columbia have partnered to do this in BC's construction sector. Their efforts align with a larger sectoral transition towards digitization to realize efficiency and capacity in the construction sector. This partnership with BC is a blueprint for other provinces and municipalities to address digital planning and permitting challenges and adopt productivity-enhancing technology.

People build homes. To build more homes, we need the right people with the right skills to get the job done. We will get rid of the barriers that prevent certified workers from working at job sites anywhere in Canada. We will also prioritize newcomers through our immigration programs who have the skills to build more homes, and invest in training so more Canadians can help build more homes in their communities and across the country.

•   Training the Next Generation of Skilled Trades Workers

To encourage more people to pursue a career in the skilled trades, we are making investments to attract young people to good paying middle class careers in the skilled trades, and ensuring there are adequate opportunities through apprenticeship opportunities to support their early growth and development in their pursuit of a career. Specifically, Budget 2024 will propose to invest $10 million in the Skilled Trades Awareness and Readiness program to encourage high school students to enter the skilled trades, and an additional $90 million for the Apprenticeship Service, creating apprenticeship opportunities to train and recruit the next generation of skilled trades workers.

•   Improving Labour Mobility to Connect More People to Opportunity

Newcomers with the skills and experience needed to build new homes should be able to join the Canadian labour market without delays. The Foreign Credential Recognition program has helped over 9,000 skilled newcomers receive work placements and wage subsidies, and another 20,000 workers received low-cost loans and support services to minimize the costs and requirements associated with practicing their trade in Canada.

Building on our $115-million investment in the Foreign Credential Recognition Program, Budget 2024 will propose $50 million to streamline foreign credential recognition with a focus on residential construction to help skilled trades workers get more homes built.

The federal government is calling on provinces and territories to expedite removal of their unnecessary and bureaucratic barriers to foreign credential recognition and to urgently streamline their trades certification standards for inter-provincial consistency. This includes streamlining requirements in trades or sub-trades that have no or limited equivalents in other jurisdictions. Carpenters, electricians, ironworkers and others need to be allowed to do the jobs they were trained to do.

2: Making it Easier to Rent or Own a Home

Homeownership is a big part of the middle-class dream. If you work hard and save your money, you should be able to buy a home if you choose. That was the deal for generations. But young adults feel like the possibility of owning a home like the one they grew up in is less and less likely as increases in home prices continue to outpace their salaries and wages. The prospect of owning a home in Canada needs to be as real for young people today as it was for any other generation.

And for the millions of Canadians who rent, including many who prefer the flexibility that comes with renting,  the drastic increases to rent have pushed what was once an affordable option out of reach.

Canadians need help now. Canada will work to make homeownership a reality for young Canadians and to protect renters, many of whom are Millennial and Gen Z, who are paying a much higher portion of their earnings towards rent than previous generations.

We are going to restore the prospect of home ownership and create a healthy rental sector in Canada. We will do this by:

•    Launching a Tenant Protection Fund

Renters face unique challenges to ensure their homes are properly maintained and that their landlords follow provincial laws. Tenant organizing and legal services can help renters face and overcome these challenges during tenancy difficulties—because no renter should face these challenges alone. Renters can have a hard time navigating different provincial laws and lack resources to fight disputes with landlords, whether it concerns faulty heating, an illegal rent increase, or an illegal eviction.

To protect tenant rights and ensure that renting a home is fair, open, and transparent, Budget 2024 will propose a new $15-million Tenant Protection Fund. This will provide funding to legal services and tenants' rights advocacy organizations to better protect tenants against unfairly rising rent payments, renovictions, or bad landlords.

•   Creating a New Canadian Renters' Bill of Rights

We will create a Canadian Renters' Bill of Rights which will be developed and implemented in partnership with provinces and territories. This would provide a clear history of apartment pricing so renters can bargain fairly, crack down on renovictions, and create a nationwide standard lease agreement.

•   Leveraging Rental Payment History to Improve Credit Scores

Too many Canadian renters are unable to use their rental payment history to demonstrate their credit worthiness when applying for their first mortgage, seeking to refinance a mortgage and in many other situations that require credit evaluations. This applies particularly to young Canadians, newcomers to Canada, and those with an otherwise incomplete credit history.

In Budget 2024, the government will propose to amend the Mortgage Charter to call on fintech companies, credit bureaus, and lenders to build the ecosystem that will give renters the option to include their rental payment history in their credit scores, helping renters qualify for a mortgage and better rates. The government expects that lenders will prioritize holistic credit information that includes rental payment history when performing a credit evaluation where and when feasible.

The government's advancement of Canada's Framework for Consumer-Driven Banking, which will be proposed in Budget 2024, will facilitate this by providing Canadian financial consumers with the ability to securely transfer their financial data to different service providers, including banks, credit unions, and accredited fintechs.

•   Extending Mortgage Amortizations for First-Time Buyers Buying Newly Built Homes

First-time  home buyers, especially younger Canadians, are often discouraged from entering  the housing market due to the high cost of mortgage payments.

To restore  generational fairness in the housing market for younger Canadians, in Budget  2024 the government is proposing to strengthen the Canadian Mortgage Charter by announcing that mortgage insurance rules will be amended to allow 30-year  mortgage amortizations for first-time home buyers purchasing new builds. This  new insured mortgage product will be available to first-time home buyers starting August 1, 2024 .

•   Strengthening the Canadian Mortgage Charter

Higher interest rates are leaving some Canadians concerned with how they will make their mortgage payments. That is why we will enhance the Canadian Mortgage Charter to help ensure Canadians know of the fair, reasonable, and timely mortgage relief they can seek and receive from their financial institutions.

Mortgage lenders have a range of tools available for providing tailored relief. Lenders will communicate with borrowers facing mortgage hardship to discuss possible approaches based on the borrower's individual circumstances and criteria set by lenders and mortgage insurers. While Canadians are continuing to manage the impacts of higher mortgage rates, it is essential that borrowers and lenders remain proactive in identifying and addressing mortgage hardship.

Budget 2024 will propose the government's enhancements to the Canadian Mortgage Charter to provide further support to Canadians facing mortgage hardship. This includes more detailed expectations for lenders to proactively contact borrowers, including making permanent mortgage relief measures available where appropriate, and providing information to help borrowers make informed decisions, such as before renewal.

•   Leveraging the Tax-Free First Home Savings Account

The federal government is helping Canadians save for a down payment on their first home. The new Tax-Free First Home Savings Account is a registered savings account that allows Canadians to contribute up to $8,000 per year, and up to a lifetime limit of $40,000, towards their first down payment. To help Canadians reach their savings goals faster, Tax-Free First Home Savings Account contributions are tax deductible on annual income tax returns, like a Registered Retirement Savings Plan (RRSP). And, like a Tax-Free Savings Account (TFSA), withdrawals to purchase a first home—including any investment income on contributions—are non-taxable. Tax-free in, tax-free out.

More than 750,000 Canadians have already opened a Tax-Free First Home Savings Account to save for their first down payment—putting homeownership back within reach across the country and helping them reach their savings goals sooner.

•   Increasing the Home Buyers' Plan Withdrawal Limit

Support to help first-time buyers save for a downpayment must keep pace with market prices. While home prices have risen—and building more new homes will help to lower prices—the government is unlocking pathways to a down payment so more Canadians can buy a home and build a good middle-class life.

The Home Buyers' Plan is an existing federal program that allows you to withdraw from your Registered Retirement Savings Plan (RRSP) to buy or build a qualifying home for yourself. Today, Canadians can use the Home Buyers' Plan to withdraw up to $35,000 from their RRSP to purchase their first home without having to pay any tax on that withdrawal. To unlock pathways to a faster down payment, Budget 2024 will propose the government's intention to increase the Home Buyers' Plan limit from $35,000 to $60,000. This means that first-time home buyers will have the opportunity to take advantage of the tax benefits of an RRSP to save up to $25,000 more for their down payment, faster.

•   Extending the Grace Period to Repay Home Buyers' Plan Withdrawals

To help recent and upcoming homeowners with the high cost of housing, the government is also announcing that it is extending the grace period during which homeowners are not required to repay their Home Buyers' Plan withdrawals to their RRSP by an additional three years. This grace period extension will apply to all those who withdrew from their Home Buyers Plan between January 1, 2022 and December 31, 2025.

•   Making your Home Cheaper to Heat, and Easier on the Environment

To address the twin challenges of climate change and energy affordability, the government will launch the Canada Green Buildings Strategy. The strategy will focus on lowering home energy bills and reducing building emissions by supporting energy efficient retrofits.

Through Budget 2024, we will propose investing $903.5 million to:

• Launch a new Canada Greener Homes Affordability Program. This will support energy efficient retrofits for Canadian homeowners and renters with low to median incomes, bringing down the monthly cost of home heating for hard-working Canadian families;
• Renew and improve existing energy efficiency programs that offer tools to building owners. This funding will spur the development of better building codes to further reduce emissions and lower energy bills. The federal government, through various housing investments, will incentivize provinces and territories to adopt these top-tier building codes; and
• Continue developing national approaches to home energy labelling, which will empower prospective home buyers with information about the energy efficiency of their new home, with the support of energy auditors.

More details on the Canada Green Buildings Strategy will be released in the coming weeks.

•   Helping Municipalities Enforce Regulations Limiting Short-Term Rentals

We need to limit short-term rentals that take away from Canadian homebuyers and renters across the country.

To do this, we are creating a short-term rental enforcement fund where municipalities with regulations in place will be able to apply for funding to help them with enforcement. Through the 2023 Fall Economic Statement, we have committed $50 million to support municipal enforcement of restrictions on short-term rentals.

•   Removing Tax Deductions for Certain Short-term Rental Operators

New income tax legislation to remove income tax deductions for expenses incurred for short-term rentals operating contrary to provincial or municipal regulations is also being introduced.

Housing must be made available for people who live and work in our communities.

•   Extending the Ban on Foreign Homebuyers

The Prohibition on the Purchase of Residential Property by Non-Canadians Act aims to curb speculation and ensure that houses are used as homes for Canadians to live in, rather than as financial assets for foreign investors.

The federal government introduced a ban on the purchase of residential property by foreign investors, which the government intends to extend until January 1, 2027.

•   Combatting Mortgage Fraud

Criminal organizations as well as individuals are seeking to take advantage of the housing crisis by perpetrating high value mortgage frauds, victimizing homeowners and new homebuyers, and artificially inflating demand which can increase home prices.

Independently verifying borrower income helps financial institutions detect and deter the types of fraud or misrepresentation that can increase the costs of mortgages for all borrowers. However, fraud risks are always evolving—and so too are the tools to combat these risks.

Budget 2024 will propose the government's intention to consult with the mortgage industry on making a tool available through the Canada Revenue Agency to verify borrower income for mortgages.

•   Cracking Down on Real Estate Fraud

Cracking down on real estate tax fraud protects homebuyers by making the housing market healthier, more competitive, and stable. The government is committed to reinforcing the fairness of the tax system and combatting tax non-compliance across the housing sector.

Budget 2024 will propose funding for the Canada Revenue Agency to continue addressing tax non-compliance in real estate transactions. By ensuring that everyone pays their fair share, the government is protecting first-time home buyers from artificial market distortions that increase home prices.

•   Confronting the Financialization of Housing

Housing should be treated as homes for people, instead of a commodity for big investment portfolios.

When purchasing a home, Canadians expect to be bidding against other potential buyers, not a multi-billion-dollar hedge fund. The role of private equity in our housing market needs to be addressed. Budget 2024 will propose that we intend to restrict the purchase and acquisition of existing single-family homes by very large, corporate investors. The government will consult in the coming months and provide further details in the 2024 Fall Economic Statement and fiscal update.

3: Helping Canadians Who Can't Afford a Home

Housing provides stability and security and serves as the foundation for overall well-being. Making sure everyone has a place to live is the right thing to do, and it's the Canadian thing to do. We can help support vulnerable people if we have a strong and growing community housing sector that can protect more Canadians from rent increases, keep affordable housing affordable, and help build a strong pipeline of new affordable options that meet everyone's needs. Everyone has a right to decent housing, regardless of income.

We are going to increase the amount of affordable housing in Canada so we can restore what was lost over the past few decades and bring chronic homelessness in Canadian communities to an end.

We have a moral obligation to change this. Here is how we plan to make our vision a reality:

•   Providing $1 billion for the Affordable Housing Fund to Build Affordable Homes

The Affordable Housing Fund is a $13.2-billion program which provides low-interest or forgivable loans and contributions for new and repaired affordable and community housing. It also provides priority funding for Indigenous communities, Black-led organizations to increase housing that benefit Black households, and women and children's shelters and transitional housing.

Through the 2023 Fall Economic Statement, the government announced an additional $1 billion for the Affordable Housing Fund, bringing the total funding to over $14 billion. To further support non-profit, co-operative, and public housing providers and respond to the needs of those most impacted by the housing crisis, Budget 2024 will propose to provide the Fund with an additional $1 billion.

•   Launching a New Rapid Housing Stream

The Rapid Housing Initiative was first launched in 2020 to create new permanent affordable housing for vulnerable populations. As of December 31, 2023, CMHC has committed $3.83 billion to support the creation of over 15,700 new affordable units. Twenty-five percent (25%) of investments went towards women-focused housing projects and 40% of units being created support Indigenous peoples. To build on this success, Budget 2024 will propose a Rapid Housing Stream within the Affordable Housing Fund to build deeply affordable housing, supportive housing, and shelters for our most vulnerable.

•   Making the Affordable Housing Fund Easier to Use

We are making changes to make the Affordable Housing Fund easier to use. These changes include:

• Fast-tracking approvals;
• Allowing for economies of scale; and
• Prioritizing projects that better support vulnerable populations.
•   Launching a $1.5-billion Canada Rental Protection Fund

Canada is losing affordable homes faster than we can build them. The Canada Rental Protection Fund will preserve the affordability of existing homes and support the acquisition of new affordable homes. This new Fund will be co-led by the federal government and other partners. The Fund will seek to mobilize investments and financing from the charitable sector, private sector, and other orders of government. It will provide immediate and direct support to community housing providers to acquire affordable rental units at risk of being sold to investors and repriced in order to preserve their affordability over the long term.

Over the coming months, the federal government will engage experts from the community housing sector to ensure the new Fund is designed in a way that can alleviate constraints to growth, allow affordable housing protection to happen quickly, and create long-term sustainability for the sector.

•   Launching a New Co-operative Housing Development Program

Co-operative housing is an effective and affordable model that has stood the test of time.

Housing co-operatives, often known as co-ops, fill important gaps in the housing continuum, offering housing at rates that are generally more affordable than other private rental housing. Co-ops offer housing at near-market rents in the short-term and below-market rents in the longer term.

To build capacity in the sector and support its sustainability, following the co-development of the program with the co-operative housing sector, the federal government will launch a $1.5-billion Co-operative Housing Development Program in Summer 2024.

This is the largest federal investment in the co-operative housing space in more than 30 years. The Program will include a mix of loans and contributions to focus on new co-operative housing developments across the country.

•   Keeping Non-Profit and Co-op Homes Affordable

Given the financial challenges facing community and social housing providers like co-ops, we provide support to affordable housing providers to ensure existing affordable housing can be maintained. To date, the Federal Community Housing Initiative has already delivered over $150 million to ensure more than 47,000 homes can remain affordable for vulnerable Canadians, including persons with disabilities, single-parent families, seniors, and newcomers.

Through Budget 2024, we will propose flexibilities to the Federal Community Housing Initiative to ensure that eligible housing providers can access funding to maintain housing affordability for low-income tenants and co-op members.

The housing crisis has made finding a safe, long-term home more difficult for too many Canadians.

In 2019, we launched a community-based program aimed at preventing and reducing homelessness across Canada, called Reaching Home. It provides funding to urban, Indigenous, territorial, and rural and remote communities to help address their local homelessness needs.

Through Reaching Home, $4 billion has been committed to address homelessness priorities in urban centres, Indigenous, territorial, and rural and remote communities. The Program encourages the adoption of a Coordinated Access system and a Housing First approach that supports people experiencing or at risk of homelessness to move into stable and long-term housing.

•   Introducing More Supports to Address Homelessness

To ensure Reaching Home can provide long-term support to communities to address their local homelessness challenges, Budget 2024 will propose an additional $1 billion over four years to stabilize funding for the program. To date, Reaching Home has protected 125,000 people from chronic homelessness, and helped over 71,000 people find stable homes.

•   Reducing Homelessness Faster

Communities that have been able to reduce chronic homelessness have done so by identifying and overcoming barriers for those experiencing homelessness.

To help these efforts, a portion of this investment in Reaching Home ($50 million) will focus on accelerating community-level reductions in homelessness. This investment will support communities across Canada as they adopt best practices and lessons learned from other jurisdictions to reduce the time it takes to move individuals and families into more stable housing.

•   Addressing Encampments and Unsheltered Homelessness

We will not have solved the housing crisis while there are people living in tents in communities across Canada because they can't afford a place to live or access much-needed mental health and wellness supports.

To address the urgent issue of encampments and unsheltered homelessness, we are proposing to invest $250 million through Budget 2024. This funding is intended to be cost-matched by provinces and territories, for a total of $500 million, to support our most vulnerable and end encampments in our communities as we support vulnerable Canadians in transitioning to a dignified housing solution.

The Fund will support human rights-based community action plans that commit to a housing-first approach to ending encampments, and include supportive and transitional housing, housing-focused services, and rent supplements specifically dedicated to individuals living in encampments or experiencing homelessness.

•   Ending Homelessness for Veterans in Canada

Veterans have served our country with courage and pride and they deserve a safe and affordable place to call home. To address the fact that there are more than 2,600 Veterans experiencing homelessness, we launched a dedicated Veterans Homelessness Program.

The Veterans Homelessness Program provides $79.1 million over five years to fund local organizations to provide rent supplements, wraparound supports for veterans, and to provide funding for projects that build capacity to serve veterans experiencing homelessness.

•   Sheltering Asylum Claimants

Around the world, people are being displaced from their homes due to violence, persecution, and natural disasters. This has increased the pressure on asylum claim systems around the world. In Canada, the federal government knows that everyone needs to work together to help address these pressures.

In March 2023, Canada and the United States announced the expansion of the Safe Third Country Agreement, which requires asylum claimants to request protection in the first safe country they arrive in, unless they qualify for an exception to the Agreement. This has resulted in significantly fewer individuals claiming asylum at irregular crossings between Canada's land ports of entry.

The government also adjusted the travel requirements for Mexican citizens, who represented 17 per cent of all asylum claims in 2023. While the majority will continue to be able to travel visa-free to Canada, some Mexican nationals will now need to apply for a Canadian visitor visa.

Since 2017, we have provided almost $960 million through the Interim Housing Assistance Program, which helps provincial and municipal governments prevent homelessness for asylum claimants on a cost-sharing basis.

Through Budget 2024, we will propose to further extend the Interim Housing Assistance Program. The federal government is working with all orders of government to find long-term solutions to prevent asylum seekers from experiencing homelessness. We will never turn our back on those seeking refuge in Canada.

•   Funding Culturally Relevant Services, Shelter and Transitional Housing

Through Reaching Home's Indigenous Homelessness stream, the federal government provides funding to organizations that support the unique needs of First Nations, Inuit and Métis people who are experiencing or at risk of homelessness. The intent is that the funding be provided to Indigenous organizations located in urban centres, as well as distinctions-based funding to some Self-Governing First Nations and national or regional representatives of First Nations, Métis, and Inuit.

Additionally, in direct response to the Final Report of the National Inquiry on Missing and Murdered Indigenous Women Girls and 2SLGBTQIA+ People, the 2020 Fall Economic Statement committed $420 million to support the construction of new shelters and transitional homes via the Indigenous Shelter and Transitional Housing Initiative. This initiative is part of the Comprehensive Violence Prevention Strategy and supports the construction of shelters and transitional homes for Indigenous women, children, and 2SLGBTQIA+ people escaping gender-based violence across Canada, including in urban areas and the North.

For too many Canadians, the housing crisis isn't an abstract concept for discussion.

It is impacting them in profound ways. It is being forced to leave your apartment because your landlord increased rent. It is having to leave the community you came from or turning down a good job opportunity because you can't afford a place to live. It is sleeping on the streets because you have nowhere else to go.

We have to ask ourselves - what kind of a country do we want to be?

We can build a Canada where young people can pursue a career based on the quality of the opportunity instead of the cost of rent.

We can build a Canada where families can afford a home of their own to raise their kids.

We can build a Canada where seniors can find a place to live next to their grandkids.

We can build a Canada where the people who build our houses and work in our communities can afford to live in them.

We can build a Canada where we read about homelessness in our history books and not in our newspapers.

Solving the Housing Crisis: Canada's Housing Plan is an ambitious plan that recognizes addressing the national housing crisis is a team effort.

We are asking provinces and municipalities to step up, too. Together, they hold the levers on planning and land use policy, influence the cost of building, fund and deliver supportive housing, and more. In the section below, we've provided a long list of changes that can be made at the provincial and municipal level to build more homes at every level of affordability right across the country.

Together, we can restore the promise of Canada, where every generation can afford a place to call home.

Provinces & Territories

• P/T taxation (ex. provincial sales tax, land transfer tax)
• Financial oversight & consumer protection
• P/T building codes
• Landlord & tenant rights and responsibilities (ex. rent control)
• Planning & development
• Community housing funding & delivery
• Management & sale of P/T lands

Federal Government

• Federal taxation (ex. GST)
• Banking & financial regulation (ex. mortgage finance)
• National Building Code
• Immigration levels planning
• Funding & cost-sharing (ex. community housing, homelessness programs)
• Management & sale of federal lands
• Census & statistics (ex. monitoring core housing need)

Local Governments

• Property taxes
• Zoning, permitting, development cost charges
• Bylaws (ex. residential occupancy and repair)
• Community housing delivery
• Program delivery and implementation (ex. homelessness programing)

Foundation: Collaboration and Shared Responsibilities

Certain responsbilities are shared, requiring close collaboration and alignment between stakeholders. For example, support for community housing and homelessness programing is often cost-shared between federal and provincial or territorial governments, while programs may be implmented or delivered at a local level.

Indigenous communities have a special relationship with the Crown, in some cases allowing for a more direct federal role in housing, and self governing Indigenous governments have powers and responsibilities that have been negotiated with the federal and provincial or territorial governments. The federal government is committed to advancing reconciliation with Indegenous peoples and supprt self determination. Provinces and territories are key partners in this work. For example, both levels of government contribute to finding Indegenous community housing.

Canada's housing crisis will not be solved without all levels of government pitching in and pulling in the same direction. The federal government, through this plan, is committing to do its part. We know other levels of government are stepping up to address the challenge, too, but we're asking for more ambition and urgency.

To address the housing challenges and for the successful implementation of the Housing Plan, we need provinces, territories and municipalities  to commit to actions that go beyond their status quo. These could include, but are not limited to:

• matching the federal GST waiver with a full rebate of provincial sales tax (PST) on the construction of new rental housing;
• developing tax incentives for the construction of purpose-built rental housing units;
• limiting increases to development charges and restricting their usage to growth-related costs;
• minimizing development costs for affordable and/or community housing projects by adopting policies that include waiving planning application fees and development charges;
• introducing zoning reforms, such as the elimination of exclusionary zoning and the implementation of minimum density targets near transit hubs, to support densification and transit-oriented development;
• developing provincial housing targets based on evidence of need;
• implementing stronger vacancy control policies and ensuring there is a clear framework in place to avoid bad faith renovictions and excessive rent increases;
• supporting technology and productivity improvements (e.g., modular housing) and standardizing industrial regulations;
• developing building code guidelines, in line with national building codes, to expedite approval processes for new housing, particularly missing middle, such as pre-approved building design catalogue and floorplans and allowing single-egress and mass-timber construction on a wider variety of building types;
• setting aside and/or optimizing publicly owned land with a view toward maximizing the amount of new affordable and deeply affordable housing that can be built;
• supporting a scale-up of non-market and community housing;
• committing to long-term non-market and community housing targets;
• expediting municipal approvals and permitting processes;
• allowing middle-high density as of right within walking distance to transit;
• enforcing municipal regulations on short-term rentals in order to return short-term rental listings to the long-term market; and,
• eliminating mandatory minimum parking requirements.

© 2024 HIS MAJESTY THE KING IN RIGHT OF CANADA as represented by the Minister of Housing, Infrastructure and Communities.

Catalogue No. T94-62/2024E-PDF

ISBN 978-0-660-71226-0

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