problem solving example problems with solutions

Interview Questions

Comprehensive Interview Guide: 60+ Professions Explored in Detail

26 Good Examples of Problem Solving (Interview Answers)

By Biron Clark

Published: November 15, 2023

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 will be more likely to hire you if you seem like you can handle unexpected challenges while staying calm and logical in your approach.

But how do they measure this?

They’re going to ask you interview questions about these problem solving skills, and they might also look for examples of problem solving on your resume and cover letter. So coming up, I’m going to share a list of examples of problem solving, whether you’re an experienced job seeker or recent graduate.

Then I’ll share sample interview answers to, “Give an example of a time you used logic to solve a problem?”

Problem-Solving Defined

It is the ability to identify the 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 also involves critical thinking, communication, listening, creativity, research, data gathering, risk assessment, continuous learning, decision-making, and other soft and technical skills.

Solving problems not only prevent losses or damages but also boosts self-confidence and reputation when you successfully execute it. The spotlight shines on you when people see you handle issues with ease and savvy despite the challenges. Your ability and potential to be a future leader that can take on more significant roles and tackle bigger setbacks shine through. Problem-solving is a skill you can master by learning from others and acquiring wisdom from their and your own experiences. 

It takes a village to come up with solutions, but a good problem solver can steer the team towards the best choice and implement it to achieve the desired result.

Watch: 26 Good Examples of Problem Solving

Examples of problem solving scenarios 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

You can share all of the examples above when you’re asked questions about problem solving in your interview. As you can see, even if you have no professional work experience, it’s possible to think back to problems and unexpected challenges that you faced in your studies and discuss how you solved them.

Interview Answers to “Give an Example of an Occasion When You Used Logic to Solve 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,” since you’re likely to hear this interview question in all sorts of industries.

Example Answer 1:

At my current job, I recently solved a problem where a client was upset about our software pricing. They had misunderstood the sales representative who explained pricing originally, and when their package renewed for its second month, they called to complain about the invoice. I apologized for the confusion and then spoke to our billing team to see what type of solution we could come up with. We decided that the best course of action was to offer a long-term pricing package that would provide a discount. This not only solved the problem but got the customer to agree to a longer-term contract, which means we’ll keep their business for at least one year now, and they’re happy with the pricing. I feel I got the best possible outcome and the way I chose to solve the problem was effective.

Example Answer 2:

In my last job, I had to do quite a bit of problem solving related to our shift scheduling. We had four people quit within a week and the department was severely understaffed. I coordinated a ramp-up of our hiring efforts, I got approval from the department head to offer bonuses for overtime work, and then I found eight employees who were willing to do overtime this month. I think the key problem solving skills here were taking initiative, communicating clearly, and reacting quickly to solve this problem before it became an even bigger issue.

Example Answer 3:

In my current marketing role, my manager asked me to come up with a solution to our declining social media engagement. I assessed our current strategy and recent results, analyzed what some of our top competitors were doing, and then came up with an exact blueprint we could follow this year to emulate our best competitors but also stand out and develop a unique voice as a brand. I feel this is a good example of using logic to solve a problem because it was based on analysis and observation of competitors, rather than guessing or quickly reacting to the situation without reliable data. I always use logic and data to solve problems when possible. The project turned out to be a success and we increased our social media engagement by an average of 82% by the end of the year.

Answering Questions About Problem Solving with the STAR Method

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 mention problem solving as a necessary skill), I recommend using the STAR method to tell your story.

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. So before jumping in and talking about the problem that needed solving, make sure to describe the general situation. What job/company were you working at? When was this? Then, you can describe the task at hand and the problem that needed solving. 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 a positive result you got.

Whether you’re answering interview questions about problem solving or writing a cover letter, you should only choose examples where you got a positive result and successfully solved the issue.

Example answer:

Situation : We had an irate client who was a social media influencer and had impossible delivery time demands we could not meet. She spoke negatively about us in her vlog and asked her followers to boycott our products. (Task : To develop an official statement to explain our company’s side, clarify the issue, and prevent it from getting out of hand). Action : I drafted a statement that balanced empathy, understanding, and utmost customer service with facts, logic, and fairness. It was direct, simple, succinct, and phrased to highlight our brand values while addressing the issue in a logical yet sensitive way.   We also tapped our influencer partners to subtly and indirectly share their positive experiences with our brand so we could counter the negative content being shared online.  Result : We got the results we worked for through proper communication and a positive and strategic campaign. The irate client agreed to have a dialogue with us. She apologized to us, and we reaffirmed our commitment to delivering quality service to all. We assured her that she can reach out to us anytime regarding her purchases and that we’d gladly accommodate her requests whenever possible. She also retracted her negative statements in her vlog and urged her followers to keep supporting our brand.

What Are Good Outcomes of Problem Solving?

Whenever you answer interview questions about problem solving or share examples of problem solving in a cover letter, you want to be sure you’re sharing a positive outcome.

Below are good outcomes of problem solving:

• Saving the company time or money
• Making the company money
• Pleasing/keeping a customer
• Obtaining new customers
• Solving a safety issue
• Solving a staffing/scheduling issue
• Solving a logistical issue
• Solving a company hiring issue
• Solving a technical/software issue
• Making a process more efficient and faster for the company
• Creating a new business process to make the company more profitable
• Improving the company’s brand/image/reputation
• Getting the company positive reviews from customers/clients

Every employer wants to make more money, save money, and save time. If you can assess your problem solving experience and think about how you’ve helped past employers in those three areas, then that’s a great start. That’s where I recommend you begin looking for stories of times you had to solve problems.

Tips to Improve Your Problem Solving Skills

Throughout your career, you’re going to get hired for better jobs and earn more money if you can show employers that you’re a problem solver. 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.

Next, 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 get better at researching and analyzing a situation, but also how you can get better at communicating, deciding 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.

If you practice the tips above, you’ll be ready to share detailed, impressive stories and problem solving examples that will make hiring managers want to offer you the job. Every employer appreciates a problem solver, whether solving problems is a requirement listed on the job description or not. And you never know which hiring manager or interviewer will ask you about a time you solved a problem, so you should always be ready to discuss this when applying for a job.

Related interview questions & answers:

• How do you handle stress?
• How do you handle conflict?
• Tell me about a time when you failed

About the Author

Read more articles by Biron Clark

Continue Reading

15 Most Common Pharmacist Interview Questions and Answers

15 most common paralegal interview questions and answers, top 30+ funny interview questions and answers, 60 hardest interview questions and answers, 100+ best ice breaker questions to ask candidates, top 20 situational interview questions (& sample answers), 15 most common physical therapist interview questions and answers, 15 most common project manager interview questions and answers.

Culture Development

Workplace problem-solving examples: real scenarios, practical solutions.

• March 11, 2024

In today’s fast-paced and ever-changing work environment, problems are inevitable. From conflicts among employees to high levels of stress, workplace problems can significantly impact productivity and overall well-being. However, by developing the art of problem-solving and implementing practical solutions, organizations can effectively tackle these challenges and foster a positive work culture. In this article, we will delve into various workplace problem scenarios and explore strategies for resolution. By understanding common workplace problems and acquiring essential problem-solving skills, individuals and organizations can navigate these challenges with confidence and success.

Understanding Workplace Problems

Before we can effectively solve workplace problems , it is essential to gain a clear understanding of the issues at hand. Identifying common workplace problems is the first step toward finding practical solutions. By recognizing these challenges, organizations can develop targeted strategies and initiatives to address them.

Identifying Common Workplace Problems

One of the most common workplace problems is conflict. Whether it stems from differences in opinions, miscommunication, or personality clashes, conflict can disrupt collaboration and hinder productivity. It is important to note that conflict is a natural part of any workplace, as individuals with different backgrounds and perspectives come together to work towards a common goal. However, when conflict is not managed effectively, it can escalate and create a toxic work environment.

In addition to conflict, workplace stress and burnout pose significant challenges. High workloads, tight deadlines, and a lack of work-life balance can all contribute to employee stress and dissatisfaction. When employees are overwhelmed and exhausted, their performance and overall well-being are compromised. This not only affects the individuals directly, but it also has a ripple effect on the entire organization.

Another common workplace problem is poor communication. Ineffective communication can lead to misunderstandings, delays, and errors. It can also create a sense of confusion and frustration among employees. Clear and open communication is vital for successful collaboration and the smooth functioning of any organization.

The Impact of Workplace Problems on Productivity

Workplace problems can have a detrimental effect on productivity levels. When conflicts are left unresolved, they can create a tense work environment, leading to decreased employee motivation and engagement. The negative energy generated by unresolved conflicts can spread throughout the organization, affecting team dynamics and overall performance.

Similarly, high levels of stress and burnout can result in decreased productivity, as individuals may struggle to focus and perform optimally. When employees are constantly under pressure and overwhelmed, their ability to think creatively and problem-solve diminishes. This can lead to a decline in the quality of work produced and an increase in errors and inefficiencies.

Poor communication also hampers productivity. When information is not effectively shared or understood, it can lead to misunderstandings, delays, and rework. This not only wastes time and resources but also creates frustration and demotivation among employees.

Furthermore, workplace problems can negatively impact employee morale and job satisfaction. When individuals are constantly dealing with conflicts, stress, and poor communication, their overall job satisfaction and engagement suffer. This can result in higher turnover rates, as employees seek a healthier and more supportive work environment.

In conclusion, workplace problems such as conflict, stress, burnout, and poor communication can significantly hinder productivity and employee well-being. Organizations must address these issues promptly and proactively to create a positive and productive work atmosphere. By fostering open communication, providing support for stress management, and promoting conflict resolution strategies, organizations can create a work environment that encourages collaboration, innovation, and employee satisfaction.

The Art of Problem Solving in the Workplace

Now that we have a clear understanding of workplace problems, let’s explore the essential skills necessary for effective problem-solving in the workplace. By developing these skills and adopting a proactive approach, individuals can tackle problems head-on and find practical solutions.

Problem-solving in the workplace is a complex and multifaceted skill that requires a combination of analytical thinking, creativity, and effective communication. It goes beyond simply identifying problems and extends to finding innovative solutions that address the root causes.

Essential Problem-Solving Skills for the Workplace

To effectively solve workplace problems, individuals should possess a range of skills. These include strong analytical and critical thinking abilities, excellent communication and interpersonal skills, the ability to collaborate and work well in a team, and the capacity to adapt to change. By honing these skills, individuals can approach workplace problems with confidence and creativity.

Analytical and critical thinking skills are essential for problem-solving in the workplace. They involve the ability to gather and analyze relevant information, identify patterns and trends, and make logical connections. These skills enable individuals to break down complex problems into manageable components and develop effective strategies to solve them.

Effective communication and interpersonal skills are also crucial for problem-solving in the workplace. These skills enable individuals to clearly articulate their thoughts and ideas, actively listen to others, and collaborate effectively with colleagues. By fostering open and honest communication channels, individuals can better understand the root causes of problems and work towards finding practical solutions.

Collaboration and teamwork are essential for problem-solving in the workplace. By working together, individuals can leverage their diverse skills, knowledge, and perspectives to generate innovative solutions. Collaboration fosters a supportive and inclusive environment where everyone’s ideas are valued, leading to more effective problem-solving outcomes.

The ability to adapt to change is another important skill for problem-solving in the workplace. In today’s fast-paced and dynamic work environment, problems often arise due to changes in technology, processes, or market conditions. Individuals who can embrace change and adapt quickly are better equipped to find solutions that address the evolving needs of the organization.

The Role of Communication in Problem Solving

Communication is a key component of effective problem-solving in the workplace. By fostering open and honest communication channels, individuals can better understand the root causes of problems and work towards finding practical solutions. Active listening, clear and concise articulation of thoughts and ideas, and the ability to empathize are all valuable communication skills that facilitate problem-solving.

Active listening involves fully engaging with the speaker, paying attention to both verbal and non-verbal cues, and seeking clarification when necessary. By actively listening, individuals can gain a deeper understanding of the problem at hand and the perspectives of others involved. This understanding is crucial for developing comprehensive and effective solutions.

Clear and concise articulation of thoughts and ideas is essential for effective problem-solving communication. By expressing oneself clearly, individuals can ensure that their ideas are understood by others. This clarity helps to avoid misunderstandings and promotes effective collaboration.

Empathy is a valuable communication skill that plays a significant role in problem-solving. By putting oneself in the shoes of others and understanding their emotions and perspectives, individuals can build trust and rapport. This empathetic connection fosters a supportive and collaborative environment where everyone feels valued and motivated to contribute to finding solutions.

In conclusion, problem-solving in the workplace requires a combination of essential skills such as analytical thinking, effective communication, collaboration, and adaptability. By honing these skills and fostering open communication channels, individuals can approach workplace problems with confidence and creativity, leading to practical and innovative solutions.

Real Scenarios of Workplace Problems

Now, let’s explore some real scenarios of workplace problems and delve into strategies for resolution. By examining these practical examples, individuals can develop a deeper understanding of how to approach and solve workplace problems.

Conflict Resolution in the Workplace

Imagine a scenario where two team members have conflicting ideas on how to approach a project. The disagreement becomes heated, leading to a tense work environment. To resolve this conflict, it is crucial to encourage open dialogue between the team members. Facilitating a calm and respectful conversation can help uncover underlying concerns and find common ground. Collaboration and compromise are key in reaching a resolution that satisfies all parties involved.

In this particular scenario, let’s dive deeper into the dynamics between the team members. One team member, let’s call her Sarah, strongly believes that a more conservative and traditional approach is necessary for the project’s success. On the other hand, her colleague, John, advocates for a more innovative and out-of-the-box strategy. The clash between their perspectives arises from their different backgrounds and experiences.

As the conflict escalates, it is essential for a neutral party, such as a team leader or a mediator, to step in and facilitate the conversation. This person should create a safe space for both Sarah and John to express their ideas and concerns without fear of judgment or retribution. By actively listening to each other, they can gain a better understanding of the underlying motivations behind their respective approaches.

During the conversation, it may become apparent that Sarah’s conservative approach stems from a fear of taking risks and a desire for stability. On the other hand, John’s innovative mindset is driven by a passion for pushing boundaries and finding creative solutions. Recognizing these underlying motivations can help foster empathy and create a foundation for collaboration.

As the dialogue progresses, Sarah and John can begin to identify areas of overlap and potential compromise. They may realize that while Sarah’s conservative approach provides stability, John’s innovative ideas can inject fresh perspectives into the project. By combining their strengths and finding a middle ground, they can develop a hybrid strategy that incorporates both stability and innovation.

Ultimately, conflict resolution in the workplace requires effective communication, active listening, empathy, and a willingness to find common ground. By addressing conflicts head-on and fostering a collaborative environment, teams can overcome challenges and achieve their goals.

Dealing with Workplace Stress and Burnout

Workplace stress and burnout can be debilitating for individuals and organizations alike. In this scenario, an employee is consistently overwhelmed by their workload and experiencing signs of burnout. To address this issue, organizations should promote a healthy work-life balance and provide resources to manage stress effectively. Encouraging employees to take breaks, providing access to mental health support, and fostering a supportive work culture are all practical solutions to alleviate workplace stress.

In this particular scenario, let’s imagine that the employee facing stress and burnout is named Alex. Alex has been working long hours, often sacrificing personal time and rest to meet tight deadlines and demanding expectations. As a result, Alex is experiencing physical and mental exhaustion, reduced productivity, and a sense of detachment from work.

Recognizing the signs of burnout, Alex’s organization takes proactive measures to address the issue. They understand that employee well-being is crucial for maintaining a healthy and productive workforce. To promote a healthy work-life balance, the organization encourages employees to take regular breaks and prioritize self-care. They emphasize the importance of disconnecting from work during non-working hours and encourage employees to engage in activities that promote relaxation and rejuvenation.

Additionally, the organization provides access to mental health support services, such as counseling or therapy sessions. They recognize that stress and burnout can have a significant impact on an individual’s mental well-being and offer resources to help employees manage their stress effectively. By destigmatizing mental health and providing confidential support, the organization creates an environment where employees feel comfortable seeking help when needed.

Furthermore, the organization fosters a supportive work culture by promoting open communication and empathy. They encourage managers and colleagues to check in with each other regularly, offering support and understanding. Team members are encouraged to collaborate and share the workload, ensuring that no one person is overwhelmed with excessive responsibilities.

By implementing these strategies, Alex’s organization aims to alleviate workplace stress and prevent burnout. They understand that a healthy and balanced workforce is more likely to be engaged, productive, and satisfied. Through a combination of promoting work-life balance, providing mental health support, and fostering a supportive work culture, organizations can effectively address workplace stress and create an environment conducive to employee well-being.

Practical Solutions to Workplace Problems

Now that we have explored real scenarios, let’s discuss practical solutions that organizations can implement to address workplace problems. By adopting proactive strategies and establishing effective policies, organizations can create a positive work environment conducive to problem-solving and productivity.

Implementing Effective Policies for Problem Resolution

Organizations should have clear and well-defined policies in place to address workplace problems. These policies should outline procedures for conflict resolution, channels for reporting problems, and accountability measures. By ensuring that employees are aware of these policies and have easy access to them, organizations can facilitate problem-solving and prevent issues from escalating.

Promoting a Positive Workplace Culture

A positive workplace culture is vital for problem-solving. By fostering an environment of respect, collaboration, and open communication, organizations can create a space where individuals feel empowered to address and solve problems. Encouraging teamwork, recognizing and appreciating employees’ contributions, and promoting a healthy work-life balance are all ways to cultivate a positive workplace culture.

The Role of Leadership in Problem Solving

Leadership plays a crucial role in facilitating effective problem-solving within organizations. Different leadership styles can impact how problems are approached and resolved.

Leadership Styles and Their Impact on Problem-Solving

Leaders who adopt an autocratic leadership style may make decisions independently, potentially leaving their team members feeling excluded and undervalued. On the other hand, leaders who adopt a democratic leadership style involve their team members in the problem-solving process, fostering a sense of ownership and empowerment. By encouraging employee participation, organizations can leverage the diverse perspectives and expertise of their workforce to find innovative solutions to workplace problems.

Encouraging Employee Participation in Problem Solving

To harness the collective problem-solving abilities of an organization, it is crucial to encourage employee participation. Leaders can create opportunities for employees to contribute their ideas and perspectives through brainstorming sessions, team meetings, and collaborative projects. By valuing employee input and involving them in decision-making processes, organizations can foster a culture of inclusivity and drive innovative problem-solving efforts.

In today’s dynamic work environment, workplace problems are unavoidable. However, by understanding common workplace problems, developing essential problem-solving skills, and implementing practical solutions, individuals and organizations can navigate these challenges effectively. By fostering a positive work culture, implementing effective policies, and encouraging employee participation, organizations can create an environment conducive to problem-solving and productivity. With proactive problem-solving strategies in place, organizations can thrive and overcome obstacles, ensuring long-term success and growth.

Related Stories

• April 1, 2024

Company Blog: Engaging Corporate Insights

What is your employee value proposition, beyond backgrounds: embracing diversity, what can we help you find.

39 Best Problem-Solving Examples

Problem-solving is a process where you’re tasked with identifying an issue and coming up with the most practical and effective solution.

This indispensable skill is necessary in several aspects of life, from personal relationships to education to business decisions.

Problem-solving aptitude boosts rational thinking, creativity, and the ability to cooperate with others. It’s also considered essential in 21st Century workplaces.

If explaining your problem-solving skills in an interview, remember that the employer is trying to determine your ability to handle difficulties. Focus on explaining exactly how you solve problems, including by introducing your thoughts on some of the following frameworks and how you’ve applied them in the past.

Problem-Solving Examples

1. divergent thinking.

Divergent thinking refers to the process of coming up with multiple different answers to a single problem. It’s the opposite of convergent thinking, which would involve coming up with a singular answer .

The benefit of a divergent thinking approach is that it can help us achieve blue skies thinking – it lets us generate several possible solutions that we can then critique and analyze .

In the realm of problem-solving, divergent thinking acts as the initial spark. You’re working to create an array of potential solutions, even those that seem outwardly unrelated or unconventional, to get your brain turning and unlock out-of-the-box ideas.

This process paves the way for the decision-making stage, where the most promising ideas are selected and refined.

Go Deeper: Divervent Thinking Examples

2. Convergent Thinking

Next comes convergent thinking, the process of narrowing down multiple possibilities to arrive at a single solution.

This involves using your analytical skills to identify the best, most practical, or most economical solution from the pool of ideas that you generated in the divergent thinking stage.

In a way, convergent thinking shapes the “roadmap” to solve a problem after divergent thinking has supplied the “destinations.”

Have a think about which of these problem-solving skills you’re more adept at: divergent or convergent thinking?

Go Deeper: Convergent Thinking Examples

3. Brainstorming

Brainstorming is a group activity designed to generate a multitude of ideas regarding a specific problem. It’s divergent thinking as a group , which helps unlock even more possibilities.

A typical brainstorming session involves uninhibited and spontaneous ideation, encouraging participants to voice any possible solutions, no matter how unconventional they might appear.

It’s important in a brainstorming session to suspend judgment and be as inclusive as possible, allowing all participants to get involved.

By widening the scope of potential solutions, brainstorming allows better problem definition, more creative solutions, and helps to avoid thinking “traps” that might limit your perspective.

Go Deeper: Brainstorming Examples

4. Thinking Outside the Box

The concept of “thinking outside the box” encourages a shift in perspective, urging you to approach problems from an entirely new angle.

Rather than sticking to traditional methods and processes, it involves breaking away from conventional norms to cultivate unique solutions.

In problem-solving, this mindset can bypass established hurdles and bring you to fresh ideas that might otherwise remain undiscovered.

Think of it as going off the beaten track when regular routes present roadblocks to effective resolution.

5. Case Study Analysis

Analyzing case studies involves a detailed examination of real-life situations that bear relevance to the current problem at hand.

For example, if you’re facing a problem, you could go to another environment that has faced a similar problem and examine how they solved it. You’d then bring the insights from that case study back to your own problem.

This approach provides a practical backdrop against which theories and assumptions can be tested, offering valuable insights into how similar problems have been approached and resolved in the past.

See a Broader Range of Analysis Examples Here

6. Action Research

Action research involves a repetitive process of identifying a problem, formulating a plan to address it, implementing the plan, and then analyzing the results. It’s common in educational research contexts.

The objective is to promote continuous learning and improvement through reflection and action. You conduct research into your problem, attempt to apply a solution, then assess how well the solution worked. This becomes an iterative process of continual improvement over time.

For problem-solving, this method offers a way to test solutions in real-time and allows for changes and refinements along the way, based on feedback or observed outcomes. It’s a form of active problem-solving that integrates lessons learned into the next cycle of action.

Go Deeper: Action Research Examples

7. Information Gathering

Fundamental to solving any problem is the process of information gathering.

This involves collecting relevant data , facts, and details about the issue at hand, significantly aiding in the understanding and conceptualization of the problem.

In problem-solving, information gathering underpins every decision you make.

This process ensures your actions are based on concrete information and evidence, allowing for an informed approach to tackle the problem effectively.

8. Seeking Advice

Seeking advice implies turning to knowledgeable and experienced individuals or entities to gain insights on problem-solving.

It could include mentors, industry experts, peers, or even specialized literature.

The value in this process lies in leveraging different perspectives and proven strategies when dealing with a problem. Moreover, it aids you in avoiding pitfalls, saving time, and learning from others’ experiences.

9. Creative Thinking

Creative thinking refers to the ability to perceive a problem in a new way, identify unconventional patterns, or produce original solutions.

It encourages innovation and uniqueness, often leading to the most effective results.

When applied to problem-solving, creative thinking can help you break free from traditional constraints, ideal for potentially complex or unusual problems.

Go Deeper: Creative Thinking Examples

10. Conflict Resolution

Conflict resolution is a strategy developed to resolve disagreements and arguments, often involving communication, negotiation, and compromise.

When employed as a problem-solving technique, it can diffuse tension, clear bottlenecks, and create a collaborative environment.

Effective conflict resolution ensures that differing views or disagreements do not become roadblocks in the process of problem-solving.

Go Deeper: Conflict Resolution Examples

11. Addressing Bottlenecks

Bottlenecks refer to obstacles or hindrances that slow down or even halt a process.

In problem-solving, addressing bottlenecks involves identifying these impediments and finding ways to eliminate them.

This effort not only smooths the path to resolution but also enhances the overall efficiency of the problem-solving process.

For example, if your workflow is not working well, you’d go to the bottleneck – that one point that is most time consuming – and focus on that. Once you ‘break’ this bottleneck, the entire process will run more smoothly.

12. Market Research

Market research involves gathering and analyzing information about target markets, consumers, and competitors.

In sales and marketing, this is one of the most effective problem-solving methods. The research collected from your market (e.g. from consumer surveys) generates data that can help identify market trends, customer preferences, and competitor strategies.

In this sense, it allows a company to make informed decisions, solve existing problems, and even predict and prevent future ones.

13. Root Cause Analysis

Root cause analysis is a method used to identify the origin or the fundamental reason for a problem.

Once the root cause is determined, you can implement corrective actions to prevent the problem from recurring.

As a problem-solving procedure, root cause analysis helps you to tackle the problem at its source, rather than dealing with its surface symptoms.

Go Deeper: Root Cause Analysis Examples

14. Mind Mapping

Mind mapping is a visual tool used to structure information, helping you better analyze, comprehend and generate new ideas.

By laying out your thoughts visually, it can lead you to solutions that might not have been apparent with linear thinking.

In problem-solving, mind mapping helps in organizing ideas and identifying connections between them, providing a holistic view of the situation and potential solutions.

15. Trial and Error

The trial and error method involves attempting various solutions until you find one that resolves the problem.

It’s an empirical technique that relies on practical actions instead of theories or rules.

In the context of problem-solving, trial and error allows you the flexibility to test different strategies in real situations, gaining insights about what works and what doesn’t.

16. SWOT Analysis

SWOT is an acronym standing for Strengths, Weaknesses, Opportunities, and Threats.

It’s an analytic framework used to evaluate these aspects in relation to a particular objective or problem.

In problem-solving, SWOT Analysis helps you to identify favorable and unfavorable internal and external factors. It helps to craft strategies that make best use of your strengths and opportunities, whilst addressing weaknesses and threats.

Go Deeper: SWOT Analysis Examples

17. Scenario Planning

Scenario planning is a strategic planning method used to make flexible long-term plans.

It involves imagining, and then planning for, multiple likely future scenarios.

By forecasting various directions a problem could take, scenario planning helps manage uncertainty and is an effective tool for problem-solving in volatile conditions.

18. Six Thinking Hats

The Six Thinking Hats is a concept devised by Edward de Bono that proposes six different directions or modes of thinking, symbolized by six different hat colors.

Each hat signifies a different perspective, encouraging you to switch ‘thinking modes’ as you switch hats. This method can help remove bias and broaden perspectives when dealing with a problem.

19. Decision Matrix Analysis

Decision Matrix Analysis is a technique that allows you to weigh different factors when faced with several possible solutions.

After listing down the options and determining the factors of importance, each option is scored based on each factor.

Revealing a clear winner that both serves your objectives and reflects your values, Decision Matrix Analysis grounds your problem-solving process in objectivity and comprehensiveness.

20. Pareto Analysis

Also known as the 80/20 rule, Pareto Analysis is a decision-making technique.

It’s based on the principle that 80% of problems are typically caused by 20% of the causes, making it a handy tool for identifying the most significant issues in a situation.

Using this analysis, you’re likely to direct your problem-solving efforts more effectively, tackling the root causes producing most of the problem’s impact.

21. Critical Thinking

Critical thinking refers to the ability to analyze facts to form a judgment objectively.

It involves logical, disciplined thinking that is clear, rational, open-minded, and informed by evidence.

For problem-solving, critical thinking helps evaluate options and decide the most effective solution. It ensures your decisions are grounded in reason and facts, and not biased or irrational assumptions.

Go Deeper: Critical Thinking Examples

22. Hypothesis Testing

Hypothesis testing usually involves formulating a claim, testing it against actual data, and deciding whether to accept or reject the claim based on the results.

In problem-solving, hypotheses often represent potential solutions. Hypothesis testing provides verification, giving a statistical basis for decision-making and problem resolution.

Usually, this will require research methods and a scientific approach to see whether the hypothesis stands up or not.

Go Deeper: Types of Hypothesis Testing

23. Cost-Benefit Analysis

A cost-benefit analysis (CBA) is a systematic process of weighing the pros and cons of different solutions in terms of their potential costs and benefits.

It allows you to measure the positive effects against the negatives and informs your problem-solving strategy.

By using CBA, you can identify which solution offers the greatest benefit for the least cost, significantly improving efficacy and efficiency in your problem-solving process.

Go Deeper: Cost-Benefit Analysis Examples

24. Simulation and Modeling

Simulations and models allow you to create a simplified replica of real-world systems to test outcomes under controlled conditions.

In problem-solving, you can broadly understand potential repercussions of different solutions before implementation.

It offers a cost-effective way to predict the impacts of your decisions, minimizing potential risks associated with various solutions.

25. Delphi Method

The Delphi Method is a structured communication technique used to gather expert opinions.

The method involves a group of experts who respond to questionnaires about a problem. The responses are aggregated and shared with the group, and the process repeats until a consensus is reached.

This method of problem solving can provide a diverse range of insights and solutions, shaped by the wisdom of a collective expert group.

26. Cross-functional Team Collaboration

Cross-functional team collaboration involves individuals from different departments or areas of expertise coming together to solve a common problem or achieve a shared goal.

When you bring diverse skills, knowledge, and perspectives to a problem, it can lead to a more comprehensive and innovative solution.

In problem-solving, this promotes communal thinking and ensures that solutions are inclusive and holistic, with various aspects of the problem being addressed.

27. Benchmarking

Benchmarking involves comparing one’s business processes and performance metrics to the best practices from other companies or industries.

In problem-solving, it allows you to identify gaps in your own processes, determine how others have solved similar problems, and apply those solutions that have proven to be successful.

It also allows you to compare yourself to the best (the benchmark) and assess where you’re not as good.

28. Pros-Cons Lists

A pro-con analysis aids in problem-solving by weighing the advantages (pros) and disadvantages (cons) of various possible solutions.

This simple but powerful tool helps in making a balanced, informed decision.

When confronted with a problem, a pro-con analysis can guide you through the decision-making process, ensuring all possible outcomes and implications are scrutinized before arriving at the optimal solution. Thus, it helps to make the problem-solving process both methodical and comprehensive.

29. 5 Whys Analysis

The 5 Whys Analysis involves repeatedly asking the question ‘why’ (around five times) to peel away the layers of an issue and discover the root cause of a problem.

As a problem-solving technique, it enables you to delve into details that you might otherwise overlook and offers a simple, yet powerful, approach to uncover the origin of a problem.

For example, if your task is to find out why a product isn’t selling your first answer might be: “because customers don’t want it”, then you ask why again – “they don’t want it because it doesn’t solve their problem”, then why again – “because the product is missing a certain feature” … and so on, until you get to the root “why”.

30. Gap Analysis

Gap analysis entails comparing current performance with potential or desired performance.

You’re identifying the ‘gaps’, or the differences, between where you are and where you want to be.

In terms of problem-solving, a Gap Analysis can help identify key areas for improvement and design a roadmap of how to get from the current state to the desired one.

31. Design Thinking

Design thinking is a problem-solving approach that involves empathy, experimentation, and iteration.

The process focuses on understanding user needs, challenging assumptions , and redefining problems from a user-centric perspective.

In problem-solving, design thinking uncovers innovative solutions that may not have been initially apparent and ensures the solution is tailored to the needs of those affected by the issue.

32. Analogical Thinking

Analogical thinking involves the transfer of information from a particular subject (the analogue or source) to another particular subject (the target).

In problem-solving, you’re drawing parallels between similar situations and applying the problem-solving techniques used in one situation to the other.

Thus, it allows you to apply proven strategies to new, but related problems.

33. Lateral Thinking

Lateral thinking requires looking at a situation or problem from a unique, sometimes abstract, often non-sequential viewpoint.

Unlike traditional logical thinking methods, lateral thinking encourages you to employ creative and out-of-the-box techniques.

In solving problems, this type of thinking boosts ingenuity and drives innovation, often leading to novel and effective solutions.

Go Deeper: Lateral Thinking Examples

34. Flowcharting

Flowcharting is the process of visually mapping a process or procedure.

This form of diagram can show every step of a system, process, or workflow, enabling an easy tracking of the progress.

As a problem-solving tool, flowcharts help identify bottlenecks or inefficiencies in a process, guiding improved strategies and providing clarity on task ownership and process outcomes.

35. Multivoting

Multivoting, or N/3 voting, is a method where participants reduce a large list of ideas to a prioritized shortlist by casting multiple votes.

This voting system elevates the most preferred options for further consideration and decision-making.

As a problem-solving technique, multivoting allows a group to narrow options and focus on the most promising solutions, ensuring more effective and democratic decision-making.

36. Force Field Analysis

Force Field Analysis is a decision-making technique that identifies the forces for and against change when contemplating a decision.

The ‘forces’ represent the differing factors that can drive or hinder change.

In problem-solving, Force Field Analysis allows you to understand the entirety of the context, favoring a balanced view over a one-sided perspective. A comprehensive view of all the forces at play can lead to better-informed problem-solving decisions.

TRIZ, which stands for “The Theory of Inventive Problem Solving,” is a problem-solving, analysis, and forecasting methodology.

It focuses on finding contradictions inherent in a scenario. Then, you work toward eliminating the contraditions through finding innovative solutions.

So, when you’re tackling a problem, TRIZ provides a disciplined, systematic approach that aims for ideal solutions and not just acceptable ones. Using TRIZ, you can leverage patterns of problem-solving that have proven effective in different cases, pivoting them to solve the problem at hand.

38. A3 Problem Solving

A3 Problem Solving, derived from Lean Management, is a structured method that uses a single sheet of A3-sized paper to document knowledge from a problem-solving process.

Named after the international paper size standard of A3 (or 11-inch by 17-inch paper), it succinctly records all key details of the problem-solving process from problem description to the root cause and corrective actions.

Used in problem-solving, this provides a straightforward and logical structure for addressing the problem, facilitating communication between team members, ensuring all critical details are included, and providing a record of decisions made.

39. Scenario Analysis

Scenario Analysis is all about predicting different possible future events depending upon your decision.

To do this, you look at each course of action and try to identify the most likely outcomes or scenarios down the track if you take that course of action.

This technique helps forecast the impacts of various strategies, playing each out to their (logical or potential) end. It’s a good strategy for project managers who need to keep a firm eye on the horizon at all times.

When solving problems, Scenario Analysis assists in preparing for uncertainties, making sure your solution remains viable, regardless of changes in circumstances.

How to Answer “Demonstrate Problem-Solving Skills” in an Interview

When asked to demonstrate your problem-solving skills in an interview, the STAR method often proves useful. STAR stands for Situation, Task, Action, and Result.

Situation: Begin by describing a specific circumstance or challenge you encountered. Make sure to provide enough detail to allow the interviewer a clear understanding. You should select an event that adequately showcases your problem-solving abilities.

For instance, “In my previous role as a project manager, we faced a significant issue when our key supplier abruptly went out of business.”

Task: Explain what your responsibilities were in that situation. This serves to provide context, allowing the interviewer to understand your role and the expectations placed upon you.

For instance, “It was my task to ensure the project remained on track despite this setback. Alternative suppliers needed to be found without sacrificing quality or significantly increasing costs.”

Action: Describe the steps you took to manage the problem. Highlight your problem-solving process. Mention any creative approaches or techniques that you used.

For instance, “I conducted thorough research to identify potential new suppliers. After creating a shortlist, I initiated contact, negotiated terms, assessed samples for quality and made a selection. I also worked closely with the team to re-adjust the project timeline.”

Result: Share the outcomes of your actions. How did the situation end? Did your actions lead to success? It’s particularly effective if you can quantify these results.

For instance, “As a result of my active problem solving, we were able to secure a new supplier whose costs were actually 10% cheaper and whose quality was comparable. We adjusted the project plan and managed to complete the project just two weeks later than originally planned, despite the major vendor setback.”

Remember, when you’re explaining your problem-solving skills to an interviewer, what they’re really interested in is your approach to handling difficulties, your creativity and persistence in seeking a resolution, and your ability to carry your solution through to fruition. Tailoring your story to highlight these aspects will help exemplify your problem-solving prowess.

Go Deeper: STAR Interview Method Examples

Benefits of Problem-Solving

Problem-solving is beneficial for the following reasons (among others):

• It can help you to overcome challenges, roadblocks, and bottlenecks in your life.
• It can save a company money.
• It can help you to achieve clarity in your thinking.
• It can make procedures more efficient and save time.
• It can strengthen your decision-making capacities.
• It can lead to better risk management.

Whether for a job interview or school, problem-solving helps you to become a better thinking, solve your problems more effectively, and achieve your goals. Build up your problem-solving frameworks (I presented over 40 in this piece for you!) and work on applying them in real-life situations.

Chris Drew (PhD)

Dr. Chris Drew is the founder of the Helpful Professor. He holds a PhD in education and has published over 20 articles in scholarly journals. He is the former editor of the Journal of Learning Development in Higher Education. [Image Descriptor: Photo of Chris]

• Chris Drew (PhD) https://helpfulprofessor.com/author/chris-drew-phd/ 5 Top Tips for Succeeding at University
• Chris Drew (PhD) https://helpfulprofessor.com/author/chris-drew-phd/ 50 Durable Goods Examples
• Chris Drew (PhD) https://helpfulprofessor.com/author/chris-drew-phd/ 100 Consumer Goods Examples
• Chris Drew (PhD) https://helpfulprofessor.com/author/chris-drew-phd/ 30 Globalization Pros and Cons

Leave a Comment Cancel Reply

Your email address will not be published. Required fields are marked *

From Dilemmas to Solutions: Problem-Solving Examples to Learn From

• Daria Burnett
• May 21, 2023

Introduction to Problem-Solving

Life is full of challenges and dilemmas, both big and small.

But if there’s one skill that can help you navigate these, it’s problem-solving .

So, what exactly is problem-solving? And why is it such a crucial skill in daily life?

Understanding the Concept of Problem-Solving

Problem-solving is a mental process that involves identifying, analyzing, and resolving challenges or difficulties.

It’s like a journey that starts with a problem and ends with a solution.

It’s a skill that’s not just used in the field of psychology but in all aspects of life.

🔥 Ready to meet your Twin Flame?

Do you know what your Twin Flame soulmate looks like? 💓

Master Wang is a "psychic artist" and a master of astrology; he's famous in China for being able to draw anyone's soulmate.

Thousands of people have found love thanks to Master Wang's gift.

Don't delay! Yes, I want my Twin Flame soulmate drawing!

Whether you’re trying to decide on the best route to work, dealing with a disagreement with a friend, or figuring out how to fix a leaky faucet, you’re using your problem-solving skills.

When you’re faced with a problem, your brain goes through a series of steps to find a solution.

This process can be conscious or unconscious and can involve logical thinking, creativity, and prior knowledge.

Effective problem-solving can lead to better decisions and outcomes, making it a valuable tool in your personal and professional life.

Related Posts:

• Your Path to Success: Best Career Options with a Psychology Degree
• Type C Personality Traits: The Power of Positivity
• Embrace the Change: Embodying the Democratic Leadership Style

Importance of Problem-Solving in Daily Life

Why is problem-solving so important in daily life? Well, it’s simple.

Problems are a part of life.

They arise in different shapes and sizes, and in different areas of life, including work, relationships, health, and personal growth.

Having strong problem-solving skills can help you navigate these challenges effectively and efficiently.

In your personal life, problem-solving can help you manage stress and conflict, make better decisions, and achieve your goals.

In the workplace, it can help you navigate complex projects, improve processes, and foster innovation.

Problem-solving is also a key skill in many professions and industries, from engineering and science to healthcare and customer service.

Don’t miss out on this unique astrological opportunity!

Are you tired of spinning your wheels and getting nowhere? Well, there’s a reason you can’t get to where you want to go.

Simply put, you’re out of sync: you're out of alignment with your astral configuration.

But: there’s a kind of map that can help you find your alignment. Think of it as your own personal blueprint to success and happiness: a personal blueprint that will help you live your most amazing life . Find out more here !

Moreover, problem-solving can contribute to your overall mental well-being.

It can give you a sense of control and agency, reduce feelings of stress and anxiety, and foster a positive attitude.

It’s also a key component of resilience, the ability to bounce back from adversity.

In conclusion, problem-solving is a fundamental skill in life.

It’s a tool you can use to tackle challenges, make informed decisions, and drive change.

By understanding the concept of problem-solving and recognizing its importance in daily life, you’re taking the first step toward becoming a more effective problem solver.

As we delve deeper into this topic, you’ll discover practical problem-solving examples, learn about different problem-solving techniques, and gain insights on how to improve your own problem-solving skills.

So, stay tuned and continue your exploration of introduction to psychology with us.

Stages of Problem-Solving

The process of problem-solving can be broken down into three key stages: identifying the problem , developing possible solutions , and implementing the best solution .

Each stage requires a different set of skills and strategies.

By understanding these stages, you can enhance your problem-solving abilities and tackle various challenges more effectively.

Identifying the Problem

The first step in problem-solving is recognizing that a problem exists.

This involves defining the issue clearly and understanding its root cause.

You might need to gather information, ask questions, and analyze the situation from multiple perspectives.

It can be helpful to write down the problem and think about how it impacts you or others involved.

For instance, if you’re struggling with time management, the problem might be that you have too many obligations and not enough time.

Or perhaps your methods of organizing your tasks aren’t effective.

It’s important to be as specific as possible when identifying the problem, as this will guide the rest of the problem-solving process.

Developing Possible Solutions

Once you’ve identified the problem, the next step is to brainstorm possible solutions.

This is where creativity comes into play.

Don’t limit yourself; even ideas that seem unrealistic or out of the box can lead to effective solutions.

Consider different strategies and approaches.

You could try using techniques like mind mapping, listing pros and cons, or consulting with others for fresh perspectives.

Remember, the goal is to generate a variety of options, not to choose a solution at this stage.

Implementing the Best Solution

The final stage of problem-solving is to select the best solution and put it into action.

Review the options you’ve developed, evaluate their potential effectiveness, and make a decision.

Keep in mind that the “best” solution isn’t necessarily the perfect one (as there might not be a perfect solution), but rather the one that seems most likely to achieve your desired outcome given the circumstances.

Once you’ve chosen a solution, plan out the steps needed to implement it and then take action.

Monitor the results and adjust your approach as necessary.

If the problem persists, don’t be discouraged; return to the previous stages, reassess the problem and your potential solutions, and try again.

Remember, problem-solving is a dynamic process that often involves trial and error.

It’s an essential skill in many areas of life, from everyday challenges to workplace dilemmas.

To learn more about the psychology behind problem-solving and decision-making, check out our introduction to psychology article.

Problem-Solving Examples

Understanding the concept of problem-solving is one thing, but seeing it in action is another.

To help you grasp the practical application of problem-solving strategies, let’s explore three different problem-solving examples from daily life, the workplace, and relationships.

Daily Life Problem-Solving Example

Imagine you’re trying to lose weight but struggle with late-night snacking.

The issue isn’t uncommon, but it’s hindering your progress towards your weight loss goal.

• Identifying the Problem : Late-night snacking is causing you to consume extra calories, preventing weight loss.
• Developing Possible Solutions : You could consider eating an earlier dinner, having a healthier snack option, or practicing mindful eating.
• Implementing the Best Solution : After trying out different solutions, you find that preparing a healthy snack in advance minimizes your calorie intake and satisfies your late-night cravings, helping you stay on track with your weight loss goal.

Workplace Problem-Solving Example

Let’s consider a scenario where a team at work is failing to meet project deadlines consistently.

• Identifying the Problem : The team is not completing projects on time, causing delays in the overall project timeline.
• Developing Possible Solutions : The team could consider improving their time management skills, using project management tools, or redistributing tasks among team members.
• Implementing the Best Solution : After trying out different strategies, the team finds that using a project management tool helps them stay organized, delegate tasks effectively, and complete projects within the given timeframe.

For more insights on effective management styles that can help in problem-solving at the workplace, check out our articles on autocratic leadership , democratic leadership style , and laissez faire leadership .

Relationship Problem-Solving Example

In a romantic relationship, conflicts can occasionally arise.

Let’s imagine a common issue where one partner feels the other isn’t spending enough quality time with them.

• Identifying the Problem : One partner feels neglected due to a lack of quality time spent together.
• Developing Possible Solutions : The couple could consider scheduling regular date nights, engaging in shared hobbies, or setting aside a specific time each day for undisturbed conversation.
• Implementing the Best Solution : The couple decides to implement a daily “unplugged” hour where they focus solely on each other without distractions. This results in improved relationship satisfaction.

For more on navigating relationship challenges, check out our articles on anxious avoidant attachment and emotional awareness .

These problem-solving examples illustrate how the process of identifying a problem, developing possible solutions, and implementing the best solution can be applied to various situations.

By understanding and applying these strategies, you can improve your problem-solving skills and navigate challenges more effectively.

Techniques for Effective Problem-Solving

As you navigate the world of problem-solving, you’ll find that there are multiple techniques you can use to arrive at a solution.

Each technique offers a unique approach to identifying issues, generating potential solutions, and choosing the best course of action.

In this section, we’ll explore three common techniques: Brainstorming , Root Cause Analysis , and SWOT Analysis .

Brainstorming

Brainstorming is a free-thinking method used to generate a large number of ideas related to a specific problem.

You do this by suspending criticism and allowing your creativity to flow.

The aim is to produce as many ideas as possible, even if they seem far-fetched.

You then evaluate these ideas to identify the most beneficial solutions.

By using brainstorming, you can encourage out-of-the-box thinking and possibly discover innovative solutions to challenging problems.

Root Cause Analysis

Root Cause Analysis (RCA) is a method used to identify the underlying causes of a problem.

The goal is to address these root causes rather than the symptoms of the problem.

This technique helps to prevent the same issue from recurring in the future.

There are several RCA methods, such as the “5 Whys” technique, where you ask “why” multiple times until you uncover the root cause of the problem.

By identifying and addressing the root cause, you tackle the problem at its source, which can lead to more effective and long-lasting solutions.

SWOT Analysis

SWOT Analysis is a strategic planning technique that helps you identify your Strengths, Weaknesses, Opportunities, and Threats related to a problem.

This approach encourages you to examine the problem from different angles, helping you understand the resources you have at your disposal (Strengths), the areas where you could improve (Weaknesses), the external factors that could benefit you (Opportunities), and the external factors that could cause problems (Threats).

With this comprehensive understanding, you can develop a well-informed strategy to solve the problem.

Each of these problem-solving techniques provides a distinct approach to identifying and resolving issues.

By understanding and utilizing these methods, you can enhance your problem-solving skills and increase your effectiveness in dealing with challenges.

For more insights into effective problem-solving and other psychological topics, explore our introduction to psychology .

Improving Your Problem-Solving Skills

Learning to solve problems effectively is a skill that can be honed with time and practice.

The following are some ways to enhance your problem-solving capabilities.

Practice Makes Perfect

The saying “practice makes perfect” holds true when it comes to problem-solving.

The more problems you tackle, the better you’ll become at devising and implementing effective solutions.

Seek out opportunities to practice your problem-solving skills both in everyday life and in more complex situations.

This could involve resolving a dispute at work, figuring out a puzzle, or even strategizing in a board game.

Each problem you encounter is a new opportunity to apply and refine your skills.

Learning from Others’ Experiences

There’s much to be gained from observing how others approach problem-solving.

Whether it’s reading about problem solving examples from renowned psychologists or discussing strategies with colleagues, you can learn valuable techniques and perspectives from the experiences of others.

Consider participating in group activities that require problem-solving, such as escape rooms or team projects.

Observe how team members identify problems, brainstorm solutions, and decide on the best course of action.

Embracing a Growth Mindset

A key component of effective problem-solving is adopting a growth mindset.

This mindset, coined by psychologist Carol Dweck, is the belief that abilities and intelligence can be developed through dedication and hard work.

When you embrace a growth mindset, you view challenges as opportunities to learn and grow rather than as insurmountable obstacles.

Believing in your ability to develop and enhance your problem-solving skills over time can make the process less daunting and more rewarding.

So, when you encounter a problem, instead of thinking, “I can’t do this,” try thinking, “I can’t do this yet, but with effort and practice, I can learn.”

For more on the growth mindset, you might want to check out our article on what is intrinsic motivation which includes how a growth mindset can fuel your motivation to improve.

By practicing regularly, learning from others, and embracing a growth mindset, you can continually improve your problem-solving skills and become more adept at overcoming challenges you encounter.

How it works

Transform your enterprise with the scalable mindsets, skills, & behavior change that drive performance.

Explore how BetterUp connects to your core business systems.

We pair AI with the latest in human-centered coaching to drive powerful, lasting learning and behavior change.

Build leaders that accelerate team performance and engagement.

Unlock performance potential at scale with AI-powered curated growth journeys.

Build resilience, well-being and agility to drive performance across your entire enterprise.

Transform your business, starting with your sales leaders.

Unlock business impact from the top with executive coaching.

Foster a culture of inclusion and belonging.

Accelerate the performance and potential of your agencies and employees.

See how innovative organizations use BetterUp to build a thriving workforce.

Discover how BetterUp measurably impacts key business outcomes for organizations like yours.

A demo is the first step to transforming your business. Meet with us to develop a plan for attaining your goals.

• What is coaching?

Learn how 1:1 coaching works, who its for, and if it's right for you.

Accelerate your personal and professional growth with the expert guidance of a BetterUp Coach.

Types of Coaching

Navigate career transitions, accelerate your professional growth, and achieve your career goals with expert coaching.

Enhance your communication skills for better personal and professional relationships, with tailored coaching that focuses on your needs.

Find balance, resilience, and well-being in all areas of your life with holistic coaching designed to empower you.

Discover your perfect match : Take our 5-minute assessment and let us pair you with one of our top Coaches tailored just for you.

Research, expert insights, and resources to develop courageous leaders within your organization.

Best practices, research, and tools to fuel individual and business growth.

View on-demand BetterUp events and learn about upcoming live discussions.

The latest insights and ideas for building a high-performing workplace.

• BetterUp Briefing

The online magazine that helps you understand tomorrow's workforce trends, today.

Innovative research featured in peer-reviewed journals, press, and more.

Founded in 2022 to deepen the understanding of the intersection of well-being, purpose, and performance

We're on a mission to help everyone live with clarity, purpose, and passion.

Join us and create impactful change.

Read the buzz about BetterUp.

Meet the leadership that's passionate about empowering your workforce.

For Business

For Individuals

10 Problem-solving strategies to turn challenges on their head

Boost your productivity

Maximize your time and productivity with strategies from our expert coaches.

Jump to section

What is an example of problem-solving?

What are the 5 steps to problem-solving, 10 effective problem-solving strategies, what skills do efficient problem solvers have, how to improve your problem-solving skills.

Problems come in all shapes and sizes — from workplace conflict to budget cuts.

Creative problem-solving is one of the most in-demand skills in all roles and industries. It can boost an organization’s human capital and give it a competitive edge. 

Problem-solving strategies are ways of approaching problems that can help you look beyond the obvious answers and find the best solution to your problem . 

Let’s take a look at a five-step problem-solving process and how to combine it with proven problem-solving strategies. This will give you the tools and skills to solve even your most complex problems.

Good problem-solving is an essential part of the decision-making process . To see what a problem-solving process might look like in real life, let’s take a common problem for SaaS brands — decreasing customer churn rates.

To solve this problem, the company must first identify it. In this case, the problem is that the churn rate is too high. 

Next, they need to identify the root causes of the problem. This could be anything from their customer service experience to their email marketing campaigns. If there are several problems, they will need a separate problem-solving process for each one. 

Let’s say the problem is with email marketing — they’re not nurturing existing customers. Now that they’ve identified the problem, they can start using problem-solving strategies to look for solutions. 

This might look like coming up with special offers, discounts, or bonuses for existing customers. They need to find ways to remind them to use their products and services while providing added value. This will encourage customers to keep paying their monthly subscriptions.

They might also want to add incentives, such as access to a premium service at no extra cost after 12 months of membership. They could publish blog posts that help their customers solve common problems and share them as an email newsletter.

The company should set targets and a time frame in which to achieve them. This will allow leaders to measure progress and identify which actions yield the best results.

Perhaps you’ve got a problem you need to tackle. Or maybe you want to be prepared the next time one arises. Either way, it’s a good idea to get familiar with the five steps of problem-solving. 

Use this step-by-step problem-solving method with the strategies in the following section to find possible solutions to your problem.

1. Identify the problem

The first step is to know which problem you need to solve. Then, you need to find the root cause of the problem. 

The best course of action is to gather as much data as possible, speak to the people involved, and separate facts from opinions. 

Once this is done, formulate a statement that describes the problem. Use rational persuasion to make sure your team agrees .

2. Break the problem down 

Identifying the problem allows you to see which steps need to be taken to solve it. 

First, break the problem down into achievable blocks. Then, use strategic planning to set a time frame in which to solve the problem and establish a timeline for the completion of each stage.

3. Generate potential solutions

At this stage, the aim isn’t to evaluate possible solutions but to generate as many ideas as possible. 

Encourage your team to use creative thinking and be patient — the best solution may not be the first or most obvious one.

Use one or more of the different strategies in the following section to help come up with solutions — the more creative, the better.

4. Evaluate the possible solutions

Once you’ve generated potential solutions, narrow them down to a shortlist. Then, evaluate the options on your shortlist. 

There are usually many factors to consider. So when evaluating a solution, ask yourself the following questions:

• Will my team be on board with the proposition?
• Does the solution align with organizational goals ?
• Is the solution likely to achieve the desired outcomes?
• Is the solution realistic and possible with current resources and constraints?
• Will the solution solve the problem without causing additional unintended problems?

5. Implement and monitor the solutions

Once you’ve identified your solution and got buy-in from your team, it’s time to implement it. 

But the work doesn’t stop there. You need to monitor your solution to see whether it actually solves your problem. 

Request regular feedback from the team members involved and have a monitoring and evaluation plan in place to measure progress.

If the solution doesn’t achieve your desired results, start this step-by-step process again.

There are many different ways to approach problem-solving. Each is suitable for different types of problems. 

The most appropriate problem-solving techniques will depend on your specific problem. You may need to experiment with several strategies before you find a workable solution.

Here are 10 effective problem-solving strategies for you to try:

• Use a solution that worked before
• Brainstorming
• Work backward
• Use the Kipling method
• Draw the problem
• Use trial and error
• Sleep on it
• Get advice from your peers
• Use the Pareto principle
• Add successful solutions to your toolkit

Let’s break each of these down.

1. Use a solution that worked before

It might seem obvious, but if you’ve faced similar problems in the past, look back to what worked then. See if any of the solutions could apply to your current situation and, if so, replicate them.

2. Brainstorming

The more people you enlist to help solve the problem, the more potential solutions you can come up with.

Use different brainstorming techniques to workshop potential solutions with your team. They’ll likely bring something you haven’t thought of to the table.

3. Work backward

Working backward is a way to reverse engineer your problem. Imagine your problem has been solved, and make that the starting point.

Then, retrace your steps back to where you are now. This can help you see which course of action may be most effective.

4. Use the Kipling method

This is a method that poses six questions based on Rudyard Kipling’s poem, “ I Keep Six Honest Serving Men .” 

• What is the problem?
• Why is the problem important?
• When did the problem arise, and when does it need to be solved?
• How did the problem happen?
• Where is the problem occurring?
• Who does the problem affect?

Answering these questions can help you identify possible solutions.

5. Draw the problem

Sometimes it can be difficult to visualize all the components and moving parts of a problem and its solution. Drawing a diagram can help.

This technique is particularly helpful for solving process-related problems. For example, a product development team might want to decrease the time they take to fix bugs and create new iterations. Drawing the processes involved can help you see where improvements can be made.

6. Use trial-and-error

A trial-and-error approach can be useful when you have several possible solutions and want to test them to see which one works best.

7. Sleep on it

Finding the best solution to a problem is a process. Remember to take breaks and get enough rest . Sometimes, a walk around the block can bring inspiration, but you should sleep on it if possible.

A good night’s sleep helps us find creative solutions to problems. This is because when you sleep, your brain sorts through the day’s events and stores them as memories. This enables you to process your ideas at a subconscious level. 

If possible, give yourself a few days to develop and analyze possible solutions. You may find you have greater clarity after sleeping on it. Your mind will also be fresh, so you’ll be able to make better decisions.

8. Get advice from your peers

Getting input from a group of people can help you find solutions you may not have thought of on your own. 

For solo entrepreneurs or freelancers, this might look like hiring a coach or mentor or joining a mastermind group. 

For leaders , it might be consulting other members of the leadership team or working with a business coach .

It’s important to recognize you might not have all the skills, experience, or knowledge necessary to find a solution alone. 

9. Use the Pareto principle

The Pareto principle — also known as the 80/20 rule — can help you identify possible root causes and potential solutions for your problems.

Although it’s not a mathematical law, it’s a principle found throughout many aspects of business and life. For example, 20% of the sales reps in a company might close 80% of the sales. 

You may be able to narrow down the causes of your problem by applying the Pareto principle. This can also help you identify the most appropriate solutions.

10. Add successful solutions to your toolkit

Every situation is different, and the same solutions might not always work. But by keeping a record of successful problem-solving strategies, you can build up a solutions toolkit. 

These solutions may be applicable to future problems. Even if not, they may save you some of the time and work needed to come up with a new solution.

Improving problem-solving skills is essential for professional development — both yours and your team’s. Here are some of the key skills of effective problem solvers:

• Critical thinking and analytical skills
• Communication skills , including active listening
• Decision-making
• Planning and prioritization
• Emotional intelligence , including empathy and emotional regulation
• Time management
• Data analysis
• Research skills
• Project management

And they see problems as opportunities. Everyone is born with problem-solving skills. But accessing these abilities depends on how we view problems. Effective problem-solvers see problems as opportunities to learn and improve.

Ready to work on your problem-solving abilities? Get started with these seven tips.

1. Build your problem-solving skills

One of the best ways to improve your problem-solving skills is to learn from experts. Consider enrolling in organizational training , shadowing a mentor , or working with a coach .

2. Practice

Practice using your new problem-solving skills by applying them to smaller problems you might encounter in your daily life. 

Alternatively, imagine problematic scenarios that might arise at work and use problem-solving strategies to find hypothetical solutions.

3. Don’t try to find a solution right away

Often, the first solution you think of to solve a problem isn’t the most appropriate or effective.

Instead of thinking on the spot, give yourself time and use one or more of the problem-solving strategies above to activate your creative thinking. 

4. Ask for feedback

Receiving feedback is always important for learning and growth. Your perception of your problem-solving skills may be different from that of your colleagues. They can provide insights that help you improve. 

5. Learn new approaches and methodologies

There are entire books written about problem-solving methodologies if you want to take a deep dive into the subject. 

We recommend starting with “ Fixed — How to Perfect the Fine Art of Problem Solving ” by Amy E. Herman. 

6. Experiment

Tried-and-tested problem-solving techniques can be useful. However, they don’t teach you how to innovate and develop your own problem-solving approaches. 

Sometimes, an unconventional approach can lead to the development of a brilliant new idea or strategy. So don’t be afraid to suggest your most “out there” ideas.

7. Analyze the success of your competitors

Do you have competitors who have already solved the problem you’re facing? Look at what they did, and work backward to solve your own problem. 

For example, Netflix started in the 1990s as a DVD mail-rental company. Its main competitor at the time was Blockbuster. 

But when streaming became the norm in the early 2000s, both companies faced a crisis. Netflix innovated, unveiling its streaming service in 2007. 

If Blockbuster had followed Netflix’s example, it might have survived. Instead, it declared bankruptcy in 2010.

Use problem-solving strategies to uplevel your business

When facing a problem, it’s worth taking the time to find the right solution. 

Otherwise, we risk either running away from our problems or headlong into solutions. When we do this, we might miss out on other, better options.

Use the problem-solving strategies outlined above to find innovative solutions to your business’ most perplexing problems.

If you’re ready to take problem-solving to the next level, request a demo with BetterUp . Our expert coaches specialize in helping teams develop and implement strategies that work.

Elizabeth Perry, ACC

Elizabeth Perry is a Coach Community Manager at BetterUp. She uses strategic engagement strategies to cultivate a learning community across a global network of Coaches through in-person and virtual experiences, technology-enabled platforms, and strategic coaching industry partnerships. With over 3 years of coaching experience and a certification in transformative leadership and life coaching from Sofia University, Elizabeth leverages transpersonal psychology expertise to help coaches and clients gain awareness of their behavioral and thought patterns, discover their purpose and passions, and elevate their potential. She is a lifelong student of psychology, personal growth, and human potential as well as an ICF-certified ACC transpersonal life and leadership Coach.

8 creative solutions to your most challenging problems

5 problem-solving questions to prepare you for your next interview, what are metacognitive skills examples in everyday life, 31 examples of problem solving performance review phrases, what is lateral thinking 7 techniques to encourage creative ideas, leadership activities that encourage employee engagement, learn what process mapping is and how to create one (+ examples), how much do distractions cost 8 effects of lack of focus, can dreams help you solve problems 6 ways to try, similar articles, the pareto principle: how the 80/20 rule can help you do more with less, thinking outside the box: 8 ways to become a creative problem solver, experimentation brings innovation: create an experimental workplace, effective problem statements have these 5 components, contingency planning: 4 steps to prepare for the unexpected, stay connected with betterup, get our newsletter, event invites, plus product insights and research..

3100 E 5th Street, Suite 350 Austin, TX 78702

• Platform Overview
• Integrations
• Powered by AI
• BetterUp Lead
• BetterUp Manage™
• BetterUp Care™
• Sales Performance
• Diversity & Inclusion
• Case Studies
• Why BetterUp?
• About Coaching
• Find your Coach
• Career Coaching
• Communication Coaching
• Life Coaching
• News and Press
• Leadership Team
• Become a BetterUp Coach
• BetterUp Labs
• Center for Purpose & Performance
• Leadership Training
• Business Coaching
• Contact Support
• Contact Sales
• Privacy Policy
• Acceptable Use Policy
• Trust & Security
• Cookie Preferences

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.
• How to Resolve Employee Conflict at Work [Steps, Tips, Examples]
• How to Write Inspiring Core Values? 5 Steps with Examples
• 30 Employee Feedback Examples (Positive & Negative)

50 Problem-Solving and Critical Thinking Examples

Critical thinking and problem solving are essential skills for success in the 21st century. Critical thinking is the ability to analyze information, evaluate evidence, and draw logical conclusions. Problem solving is the ability to apply critical thinking to find effective solutions to various challenges. Both skills require creativity, curiosity, and persistence. Developing critical thinking and problem solving skills can help students improve their academic performance, enhance their career prospects, and become more informed and engaged citizens.

Sanju Pradeepa

In today’s complex and fast-paced world, the ability to think critically and solve problems effectively has become a vital skill for success in all areas of life. Whether it’s navigating professional challenges, making sound decisions, or finding innovative solutions, critical thinking and problem-solving are key to overcoming obstacles and achieving desired outcomes. In this blog post, we will explore problem-solving and critical thinking examples.

Table of Contents

Developing the skills needed for critical thinking and problem solving.

It is not enough to simply recognize an issue; we must use the right tools and techniques to address it. To do this, we must learn how to define and identify the problem or task at hand, gather relevant information from reliable sources, analyze and compare data to draw conclusions, make logical connections between different ideas, generate a solution or action plan, and make a recommendation.

The first step in developing these skills is understanding what the problem or task is that needs to be addressed. This requires careful consideration of all available information in order to form an accurate picture of what needs to be done. Once the issue has been identified, gathering reliable sources of data can help further your understanding of it. Sources could include interviews with customers or stakeholders, surveys, industry reports, and analysis of customer feedback.

After collecting relevant information from reliable sources, it’s important to analyze and compare the data in order to draw meaningful conclusions about the situation at hand. This helps us better understand our options for addressing an issue by providing context for decision-making. Once you have analyzed the data you collected, making logical connections between different ideas can help you form a more complete picture of the situation and inform your potential solutions.

Once you have analyzed your options for addressing an issue based on all available data points, it’s time to generate a solution or action plan that takes into account considerations such as cost-effectiveness and feasibility. It’s also important to consider the risk factors associated with any proposed solutions in order to ensure that they are responsible before moving forward with implementation. Finally, once all the analysis has been completed, it is time to make a recommendation based on your findings, which should take into account any objectives set out by stakeholders at the beginning of this process as well as any other pertinent factors discovered throughout the analysis stage.

By following these steps carefully when faced with complex issues, one can effectively use critical thinking and problem-solving skills in order to achieve desired outcomes more efficiently than would otherwise be possible without them, while also taking responsibility for decisions made along the way.

What Does Critical Thinking Involve: 5 Essential Skill

Problem-solving and critical thinking examples.

Problem-solving and critical thinking are key skills that are highly valued in any professional setting. These skills enable individuals to analyze complex situations, make informed decisions, and find innovative solutions. Here, we present 25 examples of problem-solving and critical thinking. problem-solving scenarios to help you cultivate and enhance these skills.

Ethical dilemma: A company faces a situation where a client asks for a product that does not meet quality standards. The team must decide how to address the client’s request without compromising the company’s credibility or values.

Brainstorming session: A team needs to come up with new ideas for a marketing campaign targeting a specific demographic. Through an organized brainstorming session, they explore various approaches and analyze their potential impact.

Troubleshooting technical issues : An IT professional receives a ticket indicating a network outage. They analyze the issue, assess potential causes (hardware, software, or connectivity), and solve the problem efficiently.

Negotiation : During contract negotiations, representatives from two companies must find common ground to strike a mutually beneficial agreement, considering the needs and limitations of both parties.

Project management: A project manager identifies potential risks and develops contingency plans to address unforeseen obstacles, ensuring the project stays on track.

Decision-making under pressure: In a high-stakes situation, a medical professional must make a critical decision regarding a patient’s treatment, weighing all available information and considering potential risks.

Conflict resolution: A team encounters conflicts due to differing opinions or approaches. The team leader facilitates a discussion to reach a consensus while considering everyone’s perspectives.

Data analysis: A data scientist is presented with a large dataset and is tasked with extracting valuable insights. They apply analytical techniques to identify trends, correlations, and patterns that can inform decision-making.

Customer service: A customer service representative encounters a challenging customer complaint and must employ active listening and problem-solving skills to address the issue and provide a satisfactory resolution.

Market research : A business seeks to expand into a new market. They conduct thorough market research, analyzing consumer behavior, competitor strategies, and economic factors to make informed market-entry decisions.

Creative problem-solvin g: An engineer faces a design challenge and must think outside the box to come up with a unique and innovative solution that meets project requirements.

Change management: During a company-wide transition, managers must effectively communicate the change, address employees’ concerns, and facilitate a smooth transition process.

Crisis management: When a company faces a public relations crisis, effective critical thinking is necessary to analyze the situation, develop a response strategy, and minimize potential damage to the company’s reputation.

Cost optimization : A financial analyst identifies areas where expenses can be reduced while maintaining operational efficiency, presenting recommendations for cost savings.

Time management : An employee has multiple deadlines to meet. They assess the priority of each task, develop a plan, and allocate time accordingly to achieve optimal productivity.

Quality control: A production manager detects an increase in product defects and investigates the root causes, implementing corrective actions to enhance product quality.

Strategic planning: An executive team engages in strategic planning to define long-term goals, assess market trends, and identify growth opportunities.

Cross-functional collaboration: Multiple teams with different areas of expertise must collaborate to develop a comprehensive solution, combining their knowledge and skills.

Training and development : A manager identifies skill gaps in their team and designs training programs to enhance critical thinking, problem-solving, and decision-making abilities.

Risk assessment : A risk management professional evaluates potential risks associated with a new business venture, weighing their potential impact and developing strategies to mitigate them.

Continuous improvement: An operations manager analyzes existing processes, identifies inefficiencies, and introduces improvements to enhance productivity and customer satisfaction.

Customer needs analysis: A product development team conducts extensive research to understand customer needs and preferences, ensuring that the resulting product meets those requirements.

Crisis decision-making: A team dealing with a crisis must think quickly, assess the situation, and make timely decisions with limited information.

Marketing campaign analysis : A marketing team evaluates the success of a recent campaign, analyzing key performance indicators to understand its impact on sales and customer engagement.

Constructive feedback: A supervisor provides feedback to an employee, highlighting areas for improvement and offering constructive suggestions for growth.

Conflict resolution in a team project: Team members engaged in a project have conflicting ideas on the approach. They must engage in open dialogue, actively listen to each other’s perspectives, and reach a compromise that aligns with the project’s goals.

Crisis response in a natural disaster: Emergency responders must think critically and swiftly in responding to a natural disaster, coordinating rescue efforts, allocating resources effectively, and prioritizing the needs of affected individuals.

Product innovation : A product development team conducts market research, studies consumer trends, and uses critical thinking to create innovative products that address unmet customer needs.

Supply chain optimization: A logistics manager analyzes the supply chain to identify areas for efficiency improvement, such as reducing transportation costs, improving inventory management, or streamlining order fulfillment processes.

Business strategy formulation: A business executive assesses market dynamics, the competitive landscape, and internal capabilities to develop a robust business strategy that ensures sustainable growth and competitiveness.

Crisis communication: In the face of a public relations crisis, an organization’s spokesperson must think critically to develop and deliver a transparent, authentic, and effective communication strategy to rebuild trust and manage reputation.

Social problem-solving: A group of volunteers addresses a specific social issue, such as poverty or homelessness, by critically examining its root causes, collaborating with stakeholders, and implementing sustainable solutions for the affected population.

Problem-Solving Mindset: How to Achieve It (15 Ways)

Risk assessment in investment decision-making: An investment analyst evaluates various investment opportunities, conducting risk assessments based on market trends, financial indicators, and potential regulatory changes to make informed investment recommendations.

Environmental sustainability: An environmental scientist analyzes the impact of industrial processes on the environment, develops strategies to mitigate risks, and promotes sustainable practices within organizations and communities.

Adaptation to technological advancements : In a rapidly evolving technological landscape, professionals need critical thinking skills to adapt to new tools, software, and systems, ensuring they can effectively leverage these advancements to enhance productivity and efficiency.

Productivity improvement: An operations manager leverages critical thinking to identify productivity bottlenecks within a workflow and implement process improvements to optimize resource utilization, minimize waste, and increase overall efficiency.

Cost-benefit analysis: An organization considering a major investment or expansion opportunity conducts a thorough cost-benefit analysis, weighing potential costs against expected benefits to make an informed decision.

Human resources management : HR professionals utilize critical thinking to assess job applicants, identify skill gaps within the organization, and design training and development programs to enhance the workforce’s capabilities.

Root cause analysis: In response to a recurring problem or inefficiency, professionals apply critical thinking to identify the root cause of the issue, develop remedial actions, and prevent future occurrences.

Leadership development: Aspiring leaders undergo critical thinking exercises to enhance their decision-making abilities, develop strategic thinking skills, and foster a culture of innovation within their teams.

Brand positioning : Marketers conduct comprehensive market research and consumer behavior analysis to strategically position a brand, differentiating it from competitors and appealing to target audiences effectively.

Resource allocation: Non-profit organizations distribute limited resources efficiently, critically evaluating project proposals, considering social impact, and allocating resources to initiatives that align with their mission.

Innovating in a mature market: A company operating in a mature market seeks to innovate to maintain a competitive edge. They cultivate critical thinking skills to identify gaps, anticipate changing customer needs, and develop new strategies, products, or services accordingly.

Analyzing financial statements : Financial analysts critically assess financial statements, analyze key performance indicators, and derive insights to support financial decision-making, such as investment evaluations or budget planning.

Crisis intervention : Mental health professionals employ critical thinking and problem-solving to assess crises faced by individuals or communities, develop intervention plans, and provide support during challenging times.

Data privacy and cybersecurity : IT professionals critically evaluate existing cybersecurity measures, identify vulnerabilities, and develop strategies to protect sensitive data from threats, ensuring compliance with privacy regulations.

Process improvement : Professionals in manufacturing or service industries critically evaluate existing processes, identify inefficiencies, and implement improvements to optimize efficiency, quality, and customer satisfaction.

Multi-channel marketing strategy : Marketers employ critical thinking to design and execute effective marketing campaigns across various channels such as social media, web, print, and television, ensuring a cohesive brand experience for customers.

Peer review: Researchers critically analyze and review the work of their peers, providing constructive feedback and ensuring the accuracy, validity, and reliability of scientific studies.

Project coordination : A project manager must coordinate multiple teams and resources to ensure seamless collaboration, identify potential bottlenecks, and find solutions to keep the project on schedule.  

These examples highlight the various contexts in which problem-solving and critical-thinking skills are necessary for success. By understanding and practicing these skills, individuals can enhance their ability to navigate challenges and make sound decisions in both personal and professional endeavors.

Conclusion:

Critical thinking and problem-solving are indispensable skills that empower individuals to overcome challenges, make sound decisions, and find innovative solutions. By honing these skills, one can navigate through the complexities of modern life and achieve success in both personal and professional endeavors. Embrace the power of critical thinking and problem-solving, and unlock the door to endless possibilities and growth.

• Problem solving From Wikipedia, the free encyclopedia
• Critical thinking From Wikipedia, the free encyclopedia
• The Importance of Critical Thinking and Problem Solving Skills for Students (5 Minutes)

Let’s boost your self-growth with Believe in Mind.

Interested in self-reflection tips, learning hacks, and knowing ways to calm down your mind? We offer you the best content which you have been looking for.

Follow Me on

You May Like Also

Leave a Comment Cancel reply

Save my name, email, and website in this browser for the next time I comment.

35 problem-solving techniques and methods for solving complex problems

Design your next session with SessionLab

Join the 150,000+ facilitators 
using SessionLab.

Recommended Articles

A step-by-step guide to planning a workshop, how to create an unforgettable training session in 8 simple steps, 47 useful online tools for workshop planning and meeting facilitation.

All teams and organizations encounter challenges as they grow. There are problems that might occur for teams when it comes to miscommunication or resolving business-critical issues . You may face challenges around growth , design , user engagement, and even team culture and happiness. In short, problem-solving techniques should be part of every team’s skillset.

Problem-solving methods are primarily designed to help a group or team through a process of first identifying problems and challenges , ideating possible solutions , and then evaluating the most suitable .

Finding effective solutions to complex problems isn’t easy, but by using the right process and techniques, you can help your team be more efficient in the process.

So how do you develop strategies that are engaging, and empower your team to solve problems effectively?

In this blog post, we share a series of problem-solving tools you can use in your next workshop or team meeting. You’ll also find some tips for facilitating the process and how to enable others to solve complex problems.

Let’s get started! 

How do you identify problems?

How do you identify the right solution.

• Tips for more effective problem-solving

Complete problem-solving methods

• Problem-solving techniques to identify and analyze problems
• Problem-solving techniques for developing solutions

Problem-solving warm-up activities

Closing activities for a problem-solving process.

Before you can move towards finding the right solution for a given problem, you first need to identify and define the problem you wish to solve. 

Here, you want to clearly articulate what the problem is and allow your group to do the same. Remember that everyone in a group is likely to have differing perspectives and alignment is necessary in order to help the group move forward. 

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 scary for people to stand up and contribute, especially if the problems or challenges are emotive or personal in nature. Be sure to try and create a psychologically safe space for these kinds of discussions.

Remember that problem analysis and further discussion are also important. Not taking the time to fully analyze and discuss a challenge can result in the development of solutions that are not fit for purpose or do not address the underlying issue.

Successfully identifying and then analyzing a problem means facilitating a group through activities designed to help them clearly and honestly articulate their thoughts and produce usable insight.

With this data, you might then produce a problem statement that clearly describes the problem you wish to be addressed and also state the goal of any process you undertake to tackle this issue.  

Finding solutions is the end goal of any process. Complex organizational challenges can only be solved with an appropriate solution but discovering them requires using the right problem-solving tool.

After you’ve explored a problem and discussed ideas, you need to help a team discuss and choose the right solution. Consensus tools and methods such as those below help a group explore possible solutions before then voting for the best. They’re a great way to tap into the collective intelligence of the group for great results!

Remember that the process is often iterative. Great problem solvers often roadtest a viable solution in a measured way to see what works too. While you might not get the right solution on your first try, the methods below help teams land on the most likely to succeed solution while also holding space for improvement.

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

In 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!

Tips for more 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.

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!

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
• Lightning Decision Jam
• Problem Definition Process
• Discovery & Action Dialogue

Design Sprint 2.0

• Open Space Technology

1. 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.

2. 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   The problem with anything that requires creative thinking is that it’s easy to get lost—lose focus and fall into the trap of having useless, open-ended, unstructured discussions. Here’s the most effective solution I’ve found: Replace all open, unstructured discussion with a clear process. What to use this exercise for: Anything which requires a group of people to make decisions, solve problems or discuss challenges. It’s always good to frame an LDJ session with a broad topic, here are some examples: The conversion flow of our checkout Our internal design process How we organise events Keeping up with our competition Improving sales flow

3. 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.

4. 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.

5. World Cafe

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.

6. 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.

7. 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.

8. 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!

• The Creativity Dice
• Fishbone Analysis
• Problem Tree
• SWOT Analysis
• Agreement-Certainty Matrix
• The Journalistic Six
• LEGO Challenge
• What, So What, Now What?
• Journalists

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.

10. 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.

11. 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.

12. 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.

13. 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.

14. 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.

16. Speed Boat

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.

17. 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.

18. 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.

19. 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!

20. 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 developing 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 narrow down to the correct solution.

Use these problem-solving techniques when you want to help your team find consensus, compare possible solutions, and move towards taking action on a particular problem.

• Improved Solutions
• Four-Step Sketch
• 15% Solutions
• How-Now-Wow matrix
• Impact Effort Matrix

21. 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.

22. 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.

23. 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

24. 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.

25. 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.

26. 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.

27. Dotmocracy

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.

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
• Doodling Together
• Show and Tell
• Constellations
• Draw a Tree

28. 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.

29. 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.

30. 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.

31. 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.

32. 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.

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
• Who What When Matrix
• Response Cards

How do I conclude a problem-solving process?

All good things must come to an end. With the bulk of the work done, it can be tempting to conclude your workshop swiftly and without a moment to debrief and align. This can be problematic in that it doesn’t allow your team to fully process the results or reflect on the process.

At the end of an effective session, your team will have gone through a process that, while productive, can be exhausting. It’s important to give your group a moment to take a breath, ensure that they are clear on future actions, and provide short feedback before leaving the space. 

The primary purpose of any problem-solving method is to generate solutions and then implement them. Be sure to take the opportunity to ensure everyone is aligned and ready to effectively implement the solutions you produced in the workshop.

Remember that every process can be improved and by giving a short moment to collect feedback in the session, you can further refine your problem-solving methods and see further success in the future too.

33. 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.

34. 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.

35. 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.

Save time and effort discovering the right solutions

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 creative 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!

Leave a Comment Cancel reply

Your email address will not be published. Required fields are marked *

Going from a mere idea to a workshop that delivers results for your clients can feel like a daunting task. In this piece, we will shine a light on all the work behind the scenes and help you learn how to plan a workshop from start to finish. On a good day, facilitation can feel like effortless magic, but that is mostly the result of backstage work, foresight, and a lot of careful planning. Read on to learn a step-by-step approach to breaking the process of planning a workshop into small, manageable chunks.  The flow starts with the first meeting with a client to define the purposes of a workshop.…

How does learning work? A clever 9-year-old once told me: “I know I am learning something new when I am surprised.” The science of adult learning tells us that, in order to learn new skills (which, unsurprisingly, is harder for adults to do than kids) grown-ups need to first get into a specific headspace.  In a business, this approach is often employed in a training session where employees learn new skills or work on professional development. But how do you ensure your training is effective? In this guide, we'll explore how to create an effective training session plan and run engaging training sessions. As team leader, project manager, or consultant,…

Effective online tools are a necessity for smooth and engaging virtual workshops and meetings. But how do you choose the right ones? Do you sometimes feel that the good old pen and paper or MS Office toolkit and email leaves you struggling to stay on top of managing and delivering your workshop? Fortunately, there are plenty of online tools to make your life easier when you need to facilitate a meeting and lead workshops. In this post, we’ll share our favorite online tools you can use to make your job as a facilitator easier. In fact, there are plenty of free online workshop tools and meeting facilitation software you can…

Design your next workshop with SessionLab

Join the 150,000 facilitators using SessionLab

Sign up for free

• Privacy Policy

Practical Guide: Solving Problems Examples in Real-World Scenarios

In today’s fast-paced world, problem-solving is an essential skill that can help individuals navigate various challenges. However, merely possessing this skill is not enough. It is crucial to have practical examples of problem-solving techniques and strategies that can be applied to real-life scenarios.

This guide aims to provide a comprehensive overview of problem-solving skills and techniques that can be implemented in different contexts. It explores various problem-solving strategies, including brainstorming, root cause analysis, decision-making frameworks, and creative problem-solving methods.

Furthermore, this guide showcases practical examples of problem-solving in business and personal settings. It features in-depth case studies of real-life scenarios, highlighting the challenges faced, the strategies employed, and the outcomes achieved.

By the end of this guide, readers will have a deeper understanding of problem-solving techniques and strategies. They will also have the knowledge and tools to apply these skills effectively in different scenarios, both in personal and professional life.

Understanding Different Problem-Solving Techniques

The ability to solve problems is a critical skill in both personal and professional life. It involves identifying and analyzing an issue, generating possible solutions, and selecting the best course of action. There are several problem-solving techniques that can be applied to different situations, including:

Brainstorming

Brainstorming involves generating ideas in a group setting without criticism or judgment. This technique encourages creativity and diversity of thought, allowing individuals to approach a problem from different angles.

Root Cause Analysis

Root cause analysis involves identifying the underlying cause of a problem. This technique involves asking “why” multiple times to determine the primary reason for the issue. By addressing the root cause, individuals can develop more effective solutions.

Decision-Making Frameworks

Decision-making frameworks involve using a set of criteria to evaluate different options and make an informed decision. These frameworks can be simple or complex and involve weighing the pros and cons of each alternative.

Creative Problem-Solving Methods

Creative problem-solving methods involve using non-traditional approaches to generate innovative solutions. These techniques can include mind mapping, lateral thinking, or the use of analogies.

By understanding and using different problem-solving techniques, individuals can approach challenges with a more comprehensive and effective approach. These techniques can be applied in both personal and professional settings, enhancing critical thinking and decision-making skills.

Problem-Solving Examples in Business Settings

In today’s competitive business environment, companies face numerous challenges that require effective problem-solving skills. Successful businesses employ problem-solving strategies that help them overcome obstacles and achieve their goals. Here are some real-life examples of companies that used problem-solving to overcome challenges:

Example 1: Improving Customer Service

A telecommunications company noticed a decline in customer satisfaction ratings. Through surveys and customer feedback, they discovered that customers were frustrated with the company’s long wait times and unresponsive customer service representatives. The company implemented a new customer service training program for their representatives, which included active listening, problem-solving, and conflict resolution skills. As a result, the company’s customer satisfaction ratings improved, and they gained a competitive advantage in the industry.

Example 2: Reducing Production Costs

A manufacturing company was struggling with high production costs due to inefficient processes and materials. The company conducted a thorough analysis of their production line and identified areas where they could cut costs. They implemented new production methods and materials that were more efficient and cost-effective. As a result, the company was able to reduce their production costs, increase their profit margins, and remain competitive in the market.

These examples demonstrate the importance of problem-solving skills in the business world. By identifying challenges, analyzing the root causes, and implementing effective solutions, companies can achieve their goals and remain competitive in their respective industries.

Problem-Solving Strategies in Personal Life

Effective problem-solving skills aren’t just essential in professional settings. They’re equally crucial in personal life too. Whether it’s making a tough decision, dealing with unexpected challenges, or resolving conflicts, problem-solving is critical to achieving desired outcomes. Here are some practical problem-solving strategies to apply in personal situations:

1. Breakdown the problem:

When you encounter a problem, start by breaking it down into smaller parts. This approach will help you identify the root cause and develop a step-by-step plan to address the issue.

2. Evaluate your options:

Once you have a clear understanding of the problem, evaluate your options objectively. Consider the pros and cons of each alternative and analyze their potential outcomes.

3. Seek advice:

Don’t hesitate to ask for advice from those you trust and respect. Getting an outside perspective can help you gain a new insight into the problem at hand.

4. Use creative problem-solving techniques:

Applying creative problem-solving techniques like brainstorming, mind-mapping, and reverse-thinking can help you explore innovative solutions to complex problems. It’s essential to think outside the box.

5. Learn from failures:

Failure is a part of life, and it’s okay to make mistakes. The key is to learn from these experiences and use them as an opportunity to grow and develop your problem-solving skills further.

By applying these practical problem-solving strategies in your everyday life, you’ll develop a strong problem-solving mindset that enables you to tackle any challenge with confidence and ease.

Case Studies: Real-Life Problem-Solving Examples

In this section, we will explore real-life examples of problem-solving in different industries. These case studies showcase effective problem-solving strategies and provide insights into how challenges can be overcome using a structured approach.

Airbnb: Breaking Through Regulatory Barriers

When Airbnb was expanding into cities around the world, it faced regulatory barriers that threatened to derail its growth. In New York City, for example, hosts were required to register with the city and rent their apartments for a minimum of 30 days at a time.

To overcome these barriers, Airbnb worked with city officials to develop a new regulatory framework that allowed hosts to rent their homes for shorter periods of time. The company also implemented a host education program to ensure compliance with local laws.

Through this problem-solving approach, Airbnb was able to break through regulatory barriers and continue its expansion into new markets.

Toyota: Improving Quality Control

Toyota faced a massive recall of millions of vehicles due to safety concerns related to its accelerator pedals. In response, the company implemented a problem-solving strategy known as “5 Whys,” which involves asking why a problem occurred five times to identify the root cause.

Through this process, Toyota discovered that a faulty design led to the accelerator pedal becoming stuck, which led to the recall. The company then implemented a new quality control process to prevent similar issues from occurring in the future.

By using a structured problem-solving methodology, Toyota was able to identify the root cause of the issue and implement an effective solution to prevent future recalls.

Microsoft: Adapting to Changing Markets

Microsoft faced significant challenges in the early 2010s as the market shifted towards mobile devices and away from personal computers. The company responded by shifting its focus to cloud-based services and mobile devices.

To do this, Microsoft implemented a problem-solving strategy known as “design thinking,” which involves empathizing with users and designing products that meet their needs. By focusing on the needs of its customers, Microsoft was able to adapt to the changing market and remain a leading player in the tech industry.

These case studies demonstrate the power of effective problem-solving strategies in real-world scenarios. By utilizing structured problem-solving methodologies and focusing on the needs of their customers, these companies were able to overcome challenges and achieve success.

Developing Problem-Solving Skills through Exercises

Problem-solving is a skill that can be developed and honed through practice. By engaging in specific exercises and activities, individuals can enhance their problem-solving abilities and become more effective in real-life scenarios.

Here are a few exercises and activities that can help individuals develop their problem-solving skills:

One of the most popular problem-solving techniques is brainstorming. This exercise involves generating multiple ideas in a short amount of time, without evaluating the quality of each idea. It can be used to solve both personal and professional problems. To conduct a brainstorming session, gather a group of individuals and pose a problem or challenge. Encourage everyone to share as many ideas as possible towards a potential solution.

Mock Scenarios

Mock scenarios are another effective way to practice problem-solving. This exercise involves creating a hypothetical scenario and asking individuals to solve it. The scenario can be related to personal or professional challenges and should require critical thinking and decision-making skills. By practicing in a risk-free environment, individuals can experiment with different problem-solving techniques and strategies, and evaluate the effectiveness of each approach.

Gamification

Gamification involves using game-like elements to engage individuals and motivate problem-solving efforts. This exercise can be particularly effective for younger individuals or those who prefer a more interactive approach. Gamification can involve using puzzles, quizzes, or other game formats to solve problems. These activities offer a fun and engaging way to develop problem-solving skills.

Remember that while exercises can be helpful, problem-solving is ultimately a skill that is developed through practice and experience in real-life scenarios. Continually seeking opportunities to engage in problem-solving can improve abilities and build confidence in making informed decisions.

Implementing Problem-Solving Methods in Real-Time

Problem-solving is not a one-time event but an ongoing process. It requires adaptability, critical thinking, and decision-making abilities to achieve desired outcomes. Here are some practical methods for implementing problem-solving in real-time situations:

Stay Focused on the Problem

When faced with a problem, it’s essential to stay focused on the issue at hand. Avoid getting sidetracked by unrelated details, emotions, or distractions. Keep a clear understanding of the problem and the desired outcome.

Brainstorm Possible Solutions

Engage in brainstorming sessions to generate possible solutions to the problem. Encourage everyone’s participation and have an open mind to new ideas. Use a whiteboard or sticky notes to collect and organize ideas for evaluation.

Prioritize Possible Solutions

After generating possible solutions, evaluate and prioritize them based on their potential impact, feasibility, and cost. Choose the most appropriate solution based on these factors, and consider the potential risks and drawbacks associated with it.

Monitor and Adjust the Solution

Implement the chosen solution and monitor its progress. Check if it’s being executed as planned and if it’s achieving the desired outcomes. Be open to making adjustments to the solution if necessary and continue to monitor its progress.

Document the Problem-Solving Process

Keep a record of the problem-solving process, including the problem, the chosen solution, the implementation process, and the results achieved. Use this information to evaluate the success of the problem-solving process, identify areas for improvement, and apply what you’ve learned to future challenges.

Implementing problem-solving methods in real-time requires focus, creativity, and persistence. With the right approach and mindset, you can successfully overcome challenges and achieve your desired outcomes.

Strategies for Overcoming Common Problem-Solving Challenges

Problem-solving can be a challenging and complex process, and it’s not uncommon to encounter roadblocks along the way. Here are some strategies for overcoming common problem-solving challenges:

Managing ambiguity

Often, problems can be vague and ill-defined, making it difficult to know exactly what to do. To overcome this challenge, it can be helpful to break down the problem into smaller, more manageable pieces. Identifying the root cause of the issue and defining clear objectives can also help reduce ambiguity and provide direction.

Dealing with complexity

Complex problems can be overwhelming, and it’s easy to get bogged down in the details. To tackle complexity, it’s important to step back and take a broader view of the situation. Looking at all the relevant factors and considering different perspectives can help identify potential solutions.

Approaching problems from different perspectives

It can be easy to get stuck in a rut and approach problems in the same way every time. To overcome this challenge, try approaching problems from different angles. Considering multiple perspectives can help uncover new solutions and shed light on potential blind spots.

Building resilience

Problem-solving can be a tough and sometimes frustrating process. It’s important to develop resilience and the ability to persist in the face of obstacles. Practicing mindfulness techniques, maintaining a positive attitude, and taking breaks when needed can all help build resilience.

Maintaining a positive problem-solving mindset

It can be easy to get discouraged when things don’t go as planned. To maintain a positive problem-solving mindset, focus on the progress made, rather than the setbacks encountered. Celebrating small wins along the way can help keep momentum going and boost motivation.

Frequently Asked Questions (FAQ) about Problem-Solving

In this section, we address some of the commonly asked questions related to problem-solving. These FAQ’s aim to provide guidance and clarify doubts on various aspects of problem-solving methods and techniques.

What are the different problem-solving techniques?

There are several problem-solving techniques that individuals and businesses can apply to resolve any challenges they face. Popular strategies include brainstorming, root cause analysis, decision-making frameworks, and creative problem-solving methods.

How can problem-solving skills be developed?

Problem-solving skills can be honed by practicing exercises and activities designed to enhance critical thinking and decision-making processes. Continuous learning and development are also crucial for building effective problem-solving skills.

What are the essential qualities for effective problem-solving?

Effective problem-solving requires critical thinking, adaptability, decision-making skills, a positive mindset, and the ability to manage ambiguity and complexity. Communication and collaboration skills are also important, as problem-solving often involves working with others.

What are some common challenges encountered during problem-solving processes, and how can they be addressed?

Common challenges during problem-solving include managing ambiguity, dealing with complexity, and approaching problems from different perspectives. To overcome these challenges, it is essential to remain flexible, stay focused on the end goal, and break problems down into smaller, more manageable parts. Taking breaks and seeking feedback from others can also be beneficial.

How can problem-solving methods be effectively applied in real-time situations?

Effective problem-solving in real-time situations requires critical thinking, analytical skills, and decision-making abilities. It is important to remain adaptable and flexible, consider multiple options, and prioritize actions based on their potential impact. Communication and collaboration with others can also aid in effective problem-solving.

What are some additional resources for learning about problem-solving?

There are several additional resources available for further learning about problem-solving. Books, online courses, and workshops can provide valuable insights and practical guidance for developing problem-solving skills. Networking with others in similar fields and seeking mentorship can also be beneficial for problem-solving growth and development.

Share this:

Leave a Reply Cancel reply

Your email address will not be published. Required fields are marked *

Save my name and email in this browser for the next time I comment.

Unbiased Skillshare Reviews: Expert Insights & Analysis

Mastering the Follow Up Email to Interview: Professional Guide

Expert Guide: Impressive Resume Example Summary for Job Seekers

Crafting an Effective Thank You Letter for the Interviewer

Crafting Effective Interview Thank You Letters: A Guide

Unveiling the Best Time of Year to Apply for Jobs

• Skip to main content
• Skip to primary sidebar
• Skip to footer

Additional menu

The 5 steps of the solving problem process

August 17, 2023 by MindManager Blog

Whether you run a business, manage a team, or work in an industry where change is the norm, it may feel like something is always going wrong. Thankfully, becoming proficient in the problem solving process can alleviate a great deal of the stress that business issues can create.

Understanding the right way to solve problems not only takes the guesswork out of how to deal with difficult, unexpected, or complex situations, it can lead to more effective long-term solutions.

In this article, we’ll walk you through the 5 steps of problem solving, and help you explore a few examples of problem solving scenarios where you can see the problem solving process in action before putting it to work.

Understanding the problem solving process

When something isn’t working, it’s important to understand what’s at the root of the problem so you can fix it and prevent it from happening again. That’s why resolving difficult or complex issues works best when you apply proven business problem solving tools and techniques – from soft skills, to software.

The problem solving process typically includes:

• Pinpointing what’s broken by gathering data and consulting with team members.
• Figuring out why it’s not working by mapping out and troubleshooting the problem.
• Deciding on the most effective way to fix it by brainstorming and then implementing a solution.

While skills like active listening, collaboration, and leadership play an important role in problem solving, tools like visual mapping software make it easier to define and share problem solving objectives, play out various solutions, and even put the best fit to work.

Before you can take your first step toward solving a problem, you need to have a clear idea of what the issue is and the outcome you want to achieve by resolving it.

For example, if your company currently manufactures 50 widgets a day, but you’ve started processing orders for 75 widgets a day, you could simply say you have a production deficit.

However, the problem solving process will prove far more valuable if you define the start and end point by clarifying that production is running short by 25 widgets a day, and you need to increase daily production by 50%.

Once you know where you’re at and where you need to end up, these five steps will take you from Point A to Point B:

• Figure out what’s causing the problem . You may need to gather knowledge and evaluate input from different documents, departments, and personnel to isolate the factors that are contributing to your problem. Knowledge visualization software like MindManager can help.
• Come up with a few viable solutions . Since hitting on exactly the right solution – right away – can be tough, brainstorming with your team and mapping out various scenarios is the best way to move forward. If your first strategy doesn’t pan out, you’ll have others on tap you can turn to.
• Choose the best option . Decision-making skills, and software that lets you lay out process relationships, priorities, and criteria, are invaluable for selecting the most promising solution. Whether it’s you or someone higher up making that choice, it should include weighing costs, time commitments, and any implementation hurdles.
• Put your chosen solution to work . Before implementing your fix of choice, you should make key personnel aware of changes that might affect their daily workflow, and set up benchmarks that will make it easy to see if your solution is working.
• Evaluate your outcome . Now comes the moment of truth: did the solution you implemented solve your problem? Do your benchmarks show you achieved the outcome you wanted? If so, congratulations! If not, you’ll need to tweak your solution to meet your problem solving goal.

In practice, you might not hit a home-run with every solution you execute. But the beauty of a repeatable process like problem solving is that you can carry out steps 4 and 5 again by drawing from the brainstorm options you documented during step 2.

Examples of problem solving scenarios

The best way to get a sense of how the problem solving process works before you try it for yourself is to work through some simple scenarios.

Here are three examples of how you can apply business problem solving techniques to common workplace challenges.

Scenario #1: Manufacturing

Building on our original manufacturing example, you determine that your company is consistently short producing 25 widgets a day and needs to increase daily production by 50%.

Since you’d like to gather data and input from both your manufacturing and sales order departments, you schedule a brainstorming session to discover the root cause of the shortage.

After examining four key production areas – machines, materials, methods, and management – you determine the cause of the problem: the material used to manufacture your widgets can only be fed into your equipment once the machinery warms up to a specific temperature for the day.

Your team comes up with three possible solutions.

• Leave your machinery running 24 hours so it’s always at temperature.
• Invest in equipment that heats up faster.
• Find an alternate material for your widgets.

After weighing the expense of the first two solutions, and conducting some online research, you decide that switching to a comparable but less expensive material that can be worked at a lower temperature is your best option.

You implement your plan, monitor your widget quality and output over the following week, and declare your solution a success when daily production increases by 100%.

Scenario #2: Service Delivery

Business training is booming and you’ve had to onboard new staff over the past month. Now you learn that several clients have expressed concern about the quality of your recent training sessions.

After speaking with both clients and staff, you discover there are actually two distinct factors contributing to your quality problem:

• The additional conference room you’ve leased to accommodate your expanding training sessions has terrible acoustics
• The AV equipment you’ve purchased to accommodate your expanding workforce is on back-order – and your new hires have been making do without

You could look for a new conference room or re-schedule upcoming training sessions until after your new equipment arrives. But your team collaboratively determines that the best way to mitigate both issues at once is by temporarily renting the high-quality sound and visual system they need.

Using benchmarks that include several weeks of feedback from session attendees, and random session spot-checks you conduct personally, you conclude the solution has worked.

Scenario #3: Marketing

You’ve invested heavily in product marketing, but still can’t meet your sales goals. Specifically, you missed your revenue target by 30% last year and would like to meet that same target this year.

After collecting and examining reams of information from your sales and accounting departments, you sit down with your marketing team to figure out what’s hindering your success in the marketplace.

Determining that your product isn’t competitively priced, you map out two viable solutions.

• Hire a third-party specialist to conduct a detailed market analysis.
• Drop the price of your product to undercut competitors.

Since you’re in a hurry for results, you decide to immediately reduce the price of your product and market it accordingly.

When revenue figures for the following quarter show sales have declined even further – and marketing surveys show potential customers are doubting the quality of your product – you revert back to your original pricing, revisit your problem solving process, and implement the market analysis solution instead.

With the valuable information you gain, you finally arrive at just the right product price for your target market and sales begin to pick up. Although you miss your revenue target again this year, you meet it by the second quarter of the following year.

Kickstart your collaborative brainstorming sessions and  try MindManager for free today !

Ready to take the next step?

MindManager helps boost collaboration and productivity among remote and hybrid teams to achieve better results, faster.

Why choose MindManager?

MindManager® helps individuals, teams, and enterprises bring greater clarity and structure to plans, projects, and processes. It provides visual productivity tools and mind mapping software to help take you and your organization to where you want to be.

Explore MindManager

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.

Want to subscribe to The McKinsey Podcast ?

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.

Would you like to learn more about our Strategy & Corporate Finance Practice ?

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.

Want better strategies? Become a bulletproof problem solver

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.

Explore a career with us

Related articles.

Strategy to beat the odds

Five routes to more innovative problem solving

• Bipolar Disorder
• Therapy Center
• When To See a Therapist
• Types of Therapy
• Best Online Therapy
• Best Couples Therapy
• Best Family Therapy
• Managing Stress
• Sleep and Dreaming
• Understanding Emotions
• Self-Improvement
• Healthy Relationships
• Student Resources
• Personality Types
• Guided Meditations
• Verywell Mind Insights
• 2023 Verywell Mind 25
• Mental Health in the Classroom
• Editorial Process
• Meet Our Review Board
• Crisis Support

Overview of the Problem-Solving Mental Process

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

Rachel Goldman, PhD FTOS, is a licensed psychologist, clinical assistant professor, speaker, wellness expert specializing in eating behaviors, stress management, and health behavior change.

• Identify the Problem
• Define the Problem
• Form a Strategy
• Organize Information
• Allocate Resources
• Monitor Progress
• Evaluate the Results

Frequently Asked Questions

Problem-solving is a mental process that involves discovering, analyzing, and solving problems. The ultimate goal of problem-solving is to overcome obstacles and find a solution that best resolves the issue.

The best strategy for solving a problem depends largely on the unique situation. In some cases, people are better off learning everything they can about the issue and then using factual knowledge to come up with a solution. In other instances, creativity and insight are the best options.

It is not necessary to follow problem-solving steps sequentially, It is common to skip steps or even go back through steps multiple times until the desired solution is reached.

In order to correctly solve a problem, it is often important to follow a series of steps. Researchers sometimes refer to this as the problem-solving cycle. While this cycle is portrayed sequentially, people rarely follow a rigid series of steps to find a solution.

The following steps include developing strategies and organizing knowledge.

1. Identifying the Problem

While it may seem like an obvious step, identifying the problem is not always as simple as it sounds. In some cases, people might mistakenly identify the wrong source of a problem, which will make attempts to solve it inefficient or even useless.

Some strategies that you might use to figure out the source of a problem include :

• Asking questions about the problem
• Breaking the problem down into smaller pieces
• Looking at the problem from different perspectives
• Conducting research to figure out what relationships exist between different variables

2. Defining the Problem

After the problem has been identified, it is important to fully define the problem so that it can be solved. You can define a problem by operationally defining each aspect of the problem and setting goals for what aspects of the problem you will address

At this point, you should focus on figuring out which aspects of the problems are facts and which are opinions. State the problem clearly and identify the scope of the solution.

3. Forming a Strategy

After the problem has been identified, it is time to start brainstorming potential solutions. This step usually involves generating as many ideas as possible without judging their quality. Once several possibilities have been generated, they can be evaluated and narrowed down.

The next step is to develop a strategy to solve the problem. The approach used will vary depending upon the situation and the individual's unique preferences. Common problem-solving strategies include heuristics and algorithms.

• Heuristics are mental shortcuts that are often based on solutions that have worked in the past. They can work well if the problem is similar to something you have encountered before and are often the best choice if you need a fast solution.
• Algorithms are step-by-step strategies that are guaranteed to produce a correct result. While this approach is great for accuracy, it can also consume time and resources.

Heuristics are often best used when time is of the essence, while algorithms are a better choice when a decision needs to be as accurate as possible.

4. Organizing Information

Before coming up with a solution, you need to first organize the available information. What do you know about the problem? What do you not know? The more information that is available the better prepared you will be to come up with an accurate solution.

When approaching a problem, it is important to make sure that you have all the data you need. Making a decision without adequate information can lead to biased or inaccurate results.

5. Allocating Resources

Of course, we don't always have unlimited money, time, and other resources to solve a problem. Before you begin to solve a problem, you need to determine how high priority it is.

If it is an important problem, it is probably worth allocating more resources to solving it. If, however, it is a fairly unimportant problem, then you do not want to spend too much of your available resources on coming up with a solution.

At this stage, it is important to consider all of the factors that might affect the problem at hand. This includes looking at the available resources, deadlines that need to be met, and any possible risks involved in each solution. After careful evaluation, a decision can be made about which solution to pursue.

6. Monitoring Progress

After selecting a problem-solving strategy, it is time to put the plan into action and see if it works. This step might involve trying out different solutions to see which one is the most effective.

It is also important to monitor the situation after implementing a solution to ensure that the problem has been solved and that no new problems have arisen as a result of the proposed solution.

Effective problem-solvers tend to monitor their progress as they work towards a solution. If they are not making good progress toward reaching their goal, they will reevaluate their approach or look for new strategies .

7. Evaluating the Results

After a solution has been reached, it is important to evaluate the results to determine if it is the best possible solution to the problem. This evaluation might be immediate, such as checking the results of a math problem to ensure the answer is correct, or it can be delayed, such as evaluating the success of a therapy program after several months of treatment.

Once a problem has been solved, it is important to take some time to reflect on the process that was used and evaluate the results. This will help you to improve your problem-solving skills and become more efficient at solving future problems.

A Word From Verywell​

It is important to remember that there are many different problem-solving processes with different steps, and this is just one example. Problem-solving in real-world situations requires a great deal of resourcefulness, flexibility, resilience, and continuous interaction with the environment.

Get Advice From The Verywell Mind Podcast

Hosted by therapist Amy Morin, LCSW, this episode of The Verywell Mind Podcast shares how you can stop dwelling in a negative mindset.

Follow Now : Apple Podcasts / Spotify / Google Podcasts

You can become a better problem solving by:

• Practicing brainstorming and coming up with multiple potential solutions to problems
• Being open-minded and considering all possible options before making a decision
• Breaking down problems into smaller, more manageable pieces
• Asking for help when needed
• Researching different problem-solving techniques and trying out new ones
• Learning from mistakes and using them as opportunities to grow

It's important to communicate openly and honestly with your partner about what's going on. Try to see things from their perspective as well as your own. Work together to find a resolution that works for both of you. Be willing to compromise and accept that there may not be a perfect solution.

Take breaks if things are getting too heated, and come back to the problem when you feel calm and collected. Don't try to fix every problem on your own—consider asking a therapist or counselor for help and insight.

If you've tried everything and there doesn't seem to be a way to fix the problem, you may have to learn to accept it. This can be difficult, but try to focus on the positive aspects of your life and remember that every situation is temporary. Don't dwell on what's going wrong—instead, think about what's going right. Find support by talking to friends or family. Seek professional help if you're having trouble coping.

Davidson JE, Sternberg RJ, editors.  The Psychology of Problem Solving .  Cambridge University Press; 2003. doi:10.1017/CBO9780511615771

Sarathy V. Real world problem-solving .  Front Hum Neurosci . 2018;12:261. Published 2018 Jun 26. doi:10.3389/fnhum.2018.00261

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

• The Art of Effective Problem Solving: A Step-by-Step Guide
• Learn Lean Sigma
• Problem Solving

Whether we realise it or not, problem solving skills are an important part of our daily lives. From resolving a minor annoyance at home to tackling complex business challenges at work, our ability to solve problems has a significant impact on our success and happiness. However, not everyone is naturally gifted at problem-solving, and even those who are can always improve their skills. In this blog post, we will go over the art of effective problem-solving step by step.

You will learn how to define a problem, gather information, assess alternatives, and implement a solution, all while honing your critical thinking and creative problem-solving skills. Whether you’re a seasoned problem solver or just getting started, this guide will arm you with the knowledge and tools you need to face any challenge with confidence. So let’s get started!

Table of Contents

Problem solving methodologies.

Individuals and organisations can use a variety of problem-solving methodologies to address complex challenges. 8D and A3 problem solving techniques are two popular methodologies in the Lean Six Sigma framework.

Methodology of 8D (Eight Discipline) Problem Solving:

The 8D problem solving methodology is a systematic, team-based approach to problem solving. It is a method that guides a team through eight distinct steps to solve a problem in a systematic and comprehensive manner.

The 8D process consists of the following steps:

• Form a team: Assemble a group of people who have the necessary expertise to work on the problem.
• Define the issue: Clearly identify and define the problem, including the root cause and the customer impact.
• Create a temporary containment plan: Put in place a plan to lessen the impact of the problem until a permanent solution can be found.
• Identify the root cause: To identify the underlying causes of the problem, use root cause analysis techniques such as Fishbone diagrams and Pareto charts.
• Create and test long-term corrective actions: Create and test a long-term solution to eliminate the root cause of the problem.
• Implement and validate the permanent solution: Implement and validate the permanent solution’s effectiveness.
• Prevent recurrence: Put in place measures to keep the problem from recurring.
• Recognize and reward the team: Recognize and reward the team for its efforts.

Download the 8D Problem Solving Template

A3 Problem Solving Method:

The A3 problem solving technique is a visual, team-based problem-solving approach that is frequently used in Lean Six Sigma projects. The A3 report is a one-page document that clearly and concisely outlines the problem, root cause analysis, and proposed solution.

The A3 problem-solving procedure consists of the following steps:

• Determine the issue: Define the issue clearly, including its impact on the customer.
• Perform root cause analysis: Identify the underlying causes of the problem using root cause analysis techniques.
• Create and implement a solution: Create and implement a solution that addresses the problem’s root cause.
• Monitor and improve the solution: Keep an eye on the solution’s effectiveness and make any necessary changes.

Subsequently, in the Lean Six Sigma framework, the 8D and A3 problem solving methodologies are two popular approaches to problem solving. Both methodologies provide a structured, team-based problem-solving approach that guides individuals through a comprehensive and systematic process of identifying, analysing, and resolving problems in an effective and efficient manner.

Step 1 – Define the Problem

The definition of the problem is the first step in effective problem solving. This may appear to be a simple task, but it is actually quite difficult. This is because problems are frequently complex and multi-layered, making it easy to confuse symptoms with the underlying cause. To avoid this pitfall, it is critical to thoroughly understand the problem.

To begin, ask yourself some clarifying questions:

• What exactly is the issue?
• What are the problem’s symptoms or consequences?
• Who or what is impacted by the issue?
• When and where does the issue arise?

Answering these questions will assist you in determining the scope of the problem. However, simply describing the problem is not always sufficient; you must also identify the root cause. The root cause is the underlying cause of the problem and is usually the key to resolving it permanently.

Try asking “why” questions to find the root cause:

• What causes the problem?
• Why does it continue?
• Why does it have the effects that it does?

By repeatedly asking “ why ,” you’ll eventually get to the bottom of the problem. This is an important step in the problem-solving process because it ensures that you’re dealing with the root cause rather than just the symptoms.

Once you have a firm grasp on the issue, it is time to divide it into smaller, more manageable chunks. This makes tackling the problem easier and reduces the risk of becoming overwhelmed. For example, if you’re attempting to solve a complex business problem, you might divide it into smaller components like market research, product development, and sales strategies.

To summarise step 1, defining the problem is an important first step in effective problem-solving. You will be able to identify the root cause and break it down into manageable parts if you take the time to thoroughly understand the problem. This will prepare you for the next step in the problem-solving process, which is gathering information and brainstorming ideas.

Step 2 – Gather Information and Brainstorm Ideas

Gathering information and brainstorming ideas is the next step in effective problem solving. This entails researching the problem and relevant information, collaborating with others, and coming up with a variety of potential solutions. This increases your chances of finding the best solution to the problem.

Begin by researching the problem and relevant information. This could include reading articles, conducting surveys, or consulting with experts. The goal is to collect as much information as possible in order to better understand the problem and possible solutions.

Next, work with others to gather a variety of perspectives. Brainstorming with others can be an excellent way to come up with new and creative ideas. Encourage everyone to share their thoughts and ideas when working in a group, and make an effort to actively listen to what others have to say. Be open to new and unconventional ideas and resist the urge to dismiss them too quickly.

Finally, use brainstorming to generate a wide range of potential solutions. This is the place where you can let your imagination run wild. At this stage, don’t worry about the feasibility or practicality of the solutions; instead, focus on generating as many ideas as possible. Write down everything that comes to mind, no matter how ridiculous or unusual it may appear. This can be done individually or in groups.

Once you’ve compiled a list of potential solutions, it’s time to assess them and select the best one. This is the next step in the problem-solving process, which we’ll go over in greater detail in the following section.

Step 3 – Evaluate Options and Choose the Best Solution

Once you’ve compiled a list of potential solutions, it’s time to assess them and select the best one. This is the third step in effective problem solving, and it entails weighing the advantages and disadvantages of each solution, considering their feasibility and practicability, and selecting the solution that is most likely to solve the problem effectively.

To begin, weigh the advantages and disadvantages of each solution. This will assist you in determining the potential outcomes of each solution and deciding which is the best option. For example, a quick and easy solution may not be the most effective in the long run, whereas a more complex and time-consuming solution may be more effective in solving the problem in the long run.

Consider each solution’s feasibility and practicability. Consider the following:

• Can the solution be implemented within the available resources, time, and budget?
• What are the possible barriers to implementing the solution?
• Is the solution feasible in today’s political, economic, and social environment?

You’ll be able to tell which solutions are likely to succeed and which aren’t by assessing their feasibility and practicability.

Finally, choose the solution that is most likely to effectively solve the problem. This solution should be based on the criteria you’ve established, such as the advantages and disadvantages of each solution, their feasibility and practicability, and your overall goals.

It is critical to remember that there is no one-size-fits-all solution to problems. What is effective for one person or situation may not be effective for another. This is why it is critical to consider a wide range of solutions and evaluate each one based on its ability to effectively solve the problem.

Step 4 – Implement and Monitor the Solution

When you’ve decided on the best solution, it’s time to put it into action. The fourth and final step in effective problem solving is to put the solution into action, monitor its progress, and make any necessary adjustments.

To begin, implement the solution. This may entail delegating tasks, developing a strategy, and allocating resources. Ascertain that everyone involved understands their role and responsibilities in the solution’s implementation.

Next, keep an eye on the solution’s progress. This may entail scheduling regular check-ins, tracking metrics, and soliciting feedback from others. You will be able to identify any potential roadblocks and make any necessary adjustments in a timely manner if you monitor the progress of the solution.

Finally, make any necessary modifications to the solution. This could entail changing the solution, altering the plan of action, or delegating different tasks. Be willing to make changes if they will improve the solution or help it solve the problem more effectively.

It’s important to remember that problem solving is an iterative process, and there may be times when you need to start from scratch. This is especially true if the initial solution does not effectively solve the problem. In these situations, it’s critical to be adaptable and flexible and to keep trying new solutions until you find the one that works best.

To summarise, effective problem solving is a critical skill that can assist individuals and organisations in overcoming challenges and achieving their objectives. Effective problem solving consists of four key steps: defining the problem, generating potential solutions, evaluating alternatives and selecting the best solution, and implementing the solution.

You can increase your chances of success in problem solving by following these steps and considering factors such as the pros and cons of each solution, their feasibility and practicability, and making any necessary adjustments. Furthermore, keep in mind that problem solving is an iterative process, and there may be times when you need to go back to the beginning and restart. Maintain your adaptability and try new solutions until you find the one that works best for you.

• Novick, L.R. and Bassok, M., 2005.  Problem Solving . Cambridge University Press.

Daniel Croft

Daniel Croft is a seasoned continuous improvement manager with a Black Belt in Lean Six Sigma. With over 10 years of real-world application experience across diverse sectors, Daniel has a passion for optimizing processes and fostering a culture of efficiency. He's not just a practitioner but also an avid learner, constantly seeking to expand his knowledge. Outside of his professional life, Daniel has a keen Investing, statistics and knowledge-sharing, which led him to create the website learnleansigma.com, a platform dedicated to Lean Six Sigma and process improvement insights.

Free Lean Six Sigma Templates

Improve your Lean Six Sigma projects with our free templates. They're designed to make implementation and management easier, helping you achieve better results.

5S Floor Marking Best Practices

In lean manufacturing, the 5S System is a foundational tool, involving the steps: Sort, Set…

How to Measure the ROI of Continuous Improvement Initiatives

When it comes to business, knowing the value you’re getting for your money is crucial,…

8D Problem-Solving: Common Mistakes to Avoid

In today’s competitive business landscape, effective problem-solving is the cornerstone of organizational success. The 8D…

The Evolution of 8D Problem-Solving: From Basics to Excellence

In a world where efficiency and effectiveness are more than just buzzwords, the need for…

8D: Tools and Techniques

Are you grappling with recurring problems in your organization and searching for a structured way…

How to Select the Right Lean Six Sigma Projects: A Comprehensive Guide

Going on a Lean Six Sigma journey is an invigorating experience filled with opportunities for…

• school Campus Bookshelves
• menu_book Bookshelves
• perm_media Learning Objects
• login Login
• how_to_reg Request Instructor Account
• hub Instructor Commons
• Download Page (PDF)
• Download Full Book (PDF)
• Periodic Table
• Physics Constants
• Scientific Calculator
• Reference & Cite
• Tools expand_more
• Readability

selected template will load here

This action is not available.

1.5: Problem Solving and Estimating

• Last updated
• Save as PDF
• Page ID 34173

• David Lippman
• Pierce College via The OpenTextBookStore

Finally, we will bring together the mathematical tools we’ve reviewed, and use them to approach more complex problems. In many problems, it is tempting to take the given information, plug it into whatever formulas you have handy, and hope that the result is what you were supposed to find. Chances are, this approach has served you well in other math classes.

This approach does not work well with real life problems. Instead, problem solving is best approached by first starting at the end: identifying exactly what you are looking for. From there, you then work backwards, asking “what information and procedures will I need to find this?” Very few interesting questions can be answered in one mathematical step; often times you will need to chain together a solution pathway, a series of steps that will allow you to answer the question.

Problem Solving Process

• Identify the question you’re trying to answer.
• Work backwards, identifying the information you will need and the relationships you will use to answer that question.
• Continue working backwards, creating a solution pathway.
• If you are missing necessary information, look it up or estimate it. If you have unnecessary information, ignore it.
• Solve the problem, following your solution pathway.

In most problems we work, we will be approximating a solution, because we will not have perfect information. We will begin with a few examples where we will be able to approximate the solution using basic knowledge from our lives.

How many times does your heart beat in a year?

This question is asking for the rate of heart beats per year. Since a year is a long time to measure heart beats for, if we knew the rate of heart beats per minute, we could scale that quantity up to a year. So the information we need to answer this question is heart beats per minute. This is something you can easily measure by counting your pulse while watching a clock for a minute.

Suppose you count 80 beats in a minute. To convert this beats per year:

\(\frac{80 \text { beats }}{1 \text { minute }} \cdot \frac{60 \text { minutes }}{1 \text { hour }} \cdot \frac{24 \text { hours }}{1 \text { day }} \cdot \frac{365 \text { days }}{1 \text { year }}=42,048,000\) beats per year

How thick is a single sheet of paper? How much does it weigh?

While you might have a sheet of paper handy, trying to measure it would be tricky. Instead we might imagine a stack of paper, and then scale the thickness and weight to a single sheet. If you’ve ever bought paper for a printer or copier, you probably bought a ream, which contains 500 sheets. We could estimate that a ream of paper is about 2 inches thick and weighs about 5 pounds. Scaling these down,

\(\frac{2 \text { inches }}{\text { ream }} \cdot \frac{1 \text { ream }}{500 \text { pages }}=0.004\) inches per sheet

\(\frac{5 \text { pounds }}{\text { ream }} \cdot \frac{1 \text { ream }}{500 \text { pages }}=0.01\) pounds per sheet, or 0.16 ounces per sheet.

A recipe for zucchini muffins states that it yields 12 muffins, with 250 calories per muffin. You instead decide to make mini-muffins, and the recipe yields 20 muffins. If you eat 4, how many calories will you consume?

There are several possible solution pathways to answer this question. We will explore one.

To answer the question of how many calories 4 mini-muffins will contain, we would want to know the number of calories in each mini-muffin. To find the calories in each mini-muffin, we could first find the total calories for the entire recipe, then divide it by the number of mini-muffins produced. To find the total calories for the recipe, we could multiply the calories per standard muffin by the number per muffin. Notice that this produces a multi-step solution pathway. It is often easier to solve a problem in small steps, rather than trying to find a way to jump directly from the given information to the solution.

We can now execute our plan:

\(12 \text{muffins} $\cdot \frac{250 \text { calories }}{\text { muffin }}=3000$\) calories for the whole recipe

\(\frac{3000 \text { calories }}{20 \text { mini }-\text { muffins }}\) gives 150 calories per mini-muffin

\(4\text{ mini muffins } \cdot \frac{150 \text { calories }}{\text { mini - muffin }}\) totals 600 calories consumed.

You need to replace the boards on your deck. About how much will the materials cost?

There are two approaches we could take to this problem: 1) estimate the number of boards we will need and find the cost per board, or 2) estimate the area of the deck and find the approximate cost per square foot for deck boards. We will take the latter approach.

For this solution pathway, we will be able to answer the question if we know the cost per square foot for decking boards and the square footage of the deck. To find the cost per square foot for decking boards, we could compute the area of a single board, and divide it into the cost for that board. We can compute the square footage of the deck using geometric formulas. So first we need information: the dimensions of the deck, and the cost and dimensions of a single deck board.

Suppose that measuring the deck, it is rectangular, measuring 16 ft by 24 ft, for a total area of \(384 \mathrm{ft}^{2}\).

From a visit to the local home store, you find that an 8 foot by 4 inch cedar deck board costs about $7.50. The area of this board, doing the necessary conversion from inches to feet, is:

\(8 \text { feet } \cdot 4 \text { inches } \cdot \frac{1 \text { foot }}{12 \text { inches }}=2.667 \mathrm{ft}^{2}\). The cost per square foot is then

\(\frac{\$ 7.50}{2.667 \mathrm{ft}^{2}}=\$ 2.8125 \text { per } \mathrm{ft}^{2}\).

This will allow us to estimate the material cost for the whole \(384 \mathrm{ft}^{2}\) deck

\(\$ 384 \mathrm{ft}^{2} \cdot \frac{\$ 2.8125}{\mathrm{ft}^{2}}=\$ 1080\) total cost.

Of course, this cost estimate assumes that there is no waste, which is rarely the case. It is common to add at least 10% to the cost estimate to account for waste.

Is it worth buying a Hyundai Sonata hybrid instead the regular Hyundai Sonata?

To make this decision, we must first decide what our basis for comparison will be. For the purposes of this example, we’ll focus on fuel and purchase costs, but environmental impacts and maintenance costs are other factors a buyer might consider.

It might be interesting to compare the cost of gas to run both cars for a year. To determine this, we will need to know the miles per gallon both cars get, as well as the number of miles we expect to drive in a year. From that information, we can find the number of gallons required from a year. Using the price of gas per gallon, we can find the running cost.

From Hyundai’s website, the 2013 Sonata will get 24 miles per gallon (mpg) in the city, and 35 mpg on the highway. The hybrid will get 35 mpg in the city, and 40 mpg on the highway.

An average driver drives about 12,000 miles a year. Suppose that you expect to drive about 75% of that in the city, so 9,000 city miles a year, and 3,000 highway miles a year.

We can then find the number of gallons each car would require for the year.

\(9000\text{ city miles } \cdot \frac{1 \text { gallon }}{24 \text { city miles }}+3000\text{ hightway miles}. \frac{1 \text { gallon }}{35 \text { highway miles }}=460.7\text{ gallons}\)

\(9000\text{ city miles }\cdot \frac{1 \text { gallon }}{35 \text { city miles }}+3000\text{ hightway miles}. \frac{1 \text { gallon }}{40 \text { highway miles }}=332.1\text{ gallons}\)

If gas in your area averages about $3.50 per gallon, we can use that to find the running cost:

Sonata: \(460.7 \text { gallons } \cdot \frac{\$ 3.50}{\text { gallon }}=\$ 1612.45\)

Hybrid: \(\text { 332.1 gallons } \cdot \frac{\$ 3.50}{\text { gallon }}=\$ 1162.35\)

The hybrid will save $450.10 a year. The gas costs for the hybrid are about \(\frac{\$ 450.10}{\$ 1612.45} = 0.279 = 27.9\%\) lower than the costs for the standard Sonata.

While both the absolute and relative comparisons are useful here, they still make it hard to answer the original question, since “is it worth it” implies there is some tradeoff for the gas savings. Indeed, the hybrid Sonata costs about $25,850, compared to the base model for the regular Sonata, at $20,895.

To better answer the “is it worth it” question, we might explore how long it will take the gas savings to make up for the additional initial cost. The hybrid costs $4965 more. With gas savings of $451.10 a year, it will take about 11 years for the gas savings to make up for the higher initial costs.

We can conclude that if you expect to own the car 11 years, the hybrid is indeed worth it. If you plan to own the car for less than 11 years, it may still be worth it, since the resale value of the hybrid may be higher, or for other non-monetary reasons. This is a case where math can help guide your decision, but it can’t make it for you.

Try it Now 6

If traveling from Seattle, WA to Spokane WA for a three-day conference, does it make more sense to drive or fly?

There is not enough information provided to answer the question, so we will have to make some assumptions, and look up some values.

Assumptions:

a) We own a car. Suppose it gets 24 miles to the gallon. We will only consider gas cost.

b) We will not need to rent a car in Spokane, but will need to get a taxi from the airport to the conference hotel downtown and back.

c) We can get someone to drop us off at the airport, so we don’t need to consider airport parking.

d) We will not consider whether we will lose money by having to take time off work to drive.

Values looked up (your values may be different)

a) Flight cost: \(\$184\)

b) Taxi cost: \(\$25\) each way (estimate, according to hotel website)

c) Driving distance: \(280\) miles each way

d) Gas cost: \(\$3.79\) a gallon

Cost for flying: \(\$184\text{ flight cost }+ \$50\text{ in taxi fares }= \$234\).

Cost for driving: \(560\) miles round trip will require 23.3 gallons of gas, costing \(\$88.31\).

Based on these assumptions, driving is cheaper. However, our assumption that we only include gas cost may not be a good one. Tax law allows you deduct \(\$0.55\) (in 2012) for each mile driven, a value that accounts for gas as well as a portion of the car cost, insurance, maintenance, etc. Based on this number, the cost of driving would be \(\$319\).

• Resume Writing
• Resume Examples
• Cover Letter
• Remote Work
• Famous Resumes
• Try Kickresume

7 Problem Solving Skills That Aren’t Just Buzzwords (+ Resume Example)

• Julia Mlcuchova , 
• Updated April 8, 2024 9 min read

Problem-solving skills are something everybody should include on their resume, yet only a few seem to understand what these skills actually are. If you've always felt that the term "problem-solving skills" is rather vague and wanted to know more, you've come to the right place.

In this article, we're going to explain what problem-solving skills really mean. We'll talk about what makes up good problem-solving skills and give you tips on how to get better at them. You'll also find out how to make your problem-solving abilities look more impressive to those who might want to hire you.

Sounds good, right? Curious to learn more? 

In this article we’ll show you:

• What are problem solving skills;
• Why are they important; 
• Specific problem solving skills examples;
• How to develop your problem solving skills;
• And, how to showcase them on your resume.

Table of Contents

Click on a section to skip

What are problem solving skills?

Why are problem solving skills important, the best 7 problem solving skills examples, how to develop problem solving skills, problem solving skills resume example, key takeaways: problem solving skills.

First of all, they're more than just a buzzword!

Problem-solving skills are a set of specific abilities that allow you to deal with unexpected situations in the workplace, whether it be job related or team related. 

It's a complex process that involves several “sub skills” or “sub steps,” namely:

• Recognizing and identifying the issue at hand.
• Breaking the problem down into smaller parts and analyzing how they relate to one another. 
• Creating potential solutions to the problem, evaluating them and picking the best one.  
• Applying the chosen solution and assessing its outcome. 
• Learning from the whole process to deal with future problems more effectively. 

As you can see, it's not just about solving problems that are right in front of us, but also about predicting potential issues and being prepared to deal with them before they arise.  

Despite what you may believe, problem-solving skills aren't just for managers . 

Think about it this way: Why do employers hire employees in the first place? To solve problems for them!

And, as we all know, problems don't discriminate. In other words, it doesn't matter whether you're just an intern, an entry-level professional, or a seasoned veteran, you'll constantly face some kind of challenges. And the only difference is in how complex they will get.

This is also reflected in the way employers assess suitability of potential job candidates. 

In fact, research shows that the ability to deal with unexpected complications is prioritized by an overwhelming 60% of employers across all industries, making it one of the most compelling skills on your resume.

So, regardless of your job description or your career level, you're always expected to find solutions for problems, either independently or as a part of a team. 

And that's precisely what makes problem-solving skills so invaluable and universal ! 

Wondering how good is your resume?

Find out with our AI Resume Checker! Just upload your resume and see what can be improved.

As we've said before, problem-solving isn't really just one single skill. 

Instead, your ability to handle workplace issues with composure depends on several different “sub-skills”. 

So, which specific skills make an employee desirable even for the most demanding of recruiters? 

In no particular order, you should focus on these 7 skills : 

• Analytical skills
• Research skills
• Critical thinking 
• Decision-making
• Collaboration
• Having a growth mindset

Let's have a look at each of them in greater detail!

#1 Analytical skills

Firstly, to truly understand complex problems, you need to break them down into more manageable parts . Then, you observe them closely and ask yourself: “ Which parts work and which don't,” How do these parts contribute to the problem as a whole,” and "What exactly needs to be fixed?” In other words, you gather data , you study it, and compare it - all to pinpoint the cause of the issue as closely as possible.

#2 Research skills

Another priceless tool is your research skills (sometimes relying on just one source of information isn't enough). Besides, to make a truly informed decision , you'll have to dig a little deeper. Being a good researcher means looking for potential solutions to a problem in a wider context. For example: going through team reports, customer feedback, quarterly sales or current market trends.  

#3 Critical thinking

Every employer wants to hire people who can think critically. Yet, the ability to evaluate situations objectively and from different perspectives , is actually pretty hard to come by. But as long as you stay open-minded, inquisitive, and with a healthy dose of skepticism, you'll be able to assess situations based on facts and evidence more successfully. Plus, critical thinking comes in especially handy when you need to examine your own actions and processes. 

 #4 Creativity

Instead of following the old established processes that don't work anymore, you should feel comfortable thinking outside the box. The thing is, problems have a nasty habit of popping up unexpectedly and rapidly. And sometimes, you have to get creative in order to solve them fast. Especially those that have no precedence. But this requires a blend of intuition, industry knowledge, and quick thinking - a truly rare combination. 

#5 Decision-making

The analysis, research, and brainstorming are done. Now, you need to look at the possible solutions, and make the final decision (informed, of course). And not only that, you also have to stand by it ! Because once the train gets moving, there's no room for second guessing. Also, keep in mind that you need to be prepared to take responsibility for all decisions you make. That's no small feat! 

#6 Collaboration

Not every problem you encounter can be solved by yourself alone. And this is especially true when it comes to complex projects. So, being able to actively listen to your colleagues, take their ideas into account, and being respectful of their opinions enables you to solve problems together. Because every individual can offer a unique perspective and skill set. Yes, democracy is hard, but at the end of the day, it's teamwork that makes the corporate world go round. 

#7 Having a growth mindset

Let's be honest, no one wants their work to be riddled with problems. But facing constant challenges and changes is inevitable. And that can be scary! However, when you're able to see these situations as opportunities to grow instead of issues that hold you back, your problem solving skills reach new heights. And the employers know that too!

Now that we've shown you the value problem-solving skills can add to your resume, let's ask the all-important question: “How can I learn them?”

Well…you can't. At least not in the traditional sense of the word. 

Let us explain: Since problem-solving skills fall under the umbrella of soft skills , they can't be taught through formal education, unlike computer skills for example. There's no university course that you can take and graduate as a professional problem solver. 

But, just like other interpersonal skills, they can be nurtured and refined over time through practice and experience. 

Unfortunately, there's no one-size-fits-all approach, but the following tips can offer you inspiration on how to improve your problem solving skills:

• Cultivate a growth mindset. Remember what we've said before? Your attitude towards obstacles is the first step to unlocking your problem-solving potential. 
• Gain further knowledge in your specialized field. Secondly, it's a good idea to delve a little deeper into your chosen profession. Because the more you read on a subject, the easier it becomes to spot certain patterns and relations.  
• Start with small steps. Don't attack the big questions straight away — you'll only set yourself up for failure. Instead, start with more straightforward tasks and work your way up to more complex problems. 
• Break problems down into more digestible pieces. Complex issues are made up of smaller problems. And those can be further divided into even smaller problems, and so on. Until you're left with only the basics. 
• Don't settle for a single solution. Instead, keep on exploring other possible answers.
• Accept failure as a part of the learning process. Finally, don't let your failures discourage you. After all, you're bound to misstep a couple of times before you find your footing. Just keep on practicing. 

How to improve problem solving skills with online courses

While it’s true that formal education won’t turn you into a master problem solver, you can still hone your skills with courses and certifications offered by online learning platforms :

• Analytical skills. You can sharpen your analytical skills with Data Analytics Basics for Everyone from IBM provided by edX (Free); or Decision Making and Analytical Thinking: Fortune 500 provided by Udemy (＄21,74).
• Creativity. And, to unlock your inner creative mind, you can try Creative Thinking: Techniques and Tools for Success from the Imperial College London provided by Coursera (Free).
• Critical thinking. Try Introduction to Logic and Critical Thinking Specialization from Duke University provided by Coursera (Free); or Logical and Critical Thinking offered by The University of Auckland via FutureLearn.  
• Decision-making. Or, you can learn how to become more confident when it's time to make a decision with Decision-Making Strategies and Executive Decision-Making both offered by LinkedIn Learning (1 month free trial).
• Communication skills . Lastly, to improve your collaborative skills, check out Communicating for Influence and Impact online at University of Cambridge. 

The fact that everybody and their grandmothers put “ problem-solving skills ” on their CVs has turned the phrase into a cliche. 

But there's a way to incorporate these skills into your resume without sounding pretentious and empty. Below, we've prepared a mock-up resume that manages to do just that.

FYI, if you like this design, you can use the template to create your very own resume. Just click the red button and fill in your information (or let the AI do it for you).

Problem solving skills on resume example

This resume was written by our experienced resume writers specifically for this profession.

Why this example works?

• Firstly, the job description itself is neatly organized into bullet points .  
• Instead of simply listing soft skills in a skills section , you can incorporate them into the description of your work experience entry.  
• Also, the language here isn't vague . This resume puts each problem-solving skill into a real-life context by detailing specific situations and obstacles. 
• And, to highlight the impact of each skill on your previous job position, we recommend quantifying your results whenever possible. 
• Finally, starting each bullet point with an action verb (in bold) makes you look more dynamic and proactive.

To sum it all up, problem-solving skills continue gaining popularity among employers and employees alike. And for a good reason!

Because of them, you can overcome any obstacles that stand in the way of your professional life more efficiently and systematically. 

In essence, problem-solving skills refer to the ability to recognize a challenge, identify its root cause, think of possible solutions , and then implement the most effective one. 

Believing that these skills are all the same would be a serious misconception. In reality, this term encompasses a variety of different abilities , including:

In short, understanding, developing, and showcasing these skills, can greatly boost your chances at getting noticed by the hiring managers. So, don't hesitate and start working on your problem-solving skills right now!

Julia has recently joined Kickresume as a career writer. From helping people with their English to get admitted to the uni of their dreams to advising them on how to succeed in the job market. It would seem that her career is on a steadfast trajectory. Julia holds a degree in Anglophone studies from Metropolitan University in Prague, where she also resides. Apart from creative writing and languages, she takes a keen interest in literature and theatre.

Related Posts

How to update resume after maternity leave: a quick guide (+resume example), 100 hottest skills to include on your resume in 2024 (examples by industry), share this article, join our newsletter.

Every month, we’ll send you resume advice, job search tips, career hacks and more in pithy, bite-sized chunks. Sounds good?

• SUGGESTED TOPICS
• The Magazine
• Newsletters
• Managing Yourself
• Managing Teams
• Work-life Balance
• The Big Idea
• Data & Visuals
• Reading Lists
• Case Selections
• HBR Learning
• Topic Feeds
• Account Settings
• Email Preferences

Share Podcast

Do You Understand the Problem You’re Trying to Solve?

To solve tough problems at work, first ask these questions.

• Apple Podcasts
• Google Podcasts

Problem solving skills are invaluable in any job. But all too often, we jump to find solutions to a problem without taking time to really understand the dilemma we face, according to Thomas Wedell-Wedellsborg , an expert in innovation and the author of the book, What’s Your Problem?: To Solve Your Toughest Problems, Change the Problems You Solve .

In this episode, you’ll learn how to reframe tough problems by asking questions that reveal all the factors and assumptions that contribute to the situation. You’ll also learn why searching for just one root cause can be misleading.

Key episode topics include: leadership, decision making and problem solving, power and influence, business management.

HBR On Leadership curates the best case studies and conversations with the world’s top business and management experts, to help you unlock the best in those around you. New episodes every week.

• Listen to the original HBR IdeaCast episode: The Secret to Better Problem Solving (2016)
• Find more episodes of HBR IdeaCast
• Discover 100 years of Harvard Business Review articles, case studies, podcasts, and more at HBR.org .

HANNAH BATES: Welcome to HBR on Leadership , case studies and conversations with the world’s top business and management experts, hand-selected to help you unlock the best in those around you.

Problem solving skills are invaluable in any job. But even the most experienced among us can fall into the trap of solving the wrong problem.

Thomas Wedell-Wedellsborg says that all too often, we jump to find solutions to a problem – without taking time to really understand what we’re facing.

He’s an expert in innovation, and he’s the author of the book, What’s Your Problem?: To Solve Your Toughest Problems, Change the Problems You Solve .

  In this episode, you’ll learn how to reframe tough problems, by asking questions that reveal all the factors and assumptions that contribute to the situation. You’ll also learn why searching for one root cause can be misleading. And you’ll learn how to use experimentation and rapid prototyping as problem-solving tools.

This episode originally aired on HBR IdeaCast in December 2016. Here it is.

SARAH GREEN CARMICHAEL: Welcome to the HBR IdeaCast from Harvard Business Review. I’m Sarah Green Carmichael.

Problem solving is popular. People put it on their resumes. Managers believe they excel at it. Companies count it as a key proficiency. We solve customers’ problems.

The problem is we often solve the wrong problems. Albert Einstein and Peter Drucker alike have discussed the difficulty of effective diagnosis. There are great frameworks for getting teams to attack true problems, but they’re often hard to do daily and on the fly. That’s where our guest comes in.

Thomas Wedell-Wedellsborg is a consultant who helps companies and managers reframe their problems so they can come up with an effective solution faster. He asks the question “Are You Solving The Right Problems?” in the January-February 2017 issue of Harvard Business Review. Thomas, thank you so much for coming on the HBR IdeaCast .

THOMAS WEDELL-WEDELLSBORG: Thanks for inviting me.

SARAH GREEN CARMICHAEL: So, I thought maybe we could start by talking about the problem of talking about problem reframing. What is that exactly?

THOMAS WEDELL-WEDELLSBORG: Basically, when people face a problem, they tend to jump into solution mode to rapidly, and very often that means that they don’t really understand, necessarily, the problem they’re trying to solve. And so, reframing is really a– at heart, it’s a method that helps you avoid that by taking a second to go in and ask two questions, basically saying, first of all, wait. What is the problem we’re trying to solve? And then crucially asking, is there a different way to think about what the problem actually is?

SARAH GREEN CARMICHAEL: So, I feel like so often when this comes up in meetings, you know, someone says that, and maybe they throw out the Einstein quote about you spend an hour of problem solving, you spend 55 minutes to find the problem. And then everyone else in the room kind of gets irritated. So, maybe just give us an example of maybe how this would work in practice in a way that would not, sort of, set people’s teeth on edge, like oh, here Sarah goes again, reframing the whole problem instead of just solving it.

THOMAS WEDELL-WEDELLSBORG: I mean, you’re bringing up something that’s, I think is crucial, which is to create legitimacy for the method. So, one of the reasons why I put out the article is to give people a tool to say actually, this thing is still important, and we need to do it. But I think the really critical thing in order to make this work in a meeting is actually to learn how to do it fast, because if you have the idea that you need to spend 30 minutes in a meeting delving deeply into the problem, I mean, that’s going to be uphill for most problems. So, the critical thing here is really to try to make it a practice you can implement very, very rapidly.

There’s an example that I would suggest memorizing. This is the example that I use to explain very rapidly what it is. And it’s basically, I call it the slow elevator problem. You imagine that you are the owner of an office building, and that your tenants are complaining that the elevator’s slow.

Now, if you take that problem framing for granted, you’re going to start thinking creatively around how do we make the elevator faster. Do we install a new motor? Do we have to buy a new lift somewhere?

The thing is, though, if you ask people who actually work with facilities management, well, they’re going to have a different solution for you, which is put up a mirror next to the elevator. That’s what happens is, of course, that people go oh, I’m busy. I’m busy. I’m– oh, a mirror. Oh, that’s beautiful.

And then they forget time. What’s interesting about that example is that the idea with a mirror is actually a solution to a different problem than the one you first proposed. And so, the whole idea here is once you get good at using reframing, you can quickly identify other aspects of the problem that might be much better to try to solve than the original one you found. It’s not necessarily that the first one is wrong. It’s just that there might be better problems out there to attack that we can, means we can do things much faster, cheaper, or better.

SARAH GREEN CARMICHAEL: So, in that example, I can understand how A, it’s probably expensive to make the elevator faster, so it’s much cheaper just to put up a mirror. And B, maybe the real problem people are actually feeling, even though they’re not articulating it right, is like, I hate waiting for the elevator. But if you let them sort of fix their hair or check their teeth, they’re suddenly distracted and don’t notice.

But if you have, this is sort of a pedestrian example, but say you have a roommate or a spouse who doesn’t clean up the kitchen. Facing that problem and not having your elegant solution already there to highlight the contrast between the perceived problem and the real problem, how would you take a problem like that and attack it using this method so that you can see what some of the other options might be?

THOMAS WEDELL-WEDELLSBORG: Right. So, I mean, let’s say it’s you who have that problem. I would go in and say, first of all, what would you say the problem is? Like, if you were to describe your view of the problem, what would that be?

SARAH GREEN CARMICHAEL: I hate cleaning the kitchen, and I want someone else to clean it up.

THOMAS WEDELL-WEDELLSBORG: OK. So, my first observation, you know, that somebody else might not necessarily be your spouse. So, already there, there’s an inbuilt assumption in your question around oh, it has to be my husband who does the cleaning. So, it might actually be worth, already there to say, is that really the only problem you have? That you hate cleaning the kitchen, and you want to avoid it? Or might there be something around, as well, getting a better relationship in terms of how you solve problems in general or establishing a better way to handle small problems when dealing with your spouse?

SARAH GREEN CARMICHAEL: Or maybe, now that I’m thinking that, maybe the problem is that you just can’t find the stuff in the kitchen when you need to find it.

THOMAS WEDELL-WEDELLSBORG: Right, and so that’s an example of a reframing, that actually why is it a problem that the kitchen is not clean? Is it only because you hate the act of cleaning, or does it actually mean that it just takes you a lot longer and gets a lot messier to actually use the kitchen, which is a different problem. The way you describe this problem now, is there anything that’s missing from that description?

SARAH GREEN CARMICHAEL: That is a really good question.

THOMAS WEDELL-WEDELLSBORG: Other, basically asking other factors that we are not talking about right now, and I say those because people tend to, when given a problem, they tend to delve deeper into the detail. What often is missing is actually an element outside of the initial description of the problem that might be really relevant to what’s going on. Like, why does the kitchen get messy in the first place? Is it something about the way you use it or your cooking habits? Is it because the neighbor’s kids, kind of, use it all the time?

There might, very often, there might be issues that you’re not really thinking about when you first describe the problem that actually has a big effect on it.

SARAH GREEN CARMICHAEL: I think at this point it would be helpful to maybe get another business example, and I’m wondering if you could tell us the story of the dog adoption problem.

THOMAS WEDELL-WEDELLSBORG: Yeah. This is a big problem in the US. If you work in the shelter industry, basically because dogs are so popular, more than 3 million dogs every year enter a shelter, and currently only about half of those actually find a new home and get adopted. And so, this is a problem that has persisted. It’s been, like, a structural problem for decades in this space. In the last three years, where people found new ways to address it.

So a woman called Lori Weise who runs a rescue organization in South LA, and she actually went in and challenged the very idea of what we were trying to do. She said, no, no. The problem we’re trying to solve is not about how to get more people to adopt dogs. It is about keeping the dogs with their first family so they never enter the shelter system in the first place.

In 2013, she started what’s called a Shelter Intervention Program that basically works like this. If a family comes and wants to hand over their dog, these are called owner surrenders. It’s about 30% of all dogs that come into a shelter. All they would do is go up and ask, if you could, would you like to keep your animal? And if they said yes, they would try to fix whatever helped them fix the problem, but that made them turn over this.

And sometimes that might be that they moved into a new building. The landlord required a deposit, and they simply didn’t have the money to put down a deposit. Or the dog might need a $10 rabies shot, but they didn’t know how to get access to a vet.

And so, by instigating that program, just in the first year, she took her, basically the amount of dollars they spent per animal they helped went from something like $85 down to around $60. Just an immediate impact, and her program now is being rolled out, is being supported by the ASPCA, which is one of the big animal welfare stations, and it’s being rolled out to various other places.

And I think what really struck me with that example was this was not dependent on having the internet. This was not, oh, we needed to have everybody mobile before we could come up with this. This, conceivably, we could have done 20 years ago. Only, it only happened when somebody, like in this case Lori, went in and actually rethought what the problem they were trying to solve was in the first place.

SARAH GREEN CARMICHAEL: So, what I also think is so interesting about that example is that when you talk about it, it doesn’t sound like the kind of thing that would have been thought of through other kinds of problem solving methods. There wasn’t necessarily an After Action Review or a 5 Whys exercise or a Six Sigma type intervention. I don’t want to throw those other methods under the bus, but how can you get such powerful results with such a very simple way of thinking about something?

THOMAS WEDELL-WEDELLSBORG: That was something that struck me as well. This, in a way, reframing and the idea of the problem diagnosis is important is something we’ve known for a long, long time. And we’ve actually have built some tools to help out. If you worked with us professionally, you are familiar with, like, Six Sigma, TRIZ, and so on. You mentioned 5 Whys. A root cause analysis is another one that a lot of people are familiar with.

Those are our good tools, and they’re definitely better than nothing. But what I notice when I work with the companies applying those was those tools tend to make you dig deeper into the first understanding of the problem we have. If it’s the elevator example, people start asking, well, is that the cable strength, or is the capacity of the elevator? That they kind of get caught by the details.

That, in a way, is a bad way to work on problems because it really assumes that there’s like a, you can almost hear it, a root cause. That you have to dig down and find the one true problem, and everything else was just symptoms. That’s a bad way to think about problems because problems tend to be multicausal.

There tend to be lots of causes or levers you can potentially press to address a problem. And if you think there’s only one, if that’s the right problem, that’s actually a dangerous way. And so I think that’s why, that this is a method I’ve worked with over the last five years, trying to basically refine how to make people better at this, and the key tends to be this thing about shifting out and saying, is there a totally different way of thinking about the problem versus getting too caught up in the mechanistic details of what happens.

SARAH GREEN CARMICHAEL: What about experimentation? Because that’s another method that’s become really popular with the rise of Lean Startup and lots of other innovation methodologies. Why wouldn’t it have worked to, say, experiment with many different types of fixing the dog adoption problem, and then just pick the one that works the best?

THOMAS WEDELL-WEDELLSBORG: You could say in the dog space, that’s what’s been going on. I mean, there is, in this industry and a lot of, it’s largely volunteer driven. People have experimented, and they found different ways of trying to cope. And that has definitely made the problem better. So, I wouldn’t say that experimentation is bad, quite the contrary. Rapid prototyping, quickly putting something out into the world and learning from it, that’s a fantastic way to learn more and to move forward.

My point is, though, that I feel we’ve come to rely too much on that. There’s like, if you look at the start up space, the wisdom is now just to put something quickly into the market, and then if it doesn’t work, pivot and just do more stuff. What reframing really is, I think of it as the cognitive counterpoint to prototyping. So, this is really a way of seeing very quickly, like not just working on the solution, but also working on our understanding of the problem and trying to see is there a different way to think about that.

If you only stick with experimentation, again, you tend to sometimes stay too much in the same space trying minute variations of something instead of taking a step back and saying, wait a minute. What is this telling us about what the real issue is?

SARAH GREEN CARMICHAEL: So, to go back to something that we touched on earlier, when we were talking about the completely hypothetical example of a spouse who does not clean the kitchen–

THOMAS WEDELL-WEDELLSBORG: Completely, completely hypothetical.

SARAH GREEN CARMICHAEL: Yes. For the record, my husband is a great kitchen cleaner.

You started asking me some questions that I could see immediately were helping me rethink that problem. Is that kind of the key, just having a checklist of questions to ask yourself? How do you really start to put this into practice?

THOMAS WEDELL-WEDELLSBORG: I think there are two steps in that. The first one is just to make yourself better at the method. Yes, you should kind of work with a checklist. In the article, I kind of outlined seven practices that you can use to do this.

But importantly, I would say you have to consider that as, basically, a set of training wheels. I think there’s a big, big danger in getting caught in a checklist. This is something I work with.

My co-author Paddy Miller, it’s one of his insights. That if you start giving people a checklist for things like this, they start following it. And that’s actually a problem, because what you really want them to do is start challenging their thinking.

So the way to handle this is to get some practice using it. Do use the checklist initially, but then try to step away from it and try to see if you can organically make– it’s almost a habit of mind. When you run into a colleague in the hallway and she has a problem and you have five minutes, like, delving in and just starting asking some of those questions and using your intuition to say, wait, how is she talking about this problem? And is there a question or two I can ask her about the problem that can help her rethink it?

SARAH GREEN CARMICHAEL: Well, that is also just a very different approach, because I think in that situation, most of us can’t go 30 seconds without jumping in and offering solutions.

THOMAS WEDELL-WEDELLSBORG: Very true. The drive toward solutions is very strong. And to be clear, I mean, there’s nothing wrong with that if the solutions work. So, many problems are just solved by oh, you know, oh, here’s the way to do that. Great.

But this is really a powerful method for those problems where either it’s something we’ve been banging our heads against tons of times without making progress, or when you need to come up with a really creative solution. When you’re facing a competitor with a much bigger budget, and you know, if you solve the same problem later, you’re not going to win. So, that basic idea of taking that approach to problems can often help you move forward in a different way than just like, oh, I have a solution.

I would say there’s also, there’s some interesting psychological stuff going on, right? Where you may have tried this, but if somebody tries to serve up a solution to a problem I have, I’m often resistant towards them. Kind if like, no, no, no, no, no, no. That solution is not going to work in my world. Whereas if you get them to discuss and analyze what the problem really is, you might actually dig something up.

Let’s go back to the kitchen example. One powerful question is just to say, what’s your own part in creating this problem? It’s very often, like, people, they describe problems as if it’s something that’s inflicted upon them from the external world, and they are innocent bystanders in that.

SARAH GREEN CARMICHAEL: Right, or crazy customers with unreasonable demands.

THOMAS WEDELL-WEDELLSBORG: Exactly, right. I don’t think I’ve ever met an agency or consultancy that didn’t, like, gossip about their customers. Oh, my god, they’re horrible. That, you know, classic thing, why don’t they want to take more risk? Well, risk is bad.

It’s their business that’s on the line, not the consultancy’s, right? So, absolutely, that’s one of the things when you step into a different mindset and kind of, wait. Oh yeah, maybe I actually am part of creating this problem in a sense, as well. That tends to open some new doors for you to move forward, in a way, with stuff that you may have been struggling with for years.

SARAH GREEN CARMICHAEL: So, we’ve surfaced a couple of questions that are useful. I’m curious to know, what are some of the other questions that you find yourself asking in these situations, given that you have made this sort of mental habit that you do? What are the questions that people seem to find really useful?

THOMAS WEDELL-WEDELLSBORG: One easy one is just to ask if there are any positive exceptions to the problem. So, was there day where your kitchen was actually spotlessly clean? And then asking, what was different about that day? Like, what happened there that didn’t happen the other days? That can very often point people towards a factor that they hadn’t considered previously.

SARAH GREEN CARMICHAEL: We got take-out.

THOMAS WEDELL-WEDELLSBORG: S,o that is your solution. Take-out from [INAUDIBLE]. That might have other problems.

Another good question, and this is a little bit more high level. It’s actually more making an observation about labeling how that person thinks about the problem. And what I mean with that is, we have problem categories in our head. So, if I say, let’s say that you describe a problem to me and say, well, we have a really great product and are, it’s much better than our previous product, but people aren’t buying it. I think we need to put more marketing dollars into this.

Now you can go in and say, that’s interesting. This sounds like you’re thinking of this as a communications problem. Is there a different way of thinking about that? Because you can almost tell how, when the second you say communications, there are some ideas about how do you solve a communications problem. Typically with more communication.

And what you might do is go in and suggest, well, have you considered that it might be, say, an incentive problem? Are there incentives on behalf of the purchasing manager at your clients that are obstructing you? Might there be incentive issues with your own sales force that makes them want to sell the old product instead of the new one?

So literally, just identifying what type of problem does this person think about, and is there different potential way of thinking about it? Might it be an emotional problem, a timing problem, an expectations management problem? Thinking about what label of what type of problem that person is kind of thinking as it of.

SARAH GREEN CARMICHAEL: That’s really interesting, too, because I think so many of us get requests for advice that we’re really not qualified to give. So, maybe the next time that happens, instead of muddying my way through, I will just ask some of those questions that we talked about instead.

THOMAS WEDELL-WEDELLSBORG: That sounds like a good idea.

SARAH GREEN CARMICHAEL: So, Thomas, this has really helped me reframe the way I think about a couple of problems in my own life, and I’m just wondering. I know you do this professionally, but is there a problem in your life that thinking this way has helped you solve?

THOMAS WEDELL-WEDELLSBORG: I’ve, of course, I’ve been swallowing my own medicine on this, too, and I think I have, well, maybe two different examples, and in one case somebody else did the reframing for me. But in one case, when I was younger, I often kind of struggled a little bit. I mean, this is my teenage years, kind of hanging out with my parents. I thought they were pretty annoying people. That’s not really fair, because they’re quite wonderful, but that’s what life is when you’re a teenager.

And one of the things that struck me, suddenly, and this was kind of the positive exception was, there was actually an evening where we really had a good time, and there wasn’t a conflict. And the core thing was, I wasn’t just seeing them in their old house where I grew up. It was, actually, we were at a restaurant. And it suddenly struck me that so much of the sometimes, kind of, a little bit, you love them but they’re annoying kind of dynamic, is tied to the place, is tied to the setting you are in.

And of course, if– you know, I live abroad now, if I visit my parents and I stay in my old bedroom, you know, my mother comes in and wants to wake me up in the morning. Stuff like that, right? And it just struck me so, so clearly that it’s– when I change this setting, if I go out and have dinner with them at a different place, that the dynamic, just that dynamic disappears.

SARAH GREEN CARMICHAEL: Well, Thomas, this has been really, really helpful. Thank you for talking with me today.

THOMAS WEDELL-WEDELLSBORG: Thank you, Sarah.  

HANNAH BATES: That was Thomas Wedell-Wedellsborg in conversation with Sarah Green Carmichael on the HBR IdeaCast. He’s an expert in problem solving and innovation, and he’s the author of the book, What’s Your Problem?: To Solve Your Toughest Problems, Change the Problems You Solve .

We’ll be back next Wednesday with another hand-picked conversation about leadership from the Harvard Business Review. If you found this episode helpful, share it with your friends and colleagues, and follow our show on Apple Podcasts, Spotify, or wherever you get your podcasts. While you’re there, be sure to leave us a review.

We’re a production of Harvard Business Review. If you want more podcasts, articles, case studies, books, and videos like this, find it all at HBR dot org.

This episode was produced by Anne Saini, and me, Hannah Bates. Ian Fox is our editor. Music by Coma Media. Special thanks to Maureen Hoch, Adi Ignatius, Karen Player, Ramsey Khabbaz, Nicole Smith, Anne Bartholomew, and you – our listener.

See you next week.

• Subscribe On:

Latest in this series

This article is about leadership.

• Decision making and problem solving
• Power and influence
• Business management

Partner Center

• TPC and eLearning
• Read Watch Interact
• What's NEW at TPC?
• Practice Review Test
• Teacher-Tools
• Subscription Selection
• Seat Calculator
• Ad Free Account
• Edit Profile Settings
• Classes (Version 2)
• Student Progress Edit
• Task Properties
• Export Student Progress
• Task, Activities, and Scores
• Metric Conversions Questions
• Metric System Questions
• Metric Estimation Questions
• Significant Digits Questions
• Proportional Reasoning
• Acceleration
• Distance-Displacement
• Dots and Graphs
• Graph That Motion
• Match That Graph
• Name That Motion
• Motion Diagrams
• Pos'n Time Graphs Numerical
• Pos'n Time Graphs Conceptual
• Up And Down - Questions
• Balanced vs. Unbalanced Forces
• Change of State
• Force and Motion
• Mass and Weight
• Match That Free-Body Diagram
• Net Force (and Acceleration) Ranking Tasks
• Newton's Second Law
• Normal Force Card Sort
• Recognizing Forces
• Air Resistance and Skydiving
• Solve It! with Newton's Second Law
• Which One Doesn't Belong?
• Component Addition Questions
• Head-to-Tail Vector Addition
• Projectile Mathematics
• Trajectory - Angle Launched Projectiles
• Trajectory - Horizontally Launched Projectiles
• Vector Addition
• Vector Direction
• Which One Doesn't Belong? Projectile Motion
• Forces in 2-Dimensions
• Being Impulsive About Momentum
• Explosions - Law Breakers
• Hit and Stick Collisions - Law Breakers
• Case Studies: Impulse and Force
• Impulse-Momentum Change Table
• Keeping Track of Momentum - Hit and Stick
• Keeping Track of Momentum - Hit and Bounce
• What's Up (and Down) with KE and PE?
• Energy Conservation Questions
• Energy Dissipation Questions
• Energy Ranking Tasks
• LOL Charts (a.k.a., Energy Bar Charts)
• Match That Bar Chart
• Words and Charts Questions
• Name That Energy
• Stepping Up with PE and KE Questions
• Case Studies - Circular Motion
• Circular Logic
• Forces and Free-Body Diagrams in Circular Motion
• Gravitational Field Strength
• Universal Gravitation
• Angular Position and Displacement
• Linear and Angular Velocity
• Angular Acceleration
• Rotational Inertia
• Balanced vs. Unbalanced Torques
• Getting a Handle on Torque
• Torque-ing About Rotation
• Properties of Matter
• Fluid Pressure
• Buoyant Force
• Sinking, Floating, and Hanging
• Pascal's Principle
• Flow Velocity
• Bernoulli's Principle
• Balloon Interactions
• Charge and Charging
• Charge Interactions
• Charging by Induction
• Conductors and Insulators
• Coulombs Law
• Electric Field
• Electric Field Intensity
• Polarization
• Case Studies: Electric Power
• Know Your Potential
• Light Bulb Anatomy
• I = ∆V/R Equations as a Guide to Thinking
• Parallel Circuits - ∆V = I•R Calculations
• Resistance Ranking Tasks
• Series Circuits - ∆V = I•R Calculations
• Series vs. Parallel Circuits
• Equivalent Resistance
• Period and Frequency of a Pendulum
• Pendulum Motion: Velocity and Force
• Energy of a Pendulum
• Period and Frequency of a Mass on a Spring
• Horizontal Springs: Velocity and Force
• Vertical Springs: Velocity and Force
• Energy of a Mass on a Spring
• Decibel Scale
• Frequency and Period
• Closed-End Air Columns
• Name That Harmonic: Strings
• Rocking the Boat
• Wave Basics
• Matching Pairs: Wave Characteristics
• Wave Interference
• Waves - Case Studies
• Color Addition and Subtraction
• Color Filters
• If This, Then That: Color Subtraction
• Light Intensity
• Color Pigments
• Converging Lenses
• Curved Mirror Images
• Law of Reflection
• Refraction and Lenses
• Total Internal Reflection
• Who Can See Who?
• Formulas and Atom Counting
• Atomic Models
• Bond Polarity
• Entropy Questions
• Cell Voltage Questions
• Heat of Formation Questions
• Reduction Potential Questions
• Oxidation States Questions
• Measuring the Quantity of Heat
• Hess's Law
• Oxidation-Reduction Questions
• Galvanic Cells Questions
• Thermal Stoichiometry
• Molecular Polarity
• Quantum Mechanics
• Balancing Chemical Equations
• Bronsted-Lowry Model of Acids and Bases
• Classification of Matter
• Collision Model of Reaction Rates
• Density Ranking Tasks
• Dissociation Reactions
• Complete Electron Configurations
• Elemental Measures
• Enthalpy Change Questions
• Equilibrium Concept
• Equilibrium Constant Expression
• Equilibrium Calculations - Questions
• Equilibrium ICE Table
• Ionic Bonding
• Lewis Electron Dot Structures
• Limiting Reactants
• Line Spectra Questions
• Mass Stoichiometry
• Measurement and Numbers
• Metals, Nonmetals, and Metalloids
• Metric Estimations
• Metric System
• Molarity Ranking Tasks
• Mole Conversions
• Name That Element
• Names to Formulas
• Names to Formulas 2
• Nuclear Decay
• Particles, Words, and Formulas
• Periodic Trends
• Precipitation Reactions and Net Ionic Equations
• Pressure Concepts
• Pressure-Temperature Gas Law
• Pressure-Volume Gas Law
• Chemical Reaction Types
• Significant Digits and Measurement
• States Of Matter Exercise
• Stoichiometry Law Breakers
• Stoichiometry - Math Relationships
• Subatomic Particles
• Spontaneity and Driving Forces
• Gibbs Free Energy
• Volume-Temperature Gas Law
• Acid-Base Properties
• Energy and Chemical Reactions
• Chemical and Physical Properties
• Valence Shell Electron Pair Repulsion Theory
• Writing Balanced Chemical Equations
• Mission CG1
• Mission CG10
• Mission CG2
• Mission CG3
• Mission CG4
• Mission CG5
• Mission CG6
• Mission CG7
• Mission CG8
• Mission CG9
• Mission EC1
• Mission EC10
• Mission EC11
• Mission EC12
• Mission EC2
• Mission EC3
• Mission EC4
• Mission EC5
• Mission EC6
• Mission EC7
• Mission EC8
• Mission EC9
• Mission RL1
• Mission RL2
• Mission RL3
• Mission RL4
• Mission RL5
• Mission RL6
• Mission KG7
• Mission RL8
• Mission KG9
• Mission RL10
• Mission RL11
• Mission RM1
• Mission RM2
• Mission RM3
• Mission RM4
• Mission RM5
• Mission RM6
• Mission RM8
• Mission RM10
• Mission LC1
• Mission RM11
• Mission LC2
• Mission LC3
• Mission LC4
• Mission LC5
• Mission LC6
• Mission LC8
• Mission SM1
• Mission SM2
• Mission SM3
• Mission SM4
• Mission SM5
• Mission SM6
• Mission SM8
• Mission SM10
• Mission KG10
• Mission SM11
• Mission KG2
• Mission KG3
• Mission KG4
• Mission KG5
• Mission KG6
• Mission KG8
• Mission KG11
• Mission F2D1
• Mission F2D2
• Mission F2D3
• Mission F2D4
• Mission F2D5
• Mission F2D6
• Mission KC1
• Mission KC2
• Mission KC3
• Mission KC4
• Mission KC5
• Mission KC6
• Mission KC7
• Mission KC8
• Mission AAA
• Mission SM9
• Mission LC7
• Mission LC9
• Mission NL1
• Mission NL2
• Mission NL3
• Mission NL4
• Mission NL5
• Mission NL6
• Mission NL7
• Mission NL8
• Mission NL9
• Mission NL10
• Mission NL11
• Mission NL12
• Mission MC1
• Mission MC10
• Mission MC2
• Mission MC3
• Mission MC4
• Mission MC5
• Mission MC6
• Mission MC7
• Mission MC8
• Mission MC9
• Mission RM7
• Mission RM9
• Mission RL7
• Mission RL9
• Mission SM7
• Mission SE1
• Mission SE10
• Mission SE11
• Mission SE12
• Mission SE2
• Mission SE3
• Mission SE4
• Mission SE5
• Mission SE6
• Mission SE7
• Mission SE8
• Mission SE9
• Mission VP1
• Mission VP10
• Mission VP2
• Mission VP3
• Mission VP4
• Mission VP5
• Mission VP6
• Mission VP7
• Mission VP8
• Mission VP9
• Mission WM1
• Mission WM2
• Mission WM3
• Mission WM4
• Mission WM5
• Mission WM6
• Mission WM7
• Mission WM8
• Mission WE1
• Mission WE10
• Mission WE2
• Mission WE3
• Mission WE4
• Mission WE5
• Mission WE6
• Mission WE7
• Mission WE8
• Mission WE9
• Vector Walk Interactive
• Name That Motion Interactive
• Kinematic Graphing 1 Concept Checker
• Kinematic Graphing 2 Concept Checker
• Graph That Motion Interactive
• Two Stage Rocket Interactive
• Rocket Sled Concept Checker
• Force Concept Checker
• Free-Body Diagrams Concept Checker
• Free-Body Diagrams The Sequel Concept Checker
• Skydiving Concept Checker
• Elevator Ride Concept Checker
• Vector Addition Concept Checker
• Vector Walk in Two Dimensions Interactive
• Name That Vector Interactive
• River Boat Simulator Concept Checker
• Projectile Simulator 2 Concept Checker
• Projectile Simulator 3 Concept Checker
• Hit the Target Interactive
• Turd the Target 1 Interactive
• Turd the Target 2 Interactive
• Balance It Interactive
• Go For The Gold Interactive
• Egg Drop Concept Checker
• Fish Catch Concept Checker
• Exploding Carts Concept Checker
• Collision Carts - Inelastic Collisions Concept Checker
• Its All Uphill Concept Checker
• Stopping Distance Concept Checker
• Chart That Motion Interactive
• Roller Coaster Model Concept Checker
• Uniform Circular Motion Concept Checker
• Horizontal Circle Simulation Concept Checker
• Vertical Circle Simulation Concept Checker
• Race Track Concept Checker
• Gravitational Fields Concept Checker
• Orbital Motion Concept Checker
• Angular Acceleration Concept Checker
• Balance Beam Concept Checker
• Torque Balancer Concept Checker
• Aluminum Can Polarization Concept Checker
• Charging Concept Checker
• Name That Charge Simulation
• Coulomb's Law Concept Checker
• Electric Field Lines Concept Checker
• Put the Charge in the Goal Concept Checker
• Circuit Builder Concept Checker (Series Circuits)
• Circuit Builder Concept Checker (Parallel Circuits)
• Circuit Builder Concept Checker (∆V-I-R)
• Circuit Builder Concept Checker (Voltage Drop)
• Equivalent Resistance Interactive
• Pendulum Motion Simulation Concept Checker
• Mass on a Spring Simulation Concept Checker
• Particle Wave Simulation Concept Checker
• Boundary Behavior Simulation Concept Checker
• Slinky Wave Simulator Concept Checker
• Simple Wave Simulator Concept Checker
• Wave Addition Simulation Concept Checker
• Standing Wave Maker Simulation Concept Checker
• Color Addition Concept Checker
• Painting With CMY Concept Checker
• Stage Lighting Concept Checker
• Filtering Away Concept Checker
• InterferencePatterns Concept Checker
• Young's Experiment Interactive
• Plane Mirror Images Interactive
• Who Can See Who Concept Checker
• Optics Bench (Mirrors) Concept Checker
• Name That Image (Mirrors) Interactive
• Refraction Concept Checker
• Total Internal Reflection Concept Checker
• Optics Bench (Lenses) Concept Checker
• Kinematics Preview
• Velocity Time Graphs Preview
• Moving Cart on an Inclined Plane Preview
• Stopping Distance Preview
• Cart, Bricks, and Bands Preview
• Fan Cart Study Preview
• Friction Preview
• Coffee Filter Lab Preview
• Friction, Speed, and Stopping Distance Preview
• Up and Down Preview
• Projectile Range Preview
• Ballistics Preview
• Juggling Preview
• Marshmallow Launcher Preview
• Air Bag Safety Preview
• Colliding Carts Preview
• Collisions Preview
• Engineering Safer Helmets Preview
• Push the Plow Preview
• Its All Uphill Preview
• Energy on an Incline Preview
• Modeling Roller Coasters Preview
• Hot Wheels Stopping Distance Preview
• Ball Bat Collision Preview
• Energy in Fields Preview
• Weightlessness Training Preview
• Roller Coaster Loops Preview
• Universal Gravitation Preview
• Keplers Laws Preview
• Kepler's Third Law Preview
• Charge Interactions Preview
• Sticky Tape Experiments Preview
• Wire Gauge Preview
• Voltage, Current, and Resistance Preview
• Light Bulb Resistance Preview
• Series and Parallel Circuits Preview
• Thermal Equilibrium Preview
• Linear Expansion Preview
• Heating Curves Preview
• Electricity and Magnetism - Part 1 Preview
• Electricity and Magnetism - Part 2 Preview
• Vibrating Mass on a Spring Preview
• Period of a Pendulum Preview
• Wave Speed Preview
• Slinky-Experiments Preview
• Standing Waves in a Rope Preview
• Sound as a Pressure Wave Preview
• DeciBel Scale Preview
• DeciBels, Phons, and Sones Preview
• Sound of Music Preview
• Shedding Light on Light Bulbs Preview
• Models of Light Preview
• Electromagnetic Radiation Preview
• Electromagnetic Spectrum Preview
• EM Wave Communication Preview
• Digitized Data Preview
• Light Intensity Preview
• Concave Mirrors Preview
• Object Image Relations Preview
• Snells Law Preview
• Reflection vs. Transmission Preview
• Magnification Lab Preview
• Reactivity Preview
• Ions and the Periodic Table Preview
• Periodic Trends Preview
• Intermolecular Forces Preview
• Reaction Rates Preview
• Ammonia Factory Preview
• Stoichiometry Preview
• Gaining Teacher Access
• Tasks and Classes
• Tasks - Classic
• Subscription
• Subscription Locator
• 1-D Kinematics
• Newton's Laws
• Vectors - Motion and Forces in Two Dimensions
• Momentum and Its Conservation
• Work and Energy
• Circular Motion and Satellite Motion
• Thermal Physics
• Static Electricity
• Electric Circuits
• Vibrations and Waves
• Sound Waves and Music
• Light and Color
• Reflection and Mirrors
• About the Physics Interactives
• Task Tracker
• Usage Policy
• Newtons Laws
• Vectors and Projectiles
• Forces in 2D
• Momentum and Collisions
• Circular and Satellite Motion
• Balance and Rotation
• Electromagnetism
• Waves and Sound
• Forces in Two Dimensions
• Work, Energy, and Power
• Circular Motion and Gravitation
• Sound Waves
• 1-Dimensional Kinematics
• Circular, Satellite, and Rotational Motion
• Einstein's Theory of Special Relativity
• Waves, Sound and Light
• QuickTime Movies
• About the Concept Builders
• Pricing For Schools
• Directions for Version 2
• Measurement and Units
• Relationships and Graphs
• Rotation and Balance
• Vibrational Motion
• Reflection and Refraction
• Teacher Accounts
• Task Tracker Directions
• Kinematic Concepts
• Kinematic Graphing
• Wave Motion
• Sound and Music
• About CalcPad
• 1D Kinematics
• Vectors and Forces in 2D
• Simple Harmonic Motion
• Rotational Kinematics
• Rotation and Torque
• Rotational Dynamics
• Electric Fields, Potential, and Capacitance
• Transient RC Circuits
• Light Waves
• Units and Measurement
• Stoichiometry
• Molarity and Solutions
• Thermal Chemistry
• Acids and Bases
• Kinetics and Equilibrium
• Solution Equilibria
• Oxidation-Reduction
• Nuclear Chemistry
• NGSS Alignments
• 1D-Kinematics
• Projectiles
• Circular Motion
• Magnetism and Electromagnetism
• Graphing Practice
• About the ACT
• ACT Preparation
• For Teachers
• Other Resources
• Newton's Laws of Motion
• Work and Energy Packet
• Static Electricity Review
• Solutions Guide
• Solutions Guide Digital Download
• Motion in One Dimension
• Work, Energy and Power
• Frequently Asked Questions
• Purchasing the Download
• Purchasing the CD
• Purchasing the Digital Download
• About the NGSS Corner
• NGSS Search
• Force and Motion DCIs - High School
• Energy DCIs - High School
• Wave Applications DCIs - High School
• Force and Motion PEs - High School
• Energy PEs - High School
• Wave Applications PEs - High School
• Crosscutting Concepts
• The Practices
• Physics Topics
• NGSS Corner: Activity List
• NGSS Corner: Infographics
• About the Toolkits
• Position-Velocity-Acceleration
• Position-Time Graphs
• Velocity-Time Graphs
• Newton's First Law
• Newton's Second Law
• Newton's Third Law
• Terminal Velocity
• Projectile Motion
• Forces in 2 Dimensions
• Impulse and Momentum Change
• Momentum Conservation
• Work-Energy Fundamentals
• Work-Energy Relationship
• Roller Coaster Physics
• Satellite Motion
• Electric Fields
• Circuit Concepts
• Series Circuits
• Parallel Circuits
• Describing-Waves
• Wave Behavior Toolkit
• Standing Wave Patterns
• Resonating Air Columns
• Wave Model of Light
• Plane Mirrors
• Curved Mirrors
• Teacher Guide
• Using Lab Notebooks
• Current Electricity
• Light Waves and Color
• Reflection and Ray Model of Light
• Refraction and Ray Model of Light
• Classes (Legacy Version)
• Teacher Resources
• Subscriptions

• Newton's Laws
• Einstein's Theory of Special Relativity
• About Concept Checkers
• School Pricing
• Newton's Laws of Motion
• Newton's First Law
• Newton's Third Law
• Sample Problems and Solutions
• Kinematic Equations Introduction
• Solving Problems with Kinematic Equations
• Kinematic Equations and Free Fall
• Kinematic Equations and Kinematic Graphs

Check Your Understanding

Answer: d = 1720 m

Answer: a = 8.10 m/s/s

Answers: d = 33.1 m and v f = 25.5 m/s

Answers: a = 11.2 m/s/s and d = 79.8 m

Answer: t = 1.29 s

Answers: a = 243 m/s/s

Answer: a = 0.712 m/s/s

Answer: d = 704 m

Answer: d = 28.6 m

Answer: v i = 7.17 m/s

Answer: v i = 5.03 m/s and hang time = 1.03 s (except for in sports commericals)

Answer: a = 1.62*10 5 m/s/s

Answer: d = 48.0 m

Answer: t = 8.69 s

Answer: a = -1.08*10^6 m/s/s

Answer: d = -57.0 m (57.0 meters deep) 

Answer: v i = 47.6 m/s

Answer: a = 2.86 m/s/s and t = 30. 8 s

Answer: a = 15.8 m/s/s

Answer: v i = 94.4 mi/hr

Solutions to Above Problems

d = (0 m/s)*(32.8 s)+ 0.5*(3.20 m/s 2 )*(32.8 s) 2

Return to Problem 1

110 m = (0 m/s)*(5.21 s)+ 0.5*(a)*(5.21 s) 2

110 m = (13.57 s 2 )*a

a = (110 m)/(13.57 s 2 )

a = 8.10 m/ s 2

Return to Problem 2

d = (0 m/s)*(2.60 s)+ 0.5*(-9.8 m/s 2 )*(2.60 s) 2

d = -33.1 m (- indicates direction)

v f = v i + a*t

v f = 0 + (-9.8 m/s 2 )*(2.60 s)

v f = -25.5 m/s (- indicates direction)

Return to Problem 3

a = (46.1 m/s - 18.5 m/s)/(2.47 s)

a = 11.2 m/s 2

d = v i *t + 0.5*a*t 2

d = (18.5 m/s)*(2.47 s)+ 0.5*(11.2 m/s 2 )*(2.47 s) 2

d = 45.7 m + 34.1 m

(Note: the d can also be calculated using the equation v f 2 = v i 2 + 2*a*d)

Return to Problem 4

-1.40 m = (0 m/s)*(t)+ 0.5*(-1.67 m/s 2 )*(t) 2

-1.40 m = 0+ (-0.835 m/s 2 )*(t) 2

(-1.40 m)/(-0.835 m/s 2 ) = t 2

1.68 s 2 = t 2

Return to Problem 5

a = (444 m/s - 0 m/s)/(1.83 s)

a = 243 m/s 2

d = (0 m/s)*(1.83 s)+ 0.5*(243 m/s 2 )*(1.83 s) 2

d = 0 m + 406 m

Return to Problem 6

(7.10 m/s) 2 = (0 m/s) 2 + 2*(a)*(35.4 m)

50.4 m 2 /s 2 = (0 m/s) 2 + (70.8 m)*a

(50.4 m 2 /s 2 )/(70.8 m) = a

a = 0.712 m/s 2

Return to Problem 7

(65 m/s) 2 = (0 m/s) 2 + 2*(3 m/s 2 )*d

4225 m 2 /s 2 = (0 m/s) 2 + (6 m/s 2 )*d

(4225 m 2 /s 2 )/(6 m/s 2 ) = d

Return to Problem 8

d = (22.4 m/s + 0 m/s)/2 *2.55 s

d = (11.2 m/s)*2.55 s

Return to Problem 9

(0 m/s) 2 = v i 2 + 2*(-9.8 m/s 2 )*(2.62 m)

0 m 2 /s 2 = v i 2 - 51.35 m 2 /s 2

51.35 m 2 /s 2 = v i 2

v i = 7.17 m/s

Return to Problem 10

(0 m/s) 2 = v i 2 + 2*(-9.8 m/s 2 )*(1.29 m)

0 m 2 /s 2 = v i 2 - 25.28 m 2 /s 2

25.28 m 2 /s 2 = v i 2

v i = 5.03 m/s

To find hang time, find the time to the peak and then double it.

0 m/s = 5.03 m/s + (-9.8 m/s 2 )*t up

-5.03 m/s = (-9.8 m/s 2 )*t up

(-5.03 m/s)/(-9.8 m/s 2 ) = t up

t up = 0.513 s

hang time = 1.03 s

Return to Problem 11

(521 m/s) 2 = (0 m/s) 2 + 2*(a)*(0.840 m)

271441 m 2 /s 2 = (0 m/s) 2 + (1.68 m)*a

(271441 m 2 /s 2 )/(1.68 m) = a

a = 1.62*10 5 m /s 2

Return to Problem 12

• (NOTE: the time required to move to the peak of the trajectory is one-half the total hang time - 3.125 s.)

First use:  v f  = v i  + a*t

0 m/s = v i  + (-9.8  m/s 2 )*(3.13 s)

0 m/s = v i  - 30.7 m/s

v i  = 30.7 m/s  (30.674 m/s)

Now use:  v f 2  = v i 2  + 2*a*d

(0 m/s) 2  = (30.7 m/s) 2  + 2*(-9.8  m/s 2 )*(d)

0 m 2 /s 2  = (940 m 2 /s 2 ) + (-19.6  m/s 2 )*d

-940  m 2 /s 2  = (-19.6  m/s 2 )*d

(-940  m 2 /s 2 )/(-19.6  m/s 2 ) = d

Return to Problem 13

-370 m = (0 m/s)*(t)+ 0.5*(-9.8 m/s 2 )*(t) 2

-370 m = 0+ (-4.9 m/s 2 )*(t) 2

(-370 m)/(-4.9 m/s 2 ) = t 2

75.5 s 2 = t 2

Return to Problem 14

(0 m/s) 2 = (367 m/s) 2 + 2*(a)*(0.0621 m)

0 m 2 /s 2 = (134689 m 2 /s 2 ) + (0.1242 m)*a

-134689 m 2 /s 2 = (0.1242 m)*a

(-134689 m 2 /s 2 )/(0.1242 m) = a

a = -1.08*10 6 m /s 2

(The - sign indicates that the bullet slowed down.)

Return to Problem 15

d = (0 m/s)*(3.41 s)+ 0.5*(-9.8 m/s 2 )*(3.41 s) 2

d = 0 m+ 0.5*(-9.8 m/s 2 )*(11.63 s 2 )

d = -57.0 m

(NOTE: the - sign indicates direction)

Return to Problem 16

(0 m/s) 2 = v i 2 + 2*(- 3.90 m/s 2 )*(290 m)

0 m 2 /s 2 = v i 2 - 2262 m 2 /s 2

2262 m 2 /s 2 = v i 2

v i = 47.6 m /s

Return to Problem 17

( 88.3 m/s) 2 = (0 m/s) 2 + 2*(a)*(1365 m)

7797 m 2 /s 2 = (0 m 2 /s 2 ) + (2730 m)*a

7797 m 2 /s 2 = (2730 m)*a

(7797 m 2 /s 2 )/(2730 m) = a

a = 2.86 m/s 2

88.3 m/s = 0 m/s + (2.86 m/s 2 )*t

(88.3 m/s)/(2.86 m/s 2 ) = t

t = 30. 8 s

Return to Problem 18

( 112 m/s) 2 = (0 m/s) 2 + 2*(a)*(398 m)

12544 m 2 /s 2 = 0 m 2 /s 2 + (796 m)*a

12544 m 2 /s 2 = (796 m)*a

(12544 m 2 /s 2 )/(796 m) = a

a = 15.8 m/s 2

Return to Problem 19

v f 2 = v i 2 + 2*a*d

(0 m/s) 2 = v i 2 + 2*(-9.8 m/s 2 )*(91.5 m)

0 m 2 /s 2 = v i 2 - 1793 m 2 /s 2

1793 m 2 /s 2 = v i 2

v i = 42.3 m/s

Now convert from m/s to mi/hr:

v i = 42.3 m/s * (2.23 mi/hr)/(1 m/s)

v i = 94.4 mi/hr

Return to Problem 20

• school Campus Bookshelves
• menu_book Bookshelves
• perm_media Learning Objects
• login Login
• how_to_reg Request Instructor Account
• hub Instructor Commons
• Download Page (PDF)
• Download Full Book (PDF)
• Periodic Table
• Physics Constants
• Scientific Calculator
• Reference & Cite
• Tools expand_more
• Readability

selected template will load here

This action is not available.

6.2: Solving Problems with Newton's Laws (Part 1)

• Last updated
• Save as PDF
• Page ID 94566

Learning Objectives

• Apply problem-solving techniques to solve for quantities in more complex systems of forces
• Use concepts from kinematics to solve problems using Newton’s laws of motion
• Solve more complex equilibrium problems
• Solve more complex acceleration problems
• Apply calculus to more advanced dynamics problems

Success in problem solving is necessary to understand and apply physical principles. We developed a pattern of analyzing and setting up the solutions to problems involving Newton’s laws in Newton’s Laws of Motion ; in this chapter, we continue to discuss these strategies and apply a step-by-step process.

Problem-Solving Strategies

We follow here the basics of problem solving presented earlier in this text, but we emphasize specific strategies that are useful in applying Newton’s laws of motion. Once you identify the physical principles involved in the problem and determine that they include Newton’s laws of motion, you can apply these steps to find a solution. These techniques also reinforce concepts that are useful in many other areas of physics. Many problem-solving strategies are stated outright in the worked examples, so the following techniques should reinforce skills you have already begun to develop.

Problem-Solving Strategy: Applying Newton’s Laws of Motion

• Identify the physical principles involved by listing the givens and the quantities to be calculated.
• Sketch the situation, using arrows to represent all forces.
• Determine the system of interest. The result is a free-body diagram that is essential to solving the problem.
• Apply Newton’s second law to solve the problem. If necessary, apply appropriate kinematic equations from the chapter on motion along a straight line.
• Check the solution to see whether it is reasonable.

Let’s apply this problem-solving strategy to the challenge of lifting a grand piano into a second-story apartment. Once we have determined that Newton’s laws of motion are involved (if the problem involves forces), it is particularly important to draw a careful sketch of the situation. Such a sketch is shown in Figure \(\PageIndex{1a}\). Then, as in Figure \(\PageIndex{1b}\), we can represent all forces with arrows. Whenever sufficient information exists, it is best to label these arrows carefully and make the length and direction of each correspond to the represented force.

Figure \(\PageIndex{1}\): (a) A grand piano is being lifted to a second-story apartment. (b) Arrows are used to represent all forces: \(\vec{T}\) is the tension in the rope above the piano, \(\vec{F}_{T}\) is the force that the piano exerts on the rope, and \(\vec{w}\) is the weight of the piano. All other forces, such as the nudge of a breeze, are assumed to be negligible. (c) Suppose we are given the piano’s mass and asked to find the tension in the rope. We then define the system of interest as shown and draw a free-body diagram. Now \(\vec{F}_{T}\) is no longer shown, because it is not a force acting on the system of interest; rather, \(\vec{F}_{T}\) acts on the outside world. (d) Showing only the arrows, the head-to-tail method of addition is used. It is apparent that if the piano is stationary, \(\vec{T}\) = \(- \vec{w}\).

As with most problems, we next need to identify what needs to be determined and what is known or can be inferred from the problem as stated, that is, make a list of knowns and unknowns. It is particularly crucial to identify the system of interest, since Newton’s second law involves only external forces. We can then determine which forces are external and which are internal, a necessary step to employ Newton’s second law. (See Figure \(\PageIndex{1c}\).) Newton’s third law may be used to identify whether forces are exerted between components of a system (internal) or between the system and something outside (external). As illustrated in Newton’s Laws of Motion , the system of interest depends on the question we need to answer. Only forces are shown in free-body diagrams, not acceleration or velocity. We have drawn several free-body diagrams in previous worked examples. Figure \(\PageIndex{1c}\) shows a free-body diagram for the system of interest. Note that no internal forces are shown in a free-body diagram.

Once a free-body diagram is drawn, we apply Newton’s second law. This is done in Figure \(\PageIndex{1d}\) for a particular situation. In general, once external forces are clearly identified in free-body diagrams, it should be a straightforward task to put them into equation form and solve for the unknown, as done in all previous examples. If the problem is one-dimensional—that is, if all forces are parallel—then the forces can be handled algebraically. If the problem is two-dimensional, then it must be broken down into a pair of one-dimensional problems. We do this by projecting the force vectors onto a set of axes chosen for convenience. As seen in previous examples, the choice of axes can simplify the problem. For example, when an incline is involved, a set of axes with one axis parallel to the incline and one perpendicular to it is most convenient. It is almost always convenient to make one axis parallel to the direction of motion, if this is known. Generally, just write Newton’s second law in components along the different directions. Then, you have the following equations:

\[\sum F_{x} = m a_{x}, \quad \sum F_{y} = m a_{y}\ldotp\]

(If, for example, the system is accelerating horizontally, then you can then set ay = 0.) We need this information to determine unknown forces acting on a system.

As always, we must check the solution. In some cases, it is easy to tell whether the solution is reasonable. For example, it is reasonable to find that friction causes an object to slide down an incline more slowly than when no friction exists. In practice, intuition develops gradually through problem solving; with experience, it becomes progressively easier to judge whether an answer is reasonable. Another way to check a solution is to check the units. If we are solving for force and end up with units of millimeters per second, then we have made a mistake.

There are many interesting applications of Newton’s laws of motion, a few more of which are presented in this section. These serve also to illustrate some further subtleties of physics and to help build problem-solving skills. We look first at problems involving particle equilibrium, which make use of Newton’s first law, and then consider particle acceleration, which involves Newton’s second law.

Particle Equilibrium

Recall that a particle in equilibrium is one for which the external forces are balanced. Static equilibrium involves objects at rest, and dynamic equilibrium involves objects in motion without acceleration, but it is important to remember that these conditions are relative. For example, an object may be at rest when viewed from our frame of reference, but the same object would appear to be in motion when viewed by someone moving at a constant velocity. We now make use of the knowledge attained in Newton’s Laws of Motion , regarding the different types of forces and the use of free-body diagrams, to solve additional problems in particle equilibrium.

Example 6.1: Different Tensions at Different Angles

Consider the traffic light (mass of 15.0 kg) suspended from two wires as shown in Figure \(\PageIndex{2}\). Find the tension in each wire, neglecting the masses of the wires.

Figure \(\PageIndex{2}\): A traffic light is suspended from two wires. (b) Some of the forces involved. (c) Only forces acting on the system are shown here. The free-body diagram for the traffic light is also shown. (d) The forces projected onto vertical (y) and horizontal (x) axes. The horizontal components of the tensions must cancel, and the sum of the vertical components of the tensions must equal the weight of the traffic light. (e) The free-body diagram shows the vertical and horizontal forces acting on the traffic light.

The system of interest is the traffic light, and its free-body diagram is shown in Figure \(\PageIndex{2c}\). The three forces involved are not parallel, and so they must be projected onto a coordinate system. The most convenient coordinate system has one axis vertical and one horizontal, and the vector projections on it are shown in Figure \(\PageIndex{2d}\). There are two unknowns in this problem (T 1 and T 2 ), so two equations are needed to find them. These two equations come from applying Newton’s second law along the vertical and horizontal axes, noting that the net external force is zero along each axis because acceleration is zero.

First consider the horizontal or x-axis:

\[F_{net x} = T_{2x} - T_{1x} = 0 \ldotp\]

Thus, as you might expect,

\[T_{1x} = T_{2x} \ldotp\]

This give us the following relationship:

\[T_{1} \cos 30^{o} = T_{2} \cos 45^{o} \ldotp\]

\[T_{2} = 1.225 T_{1} \ldotp\]

Note that T 1 and T 2 are not equal in this case because the angles on either side are not equal. It is reasonable that T 2 ends up being greater than T 1 because it is exerted more vertically than T 1 .

Now consider the force components along the vertical or y-axis:

\[F_{net y} = T_{1y} + T_{1x} - w = 0 \ldotp\]

This implies

\[T_{1y} + T_{2y} = w \ldotp\]

Substituting the expressions for the vertical components gives

\[T_{1} \sin 30^{o} + T_{2} \sin 45^{o} = w \ldotp\]

There are two unknowns in this equation, but substituting the expression for T 2 in terms of T 1 reduces this to one equation with one unknown:

\[T_{1} (0.500) + (1.225 T_{1})(0.707) = w = mg,\]

which yields

\[1.366 T_{1} = (15.0\; kg)(9.80\; m/s^{2}) \ldotp\]

Solving this last equation gives the magnitude of T 1 to be

\[T_{1} = 108\; N \ldotp\]

Finally, we find the magnitude of T 2 by using the relationship between them, T 2 = 1.225 T 1 , found above. Thus we obtain

\[T_{2} = 132\; N \ldotp\]

Significance

Both tensions would be larger if both wires were more horizontal, and they will be equal if and only if the angles on either side are the same (as they were in the earlier example of a tightrope walker in Newton’s Laws of Motion .

Example 6.2: Drag Force on a Barge

Two tugboats push on a barge at different angles (Figure \(\PageIndex{3}\)). The first tugboat exerts a force of 2.7 x 10 5 N in the x-direction, and the second tugboat exerts a force of 3.6 x 10 5 N in the y-direction. The mass of the barge is 5.0 × 106 kg and its acceleration is observed to be 7.5 x 10 −2 m/s 2 in the direction shown. What is the drag force of the water on the barge resisting the motion? ( Note : Drag force is a frictional force exerted by fluids, such as air or water. The drag force opposes the motion of the object. Since the barge is flat bottomed, we can assume that the drag force is in the direction opposite of motion of the barge.)

Figure \(\PageIndex{3}\): (a) A view from above of two tugboats pushing on a barge. (b) The free-body diagram for the ship contains only forces acting in the plane of the water. It omits the two vertical forces—the weight of the barge and the buoyant force of the water supporting it cancel and are not shown. Note that \(\vec{F}_{app}\) is the total applied force of the tugboats.

The directions and magnitudes of acceleration and the applied forces are given in Figure \(\PageIndex{3a}\). We define the total force of the tugboats on the barge as \(\vec{F}_{app}\) so that

\[\vec{F}_{app} = \vec{F}_{1} + \vec{F}_{2} \ldotp\]

The drag of the water \(\vec{F}_{D}\) is in the direction opposite to the direction of motion of the boat; this force thus works against \(\vec{F}_{app}\), as shown in the free-body diagram in Figure \(\PageIndex{3b}\). The system of interest here is the barge, since the forces on it are given as well as its acceleration. Because the applied forces are perpendicular, the x- and y-axes are in the same direction as \(\vec{F}_{1}\) and \(\vec{F}_{2}\). The problem quickly becomes a one-dimensional problem along the direction of \(\vec{F}_{app}\), since friction is in the direction opposite to \(\vec{F}_{app}\). Our strategy is to find the magnitude and direction of the net applied force \(\vec{F}_{app}\) and then apply Newton’s second law to solve for the drag force \(\vec{F}_{D}\).

Since F x and F y are perpendicular, we can find the magnitude and direction of \(\vec{F}_{app}\) directly. First, the resultant magnitude is given by the Pythagorean theorem:

\[ \vec{F}_{app} = \sqrt{F_{1}^{2} + F_{2}^{2}} = \sqrt{(2.7 \times 10^{5}\; N)^{2} + (3.6 \times 10^{5}\; N)^{2}} = 4.5 \times 10^{5} \; N \ldotp\]

The angle is given by

\[\theta = \tan^{-1} \left(\dfrac{F_{2}}{F_{1}}\right) = \tan^{-1} \left(\dfrac{3.6 \times 10^{5}\; N}{2.7 \times 10^{5}\; N}\right) = 53.1^{o} \ldotp\]

From Newton’s first law, we know this is the same direction as the acceleration. We also know that \(\vec{F}_{D}\) is in the opposite direction of \(\vec{F}_{app}\), since it acts to slow down the acceleration. Therefore, the net external force is in the same direction as \(\vec{F}_{app}\), but its magnitude is slightly less than \(\vec{F}_{app}\). The problem is now one-dimensional. From the free-body diagram, we can see that

\[F_{net} = F_{app} - F_{D} \ldotp\]

However, Newton's second law states that

\[F_{net} = ma \ldotp\]

\[F_{app} - F_{D} = ma \ldotp\]

This can be solved for the magnitude of the drag force of the water F D in terms of known quantities:

\[F_{D} = F_{app} - ma \ldotp\]

Substituting known values gives

\[F_{D} = (4.5 \times 10^{5}\; N) - (5.0 \times 10^{6}\; kg)(7.5 \times 10^{-2}\; m/s^{2}) = 7.5 \times 10^{4}\; N \ldotp\]

The direction of \(\vec{F}_{D}\) has already been determined to be in the direction opposite to \(\vec{F}_{app}\), or at an angle of 53° south of west.

The numbers used in this example are reasonable for a moderately large barge. It is certainly difficult to obtain larger accelerations with tugboats, and small speeds are desirable to avoid running the barge into the docks. Drag is relatively small for a well-designed hull at low speeds, consistent with the answer to this example, where F D is less than 1/600th of the weight of the ship.

In Newton’s Laws of Motion , we discussed the normal force, which is a contact force that acts normal to the surface so that an object does not have an acceleration perpendicular to the surface. The bathroom scale is an excellent example of a normal force acting on a body. It provides a quantitative reading of how much it must push upward to support the weight of an object. But can you predict what you would see on the dial of a bathroom scale if you stood on it during an elevator ride?

Will you see a value greater than your weight when the elevator starts up? What about when the elevator moves upward at a constant speed? Take a guess before reading the next example.

Example 6.3: What does the Bathroom Scale Read in an Elevator?

Figure \(\PageIndex{4}\) shows a 75.0-kg man (weight of about 165 lb.) standing on a bathroom scale in an elevator. Calculate the scale reading: (a) if the elevator accelerates upward at a rate of 1.20 m/s 2 , and (b) if the elevator moves upward at a constant speed of 1 m/s.

Figure \(\PageIndex{4}\): (a) The various forces acting when a person stands on a bathroom scale in an elevator. The arrows are approximately correct for when the elevator is accelerating upward—broken arrows represent forces too large to be drawn to scale. \(\vec{T}\) is the tension in the supporting cable, \(\vec{w}\) is the weight of the person, \(\vec{w}_{s}\) is the weight of the scale, \(\vec{w}_{e}\) is the weight of the elevator, \(\vec{F}_{s}\) is the force of the scale on the person, \(\vec{F}_{p}\) is the force of the person on the scale, \(\vec{F}_{t}\) is the force of the scale on the floor of the elevator, and \(\vec{N}\) is the force of the floor upward on the scale. (b) The free-body diagram shows only the external forces acting on the designated system of interest—the person—and is the diagram we use for the solution of the problem.

If the scale at rest is accurate, its reading equals \(\vec{F}_{p}\), the magnitude of the force the person exerts downward on it. Figure \(\PageIndex{4a}\) shows the numerous forces acting on the elevator, scale, and person. It makes this one-dimensional problem look much more formidable than if the person is chosen to be the system of interest and a free-body diagram is drawn, as in Figure \(\PageIndex{4b}\). Analysis of the free-body diagram using Newton’s laws can produce answers to both Figure \(\PageIndex{4a}\) and (b) of this example, as well as some other questions that might arise. The only forces acting on the person are his weight \(\vec{w}\) and the upward force of the scale \(\vec{F}_{s}\). According to Newton’s third law, \(\vec{F}_{p}\) and \(\vec{F}_{s}\) are equal in magnitude and opposite in direction, so that we need to find F s in order to find what the scale reads. We can do this, as usual, by applying Newton’s second law,

\[\vec{F}_{net} = m \vec{a} \ldotp\]

From the free-body diagram, we see that \(\vec{F}_{net} = \vec{F}_{s} - \vec{w}\), so we have

\[F_{s} - w = ma \ldotp\]

Solving for F s gives us an equation with only one unknown:

\[F_{s} = ma + w,\]

or, because w = mg, simply

\[F_{s} = ma + mg \ldotp\]

No assumptions were made about the acceleration, so this solution should be valid for a variety of accelerations in addition to those in this situation. ( Note : We are considering the case when the elevator is accelerating upward. If the elevator is accelerating downward, Newton’s second law becomes F s − w = −ma.)

• We have a = 1.20 m/s 2 , so that $$F_{s} = (75.0\; kg)(9.80\; m/s^{2}) + (75.0\; kg)(1.20\; m/s^{2})$$yielding $$F_{s} = 825\; N \ldotp$$
• Now, what happens when the elevator reaches a constant upward velocity? Will the scale still read more than his weight? For any constant velocity—up, down, or stationary—acceleration is zero because \(a = \frac{\Delta v}{\Delta t}\) and \(\Delta v = 0\). Thus, $$F_{s} = ma + mg = 0 + mg$$or $$F_{s} = (75.0\; kg)(9.80\; m/s^{2}),$$which gives $$F_{s} = 735\; N \ldotp$$

The scale reading in Figure \(\PageIndex{4a}\) is about 185 lb. What would the scale have read if he were stationary? Since his acceleration would be zero, the force of the scale would be equal to his weight:

\[F_{net} = ma = 0 = F_{s} − w\]

\[F_{s} = w = mg\]

\[F_{s} = (75.0\; kg)(9.80\; m/s^{2}) = 735\; N \ldotp\]

Thus, the scale reading in the elevator is greater than his 735-N (165-lb.) weight. This means that the scale is pushing up on the person with a force greater than his weight, as it must in order to accelerate him upward.

Clearly, the greater the acceleration of the elevator, the greater the scale reading, consistent with what you feel in rapidly accelerating versus slowly accelerating elevators. In Figure \(\PageIndex{4b}\), the scale reading is 735 N, which equals the person’s weight. This is the case whenever the elevator has a constant velocity—moving up, moving down, or stationary.

Exercise 6.1

Now calculate the scale reading when the elevator accelerates downward at a rate of 1.20 m/s 2 .

The solution to the previous example also applies to an elevator accelerating downward, as mentioned. When an elevator accelerates downward, a is negative, and the scale reading is less than the weight of the person. If a constant downward velocity is reached, the scale reading again becomes equal to the person’s weight. If the elevator is in free fall and accelerating downward at g, then the scale reading is zero and the person appears to be weightless.

Example 6.4: Two Attached Blocks

Figure \(\PageIndex{5}\) shows a block of mass m 1 on a frictionless, horizontal surface. It is pulled by a light string that passes over a frictionless and massless pulley. The other end of the string is connected to a block of mass m 2 . Find the acceleration of the blocks and the tension in the string in terms of m 1 , m 2 , and g.

Figure \(\PageIndex{5}\): (a) Block 1 is connected by a light string to block 2. (b) The free-body diagrams of the blocks.

We draw a free-body diagram for each mass separately, as shown in Figure \(\PageIndex{5}\). Then we analyze each one to find the required unknowns. The forces on block 1 are the gravitational force, the contact force of the surface, and the tension in the string. Block 2 is subjected to the gravitational force and the string tension. Newton’s second law applies to each, so we write two vector equations:

For block 1: \(\vec{T} + \vec{w}_{1} + \vec{N} = m_{1} \vec{a}_{1}\)

For block 2: \(\vec{T} + \vec{w}_{2} = m_{2} \vec{a}_{2}\).

Notice that \(\vec{T}\) is the same for both blocks. Since the string and the pulley have negligible mass, and since there is no friction in the pulley, the tension is the same throughout the string. We can now write component equations for each block. All forces are either horizontal or vertical, so we can use the same horizontal/vertical coordinate system for both objects.

The component equations follow from the vector equations above. We see that block 1 has the vertical forces balanced, so we ignore them and write an equation relating the x-components. There are no horizontal forces on block 2, so only the y-equation is written. We obtain these results:

When block 1 moves to the right, block 2 travels an equal distance downward; thus, a 1x = −a 2y . Writing the common acceleration of the blocks as a = a 1x = −a 2y , we now have

\[T = m_{1}a\]

\[T − m_{2}g = −m_{2}a \ldotp\]

From these two equations, we can express a and T in terms of the masses m 1 and m 2 , and g:

\[a = \frac{m_{2}}{m_{1} + m_{2}}g\]

\[T = \frac{m_{1} m_{2}}{m_{1} + m_{2}} g \ldotp\]

Notice that the tension in the string is less than the weight of the block hanging from the end of it. A common error in problems like this is to set T = m 2 g. You can see from the free-body diagram of block 2 that cannot be correct if the block is accelerating.

Check Your Understanding 6.2

Calculate the acceleration of the system, and the tension in the string, when the masses are m 1 = 5.00 kg and m 2 = 3.00 kg.

Example 6.5: Atwood Machine

A classic problem in physics, similar to the one we just solved, is that of the Atwood machine, which consists of a rope running over a pulley, with two objects of different mass attached. It is particularly useful in understanding the connection between force and motion. In Figure \(\PageIndex{6}\), m 1 = 2.00 kg and m 2 = 4.00 kg. Consider the pulley to be frictionless. (a) If m 2 is released, what will its acceleration be? (b) What is the tension in the string?

Figure \(\PageIndex{6}\): An Atwood machine and free-body diagrams for each of the two blocks.

We draw a free-body diagram for each mass separately, as shown in the figure. Then we analyze each diagram to find the required unknowns. This may involve the solution of simultaneous equations. It is also important to note the similarity with the previous example. As block 2 accelerates with acceleration a 2 in the downward direction, block 1 accelerates upward with acceleration a 1 . Thus, a = a 1 = −a 2 .

• We have $$For\; m_{1}, \sum F_{y} = T − m_{1}g = m_{1}a \ldotp \quad For\; m_{2}, \sum F_{y} = T − m_{2}g = −m_{2}a \ldotp$$(The negative sign in front of m 2 a indicates that m 2 accelerates downward; both blocks accelerate at the same rate, but in opposite directions.) Solve the two equations simultaneously (subtract them) and the result is $$(m_{2} - m_{1})g = (m_{1} + m_{2})a \ldotp$$Solving for a: $$a = \frac{m_{2} - m_{1}}{m_{1} + m_{2}}g = \frac{4\; kg - 2\; kg}{4\; kg + 2\; kg} (9.8\; m/s^{2}) = 3.27\; m/s^{2} \ldotp$$
• Observing the first block, we see that $$T − m_{1}g = m_{1}a$$ $$T = m_{1}(g + a) = (2\; kg)(9.8\; m/s^{2} + 3.27\; m/s^{2}) = 26.1\; N \ldotp$$

The result for the acceleration given in the solution can be interpreted as the ratio of the unbalanced force on the system, (m 2 − m 1 )g, to the total mass of the system, m 1 + m 2 . We can also use the Atwood machine to measure local gravitational field strength.

Exercise 6.3

Determine a general formula in terms of m 1 , m 2 and g for calculating the tension in the string for the Atwood machine shown above.

Business Ideas That Solve Problems: 14 Real-Life Examples

By Brett Farmiloe

Problems are the spark for innovative solutions. Here we've gathered the accounts of entrepreneurs who transformed challenges into successful business ventures. Read on to learn why these founders believe in the power of starting businesses to solve common problems.

14 businesses that were founded to solve a problem

1. the adu guide.

Startup story: "My journey began when I came across the widespread issue of limited housing options. Recognizing the need for adaptable living spaces, I established a construction company that specializes in accessory dwelling units (ADUs). I understand the importance of addressing common problems with innovative solutions. The ADU Guide not only offers homeowners expert advice from licensed consultants, but also helps to alleviate the housing crisis."

Takeaway: "Starting a business to address common issues not only promotes personal success, but also benefits communities by providing practical and meaningful solutions."

— Eli Cohen , The ADU Guide

2. Runtofly

Startup story: " After finishing my studies a few years back, I decided to reward myself with a trip somewhere. I didn’t know exactly where to go, and I was ready to fly anywhere (well…almost!), only if the price was really good. I was literally ready to depart 'now'! I thought it was exactly the idea of a 'last-minute flight' that many people talk about. But unfortunately (or actually, fortunately!), I found out that most flights departing in the next hours or days were very expensive, even when many seats were still available. I realized that cheap last-minute flights were only a myth and that there was a problem of untapped supply and unaddressed demand.

"Instead of accepting things as they were, I made up my mind to work on this problem and make last-minute flights real. It took a few years of blood, sweat, and tears, but finally, I was able to see my vision come to reality in 2024 when Runtofly.co.uk went live."

Takeaway: "People should always start businesses to solve a problem that others have. And the most successful businesses are the ones where the founder experienced the problem themselves firsthand. Too many entrepreneurs start a company just for the sake of starting a company without starting from a problem. Instead, they end up with a 'solution in search of a problem,' instead of the other way around."

— Federico Grimaccia , Runtofly

3. True Friends Moving Company

Startup story: " My entrepreneurial journey began with a rather simple observation—while living in a close-knit community, I noticed a recurring issue many faced: the lack of professional moving services. Can you imagine the stress of moving without reliable help? The distress calls for movers were on the rise, and although several informal services existed, none could instill the confidence and care one would expect during such a stressful time.

"I started small—just me and one truck. But, as we helped families move homes, our reputation grew. Fast-forward to today, and we're not just a moving company; we've become a trusted partner in new beginnings. Solving a common problem isn't just about spotting it; it's about being passionate about providing a solution that people will trust and remember.

Takeaway: "Why should others start businesses to solve common problems? Here's a compelling reason: genuine market demand. When you alleviate a pain point that many face, you immediately tap into an ecosystem where every satisfied client can become a vocal advocate. Growth rooted in solving real-world problems tends to be organic, sustained, and deeply rewarding.

"In my case, as I performed each move, I refined my service and built relationships that turned customers into effective brand ambassadors. My business grew beyond a single truck through the most powerful marketing tool—word-of-mouth referrals.

"When you solve a common problem, you do more than start a business; you build a community cornerstone that supports and grows with its people. Entrepreneurs should be encouraged to look into their own communities and identify needs because, more often than not, serving your community leads to real impact and sustainable success."

— Chris Knowles , True Friends Moving Company

4. InBound Blogging

Startup story: "Initially, when I started my business, I wanted to provide go-to solutions for people who wanted to monetize their blogs. Many small creators and businesses struggle to build websites that generate an income. Recognizing this gap, I started InBound Blogging to provide tailored solutions and help bloggers make a living from their content. My agency has since grown, has grown, and we've pivoted to offering comprehensive SEO services, specifically for B2B SaaS companies."

Takeaway: "Building a business around the concept of problem-solving works because, essentially, you've already got a target audience. If there is a market need for the solutions you're providing, people will seek you out for your expertise to help them out. What you have to do is create something of value so you can build a successful and sustainable company. It gives you space to carve out a niche of your own, and over time, you can do what I did and branch out and offer services in other areas."

— Nikola Baldikov , InBound Blogging

5. SellCoursesOnline

Startup story: "During my years in the digital marketing agency space, I saw firsthand many business owners struggling with the tech side of things. Sure, there's the internet, but it's also filled with a lot of fluffy advice, contradictory information, and even misinformation. It became apparent to me that navigating the tech side of growing an online business presence isn't an easy and straightforward task for everyone. It's a problem in the market that needed a solution, and so I provided one.

"This is how our agency was born. It is essentially a one-stop resource for entrepreneurs and creators to find the support, technical guidance, and the right tools they need to build their e-learning platforms and online courses."

Takeaway: "Simple and common problems like this often get overlooked, but there are actually big opportunities for observant business people who are smart enough to provide a solution."

— Baidhurya Mani , SellCoursesOnline

6. Pool Care Arizona LLC

Startup story: "My foray into entrepreneurship commenced when I encountered obstacles in locating dependable and effective pool maintenance services for my personal residence. Motivated by the dearth of alternatives that satisfied my criteria, I perceived this as a chance to address a market void and offer superior pool services to individuals encountering comparable predicaments."

Takeaway: "Entrepreneurs can address unfulfilled demands, generate value for customers, and make a positive impact on their communities by establishing companies that resolve prevalent issues. Entrepreneurs can create enterprises that not only prosper but also have a significant social and economic impact by recognizing areas of dissatisfaction and presenting novel remedies. This collective experience highlights the criticality of entrepreneurship as a catalyst for advancement and a solution to societal issues."

— Jacob Mendrin , Pool Care Arizona LLC

7. humble help

Startup story: "Starting a business isn't just about making money—it's about finding solutions to real problems. My journey began during the tough times of 2020 when I saw so many small businesses struggling to survive. That's when Humble Help Studio came to life, with a mission to offer support and relief to these important local players."

Takeaway: "Being an entrepreneur means looking at problems as chances to make something better. I was inspired by the hardships these businesses were going through, and it made me realize how important it is to care deeply about the issues you're trying to solve. The best reason to start a business is wanting to make a difference, especially for problems that affect the people and places you love. This mindset turns obstacles into opportunities for making things better, sparking innovation and having a positive impact.

"Simply put, entrepreneurs have this special ability to fix what's broken, using their ideas, hard work, and passion. This doesn't just lead to successful businesses; it helps build a stronger, kinder community."

— Vick Antonyan , humble help

Startup story: "I started Chadix because I was fed up with how complex and time-consuming most SEO tools were. As an online marketer trying to grow sites for myself and clients, I wasted tons of hours on manual content creation, optimizations, keyword research, etc. The lightbulb moment was realizing these SEO processes could be automated using AI, freeing up my time for strategy and scaling.

"So, I built a company to simplify and optimize SEO—with AI automatically handling content production, insights, optimizations, and more. I didn't have a waitlist of thousands at first. Leveraging my personal brand on Facebook, I created the Chadix Facebook Group to build an audience interested in my idea. Within months, I organically grew the group to 850 members.

"To validate Chadix's potential, I invited engaged group members to become Alpha testers. Nearly 80 people signed up and provided invaluable feedback on the software prototyping and UI. The tiny churn rate showed I struck a nerve by addressing the universal pain points around SEO complexity that most marketers and businesses face."

Takeaway: "I believe solving real problems people encounter is the best way to build an impactful business. If your solution alleviates frustrations, saves money, or saves time for customers, you inherently create tremendous value. Chadix was born out of my personal annoyance with SEO tools—then validated by other marketers feeling the same pain. Addressing universal problems with creative solutions is every entrepreneur's path to success."

— Danny Veiga , Chadix

9. My Millennial Guide

Startup story: "When I graduated from college, I was excited to start my career and life as an independent adult. However, I soon found myself weighed down by over $30,000 in student loan debt. No matter how hard I worked at my finance job, I felt like I was drowning in interest payments and getting nowhere.

"I realized so many other millennials were trapped in this same cycle of debt. I knew there had to be a way to break free. So, I started educating myself on personal finance, cutting unnecessary expenses, developing side hustles, and putting every extra penny toward paying down the principal. Through determination and sacrifice, I managed to be completely debt-free in just one year.

"That experience showed me how empowering it is to solve a critical personal problem through resourcefulness and grit. I started My Millennial Guide to help other young people trapped by debt or financial struggles. By sharing what I learned, I hoped to give them the knowledge and inspiration to take control of their own situation."

Takeaway: "Starting a business to address a common problem you've personally faced allows you to intimately understand customer needs. Your own journey also gives you credibility and passion to persevere. I think if you see an unmet need out there, you have both an opportunity and a responsibility to find a solution. Turn your big idea into tangible help for those still struggling. Allow your purpose-driven business to improve lives while also achieving your dreams."

— Brian Meiggs , My Millennial Guide

10. Perfect Locks

Startup story: "During my childhood in India, I faced a lot of bullying and a lot of pressure from society about hair and beauty norms. This personal experience gave me the idea for Perfect Locks. I'd seen firsthand how these issues can impact people, and I wanted to create a company that provides hair extensions and gives people the tools they need to look and feel their best."

Takeaway: "My business was started out of a passion to solve a common issue, creating solutions that boost self-confidence and empower people to express themselves. Running a business to solve everyday issues is important because it enables entrepreneurs to make a positive difference in the world while meeting a need in the marketplace.

"By recognizing and solving problems that most people face, entrepreneurs can develop innovative solutions that make a difference in people's lives and in the world. In addition, running a business focused on solving common issues can be extremely rewarding both personally and professionally. It allows you to combine enthusiasm with purpose, motivating you to overcome challenges and reach your goals.

"Entrepreneurship allows people to do good, build value, and build a legacy by solving common problems and issues facing society. It’s not just about making money; it’s about making a difference and leaving a better world."

— Priyanka Swamy , Perfect Locks

11. Life Architekture

Startup story: "As a life coach, my journey began when I noticed a common problem: many people feel lost, without direction or clarity about their personal and professional lives. Motivated by a desire to help others find their path, I started my life-coaching business. My goal is to provide guidance, support, and strategies to help my clients uncover their passions and find meaning in their lives."

Takeaway: "I believe that starting a business is more than just filling a market gap; it's about making a real difference in people's lives. For me, the decision to become a life coach was driven by the impact I knew I could make. As entrepreneurs, we have the opportunity to transform personal insights and experiences into solutions that can benefit others. By addressing common challenges, we create positive change and empower people to have the support they need to thrive and succeed."

— Bayu Prihandito , Life Architekture

12. Yarooms

Startup story: "Yarooms got started nearly a dozen years ago when I got so sick of not knowing whether a conference room was open at my corporate programming job and decided to stick a tablet to a wall to let people mark it on a calendar. The need to solve this one annoying problem has allowed me to see other small issues that make working in the office, at home, or in a hybrid setting less efficient and enjoyable, and has led me to understand the small fixes we can do to develop solutions."

Takeaway: "It sounds silly, but if you can't find an available solution to your problem or annoyance, fix it yourself. I guarantee if it bothers you, it bothers many other people too."

— Dragos Badea , Yarooms

13. Davis Business Law

Startup story: "I started Davis Business Law to solve three problems: how law firms treat clients, how attorneys get treated in firms, and how attorneys treat the firm’s staff.

"The two things clients really hate about law firms are getting the 'mushroom treatment,' which is getting fed BS while being kept in the dark, and 'blank check syndrome,' where the client feels like they are handing over a blank check for the firm to choose the amount. We deal with these issues through a disciplined case finance where we let our clients know what work is coming down the pike and have them prepay for it if they want us to proceed. Alternatively, it gives them a chance to talk to their attorney and then decide. It takes a lot of work, but counterintuitively, it has led to a massive increase in client satisfaction.

"Law firms also tend to treat associates very poorly with excessive billing demands. Nine hours per day is not out of the ordinary. This is largely a symptom of bad financial management. We run very efficiently and routinely match the salaries of these firms at our six-hour-per-day expectation. This leads to happy lawyers with work-life balance. The kicker is they turn out better legal work because they are not stressed.

"The staff at a lot of law firms suffer from professional arrogance and disrespect from the lawyers. This is not ubiquitous, but it is common. Our hiring process focuses on weeding out attorneys with these attitudes and reinforcing our culture of respect."

Takeaway: "Dealing head-on with these three problems is the foundation of our rapid growth. There is an old saying, 'If you build a better mousetrap, the world will beat a path to your door.' That is the essence of starting a new business. You find a problem and create a solution. In our line of work, we were lucky enough to have three problems and diligent enough to develop three fixes. Implementing them is our recipe for success."

— Matthew Davis , Davis Business Law

Startup story: "As a consultant in the industrial sector, I often worked with businesses looking to diversify. The trouble was that women, LGBTQ, and BIPOC workers had been marginalized so deeply, they weren't even on the radar of most recruiting firms. It was an obvious gap in the market—I knew qualified but neglected workers were out there; they just needed to connect with the market. So, I launched Bemana, a female-majority recruiting firm specializing in the industrial and equipment sector. It wasn't about politics; it was about seeing a gap in the profession I wanted to rectify."

Takeaway: "The response was more than I expected. Not only did a variety of candidates feel comfortable working with me, but clients also began to think of me as someone progressing the sector. That forward-thinking identity helped me stand out from the crowd."

— Linn Atiyeh , Bemana

About the Author

Post by: Brett Farmiloe

Brett Farmiloe is the founder and CEO of Featured, a platform where business leaders can answer questions related to their expertise and get published in articles featuring their insights.

Company: Featured

Website: www.featured.com

Connect with me on LinkedIn .