Problem-Solving Skills Start Here!

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Problems are only opportunities in work clothes. Henry Kaiser (American industrialist)
Problem solving is a key skill, and it's one that can make a huge difference to your career.
At work, problems are at the center of what many people do every day.
You're either solving a problem for a client (internal or external), supporting those who are solving problems, or
discovering new problems to solve.
The problems you face can be large or small, simple or complex, and easy or difficult to solve.
Regardless of the nature of the problems, a fundamental part of every manager's role is finding ways to solve them.
So, being a confident problem solver is really important to your success.
Much of that confidence comes from having a good process to use when approaching a problem. With one, you can
solve problems quickly and effectively. Without one, your solutions may be ineffective, or you'll get stuck and do
nothing, with sometimes painful consequences.
There are four basic steps in problem solving:
1.

Defining the problem.

2.

Generating alternatives.

3.

Evaluating and selecting alternatives.

4.

Implementing solutions.

Steps 2 to 4 of this process are covered in depth in other areas of Mind Tools. For these, see our sections
on Creativity for step 2 (generating alternatives); Decision Making for step 3 (evaluating and selecting
alternatives); and Project Managementfor step 4 (implementing solutions).
The articles in this "Problem Solving" section of Mind Tools therefore focus on helping you make a success of the first
of these steps defining the problem. A very significant part of this involves making sense of the complex situation in
which the problem occurs, so that you can pinpoint exactly what the problem is. Many of the tools in this section help
you do just that. We look at these, and then review some useful, well-established problem-solving frameworks.

Defining the Problem

The key to a good problem definition is ensuring that you deal with the real problem not its symptoms. For example,
if performance in your department is substandard, you might think the problem is with the individuals submitting work.
However, if you look a bit deeper, the real problem might be a lack of training, or an unreasonable workload.
Tools like 5 Whys , Appreciation and Root Cause Analysis help you ask the right questions, and work
through the layers of a problem to uncover what's really going on.
At this stage, it's also important to ensure that you look at the issue from a variety of perspectives. If you commit
yourself too early, you can end up with a problem statement that's really a solution instead. For example, consider
this problem statement: "We have to find a way of disciplining of people who do substandard work." This doesn't
allow you the opportunity of discovering the real reasons for under-performance. The CATWOE checklist provides

a powerful reminder to look at many elements that may contribute to the problem, and to expand your thinking around
it.

Understanding Complexity
When your problem is simple, the solution is usually obvious, and you don't need to follow the four steps we outlined
earlier. So it follows that when you're taking this more formal approach, your problem is likely to be complex and
difficult to understand, because there's a web of interrelated issues.
The good news is that there are numerous tools you can use to make sense of this tangled mess! Many of these help
you create a clear visual representation of the situation, so that you can better understand what's going on.
Affinity Diagrams are great for organizing many different pieces of information into common themes, and for
discovering relationships between these.
Another popular tool is the Cause-and-Effect Diagram . To generate viable solutions, you must have a solid
understanding of what's causing the problem. Using our example of substandard work, Cause-and-Effect diagrams
would highlight that a lack of training could contribute to the problem, and they could also highlight possible causes
such as work overload and problems with technology.
When your problem occurs within a business process, creating a Flow Chart ,Swim Lane Diagram or
a Systems Diagram will help you see how various activities and inputs fit together. This will often help you
identify a missing element orbottleneck that's causing your problem.
Quite often, what may seem to be a single problem turns out to be a whole series of problems. Going back to our
example, substandard work could be caused by insufficient skills, but excessive workloads could also be contributing,
as could excessively short lead times and poor motivation. The Drill Down technique will help you split your
problem into smaller parts, each of which can then be solved appropriately.

Problem-Solving Processes
The four-step approach to problem solving that we mentioned at the beginning of this article will serve you well in
many situations. However, for a more comprehensive process, you can use Simplex, Appreciative Inquiry or Soft
Systems Methodology (SSM). These provide detailed steps that you can use to solve a problem effectively.
Simplex involves an eight-stage process: problem finding, fact finding, defining the problem, idea finding, selecting
and evaluating, planning, selling the idea, and acting. These steps build upon the basic process described earlier,
and they create a cycle of problem finding and solving that will continually improve your organization.
Appreciative Inquiry takes a uniquely positive approach by helping you solve problems by examining what's
working well in the areas surrounding them.
Soft Systems Methodology is designed to help you understand complex problems so that you can start the
process of problem solving. It uses four stages to help you uncover more details about what's creating the problem,
and then define actions that will improve the situation.
Using these tools and others on our Problem Solving menu will help you improve your approach to solving the
problems that your team and your organization face. You'll be more successful at solving problems and, because of
this, more successful at what you do. What's more, you'll begin to build a reputation as someone who can handle
tough situations, in a wise and positive way.

How Good is Your Problem Solving?

Use a systematic approach.

iStockphoto/RBFried

Good problem solving skills are fundamentally important if you're going to be successful in your career.
But problems are something that we don't particularly like.
They're time-consuming.
They muscle their way into already packed schedules.
They force us to think about an uncertain future.
And they never seem to go away!
That's why, when faced with problems, most of us try to eliminate them as quickly as possible. But have you ever
chosen the easiest or most obvious solution and then realized that you have entirely missed a much better
solution? Or have you found yourself fixing just the symptoms of a problem, only for the situation to get much worse?
To be an effective problem-solver, you need to be systematic and logical in your approach. This quiz helps you
assess your current approach to problem solving. By improving this, you'll make better overall decisions. And as you
increase your confidence with solving problems, you'll be less likely to rush to the first solution which may not
necessarily be the best one.
Once you've completed the quiz, we'll direct you to tools and resources that can help you make the most of your
problem-solving skills.

How Good Are You at Solving Problems?

Instructions:
For each statement, click the button in the column that best describes you. Please answer questions as you actually
are (rather than how you think you should be), and don't worry if some questions seem to score in the 'wrong
direction'. When you are finished, please click the 'Calculate My Total' button at the bottom of the test.

16 Statements to
Answer

Once I choose a solution, I

develop an implementation
plan with the sequence of
events necessary for
completion.

After a solution has been

implemented, I immediately
look for ways to improve the
idea and avoid future problems.

Not
Some
Rarely
Often
at All
times

Very
Often

16 Statements to
Answer
3

To avoid asking the wrong

question, I take care to define
each problem carefully before
trying to solve it.

I strive to look at problems

from different perspectives and
generate multiple solutions.

I try to address the political

issues and other consequences
of the change Im proposing so
that others will understand and
support my solution.

I evaluate potential solutions

carefully and thoroughly
against a predefined standard.

I systematically search for

issues that may become
problems in the future.

When I decide on a solution, I

make it happen no matter
what opposition I may face.

I find that small problems often

become much bigger in scope,
and thus very difficult to solve.

10 I ask myself lots of different

questions about the nature of

the problem.

11 After my solution is

implemented, I relax and focus

again on my regular duties.

12 I focus on keeping current

operations running smoothly

and hope that problems dont
appear.

13 I evaluate potential solutions as

I think of them.

Not
Some
Rarely
Often
at All
times

Very
Often

16 Statements to
Answer

Not
Some
Rarely
Often
at All
times

Very
Often

14 When I need to find a solution

to a problem, I usually have all

of the information I need to
solve it.

15 When evaluating solutions, I

take time to think about how I

should choose between
options.

16 Making a decision is the end of

my problem-solving process.

Total = 0

Score Interpretation
Scor
e

Comment

1636

You probably tend to view problems as negatives, instead of

seeing them as opportunities to make exciting and necessary
change. Your approach to problem solving is more intuitive than
systematic, and this may have led to some poor experiences in
the past. With more practice, and by following a more
structured approach, you'll be able to develop this important
skill and start solving problems more effectively right away.
(Read below to start.)

3758

Your approach to problem solving is a little "hit-and-miss."

Sometimes your solutions work really well, and other times
they don't. You understand what you should do, and you
recognize that having a structured problem-solving process is
important. However, you don't always follow that process. By
working on your consistency and committing to the process,
you'll see significant improvements. (Readbelow to start.)

Scor
e

5980

Comment

You are a confident problem solver. You take time to understand

the problem, understand the criteria for a good decision, and
generate some good options. Because you approach problems
systematically, you cover the essentials each time and your
decisions are well though out, well planned, and well executed.
You can continue to perfect your problem-solving skills and use
them for continuous improvement initiatives within your
organization. Skim through the sections where you lost points
below, and sharpen your skills still further! (Read below to
start.)

Answering these questions should have helped you recognize the key steps associated with effective problem
solving.
This quiz is based on Min Basadur's Simplex problem-solving model. This eight-step process follows the circular
pattern shown below, within which current problems are solved and new problems are identified on an ongoing basis.
Figure 1 The Simplex Process

Below, we outline the tools and strategies you can use for each stage of the problem-solving process. Enjoy exploring
these stages!

Step 1: Find the Problem

(Questions 7, 12)

Some problems are very obvious, however others are not so easily identified. As part of an effective problem-solving
process, you need to look actively for problems even when things seem to be running fine. Proactive problem
solving helps you avoid emergencies and allows you to be calm and in control when issues arise.
These techniques can help you do this:

PEST Analysis helps you pick up changes to your environment that you should be paying
attention to. Make sure too that you're watching changes in customer needs and market
dynamics, and that you're monitoring trends that are relevant to your industry.
Risk Analysis helps you identify significant business risks.
Failure Modes and Effects Analysis helps you identify possible points of failure in your
business process, so that you can fix these before problems arise.
After Action Reviews help you scan recent performance to identify things that can be
done better in the future.
Where you have several problems to solve, our articles on Prioritization and Pareto
Analysis help you think about which ones you should focus on first.

Step 2: Find the Facts

(Questions 10, 14)

After identifying a potential problem, you need information. What factors contribute to the problem? Who is involved
with it? What solutions have been tried before? What do others think about the problem?
If you move forward to find a solution too quickly, you risk relying on imperfect information that's based on
assumptions and limited perspectives, so make sure that you research the problem thoroughly.

Step 3: Define the Problem

(Questions 3, 9)

Now that you understand the problem, define it clearly and completely. Writing a clear problem definition forces you to
establish specific boundaries for the problem. This keeps the scope from growing too large, and it helps you stay
focused on the main issues.
A great tool to use at this stage is CATWOE . With this process, you analyze potential problems by looking at them
from six perspectives, those of its Customers; Actors (people within the organization); the Transformation, or business
process; the World-view, or top-down view of what's going on; the Owner; and the wider organizational Environment.
By looking at a situation from these perspectives, you can open your mind and come to a much sharper and more
comprehensive definition of the problem.
Cause and Effect Analysis is another good tool to use here, as it helps you think about the many different
factors that can contribute to a problem. This helps you separate the symptoms of a problem from its fundamental
causes.

Step 4: Find Ideas

(Questions 4, 13)

With a clear problem definition, start generating ideas for a solution. The key here is to be flexible in the way you
approach a problem. You want to be able to see it from as many perspectives as possible. Looking for patterns or
common elements in different parts of the problem can sometimes help. You can also use metaphors and
analogies to help analyze the problem, discover similarities to other issues, and think of solutions based on those
similarities.
Traditional brainstorming and reverse brainstorming are very useful here. By taking the time to generate
a range of creative solutions to the problem, you'll significantly increase the likelihood that you'll find the best possible
solution, not just a semi-adequate one. Where appropriate, involve people with different viewpoints to expand the
volume of ideas generated.
Tip:
Don't evaluate your ideas until step 5. If you do, this will limit your creativity at too early a stage.

Step 5: Select and Evaluate

(Questions 6, 15)

After finding ideas, you'll have many options that must be evaluated. It's tempting at this stage to charge in and start
discarding ideas immediately. However, if you do this without first determining the criteria for a good solution, you risk
rejecting an alternative that has real potential.
Decide what elements are needed for a realistic and practical solution, and think about the criteria you'll use to
choose between potential solutions.
Paired Comparison Analysis , Decision Matrix Analysis and Risk Analysis are useful techniques
here, as are many of the specialist resources available within our Decision-Making section. Enjoy exploring
these!

Step 6: Plan
(Questions 1, 16)

You might think that choosing a solution is the end of a problem-solving process. In fact, it's simply the start of the
next phase in problem solving: implementation. This involves lots of planning and preparation. If you haven't already
developed a full Risk Analysis in the evaluation phase, do so now. It's important to know what to be prepared for
as you begin to roll out your proposed solution.
The type of planning that you need to do depends on the size of the implementation project that you need to set up.
For small projects, all you'll often need are Action Plans that outline who will do what, when, and how. Larger
projects need more sophisticated approaches you'll find out more about these in the Mind ToolsProject
Management section. And for projects that affect many other people, you'll need to think about Change
Management as well.

Here, it can be useful to conduct an Impact Analysis to help you identify potential resistance as well as alert you
to problems you may not have anticipated. Force Field Analysis will also help you uncover the various
pressures for and against your proposed solution. Once you've done the detailed planning, it can also be useful at
this stage to make a final Go/No-Go Decision , making sure that it's actually worth going ahead with the selected
option.

Step 7: Sell the Idea

(Questions 5, 8)

As part of the planning process, you must convince other stakeholders that your solution is the best one. You'll likely
meet with resistance, so before you try to sell your idea, make sure you've considered all the consequences.
As you begin communicating your plan, listen to what people say, and make changes as necessary. The better the
overall solution meets everyone's needs, the greater its positive impact will be! For more tips on selling your idea,
read our article on Creating a Value Proposition and use our Sell Your Idea Bite-Sized Training session.

Step 8: Act
(Questions 2, 11)

Finally, once you've convinced your key stakeholders that your proposed solution is worth running with, you can move
on to the implementation stage. This is the exciting and rewarding part of problem solving, which makes the whole
process seem worthwhile.
This action stage is an end, but it's also a beginning: once you've completed your implementation, it's time to move
into the next cycle of problem solving by returning to the scanning stage. By doing this, you'll continue improving your
organization as you move into the future.

Key Points
Problem solving is an exceptionally important workplace skill.
Being a competent and confident problem solver will create many opportunities for you. By using a
well-developed model like Simplex for solving problems, you can approach the process systematically,
and be comfortable that the decisions you make are solid.
Given the unpredictable nature of problems, it's very reassuring to know that, by following a structured
plan, you've done everything you can to resolve the problem to the best of your ability.