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Problem-Solving Strategies and Obstacles

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

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

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

What Is Problem-Solving?

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

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

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

The problem-solving process involves:

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

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

Problem-Solving Mental Processes

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

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

Problem-Solving Strategies

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

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

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

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

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

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

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

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

Trial and Error

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

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

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

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

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

How to Apply Problem-Solving Strategies in Real Life

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

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

Obstacles to Problem-Solving

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

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

How to Improve Your Problem-Solving Skills

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

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

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

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

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

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

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5 Effective Problem-Solving Strategies

Got a problem you’re trying to solve? Strategies like trial and error, gut instincts, and “working backward” can help. We look at some examples and how to use them.

We all face problems daily. Some are simple, like deciding what to eat for dinner. Others are more complex, like resolving a conflict with a loved one or figuring out how to overcome barriers to your goals.

No matter what problem you’re facing, these five problem-solving strategies can help you develop an effective solution.

What are problem-solving strategies?

To effectively solve a problem, you need a problem-solving strategy .

If you’ve had to make a hard decision before then you know that simply ruminating on the problem isn’t likely to get you anywhere. You need an effective strategy — or a plan of action — to find a solution.

In general, effective problem-solving strategies include the following steps:

• Define the problem.
• Come up with alternative solutions.
• Decide on a solution.
• Implement the solution.

Problem-solving strategies don’t guarantee a solution, but they do help guide you through the process of finding a resolution.

Using problem-solving strategies also has other benefits . For example, having a strategy you can turn to can help you overcome anxiety and distress when you’re first faced with a problem or difficult decision.

The key is to find a problem-solving strategy that works for your specific situation, as well as your personality. One strategy may work well for one type of problem but not another. In addition, some people may prefer certain strategies over others; for example, creative people may prefer to depend on their insights than use algorithms.

It’s important to be equipped with several problem-solving strategies so you use the one that’s most effective for your current situation.

1. Trial and error

One of the most common problem-solving strategies is trial and error. In other words, you try different solutions until you find one that works.

For example, say the problem is that your Wi-Fi isn’t working. You might try different things until it starts working again, like restarting your modem or your devices until you find or resolve the problem. When one solution isn’t successful, you try another until you find what works.

Trial and error can also work for interpersonal problems . For example, if your child always stays up past their bedtime, you might try different solutions — a visual clock to remind them of the time, a reward system, or gentle punishments — to find a solution that works.

2. Heuristics

Sometimes, it’s more effective to solve a problem based on a formula than to try different solutions blindly.

Heuristics are problem-solving strategies or frameworks people use to quickly find an approximate solution. It may not be the optimal solution, but it’s faster than finding the perfect resolution, and it’s “good enough.”

Algorithms or equations are examples of heuristics.

An algorithm is a step-by-step problem-solving strategy based on a formula guaranteed to give you positive results. For example, you might use an algorithm to determine how much food is needed to feed people at a large party.

However, many life problems have no formulaic solution; for example, you may not be able to come up with an algorithm to solve the problem of making amends with your spouse after a fight.

3. Gut instincts (insight problem-solving)

While algorithm-based problem-solving is formulaic, insight problem-solving is the opposite.

When we use insight as a problem-solving strategy we depend on our “gut instincts” or what we know and feel about a situation to come up with a solution. People might describe insight-based solutions to problems as an “aha moment.”

For example, you might face the problem of whether or not to stay in a relationship. The solution to this problem may come as a sudden insight that you need to leave. In insight problem-solving, the cognitive processes that help you solve a problem happen outside your conscious awareness.

4. Working backward

Working backward is a problem-solving approach often taught to help students solve problems in mathematics. However, it’s useful for real-world problems as well.

Working backward is when you start with the solution and “work backward” to figure out how you got to the solution. For example, if you know you need to be at a party by 8 p.m., you might work backward to problem-solve when you must leave the house, when you need to start getting ready, and so on.

5. Means-end analysis

Means-end analysis is a problem-solving strategy that, to put it simply, helps you get from “point A” to “point B” by examining and coming up with solutions to obstacles.

When using means-end analysis you define the current state or situation (where you are now) and the intended goal. Then, you come up with solutions to get from where you are now to where you need to be.

For example, a student might be faced with the problem of how to successfully get through finals season . They haven’t started studying, but their end goal is to pass all of their finals. Using means-end analysis, the student can examine the obstacles that stand between their current state and their end goal (passing their finals).

They could see, for example, that one obstacle is that they get distracted from studying by their friends. They could devise a solution to this obstacle by putting their phone on “do not disturb” mode while studying.

Let’s recap

Whether they’re simple or complex, we’re faced with problems every day. To successfully solve these problems we need an effective strategy. There are many different problem-solving strategies to choose from.

Although problem-solving strategies don’t guarantee a solution, they can help you feel less anxious about problems and make it more likely that you come up with an answer.

Last medically reviewed on November 1, 2022

8 sources collapsed

• Chu Y, et al. (2011). Human performance on insight problem-solving: A review. https://docs.lib.purdue.edu/cgi/viewcontent.cgi?article=1094&context=jps
• Dumper K, et al. (n.d.) Chapter 7.3: Problem-solving in introductory psychology. https://opentext.wsu.edu/psych105/chapter/7-4-problem-solving/
• Foulds LR. (2017). The heuristic problem-solving approach. https://www.tandfonline.com/doi/abs/10.1057/jors.1983.205
• Gick ML. (1986). Problem-solving strategies. https://www.tandfonline.com/doi/abs/10.1080/00461520.1986.9653026
• Montgomery ME. (2015). Problem solving using means-end analysis. https://sites.psu.edu/psych256sp15/2015/04/19/problem-solving-using-means-end-analysis/
• Posamentier A, et al. (2015). Problem-solving strategies in mathematics. Chapter 3: Working backwards. https://www.worldscientific.com/doi/10.1142/9789814651646_0003
• Sarathy V. (2018). Real world problem-solving. https://www.frontiersin.org/articles/10.3389/fnhum.2018.00261/full
• Woods D. (2000). An evidence-based strategy for problem solving. https://www.researchgate.net/publication/245332888_An_Evidence-Based_Strategy_for_Problem_Solving

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7.3 Problem-Solving

Learning objectives.

By the end of this section, you will be able to:

• Describe problem solving strategies
• Define algorithm and heuristic
• Explain some common roadblocks to effective problem solving

   People face problems every day—usually, multiple problems throughout the day. Sometimes these problems are straightforward: To double a recipe for pizza dough, for example, all that is required is that each ingredient in the recipe be doubled. Sometimes, however, the problems we encounter are more complex. For example, say you have a work deadline, and you must mail a printed copy of a report to your supervisor by the end of the business day. The report is time-sensitive and must be sent overnight. You finished the report last night, but your printer will not work today. What should you do? First, you need to identify the problem and then apply a strategy for solving the problem.

The study of human and animal problem solving processes has provided much insight toward the understanding of our conscious experience and led to advancements in computer science and artificial intelligence. Essentially much of cognitive science today represents studies of how we consciously and unconsciously make decisions and solve problems. For instance, when encountered with a large amount of information, how do we go about making decisions about the most efficient way of sorting and analyzing all the information in order to find what you are looking for as in visual search paradigms in cognitive psychology. Or in a situation where a piece of machinery is not working properly, how do we go about organizing how to address the issue and understand what the cause of the problem might be. How do we sort the procedures that will be needed and focus attention on what is important in order to solve problems efficiently. Within this section we will discuss some of these issues and examine processes related to human, animal and computer problem solving.

PROBLEM-SOLVING STRATEGIES

   When people are presented with a problem—whether it is a complex mathematical problem or a broken printer, how do you solve it? Before finding a solution to the problem, the problem must first be clearly identified. After that, one of many problem solving strategies can be applied, hopefully resulting in a solution.

Problems themselves can be classified into two different categories known as ill-defined and well-defined problems (Schacter, 2009). Ill-defined problems represent issues that do not have clear goals, solution paths, or expected solutions whereas well-defined problems have specific goals, clearly defined solutions, and clear expected solutions. Problem solving often incorporates pragmatics (logical reasoning) and semantics (interpretation of meanings behind the problem), and also in many cases require abstract thinking and creativity in order to find novel solutions. Within psychology, problem solving refers to a motivational drive for reading a definite “goal” from a present situation or condition that is either not moving toward that goal, is distant from it, or requires more complex logical analysis for finding a missing description of conditions or steps toward that goal. Processes relating to problem solving include problem finding also known as problem analysis, problem shaping where the organization of the problem occurs, generating alternative strategies, implementation of attempted solutions, and verification of the selected solution. Various methods of studying problem solving exist within the field of psychology including introspection, behavior analysis and behaviorism, simulation, computer modeling, and experimentation.

A problem-solving strategy is a plan of action used to find a solution. Different strategies have different action plans associated with them (table below). For example, a well-known strategy is trial and error. The old adage, “If at first you don’t succeed, try, try again” describes trial and error. In terms of your broken printer, you could try checking the ink levels, and if that doesn’t work, you could check to make sure the paper tray isn’t jammed. Or maybe the printer isn’t actually connected to your laptop. When using trial and error, you would continue to try different solutions until you solved your problem. Although trial and error is not typically one of the most time-efficient strategies, it is a commonly used one.

   Another type of strategy is an algorithm. An algorithm is a problem-solving formula that provides you with step-by-step instructions used to achieve a desired outcome (Kahneman, 2011). You can think of an algorithm as a recipe with highly detailed instructions that produce the same result every time they are performed. Algorithms are used frequently in our everyday lives, especially in computer science. When you run a search on the Internet, search engines like Google use algorithms to decide which entries will appear first in your list of results. Facebook also uses algorithms to decide which posts to display on your newsfeed. Can you identify other situations in which algorithms are used?

A heuristic is another type of problem solving strategy. While an algorithm must be followed exactly to produce a correct result, a heuristic is a general problem-solving framework (Tversky & Kahneman, 1974). You can think of these as mental shortcuts that are used to solve problems. A “rule of thumb” is an example of a heuristic. Such a rule saves the person time and energy when making a decision, but despite its time-saving characteristics, it is not always the best method for making a rational decision. Different types of heuristics are used in different types of situations, but the impulse to use a heuristic occurs when one of five conditions is met (Pratkanis, 1989):

• When one is faced with too much information
• When the time to make a decision is limited
• When the decision to be made is unimportant
• When there is access to very little information to use in making the decision
• When an appropriate heuristic happens to come to mind in the same moment

Working backwards is a useful heuristic in which you begin solving the problem by focusing on the end result. Consider this example: You live in Washington, D.C. and have been invited to a wedding at 4 PM on Saturday in Philadelphia. Knowing that Interstate 95 tends to back up any day of the week, you need to plan your route and time your departure accordingly. If you want to be at the wedding service by 3:30 PM, and it takes 2.5 hours to get to Philadelphia without traffic, what time should you leave your house? You use the working backwards heuristic to plan the events of your day on a regular basis, probably without even thinking about it.

Another useful heuristic is the practice of accomplishing a large goal or task by breaking it into a series of smaller steps. Students often use this common method to complete a large research project or long essay for school. For example, students typically brainstorm, develop a thesis or main topic, research the chosen topic, organize their information into an outline, write a rough draft, revise and edit the rough draft, develop a final draft, organize the references list, and proofread their work before turning in the project. The large task becomes less overwhelming when it is broken down into a series of small steps.

Further problem solving strategies have been identified (listed below) that incorporate flexible and creative thinking in order to reach solutions efficiently.

Additional Problem Solving Strategies :

• Abstraction – refers to solving the problem within a model of the situation before applying it to reality.
• Analogy – is using a solution that solves a similar problem.
• Brainstorming – refers to collecting an analyzing a large amount of solutions, especially within a group of people, to combine the solutions and developing them until an optimal solution is reached.
• Divide and conquer – breaking down large complex problems into smaller more manageable problems.
• Hypothesis testing – method used in experimentation where an assumption about what would happen in response to manipulating an independent variable is made, and analysis of the affects of the manipulation are made and compared to the original hypothesis.
• Lateral thinking – approaching problems indirectly and creatively by viewing the problem in a new and unusual light.
• Means-ends analysis – choosing and analyzing an action at a series of smaller steps to move closer to the goal.
• Method of focal objects – putting seemingly non-matching characteristics of different procedures together to make something new that will get you closer to the goal.
• Morphological analysis – analyzing the outputs of and interactions of many pieces that together make up a whole system.
• Proof – trying to prove that a problem cannot be solved. Where the proof fails becomes the starting point or solving the problem.
• Reduction – adapting the problem to be as similar problems where a solution exists.
• Research – using existing knowledge or solutions to similar problems to solve the problem.
• Root cause analysis – trying to identify the cause of the problem.

The strategies listed above outline a short summary of methods we use in working toward solutions and also demonstrate how the mind works when being faced with barriers preventing goals to be reached.

One example of means-end analysis can be found by using the Tower of Hanoi paradigm . This paradigm can be modeled as a word problems as demonstrated by the Missionary-Cannibal Problem :

Missionary-Cannibal Problem

Three missionaries and three cannibals are on one side of a river and need to cross to the other side. The only means of crossing is a boat, and the boat can only hold two people at a time. Your goal is to devise a set of moves that will transport all six of the people across the river, being in mind the following constraint: The number of cannibals can never exceed the number of missionaries in any location. Remember that someone will have to also row that boat back across each time.

Hint : At one point in your solution, you will have to send more people back to the original side than you just sent to the destination.

The actual Tower of Hanoi problem consists of three rods sitting vertically on a base with a number of disks of different sizes that can slide onto any rod. The puzzle starts with the disks in a neat stack in ascending order of size on one rod, the smallest at the top making a conical shape. The objective of the puzzle is to move the entire stack to another rod obeying the following rules:

• 1. Only one disk can be moved at a time.
• 2. Each move consists of taking the upper disk from one of the stacks and placing it on top of another stack or on an empty rod.
• 3. No disc may be placed on top of a smaller disk.

  Figure 7.02. Steps for solving the Tower of Hanoi in the minimum number of moves when there are 3 disks.

Figure 7.03. Graphical representation of nodes (circles) and moves (lines) of Tower of Hanoi.

The Tower of Hanoi is a frequently used psychological technique to study problem solving and procedure analysis. A variation of the Tower of Hanoi known as the Tower of London has been developed which has been an important tool in the neuropsychological diagnosis of executive function disorders and their treatment.

GESTALT PSYCHOLOGY AND PROBLEM SOLVING

As you may recall from the sensation and perception chapter, Gestalt psychology describes whole patterns, forms and configurations of perception and cognition such as closure, good continuation, and figure-ground. In addition to patterns of perception, Wolfgang Kohler, a German Gestalt psychologist traveled to the Spanish island of Tenerife in order to study animals behavior and problem solving in the anthropoid ape.

As an interesting side note to Kohler’s studies of chimp problem solving, Dr. Ronald Ley, professor of psychology at State University of New York provides evidence in his book A Whisper of Espionage  (1990) suggesting that while collecting data for what would later be his book  The Mentality of Apes (1925) on Tenerife in the Canary Islands between 1914 and 1920, Kohler was additionally an active spy for the German government alerting Germany to ships that were sailing around the Canary Islands. Ley suggests his investigations in England, Germany and elsewhere in Europe confirm that Kohler had served in the German military by building, maintaining and operating a concealed radio that contributed to Germany’s war effort acting as a strategic outpost in the Canary Islands that could monitor naval military activity approaching the north African coast.

While trapped on the island over the course of World War 1, Kohler applied Gestalt principles to animal perception in order to understand how they solve problems. He recognized that the apes on the islands also perceive relations between stimuli and the environment in Gestalt patterns and understand these patterns as wholes as opposed to pieces that make up a whole. Kohler based his theories of animal intelligence on the ability to understand relations between stimuli, and spent much of his time while trapped on the island investigation what he described as  insight , the sudden perception of useful or proper relations. In order to study insight in animals, Kohler would present problems to chimpanzee’s by hanging some banana’s or some kind of food so it was suspended higher than the apes could reach. Within the room, Kohler would arrange a variety of boxes, sticks or other tools the chimpanzees could use by combining in patterns or organizing in a way that would allow them to obtain the food (Kohler & Winter, 1925).

While viewing the chimpanzee’s, Kohler noticed one chimp that was more efficient at solving problems than some of the others. The chimp, named Sultan, was able to use long poles to reach through bars and organize objects in specific patterns to obtain food or other desirables that were originally out of reach. In order to study insight within these chimps, Kohler would remove objects from the room to systematically make the food more difficult to obtain. As the story goes, after removing many of the objects Sultan was used to using to obtain the food, he sat down ad sulked for a while, and then suddenly got up going over to two poles lying on the ground. Without hesitation Sultan put one pole inside the end of the other creating a longer pole that he could use to obtain the food demonstrating an ideal example of what Kohler described as insight. In another situation, Sultan discovered how to stand on a box to reach a banana that was suspended from the rafters illustrating Sultan’s perception of relations and the importance of insight in problem solving.

Grande (another chimp in the group studied by Kohler) builds a three-box structure to reach the bananas, while Sultan watches from the ground.  Insight , sometimes referred to as an “Ah-ha” experience, was the term Kohler used for the sudden perception of useful relations among objects during problem solving (Kohler, 1927; Radvansky & Ashcraft, 2013).

Solving puzzles.

   Problem-solving abilities can improve with practice. Many people challenge themselves every day with puzzles and other mental exercises to sharpen their problem-solving skills. Sudoku puzzles appear daily in most newspapers. Typically, a sudoku puzzle is a 9×9 grid. The simple sudoku below (see figure) is a 4×4 grid. To solve the puzzle, fill in the empty boxes with a single digit: 1, 2, 3, or 4. Here are the rules: The numbers must total 10 in each bolded box, each row, and each column; however, each digit can only appear once in a bolded box, row, and column. Time yourself as you solve this puzzle and compare your time with a classmate.

How long did it take you to solve this sudoku puzzle? (You can see the answer at the end of this section.)

   Here is another popular type of puzzle (figure below) that challenges your spatial reasoning skills. Connect all nine dots with four connecting straight lines without lifting your pencil from the paper:

Did you figure it out? (The answer is at the end of this section.) Once you understand how to crack this puzzle, you won’t forget.

   Take a look at the “Puzzling Scales” logic puzzle below (figure below). Sam Loyd, a well-known puzzle master, created and refined countless puzzles throughout his lifetime (Cyclopedia of Puzzles, n.d.).

What steps did you take to solve this puzzle? You can read the solution at the end of this section.

Pitfalls to problem solving.

   Not all problems are successfully solved, however. What challenges stop us from successfully solving a problem? Albert Einstein once said, “Insanity is doing the same thing over and over again and expecting a different result.” Imagine a person in a room that has four doorways. One doorway that has always been open in the past is now locked. The person, accustomed to exiting the room by that particular doorway, keeps trying to get out through the same doorway even though the other three doorways are open. The person is stuck—but she just needs to go to another doorway, instead of trying to get out through the locked doorway. A mental set is where you persist in approaching a problem in a way that has worked in the past but is clearly not working now.

Functional fixedness is a type of mental set where you cannot perceive an object being used for something other than what it was designed for. During the Apollo 13 mission to the moon, NASA engineers at Mission Control had to overcome functional fixedness to save the lives of the astronauts aboard the spacecraft. An explosion in a module of the spacecraft damaged multiple systems. The astronauts were in danger of being poisoned by rising levels of carbon dioxide because of problems with the carbon dioxide filters. The engineers found a way for the astronauts to use spare plastic bags, tape, and air hoses to create a makeshift air filter, which saved the lives of the astronauts.

   Researchers have investigated whether functional fixedness is affected by culture. In one experiment, individuals from the Shuar group in Ecuador were asked to use an object for a purpose other than that for which the object was originally intended. For example, the participants were told a story about a bear and a rabbit that were separated by a river and asked to select among various objects, including a spoon, a cup, erasers, and so on, to help the animals. The spoon was the only object long enough to span the imaginary river, but if the spoon was presented in a way that reflected its normal usage, it took participants longer to choose the spoon to solve the problem. (German & Barrett, 2005). The researchers wanted to know if exposure to highly specialized tools, as occurs with individuals in industrialized nations, affects their ability to transcend functional fixedness. It was determined that functional fixedness is experienced in both industrialized and nonindustrialized cultures (German & Barrett, 2005).

In order to make good decisions, we use our knowledge and our reasoning. Often, this knowledge and reasoning is sound and solid. Sometimes, however, we are swayed by biases or by others manipulating a situation. For example, let’s say you and three friends wanted to rent a house and had a combined target budget of $1,600. The realtor shows you only very run-down houses for $1,600 and then shows you a very nice house for $2,000. Might you ask each person to pay more in rent to get the $2,000 home? Why would the realtor show you the run-down houses and the nice house? The realtor may be challenging your anchoring bias. An anchoring bias occurs when you focus on one piece of information when making a decision or solving a problem. In this case, you’re so focused on the amount of money you are willing to spend that you may not recognize what kinds of houses are available at that price point.

The confirmation bias is the tendency to focus on information that confirms your existing beliefs. For example, if you think that your professor is not very nice, you notice all of the instances of rude behavior exhibited by the professor while ignoring the countless pleasant interactions he is involved in on a daily basis. Hindsight bias leads you to believe that the event you just experienced was predictable, even though it really wasn’t. In other words, you knew all along that things would turn out the way they did. Representative bias describes a faulty way of thinking, in which you unintentionally stereotype someone or something; for example, you may assume that your professors spend their free time reading books and engaging in intellectual conversation, because the idea of them spending their time playing volleyball or visiting an amusement park does not fit in with your stereotypes of professors.

Finally, the availability heuristic is a heuristic in which you make a decision based on an example, information, or recent experience that is that readily available to you, even though it may not be the best example to inform your decision . Biases tend to “preserve that which is already established—to maintain our preexisting knowledge, beliefs, attitudes, and hypotheses” (Aronson, 1995; Kahneman, 2011). These biases are summarized in the table below.

Were you able to determine how many marbles are needed to balance the scales in the figure below? You need nine. Were you able to solve the problems in the figures above? Here are the answers.

   Many different strategies exist for solving problems. Typical strategies include trial and error, applying algorithms, and using heuristics. To solve a large, complicated problem, it often helps to break the problem into smaller steps that can be accomplished individually, leading to an overall solution. Roadblocks to problem solving include a mental set, functional fixedness, and various biases that can cloud decision making skills.

References:

Openstax Psychology text by Kathryn Dumper, William Jenkins, Arlene Lacombe, Marilyn Lovett and Marion Perlmutter licensed under CC BY v4.0. https://openstax.org/details/books/psychology

Review Questions:

1. A specific formula for solving a problem is called ________.

a. an algorithm

b. a heuristic

c. a mental set

d. trial and error

2. Solving the Tower of Hanoi problem tends to utilize a  ________ strategy of problem solving.

a. divide and conquer

b. means-end analysis

d. experiment

3. A mental shortcut in the form of a general problem-solving framework is called ________.

4. Which type of bias involves becoming fixated on a single trait of a problem?

a. anchoring bias

b. confirmation bias

c. representative bias

d. availability bias

5. Which type of bias involves relying on a false stereotype to make a decision?

6. Wolfgang Kohler analyzed behavior of chimpanzees by applying Gestalt principles to describe ________.

a. social adjustment

b. student load payment options

c. emotional learning

d. insight learning

7. ________ is a type of mental set where you cannot perceive an object being used for something other than what it was designed for.

a. functional fixedness

c. working memory

Critical Thinking Questions:

1. What is functional fixedness and how can overcoming it help you solve problems?

2. How does an algorithm save you time and energy when solving a problem?

Personal Application Question:

1. Which type of bias do you recognize in your own decision making processes? How has this bias affected how you’ve made decisions in the past and how can you use your awareness of it to improve your decisions making skills in the future?

anchoring bias

availability heuristic

confirmation bias

functional fixedness

hindsight bias

problem-solving strategy

representative bias

trial and error

working backwards

Answers to Exercises

algorithm:  problem-solving strategy characterized by a specific set of instructions

anchoring bias:  faulty heuristic in which you fixate on a single aspect of a problem to find a solution

availability heuristic:  faulty heuristic in which you make a decision based on information readily available to you

confirmation bias:  faulty heuristic in which you focus on information that confirms your beliefs

functional fixedness:  inability to see an object as useful for any other use other than the one for which it was intended

heuristic:  mental shortcut that saves time when solving a problem

hindsight bias:  belief that the event just experienced was predictable, even though it really wasn’t

mental set:  continually using an old solution to a problem without results

problem-solving strategy:  method for solving problems

representative bias:  faulty heuristic in which you stereotype someone or something without a valid basis for your judgment

trial and error:  problem-solving strategy in which multiple solutions are attempted until the correct one is found

working backwards:  heuristic in which you begin to solve a problem by focusing on the end result

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Struggling to overcome challenges in your life? We all face problems, big and small, on a regular basis.

So how do you tackle them effectively? What are some key problem-solving strategies and skills that can guide you?

Effective problem-solving requires breaking issues down logically, generating solutions creatively, weighing choices critically, and adapting plans flexibly based on outcomes. Useful strategies range from leveraging past solutions that have worked to visualizing problems through diagrams. Core skills include analytical abilities, innovative thinking, and collaboration.

Want to improve your problem-solving skills? Keep reading to find out 17 effective problem-solving strategies, key skills, common obstacles to watch for, and tips on improving your overall problem-solving skills.

Key Takeaways:

• Effective problem-solving requires breaking down issues logically, generating multiple solutions creatively, weighing choices critically, and adapting plans based on outcomes.
• Useful problem-solving strategies range from leveraging past solutions to brainstorming with groups to visualizing problems through diagrams and models.
• Core skills include analytical abilities, innovative thinking, decision-making, and team collaboration to solve problems.
• Common obstacles include fear of failure, information gaps, fixed mindsets, confirmation bias, and groupthink.
• Boosting problem-solving skills involves learning from experts, actively practicing, soliciting feedback, and analyzing others’ success.
• Onethread’s project management capabilities align with effective problem-solving tenets – facilitating structured solutions, tracking progress, and capturing lessons learned.

What Is Problem-Solving?

Problem-solving is the process of understanding an issue, situation, or challenge that needs to be addressed and then systematically working through possible solutions to arrive at the best outcome.

It involves critical thinking, analysis, logic, creativity, research, planning, reflection, and patience in order to overcome obstacles and find effective answers to complex questions or problems.

The ultimate goal is to implement the chosen solution successfully.

What Are Problem-Solving Strategies?

Problem-solving strategies are like frameworks or methodologies that help us solve tricky puzzles or problems we face in the workplace, at home, or with friends.

Imagine you have a big jigsaw puzzle. One strategy might be to start with the corner pieces. Another could be looking for pieces with the same colors. 

Just like in puzzles, in real life, we use different plans or steps to find solutions to problems. These strategies help us think clearly, make good choices, and find the best answers without getting too stressed or giving up.

Why Is It Important To Know Different Problem-Solving Strategies?

Knowing different problem-solving strategies is important because different types of problems often require different approaches to solve them effectively. Having a variety of strategies to choose from allows you to select the best method for the specific problem you are trying to solve.

This improves your ability to analyze issues thoroughly, develop solutions creatively, and tackle problems from multiple angles. Knowing multiple strategies also aids in overcoming roadblocks if your initial approach is not working.

Here are some reasons why you need to know different problem-solving strategies:

• Different Problems Require Different Tools: Just like you can’t use a hammer to fix everything, some problems need specific strategies to solve them.
• Improves Creativity: Knowing various strategies helps you think outside the box and come up with creative solutions.
• Saves Time: With the right strategy, you can solve problems faster instead of trying things that don’t work.
• Reduces Stress: When you know how to tackle a problem, it feels less scary and you feel more confident.
• Better Outcomes: Using the right strategy can lead to better solutions, making things work out better in the end.
• Learning and Growth: Each time you solve a problem, you learn something new, which makes you smarter and better at solving future problems.

Knowing different ways to solve problems helps you tackle anything that comes your way, making life a bit easier and more fun!

17 Effective Problem-Solving Strategies

Effective problem-solving strategies include breaking the problem into smaller parts, brainstorming multiple solutions, evaluating the pros and cons of each, and choosing the most viable option. 

Critical thinking and creativity are essential in developing innovative solutions. Collaboration with others can also provide diverse perspectives and ideas. 

By applying these strategies, you can tackle complex issues more effectively.

Now, consider a challenge you’re dealing with. Which strategy could help you find a solution? Here we will discuss key problem strategies in detail.

1. Use a Past Solution That Worked

This strategy involves looking back at previous similar problems you have faced and the solutions that were effective in solving them.

It is useful when you are facing a problem that is very similar to something you have already solved. The main benefit is that you don’t have to come up with a brand new solution – you already know the method that worked before will likely work again.

However, the limitation is that the current problem may have some unique aspects or differences that mean your old solution is not fully applicable.

The ideal process is to thoroughly analyze the new challenge, identify the key similarities and differences versus the past case, adapt the old solution as needed to align with the current context, and then pilot it carefully before full implementation.

An example is using the same negotiation tactics from purchasing your previous home when putting in an offer on a new house. Key terms would be adjusted but overall it can save significant time versus developing a brand new strategy.

2. Brainstorm Solutions

This involves gathering a group of people together to generate as many potential solutions to a problem as possible.

It is effective when you need creative ideas to solve a complex or challenging issue. By getting input from multiple people with diverse perspectives, you increase the likelihood of finding an innovative solution.

The main limitation is that brainstorming sessions can sometimes turn into unproductive gripe sessions or discussions rather than focusing on productive ideation —so they need to be properly facilitated.

The key to an effective brainstorming session is setting some basic ground rules upfront and having an experienced facilitator guide the discussion. Rules often include encouraging wild ideas, avoiding criticism of ideas during the ideation phase, and building on others’ ideas.

For instance, a struggling startup might hold a session where ideas for turnaround plans are generated and then formalized with financials and metrics.

3. Work Backward from the Solution

This technique involves envisioning that the problem has already been solved and then working step-by-step backward toward the current state.

This strategy is particularly helpful for long-term, multi-step problems. By starting from the imagined solution and identifying all the steps required to reach it, you can systematically determine the actions needed. It lets you tackle a big hairy problem through smaller, reversible steps.

A limitation is that this approach may not be possible if you cannot accurately envision the solution state to start with.

The approach helps drive logical systematic thinking for complex problem-solving, but should still be combined with creative brainstorming of alternative scenarios and solutions.

An example is planning for an event – you would imagine the successful event occurring, then determine the tasks needed the week before, two weeks before, etc. all the way back to the present.

4. Use the Kipling Method

This method, named after author Rudyard Kipling, provides a framework for thoroughly analyzing a problem before jumping into solutions.

It consists of answering six fundamental questions: What, Where, When, How, Who, and Why about the challenge. Clearly defining these core elements of the problem sets the stage for generating targeted solutions.

The Kipling method enables a deep understanding of problem parameters and root causes before solution identification. By jumping to brainstorm solutions too early, critical information can be missed or the problem is loosely defined, reducing solution quality.

Answering the six fundamental questions illuminates all angles of the issue. This takes time but pays dividends in generating optimal solutions later tuned precisely to the true underlying problem.

The limitation is that meticulously working through numerous questions before addressing solutions can slow progress.

The best approach blends structured problem decomposition techniques like the Kipling method with spurring innovative solution ideation from a diverse team. 

An example is using this technique after a technical process failure – the team would systematically detail What failed, Where/When did it fail, How it failed (sequence of events), Who was involved, and Why it likely failed before exploring preventative solutions.

5. Try Different Solutions Until One Works (Trial and Error)

This technique involves attempting various potential solutions sequentially until finding one that successfully solves the problem.

Trial and error works best when facing a concrete, bounded challenge with clear solution criteria and a small number of discrete options to try. By methodically testing solutions, you can determine the faulty component.

A limitation is that it can be time-intensive if the working solution set is large.

The key is limiting the variable set first. For technical problems, this boundary is inherent and each element can be iteratively tested. But for business issues, artificial constraints may be required – setting decision rules upfront to reduce options before testing.

Furthermore, hypothesis-driven experimentation is far superior to blind trial and error – have logic for why Option A may outperform Option B.

Examples include fixing printer jams by testing different paper tray and cable configurations or resolving website errors by tweaking CSS/HTML line-by-line until the code functions properly.

6. Use Proven Formulas or Frameworks (Heuristics)

Heuristics refers to applying existing problem-solving formulas or frameworks rather than addressing issues completely from scratch.

This allows leveraging established best practices rather than reinventing the wheel each time.

It is effective when facing recurrent, common challenges where proven structured approaches exist.

However, heuristics may force-fit solutions to non-standard problems.

For example, a cost-benefit analysis can be used instead of custom weighting schemes to analyze potential process improvements.

Onethread allows teams to define, save, and replicate configurable project templates so proven workflows can be reliably applied across problems with some consistency rather than fully custom one-off approaches each time.

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7. Trust Your Instincts (Insight Problem-Solving)

Insight is a problem-solving technique that involves waiting patiently for an unexpected “aha moment” when the solution pops into your mind.

It works well for personal challenges that require intuitive realizations over calculated logic. The unconscious mind makes connections leading to flashes of insight when relaxing or doing mundane tasks unrelated to the actual problem.

Benefits include out-of-the-box creative solutions. However, the limitations are that insights can’t be forced and may never come at all if too complex. Critical analysis is still required after initial insights.

A real-life example would be a writer struggling with how to end a novel. Despite extensive brainstorming, they feel stuck. Eventually while gardening one day, a perfect unexpected plot twist sparks an ideal conclusion. However, once written they still carefully review if the ending flows logically from the rest of the story.

8. Reverse Engineer the Problem

This approach involves deconstructing a problem in reverse sequential order from the current undesirable outcome back to the initial root causes.

By mapping the chain of events backward, you can identify the origin of where things went wrong and establish the critical junctures for solving it moving ahead. Reverse engineering provides diagnostic clarity on multi-step problems.

However, the limitation is that it focuses heavily on autopsying the past versus innovating improved future solutions.

An example is tracing back from a server outage, through the cascade of infrastructure failures that led to it finally terminating at the initial script error that triggered the crisis. This root cause would then inform the preventative measure.

9. Break Down Obstacles Between Current and Goal State (Means-End Analysis)

This technique defines the current problem state and the desired end goal state, then systematically identifies obstacles in the way of getting from one to the other.

By mapping the barriers or gaps, you can then develop solutions to address each one. This methodically connects the problem to solutions.

A limitation is that some obstacles may be unknown upfront and only emerge later.

For example, you can list down all the steps required for a new product launch – current state through production, marketing, sales, distribution, etc. to full launch (goal state) – to highlight where resource constraints or other blocks exist so they can be addressed.

Onethread allows dividing big-picture projects into discrete, manageable phases, milestones, and tasks to simplify execution just as problems can be decomposed into more achievable components. Features like dependency mapping further reinforce interconnections.

Using Onethread’s issues and subtasks feature, messy problems can be decomposed into manageable chunks.

10. Ask “Why” Five Times to Identify the Root Cause (The 5 Whys)

This technique involves asking “Why did this problem occur?” and then responding with an answer that is again met with asking “Why?” This process repeats five times until the root cause is revealed.

Continually asking why digs deeper from surface symptoms to underlying systemic issues.

It is effective for getting to the source of problems originating from human error or process breakdowns.

However, some complex issues may have multiple tangled root causes not solvable through this approach alone.

An example is a retail store experiencing a sudden decline in customers. Successively asking why five times may trace an initial drop to parking challenges, stemming from a city construction project – the true starting point to address.

11. Evaluate Strengths, Weaknesses, Opportunities, and Threats (SWOT Analysis)

This involves analyzing a problem or proposed solution by categorizing internal and external factors into a 2×2 matrix: Strengths, Weaknesses as the internal rows; Opportunities and Threats as the external columns.

Systematically identifying these elements provides balanced insight to evaluate options and risks. It is impactful when evaluating alternative solutions or developing strategy amid complexity or uncertainty.

The key benefit of SWOT analysis is enabling multi-dimensional thinking when rationally evaluating options. Rather than getting anchored on just the upsides or the existing way of operating, it urges a systematic assessment through four different lenses:

• Internal Strengths: Our core competencies/advantages able to deliver success
• Internal Weaknesses: Gaps/vulnerabilities we need to manage
• External Opportunities: Ways we can differentiate/drive additional value
• External Threats: Risks we must navigate or mitigate

Multiperspective analysis provides the needed holistic view of the balanced risk vs. reward equation for strategic decision making amid uncertainty.

However, SWOT can feel restrictive if not tailored and evolved for different issue types.

Teams should view SWOT analysis as a starting point, augmenting it further for distinct scenarios.

An example is performing a SWOT analysis on whether a small business should expand into a new market – evaluating internal capabilities to execute vs. risks in the external competitive and demand environment to inform the growth decision with eyes wide open.

12. Compare Current vs Expected Performance (Gap Analysis)

This technique involves comparing the current state of performance, output, or results to the desired or expected levels to highlight shortfalls.

By quantifying the gaps, you can identify problem areas and prioritize address solutions.

Gap analysis is based on the simple principle – “you can’t improve what you don’t measure.” It enables facts-driven problem diagnosis by highlighting delta to goals, not just vague dissatisfaction that something seems wrong. And measurement immediately suggests improvement opportunities – address the biggest gaps first.

This data orientation also supports ROI analysis on fixing issues – the return from closing larger gaps outweighs narrowly targeting smaller performance deficiencies.

However, the approach is only effective if robust standards and metrics exist as the benchmark to evaluate against. Organizations should invest upfront in establishing performance frameworks.

Furthermore, while numbers are invaluable, the human context behind problems should not be ignored – quantitative versus qualitative gap assessment is optimally blended.

For example, if usage declines are noted during software gap analysis, this could be used as a signal to improve user experience through design.

13. Observe Processes from the Frontline (Gemba Walk)

A Gemba walk involves going to the actual place where work is done, directly observing the process, engaging with employees, and finding areas for improvement.

By experiencing firsthand rather than solely reviewing abstract reports, practical problems and ideas emerge.

The limitation is Gemba walks provide anecdotes not statistically significant data. It complements but does not replace comprehensive performance measurement.

An example is a factory manager inspecting the production line to spot jam areas based on direct reality rather than relying on throughput dashboards alone back in her office. Frontline insights prove invaluable.

14. Analyze Competitive Forces (Porter’s Five Forces)

This involves assessing the marketplace around a problem or business situation via five key factors: competitors, new entrants, substitute offerings, suppliers, and customer power.

Evaluating these forces illuminates risks and opportunities for strategy development and issue resolution. It is effective for understanding dynamic external threats and opportunities when operating in a contested space.

However, over-indexing on only external factors can overlook the internal capabilities needed to execute solutions.

A startup CEO, for example, may analyze market entry barriers, whitespace opportunities, and disruption risks across these five forces to shape new product rollout strategies and marketing approaches.

15. Think from Different Perspectives (Six Thinking Hats)

The Six Thinking Hats is a technique developed by Edward de Bono that encourages people to think about a problem from six different perspectives, each represented by a colored “thinking hat.”

The key benefit of this strategy is that it pushes team members to move outside their usual thinking style and consider new angles. This brings more diverse ideas and solutions to the table.

It works best for complex problems that require innovative solutions and when a team is stuck in an unproductive debate. The structured framework keeps the conversation flowing in a positive direction.

Limitations are that it requires training on the method itself and may feel unnatural at first. Team dynamics can also influence success – some members may dominate certain “hats” while others remain quiet.

A real-life example is a software company debating whether to build a new feature. The white hat focuses on facts, red on gut feelings, black on potential risks, yellow on benefits, green on new ideas, and blue on process. This exposes more balanced perspectives before deciding.

Onethread centralizes diverse stakeholder communication onto one platform, ensuring all voices are incorporated when evaluating project tradeoffs, just as problem-solving should consider multifaceted solutions.

16. Visualize the Problem (Draw it Out)

Drawing out a problem involves creating visual representations like diagrams, flowcharts, and maps to work through challenging issues.

This strategy is helpful when dealing with complex situations with lots of interconnected components. The visuals simplify the complexity so you can thoroughly understand the problem and all its nuances.

Key benefits are that it allows more stakeholders to get on the same page regarding root causes and it sparks new creative solutions as connections are made visually.

However, simple problems with few variables don’t require extensive diagrams. Additionally, some challenges are so multidimensional that fully capturing every aspect is difficult.

A real-life example would be mapping out all the possible causes leading to decreased client satisfaction at a law firm. An intricate fishbone diagram with branches for issues like service delivery, technology, facilities, culture, and vendor partnerships allows the team to trace problems back to their origins and brainstorm targeted fixes.

17. Follow a Step-by-Step Procedure (Algorithms)

An algorithm is a predefined step-by-step process that is guaranteed to produce the correct solution if implemented properly.

Using algorithms is effective when facing problems that have clear, binary right and wrong answers. Algorithms work for mathematical calculations, computer code, manufacturing assembly lines, and scientific experiments.

Key benefits are consistency, accuracy, and efficiency. However, they require extensive upfront development and only apply to scenarios with strict parameters. Additionally, human error can lead to mistakes.

For example, crew members of fast food chains like McDonald’s follow specific algorithms for food prep – from grill times to ingredient amounts in sandwiches, to order fulfillment procedures. This ensures uniform quality and service across all locations. However, if a step is missed, errors occur.

The Problem-Solving Process

The problem-solving process typically includes defining the issue, analyzing details, creating solutions, weighing choices, acting, and reviewing results.

In the above, we have discussed several problem-solving strategies. For every problem-solving strategy, you have to follow these processes. Here’s a detailed step-by-step process of effective problem-solving:

Step 1: Identify the Problem

The problem-solving process starts with identifying the problem. This step involves understanding the issue’s nature, its scope, and its impact. Once the problem is clearly defined, it sets the foundation for finding effective solutions.

Identifying the problem is crucial. It means figuring out exactly what needs fixing. This involves looking at the situation closely, understanding what’s wrong, and knowing how it affects things. It’s about asking the right questions to get a clear picture of the issue. 

This step is important because it guides the rest of the problem-solving process. Without a clear understanding of the problem, finding a solution is much harder. It’s like diagnosing an illness before treating it. Once the problem is identified accurately, you can move on to exploring possible solutions and deciding on the best course of action.

Step 2: Break Down the Problem

Breaking down the problem is a key step in the problem-solving process. It involves dividing the main issue into smaller, more manageable parts. This makes it easier to understand and tackle each component one by one.

After identifying the problem, the next step is to break it down. This means splitting the big issue into smaller pieces. It’s like solving a puzzle by handling one piece at a time. 

By doing this, you can focus on each part without feeling overwhelmed. It also helps in identifying the root causes of the problem. Breaking down the problem allows for a clearer analysis and makes finding solutions more straightforward. 

Each smaller problem can be addressed individually, leading to an effective resolution of the overall issue. This approach not only simplifies complex problems but also aids in developing a systematic plan to solve them.

Step 3: Come up with potential solutions

Coming up with potential solutions is the third step in the problem-solving process. It involves brainstorming various options to address the problem, considering creativity and feasibility to find the best approach.

After breaking down the problem, it’s time to think of ways to solve it. This stage is about brainstorming different solutions. You look at the smaller issues you’ve identified and start thinking of ways to fix them. This is where creativity comes in. 

You want to come up with as many ideas as possible, no matter how out-of-the-box they seem. It’s important to consider all options and evaluate their pros and cons. This process allows you to gather a range of possible solutions. 

Later, you can narrow these down to the most practical and effective ones. This step is crucial because it sets the stage for deciding on the best solution to implement. It’s about being open-minded and innovative to tackle the problem effectively.

Step 4: Analyze the possible solutions

Analyzing the possible solutions is the fourth step in the problem-solving process. It involves evaluating each proposed solution’s advantages and disadvantages to determine the most effective and feasible option.

After coming up with potential solutions, the next step is to analyze them. This means looking closely at each idea to see how well it solves the problem. You weigh the pros and cons of every solution.

Consider factors like cost, time, resources, and potential outcomes. This analysis helps in understanding the implications of each option. It’s about being critical and objective, ensuring that the chosen solution is not only effective but also practical.

This step is vital because it guides you towards making an informed decision. It involves comparing the solutions against each other and selecting the one that best addresses the problem.

By thoroughly analyzing the options, you can move forward with confidence, knowing you’ve chosen the best path to solve the issue.

Step 5: Implement and Monitor the Solutions

Implementing and monitoring the solutions is the final step in the problem-solving process. It involves putting the chosen solution into action and observing its effectiveness, making adjustments as necessary.

Once you’ve selected the best solution, it’s time to put it into practice. This step is about action. You implement the chosen solution and then keep an eye on how it works. Monitoring is crucial because it tells you if the solution is solving the problem as expected. 

If things don’t go as planned, you may need to make some changes. This could mean tweaking the current solution or trying a different one. The goal is to ensure the problem is fully resolved. 

This step is critical because it involves real-world application. It’s not just about planning; it’s about doing and adjusting based on results. By effectively implementing and monitoring the solutions, you can achieve the desired outcome and solve the problem successfully.

Why This Process is Important

Following a defined process to solve problems is important because it provides a systematic, structured approach instead of a haphazard one. Having clear steps guides logical thinking, analysis, and decision-making to increase effectiveness. Key reasons it helps are:

• Clear Direction: This process gives you a clear path to follow, which can make solving problems less overwhelming.
• Better Solutions: Thoughtful analysis of root causes, iterative testing of solutions, and learning orientation lead to addressing the heart of issues rather than just symptoms.
• Saves Time and Energy: Instead of guessing or trying random things, this process helps you find a solution more efficiently.
• Improves Skills: The more you use this process, the better you get at solving problems. It’s like practicing a sport. The more you practice, the better you play.
• Maximizes collaboration: Involving various stakeholders in the process enables broader inputs. Their communication and coordination are streamlined through organized brainstorming and evaluation.
• Provides consistency: Standard methodology across problems enables building institutional problem-solving capabilities over time. Patterns emerge on effective techniques to apply to different situations.

The problem-solving process is a powerful tool that can help us tackle any challenge we face. By following these steps, we can find solutions that work and learn important skills along the way.

Key Skills for Efficient Problem Solving

Efficient problem-solving requires breaking down issues logically, evaluating options, and implementing practical solutions.

Key skills include critical thinking to understand root causes, creativity to brainstorm innovative ideas, communication abilities to collaborate with others, and decision-making to select the best way forward. Staying adaptable, reflecting on outcomes, and applying lessons learned are also essential.

With practice, these capacities will lead to increased personal and team effectiveness in systematically addressing any problem.

 Let’s explore the powers you need to become a problem-solving hero!

Critical Thinking and Analytical Skills

Critical thinking and analytical skills are vital for efficient problem-solving as they enable individuals to objectively evaluate information, identify key issues, and generate effective solutions. 

These skills facilitate a deeper understanding of problems, leading to logical, well-reasoned decisions. By systematically breaking down complex issues and considering various perspectives, individuals can develop more innovative and practical solutions, enhancing their problem-solving effectiveness.

Communication Skills

Effective communication skills are essential for efficient problem-solving as they facilitate clear sharing of information, ensuring all team members understand the problem and proposed solutions. 

These skills enable individuals to articulate issues, listen actively, and collaborate effectively, fostering a productive environment where diverse ideas can be exchanged and refined. By enhancing mutual understanding, communication skills contribute significantly to identifying and implementing the most viable solutions.

Decision-Making

Strong decision-making skills are crucial for efficient problem-solving, as they enable individuals to choose the best course of action from multiple alternatives. 

These skills involve evaluating the potential outcomes of different solutions, considering the risks and benefits, and making informed choices. Effective decision-making leads to the implementation of solutions that are likely to resolve problems effectively, ensuring resources are used efficiently and goals are achieved.

Planning and Prioritization

Planning and prioritization are key for efficient problem-solving, ensuring resources are allocated effectively to address the most critical issues first. This approach helps in organizing tasks according to their urgency and impact, streamlining efforts towards achieving the desired outcome efficiently.

Emotional Intelligence

Emotional intelligence enhances problem-solving by allowing individuals to manage emotions, understand others, and navigate social complexities. It fosters a positive, collaborative environment, essential for generating creative solutions and making informed, empathetic decisions.

Leadership skills drive efficient problem-solving by inspiring and guiding teams toward common goals. Effective leaders motivate their teams, foster innovation, and navigate challenges, ensuring collective efforts are focused and productive in addressing problems.

Time Management

Time management is crucial in problem-solving, enabling individuals to allocate appropriate time to each task. By efficiently managing time, one can ensure that critical problems are addressed promptly without neglecting other responsibilities.

Data Analysis

Data analysis skills are essential for problem-solving, as they enable individuals to sift through data, identify trends, and extract actionable insights. This analytical approach supports evidence-based decision-making, leading to more accurate and effective solutions.

Research Skills

Research skills are vital for efficient problem-solving, allowing individuals to gather relevant information, explore various solutions, and understand the problem’s context. This thorough exploration aids in developing well-informed, innovative solutions.

Becoming a great problem solver takes practice, but with these skills, you’re on your way to becoming a problem-solving hero. 

How to Improve Your Problem-Solving Skills?

Improving your problem-solving skills can make you a master at overcoming challenges. Learn from experts, practice regularly, welcome feedback, try new methods, experiment, and study others’ success to become better.

Learning from Experts

Improving problem-solving skills by learning from experts involves seeking mentorship, attending workshops, and studying case studies. Experts provide insights and techniques that refine your approach, enhancing your ability to tackle complex problems effectively.

To enhance your problem-solving skills, learning from experts can be incredibly beneficial. Engaging with mentors, participating in specialized workshops, and analyzing case studies from seasoned professionals can offer valuable perspectives and strategies. 

Experts share their experiences, mistakes, and successes, providing practical knowledge that can be applied to your own problem-solving process. This exposure not only broadens your understanding but also introduces you to diverse methods and approaches, enabling you to tackle challenges more efficiently and creatively.

Improving problem-solving skills through practice involves tackling a variety of challenges regularly. This hands-on approach helps in refining techniques and strategies, making you more adept at identifying and solving problems efficiently.

One of the most effective ways to enhance your problem-solving skills is through consistent practice. By engaging with different types of problems on a regular basis, you develop a deeper understanding of various strategies and how they can be applied. 

This hands-on experience allows you to experiment with different approaches, learn from mistakes, and build confidence in your ability to tackle challenges.

Regular practice not only sharpens your analytical and critical thinking skills but also encourages adaptability and innovation, key components of effective problem-solving.

Openness to Feedback

Being open to feedback is like unlocking a secret level in a game. It helps you boost your problem-solving skills. Improving problem-solving skills through openness to feedback involves actively seeking and constructively responding to critiques. 

This receptivity enables you to refine your strategies and approaches based on insights from others, leading to more effective solutions. 

Learning New Approaches and Methodologies

Learning new approaches and methodologies is like adding new tools to your toolbox. It makes you a smarter problem-solver. Enhancing problem-solving skills by learning new approaches and methodologies involves staying updated with the latest trends and techniques in your field. 

This continuous learning expands your toolkit, enabling innovative solutions and a fresh perspective on challenges.

Experimentation

Experimentation is like being a scientist of your own problems. It’s a powerful way to improve your problem-solving skills. Boosting problem-solving skills through experimentation means trying out different solutions to see what works best. This trial-and-error approach fosters creativity and can lead to unique solutions that wouldn’t have been considered otherwise.

Analyzing Competitors’ Success

Analyzing competitors’ success is like being a detective. It’s a smart way to boost your problem-solving skills. Improving problem-solving skills by analyzing competitors’ success involves studying their strategies and outcomes. Understanding what worked for them can provide valuable insights and inspire effective solutions for your own challenges. 

Challenges in Problem-Solving

Facing obstacles when solving problems is common. Recognizing these barriers, like fear of failure or lack of information, helps us find ways around them for better solutions.

Fear of Failure

Fear of failure is like a big, scary monster that stops us from solving problems. It’s a challenge many face. Because being afraid of making mistakes can make us too scared to try new solutions. 

How can we overcome this? First, understand that it’s okay to fail. Failure is not the opposite of success; it’s part of learning. Every time we fail, we discover one more way not to solve a problem, getting us closer to the right solution. Treat each attempt like an experiment. It’s not about failing; it’s about testing and learning.

Lack of Information

Lack of information is like trying to solve a puzzle with missing pieces. It’s a big challenge in problem-solving. Because without all the necessary details, finding a solution is much harder. 

How can we fix this? Start by gathering as much information as you can. Ask questions, do research, or talk to experts. Think of yourself as a detective looking for clues. The more information you collect, the clearer the picture becomes. Then, use what you’ve learned to think of solutions. 

Fixed Mindset

A fixed mindset is like being stuck in quicksand; it makes solving problems harder. It means thinking you can’t improve or learn new ways to solve issues. 

How can we change this? First, believe that you can grow and learn from challenges. Think of your brain as a muscle that gets stronger every time you use it. When you face a problem, instead of saying “I can’t do this,” try thinking, “I can’t do this yet.” Look for lessons in every challenge and celebrate small wins. 

Everyone starts somewhere, and mistakes are just steps on the path to getting better. By shifting to a growth mindset, you’ll see problems as opportunities to grow. Keep trying, keep learning, and your problem-solving skills will soar!

Jumping to Conclusions

Jumping to conclusions is like trying to finish a race before it starts. It’s a challenge in problem-solving. That means making a decision too quickly without looking at all the facts. 

How can we avoid this? First, take a deep breath and slow down. Think about the problem like a puzzle. You need to see all the pieces before you know where they go. Ask questions, gather information, and consider different possibilities. Don’t choose the first solution that comes to mind. Instead, compare a few options. 

Feeling Overwhelmed

Feeling overwhelmed is like being buried under a mountain of puzzles. It’s a big challenge in problem-solving. When we’re overwhelmed, everything seems too hard to handle. 

How can we deal with this? Start by taking a step back. Breathe deeply and focus on one thing at a time. Break the big problem into smaller pieces, like sorting puzzle pieces by color. Tackle each small piece one by one. It’s also okay to ask for help. Sometimes, talking to someone else can give you a new perspective. 

Confirmation Bias

Confirmation bias is like wearing glasses that only let you see what you want to see. It’s a challenge in problem-solving. Because it makes us focus only on information that agrees with what we already believe, ignoring anything that doesn’t. 

How can we overcome this? First, be aware that you might be doing it. It’s like checking if your glasses are on right. Then, purposely look for information that challenges your views. It’s like trying on a different pair of glasses to see a new perspective. Ask questions and listen to answers, even if they don’t fit what you thought before.

Groupthink is like everyone in a group deciding to wear the same outfit without asking why. It’s a challenge in problem-solving. It means making decisions just because everyone else agrees, without really thinking it through. 

How can we avoid this? First, encourage everyone in the group to share their ideas, even if they’re different. It’s like inviting everyone to show their unique style of clothes. 

Listen to all opinions and discuss them. It’s okay to disagree; it helps us think of better solutions. Also, sometimes, ask someone outside the group for their thoughts. They might see something everyone in the group missed.

Overcoming obstacles in problem-solving requires patience, openness, and a willingness to learn from mistakes. By recognizing these barriers, we can develop strategies to navigate around them, leading to more effective and creative solutions.

What are the most common problem-solving techniques?

The most common techniques include brainstorming, the 5 Whys, mind mapping, SWOT analysis, and using algorithms or heuristics. Each approach has its strengths, suitable for different types of problems.

What’s the best problem-solving strategy for every situation?

There’s no one-size-fits-all strategy. The best approach depends on the problem’s complexity, available resources, and time constraints. Combining multiple techniques often yields the best results.

How can I improve my problem-solving skills?

Improve your problem-solving skills by practicing regularly, learning from experts, staying open to feedback, and continuously updating your knowledge on new approaches and methodologies.

Are there any tools or resources to help with problem-solving?

Yes, tools like mind mapping software, online courses on critical thinking, and books on problem-solving techniques can be very helpful. Joining forums or groups focused on problem-solving can also provide support and insights.

What are some common mistakes people make when solving problems?

Common mistakes include jumping to conclusions without fully understanding the problem, ignoring valuable feedback, sticking to familiar solutions without considering alternatives, and not breaking down complex problems into manageable parts.

Final Words

Mastering problem-solving strategies equips us with the tools to tackle challenges across all areas of life. By understanding and applying these techniques, embracing a growth mindset, and learning from both successes and obstacles, we can transform problems into opportunities for growth. Continuously improving these skills ensures we’re prepared to face and solve future challenges more effectively.

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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.

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Turn your team into skilled problem solvers with these problem-solving strategies

Picture this, you're handling your daily tasks at work and your boss calls you in and says, "We have a problem." 

Unfortunately, we don't live in a world in which problems are instantly resolved with the snap of our fingers. Knowing how to effectively solve problems is an important professional skill to hone. If you have a problem that needs to be solved, what is the right process to use to ensure you get the most effective solution?

In this article we'll break down the problem-solving process and how you can find the most effective solutions for complex problems.

What is problem solving? 

Problem solving is the process of finding a resolution for a specific issue or conflict. There are many possible solutions for solving a problem, which is why it's important to go through a problem-solving process to find the best solution. You could use a flathead screwdriver to unscrew a Phillips head screw, but there is a better tool for the situation. Utilizing common problem-solving techniques helps you find the best solution to fit the needs of the specific situation, much like using the right tools.

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4 steps to better problem solving

While it might be tempting to dive into a problem head first, take the time to move step by step. Here’s how you can effectively break down the problem-solving process with your team:

1. Identify the problem that needs to be solved

One of the easiest ways to identify a problem is to ask questions. A good place to start is to ask journalistic questions, like:

Who : Who is involved with this problem? Who caused the problem? Who is most affected by this issue?

What: What is happening? What is the extent of the issue? What does this problem prevent from moving forward?

Where: Where did this problem take place? Does this problem affect anything else in the immediate area? 

When: When did this problem happen? When does this problem take effect? Is this an urgent issue that needs to be solved within a certain timeframe?

Why: Why is it happening? Why does it impact workflows?

How: How did this problem occur? How is it affecting workflows and team members from being productive?

Asking journalistic questions can help you define a strong problem statement so you can highlight the current situation objectively, and create a plan around that situation.

Here’s an example of how a design team uses journalistic questions to identify their problem:

Overarching problem: Design requests are being missed

Who: Design team, digital marketing team, web development team

What: Design requests are forgotten, lost, or being created ad hoc.

Where: Email requests, design request spreadsheet

When: Missed requests on January 20th, January 31st, February 4th, February 6th

How : Email request was lost in inbox and the intake spreadsheet was not updated correctly. The digital marketing team had to delay launching ads for a few days while design requests were bottlenecked. Designers had to work extra hours to ensure all requests were completed.

In this example, there are many different aspects of this problem that can be solved. Using journalistic questions can help you identify different issues and who you should involve in the process.

2. Brainstorm multiple solutions

If at all possible, bring in a facilitator who doesn't have a major stake in the solution. Bringing an individual who has little-to-no stake in the matter can help keep your team on track and encourage good problem-solving skills.

Here are a few brainstorming techniques to encourage creative thinking:

Brainstorm alone before hand: Before you come together as a group, provide some context to your team on what exactly the issue is that you're brainstorming. This will give time for you and your teammates to have some ideas ready by the time you meet.

Say yes to everything (at first): When you first start brainstorming, don't say no to any ideas just yet—try to get as many ideas down as possible. Having as many ideas as possible ensures that you’ll get a variety of solutions. Save the trimming for the next step of the strategy. 

Talk to team members one-on-one: Some people may be less comfortable sharing their ideas in a group setting. Discuss the issue with team members individually and encourage them to share their opinions without restrictions—you might find some more detailed insights than originally anticipated.

Break out of your routine: If you're used to brainstorming in a conference room or over Zoom calls, do something a little different! Take your brainstorming meeting to a coffee shop or have your Zoom call while you're taking a walk. Getting out of your routine can force your brain out of its usual rut and increase critical thinking.

3. Define the solution

After you brainstorm with team members to get their unique perspectives on a scenario, it's time to look at the different strategies and decide which option is the best solution for the problem at hand. When defining the solution, consider these main two questions: What is the desired outcome of this solution and who stands to benefit from this solution? 

Set a deadline for when this decision needs to be made and update stakeholders accordingly. Sometimes there's too many people who need to make a decision. Use your best judgement based on the limitations provided to do great things fast.

4. Implement the solution

To implement your solution, start by working with the individuals who are as closest to the problem. This can help those most affected by the problem get unblocked. Then move farther out to those who are less affected, and so on and so forth. Some solutions are simple enough that you don’t need to work through multiple teams.

After you prioritize implementation with the right teams, assign out the ongoing work that needs to be completed by the rest of the team. This can prevent people from becoming overburdened during the implementation plan . Once your solution is in place, schedule check-ins to see how the solution is working and course-correct if necessary.

Implement common problem-solving strategies

There are a few ways to go about identifying problems (and solutions). Here are some strategies you can try, as well as common ways to apply them:

Trial and error

Trial and error problem solving doesn't usually require a whole team of people to solve. To use trial and error problem solving, identify the cause of the problem, and then rapidly test possible solutions to see if anything changes. 

This problem-solving method is often used in tech support teams through troubleshooting.

The 5 whys problem-solving method helps get to the root cause of an issue. You start by asking once, “Why did this issue happen?” After answering the first why, ask again, “Why did that happen?” You'll do this five times until you can attribute the problem to a root cause. 

This technique can help you dig in and find the human error that caused something to go wrong. More importantly, it also helps you and your team develop an actionable plan so that you can prevent the issue from happening again.

Here’s an example:

Problem: The email marketing campaign was accidentally sent to the wrong audience.

“Why did this happen?” Because the audience name was not updated in our email platform.

“Why were the audience names not changed?” Because the audience segment was not renamed after editing. 

“Why was the audience segment not renamed?” Because everybody has an individual way of creating an audience segment.

“Why does everybody have an individual way of creating an audience segment?” Because there is no standardized process for creating audience segments. 

“Why is there no standardized process for creating audience segments?” Because the team hasn't decided on a way to standardize the process as the team introduced new members. 

In this example, we can see a few areas that could be optimized to prevent this mistake from happening again. When working through these questions, make sure that everyone who was involved in the situation is present so that you can co-create next steps to avoid the same problem. 

A SWOT analysis

A SWOT analysis can help you highlight the strengths and weaknesses of a specific solution. SWOT stands for:

Strength: Why is this specific solution a good fit for this problem? 

Weaknesses: What are the weak points of this solution? Is there anything that you can do to strengthen those weaknesses?

Opportunities: What other benefits could arise from implementing this solution?

Threats: Is there anything about this decision that can detrimentally impact your team?

As you identify specific solutions, you can highlight the different strengths, weaknesses, opportunities, and threats of each solution. 

This particular problem-solving strategy is good to use when you're narrowing down the answers and need to compare and contrast the differences between different solutions. 

Even more successful problem solving

After you’ve worked through a tough problem, don't forget to celebrate how far you've come. Not only is this important for your team of problem solvers to see their work in action, but this can also help you become a more efficient, effective , and flexible team. The more problems you tackle together, the more you’ll achieve. 

Looking for a tool to help solve problems on your team? Track project implementation with a work management tool like Asana .

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How to master the seven-step problem-solving process

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

Podcast transcript

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

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

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

Hugo Sarrazin: Our pleasure.

Charles Conn: It’s terrific to be here.

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

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

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

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

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

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

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

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Simon London: So this is a concise problem statement.

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

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

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

Hugo Sarrazin: Yeah.

Charles Conn: And in the wrong direction.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Both: Yeah.

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

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

Simon London: Right. Right.

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

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

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

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

Simon London: Would you agree with that?

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

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

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

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

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

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

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

Charles Conn: Yeah.

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

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

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

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

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

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

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

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

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

Hugo Sarrazin: Every step of the process.

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

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

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

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

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

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

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

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

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

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

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

Hugo Sarrazin: Absolutely.

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

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

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

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

Hugo Sarrazin: It was a pleasure. Thank you.

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

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

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8 Effective Problem-Solving Strategies

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If you need to solve a problem, there are a number of different problem-solving strategies that can help you come up with an accurate decision. Sometimes the best choice is to use a step-by-step approach that leads to the right solution, but other problems may require a trial-and-error approach. 

Some helpful problem-solving strategies include: Brainstorming Step-by-step algorithms Trial-and-error Working backward Heuristics Insight Writing it down Getting some sleep

Why Use Problem-Solving Strategies

While you can always make a wild guess or pick at random, that certainly isn’t the most accurate way to come up with a solution. Using a more structured approach allows you to:

• Understand the nature of the problem
• Determine how you will solve it
• Research different options
• Take steps to solve the problem and resolve the issue

There are many tools and strategies that can be used to solve problems, and some problems may require more than one of these methods in order to come up with a solution.

Problem-Solving Strategies

The problem-solving strategy that works best depends on the nature of the problem and how much time you have available to make a choice. Here are eight different techniques that can help you solve whatever type of problem you might face.

Brainstorming

Coming up with a lot of potential solutions can be beneficial, particularly early on in the process. You might brainstorm on your own, or enlist the help of others to get input that you might not have otherwise considered.

Step-by-Step

Also known as an algorithm, this approach involves following a predetermined formula that is guaranteed to produce the correct result. While this can be useful in some situations—such as solving a math problem—it is not always practical in every situation.

On the plus side, algorithms can be very accurate and reliable. Unfortunately, they can also be time-consuming.

And in some situations, you cannot follow this approach because you simply don’t have access to all of the information you would need to do so.

Trial-and-Error

This problem-solving strategy involves trying a number of different solutions in order to figure out which one works best. This requires testing steps or more options to solve the problem or pick the right solution. 

For example, if you are trying to perfect a recipe, you might have to experiment with varying amounts of a certain ingredient before you figure out which one you prefer.

On the plus side, trial-and-error can be a great problem-solving strategy in situations that require an individualized solution. However, this approach can be very time-consuming and costly.

Working Backward

This problem-solving strategy involves looking at the end result and working your way back through the chain of events. It can be a useful tool when you are trying to figure out what might have led to a particular outcome.

It can also be a beneficial way to play out how you will complete a task. For example, if you know you need to have a project done by a certain date, working backward can help you figure out the steps you’ll need to complete in order to successfully finish the project.

Heuristics are mental shortcuts that allow you to come up with solutions quite quickly. They are often based on past experiences that are then applied to other situations. They are, essentially, a handy rule of thumb.

For example, imagine a student is trying to pick classes for the next term. While they aren’t sure which classes they’ll enjoy the most, they know that they tend to prefer subjects that involve a lot of creativity. They utilize this heuristic to pick classes that involve art and creative writing.

The benefit of a heuristic is that it is a fast way to make fairly accurate decisions. The trade-off is that you give up some accuracy in order to gain speed and efficiency.

Sometimes, the solution to a problem seems to come out of nowhere. You might suddenly envision a solution after struggling with the problem for a while. Or you might abruptly recognize the correct solution that you hadn’t seen before. 

No matter the source, insight-based problem-solving relies on following your gut instincts. While this may not be as objective or accurate as some other problem-solving strategies, it can be a great way to come up with creative, novel solutions.

Write It Down

Sometimes putting the problem and possible solutions down in paper can be a useful way to visualize solutions. Jot down whatever might help you envision your options. Draw a picture, create a mind map, or just write some notes to clarify your thoughts.

Get Some Sleep

If you’re facing a big problem or trying to make an important decision, try getting a good night’s sleep before making a choice. Sleep plays an essential role in memory consolidation, so getting some rest may help you access the information or insight you need to make the best choice.

Other Considerations

Even with an arsenal of problem-solving strategies at your disposal, coming up with solutions isn’t always easy. Certain challenges can make the process more difficult. A few issues that might emerge include:

• Mental set : When people form a mental set, they only rely on things that have worked in the last. Sometimes this can be useful, but in other cases, it can severely hinder the problem-solving process.
• Cognitive biases : Unconscious cognitive biases can make it difficult to see situations clearly and objectively. As a result, you may not consider all of your options or ignore relevant information.
• Misinformation : Poorly sourced clues and irrelevant details can add more complications. Being able to sort out what’s relevant and what’s not is essential for solving problems accurately.
• Functional fixedness : Functional fixedness happens when people only think of customary solutions to problems. It can hinder out-of-the-box thinking and prevents insightful, creative solutions.

Important Problem-Solving Skills

Becoming a good problem solver can be useful in a variety of domains, from school to work to interpersonal relationships. Important problem-solving skills encompass being able to identify problems, coming up with effective solutions, and then implementing these solutions.

According to a 2023 survey by the National Association of Colleges and Employers, 61.4% of employers look for problem-solving skills on applicant resumes.

Some essential problem-solving skills include:

• Research skills
• Analytical abilities
• Decision-making skills
• Critical thinking
• Communication
• Time management 
• Emotional intelligence

Solving a problem is complex and requires the ability to recognize the issue, collect and analyze relevant data, and make decisions about the best course of action. It can also involve asking others for input, communicating goals, and providing direction to others.

How to Become a Better Problem-Solver

If you’re ready to strengthen your problem-solving abilities, here are some steps you can take:

Identify the Problem

Before you can practice your problem-solving skills, you need to be able to recognize that there is a problem. When you spot a potential issue, ask questions about when it started and what caused it.

Do Your Research

Instead of jumping right in to finding solutions, do research to make sure you fully understand the problem and have all the background information you need. This helps ensure you don’t miss important details.

Hone Your Skills

Consider signing up for a class or workshop focused on problem-solving skill development. There are also books that focus on different methods and approaches.

The best way to strengthen problem-solving strategies is to give yourself plenty of opportunities to practice. Look for new challenges that allow you to think critically, analytically, and creatively.

Final Thoughts

If you have a problem to solve, there are plenty of strategies that can help you make the right choice. The key is to pick the right one, but also stay flexible and willing to shift gears.

In many cases, you might find that you need more than one strategy to make the choices that are right for your life.

Brunet, J. F., McNeil, J., Doucet, É., & Forest, G. (2020). The association between REM sleep and decision-making: Supporting evidences. Physiology & Behavior , 225, 113109. https://doi.org/10.1016/j.physbeh.2020.113109

Chrysikou, E. G, Motyka, K., Nigro, C., Yang, S. I. , & Thompson-Schill, S. L. (2016). Functional fixedness in creative thinking tasks depends on stimulus modality. Psychol Aesthet Creat Arts , 10(4):425‐435. https://doi.org/10.1037/aca0000050

Sarathy, V. (2018). Real world problem-solving. Front Hum Neurosci , 12:261. https://doi.org/10.3389/fnhum.2018.00261

How to improve your problem solving skills and build effective problem solving strategies

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Effective problem solving is all about using the right process and following a plan tailored to the issue at hand. Recognizing your team or organization has an issue isn’t enough to come up with effective problem solving strategies. 

To truly understand a problem and develop appropriate solutions, you will want to follow a solid process, follow the necessary problem solving steps, and bring all of your problem solving skills to the table.  

We’ll first guide you through the seven step problem solving process you and your team can use to effectively solve complex business challenges. We’ll also look at what problem solving strategies you can employ with your team when looking for a way to approach the process. We’ll then discuss the problem solving skills you need to be more effective at solving problems, complete with an activity from the SessionLab library you can use to develop that skill in your team.

Let’s get to it! 

What is a problem solving process?

• What are the problem solving steps I need to follow?

Problem solving strategies

What skills do i need to be an effective problem solver, how can i improve my problem solving skills.

Solving problems is like baking a cake. You can go straight into the kitchen without a recipe or the right ingredients and do your best, but the end result is unlikely to be very tasty!

Using a process to bake a cake allows you to use the best ingredients without waste, collect the right tools, account for allergies, decide whether it is a birthday or wedding cake, and then bake efficiently and on time. The result is a better cake that is fit for purpose, tastes better and has created less mess in the kitchen. Also, it should have chocolate sprinkles. Having a step by step process to solve organizational problems allows you to go through each stage methodically and ensure you are trying to solve the right problems and select the most appropriate, effective solutions.

What are the problem solving steps I need to follow? 

All problem solving processes go through a number of steps in order to move from identifying a problem to resolving it.

Depending on your problem solving model and who you ask, there can be anything between four and nine problem solving steps you should follow in order to find the right solution. Whatever framework you and your group use, there are some key items that should be addressed in order to have an effective process.

We’ve looked at problem solving processes from sources such as the American Society for Quality and their four step approach , and Mediate ‘s six step process. By reflecting on those and our own problem solving processes, we’ve come up with a sequence of seven problem solving steps we feel best covers everything you need in order to effectively solve problems.

1. Problem identification 

The first stage of any problem solving process is to identify the problem or problems you might want to solve. Effective problem solving strategies always begin by allowing a group scope to articulate what they believe the problem to be and then coming to some consensus over which problem they approach first. Problem solving activities used at this stage often have a focus on creating frank, open discussion so that potential problems can be brought to the surface.

2. Problem analysis 

Though this step is not a million miles from problem identification, problem analysis deserves to be considered separately. It can often be an overlooked part of the process and is instrumental when it comes to developing effective solutions.

The process of problem analysis means ensuring that the problem you are seeking to solve is the right problem . As part of this stage, you may look deeper and try to find the root cause of a specific problem at a team or organizational level.

Remember that problem solving strategies should not only be focused on putting out fires in the short term but developing long term solutions that deal with the root cause of organizational challenges. 

Whatever your approach, analyzing a problem is crucial in being able to select an appropriate solution and the problem solving skills deployed in this stage are beneficial for the rest of the process and ensuring the solutions you create are fit for purpose.

3. Solution generation

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

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

4. Solution development

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

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

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

5. Decision making 

Nearly there! Once your group has reached consensus and selected a solution that applies to the problem at hand you have some decisions to make. You will want to work on allocating ownership of the project, figure out who will do what, how the success of the solution will be measured and decide the next course of action.

The decision making stage is a part of the problem solving process that can get missed or taken as for granted. Fail to properly allocate roles and plan out how a solution will actually be implemented and it less likely to be successful in solving the problem.

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

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

6. Solution implementation 

This is what we were waiting for! All problem solving strategies have the end goal of implementing a solution and solving a problem in mind. 

Remember that in order for any solution to be successful, you need to help your group through all of the previous problem solving steps thoughtfully. Only then can you ensure that you are solving the right problem but also that you have developed the correct solution and can then successfully implement and measure the impact of that solution.

Project management and communication skills are key here – your solution may need to adjust when out in the wild or you might discover new challenges along the way.

7. Solution evaluation 

So you and your team developed a great solution to a problem and have a gut feeling its been solved. Work done, right? Wrong. All problem solving strategies benefit from evaluation, consideration, and feedback. You might find that the solution does not work for everyone, might create new problems, or is potentially so successful that you will want to roll it out to larger teams or as part of other initiatives. 

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

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

It’s worth underlining how important record keeping is throughout the problem solving process. If a solution didn’t work, you need to have the data and records to see why that was the case. If you go back to the drawing board, notes from the previous workshop can help save time. Data and insight is invaluable at every stage of the problem solving process and this one is no different.

Problem solving workshops made easy

Problem solving strategies are methods of approaching and facilitating the process of problem-solving with a set of techniques , actions, and processes. Different strategies are more effective if you are trying to solve broad problems such as achieving higher growth versus more focused problems like, how do we improve our customer onboarding process?

Broadly, the problem solving steps outlined above should be included in any problem solving strategy though choosing where to focus your time and what approaches should be taken is where they begin to differ. You might find that some strategies ask for the problem identification to be done prior to the session or that everything happens in the course of a one day workshop.

The key similarity is that all good problem solving strategies are structured and designed. Four hours of open discussion is never going to be as productive as a four-hour workshop designed to lead a group through a problem solving process.

Good problem solving strategies are tailored to the team, organization and problem you will be attempting to solve. Here are some example problem solving strategies you can learn from or use to get started.

Use a workshop to lead a team through a group process

Often, the first step to solving problems or organizational challenges is bringing a group together effectively. Most teams have the tools, knowledge, and expertise necessary to solve their challenges – they just need some guidance in how to use leverage those skills and a structure and format that allows people to focus their energies.

Facilitated workshops are one of the most effective ways of solving problems of any scale. By designing and planning your workshop carefully, you can tailor the approach and scope to best fit the needs of your team and organization. 

Problem solving workshop

• Creating a bespoke, tailored process
• Tackling problems of any size
• Building in-house workshop ability and encouraging their use

Workshops are an effective strategy for solving problems. By using tried and test facilitation techniques and methods, you can design and deliver a workshop that is perfectly suited to the unique variables of your organization. You may only have the capacity for a half-day workshop and so need a problem solving process to match. 

By using our session planner tool and importing methods from our library of 700+ facilitation techniques, you can create the right problem solving workshop for your team. It might be that you want to encourage creative thinking or look at things from a new angle to unblock your groups approach to problem solving. By tailoring your workshop design to the purpose, you can help ensure great results.

One of the main benefits of a workshop is the structured approach to problem solving. Not only does this mean that the workshop itself will be successful, but many of the methods and techniques will help your team improve their working processes outside of the workshop. 

We believe that workshops are one of the best tools you can use to improve the way your team works together. Start with a problem solving workshop and then see what team building, culture or design workshops can do for your organization!

Run a design sprint

Great for: 

• aligning large, multi-discipline teams
• quickly designing and testing solutions
• tackling large, complex organizational challenges and breaking them down into smaller tasks

By using design thinking principles and methods, a design sprint is a great way of identifying, prioritizing and prototyping solutions to long term challenges that can help solve major organizational problems with quick action and measurable results.

Some familiarity with design thinking is useful, though not integral, and this strategy can really help a team align if there is some discussion around which problems should be approached first. 

The stage-based structure of the design sprint is also very useful for teams new to design thinking.  The inspiration phase, where you look to competitors that have solved your problem, and the rapid prototyping and testing phases are great for introducing new concepts that will benefit a team in all their future work. 

It can be common for teams to look inward for solutions and so looking to the market for solutions you can iterate on can be very productive. Instilling an agile prototyping and testing mindset can also be great when helping teams move forwards – generating and testing solutions quickly can help save time in the long run and is also pretty exciting!

Break problems down into smaller issues

Organizational challenges and problems are often complicated and large scale in nature. Sometimes, trying to resolve such an issue in one swoop is simply unachievable or overwhelming. Try breaking down such problems into smaller issues that you can work on step by step. You may not be able to solve the problem of churning customers off the bat, but you can work with your team to identify smaller effort but high impact elements and work on those first.

This problem solving strategy can help a team generate momentum, prioritize and get some easy wins. It’s also a great strategy to employ with teams who are just beginning to learn how to approach the problem solving process. If you want some insight into a way to employ this strategy, we recommend looking at our design sprint template below!

Use guiding frameworks or try new methodologies

Some problems are best solved by introducing a major shift in perspective or by using new methodologies that encourage your team to think differently.

Props and tools such as Methodkit , which uses a card-based toolkit for facilitation, or Lego Serious Play can be great ways to engage your team and find an inclusive, democratic problem solving strategy. Remember that play and creativity are great tools for achieving change and whatever the challenge, engaging your participants can be very effective where other strategies may have failed.

LEGO Serious Play

• Improving core problem solving skills
• Thinking outside of the box
• Encouraging creative solutions

LEGO Serious Play is a problem solving methodology designed to get participants thinking differently by using 3D models and kinesthetic learning styles. By physically building LEGO models based on questions and exercises, participants are encouraged to think outside of the box and create their own responses. 

Collaborate LEGO Serious Play exercises are also used to encourage communication and build problem solving skills in a group. By using this problem solving process, you can often help different kinds of learners and personality types contribute and unblock organizational problems with creative thinking. 

Problem solving strategies like LEGO Serious Play are super effective at helping a team solve more skills-based problems such as communication between teams or a lack of creative thinking. Some problems are not suited to LEGO Serious Play and require a different problem solving strategy.

Card Decks and Method Kits

• New facilitators or non-facilitators 
• Approaching difficult subjects with a simple, creative framework
• Engaging those with varied learning styles

Card decks and method kids are great tools for those new to facilitation or for whom facilitation is not the primary role. Card decks such as the emotional culture deck can be used for complete workshops and in many cases, can be used right out of the box. Methodkit has a variety of kits designed for scenarios ranging from personal development through to personas and global challenges so you can find the right deck for your particular needs.

Having an easy to use framework that encourages creativity or a new approach can take some of the friction or planning difficulties out of the workshop process and energize a team in any setting. Simplicity is the key with these methods. By ensuring everyone on your team can get involved and engage with the process as quickly as possible can really contribute to the success of your problem solving strategy.

Source external advice

Looking to peers, experts and external facilitators can be a great way of approaching the problem solving process. Your team may not have the necessary expertise, insights of experience to tackle some issues, or you might simply benefit from a fresh perspective. Some problems may require bringing together an entire team, and coaching managers or team members individually might be the right approach. Remember that not all problems are best resolved in the same manner.

If you’re a solo entrepreneur, peer groups, coaches and mentors can also be invaluable at not only solving specific business problems, but in providing a support network for resolving future challenges. One great approach is to join a Mastermind Group and link up with like-minded individuals and all grow together. Remember that however you approach the sourcing of external advice, do so thoughtfully, respectfully and honestly. Reciprocate where you can and prepare to be surprised by just how kind and helpful your peers can be!

Mastermind Group

• Solo entrepreneurs or small teams with low capacity
• Peer learning and gaining outside expertise
• Getting multiple external points of view quickly

Problem solving in large organizations with lots of skilled team members is one thing, but how about if you work for yourself or in a very small team without the capacity to get the most from a design sprint or LEGO Serious Play session? 

A mastermind group – sometimes known as a peer advisory board – is where a group of people come together to support one another in their own goals, challenges, and businesses. Each participant comes to the group with their own purpose and the other members of the group will help them create solutions, brainstorm ideas, and support one another. 

Mastermind groups are very effective in creating an energized, supportive atmosphere that can deliver meaningful results. Learning from peers from outside of your organization or industry can really help unlock new ways of thinking and drive growth. Access to the experience and skills of your peers can be invaluable in helping fill the gaps in your own ability, particularly in young companies.

A mastermind group is a great solution for solo entrepreneurs, small teams, or for organizations that feel that external expertise or fresh perspectives will be beneficial for them. It is worth noting that Mastermind groups are often only as good as the participants and what they can bring to the group. Participants need to be committed, engaged and understand how to work in this context. 

Coaching and mentoring

• Focused learning and development
• Filling skills gaps
• Working on a range of challenges over time

Receiving advice from a business coach or building a mentor/mentee relationship can be an effective way of resolving certain challenges. The one-to-one format of most coaching and mentor relationships can really help solve the challenges those individuals are having and benefit the organization as a result.

A great mentor can be invaluable when it comes to spotting potential problems before they arise and coming to understand a mentee very well has a host of other business benefits. You might run an internal mentorship program to help develop your team’s problem solving skills and strategies or as part of a large learning and development program. External coaches can also be an important part of your problem solving strategy, filling skills gaps for your management team or helping with specific business issues. 

Now we’ve explored the problem solving process and the steps you will want to go through in order to have an effective session, let’s look at the skills you and your team need to be more effective problem solvers.

Problem solving skills are highly sought after, whatever industry or team you work in. Organizations are keen to employ people who are able to approach problems thoughtfully and find strong, realistic solutions. Whether you are a facilitator , a team leader or a developer, being an effective problem solver is a skill you’ll want to develop.

Problem solving skills form a whole suite of techniques and approaches that an individual uses to not only identify problems but to discuss them productively before then developing appropriate solutions.

Here are some of the most important problem solving skills everyone from executives to junior staff members should learn. We’ve also included an activity or exercise from the SessionLab library that can help you and your team develop that skill. 

If you’re running a workshop or training session to try and improve problem solving skills in your team, try using these methods to supercharge your process!

Active listening

Active listening is one of the most important skills anyone who works with people can possess. In short, active listening is a technique used to not only better understand what is being said by an individual, but also to be more aware of the underlying message the speaker is trying to convey. When it comes to problem solving, active listening is integral for understanding the position of every participant and to clarify the challenges, ideas and solutions they bring to the table.

Some active listening skills include:

• Paying complete attention to the speaker.
• Removing distractions.
• Avoid interruption.
• Taking the time to fully understand before preparing a rebuttal.
• Responding respectfully and appropriately.
• Demonstrate attentiveness and positivity with an open posture, making eye contact with the speaker, smiling and nodding if appropriate. Show that you are listening and encourage them to continue.
• Be aware of and respectful of feelings. Judge the situation and respond appropriately. You can disagree without being disrespectful.   
• Observe body language. 
• Paraphrase what was said in your own words, either mentally or verbally.
• Remain neutral. 
• Reflect and take a moment before responding.
• Ask deeper questions based on what is said and clarify points where necessary.   

Active Listening   #hyperisland   #skills   #active listening   #remote-friendly   This activity supports participants to reflect on a question and generate their own solutions using simple principles of active listening and peer coaching. It’s an excellent introduction to active listening but can also be used with groups that are already familiar with it. Participants work in groups of three and take turns being: “the subject”, the listener, and the observer.

Analytical skills

All problem solving models require strong analytical skills, particularly during the beginning of the process and when it comes to analyzing how solutions have performed.

Analytical skills are primarily focused on performing an effective analysis by collecting, studying and parsing data related to a problem or opportunity. 

It often involves spotting patterns, being able to see things from different perspectives and using observable facts and data to make suggestions or produce insight. 

Analytical skills are also important at every stage of the problem solving process and by having these skills, you can ensure that any ideas or solutions you create or backed up analytically and have been sufficiently thought out.

Nine Whys   #innovation   #issue analysis   #liberating structures   With breathtaking simplicity, you can rapidly clarify for individuals and a group what is essentially important in their work. You can quickly reveal when a compelling purpose is missing in a gathering and avoid moving forward without clarity. When a group discovers an unambiguous shared purpose, more freedom and more responsibility are unleashed. You have laid the foundation for spreading and scaling innovations with fidelity.

Collaboration

Trying to solve problems on your own is difficult. Being able to collaborate effectively, with a free exchange of ideas, to delegate and be a productive member of a team is hugely important to all problem solving strategies.

Remember that whatever your role, collaboration is integral, and in a problem solving process, you are all working together to find the best solution for everyone. 

Marshmallow challenge with debriefing   #teamwork   #team   #leadership   #collaboration   In eighteen minutes, teams must build the tallest free-standing structure out of 20 sticks of spaghetti, one yard of tape, one yard of string, and one marshmallow. The marshmallow needs to be on top. The Marshmallow Challenge was developed by Tom Wujec, who has done the activity with hundreds of groups around the world. Visit the Marshmallow Challenge website for more information. This version has an extra debriefing question added with sample questions focusing on roles within the team.

Communication  

Being an effective communicator means being empathetic, clear and succinct, asking the right questions, and demonstrating active listening skills throughout any discussion or meeting. 

In a problem solving setting, you need to communicate well in order to progress through each stage of the process effectively. As a team leader, it may also fall to you to facilitate communication between parties who may not see eye to eye. Effective communication also means helping others to express themselves and be heard in a group.

Bus Trip   #feedback   #communication   #appreciation   #closing   #thiagi   #team   This is one of my favourite feedback games. I use Bus Trip at the end of a training session or a meeting, and I use it all the time. The game creates a massive amount of energy with lots of smiles, laughs, and sometimes even a teardrop or two.

Creative problem solving skills can be some of the best tools in your arsenal. Thinking creatively, being able to generate lots of ideas and come up with out of the box solutions is useful at every step of the process. 

The kinds of problems you will likely discuss in a problem solving workshop are often difficult to solve, and by approaching things in a fresh, creative manner, you can often create more innovative solutions.

Having practical creative skills is also a boon when it comes to problem solving. If you can help create quality design sketches and prototypes in record time, it can help bring a team to alignment more quickly or provide a base for further iteration.

The paper clip method   #sharing   #creativity   #warm up   #idea generation   #brainstorming   The power of brainstorming. A training for project leaders, creativity training, and to catalyse getting new solutions.

Critical thinking

Critical thinking is one of the fundamental problem solving skills you’ll want to develop when working on developing solutions. Critical thinking is the ability to analyze, rationalize and evaluate while being aware of personal bias, outlying factors and remaining open-minded.

Defining and analyzing problems without deploying critical thinking skills can mean you and your team go down the wrong path. Developing solutions to complex issues requires critical thinking too – ensuring your team considers all possibilities and rationally evaluating them. 

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.

Data analysis 

Though it shares lots of space with general analytical skills, data analysis skills are something you want to cultivate in their own right in order to be an effective problem solver.

Being good at data analysis doesn’t just mean being able to find insights from data, but also selecting the appropriate data for a given issue, interpreting it effectively and knowing how to model and present that data. Depending on the problem at hand, it might also include a working knowledge of specific data analysis tools and procedures. 

Having a solid grasp of data analysis techniques is useful if you’re leading a problem solving workshop but if you’re not an expert, don’t worry. Bring people into the group who has this skill set and help your team be more effective as a result.

Decision making

All problems need a solution and all solutions require that someone make the decision to implement them. Without strong decision making skills, teams can become bogged down in discussion and less effective as a result. 

Making decisions is a key part of the problem solving process. It’s important to remember that decision making is not restricted to the leadership team. Every staff member makes decisions every day and developing these skills ensures that your team is able to solve problems at any scale. Remember that making decisions does not mean leaping to the first solution but weighing up the options and coming to an informed, well thought out solution to any given problem that works for the whole team.

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

Dependability

Most complex organizational problems require multiple people to be involved in delivering the solution. Ensuring that the team and organization can depend on you to take the necessary actions and communicate where necessary is key to ensuring problems are solved effectively.

Being dependable also means working to deadlines and to brief. It is often a matter of creating trust in a team so that everyone can depend on one another to complete the agreed actions in the agreed time frame so that the team can move forward together. Being undependable can create problems of friction and can limit the effectiveness of your solutions so be sure to bear this in mind throughout a project. 

Team Purpose & Culture   #team   #hyperisland   #culture   #remote-friendly   This is an essential process designed to help teams define their purpose (why they exist) and their culture (how they work together to achieve that purpose). Defining these two things will help any team to be more focused and aligned. With support of tangible examples from other companies, the team members work as individuals and a group to codify the way they work together. The goal is a visual manifestation of both the purpose and culture that can be put up in the team’s work space.

Emotional intelligence

Emotional intelligence is an important skill for any successful team member, whether communicating internally or with clients or users. In the problem solving process, emotional intelligence means being attuned to how people are feeling and thinking, communicating effectively and being self-aware of what you bring to a room. 

There are often differences of opinion when working through problem solving processes, and it can be easy to let things become impassioned or combative. Developing your emotional intelligence means being empathetic to your colleagues and managing your own emotions throughout the problem and solution process. Be kind, be thoughtful and put your points across care and attention. 

Being emotionally intelligent is a skill for life and by deploying it at work, you can not only work efficiently but empathetically. Check out the emotional culture workshop template for more!

Facilitation

As we’ve clarified in our facilitation skills post, facilitation is the art of leading people through processes towards agreed-upon objectives in a manner that encourages participation, ownership, and creativity by all those involved. While facilitation is a set of interrelated skills in itself, the broad definition of facilitation can be invaluable when it comes to problem solving. Leading a team through a problem solving process is made more effective if you improve and utilize facilitation skills – whether you’re a manager, team leader or external stakeholder.

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

Flexibility 

Being flexible is a vital skill when it comes to problem solving. This does not mean immediately bowing to pressure or changing your opinion quickly: instead, being flexible is all about seeing things from new perspectives, receiving new information and factoring it into your thought process.

Flexibility is also important when it comes to rolling out solutions. It might be that other organizational projects have greater priority or require the same resources as your chosen solution. Being flexible means understanding needs and challenges across the team and being open to shifting or arranging your own schedule as necessary. Again, this does not mean immediately making way for other projects. It’s about articulating your own needs, understanding the needs of others and being able to come to a meaningful compromise.

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.

Working in any group can lead to unconscious elements of groupthink or situations in which you may not wish to be entirely honest. Disagreeing with the opinions of the executive team or wishing to save the feelings of a coworker can be tricky to navigate, but being honest is absolutely vital when to comes to developing effective solutions and ensuring your voice is heard. 

Remember that being honest does not mean being brutally candid. You can deliver your honest feedback and opinions thoughtfully and without creating friction by using other skills such as emotional intelligence. 

Explore your Values   #hyperisland   #skills   #values   #remote-friendly   Your Values is an exercise for participants to explore what their most important values are. It’s done in an intuitive and rapid way to encourage participants to follow their intuitive feeling rather than over-thinking and finding the “correct” values. It is a good exercise to use to initiate reflection and dialogue around personal values.

Initiative 

The problem solving process is multi-faceted and requires different approaches at certain points of the process. Taking initiative to bring problems to the attention of the team, collect data or lead the solution creating process is always valuable. You might even roadtest your own small scale solutions or brainstorm before a session. Taking initiative is particularly effective if you have good deal of knowledge in that area or have ownership of a particular project and want to get things kickstarted.

That said, be sure to remember to honor the process and work in service of the team. If you are asked to own one part of the problem solving process and you don’t complete that task because your initiative leads you to work on something else, that’s not an effective method of solving business challenges.

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.

Impartiality

A particularly useful problem solving skill for product owners or managers is the ability to remain impartial throughout much of the process. In practice, this means treating all points of view and ideas brought forward in a meeting equally and ensuring that your own areas of interest or ownership are not favored over others. 

There may be a stage in the process where a decision maker has to weigh the cost and ROI of possible solutions against the company roadmap though even then, ensuring that the decision made is based on merit and not personal opinion. 

Empathy map   #frame insights   #create   #design   #issue analysis   An empathy map is a tool to help a design team to empathize with the people they are designing for. You can make an empathy map for a group of people or for a persona. To be used after doing personas when more insights are needed.

Being a good leader means getting a team aligned, energized and focused around a common goal. In the problem solving process, strong leadership helps ensure that the process is efficient, that any conflicts are resolved and that a team is managed in the direction of success.

It’s common for managers or executives to assume this role in a problem solving workshop, though it’s important that the leader maintains impartiality and does not bulldoze the group in a particular direction. Remember that good leadership means working in service of the purpose and team and ensuring the workshop is a safe space for employees of any level to contribute. Take a look at our leadership games and activities post for more exercises and methods to help improve leadership in your organization.

Leadership Pizza   #leadership   #team   #remote-friendly   This leadership development activity offers a self-assessment framework for people to first identify what skills, attributes and attitudes they find important for effective leadership, and then assess their own development and initiate goal setting.

In the context of problem solving, mediation is important in keeping a team engaged, happy and free of conflict. When leading or facilitating a problem solving workshop, you are likely to run into differences of opinion. Depending on the nature of the problem, certain issues may be brought up that are emotive in nature. 

Being an effective mediator means helping those people on either side of such a divide are heard, listen to one another and encouraged to find common ground and a resolution. Mediating skills are useful for leaders and managers in many situations and the problem solving process is no different.

Conflict Responses   #hyperisland   #team   #issue resolution   A workshop for a team to reflect on past conflicts, and use them to generate guidelines for effective conflict handling. The workshop uses the Thomas-Killman model of conflict responses to frame a reflective discussion. Use it to open up a discussion around conflict with a team.

Planning 

Solving organizational problems is much more effective when following a process or problem solving model. Planning skills are vital in order to structure, deliver and follow-through on a problem solving workshop and ensure your solutions are intelligently deployed.

Planning skills include the ability to organize tasks and a team, plan and design the process and take into account any potential challenges. Taking the time to plan carefully can save time and frustration later in the process and is valuable for ensuring a team is positioned for success.

3 Action Steps   #hyperisland   #action   #remote-friendly   This is a small-scale strategic planning session that helps groups and individuals to take action toward a desired change. It is often used at the end of a workshop or programme. The group discusses and agrees on a vision, then creates some action steps that will lead them towards that vision. The scope of the challenge is also defined, through discussion of the helpful and harmful factors influencing the group.

Prioritization

As organisations grow, the scale and variation of problems they face multiplies. Your team or is likely to face numerous challenges in different areas and so having the skills to analyze and prioritize becomes very important, particularly for those in leadership roles.

A thorough problem solving process is likely to deliver multiple solutions and you may have several different problems you wish to solve simultaneously. Prioritization is the ability to measure the importance, value, and effectiveness of those possible solutions and choose which to enact and in what order. The process of prioritization is integral in ensuring the biggest challenges are addressed with the most impactful solutions.

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.

Project management

Some problem solving skills are utilized in a workshop or ideation phases, while others come in useful when it comes to decision making. Overseeing an entire problem solving process and ensuring its success requires strong project management skills. 

While project management incorporates many of the other skills listed here, it is important to note the distinction of considering all of the factors of a project and managing them successfully. Being able to negotiate with stakeholders, manage tasks, time and people, consider costs and ROI, and tie everything together is massively helpful when going through the problem solving process. 

Record keeping

Working out meaningful solutions to organizational challenges is only one part of the process.  Thoughtfully documenting and keeping records of each problem solving step for future consultation is important in ensuring efficiency and meaningful change. 

For example, some problems may be lower priority than others but can be revisited in the future. If the team has ideated on solutions and found some are not up to the task, record those so you can rule them out and avoiding repeating work. Keeping records of the process also helps you improve and refine your problem solving model next time around!

Personal Kanban   #gamestorming   #action   #agile   #project planning   Personal Kanban is a tool for organizing your work to be more efficient and productive. It is based on agile methods and principles.

Research skills

Conducting research to support both the identification of problems and the development of appropriate solutions is important for an effective process. Knowing where to go to collect research, how to conduct research efficiently, and identifying pieces of research are relevant are all things a good researcher can do well. 

In larger groups, not everyone has to demonstrate this ability in order for a problem solving workshop to be effective. That said, having people with research skills involved in the process, particularly if they have existing area knowledge, can help ensure the solutions that are developed with data that supports their intention. Remember that being able to deliver the results of research efficiently and in a way the team can easily understand is also important. The best data in the world is only as effective as how it is delivered and interpreted.

Customer experience map   #ideation   #concepts   #research   #design   #issue analysis   #remote-friendly   Customer experience mapping is a method of documenting and visualizing the experience a customer has as they use the product or service. It also maps out their responses to their experiences. To be used when there is a solution (even in a conceptual stage) that can be analyzed.

Risk management

Managing risk is an often overlooked part of the problem solving process. Solutions are often developed with the intention of reducing exposure to risk or solving issues that create risk but sometimes, great solutions are more experimental in nature and as such, deploying them needs to be carefully considered. 

Managing risk means acknowledging that there may be risks associated with more out of the box solutions or trying new things, but that this must be measured against the possible benefits and other organizational factors. 

Be informed, get the right data and stakeholders in the room and you can appropriately factor risk into your decision making process. 

Decisions, Decisions…   #communication   #decision making   #thiagi   #action   #issue analysis   When it comes to decision-making, why are some of us more prone to take risks while others are risk-averse? One explanation might be the way the decision and options were presented.  This exercise, based on Kahneman and Tversky’s classic study , illustrates how the framing effect influences our judgement and our ability to make decisions . The participants are divided into two groups. Both groups are presented with the same problem and two alternative programs for solving them. The two programs both have the same consequences but are presented differently. The debriefing discussion examines how the framing of the program impacted the participant’s decision.

Team-building 

No single person is as good at problem solving as a team. Building an effective team and helping them come together around a common purpose is one of the most important problem solving skills, doubly so for leaders. By bringing a team together and helping them work efficiently, you pave the way for team ownership of a problem and the development of effective solutions. 

In a problem solving workshop, it can be tempting to jump right into the deep end, though taking the time to break the ice, energize the team and align them with a game or exercise will pay off over the course of the day.

Remember that you will likely go through the problem solving process multiple times over an organization’s lifespan and building a strong team culture will make future problem solving more effective. It’s also great to work with people you know, trust and have fun with. Working on team building in and out of the problem solving process is a hallmark of successful teams that can work together to solve business problems.

9 Dimensions Team Building Activity   #ice breaker   #teambuilding   #team   #remote-friendly   9 Dimensions is a powerful activity designed to build relationships and trust among team members. There are 2 variations of this icebreaker. The first version is for teams who want to get to know each other better. The second version is for teams who want to explore how they are working together as a team.

Time management 

The problem solving process is designed to lead a team from identifying a problem through to delivering a solution and evaluating its effectiveness. Without effective time management skills or timeboxing of tasks, it can be easy for a team to get bogged down or be inefficient.

By using a problem solving model and carefully designing your workshop, you can allocate time efficiently and trust that the process will deliver the results you need in a good timeframe.

Time management also comes into play when it comes to rolling out solutions, particularly those that are experimental in nature. Having a clear timeframe for implementing and evaluating solutions is vital for ensuring their success and being able to pivot if necessary.

Improving your skills at problem solving is often a career-long pursuit though there are methods you can use to make the learning process more efficient and to supercharge your problem solving skillset.

Remember that the skills you need to be a great problem solver have a large overlap with those skills you need to be effective in any role. Investing time and effort to develop your active listening or critical thinking skills is valuable in any context. Here are 7 ways to improve your problem solving skills.

Share best practices

Remember that your team is an excellent source of skills, wisdom, and techniques and that you should all take advantage of one another where possible. Best practices that one team has for solving problems, conducting research or making decisions should be shared across the organization. If you have in-house staff that have done active listening training or are data analysis pros, have them lead a training session. 

Your team is one of your best resources. Create space and internal processes for the sharing of skills so that you can all grow together. 

Ask for help and attend training

Once you’ve figured out you have a skills gap, the next step is to take action to fill that skills gap. That might be by asking your superior for training or coaching, or liaising with team members with that skill set. You might even attend specialized training for certain skills – active listening or critical thinking, for example, are business-critical skills that are regularly offered as part of a training scheme.

Whatever method you choose, remember that taking action of some description is necessary for growth. Whether that means practicing, getting help, attending training or doing some background reading, taking active steps to improve your skills is the way to go.

Learn a process 

Problem solving can be complicated, particularly when attempting to solve large problems for the first time. Using a problem solving process helps give structure to your problem solving efforts and focus on creating outcomes, rather than worrying about the format. 

Tools such as the seven-step problem solving process above are effective because not only do they feature steps that will help a team solve problems, they also develop skills along the way. Each step asks for people to engage with the process using different skills and in doing so, helps the team learn and grow together. Group processes of varying complexity and purpose can also be found in the SessionLab library of facilitation techniques . Using a tried and tested process and really help ease the learning curve for both those leading such a process, as well as those undergoing the purpose.

Effective teams make decisions about where they should and shouldn’t expend additional effort. By using a problem solving process, you can focus on the things that matter, rather than stumbling towards a solution haphazardly. 

Create a feedback loop

Some skills gaps are more obvious than others. It’s possible that your perception of your active listening skills differs from those of your colleagues. 

It’s valuable to create a system where team members can provide feedback in an ordered and friendly manner so they can all learn from one another. Only by identifying areas of improvement can you then work to improve them. 

Remember that feedback systems require oversight and consideration so that they don’t turn into a place to complain about colleagues. Design the system intelligently so that you encourage the creation of learning opportunities, rather than encouraging people to list their pet peeves.

While practice might not make perfect, it does make the problem solving process easier. If you are having trouble with critical thinking, don’t shy away from doing it. Get involved where you can and stretch those muscles as regularly as possible. 

Problem solving skills come more naturally to some than to others and that’s okay. Take opportunities to get involved and see where you can practice your skills in situations outside of a workshop context. Try collaborating in other circumstances at work or conduct data analysis on your own projects. You can often develop those skills you need for problem solving simply by doing them. Get involved!

Use expert exercises and methods

Learn from the best. Our library of 700+ facilitation techniques is full of activities and methods that help develop the skills you need to be an effective problem solver. Check out our templates to see how to approach problem solving and other organizational challenges in a structured and intelligent manner.

There is no single approach to improving problem solving skills, but by using the techniques employed by others you can learn from their example and develop processes that have seen proven results. 

Try new ways of thinking and change your mindset

Using tried and tested exercises that you know well can help deliver results, but you do run the risk of missing out on the learning opportunities offered by new approaches. As with the problem solving process, changing your mindset can remove blockages and be used to develop your problem solving skills.

Most teams have members with mixed skill sets and specialties. Mix people from different teams and share skills and different points of view. Teach your customer support team how to use design thinking methods or help your developers with conflict resolution techniques. Try switching perspectives with facilitation techniques like Flip It! or by using new problem solving methodologies or models. Give design thinking, liberating structures or lego serious play a try if you want to try a new approach. You will find that framing problems in new ways and using existing skills in new contexts can be hugely useful for personal development and improving your skillset. It’s also a lot of fun to try new things. Give it a go!

Encountering business challenges and needing to find appropriate solutions is not unique to your organization. Lots of very smart people have developed methods, theories and approaches to help develop problem solving skills and create effective solutions. Learn from them!

Books like The Art of Thinking Clearly , Think Smarter, or Thinking Fast, Thinking Slow are great places to start, though it’s also worth looking at blogs related to organizations facing similar problems to yours, or browsing for success stories. Seeing how Dropbox massively increased growth and working backward can help you see the skills or approach you might be lacking to solve that same problem. Learning from others by reading their stories or approaches can be time-consuming but ultimately rewarding.

A tired, distracted mind is not in the best position to learn new skills. It can be tempted to burn the candle at both ends and develop problem solving skills outside of work. Absolutely use your time effectively and take opportunities for self-improvement, though remember that rest is hugely important and that without letting your brain rest, you cannot be at your most effective. 

Creating distance between yourself and the problem you might be facing can also be useful. By letting an idea sit, you can find that a better one presents itself or you can develop it further. Take regular breaks when working and create a space for downtime. Remember that working smarter is preferable to working harder and that self-care is important for any effective learning or improvement process.

Want to design better group processes?

Over to you

Now we’ve explored some of the key problem solving skills and the problem solving steps necessary for an effective process, you’re ready to begin developing more effective solutions and leading problem solving workshops.

Need more inspiration? Check out our post on problem solving activities you can use when guiding a group towards a great solution in your next workshop or meeting. Have questions? Did you have a great problem solving technique you use with your team? Get in touch in the comments below. We’d love to chat!

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Module 1: Problem Solving Strategies

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Unlike exercises, there is never a simple recipe for solving a problem. You can get better and better at solving problems, both by building up your background knowledge and by simply practicing. As you solve more problems (and learn how other people solved them), you learn strategies and techniques that can be useful. But no single strategy works every time.

Pólya’s How to Solve It

George Pólya was a great champion in the field of teaching effective problem solving skills. He was born in Hungary in 1887, received his Ph.D. at the University of Budapest, and was a professor at Stanford University (among other universities). He wrote many mathematical papers along with three books, most famously, “How to Solve it.” Pólya died at the age 98 in 1985.1

1. Image of Pólya by Thane Plambeck from Palo Alto, California (Flickr) [CC BY

In 1945, Pólya published the short book How to Solve It , which gave a four-step method for solving mathematical problems:

First, you have to understand the problem.

After understanding, then make a plan.

Carry out the plan.

Look back on your work. How could it be better?

This is all well and good, but how do you actually do these steps?!?! Steps 1. and 2. are particularly mysterious! How do you “make a plan?” That is where you need some tools in your toolbox, and some experience to draw upon.

Much has been written since 1945 to explain these steps in more detail, but the truth is that they are more art than science. This is where math becomes a creative endeavor (and where it becomes so much fun). We will articulate some useful problem solving strategies, but no such list will ever be complete. This is really just a start to help you on your way. The best way to become a skilled problem solver is to learn the background material well, and then to solve a lot of problems!

Problem Solving Strategy 1 (Guess and Test)

Make a guess and test to see if it satisfies the demands of the problem. If it doesn't, alter the guess appropriately and check again. Keep doing this until you find a solution.

Mr. Jones has a total of 25 chickens and cows on his farm. How many of each does he have if all together there are 76 feet?

Step 1: Understanding the problem

We are given in the problem that there are 25 chickens and cows.

All together there are 76 feet.

Chickens have 2 feet and cows have 4 feet.

We are trying to determine how many cows and how many chickens Mr. Jones has on his farm.

Step 2: Devise a plan

Going to use Guess and test along with making a tab

Many times the strategy below is used with guess and test.

Make a table and look for a pattern:

Procedure: Make a table reflecting the data in the problem. If done in an orderly way, such a table will often reveal patterns and relationships that suggest how the problem can be solved.

Step 3: Carry out the plan:

Notice we are going in the wrong direction! The total number of feet is decreasing!

Better! The total number of feet are increasing!

Step 4: Looking back:

Check: 12 + 13 = 25 heads

24 + 52 = 76 feet.

We have found the solution to this problem. I could use this strategy when there are a limited number of possible answers and when two items are the same but they have one characteristic that is different.

Videos to watch:

1. Click on this link to see an example of “Guess and Test”

http://www.mathstories.com/strategies.htm

2. Click on this link to see another example of Guess and Test.

http://www.mathinaction.org/problem-solving-strategies.html

Check in question 1:

Place the digits 8, 10, 11, 12, and 13 in the circles to make the sums across and vertically equal 31. (5 points)

Check in question 2:

Old McDonald has 250 chickens and goats in the barnyard. Altogether there are 760 feet . How many of each animal does he have? Make sure you use Polya’s 4 problem solving steps. (12 points)

Problem Solving Strategy 2 (Draw a Picture). Some problems are obviously about a geometric situation, and it is clear you want to draw a picture and mark down all of the given information before you try to solve it. But even for a problem that is not geometric thinking visually can help!

Videos to watch demonstrating how to use "Draw a Picture".

1. Click on this link to see an example of “Draw a Picture”

2. Click on this link to see another example of Draw a Picture.

Problem Solving Strategy 3 ( Using a variable to find the sum of a sequence.)

Gauss's strategy for sequences.

last term = fixed number ( n -1) + first term

The fix number is the the amount each term is increasing or decreasing by. "n" is the number of terms you have. You can use this formula to find the last term in the sequence or the number of terms you have in a sequence.

Ex: 2, 5, 8, ... Find the 200th term.

Last term = 3(200-1) +2

Last term is 599.

To find the sum of a sequence: sum = [(first term + last term) (number of terms)]/ 2

Sum = (2 + 599) (200) then divide by 2

Sum = 60,100

Check in question 3: (10 points)

Find the 320 th term of 7, 10, 13, 16 …

Then find the sum of the first 320 terms.

Problem Solving Strategy 4 (Working Backwards)

This is considered a strategy in many schools. If you are given an answer, and the steps that were taken to arrive at that answer, you should be able to determine the starting point.

Videos to watch demonstrating of “Working Backwards”

https://www.youtube.com/watch?v=5FFWTsMEeJw

Karen is thinking of a number. If you double it, and subtract 7, you obtain 11. What is Karen’s number?

1. We start with 11 and work backwards.

2. The opposite of subtraction is addition. We will add 7 to 11. We are now at 18.

3. The opposite of doubling something is dividing by 2. 18/2 = 9

4. This should be our answer. Looking back:

9 x 2 = 18 -7 = 11

5. We have the right answer.

Check in question 4:

Christina is thinking of a number.

If you multiply her number by 93, add 6, and divide by 3, you obtain 436. What is her number? Solve this problem by working backwards. (5 points)

Problem Solving Strategy 5 (Looking for a Pattern)

Definition: A sequence is a pattern involving an ordered arrangement of numbers.

We first need to find a pattern.

Ask yourself as you search for a pattern – are the numbers growing steadily larger? Steadily smaller? How is each number related?

Example 1: 1, 4, 7, 10, 13…

Find the next 2 numbers. The pattern is each number is increasing by 3. The next two numbers would be 16 and 19.

Example 2: 1, 4, 9, 16 … find the next 2 numbers. It looks like each successive number is increase by the next odd number. 1 + 3 = 4.

So the next number would be

25 + 11 = 36

Example 3: 10, 7, 4, 1, -2… find the next 2 numbers.

In this sequence, the numbers are decreasing by 3. So the next 2 numbers would be -2 -3 = -5

-5 – 3 = -8

Example 4: 1, 2, 4, 8 … find the next two numbers.

This example is a little bit harder. The numbers are increasing but not by a constant. Maybe a factor?

So each number is being multiplied by 2.

16 x 2 = 32

1. Click on this link to see an example of “Looking for a Pattern”

2. Click on this link to see another example of Looking for a Pattern.

Problem Solving Strategy 6 (Make a List)

Example 1 : Can perfect squares end in a 2 or a 3?

List all the squares of the numbers 1 to 20.

1 4 9 16 25 36 49 64 81 100 121 144 169 196 225 256 289 324 361 400.

Now look at the number in the ones digits. Notice they are 0, 1, 4, 5, 6, or 9. Notice none of the perfect squares end in 2, 3, 7, or 8. This list suggests that perfect squares cannot end in a 2, 3, 7 or 8.

How many different amounts of money can you have in your pocket if you have only three coins including only dimes and quarters?

Quarter’s dimes

0 3 30 cents

1 2 45 cents

2 1 60 cents

3 0 75 cents

Videos demonstrating "Make a List"

Check in question 5:

How many ways can you make change for 23 cents using only pennies, nickels, and dimes? (10 points)

Problem Solving Strategy 7 (Solve a Simpler Problem)

Geometric Sequences:

How would we find the nth term?

Solve a simpler problem:

1, 3, 9, 27.

1. To get from 1 to 3 what did we do?

2. To get from 3 to 9 what did we do?

Let’s set up a table:

Term Number what did we do

Looking back: How would you find the nth term?

Find the 10 th term of the above sequence.

Let L = the tenth term

Problem Solving Strategy 8 (Process of Elimination)

This strategy can be used when there is only one possible solution.

I’m thinking of a number.

The number is odd.

It is more than 1 but less than 100.

It is greater than 20.

It is less than 5 times 7.

The sum of the digits is 7.

It is evenly divisible by 5.

a. We know it is an odd number between 1 and 100.

b. It is greater than 20 but less than 35

21, 23, 25, 27, 29, 31, 33, 35. These are the possibilities.

c. The sum of the digits is 7

21 (2+1=3) No 23 (2+3 = 5) No 25 (2 + 5= 7) Yes Using the same process we see there are no other numbers that meet this criteria. Also we notice 25 is divisible by 5. By using the strategy elimination, we have found our answer.

Check in question 6: (8 points)

Jose is thinking of a number.

The number is not odd.

The sum of the digits is divisible by 2.

The number is a multiple of 11.

It is greater than 5 times 4.

It is a multiple of 6

It is less than 7 times 8 +23

What is the number?

Click on this link for a quick review of the problem solving strategies.

https://garyhall.org.uk/maths-problem-solving-strategies.html

Want to create or adapt books like this? Learn more about how Pressbooks supports open publishing practices.

Thinking and Intelligence

Problem Solving

OpenStaxCollege

[latexpage]

Learning Objectives

By the end of this section, you will be able to:

• Describe problem solving strategies
• Define algorithm and heuristic
• Explain some common roadblocks to effective problem solving

People face problems every day—usually, multiple problems throughout the day. Sometimes these problems are straightforward: To double a recipe for pizza dough, for example, all that is required is that each ingredient in the recipe be doubled. Sometimes, however, the problems we encounter are more complex. For example, say you have a work deadline, and you must mail a printed copy of a report to your supervisor by the end of the business day. The report is time-sensitive and must be sent overnight. You finished the report last night, but your printer will not work today. What should you do? First, you need to identify the problem and then apply a strategy for solving the problem.

PROBLEM-SOLVING STRATEGIES

When you are presented with a problem—whether it is a complex mathematical problem or a broken printer, how do you solve it? Before finding a solution to the problem, the problem must first be clearly identified. After that, one of many problem solving strategies can be applied, hopefully resulting in a solution.

A problem-solving strategy is a plan of action used to find a solution. Different strategies have different action plans associated with them ( [link] ). For example, a well-known strategy is trial and error . The old adage, “If at first you don’t succeed, try, try again” describes trial and error. In terms of your broken printer, you could try checking the ink levels, and if that doesn’t work, you could check to make sure the paper tray isn’t jammed. Or maybe the printer isn’t actually connected to your laptop. When using trial and error, you would continue to try different solutions until you solved your problem. Although trial and error is not typically one of the most time-efficient strategies, it is a commonly used one.

Another type of strategy is an algorithm. An algorithm is a problem-solving formula that provides you with step-by-step instructions used to achieve a desired outcome (Kahneman, 2011). You can think of an algorithm as a recipe with highly detailed instructions that produce the same result every time they are performed. Algorithms are used frequently in our everyday lives, especially in computer science. When you run a search on the Internet, search engines like Google use algorithms to decide which entries will appear first in your list of results. Facebook also uses algorithms to decide which posts to display on your newsfeed. Can you identify other situations in which algorithms are used?

A heuristic is another type of problem solving strategy. While an algorithm must be followed exactly to produce a correct result, a heuristic is a general problem-solving framework (Tversky & Kahneman, 1974). You can think of these as mental shortcuts that are used to solve problems. A “rule of thumb” is an example of a heuristic. Such a rule saves the person time and energy when making a decision, but despite its time-saving characteristics, it is not always the best method for making a rational decision. Different types of heuristics are used in different types of situations, but the impulse to use a heuristic occurs when one of five conditions is met (Pratkanis, 1989):

• When one is faced with too much information
• When the time to make a decision is limited
• When the decision to be made is unimportant
• When there is access to very little information to use in making the decision
• When an appropriate heuristic happens to come to mind in the same moment

Working backwards is a useful heuristic in which you begin solving the problem by focusing on the end result. Consider this example: You live in Washington, D.C. and have been invited to a wedding at 4 PM on Saturday in Philadelphia. Knowing that Interstate 95 tends to back up any day of the week, you need to plan your route and time your departure accordingly. If you want to be at the wedding service by 3:30 PM, and it takes 2.5 hours to get to Philadelphia without traffic, what time should you leave your house? You use the working backwards heuristic to plan the events of your day on a regular basis, probably without even thinking about it.

Another useful heuristic is the practice of accomplishing a large goal or task by breaking it into a series of smaller steps. Students often use this common method to complete a large research project or long essay for school. For example, students typically brainstorm, develop a thesis or main topic, research the chosen topic, organize their information into an outline, write a rough draft, revise and edit the rough draft, develop a final draft, organize the references list, and proofread their work before turning in the project. The large task becomes less overwhelming when it is broken down into a series of small steps.

Problem-solving abilities can improve with practice. Many people challenge themselves every day with puzzles and other mental exercises to sharpen their problem-solving skills. Sudoku puzzles appear daily in most newspapers. Typically, a sudoku puzzle is a 9×9 grid. The simple sudoku below ( [link] ) is a 4×4 grid. To solve the puzzle, fill in the empty boxes with a single digit: 1, 2, 3, or 4. Here are the rules: The numbers must total 10 in each bolded box, each row, and each column; however, each digit can only appear once in a bolded box, row, and column. Time yourself as you solve this puzzle and compare your time with a classmate.

Here is another popular type of puzzle ( [link] ) that challenges your spatial reasoning skills. Connect all nine dots with four connecting straight lines without lifting your pencil from the paper:

Take a look at the “Puzzling Scales” logic puzzle below ( [link] ). Sam Loyd, a well-known puzzle master, created and refined countless puzzles throughout his lifetime (Cyclopedia of Puzzles, n.d.).

PITFALLS TO PROBLEM SOLVING

Not all problems are successfully solved, however. What challenges stop us from successfully solving a problem? Albert Einstein once said, “Insanity is doing the same thing over and over again and expecting a different result.” Imagine a person in a room that has four doorways. One doorway that has always been open in the past is now locked. The person, accustomed to exiting the room by that particular doorway, keeps trying to get out through the same doorway even though the other three doorways are open. The person is stuck—but she just needs to go to another doorway, instead of trying to get out through the locked doorway. A mental set is where you persist in approaching a problem in a way that has worked in the past but is clearly not working now.

Functional fixedness is a type of mental set where you cannot perceive an object being used for something other than what it was designed for. During the Apollo 13 mission to the moon, NASA engineers at Mission Control had to overcome functional fixedness to save the lives of the astronauts aboard the spacecraft. An explosion in a module of the spacecraft damaged multiple systems. The astronauts were in danger of being poisoned by rising levels of carbon dioxide because of problems with the carbon dioxide filters. The engineers found a way for the astronauts to use spare plastic bags, tape, and air hoses to create a makeshift air filter, which saved the lives of the astronauts.

Check out this Apollo 13 scene where the group of NASA engineers are given the task of overcoming functional fixedness.

Researchers have investigated whether functional fixedness is affected by culture. In one experiment, individuals from the Shuar group in Ecuador were asked to use an object for a purpose other than that for which the object was originally intended. For example, the participants were told a story about a bear and a rabbit that were separated by a river and asked to select among various objects, including a spoon, a cup, erasers, and so on, to help the animals. The spoon was the only object long enough to span the imaginary river, but if the spoon was presented in a way that reflected its normal usage, it took participants longer to choose the spoon to solve the problem. (German & Barrett, 2005). The researchers wanted to know if exposure to highly specialized tools, as occurs with individuals in industrialized nations, affects their ability to transcend functional fixedness. It was determined that functional fixedness is experienced in both industrialized and nonindustrialized cultures (German & Barrett, 2005).

In order to make good decisions, we use our knowledge and our reasoning. Often, this knowledge and reasoning is sound and solid. Sometimes, however, we are swayed by biases or by others manipulating a situation. For example, let’s say you and three friends wanted to rent a house and had a combined target budget of $1,600. The realtor shows you only very run-down houses for $1,600 and then shows you a very nice house for $2,000. Might you ask each person to pay more in rent to get the $2,000 home? Why would the realtor show you the run-down houses and the nice house? The realtor may be challenging your anchoring bias. An anchoring bias occurs when you focus on one piece of information when making a decision or solving a problem. In this case, you’re so focused on the amount of money you are willing to spend that you may not recognize what kinds of houses are available at that price point.

The confirmation bias is the tendency to focus on information that confirms your existing beliefs. For example, if you think that your professor is not very nice, you notice all of the instances of rude behavior exhibited by the professor while ignoring the countless pleasant interactions he is involved in on a daily basis. Hindsight bias leads you to believe that the event you just experienced was predictable, even though it really wasn’t. In other words, you knew all along that things would turn out the way they did. Representative bias describes a faulty way of thinking, in which you unintentionally stereotype someone or something; for example, you may assume that your professors spend their free time reading books and engaging in intellectual conversation, because the idea of them spending their time playing volleyball or visiting an amusement park does not fit in with your stereotypes of professors.

Finally, the availability heuristic is a heuristic in which you make a decision based on an example, information, or recent experience that is that readily available to you, even though it may not be the best example to inform your decision . Biases tend to “preserve that which is already established—to maintain our preexisting knowledge, beliefs, attitudes, and hypotheses” (Aronson, 1995; Kahneman, 2011). These biases are summarized in [link] .

Please visit this site to see a clever music video that a high school teacher made to explain these and other cognitive biases to his AP psychology students.

Were you able to determine how many marbles are needed to balance the scales in [link] ? You need nine. Were you able to solve the problems in [link] and [link] ? Here are the answers ( [link] ).

Many different strategies exist for solving problems. Typical strategies include trial and error, applying algorithms, and using heuristics. To solve a large, complicated problem, it often helps to break the problem into smaller steps that can be accomplished individually, leading to an overall solution. Roadblocks to problem solving include a mental set, functional fixedness, and various biases that can cloud decision making skills.

Review Questions

A specific formula for solving a problem is called ________.

• an algorithm
• a heuristic
• a mental set
• trial and error

A mental shortcut in the form of a general problem-solving framework is called ________.

Which type of bias involves becoming fixated on a single trait of a problem?

• anchoring bias
• confirmation bias
• representative bias
• availability bias

Which type of bias involves relying on a false stereotype to make a decision?

Critical Thinking Questions

What is functional fixedness and how can overcoming it help you solve problems?

Functional fixedness occurs when you cannot see a use for an object other than the use for which it was intended. For example, if you need something to hold up a tarp in the rain, but only have a pitchfork, you must overcome your expectation that a pitchfork can only be used for garden chores before you realize that you could stick it in the ground and drape the tarp on top of it to hold it up.

How does an algorithm save you time and energy when solving a problem?

An algorithm is a proven formula for achieving a desired outcome. It saves time because if you follow it exactly, you will solve the problem without having to figure out how to solve the problem. It is a bit like not reinventing the wheel.

Personal Application Question

Which type of bias do you recognize in your own decision making processes? How has this bias affected how you’ve made decisions in the past and how can you use your awareness of it to improve your decisions making skills in the future?

Problem Solving Copyright © 2014 by OpenStaxCollege is licensed under a Creative Commons Attribution 4.0 International License , except where otherwise noted.

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6.2: Problem Solving Strategies

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• Mehgan Andrade and Neil Walker
• College of the Canyons

When you are presented with a problem—whether it is a complex mathematical problem or a broken printer, how do you solve it? Before finding a solution to the problem, the problem must first be clearly identified. After that, one of many problem solving strategies can be applied, hopefully resulting in a solution.

A problem-solving strategy is a plan of action used to find a solution. Different strategies have different action plans associated with them ( Table 3 ). For example, a well-known strategy is trial and error. The old adage, “If at first you don’t succeed, try, try again” describes trial and error. In terms of your broken printer, you could try checking the ink levels, and if that doesn’t work, you could check to make sure the paper tray isn’t jammed. Or maybe the printer isn’t actually connected to your laptop. When using trial and error, you would continue to try different solutions until you solved your problem. Although trial and error is not typically one of the most time-efficient strategies, it is a commonly used one.

Table 1. Problem Solving Strategies

Another type of strategy is an algorithm. An algorithm is a problem-solving formula that provides you with step-by-step instructions used to achieve a desired outcome (Kahneman, 2011). You can think of an algorithm as a recipe with highly detailed instructions that produce the same result every time they are performed. Algorithms are used frequently in our everyday lives, especially in computer science. When you run a search on the Internet, search engines like Google use algorithms to decide which entries will appear first in your list of results.

Facebook also uses algorithms to decide which posts to display on your newsfeed. Can you identify other situations in which algorithms are used?

A heuristic is another type of problem solving strategy. While an algorithm must be followed exactly to produce a correct result, a heuristic is a general problem-solving framework (Tversky & Kahneman, 1974). You can think of these as mental shortcuts that are used to solve problems. A “rule of thumb” is an example of a heuristic. Such a rule saves the person time and energy when making a decision, but despite its time-saving characteristics, it is not always the best method for making a rational decision. Different types of heuristics are used in different types of situations, but the impulse to use a heuristic occurs when one of five conditions is met (Pratkanis, 1989):

· When one is faced with too much information

· When the time to make a decision is limited

· When the decision to be made is unimportant

· When there is access to very little information to use in making the decision

· When an appropriate heuristic happens to come to mind in the same moment

Working backwards is a useful heuristic in which you begin solving the problem by focusing on the end result. Consider this example: You live in Washington, D.C. and have been invited to a wedding at 4 PM on Saturday in Philadelphia. Knowing that Interstate 95 tends to back up any day of the week, you need to plan your route and time your departure accordingly. If you want to be at the wedding service by 3:30 PM, and it takes 2.5 hours to get to Philadelphia without traffic, what time should you leave your house? You use the working backwards heuristic to plan the events of your day on a regular basis, probably without even thinking about it.

Link to Learning

What problem-solving method could you use to solve Einstein’s famous riddle?

Another useful heuristic is the practice of accomplishing a large goal or task by breaking it into a series of smaller steps. Students often use this common method to complete a large research project or long essay for school. For example, students typically brainstorm, develop a thesis or main topic, research the chosen topic, organize their information into an outline, write a rough draft, revise and edit the rough draft, develop a final draft, organize the references list, and proofread their work before turning in the project. The large task becomes less overwhelming when it is broken down into a series of small steps.

Everyday Connections: Solving Puzzles

Problem-solving abilities can improve with practice. Many people challenge themselves every day with puzzles and other mental exercises to sharpen their problem-solving skills. Sudoku puzzles appear daily in most newspapers. Typically, a sudoku puzzle is a 9×9 grid. The simple sudoku below is a 4×4 grid. To solve the puzzle, fill in the empty boxes with a single digit: 1, 2, 3, or 4. Here are the rules: The numbers must total 10 in each bolded box, each row, and each column; however, each digit can only appear once in a bolded box, row, and column. Time yourself as you solve this puzzle and compare your time with a classmate.

Here is another popular type of puzzle that challenges your spatial reasoning skills. Connect all nine dots with four connecting straight lines without lifting your pencil from the paper:

Take a look at the “Puzzling Scales” logic puzzle below. Sam Loyd, a well-known puzzle master, created and refined countless puzzles throughout his lifetime (Cyclopedia of Puzzles, n.d.).

Were you able to determine how many marbles are needed to balance the scales in Figure 3 ? You need nine . Were you able to solve the problems in Figure 1 and Figure 2 ? Here are the answers.

4 Main problem-solving strategies

In Psychology, you get to read about a ton of therapies. It’s mind-boggling how different theorists have looked at human nature differently and have come up with different, often somewhat contradictory, theoretical approaches.

Yet, you can’t deny the kernel of truth that’s there in all of them. All therapies, despite being different, have one thing in common- they all aim to solve people’s problems. They all aim to equip people with problem-solving strategies to help them deal with their life problems.

Problem-solving is really at the core of everything we do. Throughout our lives, we’re constantly trying to solve one problem or another. When we can’t, all sorts of psychological problems take hold. Getting good at solving problems is a fundamental life skill.

Problem-solving stages

What problem-solving does is take you from an initial state (A) where a problem exists to a final or goal state (B), where the problem no longer exists.

To move from A to B, you need to perform some actions called operators. Engaging in the right operators moves you from A to B. So, the stages of problem-solving are:

• Initial state

The problem itself can either be well-defined or ill-defined. A well-defined problem is one where you can clearly see where you are (A), where you want to go (B), and what you need to do to get there (engaging the right operators).

For example, feeling hungry and wanting to eat can be seen as a problem, albeit a simple one for many. Your initial state is hunger (A) and your final state is satisfaction or no hunger (B). Going to the kitchen and finding something to eat is using the right operator.

In contrast, ill-defined or complex problems are those where one or more of the three problem solving stages aren’t clear. For example, if your goal is to bring about world peace, what is it exactly that you want to do?

It’s been rightly said that a problem well-defined is a problem half-solved. Whenever you face an ill-defined problem, the first thing you need to do is get clear about all the three stages.

Often, people will have a decent idea of where they are (A) and where they want to be (B). What they usually get stuck on is finding the right operators.

Initial theory in problem-solving

When people first attempt to solve a problem, i.e. when they first engage their operators, they often have an initial theory of solving the problem. As I mentioned in my article on overcoming challenges for complex problems, this initial theory is often wrong.

But, at the time, it’s usually the result of the best information the individual can gather about the problem. When this initial theory fails, the problem-solver gets more data, and he refines the theory. Eventually, he finds an actual theory i.e. a theory that works. This finally allows him to engage the right operators to move from A to B.

Problem-solving strategies

These are operators that a problem solver tries to move from A to B. There are several problem-solving strategies but the main ones are:

• Trial and error

1. Algorithms

When you follow a step-by-step procedure to solve a problem or reach a goal, you’re using an algorithm. If you follow the steps exactly, you’re guaranteed to find the solution. The drawback of this strategy is that it can get cumbersome and time-consuming for large problems.

Say I hand you a 200-page book and ask you to read out to me what’s written on page 100. If you start from page 1 and keep turning the pages, you’ll eventually reach page 100. There’s no question about it. But the process is time-consuming. So instead you use what’s called a heuristic.

2. Heuristics

Heuristics are rules of thumb that people use to simplify problems. They’re often based on memories from past experiences. They cut down the number of steps needed to solve a problem, but they don’t always guarantee a solution. Heuristics save us time and effort if they work.

You know that page 100 lies in the middle of the book. Instead of starting from page one, you try to open the book in the middle. Of course, you may not hit page 100, but you can get really close with just a couple of tries.

If you open page 90, for instance, you can then algorithmically move from 90 to 100. Thus, you can use a combination of heuristics and algorithms to solve the problem. In real life, we often solve problems like this.

When police are looking for suspects in an investigation, they try to narrow down the problem similarly. Knowing the suspect is 6 feet tall isn’t enough, as there could be thousands of people out there with that height.

Knowing the suspect is 6 feet tall, male, wears glasses, and has blond hair narrows down the problem significantly.

3. Trial and error

When you have an initial theory to solve a problem, you try it out. If you fail, you refine or change your theory and try again. This is the trial-and-error process of solving problems. Behavioral and cognitive trial and error often go hand in hand, but for many problems, we start with behavioural trial and error until we’re forced to think.

Say you’re in a maze, trying to find your way out. You try one route without giving it much thought and you find it leads to nowhere. Then you try another route and fail again. This is behavioural trial and error because you aren’t putting any thought into your trials. You’re just throwing things at the wall to see what sticks.

This isn’t an ideal strategy but can be useful in situations where it’s impossible to get any information about the problem without doing some trials.

Then, when you have enough information about the problem, you shuffle that information in your mind to find a solution. This is cognitive trial and error or analytical thinking. Behavioral trial and error can take a lot of time, so using cognitive trial and error as much as possible is advisable. You got to sharpen your axe before you cut the tree.

When solving complex problems, people get frustrated after having tried several operators that didn’t work. They abandon their problem and go on with their routine activities. Suddenly, they get a flash of insight that makes them confident they can now solve the problem.

I’ve done an entire article on the underlying mechanics of insight . Long story short, when you take a step back from your problem, it helps you see things in a new light. You make use of associations that were previously unavailable to you.

You get more puzzle pieces to work with and this increases the odds of you finding a path from A to B, i.e. finding operators that work.

Pilot problem-solving

No matter what problem-solving strategy you employ, it’s all about finding out what works. Your actual theory tells you what operators will take you from A to B. Complex problems don’t reveal their actual theories easily solely because they are complex.

Therefore, the first step to solving a complex problem is getting as clear as you can about what you’re trying to accomplish- collecting as much information as you can about the problem.

This gives you enough raw materials to formulate an initial theory. We want our initial theory to be as close to an actual theory as possible. This saves time and resources.

Solving a complex problem can mean investing a lot of resources. Therefore, it is recommended you verify your initial theory if you can. I call this pilot problem-solving.

Before businesses invest in making a product, they sometimes distribute free versions to a small sample of potential customers to ensure their target audience will be receptive to the product.

Before making a series of TV episodes, TV show producers often release pilot episodes to figure out whether the show can take off.

Before conducting a large study, researchers do a pilot study to survey a small sample of the population to determine if the study is worth carrying out.

The same ‘testing the waters’ approach needs to be applied to solving any complex problem you might be facing. Is your problem worth investing a lot of resources in? In management, we’re constantly taught about Return On Investment (ROI). The ROI should justify the investment.

If the answer is yes, go ahead and formulate your initial theory based on extensive research. Find a way to verify your initial theory. You need this reassurance that you’re going in the right direction, especially for complex problems that take a long time to solve.

Getting your causal thinking right

Problem solving boils down to getting your causal thinking right. Finding solutions is all about finding out what works, i.e. finding operators that take you from A to B. To succeed, you need to be confident in your initial theory (If I do X and Y, they’ll lead me to B). You need to be sure that doing X and Y will lead you to B- doing X and Y will cause B.

All obstacles to problem-solving or goal-accomplishing are rooted in faulty causal thinking leading to not engaging the right operators. When your causal thinking is on point, you’ll have no problem engaging the right operators.

As you can imagine, for complex problems, getting our causal thinking right isn’t easy. That’s why we need to formulate an initial theory and refine it over time.

I like to think of problem-solving as the ability to project the present into the past or into the future. When you’re solving problems, you’re basically looking at your present situation and asking yourself two questions:

“What caused this?” (Projecting present into the past)

“What will this cause?” (Projecting present into the future)

The first question is more relevant to problem-solving and the second to goal-accomplishing.

If you find yourself in a mess , you need to answer the “What caused this?” question correctly. For the operators you’re currently engaging to reach your goal, ask yourself, “What will this cause?” If you think they cannot cause B, it’s time to refine your initial theory.

Hi, I’m Hanan Parvez (MA Psychology). I’ve been writing about Psychology for 9+ years. My work has been featured in Forbes , Business Insider , Reader’s Digest , and Entrepreneur . If you have any queries, use the contact form or reach out to me on my socials.

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)

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44 Powerful Instructional Strategies Examples for Every Classroom

So many ways to help students learn!

Looking for some new ways to teach and learn in your classroom? This roundup of instructional strategies examples includes methods that will appeal to all learners and work for any teacher.

What are instructional strategies?

In the simplest of terms, instructional strategies are the methods teachers use to achieve learning objectives. In other words, pretty much every learning activity you can think of is an example of an instructional strategy. They’re also known as teaching strategies and learning strategies.

The more instructional strategies a teacher has in their tool kit, the more they’re able to reach all of their students. Different types of learners respond better to various strategies, and some topics are best taught with one strategy over another. Usually, teachers use a wide array of strategies across a single lesson. This gives all students a chance to play to their strengths and ensures they have a deeper connection to the material.

There are a lot of different ways of looking at instructional strategies. One of the most common breaks them into five basic types. It’s important to remember that many learning activities fall into more than one of these categories, and teachers rarely use one type of strategy alone. The key is to know when a strategy can be most effective, for the learners or for the learning objective. Here’s a closer look at the five basic types, with instructional strategies examples for each.

Direct Instruction Instructional Strategies Examples

Direct instruction can also be called “teacher-led instruction,” and it’s exactly what it sounds like. The teacher provides the information, while the students watch, listen, and learn. Students may participate by answering questions asked by the teacher or practicing a skill under their supervision. This is a very traditional form of teaching, and one that can be highly effective when you need to provide information or teach specific skills.

This method gets a lot of flack these days for being “boring” or “old-fashioned.” It’s true that you don’t want it to be your only instructional strategy, but short lectures are still very effective learning tools. This type of direct instruction is perfect for imparting specific detailed information or teaching a step-by-step process. And lectures don’t have to be boring—just look at the success of TED Talks .

Didactic Questioning

These are often paired with other direct instruction methods like lecturing. The teacher asks questions to determine student understanding of the material. They’re often questions that start with “who,” “what,” “where,” and “when.”

Demonstration

In this direct instruction method, students watch as a teacher demonstrates an action or skill. This might be seeing a teacher solving a math problem step-by-step, or watching them demonstrate proper handwriting on the whiteboard. Usually, this is followed by having students do hands-on practice or activities in a similar manner.

Drill & Practice

If you’ve ever used flash cards to help kids practice math facts or had your whole class chant the spelling of a word out loud, you’ve used drill & practice. It’s another one of those traditional instructional strategies examples. When kids need to memorize specific information or master a step-by-step skill, drill & practice really works.

Indirect Instruction Instructional Strategies Examples

This form of instruction is learner-led and helps develop higher-order thinking skills. Teachers guide and support, but students drive the learning through reading, research, asking questions, formulating ideas and opinions, and more. This method isn’t ideal when you need to teach detailed information or a step-by-step process. Instead, use it to develop critical thinking skills , especially when more than one solution or opinion is valid.

Problem-Solving

In this indirect learning method, students work their way through a problem to find a solution. Along the way, they must develop the knowledge to understand the problem and use creative thinking to solve it. STEM challenges are terrific examples of problem-solving instructional strategies.

Project-Based Learning

When kids participate in true project-based learning, they’re learning through indirect and experiential strategies. As they work to find solutions to a real-world problem, they develop critical thinking skills and learn by research, trial and error, collaboration, and other experiences.

Learn more: What Is Project-Based Learning?

Concept Mapping

Students use concept maps to break down a subject into its main points and draw connections between these points. They brainstorm the big-picture ideas, then draw lines to connect terms, details, and more to help them visualize the topic.

Case Studies

When you think of case studies, law school is probably the first thing that jumps to mind. But this method works at any age, for a variety of topics. This indirect learning method teaches students to use material to draw conclusions, make connections, and advance their existing knowledge.

Reading for Meaning

This is different than learning to read. Instead, it’s when students use texts (print or digital) to learn about a topic. This traditional strategy works best when students already have strong reading comprehension skills. Try our free reading comprehension bundle to give students the ability to get the most out of reading for meaning.

Flipped Classroom

In a flipped classroom, students read texts or watch prerecorded lectures at home. Classroom time is used for deeper learning activities, like discussions, labs, and one-on-one time for teachers and students.

Learn more: What Is a Flipped Classroom?

Experiential Learning Instructional Strategies Examples

In experiential learning, students learn by doing. Rather than following a set of instructions or listening to a lecture, they dive right into an activity or experience. Once again, the teacher is a guide, there to answer questions and gently keep learning on track if necessary. At the end, and often throughout, the learners reflect on their experience, drawing conclusions about the skills and knowledge they’ve gained. Experiential learning values the process over the product.

Science Experiments

This is experiential learning at its best. Hands-on experiments let kids learn to establish expectations, create sound methodology, draw conclusions, and more.

Learn more: Hundreds of science experiment ideas for kids and teens

Field Trips

Heading out into the real world gives kids a chance to learn indirectly, through experiences. They may see concepts they already know put into practice or learn new information or skills from the world around them.

Learn more: The Big List of PreK-12 Field Trip Ideas

Games and Gamification

Teachers have long known that playing games is a fun (and sometimes sneaky) way to get kids to learn. You can use specially designed educational games for any subject. Plus, regular board games often involve a lot of indirect learning about math, reading, critical thinking, and more.

Learn more: Classic Classroom Games and Best Online Educational Games

Service Learning

This is another instructional strategies example that takes students out into the real world. It often involves problem-solving skills and gives kids the opportunity for meaningful social-emotional learning.

Learn more: What Is Service Learning?

Interactive Instruction Instructional Strategies Examples

As you might guess, this strategy is all about interaction between the learners and often the teacher. The focus is on discussion and sharing. Students hear other viewpoints, talk things out, and help each other learn and understand the material. Teachers can be a part of these discussions, or they can oversee smaller groups or pairings and help guide the interactions as needed. Interactive instruction helps students develop interpersonal skills like listening and observation.

Peer Instruction

It’s often said the best way to learn something is to teach it to others. Studies into the so-called “ protégé effect ” seem to prove it too. In order to teach, you first must understand the information yourself. Then, you have to find ways to share it with others—sometimes more than one way. This deepens your connection to the material, and it sticks with you much longer. Try having peers instruct one another in your classroom, and see the magic in action.

Reciprocal Teaching

This method is specifically used in reading instruction, as a cooperative learning strategy. Groups of students take turns acting as the teacher, helping students predict, clarify, question, and summarize. Teachers model the process initially, then observe and guide only as needed.

Some teachers shy away from debate in the classroom, afraid it will become too adversarial. But learning to discuss and defend various points of view is an important life skill. Debates teach students to research their topic, make informed choices, and argue effectively using facts instead of emotion.

Learn more: High School Debate Topics To Challenge Every Student

Class or Small-Group Discussion

Class, small-group, and pair discussions are all excellent interactive instructional strategies examples. As students discuss a topic, they clarify their own thinking and learn from the experiences and opinions of others. Of course, in addition to learning about the topic itself, they’re also developing valuable active listening and collaboration skills.

Learn more: Strategies To Improve Classroom Discussions

Socratic Seminar and Fishbowl

Take your classroom discussions one step further with the fishbowl method. A small group of students sits in the middle of the class. They discuss and debate a topic, while their classmates listen silently and make notes. Eventually, the teacher opens the discussion to the whole class, who offer feedback and present their own assertions and challenges.

Learn more: How I Use Fishbowl Discussions To Engage Every Student

Brainstorming

Rather than having a teacher provide examples to explain a topic or solve a problem, students do the work themselves. Remember the one rule of brainstorming: Every idea is welcome. Ensure everyone gets a chance to participate, and form diverse groups to generate lots of unique ideas.

Role-Playing

Role-playing is sort of like a simulation but less intense. It’s perfect for practicing soft skills and focusing on social-emotional learning . Put a twist on this strategy by having students model bad interactions as well as good ones and then discussing the difference.

Think-Pair-Share

This structured discussion technique is simple: First, students think about a question posed by the teacher. Pair students up, and let them talk about their answer. Finally open it up to whole-class discussion. This helps kids participate in discussions in a low-key way and gives them a chance to “practice” before they talk in front of the whole class.

Learn more: Think-Pair-Share and Fun Alternatives

Independent Learning Instructional Strategies Examples

Also called independent study, this form of learning is almost entirely student-led. Teachers take a backseat role, providing materials, answering questions, and guiding or supervising. It’s an excellent way to allow students to dive deep into topics that really interest them, or to encourage learning at a pace that’s comfortable for each student.

Learning Centers

Foster independent learning strategies with centers just for math, writing, reading, and more. Provide a variety of activities, and let kids choose how they spend their time. They often learn better from activities they enjoy.

Learn more: The Big List of K-2 Literacy Centers

Computer-Based Instruction

Once a rarity, now a daily fact of life, computer-based instruction lets students work independently. They can go at their own pace, repeating sections without feeling like they’re holding up the class. Teach students good computer skills at a young age so you’ll feel comfortable knowing they’re focusing on the work and doing it safely.

Writing an essay encourages kids to clarify and organize their thinking. Written communication has become more important in recent years, so being able to write clearly and concisely is a skill every kid needs. This independent instructional strategy has stood the test of time for good reason.

Learn more: The Big List of Essay Topics for High School

Research Projects

Here’s another oldie-but-goodie! When kids work independently to research and present on a topic, their learning is all up to them. They set the pace, choose a focus, and learn how to plan and meet deadlines. This is often a chance for them to show off their creativity and personality too.

Personal journals give kids a chance to reflect and think critically on topics. Whether responding to teacher prompts or simply recording their daily thoughts and experiences, this independent learning method strengthens writing and intrapersonal skills.

Learn more: The Benefits of Journaling in the Classroom

Play-Based Learning

In play-based learning programs, children learn by exploring their own interests. Teachers identify and help students pursue their interests by asking questions, creating play opportunities, and encouraging students to expand their play.

Learn more: What Is Play-Based Learning?

More Instructional Strategies Examples

Don’t be afraid to try new strategies from time to time—you just might find a new favorite! Here are some of the most common instructional strategies examples.

Simulations

This strategy combines experiential, interactive, and indirect learning all in one. The teacher sets up a simulation of a real-world activity or experience. Students take on roles and participate in the exercise, using existing skills and knowledge or developing new ones along the way. At the end, the class reflects separately and together on what happened and what they learned.

Storytelling

Ever since Aesop’s fables, we’ve been using storytelling as a way to teach. Stories grab students’ attention right from the start and keep them engaged throughout the learning process. Real-life stories and fiction both work equally well, depending on the situation.

Learn more: Teaching as Storytelling

Scaffolding

Scaffolding is defined as breaking learning into bite-sized chunks so students can more easily tackle complex material. It builds on old ideas and connects them to new ones. An educator models or demonstrates how to solve a problem, then steps back and encourages the students to solve the problem independently. Scaffolding teaching gives students the support they need by breaking learning into achievable sizes while they progress toward understanding and independence.

Learn more: What Is Scaffolding in Education?

Spaced Repetition

Often paired with direct or independent instruction, spaced repetition is a method where students are asked to recall certain information or skills at increasingly longer intervals. For instance, the day after discussing the causes of the American Civil War in class, the teacher might return to the topic and ask students to list the causes. The following week, the teacher asks them once again, and then a few weeks after that. Spaced repetition helps make knowledge stick, and it is especially useful when it’s not something students practice each day but will need to know in the long term (such as for a final exam).

Graphic Organizers

Graphic organizers are a way of organizing information visually to help students understand and remember it. A good organizer simplifies complex information and lays it out in a way that makes it easier for a learner to digest. Graphic organizers may include text and images, and they help students make connections in a meaningful way.

Learn more: Graphic Organizers 101: Why and How To Use Them

Jigsaw combines group learning with peer teaching. Students are assigned to “home groups.” Within that group, each student is given a specialized topic to learn about. They join up with other students who were given the same topic, then research, discuss, and become experts. Finally, students return to their home group and teach the other members about the topic they specialized in.

Multidisciplinary Instruction

As the name implies, this instructional strategy approaches a topic using techniques and aspects from multiple disciplines, helping students explore it more thoroughly from a variety of viewpoints. For instance, to learn more about a solar eclipse, students might explore scientific explanations, research the history of eclipses, read literature related to the topic, and calculate angles, temperatures, and more.

Interdisciplinary Instruction

This instructional strategy takes multidisciplinary instruction a step further, using it to synthesize information and viewpoints from a variety of disciplines to tackle issues and problems. Imagine a group of students who want to come up with ways to improve multicultural relations at their school. They might approach the topic by researching statistical information about the school population, learning more about the various cultures and their history, and talking with students, teachers, and more. Then, they use the information they’ve uncovered to present possible solutions.

Differentiated Instruction

Differentiated instruction means tailoring your teaching so all students, regardless of their ability, can learn the classroom material. Teachers can customize the content, process, product, and learning environment to help all students succeed. There are lots of differentiated instructional strategies to help educators accommodate various learning styles, backgrounds, and more.

Learn more: What Is Differentiated Instruction?

Culturally Responsive Teaching

Culturally responsive teaching is based on the understanding that we learn best when we can connect with the material. For culturally responsive teachers, that means weaving their students’ various experiences, customs, communication styles, and perspectives throughout the learning process.

Learn more: What Is Culturally Responsive Teaching?

Response to Intervention

Response to Intervention, or RTI, is a way to identify and support students who need extra academic or behavioral help to succeed in school. It’s a tiered approach with various “levels” students move through depending on how much support they need.

Learn more: What Is Response to Intervention?

Inquiry-Based Learning

Inquiry-based learning means tailoring your curriculum to what your students are interested in rather than having a set agenda that you can’t veer from—it means letting children’s curiosity take the lead and then guiding that interest to explore, research, and reflect upon their own learning.

Learn more: What Is Inquiry-Based Learning?

Growth Mindset

Growth mindset is key for learners. They must be open to new ideas and processes and believe they can learn anything with enough effort. It sounds simplistic, but when students really embrace the concept, it can be a real game-changer. Teachers can encourage a growth mindset by using instructional strategies that allow students to learn from their mistakes, rather than punishing them for those mistakes.

Learn more: Growth Mindset vs. Fixed Mindset and 25 Growth Mindset Activities

Blended Learning

This strategy combines face-to-face classroom learning with online learning, in a mix of self-paced independent learning and direct instruction. It’s incredibly common in today’s schools, where most students spend at least part of their day completing self-paced lessons and activities via online technology. Students may also complete their online instructional time at home.

Asynchronous (Self-Paced) Learning

This fancy term really just describes strategies that allow each student to work at their own pace using a flexible schedule. This method became a necessity during the days of COVID lockdowns, as families did their best to let multiple children share one device. All students in an asynchronous class setting learn the same material using the same activities, but do so on their own timetable.

Learn more: Synchronous vs. Asynchronous Learning

Essential Questions

Essential questions are the big-picture questions that inspire inquiry and discussion. Teachers give students a list of several essential questions to consider as they begin a unit or topic. As they dive deeper into the information, teachers ask more specific essential questions to help kids make connections to the “essential” points of a text or subject.

Learn more: Questions That Set a Purpose for Reading

How do I choose the right instructional strategies for my classroom?

When it comes to choosing instructional strategies, there are several things to consider:

• Learning objectives: What will students be able to do as a result of this lesson or activity? If you are teaching specific skills or detailed information, a direct approach may be best. When you want students to develop their own methods of understanding, consider experiential learning. To encourage critical thinking skills, try indirect or interactive instruction.
• Assessments : How will you be measuring whether students have met the learning objectives? The strategies you use should prepare them to succeed. For instance, if you’re teaching spelling, direct instruction is often the best method, since drill-and-practice simulates the experience of taking a spelling test.
• Learning styles : What types of learners do you need to accommodate? Most classrooms (and most students) respond best to a mix of instructional strategies. Those who have difficulty speaking in class might not benefit as much from interactive learning, and students who have trouble staying on task might struggle with independent learning.
• Learning environment: Every classroom looks different, and the environment can vary day by day. Perhaps it’s testing week for other grades in your school, so you need to keep things quieter in your classroom. This probably isn’t the time for experiments or lots of loud discussions. Some activities simply aren’t practical indoors, and the weather might not allow you to take learning outside.

Come discuss instructional strategies and ask for advice in the We Are Teachers HELPLINE group on Facebook !

Plus, check out the things the best instructional coaches do, according to teachers ..

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Do You Understand the Problem You’re Trying to Solve?

To solve tough problems at work, first ask these questions.

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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.

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How Problem-Solving Games Can Boost Your Brain

In a world that appreciates fast thinking and adaptability, problem-solving games have become an effective way to keep the mind sharp and encourage ongoing learning. From traditional puzzles to immersive escape rooms, these games challenge the mind in fun and engaging ways, promoting critical thinking, creativity, and strategic planning. 

So, how are these games effective? 

Let's delve into the science behind problem-solving games, explore the variety available, and discover how incorporating them into daily life can offer significant cognitive benefits.

The Science Behind Problem-Solving Games

Problem-solving games aren’t just fun and games. They're also a brain workout that strengthens cognitive processes crucial for daily functioning. In fact, research has shown that regular participation in problem-solving activities strengthens skills like pattern recognition, logical reasoning, and decision-making, and it can be a great way to keep the brain sharp. 

But how exactly do these games contribute to cognitive health? 

By challenging the brain to think in new and complex ways, problem-solving games stimulate neural connections , enhancing both short-term working memory and overall cognitive resilience. 

Types of Problem-Solving Games

Each type of problem-solving game has its own benefits:

Puzzles and Brain Teasers

Puzzles and brain teasers, such as Sudoku, crossword puzzles , and jigsaw puzzles require you to recognize patterns, think logically, and maintain concentration over extended periods. The act of piecing together solutions in a logical manner not only sharpens your cognitive skills but also improves your attention to detail and focus. 

Escape Rooms

Escape rooms, both in their physical and virtual forms, offer an exhilarating journey through puzzles and mysteries that demand collaboration, creativity, and time management. These experiences push you to think outside the box, communicate effectively with team members, and develop strategies under pressure. 

Strategy Games

Strategy games, like chess, challenge you to engage in complex planning, resource management, and anticipatory thinking. These games are not just about the immediate moves; they also require a vision for the future, teaching you to consider long-term consequences and strategic advantages. 

Logic and Math Games

Logic and math games are designed to strengthen your analytical thinking and numerical abilities. Through challenges that require logical deduction and mathematical problem-solving, these games strengthen your ability to process information, analyze data, and solve problems efficiently. 

Adventure and Mystery Games

Adventure and mystery games immerse players in story-driven quests and puzzles, often involving complex narratives and character interactions. These games stimulate cognitive processes by encouraging you to uncover secrets, solve mysteries, and navigate through intricate plots. 

Which type of problem-solving game is your favorite to play?

Incorporate Problem-Solving Games Into Your Daily Life With the Elevate App

Incorporating problem-solving games and other brain games into your daily routine can help you make big improvements in your critical thinking skills, so it’s easier to tackle challenges in both personal and professional aspects of your life. 

And if you’re looking for a fun and easy way to incorporate problem-solving games into your daily life, check out the Elevate app, available on iOS and Android . 

Whether it's during your morning coffee, on your commute, or as a fun break between tasks, playing Elevate’s award-winning library of 40+ brain training games can be an enjoyable and effective way to strengthen your cognitive abilities. 

So, why not make the smart choice? Incorporate the Elevate app into your daily routine and turn idle moments into opportunities for growth and improvement. It's time to elevate your cognitive abilities and make every moment count!

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Scenario-based learning 101

Easily scale your video production in 120+ languages.

Learning through dull documents or PowerPoints can be as ineffective and tedious as running on a treadmill..

However, scenario-based learning, especially with some interactivity, saves learning and corporate training from becoming a snoozefest. 82% of employees prefer learning from interactive videos over non-interactive ones because they hold their attention better.

In this post:

• We explore what scenario-based learning is as opposed to traditional learning experiences.
• Why it’s a favorite instructional strategy. 
• We give you practical insights and examples of text, audio, and video scenario-based learning for inspiration.

What is scenario-based learning?

Scenario-based learning (SBL) is a strategy that walks learners through a storyline where they make decisions, training their critical thinking and problem-solving skills. SBL requires that you think on your feet, make decisions, and see how your choices play out in a given context. In short, scenario-based learning is all about active learning .

Practical scenarios adapt to various needs, from tech to leadership and soft skills training across industries. Here are three quick scenario-based learning examples that prove it:

A basic scenario-based learning model for decision-making:

“You’re a marketing manager at a tech startup. Your budget for the quarter is $100,000, and you must allocate it between social media advertising, traditional media, and influencer partnerships. Explain: How will you allocate it and why? How will you measure success? What are the potential risks, and how do you plan to mitigate them?”

A more complex scenario using text, images, and audio:

A skills practice simulation game with built-in videos and branches:

Why is scenario-based learning so effective?

Implementing a scenario-based learning strategy allows students to practice skills in a safe environment with real-world challenges but no pressure. Learner engagement and satisfaction are highest with SBL compared to other methods like grade point averages or project-based learning, a study found.

Experiential learning keeps you hooked. It’s adaptable, makes the learning process fun, and makes you use your imagination.

Students who imagine a procedure or concept learn better and score higher on test results than those who just studied the same procedure or concept. Researchers call it the imagination effect .

Scenario-based learning is a type of educational gamification. Game elements are highly motivational for learners. Students say learning experiences with game elements motivate them more ( 67.7% ) and improve their results (by nearly 35% )!

Whether for compliance training , leadership development, or technical skill enhancement, SBL can create customizable scenarios that meet diverse learning needs. Plus, the quick feedback that scenarios often provide can boost employee engagement nearly fourfold.

Scenario-based learning examples and types

A scenario is a mini-adventure in which you learn by making choices, observing the learning outcomes, and adjusting your approach. Below, you’ll find different types of scenario-based learning with examples you can adapt for your own strategy.

Scenario-based learning type 1: Problem-solving

The goal of problem-solving scenarios is to help learners identify, analyze, and solve complex problems. Here’s an example of problem-focused scenario-based learning. It gives a frame with a question, users select an answer, and realistic feedback is instant, like in the video below:

Scenario-based learning type 2: Decision-making

Decision-making scenarios train learners to analyze information, weigh options, and consider consequences to make informed decisions.

“Connect with Haji Kamal” is a great example of decision-making scenario-based learning. It turns you into a US Army sergeant in Afghanistan who must advise a young lieutenant on making a good impression on a Pashtun leader. The script navigates cultural nuances, strategic communication, and military diplomacy.

Scenario-based learning type 3: Critical thinking

This type of online training presents scenarios that require evaluating information, arguments, and different perspectives to form reasoned judgments and improve critical thinking skills. 

A scenario-based learning experience in this category is Hana Feels:

Scenario-based learning type 4: Skill application

Scenario-based learning can be very useful by providing a practical context for learners to apply technical skills. Smartbuilder creates such experiences, one of which was specifically designed for hardware/device training.

Single, double, and triple-loop scenario-based learning

Aside from the “learning objectives” classification above, scenarios differ by complexity. While anything with choices can be branching scenario-based learning, we also have single-loop, double-loop, and triple-loop learning scenarios on an axis from the simplest to the most complex scenarios.

Tamarack Institute presents these scenarios inspired by Professor Brenda Zimmerman's classification of problems as Simple/Complicated/Complex:

To better understand these scenarios, check out this tool by the Tamarack Institute .

How to create scenario-based learning videos

Viewers recall 95% of a video’s message vs. only 10% from text, which makes video the most effective form of scenario-based learning. While there are many ways to create scenario-based instructional videos, the simplest, fastest, and easiest method, even for non-techies, is with an AI video maker.

Synthesia is an AI-powered text-to-video tool you can use in your web browser. It includes pre-defined video templates, customizable and diverse AI avatars (digital doubles of real actors), and text-to-speech in 130+ languages. This short video shows how it works:

This tool has a built-in AI script generator and can turn text into a talking-head video in minutes. Instead of a stock avatar, you can clone someone with authority at your company and make the video more relevant and relatable.

When using Synthesia to create scenario-based learning videos, develop on-screen dialogues between two or more avatars. These dialogues will simulate real-life scenarios and make your content more engaging regardless of complexity:

With the Dialogue feature, you can add multiple avatars in a scene, assign each one a unique voice, and even create multi-language scenes. Your scenario-based learning will become more dynamic and facilitate multilingual accessibility.

Multilingual accessibility is a great asset for sharing knowledge and training diverse employees. 66% of the world’s population is bilingual or multilingual, but 40% don’t have access to education in a language they speak or understand. 

How to create a training module on active listening

With the Dialogue feature, you can set up a scene where one avatar plays a manager, and another is an employee. The manager's avatar explains a complex concept, and the employee demonstrates active listening skills. This visual and interactive approach helps learners grasp the nuances of effective communication, making the training more impactful.

Here’s a ‎ template you can customize to create your video and model whatever dialogue you need:

How to create a customer service training video

With the Dialogue feature, you can create a scene with an avatar as a customer service representative and another as a customer. You can simulate various customer interactions, showing effective strategies for de-escalation and problem-solving.

Because Synthesia integrates with authoring and eLearning tools like Easygenerator and Articulate 360 , it can create interactive video courses with branching scenarios and rapid feedback:

This sales simulation video introduced a fully interactive course created in Articulate 360 that you can take here .

How to use scenario-based learning

To make the most of scenario-based learning, plan it carefully. Designing scenarios that meet your learners' needs and expectations requires the following steps:

Step 1: Identify your audience and their learning objectives . Knowing what learners need to achieve by the end of the scenario helps design relevant and targeted scenarios.

Step 2: Design realistic scenarios. To fully engage learners with the situation, scenarios must be detailed and lifelike, reflecting the challenges they will likely face in their roles.

Step 3: Incorporate interactive elements. Interactive content with branching decisions, simulations, or role-plays increases audience engagement by 52.6% .

Step 4: Provide constructive feedback. Immediate, constructive, specific, and actionable feedback helps learners understand the implications of their choices.

Step 5: Evaluate and iterate. To keep training relevant and impactful, continuously assess its effectiveness and adjust based on learner feedback and performance.

Choose the best scenario-based learning software

Instructional designers develop scenario-based learning resources with software that can build multiple paths. Creating a problem-solving environment is like crafting a path in a forest, where learners can choose to go left or right, and each choice leads to a different adventure.

These tools should:

• Be easy to use.
• Provide interactions like simple and multiple choice questions, forms, etc., that you can customize.
• Let you add visuals like pictures or videos and even voiceovers.
• Give options to implement feedback.

You’ve seen how helpful an AI video maker like Synthesia is for scenario-based online learning. You also know you can upload your AI videos into authoring tools like Easygenerator and Articulate 360 to add interactions and feedback. So, check out Synthesia’s 35+ integrations to discover some more helpful authoring tools!

If you’re into PowerPoint, check out the iSpring Suite that integrates with it. This tool is beginner-friendly and makes scenario-based learning as easy as making slides.

Alternatively, you can explore BranchTrack, which is super decision-focused and like drawing stories on a napkin, or Twine, a free storytelling tool.

Create scenario-based videos with engaging dialogues

Dialogues are at the heart of active learning. They bring scenarios to life and make learning more engaging and relatable for the viewer.

You've seen a few jaw-dropping scenario-based learning examples that prove amazing scenarios can be created even without virtual reality technology. Are you ready to create your own scenario-based learning programs with realistic work challenges that keep your learners engaged?

Try out Synthesia's dialogue feature to easily create interactive eLearning videos . AI video production can save you 90% time as it did for Zoom with their interactive sales course “Deal Detective.”

Frequently asked questions

What is an example of scenario-based elearning.

Problem-solving scenario: You’re an IT technician and must resolve a network outage affecting your company's main office. Analyze the various potential causes like hardware failure, software issues, or external cyber-attacks.

Why is scenario-based training effective?

Scenario-based training involves learners in real-life situations. They enhance engagement, improve problem-solving skills, and make theoretical knowledge practical. Thus, they lead to better retention and readiness for actual work challenges.

How is PBL different from scenario-based learning?

Project-based learning (PBL) focuses on completing projects over time and fosters broader skills. Scenario-based learning involves short, immersive scenarios that target specific decisions or actions in defined contexts.

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Understanding the 4 Types of Problem Solving

Problem solving is a skill everyone needs in their personal and professional lives. There are 4 types of problem solving methods that individuals can use to address different kinds of issues.

Understanding these types can help you approach challenges with a clear strategy and increase your chances of finding effective solutions. Whether tackling a complex work project or simply trying to navigate a difficult personal situation, knowing the various types of problem-solving can empower you to approach problems with confidence and skill.

Delineating Simple Problems

Characteristics of simple problems.

Simple problems have clear and straightforward solutions. They don’t usually need a lot of resources or time. These problems are well-understood, and the outcome is predictable.

Simple problems are different from complex, complicated, and chaotic problems. They don’t involve complicated variables, interdependencies, or ambiguity. While complex and complicated problems may need sophisticated analysis and extensive planning, simple problems can often be solved with common sense, essential tools, and standard procedures.

To solve simple problems effectively, known solutions and best practices can be applied. Standard operating procedures and established protocols can also be followed. For example, routine maintenance tasks on equipment can be addressed using a predefined checklist and established maintenance procedures.

These problems don’t need extensive analysis or advanced problem-solving techniques, so they are easier to manage and resolve.

Effective Strategies for Simple Problems

To quickly solve simple problems, start by identifying the type of problem. Continuous improvement expert Art Smalley groups most business problems into four main categories. Each category requires different thought processes, improvement methods, and management cadences. Recognizing this helps organizations and individuals solve problems more effectively.

Understanding the characteristics of simple problems, such as their sub-system and surfacing mechanisms, allows for efficient issue resolution. Avoid using a standard method for all problems, leading to unnecessary struggle and ineffectiveness. The key to solving simple problems is identifying their specific type and applying appropriate strategies and management cadences. This streamlined approach leads to quicker and more efficient resolutions.

Tackling Complex Problems

Identifying complex problems.

Differentiating between simple and complex problems is based on the difficulty of finding a solution. Simple problems have straightforward solutions, while complex ones involve multiple factors, unknown variables, and varying perspectives. Signs of complexity include ambiguity, conflicting information, and the need for in-depth analysis. It is likely complex when a problem requires input from different stakeholders and expertise from various fields.

To identify complex problems, one can use strategies like root cause analysis, systems thinking, and problem-solving frameworks such as Art Smalley’s Four Types of Problems. These strategies help understand the underlying causes and interconnectedness of components and develop a comprehensive understanding, leading to a more effective problem-solving process .

Approaches to Resolving Complex Problems

When facing complex problems, it’s important to understand different solutions. Expert Art Smalley identifies four main problem categories in business, each requiring unique thought processes, improvement methods, and management cadences. This shows that a one-size-fits-all solution doesn’t work.

Different techniques and methods are needed to manage and resolve complex problems effectively. Smalley’s expertise in this area highlights the crucial role of continuous improvement in addressing complex problems. Business leaders must be ready to adjust their standard problem-solving methods and recognize that each problem category requires its own unique approach.

Handling complex problems requires expertise in problem-solving, critical thinking skills, and problem-solving models and tools. As Smalley emphasizes, training in tools or techniques only scratches the surface of problem-solving. Therefore, a comprehensive understanding of all problem types and knowing which approach to use in each situation is important for success.

Navigating Complicated Problems

Defining complicated problems.

When defining complicated problems, it’s important to understand the key components involved. This includes recognizing the problem’s unique characteristics, such as the various variables, interdependencies, and potential solutions. It also requires thoroughly examining the underlying causes and contributing factors that make the problem challenging.

Differentiating between complicated and complex problems requires a comprehensive understanding of the underlying dynamics. Complicated problems are often intricate and multifaceted, requiring a systematic approach to unraveling and addressing them. Complex problems, on the other hand, are dynamic and evolving, influenced by numerous external and internal factors.

Various methods can effectively clarify complicated problems. These include root cause analysis to identify the underlying sources of the problem, process mapping to visualize and understand the intricate steps and interconnections, and collaborative problem-solving sessions to leverage diverse perspectives and insights. Effective communication and documentation are vital in ensuring that complicated problems are clearly defined and analyzed.

Methods for Dealing with Complicated Problems

Dealing with complicated problems involves acknowledging that not all problems have a one-size-fits-all solution. Different problems require different approaches. There are four main categories of problems: data-driven, root cause, standard, and strategic. Each category has its own characteristics, management cadence, timing, and difficulty level. Individuals can use specific techniques to solve complicated problems by understanding these distinctions.

For instance, data-driven problems may require statistical analysis and lean management techniques, while strategic problems may need long-term planning and visionary leadership. It’s important to recognize the need for tailored strategies and problem-solving tools for different types of issues rather than using the same approach for every business problem.

Addressing Chaotic Problems

Understanding chaotic problems.

Chaotic problems are unpredictable and lack clear patterns. They change rapidly and often arise unexpectedly, making it challenging to prepare for them. To manage chaotic problems effectively, individuals can develop flexibility, adaptability, and resilience. By embracing agility and openness to change, they can better navigate uncertainties. Scenario planning, risk assessment, and real-time monitoring can help address chaotic environments.

Creating diverse teams, fostering innovation, and building a culture of continuous learning can also help. Recognizing the unique characteristics of chaotic problems and implementing appropriate strategies can enhance the ability to thrive in turbulent environments.

Techniques for Managing Chaotic Environments

To effectively manage chaotic environments, individuals must first recognize the four main categories of problems. Understanding that each type requires different thought processes, improvement methods, and management cadences is crucial.

Author and continuous improvement expert Art Smalley emphasizes the need to break free from the “hammer-and-nail” trap. It’s important to avoid using the same problem-solving approach for every situation.

Developing skills to navigate chaotic problems involves learning to identify the specific problem category and applying the appropriate techniques to address it.

Practical strategies for maintaining control and organization in chaotic environments include implementing the necessary subsystem and surfacing mechanism and managing the cadence and timing of each type of problem.

Smalley underlines that conventional tools and techniques only scratch the surface of problem-solving. He emphasizes that one size does not fit all situations. Therefore, individuals must adapt their problem-solving approach based on their problem.

Leveraging Expertise in Problem Solving

The role of experience.

Experience is important in problem-solving and decision-making. It gives valuable insights and knowledge from past encounters.

When facing new challenges, individuals can use their previous experiences to find solutions, anticipate obstacles, and make informed decisions.

For instance, a manager who has solved supply chain issues before can apply their expertise to address similar problems effectively.

Expertise and past experiences influence problem-solving approaches, decision-making, and strategic thinking.

Using experience in navigating and addressing different problems improves efficiency, effectiveness, and accuracy.

By recognizing patterns and applying proven methods, individuals can reduce risks and achieve better results.

Critical Thinking Skills

Effective strategies for addressing simple problems using critical thinking skills involve:

• Identifying the root causes of the problem.
• Analyzing the situation.
• Brainstorming different potential solutions.

By breaking down the problem into smaller, more manageable parts, individuals can use critical thinking skills to develop logical and practical solutions.

In contrast, critical thinking skills can be leveraged to navigate and resolve complex problems using frameworks such as the Four Types of Problems model. This approach recognizes that problems require different thought processes, improvement methods, and management cadences. It emphasizes the need to move away from a one-size-fits-all approach to problem-solving and instead tailor strategies to the specific nature of each problem.

Tools like problem-printable worksheets and forward resources can enhance problem-solving through critical thinking skills, providing a structured and systematic way to approach problems.

Tools and Frameworks for Problem Solving

Problem-solving models.

Effective problem-solving models are essential for addressing different types of problems. Strategies like the 5 Whys or Fishbone Diagram can help identify the root cause for simple issues. This leads to practical solutions. For complex and complicated problems, models like the PDCA cycle or A3 thinking can gather data, analyze the problem, and test potential solutions. In chaotic situations, crisis management frameworks are helpful for urgent and high-impact scenarios.

Expertise, critical thinking skills, and tools and frameworks are crucial for leveraging problem-solving models. Expertise allows valuable insights, critical thinking skills help make informed decisions, and tools provide a structured approach, increasing the likelihood of successful outcomes.

Digital and Analytical Tools

Digital and analytical tools are important for solving problems in modern business. For example, process mapping software helps visualize bottlenecks and inefficiencies. Statistical analysis tools help teams make data-driven decisions and identify patterns in large datasets for better problem-solving.

Frameworks like DMAIC (Define, Measure, Analyze, Improve, Control) in Six Sigma and PDCA (Plan, Do, Check, Act) in Lean can be used to systematically address and improve complex business problems. These tools provide a structured approach, allowing teams to break down problems and make incremental improvements.

Digital and analytical tools provide clarity and direction in chaotic problem-solving situations. Simulation software helps teams model different scenarios and predict outcomes, guiding them in making informed decisions. By using these tools effectively, businesses can navigate chaotic problem-solving with confidence and success.

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Pave the Way for Self-regulation and Problem-solving With Social-emotional Learning

Posted: April 3, 2024

Problem-solving is a social-emotional learning (SEL) skill children need for lifelong success. Effective problem-solving skills support children's ability to self-regulate, focus on tasks, think flexibly and creatively, work with others, and generate multiple ways to solve problems. When young children develop and build these skills, it positively impacts their interactions with others, grows their capacity to manage challenges, and boosts a sense of competence.

A group of school-age children are stacking plastic blocks with an educator.

The foundation for effective social problem-solving is grounded in self-regulation, or the ability to regulate emotions when interacting with others. It is easier to focus on one's feelings and the feelings and perspectives of others and to work cooperatively toward solutions when a child can self-regulate and calm down. Children develop self-regulation skills over time, with practice and with adult guidance. Equally important is how an adult models emotion regulation and co-regulation. 

"Caregivers play a key role in cultivating the development of emotion regulation through co-regulation, or the processes by which they provide external support or scaffolding as children navigate their emotional experiences" (Paley & Hajal, 2022, p. 1).

When adults model calm and self-regulated approaches to problem-solving, it shows children how to approach problems constructively. For example, an educator says, "I'm going to take a breath and calm down so I can think better." This model helps children see and hear a strategy to support self-regulation.

Problem-solving skills help children resolve conflicts and interact with others as partners and collaborators. Developing problem-solving skills helps children learn and grow empathy for others, stand up for themselves, and build resilience and competence to work through challenges in their world. 

Eight strategies to support problem-solving 

• Teach about emotions and use feeling words throughout the day. When children have more words to express themselves and their feelings, it is easier to address and talk about challenges when they arise. 
• Recognize and acknowledge children's feelings throughout the day. For example, when children enter the classroom during circle time, mealtime, and outside time, ask them how they feel. Always acknowledge children's feelings, both comfortable and uncomfortable, to support an understanding that all feelings are OK to experience.  
• Differentiate between feelings and behaviors. By differentiating feelings from behaviors, educators contribute to children’s understanding that all feelings are OK, but not all behaviors are OK. For example, an educator says, "It looks like you may be feeling mad because you want the red blocks, and Nila is playing with them. It's OK to feel mad but not OK to knock over your friend’s blocks."
• Support children's efforts to calm down. When children are self-regulated, they can think more clearly. For example, practice taking a breath with children as a self-regulation technique during calm moments. Then, when challenges arise, children have a strategy they have practiced many times and can use to calm down before problem-solving begins.  
• Encourage children's efforts to voice the problem and their feelings after they are calm. For example, when a challenge arises, encourage children to use the phrase, "The problem is_______, and I feel______." This process sets the stage to begin problem-solving.
• Acknowledge children's efforts to think about varied ways to solve problems. For example, an educator says, "It looks like you and Nila are trying to work out how to share the blocks. What do you think might work so you can both play with them? Do you have some other ideas about how you could share?"
• Champion children's efforts as they problem-solve. For example, "You and Nila thought about two ways you could share. One way is to divide the red blocks so you can each build, and the other is to build a tower together. Great thinking, friends!"
• Create opportunities for activities and play that offer problem-solving practice. For example, when children play together in the block area, it provides opportunities to negotiate plans for play and role-play, build perspective, talk about feelings, and share. The skills children learn during play, along with adult support, enhance children’s ability to solve more complex and challenging social problems and conflicts when they occur in and out of the early learning setting.

References: 

Paley, B., & Hajal, N. J. (2022). Conceptualizing emotion regulation and coregulation as family-level phenomena. Clinical Child and Family Psychology Review ,  25 (1), 19-43.

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7. Thinking and Intelligence

Problem solving, learning objectives.

By the end of this section, you will be able to:

• Describe problem solving strategies
• Define algorithm and heuristic
• Explain some common roadblocks to effective problem solving

People face problems every day—usually, multiple problems throughout the day. Sometimes these problems are straightforward: To double a recipe for pizza dough, for example, all that is required is that each ingredient in the recipe be doubled. Sometimes, however, the problems we encounter are more complex. For example, say you have a work deadline, and you must mail a printed copy of a report to your supervisor by the end of the business day. The report is time-sensitive and must be sent overnight. You finished the report last night, but your printer will not work today. What should you do? First, you need to identify the problem and then apply a strategy for solving the problem.

PROBLEM-SOLVING STRATEGIES

When you are presented with a problem—whether it is a complex mathematical problem or a broken printer, how do you solve it? Before finding a solution to the problem, the problem must first be clearly identified. After that, one of many problem solving strategies can be applied, hopefully resulting in a solution.

A problem-solving strategy is a plan of action used to find a solution. Different strategies have different action plans associated with them ( [link] ). For example, a well-known strategy is trial and error . The old adage, “If at first you don’t succeed, try, try again” describes trial and error. In terms of your broken printer, you could try checking the ink levels, and if that doesn’t work, you could check to make sure the paper tray isn’t jammed. Or maybe the printer isn’t actually connected to your laptop. When using trial and error, you would continue to try different solutions until you solved your problem. Although trial and error is not typically one of the most time-efficient strategies, it is a commonly used one.

Another type of strategy is an algorithm. An algorithm is a problem-solving formula that provides you with step-by-step instructions used to achieve a desired outcome (Kahneman, 2011). You can think of an algorithm as a recipe with highly detailed instructions that produce the same result every time they are performed. Algorithms are used frequently in our everyday lives, especially in computer science. When you run a search on the Internet, search engines like Google use algorithms to decide which entries will appear first in your list of results. Facebook also uses algorithms to decide which posts to display on your newsfeed. Can you identify other situations in which algorithms are used?

A heuristic is another type of problem solving strategy. While an algorithm must be followed exactly to produce a correct result, a heuristic is a general problem-solving framework (Tversky & Kahneman, 1974). You can think of these as mental shortcuts that are used to solve problems. A “rule of thumb” is an example of a heuristic. Such a rule saves the person time and energy when making a decision, but despite its time-saving characteristics, it is not always the best method for making a rational decision. Different types of heuristics are used in different types of situations, but the impulse to use a heuristic occurs when one of five conditions is met (Pratkanis, 1989):

• When one is faced with too much information
• When the time to make a decision is limited
• When the decision to be made is unimportant
• When there is access to very little information to use in making the decision
• When an appropriate heuristic happens to come to mind in the same moment

Working backwards is a useful heuristic in which you begin solving the problem by focusing on the end result. Consider this example: You live in Washington, D.C. and have been invited to a wedding at 4 PM on Saturday in Philadelphia. Knowing that Interstate 95 tends to back up any day of the week, you need to plan your route and time your departure accordingly. If you want to be at the wedding service by 3:30 PM, and it takes 2.5 hours to get to Philadelphia without traffic, what time should you leave your house? You use the working backwards heuristic to plan the events of your day on a regular basis, probably without even thinking about it.

Another useful heuristic is the practice of accomplishing a large goal or task by breaking it into a series of smaller steps. Students often use this common method to complete a large research project or long essay for school. For example, students typically brainstorm, develop a thesis or main topic, research the chosen topic, organize their information into an outline, write a rough draft, revise and edit the rough draft, develop a final draft, organize the references list, and proofread their work before turning in the project. The large task becomes less overwhelming when it is broken down into a series of small steps.

Problem-solving abilities can improve with practice. Many people challenge themselves every day with puzzles and other mental exercises to sharpen their problem-solving skills. Sudoku puzzles appear daily in most newspapers. Typically, a sudoku puzzle is a 9×9 grid. The simple sudoku below ( [link] ) is a 4×4 grid. To solve the puzzle, fill in the empty boxes with a single digit: 1, 2, 3, or 4. Here are the rules: The numbers must total 10 in each bolded box, each row, and each column; however, each digit can only appear once in a bolded box, row, and column. Time yourself as you solve this puzzle and compare your time with a classmate.

How long did it take you to solve this sudoku puzzle? (You can see the answer at the end of this section.)

Here is another popular type of puzzle ( [link] ) that challenges your spatial reasoning skills. Connect all nine dots with four connecting straight lines without lifting your pencil from the paper:

Did you figure it out? (The answer is at the end of this section.) Once you understand how to crack this puzzle, you won’t forget.

Take a look at the “Puzzling Scales” logic puzzle below ( [link] ). Sam Loyd, a well-known puzzle master, created and refined countless puzzles throughout his lifetime (Cyclopedia of Puzzles, n.d.).

PITFALLS TO PROBLEM SOLVING

Not all problems are successfully solved, however. What challenges stop us from successfully solving a problem? Albert Einstein once said, “Insanity is doing the same thing over and over again and expecting a different result.” Imagine a person in a room that has four doorways. One doorway that has always been open in the past is now locked. The person, accustomed to exiting the room by that particular doorway, keeps trying to get out through the same doorway even though the other three doorways are open. The person is stuck—but she just needs to go to another doorway, instead of trying to get out through the locked doorway. A mental set is where you persist in approaching a problem in a way that has worked in the past but is clearly not working now.

Functional fixedness is a type of mental set where you cannot perceive an object being used for something other than what it was designed for. During the Apollo 13 mission to the moon, NASA engineers at Mission Control had to overcome functional fixedness to save the lives of the astronauts aboard the spacecraft. An explosion in a module of the spacecraft damaged multiple systems. The astronauts were in danger of being poisoned by rising levels of carbon dioxide because of problems with the carbon dioxide filters. The engineers found a way for the astronauts to use spare plastic bags, tape, and air hoses to create a makeshift air filter, which saved the lives of the astronauts.

Link to Learning

Check out this Apollo 13 scene where the group of NASA engineers are given the task of overcoming functional fixedness.

Researchers have investigated whether functional fixedness is affected by culture. In one experiment, individuals from the Shuar group in Ecuador were asked to use an object for a purpose other than that for which the object was originally intended. For example, the participants were told a story about a bear and a rabbit that were separated by a river and asked to select among various objects, including a spoon, a cup, erasers, and so on, to help the animals. The spoon was the only object long enough to span the imaginary river, but if the spoon was presented in a way that reflected its normal usage, it took participants longer to choose the spoon to solve the problem. (German & Barrett, 2005). The researchers wanted to know if exposure to highly specialized tools, as occurs with individuals in industrialized nations, affects their ability to transcend functional fixedness. It was determined that functional fixedness is experienced in both industrialized and nonindustrialized cultures (German & Barrett, 2005).

In order to make good decisions, we use our knowledge and our reasoning. Often, this knowledge and reasoning is sound and solid. Sometimes, however, we are swayed by biases or by others manipulating a situation. For example, let’s say you and three friends wanted to rent a house and had a combined target budget of $1,600. The realtor shows you only very run-down houses for $1,600 and then shows you a very nice house for $2,000. Might you ask each person to pay more in rent to get the $2,000 home? Why would the realtor show you the run-down houses and the nice house? The realtor may be challenging your anchoring bias. An anchoring bias occurs when you focus on one piece of information when making a decision or solving a problem. In this case, you’re so focused on the amount of money you are willing to spend that you may not recognize what kinds of houses are available at that price point.

The confirmation bias is the tendency to focus on information that confirms your existing beliefs. For example, if you think that your professor is not very nice, you notice all of the instances of rude behavior exhibited by the professor while ignoring the countless pleasant interactions he is involved in on a daily basis. Hindsight bias leads you to believe that the event you just experienced was predictable, even though it really wasn’t. In other words, you knew all along that things would turn out the way they did. Representative bias describes a faulty way of thinking, in which you unintentionally stereotype someone or something; for example, you may assume that your professors spend their free time reading books and engaging in intellectual conversation, because the idea of them spending their time playing volleyball or visiting an amusement park does not fit in with your stereotypes of professors.

Finally, the availability heuristic is a heuristic in which you make a decision based on an example, information, or recent experience that is that readily available to you, even though it may not be the best example to inform your decision . Biases tend to “preserve that which is already established—to maintain our preexisting knowledge, beliefs, attitudes, and hypotheses” (Aronson, 1995; Kahneman, 2011). These biases are summarized in [link] .

Please visit this site to see a clever music video that a high school teacher made to explain these and other cognitive biases to his AP psychology students.

Were you able to determine how many marbles are needed to balance the scales in [link] ? You need nine. Were you able to solve the problems in [link] and [link] ? Here are the answers ( [link] ).

Many different strategies exist for solving problems. Typical strategies include trial and error, applying algorithms, and using heuristics. To solve a large, complicated problem, it often helps to break the problem into smaller steps that can be accomplished individually, leading to an overall solution. Roadblocks to problem solving include a mental set, functional fixedness, and various biases that can cloud decision making skills.

Self Check Questions

Critical thinking questions.

1. What is functional fixedness and how can overcoming it help you solve problems?

2. How does an algorithm save you time and energy when solving a problem?

Personal Application Question

3. Which type of bias do you recognize in your own decision making processes? How has this bias affected how you’ve made decisions in the past and how can you use your awareness of it to improve your decisions making skills in the future?

1. Functional fixedness occurs when you cannot see a use for an object other than the use for which it was intended. For example, if you need something to hold up a tarp in the rain, but only have a pitchfork, you must overcome your expectation that a pitchfork can only be used for garden chores before you realize that you could stick it in the ground and drape the tarp on top of it to hold it up.

2. An algorithm is a proven formula for achieving a desired outcome. It saves time because if you follow it exactly, you will solve the problem without having to figure out how to solve the problem. It is a bit like not reinventing the wheel.

• Psychology. Authored by : OpenStax College. Located at : http://cnx.org/contents/[email protected]:1/Psychology . License : CC BY: Attribution . License Terms : Download for free at http://cnx.org/content/col11629/latest/.

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Promoting Problem-solving Skills in Young Children

Roselia Ramirez : I'd like to welcome you to the Home Visiting webinar series. We are happy that you have joined us today. The topic for our session is focused on problem-solving and how home visitors can partner with parents to really support its development. Before we get started, we want to tell you a little bit about us and want to have you meet your hosts for today's session.

My name is Roselia Ramirez and I am a senior training and technical assistance specialist at the National Center on Early Childhood Development Teaching and Learning, or DTL for short. I'm happy to be joining you from my home state of Arizona, and I'm going to turn it over to my colleagues and have them introduce themselves. Hey Joyce.

Joyce Escorcia: I am Joyce Escorcia, and thanks everyone for choosing to spend your hour with us. I work alongside Roselia and Sarah at DTL as a senior T and T specialist. You may have seen me in the Coaching Corner webinars and some other places and spaces. Thanks for joining us. We're excited to dig into our topic today. Sarah, do you want to introduce yourself, and share a little bit about yourself?

Sarah Basler: I'm excited to join you all today; you might recognize me as one of the presenters of the Coaching Corner webinar series and my role and work tends to be around coaching and specifically using PBC to support practitioners and even supporting coaches in their PBC practice. I also have a background in pyramid model practices. I'm excited to be here today and talk with you all about problem-solving, which is one of my passions. Thanks so much for having me today.

Roselia: Thanks for joining us, Sarah. It's exciting to see you and to have you as our guest for today on this often-challenging topic for many home visitors as well as parents. Thank you again, and it's so nice to see you. We do probably have some new viewers joining us today. We were wondering if you could start by giving an overview of the Practice-Based Coaching model and then share with our viewers some of the benefits of coaching for a home visitor.

Sarah: Sure. A quick little recap for some of you, and an introduction for others, Practice-Based Coaching or PBC as we call it for short, is a coaching model that when used with fidelity can lead to positive outcomes for children and their families. PBC can be used with anyone, so you can, a coach can support teachers or support home visitors, family childcare providers, or even other coaches. We refer to those that are receiving the coaching as a coachee, to support them to use a set of effective practices. PBC is a content-ready model, which means that any set of practices can be the focus for the middle of the cycle, visual, and so whatever set of practices that you might want to be the focus of coaching can go in the middle there.

The coach and the coachee together identify some strengths and needs related to those effective practices that have been selected for coaching and together they write a goal and an action plan to support that coachee in their implementation of those goals. The coach and the coachee engage in focused observation. The coach will come in and observe the coachee using those effective practices selected in their action plan. Then they meet and reflect about what happened during the focused observation, and the coach will give some feedback, some supportive, and some constructive feedback.

All of these components of PBC fit within a collaborative partnership. PBC occurs in that context, and it's really about a coach and a coachee coming together to work together and support the implementation of those effective practices. When we think about what those benefits might be for a home visitor, a home visitor could share with their coach, challenges that they might be facing related to working with families and together, a coach and the home visitor could talk through maybe some possible solutions or strategies that the home visitor may want to try with the family or support the home visitor in learning a little bit more about a certain set of effective practices.

Sometimes it's really nice to have that support and a colleague to ask your questions and get some ideas. A coach can support a home visitor to grow their home visiting practices. A coach could support them not only around maybe effective practices to try with the, to support the family to use, but could support the home visitor in growing their home visiting practices themselves. Thinking about how to enhance those skills.

Roselia: Thanks, Sarah, I really like the whole notion. The first thing that kind of comes to my mind is this whole idea of having a thought partner. But before we go any further into this topic, and this discussion, if you're just joining the session, we would like to remind you to visit that teal color widget that's at the bottom of your screen. Here's where you can gain access to this participant's guide that you're seeing a little screenshot on your screen now. This resource is intended to be interactive and you're going to hear us reference it and then direct you there during the session for some opportunities for engagement as well as some reflection.

I also want to point out that on the first page of the participant's guide, you're going to find some icons and images that we have been using in our home webinar series, such as the focus on equity segment and this is represented by that little magnifying glass image. I also wanted to mention that not every one of our Home Visiting webinars will have each of the segments in each of the webinars, but just to give you an idea of what those are when you do see them. The other thing we want to do before we go any further is we want to review the learning objectives that we have established for this session.

We have identified and framed the session around two learning goals. First, by the end of the session, we anticipate that you'll be able to describe some essential components of problem-solving, and then second, that you will have some practical strategies and resources that are intended to not only strengthen but nurture problem-solving within that home environment. Now in your participant's guide, we have provided a space for you to reflect and to think about your own learning goals and what you would like to walk away with from this session. Think about that for a moment. What's something that maybe a question that you might have or a type of reflection, something that you would like to walk away with. Take a moment and then jot down your thoughts in your participant's guide.

Joyce: To frame the space that we're in today for our Home Visiting webinar series this year, we've been focusing in on topics that have an impact on social and emotional development. As many of you know, social-emotional development is one of the domains in the Head Start Early Learning and Outcomes Framework, or the ELOF . You can see we have it highlighted here on the slide. When we began the series this year in October, we focused in on the home environment, and then in December, we focused in on relationships. In our last webinar, we really focused in on emotional literacy.

If you missed these webinars, don't worry, you can catch it on Push Play, and you'll have information about that towards the end of our webinar today. For our time today, we're really excited; again, I'm super excited to have my cohost from the Coaching Corner webinar series. I'm excited to be here with Sarah to focus on problem-solving and the practical strategies that we're going to be talking about today. We're really going to be looking at how a home visitor can support and partner with families kind of introduce and nurture that skill within young children. That's really where we're going to be at today.

Again, we wanted to make that connection with the Pyramid Model. While we're not going to go deep into the pyramid, we do want to just make that connection today that the Pyramid Model is a framework of evidence-based practices for promoting young children's social-emotional development. The Pyramid Model builds upon a tiered public health approach by providing universal support to, universal supports for [inaudible]. Animations are going a little wonky on me today. Universal support to all children to promote wellness and then targeted services to those who need more support and then also intensive services for those that need them.

In this webinar, we're going to be focusing in on problem-solving, which is that tier two targeted kind of social-emotional support piece, which we know are essential and important to healthy social development. That's where we're going to be focusing in on today, with, we're thinking about the pyramid. If you want to know more about the pyramid, check out the National Center for Pyramid Model Innovations, or NCPMI . We have links to that within the resource, within your viewer's guide for today. Be sure and check that out as well. We are again super fortunate to have Sarah with us today. We just really want to draw on all of her experience that she's had out in the field and really sharing some of her insight on problem-solving. Sarah, I'm going to pass it over to you.

Sarah: Social competencies like self-regulation, empathy, perspective taking, and problem-solving skills are really foundational to that healthy social-emotional development, and this includes positive interactions like friendship and relationship skills between peers and siblings. Young children really need that support of adults in their lives to help them learn these skills so that they can develop healthy relationships among peers and find ways to really work through social conflicts. As home visitors, you can support this process by really supporting teaching and modeling with families how to help their children develop these skills earlier on.

It can start as young as infants and toddlers. Home visitors can support building these foundational problem-solving and relationship skills that most children can access with adult support and start to use independently as they start to, as they continue to develop these skills. Children, as they become more independent, they'll tend to run into situations in their environment that can lead to frustration or even some challenging behavior.

If parents are intentional and teach children these skills early on in their development, they can become pretty fluent in problem-solving. Then as they learn these skills, they can become more independent and successful with these skills. Their self-esteem will then, in turn, increase, and they will be likely to be able to cope with certain levels of frustration as a result and engage hopefully in less challenging behavior. When they feel confident in these social interactions and are able to problem solve successfully, then we're going to likely see less challenging behavior.

Roselia: Sarah, this is a good place to note that as you get to know your families, you may also discover that there might be some children who struggle, and they don't readily learn these skills through those foundational teaching strategies such as modeling or co-regulation. This might include children with disabilities or suspected delays. Establishing that strong relationship with the parent becomes even more important to get more familiar with and to be aware of the struggles so that you as a home visitor can then explore and use some of those more individualized practices to work on these skills when children need that extra support. We're going to talk some more about that throughout this webinar, but we just thought that would be really important to point that out.

Let's talk a bit more about why problem-solving is important in child development. We know that the earlier that children begin solving those problems, the more ready they are to deal with bigger challenges as they mature. We know that the home is a safe, it's a controlled environment, where parents can direct children as they develop and practice those problem-solving skills. By viewing problems as opportunities to grow, children begin to broaden their understanding while building that confidence that you were talking about.

We also know that when children feel overwhelmed or maybe hopeless, they often, they're not going to attempt to address a problem and that's where some of this challenging behavior for us adults may come up. When they have support, and then adults really support them with that clear formula and some steps for solving problems, they'll feel more confident in their ability to even give it a try. By introducing problem-solving skills at a young age, children learn to think in terms of manageable steps. Sarah, can you share with us how a home visitor might go about this process with families?

Sarah: There are some steps to problem-solving that home visitors can use and introduce to parents and there are some ways that you can support families to incorporate these steps as they encounter social conflict in the home or in socialization. The first is to support children in identifying the problem. This can be simply stating what the problem is out loud and it can make a big difference for children and that even includes infants and toddlers as well as preschool-age children who are feeling stuck. Parents can really think about how to do this in an age-appropriate way to support their child to state what the problem that they're encountering is, such as, your sister doesn't want to play with you, or I see you're having a hard time rolling over, or would you like a turn?

Once the problem has been identified, parents can help their child to think about what some solutions might be to solving their problems. Parents can help to brainstorm possible ways that they might solve that problem. As a home visitor, we can help parents understand that all solutions don't necessarily need to be a good idea, meaning that really just the idea of children coming up with these ideas or sharing some possible solutions. We want to support that process and allow children to share no matter how silly it may sound, and we can support them by offering suggestions to them. The goal is for parents to help their child explore options and the key is to help them do this with creativity and support them to find many different potential solutions because we know that there's not one right way to solve a problem and we want to support children to be able to think of multiple solutions.

Parents can even talk through and help their child identify what the pros and cons of each solution might be. Parents really play this critical role in helping their child identify potential positive and maybe negative consequences for each potential solution they've identified. Once the child has evaluated the possible pros and cons of each solution, the parent can encourage them to pick a solution and try it out and see what happens.

That's where even sometimes those silly solutions that they come up with, it's okay, let them try it out because if it doesn't work, you can support them to try out a different solution. And finally, the last step would be really analyzing or evaluating if it worked. Did this solution that you tried work? Was it, did it solve your problem? And if it doesn't work, you can always come up with a different solution and help them to brainstorm new ones.

Roselia: Thanks Sarah. I think that's a really great way to kind of break down that process and a great way for home visitors to support parents as they're kind of working through that. From your experience as a coach, and then just the various different learning settings that you had the opportunity to work in, why do you think problem-solving is so important?

Sarah: Problem-solving skills give children that independence that they really crave. It gives them agency in their own lives. Even though they may not be able to do this independently right away, when we give children the tools that they need to be able to do this successfully, they're able to navigate interactions with others and it helps to build social competence that they're going to carry with them for the rest of their lives. No matter what the learning environment is that you are in, social interactions are inevitable. They happen all the time. It's important that adults give children the tools that they need and support them to use those tools when they need them so that they become independent and confident in solving these problems when they arise.

Joyce: When Sarah was talking, I said I really love how you made that connection about the importance of parents supporting that, because I think it goes back to what we stated when we started. That about supporting children to become these confident, capable children really does kind of lead into being confident, capable adults who can kind of explore the world around them with all the skills that they need. I think that it just makes a case why this is so important. Because we know that solving problems really is about making choices. As young children develop their problem-solving skills, they build their confidence and we just know that you know, that having all of that, being able to solve problems, figuring things out, really makes them happier, more content, and just independent individuals. That's really what we want.We know when they tackle problems on their own or in a group, they become resilient and persistent. They learn how to look at challenges from a fresh perspective, and therefore, they're confident enough to take more calculated risks and problem-solving is so important in child development.

Again, because we know if we do it and we get it right when they're little, it really turns into this other thing when they become adults that they become confident and capable and are good with taking risk in all kinds of other different ways. Some of you may be wondering why you're here with us, wondering what skills do children need to be successful at problem solving? This is important, like I know it's important. What skills do they need in order to be able to do it well and in order for children to be successful at problem-solving and developing relationships there are a lot of prerequisite skills that are required and needed. 

We're going to talk a little bit about that, but we want to open up the Q and A for you guys to say okay, what skills do you think are important for children? What do you think that they might need in order to problem solve? We're going to ask you to pop that into the Q and A, right there, just click on the Q and A widget and put your responses there. We're going to share some of those out. While you guys are kind of thinking and popping ideas into the Q and A, we want to ask Sarah and bring her into the conversation of, Sarah, can you share with participants what some of those, what you think some of those prerequisites could be?

Sarah: For prerequisite skills, as you mentioned Joyce, problem-solving is really complex and it's going to require that a child be able to do many different things at the same time. When we think about children three and up, what they might need to be successful at problem-solving, then you really need to be able to initiate and respond to others. That could be a verbal or a nonverbal interaction or response, and it would vary, of course, based on the child's age or ability. This might look like if a child wants a toy that another child has, it could look like holding out their hand to ask or asking for a turn. A response might look like the other child saying no, I don't want to give you a turn, or pulling the item back to say, I don't want to give you the toy. Children really need to be able to initiate and respond to be successful at problem solving. 

Another thing that they need to be able to do is identify emotions in themselves and in others. The reason this is important is because have you ever tried to solve a problem when you're upset? It's really hard. You're not thinking clearly. It's just not going to work. Children need to be able to return themselves to that state of calm before they're able to come up with solutions to their problem, or even to recognize what their problem is. Another step is being able to calm themselves or having an adult support them to calm down. 

The next skill might seem obvious, but children really need to be able to identify what the problem is. That could look like a child identifying hey, I've got two apples but there are three siblings here. And what, my problem is I've got two apples, and we don't have enough. Once they've identified the problem, children really need to be able to then come up with possible solutions to solve their problem. That could be that child identifying hey, if I split this apple, we all have some. Or it might be, I don't like apples, so you can have mine. 

These skills that I just mentioned are really higher level for maybe preschool-age children, but a home visitor can also support families of infants and toddlers by setting the stage for problem solving. Making sure the environment really promotes interactions with others. Are there opportunities for that child or other children in the home to engage with one another? There usually are, even in routines that we don't think there are, you can build in possible opportunities. Pointing those out for the family, helping them think about what they might do or say and providing, helping support them to provide more opportunities throughout the day.

Another way that a family could support problem-solving in the environment is narrating or pointing out the intentions or what another child might be wanting or needing so that could sound like, “oh, I see Julia crawling towards you. It looks like she wants to play with your ball.” What this does is really builds awareness of the wants and needs and intentions of others. I think that's so important because often I know you've been around children, you know that sometimes it feels like a threat and when we can narrate what's going on, we can frame what's going on for the child so that then they approach it as in a different way. 

Of course, it's important to share that if a coach is working with a home visitor to support families to use these practices, a coach can help a home visitor identify what those prerequisite skills are that might need to be taught to the child first, the family or the child to be successful. It's important to note that a coach can be an extra set of eyes. And that, some of the things that I mentioned are coming in on the chat, I'm seeing, or in the Q and A, some people are saying kids need to be able to share, kids need to be able to ask for what they need, kids need to be able to identify the problem, and so it looks like you guys are right in line with what we were talking about. Really having friendship skills is important. Thank you so much for your responses.

Joyce: I feel like folks have a lot of ideas to share about what it takes to problem solve. And again, thank you for all your responses; keep them coming in. We just talked about, there are a lot of things needed for children to be successful at problem-solving and we still see a lot of the responses here we see coming in in the chat. We have Kate and Catrina that talk about regulating emotions. We have Tom that talked about think about possible solutions and then also as adults think about how can we help kind of set them up with possible solutions. Thank you for putting all of those things in there. As you can see, there's a list there added to the list that is coming in the Q and A. All of those things all in mind, problem-solving steps that we talked about and how a home visitor might support the development of this process.

Sarah, just to pop in with a quick question here, when you were talking and explaining the, when you were explaining kind of the why. Like why because it kind of helps to take away that threat aspect of it. As a coach we do that with our coachee or home visitor and do you think that there's some importance or connection then as a home visitor having that knowledge than to be able to have that parallel process of sharing that information with a print of like this is why it's important to narrate kind of that parallel top piece. Do you think that that could also be helpful for a home visitor?

Sarah: Yes, absolutely. I think as adult learners, and when you're working with parents, working with adult learners, it's really important for them to know the why. Why are you telling me to narrate? Pairing the narration is important because it helps children feel less threatened by the other child and you share the intentions. Then it helps make it more, gives the parents the why. Why would I do this? And then they know that the possible impact that using that practice might have. It's really a parallel process. What you would, your coach would use with you, you might also use some of those strategies with the families that you would work with.

Joyce: Yeah, thank you for sharing that. I said it was just when you said that, that light bulb went off, like wow, that's important information to kind of share on both sides, so thank you for that. 

Now we're going to just summarize some of those key ideas and practices for home visitors and how they can support some of those problem-solving skills. Again, a lot of things have been coming in through the Q and A. Number one is just to promote healthy relationships, that home visitors can support parents in how they engage with and offer opportunities for young children to work on relationship skills. Sharing and helping and cooperating and comforting and making suggestions about play, even celebrating each other, and creating developmentally appropriate opportunities for practicing those skills throughout the day. 

Home visitors can support parents in creating opportunities within the home as well as exploring options where children can practice turn-taking and sharing. Maybe through a socialization activity. Particularly when you're thinking about when there's just one child in the home, parents may have a concern about their child not having opportunities to engage with other children, so that could be a great time to just kind of pause and think about the value they place on peer relationships and how they might be able to provide some of those opportunities for their child. Thinking about some of those being intentional and some might be planning some outdoor activities, some field trips, some going to the park, visiting with their cousins or whatever that aspect. 

Just knowing that can also help with thinking about, like, 'Wow, every interaction could be a learning moment, an opportunity to kind of learn and grow these skills.' Thinking about teaching problem-solving steps that earlier we talked about - some steps that home visitors can work through with parents. When it comes to developing problem-solving skills, young children are learning to manage their emotions and behaviors through co-regulation. They're beginning to reason and understand simple consequences. Our role as a home visitor, we have that opportunity to work with parents and support the development of problem-solving.

Problem-solving development at this young age allows children to identify problems, brainstorm possible solutions, and then test those out, test out those appropriate solutions, and then analyze and think about, "Okay, so what kind of results did I get? Did I get what I wanted in the end?" Parents can support children to work through these steps and gain confidence in their ability to work through the problems that they encounter.

Another component would be teaching problem-solving in the moment. Problem-solving is hard work. It is hard work, but a 2-year-old solving problems is hard work for everyone involved sometimes. As home visitors, we have that unique opportunity of supporting this process. We want to build a parent's skill base and their confidence really to help their child use problem-solving steps in the moment. As home visitors can partner with parents to brainstorm ways they can anticipate those social conflicts before they happen. When a problem arises, the parent can anticipate or recognize problems before things can escalate and get out of hand and feel overwhelming or intervene as needed to work through those problem-solving steps that home visitors can support. 

How parents individualize strategies they use to provide support, all these skills, really based on the learning kind of style and needs of their child. We know that some children may need the amount of language used to be modified; some children may need visual cues or gestures kind of paired with verbal language; some children may need specific feedback about consequences to really help them learn about the effect of their behavior on the environment really based on the individual needs of that family and the children as well.

Roselia: Thanks for sharing all that, Joyce. That's a lot of great information, and as you were saying all these things that we're doing to support parents or children rather — I think someone mentioned this earlier — about even as adults, problem-solving is difficult for us sometimes. To imagine for children that don't have the words and they're struggling with all these different emotions and wanting to stake their independence, it can really be a tough process. 

As home visitors, we're in that unique position to really help support. Thanks for sharing all that. Throughout this webinar, we've really been discussing ways to foster problem-solving skills for all children. Today, in our focus on equity segment, we're going to use our equity lens to take a closer look and really lift up the value of equity in all learning environments as we work with diverse families in our communities.

As home visitors, it is safe to say that we are working with a diverse group of families, and we never want to make any assumptions. Let's reflect on this question: How can a home visitor be sure that they are being culturally responsive to a family's values related to relationships and problem-solving? Think about that because we know it's not a cookie-cutter approach and we know that there are cultures within cultures. It's important that we don't make any assumptions, and thinking about being culturally responsive, how can a home visitor ensure that that is happening?

We'd like for you to take some time and share some of your thoughts with us in the Q and A. While you're doing that, we do have a few suggestions that we would like for you to consider. First, we want to make sure that the skills that you're introducing are culturally relevant to the family that you're working with. It's important to really take the time and think back to the information that you've gathered as you've been developing a relationship with the family. You want to be sure that you're considering the values, beliefs, what's important to them, what's important that, the importance and the goals that they have for their children, and again, not making any assumptions and really asking these types of questions as you're moving through the process.

We also recommend that you take the time to gather input about social problems that the child may face at home or perhaps other settings that they're participating in. Then lastly, although we just mentioned this, we wanted to place an emphasis on the importance of gathering information about the family's values. As you're building those relationships, as you're observing the family, just really asking those questions, and not making assumptions from your perspective but from how the family states it. It's important to remember that problem-solving and how it is approached is not going to look the same for all families. Again, even if you have families that are from the same culture, what works for one family may not work for another. It's important for the suggestions and the strategies to be culturally responsive and respectful of a family's values. Sarah, folks are still entering their thoughts into the Q and A. Is there anything that you would like to add?

Sarah: Those suggestions you gave are great. Something that I think is important is you want to make sure that teaching problem-solving is relevant. You mentioned that, but we want to make sure that it's meeting the needs of the family, like what you're suggesting. Think about, when I think about it from a coach's perspective, this might be an opportunity to support the home visitor to come up with some ideas.

For example, if a home visitor asks the family what kind of social problems are popping up at home, or in their socialization settings with their child, it could be, “Oh, my child is taking toys, and they don't think sharing is important.” What you might do is offer different suggestions, but it might be tricky for a home visitor if they don't value sharing. What else could I offer? That could be where coming to your coach and trying to brainstorm and problem-solve or with your colleagues or your supervisor. 

If coaching isn't offered, to come up with some different ideas of what they might offer to that family, what they might suggest they teach their child instead. That could be asking for a turn or asking their sibling to give them a turn when they're finished, so there isn't just one right way to do things, and I think sometimes we forget that even as home visitors, our culture and what we value, we bring that into the environment and what we value isn't the only way. That's where getting the input and what the family values because ultimately, you're there to support them to support their child. Remembering that although your culture is relevant as well when you're there to support the family, you want to think about their values and really incorporate it that way.

Some of the responses that are coming in are pretty much in line with what we just talked about. It's looking very similar, getting input from the family, not making assumptions. I'm seeing finding out what they value, learning about their culture is something new that we didn't mention. Getting the parents' input can be really, really helpful. Thank you for those responses.

Joyce: Thank you, and Sarah, like you said, those responses just keep coming in and we encourage you just to keep sharing and keep thinking about, what we need to do to support families in a way that's culturally responsive. 

Now, we want to move into our next portion of our time together, and we want to turn our focus just a bit on looking at how home visitors can support families. We've been talking about this, and that's a great segue into this, so just want to explore that just a little bit more. We want to do that by highlighting the resource, and then you have the link to the resource in your viewer's guide for today.

One resource that was developed by the National Center on Quality Teaching and Learning is “Problem-solving in the Moment.” This is a 15-minute in-service suite developed for preschool classroom teachers to help children problem-solve as they arise or in the moment. We've included a link to those materials in the participant's guide.

The content here really talks about these five steps that support and guide children's behavior to encourage problem-solving in the moment. You'll see that the five steps are here: anticipate, be close, provide support, multiple solutions, and then celebrating the success. We're going to explore each of these steps and relate them to how home visitors can partner with parents to guide their child's behavior at home to problem-solve in the moment. Rosalia is going to help us dig into that a little bit more.

Roselia: Anticipate is the first and very important step of this process. As home visitors, we can really work with parents to try and stay one step ahead of problems by recognizing and being proactive. Home visitors can support parents in sensing some of those changes in a child's behavior, as well as their emotions, and then really starting to pay attention to some of those identifying triggers. Home visitors can also help parents be aware as well as to be ready to activate some of those problem-solving steps that we have been talking about.

Let's move on here and talk about the next step, which is to be close. We know that often parents can be very busy, and they're not always going to be physically close when a problem situation presents itself. What parents can do is to relocate themselves and be near the location when the problem is beginning to occur. That's where it becomes important to start to identify some of those triggers, some of the changes in behaviors that are starting to happen, and then start to relocate. 

We want to work with parents to recognize some signs that a problem is about to occur so that they can then move themselves closer to that situation at this stage, rather than when the problem is in full swing. We want parents to know that when they are close, it's an opportunity for them to be able to explore and to begin to provide some support for their child. As a home visitor, you can really support families in beginning to pay attention, starting to recognize, and when to offer some of that proactive or preemptive support and figuring out some of those patterns of the behavior.

Being close, time also provides for families an opportunity to model how to remain calm and then some of those gentle approaches to problem-solving so when the parents are close, they're better able to support and then talk through identifying the problem as well as some of those possible solutions that we've been talking about. They can also support their child in regulating their emotions before they get to that heightened level, and then it's going to be a lot harder for them to be able to calm down. Parents being close also provides that opportunity for them to be able to provide that comfort that might be needed before things just really become too escalated and get out of control. Joyce, tell us a little bit about what this support might look like.

Joyce: One of the things that home visitors can explore with their family when it comes to being close and providing support for their child is knowing what level of support to provide to really ensure there is a teachable moment taking place. Sometimes, that support means helping their child stay near and in proximity to where the problem happens so they can problem-solve effectively. Sometimes, that could mean prompting their child to walk through the problem-solving steps. 

It can also mean verbal prompting, like, “Do you remember what to do when baby sister doesn't want to take a turn?” or maybe the parent can involve an older sibling in it if they're available, saying, “Hey, let's ask brother what would you do?” Sometimes it's really when children don't have those verbal skills, support can mean to use like visual cues as well and to prompt, that prompts them perhaps, takes them into those problem-solving steps. It really depends; that level of support depends kind of on the specific needs of their child. Knowing it's okay to kind of try out different levels of support to figure out what's needed.

Now we want to talk about the next step, which is multiple solutions. Like we said, there's a whole bunch of different ways to be right about things, and so there can be situations in which one solution maybe a good solution but we know that it may not always work. As children become older, parents can support problem-solving skills by encouraging their child to generate multiple solutions. Maybe with younger children they're going to need parents to support to generate choices or solutions. 

This is going to allow children to begin to grow their own toolbox of solutions to draw from when they encounter problems. The solutions don't need to be complicated and can be as simple as maybe using a timer, waiting patiently, or maybe even flipping a coin. Home visitors can support parents by talking through and really helping parents to determine some solutions they can present and help their child when problem-solving, and when problems arise. Sarah, we just want to tag you in here and ask you, do you have any resources in your toolbox that may support families with identifying solutions at home?

Sarah: There's a great resource from the National Center on Pyramid Model Innovations, and it's called the “Solution Kit.” They have a home edition, and it includes some common solutions to everyday social problems and it comes in multiple languages, which is great. Visual supports can be super helpful for young children and this resource might be something that a home visitor can share with families. 

Another great resource for teaching problem-solving is this scripted story, we can be problem solvers at home. This scripted story can be used by the family to help children understand the steps for problem-solving and it includes some scenario cards that you can use with children to help them think about solutions to common social problems that they're going to face, either in the home or the community. Those are two of my favorite resources.

Roselia: I love those, Sarah. Those are actually some of my favorites as well and I really love that they're visual and that they really have been designed to help support in the home environment, because often we see that there is resources for center-based children, but I love that these are specifically designed for the home. We have included the information in your Participant's Guide Resource List, so we want to make sure that you take the time to explore those and think about ways that you can utilize those with families that you might be supporting. 

Continuing on and thinking about the five steps that we've been talking about, the last step that we want to talk about is just as important as anticipating a problem and that is celebrating success. Reinforcing a child's success in problem-solving really supports their development as effective problem solvers, and as home visitors, we want to be sure that you share this with parents. They can reinforce that celebrating success. It can be formal, or it can be informal. Some examples of that informal celebration might be things such as a high five, acknowledging that they did a really great job, you can give them a thumbs up, a wink, a verbal praise, or even just a hug. 

Just letting them know that you're really proud of how they worked through that particular problem. As home visitors, you can really brainstorm some different options and some of those informal gestures that are culturally appropriate and relevant for their family. Then you can also support them in coming up with some more formal ways to celebrate the success. The important thing here is that we want to make sure that parents are acknowledging when children are working through those problems and that they're becoming much more independent so that children feel accomplished and of course if you recognize it in that positive way, they're going to want to do it again. They're going to feel that appreciation. 

We're going to watch a video clip. In this video clip, you're going to notice that the setting is a preschool classroom and that there are two children that have encountered a problem. We want you to take note on how the teacher handles the situation to really engage the children in working through problem-solving. In your participant's guide, you have some space, and we want for you to take some notes and really pay attention to some of the strategies that the teacher is using. It is a classroom; however, think about how this scenario might play out, perhaps in a home between two siblings or even at a group socialization between two children. Let's take a look.

[Video begins]

Teacher 1: Janny, what's the problem? You're getting it to make the fort and it looks like Amy's holding it too. Thanks, Elena for moving so I could get up. So what are we going to do about it? You both want the same block? What are we going to do about it? How are we going to fix the problem? I'm going to hold the block for a minute while you guys help figure it out. What's your idea?

Child 1: [Inaudible] 

Teacher 1: You want to play with it over there. Shall we find out what Jammy's idea was? What was your idea, Janny?

Child 2: [Inaudible] 

Teacher 1:  Oh, and she thinks she needs it for that building. So, you both need this block for two different buildings. Do you want to look for an idea in the basket? Grab the book. See what you can come up with. There's another one over there, right. I think Amy's got the book. What are we going to do? She's looking, so let's play together, so that would be building the same building together. 

Take a break, so you just take a break from building. Wait until she's done. One more minute, so she would have it for a minute and then you would have it for a minute. You build with something else, maybe next time. Playing together. You would build it together. Do you want to build together, Janny? Look at Amy's talking to you. Sorry, I just said it and Amy was saying it. Sorry about that, Amy. Here. So Amy, you're going to help Janny build her tower.

Child 1: Let's do this one.

Teacher 1: Excellent. You guys are expert problem solvers.

[Video ends] 

Joyce: We see some of the strategies coming through in the Q and A, we'll ask you to keep putting those out there for us, and just want to check in with Rosalia and Sarah to say what did you guys notice anything there about some of those great problem-solving skills that we saw happening?

Sarah: My favorite part of that video is that she really supported those two children to solve their own problem. She gave them support by prompting them to find the materials to help them problem solve. She read through some of the problems with them, or solutions with them, but ultimately the teacher didn't solve the problem for them. And that was really great to see because I think sometimes as adults, we want to be the fixer and in this video the children were really the experts. They were the expert problem solvers here. I thought that was…

Roselia: I agree, Sarah. I really love that and just the anticipation from the teacher, but also having their little solution book that they can kind of, the visual to work through and see they had multiple choices to choose from. That was my favorite part.

Joyce: Yeah, definitely lots to see in that one. I like that one. I think watching the adult and also watching the kids and how they react to that. Sarah, we just want to give you some space as we're kind of wrapping up to hear a little bit more from your coaching experience and just maybe some more tips for supporting home visitors and partnering with families.

Sarah: Sure. It's really important to remember that parents are their children's' best teachers and most children already, most of what children know or what they know when you come into a relationship with that family, has been learned by their parents. As home visitors, when we partner with parents, we really want to set the stage to provide those intentional opportunities for learning within the home setting. 

These tips for child size problems that children can solve with the help of their parents or on their own. Here are some tips that you can share with families to set the stage for their child to become problem solvers. One would be to help the child to relax. When children are faced with a problem, they can become upset, frustrated, angry, they might get their feelings hurt or even cry. 

This is not the time to try to solve the problem. When the child becomes calm, we want to help them to work through their problem, but when they're at the height of these emotions, that's not the time. We want to regulate, use some calming strategies to get them to calm down. Then we can support them to problem solve. You can support families to understand that supporting children to calm down is a really important step of this process. 

We want to make sure that we're giving uninterrupted time. As home visitors you want to partner with parents to help them understand that developing problem-solving skills is complicated and it takes time. Giving them uninterrupted time that's not rushed to talk through and support them to thinking through problems. Also, we want parents to feel like they are a coach. When we're talking about being a coach, we're not talking about home visitors coaching parents but what we mean here is that children at a very young age are still developing these skills. 

We want you to work with parents on developing their ability to identify opportunities and support their children through asking questions and helping their children think and share through what maybe these problems and solutions might be. Active listening is a really important part of this process, as parents it can be hard sometimes, we want to throw out our ideas and suggestions but active listening for children is so important. 

Here are some strategies that a home visitor can share with families, and we want you to jot down some notes in your participant guide. Encourage parents to withhold from solving those problems for children, so support them to support children and not solve them for them. Support parents in developing questions that they might ask when problems arise. Help parents to identify when they are, their critical solutions to their child is proposing, so try not to judge the solution. Sometimes they may be silly; let them try it out. Provide that active listening. All those strategies, you can remember those that will support families.

Joyce: Definitely, and we've included all of these tips in a handout, and that's part of your participant's guide as well. You may think, "What's my role in supporting some of these practices?" Rosalia, if you want to give maybe one kind of tip to close us out, what do you think that one thing would be regarding the role of the home visitor?

Roselia: I think the important thing, and I think Sarah has kind of really touched on this throughout, is just really taking the time to listen to the family. Finding out what's important to them, and then just kind of being a facilitator if you will — just kind of really asking some of those haunting questions to get the parent to start thinking about some of those steps that we talked about, like anticipating that behavior, looking at problem-solving as an opportunity for learning, and just helping children to really put words to those emotions that sometimes even we as adults struggle with. 

I think really being that partner, that reflective partner with the parent, and then providing some of these strategies to help them work through that and again just really seeing it as an opportunity and not necessarily as a behavior that challenges us. Just kind of taking that time to explore with their child and just giving them the words for those emotions to kind of help them become more aware as they kind of go out into the world and face some of those social conflicts if you will. That would be my suggestion.

Joyce: I think that's a great one to leave us with today. Thank you, Sarah, so much for joining us. Thank you everyone here. If you have any questions or anything, drop them in the Q and A. Also, feel free to reach out to us, we have to keep this conversation going, and we will see you guys next time. Thank you.

How young children approach and solve problems is critical to their overall development. Problem-solving supports how young children understand the world around them. It can impact their ability to form relationships as well as the quality of those relationships. Supporting the development of problem-solving skills is not a one-size-fits-all approach. Explore strategies and resources home visitors can use to partner with parents to strengthen and nurture these skills and help children cope with challenges as they arise. 

Note: The evaluation, certificate, and engagement tools mentioned in the video were for the participants of the live webinar and are no longer available. For information about webinars that will be broadcast live soon, visit the Upcoming Events section.

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See how mindfulness helps you live in the moment.

If you've heard of or read about mindfulness meditation — also known as mindfulness — you might be curious about how to practice it. Find out how to do mindfulness exercises and how they might benefit you.

What is mindfulness?

Mindfulness is a type of meditation in which you focus on being intensely aware of what you're sensing and feeling in the moment, without interpretation or judgment. Practicing mindfulness involves breathing methods, guided imagery, and other practices to relax the body and mind and help reduce stress.

Spending too much time planning, problem-solving, daydreaming, or thinking negative or random thoughts can be draining. It can also make you more likely to experience stress, anxiety and symptoms of depression. Practicing mindfulness exercises can help you direct your attention away from this kind of thinking and engage with the world around you.

What are the benefits of meditation?

Meditation has been studied in many clinical trials. The overall evidence supports the effectiveness of meditation for various conditions, including:

• High blood pressure (hypertension)

Preliminary research indicates that meditation can also help people with asthma and fibromyalgia.

Meditation can help you experience thoughts and emotions with greater balance and acceptance. Meditation also has been shown to:

• Improve attention
• Decrease job burnout
• Improve sleep
• Improve diabetes control

What are some examples of mindfulness exercises?

There are many simple ways to practice mindfulness. Some examples include:

• Pay attention. It's hard to slow down and notice things in a busy world. Try to take the time to experience your environment with all of your senses — touch, sound, sight, smell and taste. For example, when you eat a favorite food, take the time to smell, taste and truly enjoy it.
• Live in the moment. Try to intentionally bring an open, accepting and discerning attention to everything you do. Find joy in simple pleasures.
• Accept yourself. Treat yourself the way you would treat a good friend.
• Focus on your breathing. When you have negative thoughts, try to sit down, take a deep breath and close your eyes. Focus on your breath as it moves in and out of your body. Sitting and breathing for even just a minute can help.

You can also try more structured mindfulness exercises, such as:

• Body scan meditation. Lie on your back with your legs extended and arms at your sides, palms facing up. Focus your attention slowly and deliberately on each part of your body, in order, from toe to head or head to toe. Be aware of any sensations, emotions or thoughts associated with each part of your body.
• Sitting meditation. Sit comfortably with your back straight, feet flat on the floor and hands in your lap. Breathing through your nose, focus on your breath moving in and out of your body. If physical sensations or thoughts interrupt your meditation, note the experience and then return your focus to your breath.
• Walking meditation. Find a quiet place 10 to 20 feet in length, and begin to walk slowly. Focus on the experience of walking, being aware of the sensations of standing and the subtle movements that keep your balance. When you reach the end of your path, turn and continue walking, maintaining awareness of your sensations.

When and how often should I practice mindfulness exercises?

It depends on what kind of mindfulness exercise you plan to do.

Simple mindfulness exercises can be practiced anywhere and anytime. Research indicates that engaging your senses outdoors is especially beneficial.

For more structured mindfulness exercises, such as body scan meditation or sitting meditation, you'll need to set aside time when you can be in a quiet place without distractions or interruptions. You might choose to practice this type of exercise early in the morning before you begin your daily routine.

Aim to practice mindfulness every day for about six months. Over time, you might find that mindfulness becomes effortless. Think of it as a commitment to reconnecting with and nurturing yourself.

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• Bystritsky A. Complementary and alternative treatments for anxiety symptoms and disorders: Physical, cognitive, and spiritual interventions. https://uptodate.com/contents/search. Accessed June 14, 2018.
• Seaward BL. Meditation and mindfulness. In: Managing Stress: Principles and Strategies for Health and Well-being. 9th ed. Burlington, Mass.: Jones & Bartlett Learning; 2018.
• Shapiro SL, et al. The Art and Science of Mindfulness: Integrating Mindfulness into Psychology and the Helping Professions. 2nd ed. Washington, D.C.: American Psychological Association; 2017.
• Lymeus F, et al. Building mindfulness bottom-up: Meditation in natural settings supports open monitoring and attention restoration. Consciousness and Cognition. 2018;59:40.
• Blanck P, et al. Effects of mindfulness exercises as stand-alone interventions on symptoms of anxiety and depression: Systematic review and meta-analysis. Behaviour Research and Therapy. 2018;102:25.
• AskMayoExpert. Meditation. Rochester, Minn.: Mayo Foundation for Medical Education and Research; 2018.
• Khoury B, et al. Mindfulness-based stress reduction for healthy individuals: A meta-analysis. Journal of Psychosomatic Research. 2015;78:519.
• Practice mindfulness and relaxation. Springboard Beyond Cancer. https://survivorship.cancer.gov/springboard/stress-mood/practice-mindfulness. Accessed June 14, 2018.

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Algorithms Artificial Intelligence Data Science Deep Learning Machine Learning

Exploring the Landscape of Machine Learning: Techniques, Applications, and Insights

by Hector Martinez on April 1, 2024

Table of Contents

Introduction: the power of machine learning in modern industries, what is machine learning, understanding the core types of machine learning techniques, supervised learning: from basics to real-world applications explained, unsupervised learning explained: discovering hidden patterns, bridging the gap with semi-supervised learning: enhancing data understanding, core machine learning techniques for business innovation, deep learning: unleashing the power of neural networks, leveraging transfer learning for efficient ai development, federated learning: privacy-preserving machine learning, meta-learning: teaching ai to learn more effectively, deep learning breakthroughs, generative adversarial networks (gans): innovations in synthetic data, transformers in nlp: beyond conventional models, reinforced learning: strategies for a model to learn from interaction, machine learning for solving real-world problems, understanding different machine learning problem types, solving classification problems with machine learning, solving regression problems through machine learning techniques, clustering problems: unsupervised learning approaches, detecting anomalies: unsupervised learning for anomaly detection, optimizing decision-making with reinforcement learning: strategies and applications, leveraging machine learning for strategic advantages across industries, exploring the backbone of ai: a guide to machine learning algorithms, comprehensive guide to machine learning algorithms, decision trees: key to classification and regression, random forests for enhanced prediction accuracy, support vector machines (svm) in machine learning.

• Neural Networks: The Brain Behind AI’s Decision-Making

K-Nearest Neighbors (KNN): A Go-To Algorithm for Precision

Principal component analysis (pca): simplifying data with dimensionality reduction, clustering algorithms: grouping data with machine learning, the critical role of labels in machine learning algorithms, harnessing semi-supervised learning to reduce labeling costs, exploring unsupervised learning: beyond labels, maximizing rewards with reinforcement learning, leveraging analytical learning for data-driven decisions, high-dimensional data with analytical models, summary: mastering machine learning for real-world solutions.

The field of machine learning is taking the world by storm, revolutionizing various industries that range from healthcare to finance to transportation. With the massive amounts of data that businesses and organizations now generate, machine learning algorithms have become a critical tool for extracting insights and making informed decisions. There are different types of machine learning available, each with its own unique advantages and drawbacks. In this article, we’ll delve into the four primary forms of machine learning: supervised learning, unsupervised learning, semi-supervised learning, and reinforced learning.

Note: This blog post is meant to be a guide to the ever-changing landscape of AI and Machine Learning. If you already have some familiarity with fundamental topics, you probably don’t need this, and can check out some of our more advanced blog posts here .

Machine learning (ML) is a type of artificial intelligence (AI) that’s focused on creating algorithms that can learn from data and improve their performance over time. Instead of explicitly programming them for every task, machine learning algorithms are designed to automatically identify patterns in data and use those patterns to make predictions or decisions.

To get a more grounded, code-first introduction to machine learning, read here .

This is the most common type of machine learning, and it is used when the data is labeled. In this case, the algorithm learns to map inputs to outputs based on examples of labeled data. The input data is referred to as features, and the output data is referred to as the label or target. Supervised learning aims to use these labeled examples to train the algorithm to make accurate predictions on new, unlabeled data.

There are two main types of supervised learning: classification and regression. Classification is used when the output is a categorical variable, and the algorithm needs to predict the category where the input data belongs. Examples of classification tasks include image recognition, sentiment analysis, and spam detection. Regression is used when the output is a continuous variable, and the algorithm needs to predict a numerical value. Examples of regression tasks include predicting housing prices, weather forecasting, and stock market analysis.

Unsupervised learning is used when the data is unlabeled. In this case, the algorithm learns to find patterns and relationships in the data without explicit guidance. Unsupervised learning aims to explore the data structure and discover any hidden patterns or groupings.

Several types of unsupervised learning include clustering, dimensionality reduction, and anomaly detection. Clustering is used to group similar data points based on their similarities, while dimensionality reduction is used to reduce the number of features in the data to simplify the problem. Finally, anomaly detection is used to identify unusual data points that do not fit the normal patterns of the data.

Semi-supervised learning is used when the data is partially labeled. In this case, the algorithm uses labeled and unlabeled data to make predictions. Semi-supervised learning aims to use the labeled data to guide the learning process and improve the accuracy of the predictions.

Semi-supervised learning is often used when data labeling is expensive or time-consuming, such as in medical imaging or natural language processing. By using the available labeled data to guide the learning process, semi-supervised learning can achieve high levels of accuracy with less labeled data than would be required for supervised learning.

Machine learning is a powerful tool that can help businesses and organizations make better decisions and gain new insights into their data. Understanding the different types of machine learning is essential for choosing the right approach for a given problem. Whether you are working with labeled or unlabeled data, or whether you need to learn through trial and error, there is a type of machine learning that can help you achieve your goals.

The field of machine learning is advancing rapidly, and new techniques and algorithms are being developed at an ever-increasing rate. In this blog post, we will explore some of the latest and cutting-edge machine learning techniques that are currently making waves in the industry.

Some of our tutorials provide you with the tools and techniques required for business innovation in the field of Deep Learning and Computer Vision.

1. Deep Learning

• Self-Driving Cars: Deep learning algorithms excel at object detection and recognition, which is crucial for self-driving cars to navigate safely. They can identify pedestrians, vehicles, traffic signs, and more in real-time.
• Medical Diagnosis: Deep learning can analyze medical images like X-rays, mammograms, and MRIs to detect abnormalities or diseases, aiding doctors in diagnosis and treatment planning.
• Facial Recognition: Deep learning powers facial recognition systems used for security purposes, access control, and even personalized marketing.

2. Embedded Systems

• Internet of Things (IoT): Embedded systems equipped with computer vision capabilities can be used in smart homes for tasks like object recognition (security cameras) or facial recognition (smart door locks).
• Industrial Automation: Embedded systems with machine learning can perform real-time quality control in factories, identify defects in products, or predict equipment maintenance needs.
• Robotics: Embedded systems with computer vision allow robots to navigate their environment, identify objects for manipulation, and interact with the physical world more intelligently.

3. Optical Character Recognition (OCR)

• Document Automation: OCR can automate data entry tasks by extracting text from scanned documents, invoices, or receipts, saving time and reducing errors.
• Self-Service Systems: Libraries and banks use OCR scanners to automate book check-in/out or process checks for deposit.
• Accessibility Tools: OCR technology can convert printed text into audio for visually impaired individuals, making documents and information more accessible.

4. Machine Learning

• Recommendation Systems: Machine-learning algorithms power recommendation systems on e-commerce platforms or streaming services, suggesting products or content users might be interested in.
• Fraud Detection: Machine learning can analyze financial transactions to identify fraudulent activity in real-time, protecting users from financial harm.
• Spam Filtering: Machine learning algorithms can analyze email content to identify and filter spam messages, keeping your inbox clean and organized.

These are just a few examples, and the potential applications of these technologies continue to grow as computer vision and machine learning advancements accelerate. Explore these resources on PyImageSearch to delve deeper into the practical implementations of these techniques in various real-world scenarios.

Deep learning is a subset of machine learning based on artificial neural networks. It has been a hot topic in the machine-learning community for several years. It has been used in a wide range of applications, from speech recognition to image classification to natural language processing.

The key advantage of deep learning is its ability to learn and extract features from large, complex datasets. This is achieved by building a hierarchy of neural networks, where each layer extracts increasingly complex features from the input data. Deep learning has also been shown to outperform traditional machine learning algorithms in many tasks.

Transfer learning is a technique that allows a pre-trained model to be used for a new task with minimal additional training. This is achieved by leveraging the knowledge that the pre-trained model has already learned and transferring it to the new task. Read more about the practical aspects of Transfer Learning in the tutorial from Figure 1 .

Transfer learning has become popular in recent years because it can significantly reduce the data and training time required for a new task. It has been used in a wide range of applications, including natural language processing, image recognition, and speech recognition. Here’s how it can be applied to various applications:

1. Object Detection

• Pre-trained Models: Popular choices include VGG16, ResNet50, or InceptionV3 trained on ImageNet (a massive image dataset with thousands of object categories).
• Freeze the initial layers of the pre-trained model (these layers learn generic features like edges and shapes).
• Add new layers on top specifically designed for object detection (like bounding box prediction).
• Train the new layers with your custom object detection dataset.
• Benefits: Significantly reduces training time compared to training from scratch and leverages pre-learned features for better object detection accuracy.

2. OCR (Optical Character Recognition)

• Pre-trained Models: These are trained on large text datasets like MNIST (handwritten digits) or COCO-Text (images with text captions).
• Freeze the initial layers responsible for extracting low-level image features.
• Add new layers (e.g., convolutional layers) specifically designed for character recognition.
• Train the new layers with your custom dataset, which contains images of the specific text format you want to recognize (e.g., invoices, receipts, license plates).
• Benefits: Faster training and improved accuracy for recognizing specific text formats compared to training from scratch.

3. Image Classification

• Pre-trained Models: Similar to object detection, models like VGG16 or ResNet50 can be used.
• Freeze the initial layers of the pre-trained model.
• Add a new fully connected layer at the end with the number of neurons matching your classification categories.
• Train the new layer with your custom image dataset labeled for your specific classification task (e.g., classifying types of flowers and different breeds of dogs).
• Benefits: Reduces training time and leverages pre-learned features for improved image classification accuracy on new datasets.

Additional Points:

• Fine-tuning the Model: To achieve optimal results, you can adjust the learning rate of the newly added layers compared to the frozen pre-trained layers.
• Transfer Learning Limitations: While powerful, transfer learning might not be ideal for entirely new visual concepts not present in the pre-trained model’s training data. In such cases, custom model training from scratch might be necessary.

By leveraging transfer learning, we can achieve significant performance improvements in various computer vision tasks with less training data and computational resources.

Federated learning is a technique that allows multiple devices to collaboratively learn a model without sharing their data. This is achieved by training the model locally on each device and then aggregating the results to create a global model.

Federated learning has become popular in applications where data privacy is a concern, such as healthcare and finance. It allows models to be trained on data that cannot be centralized, such as data stored on individual devices or in different geographic locations.

Meta-learning is a technique that allows a model to learn how to learn. This is achieved by training the model on a variety of tasks and environments so it can quickly adapt to new tasks and environments.

Meta-learning has been used in a wide range of applications, from computer vision to natural language processing. It has the potential to significantly reduce the amount of training data and time required for a new task, making it a powerful tool for machine learning.

These are just a few of the many new and cutting-edge machine-learning techniques being developed. As the field of machine learning continues to advance, we can expect to see many more exciting developments in the coming years. By staying up-to-date with the latest trends and techniques, you can stay ahead of the curve and unlock the full potential of machine learning in your organization.

Generative Adversarial Networks (GANs) are a type of deep learning model that has gained a lot of attention in recent years. GANs consist of two neural networks: a generator and a discriminator. The generator creates synthetic data that is similar to the real data, and the discriminator tries to distinguish between the real and synthetic data.

The goal of GANs is to train the generator to create synthetic data that is indistinguishable from real data. This data can be used for tasks such as image synthesis and data augmentation. GANs have also been used in other applications, such as generating realistic 3D models and creating deepfakes.

Transformers are a type of deep learning model that has gained a lot of attention in recent years, particularly in the field of natural language processing (NLP). The transformer architecture was introduced by Vaswani et al. (2017) and has since become a popular choice for a wide range of NLP tasks.

Traditional NLP models, such as recurrent neural networks (RNNs) and convolutional neural networks (CNNs), process input sequences in a linear fashion. This can lead to difficulties in modeling long-range dependencies and capturing relationships between words that are far apart in the input sequence. Transformers, on the other hand, transformers use a self-attention mechanism to process input sequences in a parallel fashion, allowing them to model long-range dependencies more effectively.

In a transformer, the input sequence is first embedded into a high-dimensional vector space. Then, multiple layers of self-attention and feedforward neural networks are applied to the input sequence in parallel. The self-attention mechanism allows the model to focus on different parts of the input sequence and learn to associate words that are far apart in the sequence. The feedforward neural networks will enable the model to learn more complex interactions between the words.

At PyImageSearch, we have crafted a three-part tutorial on Transformers (shown in Figure 2 ) to take you from the basics of attention mechanism to creating your own transformer for Neural Machine Translation.

One of the transformers’ key advantages is their ability to handle variable-length input sequences. This is particularly useful in NLP, where input sequences can vary greatly in length. In addition, transformers have been shown to outperform traditional NLP models on a wide range of tasks, including language modeling, machine translation, and text classification.

One of the most popular implementations of transformers is the BERT (Bidirectional Encoder Representations from Transformers) model, which was introduced by Google in 2018. BERT uses a transformer-based architecture to generate contextualized word embeddings, which are then used as input to downstream NLP tasks. BERT has achieved state-of-the-art performance on many NLP tasks, including sentiment analysis, question answering, and named entity recognition.

Another popular implementation of transformers is the GPT (Generative Pre-training Transformer) model, which was introduced by OpenAI in 2018. GPT uses a transformer-based architecture to generate text, and it has been used to generate realistic, human-like text in a wide range of applications, from chatbots to creative writing.

Transformers are a powerful type of deep learning model that has revolutionized the field of NLP. Their ability to handle variable-length input sequences and model long-range dependencies has made them a popular choice for a wide range of NLP tasks. As the field of NLP continues to advance, we can expect to see many more exciting developments in the area of transformer-based models.

Reinforced learning is used when the algorithm needs to learn through trial and error. In this case, the algorithm interacts with an environment and receives rewards or penalties for its actions. Reinforced learning aims to learn the optimal policy, or set of actions, that maximizes the cumulative reward over time.

Reinforced learning is often used in robotics, gaming, and autonomous vehicles. In these cases, the algorithm must learn how to navigate a complex environment and make decisions that lead to the desired outcome. By receiving feedback in rewards or penalties, the algorithm can learn from its mistakes and improve over time.

Machine learning is a powerful tool for solving a wide range of problems in many different industries. By analyzing large datasets and extracting patterns and insights, machine learning algorithms can help businesses and organizations make better decisions, improve efficiency, and reduce costs. In this blog post, we will explore some of the types of problems that can be solved with machine learning.

Classification problems are one of the most common types of problems that can be solved with machine learning. In a classification problem, the goal is to assign a label to an input based on its features. For example, a machine learning algorithm could be used to classify emails as spam or not spam or to classify images as dogs or cats.

Classification problems are often solved using supervised learning algorithms, such as decision trees, support vector machines, and neural networks. These algorithms learn to map input features to output labels by analyzing examples of labeled data.

Regression problems are another common type of problem that can be solved with machine learning. In a regression problem, the goal is to predict a continuous output value based on the input features. For example, a machine learning algorithm could be used to predict housing prices based on features such as square footage, number of bedrooms, and location.

Regression problems are also often solved using supervised learning algorithms, such as linear regression, decision trees, and neural networks. These algorithms learn to map input features to output values by analyzing examples of labeled data.

Clustering problems are a type of unsupervised learning problem. In a clustering problem, the goal is to group similar items based on their features. For example, a machine learning algorithm could be used to cluster customers based on their purchasing habits, or to group documents based on their content.

Clustering problems are often solved using unsupervised learning algorithms, such as k-means clustering, hierarchical clustering, and density-based clustering. These algorithms learn to identify patterns in the data by analyzing examples of unlabeled data.

Anomaly detection problems are another type of unsupervised learning problem. In an anomaly detection problem, the goal is to identify unusual data points that do not fit the normal patterns of the data. For example, a machine learning algorithm could be used to detect fraudulent credit card transactions based on patterns in the transaction data.

Anomaly detection problems are often solved using unsupervised learning algorithms, such as density-based clustering and autoencoders. These algorithms learn to identify patterns in the data by analyzing examples of unlabeled data.

Reinforcement learning problems are a type of machine learning problem where the goal is to learn a policy, or set of actions, that maximizes a reward signal over time. For example, a machine learning algorithm could be used to learn to play a game or navigate a robot through a maze.

Reinforcement learning problems are often solved using reinforcement learning algorithms, such as Q-learning and policy gradient methods. These algorithms learn to optimize a policy by exploring the environment and receiving feedback in the form of rewards or penalties.

Machine learning can solve a wide range of problems in many different industries. By using machine learning algorithms to analyze large datasets, businesses, and organizations can gain new insights and make better decisions, leading to improved efficiency and reduced costs.

Machine learning algorithms are the backbone of many artificial intelligence (AI) applications. Several types of algorithms are commonly used in machine learning, each with its own strengths and weaknesses. In this blog post, we will explore some of the different types of algorithms in machine learning.

Decision trees are a type of supervised learning algorithm that is commonly used for classification and regression tasks. The algorithm works by recursively splitting the data based on the values of the input features until each leaf node contains a single output value. Decision trees are easy to interpret and can handle both categorical and continuous data.

Random forests are a type of ensemble learning algorithm that combines multiple decision trees to improve the accuracy of the predictions. The algorithm works by creating a set of decision trees, each trained on a random subset of the data and features. Random forests are often used for classification and regression tasks and can handle large datasets with high-dimensional features.

Support vector machines (SVMs) are a type of supervised learning algorithm that is commonly used for classification and regression tasks. The algorithm works by finding a hyperplane that maximally separates the data into different classes or predicts a continuous output value. SVMs can handle both linear and nonlinear data and are effective for high-dimensional data with a small number of training examples.

Neural Networks: The Brain Behind AI’s Decision-Making

Neural networks are a type of supervised learning algorithm that is commonly used for classification and regression tasks. The algorithm works by simulating the function of the human brain with a network of interconnected nodes that process the input data. Neural networks are effective for high-dimensional data with complex relationships between the input features.

K-nearest neighbors (KNN) is a type of supervised learning algorithm that is commonly used for classification and regression tasks. The algorithm works by finding the k nearest neighbors to a given data point and using their labels or values to predict the output for the new data point. KNN can handle both continuous and categorical data and is effective for small datasets with low-dimensional features.

Principal component analysis is an unsupervised learning algorithm that is commonly used for dimensionality reduction. The algorithm works by finding the principal components of the data, which are the linear combinations of the input features that capture the most variance in the data. PCA can be used to reduce the dimensionality of the data, making it easier to visualize and analyze.

Clustering algorithms are unsupervised learning algorithms that group similar data points based on their features. There are several types of clustering algorithms, including k-means, hierarchical clustering, and density-based clustering. Clustering algorithms can be used to identify patterns in the data and find hidden structures.

As you can see, many different types of algorithms are used in machine learning. Each algorithm has its own strengths and weaknesses, and the choice of algorithm depends on the type of data and the specific task at hand. By using the right algorithm for the job, businesses and organizations can gain new insights and make better decisions based on the analysis of their data.

Labels are an essential component of many machine-learning algorithms. In supervised learning, labels are used to train a model to predict output values based on input features. The process of labeling data is time-consuming and requires expertise, but it is a necessary step in building effective machine-learning models.

In supervised learning, labels are attached to each data point in the training set, indicating the correct output value for that data point. For example, if the input is an image, the label might indicate whether the image contains a dog or a cat. If the input is a sentence, the label might indicate the sentiment of the sentence (positive, negative, or neutral).

Labeling data is typically done manually, either by humans or by using other machine learning algorithms. Human labeling can be time-consuming and expensive, especially for large datasets. However, it is often necessary to ensure high-quality labels, particularly for complex tasks or tasks that require human expertise.

One way to reduce the cost and time required for labeling is through semi-supervised learning. In semi-supervised learning, a small portion of the data is labeled, and the rest of the data is left unlabeled. The model is then trained on the labeled data, and the knowledge gained from this training is used to make predictions for the unlabeled data. This can be a cost-effective way to train a machine learning model, particularly for large datasets.

In addition to supervised learning, labels are also used in unsupervised learning algorithms. In clustering algorithms, for example, the goal is to group similar data points based on their features. While the data points may not have explicit labels, the clusters themselves can be used to infer labels or insights about the data.

Labels are also used in reinforcement learning, where the goal is to learn a policy that maximizes a reward signal over time. In this case, the reward signal acts as a label, indicating the correct action to take in a given situation.

You probably noticed by now that labels are an essential component of many machine learning algorithms. While the process of labeling data can be time-consuming and expensive, it is necessary to train effective machine learning models. By using labeled data, businesses and organizations can gain new insights and make better decisions based on the analysis of their data.

Analytical learning is a type of machine learning that involves using mathematical models and statistical analysis to make predictions or decisions based on data. It is one of the most common approaches to machine learning and is used in a wide range of applications, from business analytics to healthcare to autonomous vehicles.

Analytical learning is often used in supervised learning, where the goal is to predict output values based on input features. In analytical learning, a model is trained on a set of labeled data using statistical methods and mathematical models. The model then uses this knowledge to make predictions on new, unseen data.

Tabular data remains a significant and crucial format. Here are some reasons why:

• Structured and Organized: Tabular data is inherently organized in rows and columns, making it easy for humans and computers to understand and analyze.
• Legacy Systems: Many businesses and organizations still rely on databases and spreadsheets that store information in a tabular format.
• Analysis Foundation: Tabular data serves as the foundation for many machine learning algorithms, making it a vital tool for extracting insights.

Several types of analytical learning models are commonly used in machine learning. These include linear regression, logistic regression, decision trees, random forests, support vector machines (SVMs), and artificial neural networks (ANNs). Each type of model has its own strengths and weaknesses, and the choice of model depends on the specific problem and the characteristics of the data. In reality, a variety of neural network architectures can be employed to understand heterogeneous tabular data, as shown in Figure 3 .

In addition to supervised learning, analytical learning can also be used in unsupervised learning, where the goal is to identify patterns and relationships in the data. In unsupervised learning, the model is not given explicit output labels, but instead, it is used to group or cluster similar data points based on their features. Common unsupervised learning algorithms include k-means clustering, hierarchical clustering, and principal component analysis (PCA).

One key advantage of analytical learning is its ability to handle large datasets and complex relationships between the input features. By using statistical methods and mathematical models, analytical learning can extract patterns and insights from the data that may not be obvious to humans.

However, analytical learning also has limitations. For example, it may need help to handle high-dimensional data with many input features and be sensitive to outliers and noise in the data. In addition, analytical learning may not be suitable for tasks that require human expertise or judgment.

Analytical learning is a powerful tool in machine learning that can be used to make predictions or decisions based on data. It is a widely used approach that involves using mathematical models and statistical analysis to extract patterns and insights from the data. By using analytical learning, businesses and organizations can gain new insights and make better decisions based on the analysis of their data.

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In this post, we learned about various types of machine learning, such as supervised, unsupervised, and reinforcement learning, as well as insights into deep learning and its applications (e.g., GANs and transfer learning). Additionally, we also introduced different problem types, including classification, regression, clustering, and anomaly detection, and explored algorithms like decision trees, random forests, and neural networks. Now, you’re ready to dive deeper and start training your own machine-learning models to solve interesting problems. Be sure to check out our other blogs or, even better, join PyImageSearch University , where you’ll get videos, code downloads, and all the help you need to be successful in machine learning.

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