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The six main barriers against problem-solving and how to overcome them.

Challenges. Disputes. Dilemmas. Obstacles. Troubles. Issues. Headaches.

• The uniqueness of every different issue makes the need for an also adapted and individualized solution.
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There are more than thirty different ways to call all those unpleasant and stressful situations which prevent us from directly achieving what we want to achieve. Life is full of them. This is why the ability to solve problems in an effective and timely manner without any impediments is considered to be one of the most key and critical skill for resolutive and successful leaders. But is not just leaders or top managers facing the way forward.  According to a Harvard Bussiness Review survey , people's skills depends on their level on the organization and their particular job and activities. However, when coming to problem-solving, there is a remarkable consistency about the importance of it within all the different measured organization levels.

There are small problems and big problems. Those ones that we laugh about and those that take our sleep away. Problems that affect just us or our whole company. Issues that need to be resolved proactively and others that require us to wait and observe.  There is a special kind of problem for every day of our lives, but all of them responds to a common denominator: addressing them adequately.  It is our ability to do so what makes the difference between success and failure.

Problems manifest themselves in many different ways. As inconsistent results or performance. As a failure toward standards.  As discrepancies between expectations and reality.  The uniqueness of every different issue makes the need for an also adapted and individualized solution. This is why finding the way forward can be sometimes tricky. There are many reasons why it is difficult to find a solution to a problem, but you can find the six more common causes and the way to overcome them!

1. Difficulty to recognize that there is a problem

Nobody likes to be wrong. “Cognitive dissonance is what we feel when the self-concept — I’m smart, I’m kind, I’m convinced this belief is true — is threatened by evidence that we did something that wasn’t smart, that we did something that hurt another person, that the belief isn’t true,” explains Carol Tavris. 

Problems and mistakes are not easy to digest. To  reduce this cognitive dissonance, we need to modify our self-concept or well deny the evidence. Many times is just easier to simply turn our back to an issue and blindly keep going.  But the only way to end it up to satisfactory is to make an effort to recognize and accept the evidence. Being wrong is human and until the problem is not acknowledged solutions will never materialize. To fully accept that something is not going the way it should, the easiest way is to focus on the benefits of new approaches and always remain non-judgemental about the causes. Sometimes we may be are afraid of the costs in terms of resources, time and physical or mental efforts that working for the solution may eventually bring. We may need then to project ourselves in all the fatalistic consequences that we will finally encounter in case we continue sunk in the problem. Sometimes we really need to visualize the disaster before accepting a need for change.

2. Huge size problem

Yes! We clearly know that something is going wrong. But the issue is so big that there is no way we can try to solve it without blowing our life into pieces. Fair enough. Some problems are so big that it is not possible to find at once a solution for them. But we can always break them into smaller pieces and visualize the different steps and actions that we could eventually undertake to get to our final goal. Make sure you do not lose sight of the original problem!

3. Poorly framed problem

Without the proper framing, there is no certainty about the appropriate focus on the right problem. Asking the relevant questions is a crucial aspect to it. Does your frame of the problem capture its real essence? Do you have all the background information needed? Can you rephrase the problem and it is still understandable? Have you explored it from different perspectives? Are different people able to understand your frame for the problem correctly? Answering to the right problem in the right way depends 95% on the correct framing of it!

'If I have an hour to solve a problem, I'd spend 55 minutes thinking about the problem and 5 minutes thinking about the solution' (Albert Einstein)

4. Lack of respect for rhythms

There is always a right time for preparation, a right time for action and a right time for patience. Respecting the rhythms of a problem is directly link to the success of the solution. Acting too quickly or waiting too long can have real counterproductive effects. There is a need for enough time to gather information and understand all the different upshots of a planned solution. A balance of action is crucial to avoid both eagerness and laxity. Waiting for the proper time to take action is sometimes the most complicated part of it.

5. Lack of problem'roots identification

It is quite often that we feel something is not going the way it should without clearly identifying what the exact problematic issue is. We are able to frame all the negative effects and consequences, but we do not really get to appropriately verbalized what the problem is all together. Consequently, we tend to fix the symptoms without getting to the real causes.  It is as common as dangerous and not sustainable for problem-solving. 

Make sure that you have a clear picture of what are the roots of the problem and what are just the manifestations or ramifications of it. Double loop always to make sure that you are not patching over the symptoms but getting to the heart of the matter.

6. Failure to identify the involved parts

Take time to figure out and consult every simple part involved in the problem as well as affected by the possible solution. Problems and solutions always have at the core human needs and impacts. Failing to identify and take into consideration the human factor in the problem-solving process will prevent the whole mechanism from reaching the desired final goal.

'We always hope for the easy fix: the one simple change that will erase a problem in a stroke. But few things in life work this way. Instead, success requires making a hundred small steps go right - one after the other, no slipups, no goofs, everyone pitching in.'  ( Atul Gawande)

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6 Common Problem Solving Barriers and How Can Managers Beat them?

What is the meaning of barriers to problem solving, what are the 6 barriers to problem solving, examples of barriers to problem solving, how to overcome problem solving barriers at work tips for managers, problem solving barriers faqs.

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Lack of motivation

Lack of knowledge, lack of resources, emotional barriers, cultural and societal barriers, fear of failure.

• Lack of motivation: A person who lacks motivation may struggle to complete tasks on time or produce quality work. For example, an employee who is disengaged from their job may procrastinate on essential tasks or show up late to work.
• Lack of knowledge : Employees who lack knowledge or training may be unable to perform their duties effectively. For example, a new employee unfamiliar with the company’s software systems may struggle to complete tasks on their computer.
• Lack of resources: Employees may be unable to complete their work due to a lack of resources, such as equipment or technology. For example, a graphic designer who doesn’t have access to the latest design software may struggle to produce high-quality designs.
• Emotional barriers: Emotional barriers can affect an employee’s ability to perform their job effectively. For example, an employee dealing with a personal issue, such as a divorce, may have trouble focusing on their work and meeting deadlines.
• Cultural and societal barriers: Cultural and societal barriers can affect an employee’s ability to work effectively. For example, an employee from a different culture may struggle to communicate effectively with colleagues or may feel uncomfortable in a work environment that is not inclusive.
• Fear of failure : Employees who fear failure may avoid taking on new challenges or may not take risks that could benefit the company. For example, an employee afraid of making mistakes may not take on a leadership role or hesitate to make decisions that could impact the company’s bottom line.
• Identify and Define the Problem: Define the problem and understand its root cause. This will help you identify the obstacles that are preventing effective problem solving.
• C ollaborate and Communicate: Work with others to gather information, generate new ideas, and share perspectives. Effective communication can help overcome misunderstandings and promote creative problem solving.
• Use Creative Problem Solving Techniques: Consider using creative problem solving techniques such as brainstorming, mind mapping, or SWOT analysis to explore new ideas and generate innovative solutions.
• Embrace Flexibility: Be open to new ideas and approaches. Embracing flexibility can help you overcome fixed mindsets and encourage creativity in problem solving.
• Invest in Resources: Ensure that you have access to the necessary resources, such as time, money, or personnel, to effectively solve complex problems.
• Emphasize Continuous Learning: Encourage continuous learning and improvement by seeking feedback, evaluating outcomes, and reflecting on the problem solving process. This can help you identify improvement areas and promote a continuous improvement culture.

How good are you in jumping over problem-solving barriers?

Find out now with the free problem-solving assessment for managers and leaders.

What are the factors affecting problem solving?

What are the five key obstacles to problem solving, can habits be a barrier to problem solving, how do you overcome barriers in problem solving.

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Barriers to Effective Problem Solving

Learning how to effectively solve problems is difficult and takes time and continual adaptation. There are several common barriers to successful CPS, including:

• Confirmation Bias: The tendency to only search for or interpret information that confirms a person’s existing ideas. People misinterpret or disregard data that doesn’t align with their beliefs.
• Mental Set: People’s inclination to solve problems using the same tactics they have used to solve problems in the past. While this can sometimes be a useful strategy (see Analogical Thinking in a later section), it often limits inventiveness and creativity.
• Functional Fixedness: This is another form of narrow thinking, where people become “stuck” thinking in a certain way and are unable to be flexible or change perspective.
• Unnecessary Constraints: When people are overwhelmed with a problem, they can invent and impose additional limits on solution avenues. To avoid doing this, maintain a structured, level-headed approach to evaluating causes, effects, and potential solutions.
• Groupthink: Be wary of the tendency for group members to agree with each other — this might be out of conflict avoidance, path of least resistance, or fear of speaking up. While this agreeableness might make meetings run smoothly, it can actually stunt creativity and idea generation, therefore limiting the success of your chosen solution.
• Irrelevant Information: The tendency to pile on multiple problems and factors that may not even be related to the challenge at hand. This can cloud the team’s ability to find direct, targeted solutions.
• Paradigm Blindness : This is found in people who are unwilling to adapt or change their worldview, outlook on a particular problem, or typical way of processing information. This can erode the effectiveness of problem solving techniques because they are not aware of the narrowness of their thinking, and therefore cannot think or act outside of their comfort zone.

According to Jaffa, the primary barrier of effective problem solving is rigidity. “The most common things people say are, ‘We’ve never done it before,’ or ‘We’ve always done it this way.’” While these feelings are natural, Jaffa explains that this rigid thinking actually precludes teams from identifying creative, inventive solutions that result in the greatest benefit. “The biggest barrier to creative problem solving is a lack of awareness – and commitment to – training employees in state-of-the-art creative problem-solving techniques,” Mattimore explains. “We teach our clients how to use ideation techniques (as many as two-dozen different creative thinking techniques) to help them generate more and better ideas. Ideation techniques use specific and customized stimuli, or ‘thought triggers’ to inspire new thinking and new ideas.” MacLeod adds that ineffective or rushed leadership is another common culprit. “We're always in a rush to fix quickly,” she says. “Sometimes leaders just solve problems themselves, making unilateral decisions to save time. But the investment is well worth it — leaders will have less on their plates if they can teach and eventually trust the team to resolve. Teams feel empowered and engagement and investment increases.”

Image Courtesy of Pexels.  

Identifying Barriers to Problem-Solving in Psychology

Problem-solving is a key aspect of psychology, essential for understanding and overcoming challenges in our daily lives. There are common barriers that can hinder our ability to effectively solve problems. From mental blocks to confirmation bias, these obstacles can impede our progress.

In this article, we will explore the various barriers to problem-solving in psychology, as well as strategies to overcome them. By addressing these challenges head-on, we can unlock the benefits of improved problem-solving skills and mental agility.

• Identifying and overcoming barriers to problem-solving in psychology can lead to more effective and efficient solutions.
• Some common barriers include mental blocks, confirmation bias, and functional fixedness, which can all limit critical thinking and creativity.
• Mindfulness techniques, seeking different perspectives, and collaborating with others can help overcome these barriers and lead to more successful problem-solving.
• 1 What Is Problem-Solving in Psychology?
• 2 Why Is Problem-Solving Important in Psychology?
• 3.1 Mental Blocks
• 3.2 Confirmation Bias
• 3.3 Functional Fixedness
• 3.4 Lack of Creativity
• 3.5 Emotional Barriers
• 3.6 Cultural Influences
• 4.1 Divergent Thinking
• 4.2 Mindfulness Techniques
• 4.3 Seeking Different Perspectives
• 4.4 Challenging Assumptions
• 4.5 Collaborating with Others
• 5 What Are the Benefits of Overcoming These Barriers?
• 6 Frequently Asked Questions

What Is Problem-Solving in Psychology?

Problem-solving in psychology refers to the cognitive processes through which individuals identify and overcome obstacles or challenges to reach a desired goal, drawing on various mental processes and strategies.

In the realm of cognitive psychology, problem-solving is a key area of study that delves into how people use algorithms and heuristics to tackle complex issues. Algorithms are systematic step-by-step procedures that guarantee a solution, whereas heuristics are mental shortcuts or rules of thumb that provide efficient solutions, albeit without certainty. Understanding these mental processes is crucial in exploring how individuals approach different types of problems and make decisions based on their problem-solving strategies.

Why Is Problem-Solving Important in Psychology?

Problem-solving holds significant importance in psychology as it facilitates the discovery of new insights, enhances understanding of complex issues, and fosters effective actions based on informed decisions.

Assumptions play a crucial role in problem-solving processes, influencing how individuals perceive and approach challenges. By challenging these assumptions, individuals can break through mental barriers and explore creative solutions.

Functional fixedness, a cognitive bias where individuals restrict the use of objects to their traditional functions, can hinder problem-solving. Overcoming functional fixedness involves reevaluating the purpose of objects, leading to innovative problem-solving strategies.

Through problem-solving, psychologists uncover underlying patterns in behavior, delve into subconscious motivations, and offer practical interventions to improve mental well-being.

What Are the Common Barriers to Problem-Solving in Psychology?

In psychology, common barriers to problem-solving include mental blocks , confirmation bias , functional fixedness, lack of creativity, emotional barriers, and cultural influences that hinder the application of knowledge and resources to overcome challenges.

Mental blocks refer to the difficulty in generating new ideas or solutions due to preconceived notions or past experiences. Confirmation bias, on the other hand, is the tendency to search for, interpret, or prioritize information that confirms existing beliefs or hypotheses, while disregarding opposing evidence.

Functional fixedness limits problem-solving by constraining individuals to view objects or concepts in their traditional uses, inhibiting creative approaches. Lack of creativity impedes the ability to think outside the box and consider unconventional solutions.

Emotional barriers such as fear, stress, or anxiety can halt progress by clouding judgment and hindering clear decision-making. Cultural influences may introduce unique perspectives or expectations that clash with effective problem-solving strategies, complicating the resolution process.

Mental Blocks

Mental blocks in problem-solving occur when individuals struggle to consider all relevant information, fall into a fixed mental set, or become fixated on irrelevant details, hindering progress and creative solutions.

For instance, irrelevant information can lead to mental blocks by distracting individuals from focusing on the key elements required to solve a problem effectively. This could involve getting caught up in minor details that have no real impact on the overall solution. A fixed mental set, formed by previous experiences or patterns, can limit one’s ability to approach a problem from new perspectives, restricting innovative thinking.

Confirmation Bias

Confirmation bias, a common barrier in problem-solving, leads individuals to seek information that confirms their existing knowledge or assumptions, potentially overlooking contradictory data and hindering objective analysis.

This cognitive bias affects decision-making and problem-solving processes by creating a tendency to favor information that aligns with one’s beliefs, rather than considering all perspectives.

• One effective method to mitigate confirmation bias is by actively challenging assumptions through critical thinking.
• By questioning the validity of existing beliefs and seeking out diverse viewpoints, individuals can counteract the tendency to only consider information that confirms their preconceptions.
• Another strategy is to promote a culture of open-mindedness and encourage constructive debate within teams to foster a more comprehensive evaluation of data.

Functional Fixedness

Functional fixedness restricts problem-solving by limiting individuals to conventional uses of objects, impeding the discovery of innovative solutions and hindering the application of insightful approaches to challenges.

For instance, when faced with a task that requires a candle to be mounted on a wall to provide lighting, someone bound by functional fixedness may struggle to see the potential solution of using the candle wax as an adhesive instead of solely perceiving the candle’s purpose as a light source.

This mental rigidity often leads individuals to overlook unconventional or creative methods, which can stifle their ability to find effective problem-solving strategies.

To combat this cognitive limitation, fostering divergent thinking, encouraging experimentation, and promoting flexibility in approaching tasks can help individuals break free from functional fixedness and unlock their creativity.

Lack of Creativity

A lack of creativity poses a significant barrier to problem-solving, limiting the potential for improvement and hindering flexible thinking required to generate novel solutions and address complex challenges.

When individuals are unable to think outside the box and explore unconventional approaches, they may find themselves stuck in repetitive patterns without breakthroughs.

Flexibility is key to overcoming this hurdle, allowing individuals to adapt their perspectives, pivot when necessary, and consider multiple viewpoints to arrive at innovative solutions.

Encouraging a culture that embraces experimentation, values diverse ideas, and fosters an environment of continuous learning can fuel creativity and push problem-solving capabilities to new heights.

Emotional Barriers

Emotional barriers, such as fear of failure, can impede problem-solving by creating anxiety, reducing risk-taking behavior, and hindering effective collaboration with others, limiting the exploration of innovative solutions.

When individuals are held back by the fear of failure, it often stems from a deep-seated worry about making mistakes or being judged negatively. This fear can lead to hesitation in decision-making processes and reluctance to explore unconventional approaches, ultimately hindering the ability to discover creative solutions. To overcome this obstacle, it is essential to cultivate a positive emotional environment that fosters trust, resilience, and open communication among team members. Encouraging a mindset that embraces failure as a stepping stone to success can enable individuals to take risks, learn from setbacks, and collaborate effectively to overcome challenges.

Cultural Influences

Cultural influences can act as barriers to problem-solving by imposing rigid norms, limiting flexibility in thinking, and hindering effective communication and collaboration among diverse individuals with varying perspectives.

When individuals from different cultural backgrounds come together to solve problems, the ingrained values and beliefs they hold can shape their approaches and methods.

For example, in some cultures, decisiveness and quick decision-making are highly valued, while in others, a consensus-building process is preferred.

Understanding and recognizing these differences is crucial for navigating through the cultural barriers that might arise during collaborative problem-solving.

How Can These Barriers Be Overcome?

These barriers to problem-solving in psychology can be overcome through various strategies such as divergent thinking, mindfulness techniques, seeking different perspectives, challenging assumptions, and collaborating with others to leverage diverse insights and foster critical thinking.

Engaging in divergent thinking , which involves generating multiple solutions or viewpoints for a single issue, can help break away from conventional problem-solving methods. By encouraging a free flow of ideas without immediate judgment, individuals can explore innovative paths that may lead to breakthrough solutions. Actively seeking diverse perspectives from individuals with varied backgrounds, experiences, and expertise can offer fresh insights that challenge existing assumptions and broaden the problem-solving scope. This diversity of viewpoints can spark creativity and unconventional approaches that enhance problem-solving outcomes.

Divergent Thinking

Divergent thinking enhances problem-solving by encouraging creative exploration of multiple solutions, breaking habitual thought patterns, and fostering flexibility in generating innovative ideas to address challenges.

When individuals engage in divergent thinking, they open up their minds to various possibilities and perspectives. Instead of being constrained by conventional norms, a person might ideate freely without limitations. This leads to out-of-the-box solutions that can revolutionize how problems are approached. Divergent thinking sparks creativity by allowing unconventional ideas to surface and flourish.

For example, imagine a team tasked with redesigning a city park. Instead of sticking to traditional layouts, they might brainstorm wild concepts like turning the park into a futuristic playground, a pop-up art gallery space, or a wildlife sanctuary. Such diverse ideas stem from divergent thinking and push boundaries beyond the ordinary.

Mindfulness Techniques

Mindfulness techniques can aid problem-solving by promoting present-moment awareness, reducing cognitive biases, and fostering a habit of continuous learning that enhances adaptability and open-mindedness in addressing challenges.

Engaging in regular mindfulness practices encourages individuals to stay grounded in the current moment, allowing them to detach from preconceived notions and biases that could cloud judgment. By cultivating a non-judgmental attitude towards thoughts and emotions, people develop the capacity to observe situations from a neutral perspective, facilitating clearer decision-making processes. Mindfulness techniques facilitate the development of a growth mindset, where one acknowledges mistakes as opportunities for learning and improvement rather than failures.

Seeking Different Perspectives

Seeking different perspectives in problem-solving involves tapping into diverse resources, engaging in effective communication, and considering alternative viewpoints to broaden understanding and identify innovative solutions to complex issues.

Collaboration among individuals with various backgrounds and experiences can offer fresh insights and approaches to tackling challenges. By fostering an environment where all voices are valued and heard, teams can leverage the collective wisdom and creativity present in diverse perspectives. For example, in the tech industry, companies like Google encourage cross-functional teams to work together, harnessing diverse skill sets to develop groundbreaking technologies.

To incorporate diverse viewpoints, one can implement brainstorming sessions that involve individuals from different departments or disciplines to encourage out-of-the-box thinking. Another effective method is to conduct surveys or focus groups to gather input from a wide range of stakeholders and ensure inclusivity in decision-making processes.

Challenging Assumptions

Challenging assumptions is a key strategy in problem-solving, as it prompts individuals to critically evaluate preconceived notions, gain new insights, and expand their knowledge base to approach challenges from fresh perspectives.

By questioning established beliefs or ways of thinking, individuals open the door to innovative solutions and original perspectives. Stepping outside the boundaries of conventional wisdom enables problem solvers to see beyond limitations and explore uncharted territories. This process not only fosters creativity but also encourages a culture of continuous improvement where learning thrives. Daring to challenge assumptions can unveil hidden opportunities and untapped potential in problem-solving scenarios, leading to breakthroughs and advancements that were previously overlooked.

• One effective technique to challenge assumptions is through brainstorming sessions that encourage participants to voice unconventional ideas without judgment.
• Additionally, adopting a beginner’s mindset can help in questioning assumptions, as newcomers often bring a fresh perspective unburdened by past biases.

Collaborating with Others

Collaborating with others in problem-solving fosters flexibility, encourages open communication, and leverages collective intelligence to navigate complex challenges, drawing on diverse perspectives and expertise to generate innovative solutions.

Effective collaboration enables individuals to combine strengths and talents, pooling resources to tackle problems that may seem insurmountable when approached individually. By working together, team members can break down barriers and silos that often hinder progress, leading to more efficient problem-solving processes and better outcomes.

Collaboration also promotes a sense of shared purpose and increases overall engagement, as team members feel valued and enableed to contribute their unique perspectives. To foster successful collaboration, it is crucial to establish clear goals, roles, and communication channels, ensuring that everyone is aligned towards a common objective.

What Are the Benefits of Overcoming These Barriers?

Overcoming the barriers to problem-solving in psychology leads to significant benefits such as improved critical thinking skills, enhanced knowledge acquisition, and the ability to address complex issues with greater creativity and adaptability.

By mastering the art of problem-solving, individuals in the field of psychology can also cultivate resilience and perseverance, two essential traits that contribute to personal growth and success.

When confronting and overcoming cognitive obstacles, individuals develop a deeper understanding of their own cognitive processes and behavioral patterns, enabling them to make informed decisions and overcome challenges more effectively.

Continuous learning and adaptability play a pivotal role in problem-solving, allowing psychologists to stay updated with the latest research, techniques, and methodologies that enhance their problem-solving capabilities.

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What Prevents Us from Being Effective Problem Solvers?

Feb. 8, 2018 / Strategy

We have a tendency to get in our own way when solving problems, which is why effective strategy requires a formalized approach.

We’ll walk through the barriers we have to solving problems and start to touch on how you can create a problem-solving strategy to overcome them.

There are plenty of reasons why stakeholders act hastily and handle problems ineffectively. The stakeholder might evaluate before investigating, failing to inquire and fully understand the situation. They might struggle with comparing new and old experiences, searching for the familiar rather than the unique in a new problem. They also might confuse symptoms and problems, leading the stakeholders to concentrate on simple concerns, respond automatically, or refuse to explore deeply before acting as mentioned in the book  Behavioral Decisions in Organizations  by Alvar Elbing. We also know that there are attitudinal and cognitive reasons. These reasons make it difficult to eliminate waste in designing solutions that drive business results or demonstrate outcomes that impact the business.

We have outlined a few reasons below that explain the barriers we commonly face without even realizing it.

Your Early Warning System

Do you ever wonder why we are attracted to the negative or gravitate towards problems, issues and challenges?

The news, Twitter, Facebook, reality shows, and other data channels bombard us with negative stories that put us on high alert. The reason for that is the part of the brain called the amygdala. This is the almond-shaped mass of nuclei located deep within the temporal lobe of the brain. It is a limbic system structure that is involved in many of our emotions and motivations, particularly those that are related to survival.

This early warning system is used as a danger detector in a crisis, wartime skirmishes or when escaping a charging T-Rex. In business, we don’t have to use the same survival skills, but the brain still responds in an instinctive way to negativity and puts us on high alert.

This alertness and our response to negativity create a hyperactive response to protect, explain, and rationalize incredibly complicated situations. We avoid pain and gravitate to pleasure.

Your Biases

There is another phenomenon that we consider when thinking through business and learning challenges, our biases.

These biases occur naturally as a part of working as leaders, sales managers, training managers, and other individuals who are actively identifying issues or challenges in organizations. The two that resonate with us most are confirmation bias and negativity bias.

In confirmation bias, we focus on information that affirms our beliefs and ideas. In our world, this leads to unveiling problems or challenges that aren’t defined well, inaccurate, built on faulty assumptions, or information based on individual or group biases instead of based on real fact.

The second, and more likely bias, is negativity bias. As I noted above, our brain becomes ultra-focused on negativity, and it ultimately impacts our judgment and how we perceive the world. This type of bias can alter how we think through a situation and how we draw conclusions based on the data we have extracted or analyzed.

How to Offset these Barriers

These days we are under so much pressure to perform and do it quickly.

The Nature of Managerial Work  by H. Mintzberg, points out that problem-solving techniques aren’t even used as managers (and others) have a propensity to act in haste to correct situations rather than taking the time to think through them.

This provides context for what we face as a  performance partner  when we begin to carefully unpack different challenges and opportunities our clients are experiencing. With these challenges in mind, we examine each situation through a lens of many factors, knowing that we are looking for simplicity on the other side of complexity.

The  problem-solving methodology we use  is a combination of logic, sequencing, and imagination that ultimately creates a systematic thinking process to overcome these human characteristics.

These are the types of considerations that go into analyzing client needs. We explore their needs with a mind for both the positive and the negative problems. Being careful, not to focus simply on those findings that scratch the surface of a situation, but exploring them with a mind for discovery, exploration, and accuracy through the root of the problem(s).

There are some other ways we offset the ill effects of biases and our focus on negativity. We begin each discovery with a working session and stakeholder interviews. These sessions allow us to raise awareness of these biases, explore in collaboration sessions that reveal them, and allow us to discuss in more detail through objective probing and exploration. Lastly, we also conduct “magic wand exercises” to generate options and explore alternatives without limits.

After reviewing these barriers, it probably doesn’t come as a shock that everyone is influenced by our warning system and personal biases. In fact, you could probably think of examples in your own life of a time when you were influenced and how that impacted your problem solving approach. Part of the battle is being aware that these are barriers we will encounter and setting ourselves up to combat that with the right structure and exercises.

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Problem-Solving Strategies and Obstacles

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

What Is Problem-Solving?

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

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

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

The problem-solving process involves:

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

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

Problem-Solving Mental Processes

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

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

Problem-Solving Strategies

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

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

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

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

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

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

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

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

Trial and Error

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

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

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

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

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

How to Apply Problem-Solving Strategies in Real Life

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

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

Obstacles to Problem-Solving

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

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

How to Improve Your Problem-Solving Skills

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

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

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

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

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

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

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

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

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

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

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

Learn Creative Problem Solving Techniques to Stimulate Innovation in Your Organization

By Kate Eby | October 20, 2017 (updated August 27, 2021)

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In today’s competitive business landscape, organizations need processes in place to make strong, well-informed, and innovative decisions. Problem solving - in particular creative problem solving (CPS) - is a key skill in learning how to accurately identify problems and their causes, generate potential solutions, and evaluate all the possibilities to arrive at a strong corrective course of action. Every team in any organization, regardless of department or industry, needs to be effective, creative, and quick when solving problems. 

In this article, we’ll discuss traditional and creative problem solving, and define the steps, best practices, and common barriers associated. After that, we’ll provide helpful methods and tools to identify the cause(s) of problematic situations, so you can get to the root of the issue and start to generate solutions. Then, we offer nearly 20 creative problem solving techniques to implement at your organization, or even in your personal life. Along the way, experts weigh in on the importance of problem solving, and offer tips and tricks. 

What Is Problem Solving and Decision Making?

Problem solving is the process of working through every aspect of an issue or challenge to reach a solution. Decision making is choosing one of multiple proposed solutions  — therefore, this process also includes defining and evaluating all potential options. Decision making is often one step of the problem solving process, but the two concepts are distinct. 

Collective problem solving is problem solving that includes many different parties and bridges the knowledge of different groups. Collective problem solving is common in business problem solving because workplace decisions typically affect more than one person. 

Problem solving, especially in business, is a complicated science. Not only are business conflicts multifaceted, but they often involve different personalities, levels of authority, and group dynamics. In recent years, however, there has been a rise in psychology-driven problem solving techniques, especially for the workplace. In fact, the psychology of how people solve problems is now studied formally in academic disciplines such as psychology and cognitive science.

Joe Carella is the Assistant Dean for Executive Education at the University of Arizona . Joe has over 20 years of experience in helping executives and corporations in managing change and developing successful business strategies. His doctoral research and executive education engagements have seen him focus on corporate strategy, decision making and business performance with a variety of corporate clients including Hershey’s, Chevron, Fender Musical Instruments Corporation, Intel, DP World, Essilor, BBVA Compass Bank.

He explains some of the basic psychology behind problem solving: “When our brain is engaged in the process of solving problems, it is engaged in a series of steps where it processes and organizes the information it receives while developing new knowledge it uses in future steps. Creativity is embedded in this process by incorporating diverse inputs and/or new ways of organizing the information received.”

Laura MacLeod is a Professor of Social Group Work at City University of New York, and the creator of From The Inside Out Project® , a program that coaches managers in team leadership for a variety of workplaces. She has a background in social work and over two decades of experience as a union worker, and currently leads talks on conflict resolution, problem solving, and listening skills at conferences across the country. 

MacLeod thinks of problem solving as an integral practice of successful organizations. “Problem solving is a collaborative process — all voices are heard and connected, and resolution is reached by the group,” she says. “Problems and conflicts occur in all groups and teams in the workplace, but if leaders involve everyone in working through, they will foster cohesion, engagement, and buy in. Everybody wins.”

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What Is the First Step in Solving a Problem?

Although problem solving techniques vary procedurally, experts agree that the first step in solving a problem is defining the problem. Without a clear articulation of the problem at stake, it is impossible to analyze all the key factors and actors, generate possible solutions, and then evaluate them to pick the best option. 

Dr. Elliott Jaffa is a behavioral and management psychologist with over 25 years of problem solving training and management experience. “Start with defining the problem you want to solve,” he says, “And then define where you want to be, what you want to come away with.” He emphasizes these are the first steps in creating an actionable, clear solution. 

Bryan Mattimore is Co-Founder of Growth Engine, an 18-year old innovation agency based in Norwalk, CT. Bryan has facilitated over 1,000 ideation sessions and managed over 200 successful innovation projects leading to over $3 billion in new sales. His newest book is 21 Days to a Big Idea . When asked about the first critical component to successful problem solving, Mattimore says, “Defining the challenge correctly, or ‘solving the right problem’ … The three creative techniques we use to help our clients ‘identify the right problem to be solved’ are questioning assumptions, 20 questions, and problem redefinition. A good example of this was a new product challenge from a client to help them ‘invent a new iron. We got them to redefine the challenge as first: a) inventing new anti-wrinkle devices, and then b) inventing new garment care devices.”

What Are Problem Solving Skills?

To understand the necessary skills in problem solving, you should first understand the types of thinking often associated with strong decision making. Most problem solving techniques look for a balance between the following binaries:

• Convergent vs. Divergent Thinking: Convergent thinking is bringing together disparate information or ideas to determine a single best answer or solution. This thinking style values logic, speed, and accuracy, and leaves no chance for ambiguity. Divergent thinking is focused on generating new ideas to identify and evaluate multiple possible solutions, often uniting ideas in unexpected combinations. Divergent thinking is characterized by creativity, complexity, curiosity, flexibility, originality, and risk-taking.
• Pragmatics vs. Semantics: Pragmatics refer to the logic of the problem at hand, and semantics is how you interpret the problem to solve it. Both are important to yield the best possible solution.
• Mathematical vs. Personal Problem Solving: Mathematical problem solving involves logic (usually leading to a single correct answer), and is useful for problems that involve numbers or require an objective, clear-cut solution. However, many workplace problems also require personal problem solving, which includes interpersonal, collaborative, and emotional intuition and skills. 

The following basic methods are fundamental problem solving concepts. Implement them to help balance the above thinking models.

• Reproductive Thinking: Reproductive thinking uses past experience to solve a problem. However, be careful not to rely too heavily on past solutions, and to evaluate current problems individually, with their own factors and parameters. 
• Idea Generation: The process of generating many possible courses of action to identify a solution. This is most commonly a team exercise because putting everyone’s ideas on the table will yield the greatest number of potential solutions. 

However, many of the most critical problem solving skills are “soft” skills: personal and interpersonal understanding, intuitiveness, and strong listening. 

Mattimore expands on this idea: “The seven key skills to be an effective creative problem solver that I detail in my book Idea Stormers: How to Lead and Inspire Creative Breakthroughs are: 1) curiosity 2) openness 3) a willingness to embrace ambiguity 4) the ability to identify and transfer principles across categories and disciplines 5) the desire to search for integrity in ideas, 6) the ability to trust and exercise “knowingness” and 7) the ability to envision new worlds (think Dr. Seuss, Star Wars, Hunger Games, Harry Potter, etc.).”

“As an individual contributor to problem solving it is important to exercise our curiosity, questioning, and visioning abilities,” advises Carella. “As a facilitator it is essential to allow for diverse ideas to emerge, be able to synthesize and ‘translate’ other people’s thinking, and build an extensive network of available resources.”

MacLeod says the following interpersonal skills are necessary to effectively facilitate group problem solving: “The abilities to invite participation (hear all voices, encourage silent members), not take sides, manage dynamics between the monopolizer, the scapegoat, and the bully, and deal with conflict (not avoiding it or shutting down).” 

Furthermore, Jaffa explains that the skills of a strong problem solver aren’t measurable. The best way to become a creative problem solver, he says, is to do regular creative exercises that keep you sharp and force you to think outside the box. Carella echoes this sentiment: “Neuroscience tells us that creativity comes from creating novel neural paths. Allow a few minutes each day to exercise your brain with novel techniques and brain ‘tricks’ – read something new, drive to work via a different route, count backwards, smell a new fragrance, etc.”

What Is Creative Problem Solving? History, Evolution, and Core Principles

Creative problem solving (CPS) is a method of problem solving in which you approach a problem or challenge in an imaginative, innovative way. The goal of CPS is to come up with innovative solutions, make a decision, and take action quickly. Sidney Parnes and Alex Osborn are credited with developing the creative problem solving process in the 1950s. The concept was further studied and developed at SUNY Buffalo State and the Creative Education Foundation. 

The core principles of CPS include the following:

• Balance divergent and convergent thinking
• Ask problems as questions
• Defer or suspend judgement
• Focus on “Yes, and…” rather than “No, but…”

According to Carella, “Creative problem solving is the mental process used for generating innovative and imaginative ideas as a solution to a problem or a challenge. Creative problem solving techniques can be pursued by individuals or groups.”

When asked to define CPS, Jaffa explains that it is, by nature, difficult to create boundaries for. “Creative problem solving is not cut and dry,” he says, “If you ask 100 different people the definition of creative problem solving, you’ll get 100 different responses - it’s a non-entity.”

Business presents a unique need for creative problem solving. Especially in today’s competitive landscape, organizations need to iterate quickly, innovate with intention, and constantly be at the cutting-edge of creativity and new ideas to succeed. Developing CPS skills among your workforce not only enables you to make faster, stronger in-the-moment decisions, but also inspires a culture of collaborative work and knowledge sharing. When people work together to generate multiple novel ideas and evaluate solutions, they are also more likely to arrive at an effective decision, which will improve business processes and reduce waste over time. In fact, CPS is so important that some companies now list creative problem solving skills as a job criteria.

MacLeod reiterates the vitality of creative problem solving in the workplace. “Problem solving is crucial for all groups and teams,” she says. “Leaders need to know how to guide the process, hear all voices and involve all members - it’s not easy.”

“This mental process [of CPS] is especially helpful in work environments where individuals and teams continuously struggle with new problems and challenges posed by their continuously changing environment,” adds Carella. 

Problem Solving Best Practices

By nature, creative problem solving does not have a clear-cut set of do’s and don’ts. Rather, creating a culture of strong creative problem solvers requires flexibility, adaptation, and interpersonal skills. However, there are a several best practices that you should incorporate:

• Use a Systematic Approach: Regardless of the technique you use, choose a systematic method that satisfies your workplace conditions and constraints (time, resources, budget, etc.). Although you want to preserve creativity and openness to new ideas, maintaining a structured approach to the process will help you stay organized and focused. 
• View Problems as Opportunities: Rather than focusing on the negatives or giving up when you encounter barriers, treat problems as opportunities to enact positive change on the situation. In fact, some experts even recommend defining problems as opportunities, to remain proactive and positive.
• Change Perspective: Remember that there are multiple ways to solve any problem. If you feel stuck, changing perspective can help generate fresh ideas. A perspective change might entail seeking advice of a mentor or expert, understanding the context of a situation, or taking a break and returning to the problem later. “A sterile or familiar environment can stifle new thinking and new perspectives,” says Carella. “Make sure you get out to draw inspiration from spaces and people out of your usual reach.”
• Break Down Silos: To invite the greatest possible number of perspectives to any problem, encourage teams to work cross-departmentally. This not only combines diverse expertise, but also creates a more trusting and collaborative environment, which is essential to effective CPS. According to Carella, “Big challenges are always best tackled by a group of people rather than left to a single individual. Make sure you create a space where the team can concentrate and convene.”
• Employ Strong Leadership or a Facilitator: Some companies choose to hire an external facilitator that teaches problem solving techniques, best practices, and practicums to stimulate creative problem solving. But, internal managers and staff can also oversee these activities. Regardless of whether the facilitator is internal or external, choose a strong leader who will value others’ ideas and make space for creative solutions.  Mattimore has specific advice regarding the role of a facilitator: “When facilitating, get the group to name a promising idea (it will crystalize the idea and make it more memorable), and facilitate deeper rather than broader. Push for not only ideas, but how an idea might specifically work, some of its possible benefits, who and when would be interested in an idea, etc. This fleshing-out process with a group will generate fewer ideas, but at the end of the day will yield more useful concepts that might be profitably pursued.” Additionally, Carella says that “Executives and managers don’t necessarily have to be creative problem solvers, but need to make sure that their teams are equipped with the right tools and resources to make this happen. Also they need to be able to foster an environment where failing fast is accepted and celebrated.”
• Evaluate Your Current Processes: This practice can help you unlock bottlenecks, and also identify gaps in your data and information management, both of which are common roots of business problems.

MacLeod offers the following additional advice, “Always get the facts. Don’t jump too quickly to a solution – working through [problems] takes time and patience.”

Mattimore also stresses that how you introduce creative problem solving is important. “Do not start by introducing a new company-wide innovation process,” he says. “Instead, encourage smaller teams to pursue specific creative projects, and then build a process from the ground up by emulating these smaller teams’ successful approaches. We say: ‘You don’t innovate by changing the culture, you change the culture by innovating.’”

Barriers to Effective Problem Solving

Learning how to effectively solve problems is difficult and takes time and continual adaptation. There are several common barriers to successful CPS, including:

• Confirmation Bias: The tendency to only search for or interpret information that confirms a person’s existing ideas. People misinterpret or disregard data that doesn’t align with their beliefs.
• Mental Set: People’s inclination to solve problems using the same tactics they have used to solve problems in the past. While this can sometimes be a useful strategy (see Analogical Thinking in a later section), it often limits inventiveness and creativity.
• Functional Fixedness: This is another form of narrow thinking, where people become “stuck” thinking in a certain way and are unable to be flexible or change perspective.
• Unnecessary Constraints: When people are overwhelmed with a problem, they can invent and impose additional limits on solution avenues. To avoid doing this, maintain a structured, level-headed approach to evaluating causes, effects, and potential solutions.
• Groupthink: Be wary of the tendency for group members to agree with each other — this might be out of conflict avoidance, path of least resistance, or fear of speaking up. While this agreeableness might make meetings run smoothly, it can actually stunt creativity and idea generation, therefore limiting the success of your chosen solution.
• Irrelevant Information: The tendency to pile on multiple problems and factors that may not even be related to the challenge at hand. This can cloud the team’s ability to find direct, targeted solutions.
• Paradigm Blindness: This is found in people who are unwilling to adapt or change their worldview, outlook on a particular problem, or typical way of processing information. This can erode the effectiveness of problem solving techniques because they are not aware of the narrowness of their thinking, and therefore cannot think or act outside of their comfort zone.

According to Jaffa, the primary barrier of effective problem solving is rigidity. “The most common things people say are, ‘We’ve never done it before,’ or ‘We’ve always done it this way.’” While these feelings are natural, Jaffa explains that this rigid thinking actually precludes teams from identifying creative, inventive solutions that result in the greatest benefit.

“The biggest barrier to creative problem solving is a lack of awareness – and commitment to – training employees in state-of-the-art creative problem-solving techniques,” Mattimore explains. “We teach our clients how to use ideation techniques (as many as two-dozen different creative thinking techniques) to help them generate more and better ideas. Ideation techniques use specific and customized stimuli, or ‘thought triggers’ to inspire new thinking and new ideas.” 

MacLeod adds that ineffective or rushed leadership is another common culprit. “We're always in a rush to fix quickly,” she says. “Sometimes leaders just solve problems themselves, making unilateral decisions to save time. But the investment is well worth it — leaders will have less on their plates if they can teach and eventually trust the team to resolve. Teams feel empowered and engagement and investment increases.”

Strategies for Problem Cause Identification

As discussed, most experts agree that the first and most crucial step in problem solving is defining the problem. Once you’ve done this, however, it may not be appropriate to move straight to the solution phase. Rather, it is often helpful to identify the cause(s) of the problem: This will better inform your solution planning and execution, and help ensure that you don’t fall victim to the same challenges in the future. 

Below are some of the most common strategies for identifying the cause of a problem:

• Root Cause Analysis: This method helps identify the most critical cause of a problem. A factor is considered a root cause if removing it prevents the problem from recurring. Performing a root cause analysis is a 12 step process that includes: define the problem, gather data on the factors contributing to the problem, group the factors based on shared characteristics, and create a cause-and-effect timeline to determine the root cause. After that, you identify and evaluate corrective actions to eliminate the root cause.

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Problem Solving Techniques and Strategies

In this section, we’ll explain several traditional and creative problem solving methods that you can use to identify challenges, create actionable goals, and resolve problems as they arise. Although there is often procedural and objective crossover among techniques, they are grouped by theme so you can identify which method works best for your organization.

Divergent Creative Problem Solving Techniques

Brainstorming: One of the most common methods of divergent thinking, brainstorming works best in an open group setting where everyone is encouraged to share their creative ideas. The goal is to generate as many ideas as possible – you analyze, critique, and evaluate the ideas only after the brainstorming session is complete. To learn more specific brainstorming techniques, read this article . 

Mind Mapping: This is a visual thinking tool where you graphically depict concepts and their relation to one another. You can use mind mapping to structure the information you have, analyze and synthesize it, and generate solutions and new ideas from there. The goal of a mind map is to simplify complicated problems so you can more clearly identify solutions.

Appreciative Inquiry (AI): The basic assumption of AI is that “an organization is a mystery to be embraced.” Using this principle, AI takes a positive, inquisitive approach to identifying the problem, analyzing the causes, and presenting possible solutions. The five principles of AI emphasize dialogue, deliberate language and outlook, and social bonding. 

Lateral Thinking: This is an indirect problem solving approach centered on the momentum of idea generation. As opposed to critical thinking, where people value ideas based on their truth and the absence of errors, lateral thinking values the “movement value” of new ideas: This means that you reward team members for producing a large volume of new ideas rapidly. With this approach, you’ll generate many new ideas before approving or rejecting any.

Problem Solving Techniques to Change Perspective

Constructive Controversy: This is a structured approach to group decision making to preserve critical thinking and disagreement while maintaining order. After defining the problem and presenting multiple courses of action, the group divides into small advocacy teams who research, analyze, and refute a particular option. Once each advocacy team has presented its best-case scenario, the group has a discussion (advocacy teams still defend their presented idea). Arguing and playing devil’s advocate is encouraged to reach an understanding of the pros and cons of each option. Next, advocacy teams abandon their cause and evaluate the options openly until they reach a consensus. All team members formally commit to the decision, regardless of whether they advocated for it at the beginning. You can learn more about the goals and steps in constructive controversy here . 

Carella is a fan of this approach. “Create constructive controversy by having two teams argue the pros and cons of a certain idea,” he says. “It forces unconscious biases to surface and gives space for new ideas to formulate.”

Abstraction: In this method, you apply the problem to a fictional model of the current situation. Mapping an issue to an abstract situation can shed extraneous or irrelevant factors, and reveal places where you are overlooking obvious solutions or becoming bogged down by circumstances. 

Analogical Thinking: Also called analogical reasoning , this method relies on an analogy: using information from one problem to solve another problem (these separate problems are called domains). It can be difficult for teams to create analogies among unrelated problems, but it is a strong technique to help you identify repeated issues, zoom out and change perspective, and prevent the problems from occurring in the future. .

CATWOE: This framework ensures that you evaluate the perspectives of those whom your decision will impact. The factors and questions to consider include (which combine to make the acronym CATWOE):

• Customers: Who is on the receiving end of your decisions? What problem do they currently have, and how will they react to your proposed solution?
• Actors: Who is acting to bring your solution to fruition? How will they respond and be affected by your decision?
• Transformation Process: What processes will you employ to transform your current situation and meet your goals? What are the inputs and outputs?
• World View: What is the larger context of your proposed solution? What is the larger, big-picture problem you are addressing?
• Owner: Who actually owns the process? How might they influence your proposed solution (positively or negatively), and how can you influence them to help you?
• Environmental Constraints: What are the limits (environmental, resource- and budget-wise, ethical, legal, etc.) on your ideas? How will you revise or work around these constraints?

Complex Problem Solving

Soft Systems Methodology (SSM): For extremely complex problems, SSM can help you identify how factors interact, and determine the best course of action. SSM was borne out of organizational process modeling and general systems theory, which hold that everything is part of a greater, interconnected system: This idea works well for “hard” problems (where logic and a single correct answer are prioritized), and less so for “soft” problems (i.e., human problems where factors such as personality, emotions, and hierarchy come into play). Therefore, SSM defines a seven step process for problem solving: 

• Begin with the problem or problematic situation 
• Express the problem or situation and build a rich picture of the themes of the problem 
• Identify the root causes of the problem (most commonly with CATWOE)
• Build conceptual models of human activity surrounding the problem or situation
• Compare models with real-world happenings
• Identify changes to the situation that are both feasible and desirable
• Take action to implement changes and improve the problematic situation

SSM can be used for any complex soft problem, and is also a useful tool in change management . 

Failure Mode and Effects Analysis (FMEA): This method helps teams anticipate potential problems and take steps to mitigate them. Use FMEA when you are designing (redesigning) a complex function, process, product, or service. First, identify the failure modes, which are the possible ways that a project could fail. Then, perform an effects analysis to understand the consequences of each of the potential downfalls. This exercise is useful for internalizing the severity of each potential failure and its effects so you can make adjustments or safeties in your plan. 

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Problem Solving Based on Data or Logic (Heuristic Methods)

TRIZ: A Russian-developed problem solving technique that values logic, analysis, and forecasting over intuition or soft reasoning. TRIZ (translated to “theory of inventive problem solving” or TIPS in English) is a systematic approach to defining and identifying an inventive solution to difficult problems. The method offers several strategies for arriving at an inventive solution, including a contradictions matrix to assess trade-offs among solutions, a Su-Field analysis which uses formulas to describe a system by its structure, and ARIZ (algorithm of inventive problem solving) which uses algorithms to find inventive solutions. 

Inductive Reasoning: A logical method that uses evidence to conclude that a certain answer is probable (this is opposed to deductive reasoning, where the answer is assumed to be true). Inductive reasoning uses a limited number of observations to make useful, logical conclusions (for example, the Scientific Method is an extreme example of inductive reasoning). However, this method doesn’t always map well to human problems in the workplace — in these instances, managers should employ intuitive inductive reasoning , which allows for more automatic, implicit conclusions so that work can progress. This, of course, retains the principle that these intuitive conclusions are not necessarily the one and only correct answer. 

Process-Oriented Problem Solving Methods

Plan Do Check Act (PDCA): This is an iterative management technique used to ensure continual improvement of products or processes. First, teams plan (establish objectives to meet desired end results), then do (implement the plan, new processes, or produce the output), then check (compare expected with actual results), and finally act (define how the organization will act in the future, based on the performance and knowledge gained in the previous three steps). 

Means-End Analysis (MEA): The MEA strategy is to reduce the difference between the current (problematic) state and the goal state. To do so, teams compile information on the multiple factors that contribute to the disparity between the current and goal states. Then they try to change or eliminate the factors one by one, beginning with the factor responsible for the greatest difference in current and goal state. By systematically tackling the multiple factors that cause disparity between the problem and desired outcome, teams can better focus energy and control each step of the process. 

Hurson’s Productive Thinking Model: This technique was developed by Tim Hurson, and is detailed in his 2007 book Think Better: An Innovator’s Guide to Productive Thinking . The model outlines six steps that are meant to give structure while maintaining creativity and critical thinking: 1) Ask “What is going on?” 2) Ask “What is success?” 3) Ask “What is the question?” 4) Generate answers 5) Forge the solution 6) Align resources. 

Control Influence Accept (CIA): The basic premise of CIA is that how you respond to problems determines how successful you will be in overcoming them. Therefore, this model is both a problem solving technique and stress-management tool that ensures you aren’t responding to problems in a reactive and unproductive way. The steps in CIA include:

• Control: Identify the aspects of the problem that are within your control.
• Influence: Identify the aspects of the problem that you cannot control, but that you can influence.
• Accept: Identify the aspects of the problem that you can neither control nor influence, and react based on this composite information. 

GROW Model: This is a straightforward problem solving method for goal setting that clearly defines your goals and current situation, and then asks you to define the potential solutions and be realistic about your chosen course of action. The steps break down as follows:

• Goal: What do you want?
• Reality: Where are you now?
• Options: What could you do?
• Will: What will you do?

OODA Loop: This acronym stands for observe, orient, decide, and act. This approach is a decision-making cycle that values agility and flexibility over raw human force. It is framed as a loop because of the understanding that any team will continually encounter problems or opponents to success and have to overcome them.

There are also many un-named creative problem solving techniques that follow a sequenced series of steps. While the exact steps vary slightly, they all follow a similar trajectory and aim to accomplish similar goals of problem, cause, and goal identification, idea generation, and active solution implementation.

MacLeod offers her own problem solving procedure, which echoes the above steps:

“1. Recognize the Problem: State what you see. Sometimes the problem is covert. 2. Identify: Get the facts — What exactly happened? What is the issue? 3. and 4. Explore and Connect: Dig deeper and encourage group members to relate their similar experiences. Now you're getting more into the feelings and background [of the situation], not just the facts.  5. Possible Solutions: Consider and brainstorm ideas for resolution. 6. Implement: Choose a solution and try it out — this could be role play and/or a discussion of how the solution would be put in place.  7. Evaluate: Revisit to see if the solution was successful or not.”

Many of these problem solving techniques can be used in concert with one another, or multiple can be appropriate for any given problem. It’s less about facilitating a perfect CPS session, and more about encouraging team members to continually think outside the box and push beyond personal boundaries that inhibit their innovative thinking. So, try out several methods, find those that resonate best with your team, and continue adopting new techniques and adapting your processes along the way. 

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These languages are provided via eTranslation, the European Commission's machine translation service.

• slovenščina
• Azerbaijani

CREATIVE THINKING-Problem Solving-Managing Classrooms and Opening Minds for 21st Century-BERLIN

Creative thinking involves generating new and innovative ideas, perspectives, and solutions. It's a cognitive process that breaks away from traditional, linear thinking and embraces originality.

Description

• Welcome and Icebreaker
• Introduction to the course objectives and structure.
• Icebreaker activities to create a positive and interactive learning environment.
• Understanding Creativity
• Definition of creativity and its importance in education.
• Exploration of common myths about creativity.
• Barriers to Creativity
• Identification and discussion of common barriers to creative thinking.
• Strategies to overcome these barriers.
• Creativity in Education
• Day 2: Creative Thinking Models
• Introduction to Creative Thinking Models
• Practical Application
• Hands-on activities applying creative thinking models to real-world scenarios.
• Group discussions and sharing of insights.
• Case Studies in Creative Teaching
• Analysis of case studies showcasing creative teaching practices.
• Group discussions on adapting these practices to various subjects.
• Day 3: Techniques for Fostering Creativity
• Brainstorming and Mind Mapping
• Techniques for effective brainstorming.
• Introduction to mind mapping as a visual thinking tool.
• Creative Exercises for the Classroom
• Interactive activities that can be easily integrated into lesson plans.
• Exploration of techniques to stimulate creativity in students.
• Day 4: Cultivating a Creative Classroom
• Building a Creative Classroom Culture
• Strategies for creating a classroom environment that encourages creative thinking.
• Importance of positive feedback and encouragement.
• Role of Technology in Creative Education
• Exploration of educational tools and technologies that promote creativity.
• Hands-on experience with selected tools.
• Day 5: Assessment and Continuous Improvement
• Assessing Creativity in Students
• Strategies for assessing and evaluating creative thinking in the classroom.
• Course Wrap-up and Certificates
• Distribution of course completion certificates.
• Closing remarks and encouragement for continued creativity in teaching.

Learning objectives

•  Be willing to consider ideas that might initially seem unusual or unconventional. Avoid immediate judgment and explore different viewpoints.
•  Cultivate a curious mindset. Ask questions, seek new information, and challenge assumptions. Curiosity fuels exploration and can lead to unexpected connections.
• Encourage the generation of a wide variety of ideas. Brainstorming is a classic example of divergent thinking, where the goal is to produce a large quantity of ideas without initially evaluating them.
• Make connections between seemingly unrelated concepts. This can lead to novel and creative solutions. Metaphors, analogies, and similes are tools that can help in this process.
•  Create visual representations of ideas and their relationships. Mind maps can help you organize thoughts and identify connections that might not be immediately apparent in a linear format.
• Questioning assumptions can lead to fresh perspectives. Ask yourself why things are done a certain way and consider alternatives.
•  Comfort with uncertainty and ambiguity is crucial for creative thinking. Sometimes the most innovative ideas emerge from situations that lack clear solutions.
•  Approach problems with a sense of play. Experimentation and play can lead to unexpected breakthroughs.
• Engage with others to exchange ideas and perspectives. Collaboration often brings together diverse experiences and knowledge, fostering creativity.
•  Stepping away from a problem can give your mind the space it needs to subconsciously process information and come up with creative solutions.
•  Exposure to a variety of ideas, disciplines, and perspectives can inspire creativity. Read books, articles, and materials outside your usual areas of interest.

Methodology & assessment

Certification details.

• Completion Certificate : Upon successfully completing a teacher training course, you will typically receive a completion certificate or diploma from the training provider or institution. This certificate acknowledges your participation and successful completion of the training.
• Course Duration : The duration of teacher training courses can vary widely. Some may be short-term workshops or seminars, while others may be more comprehensive and span several weeks or months. The certificate may indicate the total number of hours or credits completed.
• Content and Curriculum : The certificate should outline the key topics, content, and skills covered during the training. This information helps future employers or educational institutions understand the scope of your training.
• Credits or Continuing Education Units (CEUs) : In some cases, teacher training courses may offer academic credits or Continuing Education Units (CEUs). These credits can be valuable for professional development and may be recognized by educational authorities or institutions.
• Language of Instruction : If the teacher training course is conducted in a language other than your native language, the certificate may indicate your language proficiency level or the language in which the training was delivered.
• Evaluation and Assessment : Teacher training courses often involve assessments or evaluations of your performance. The certificate may include information about your performance in the training, such as grades or evaluations.
• Recognition and Accreditation : Ensure that the teacher training course and the institution providing it are recognized and accredited by relevant educational authorities or professional bodies. This can affect the credibility and transferability of your certificate.
• Pedagogical Practices : If the training includes practical teaching experience or classroom observations, the certificate may highlight your proficiency in specific pedagogical practices or teaching methodologies.

Pricing, packages and other information

• Price: 400 Euro
• Package contents: Course

Additional information

• Language: English
• Target audience ISCED: Primary education (ISCED 1) Lower secondary education (ISCED 2) Upper secondary education (ISCED 3)
• Target audience type: Teacher Head Teacher / Principal Government staff / policy maker
• Learning time: 25 hours or more

Upcoming sessions

Vocational subjects

Key competences, more courses by this organiser.

DIGITAL HORIZONS - EQUIPPING EDUCATORS FOR TECHNOLOGY-INTEGRATED LEARNING-BUDAPEST

Next upcoming session  02.09.2024 - 06.09.2024

EMPOWERING TEACHERS AGAINST BULLYING - FROM AWARENESS TO ACTION-VIENNA

CREATIVE THINKING-Problem Solving-Managing Classrooms and Opening Minds for 21st Century-HELSINKI

What Is Problem Solving?

You will often see beach clean-up drives being publicized in coastal cities. There are already dustbins available on the beaches,…

You will often see beach clean-up drives being publicized in coastal cities. There are already dustbins available on the beaches, so why do people need to organize these drives? It’s evident that despite advertising and posting anti-littering messages, some of us don’t follow the rules.

Temporary food stalls and shops make it even more difficult to keep the beaches clean. Since people can’t ask the shopkeepers to relocate or prevent every single person from littering, the clean-up drive is needed.  This is an ideal example of problem-solving psychology in humans. ( 230-fifth.com ) So, what is problem-solving? Let’s find out.

What Is Problem-Solving?

At its simplest, the meaning of problem-solving is the process of defining a problem, determining its cause, and implementing a solution. The definition of problem-solving is rooted in the fact that as humans, we exert control over our environment through solutions. We move forward in life when we solve problems and make decisions. 

We can better define the problem-solving process through a series of important steps.

Identify The Problem: 

This step isn’t as simple as it sounds. Most times, we mistakenly identify the consequences of a problem rather than the problem itself. It’s important that we’re careful to identify the actual problem and not just its symptoms. 

Define The Problem: 

Once the problem has been identified correctly, you should define it. This step can help clarify what needs to be addressed and for what purpose.

Form A Strategy: 

Develop a strategy to solve your problem. Defining an approach will provide direction and clarity on the next steps. 

Organize The Information:  

Organizing information systematically will help you determine whether something is missing. The more information you have, the easier it’ll become for you to arrive at a solution.  

Allocate Resources:  

We may not always be armed with the necessary resources to solve a problem. Before you commit to implementing a solution for a problem, you should determine the availability of different resources—money, time and other costs.

Track Progress: 

The true meaning of problem-solving is to work towards an objective. If you measure your progress, you can evaluate whether you’re on track. You could revise your strategies if you don’t notice the desired level of progress. 

Evaluate The Results:  

After you spot a solution, evaluate the results to determine whether it’s the best possible solution. For example, you can evaluate the success of a fitness routine after several weeks of exercise.

Meaning Of Problem-Solving Skill

Now that we’ve established the definition of problem-solving psychology in humans, let’s look at how we utilize our problem-solving skills.  These skills help you determine the source of a problem and how to effectively determine the solution. Problem-solving skills aren’t innate and can be mastered over time. Here are some important skills that are beneficial for finding solutions.

Communication

Communication is a critical skill when you have to work in teams.  If you and your colleagues have to work on a project together, you’ll have to collaborate with each other. In case of differences of opinion, you should be able to listen attentively and respond respectfully in order to successfully arrive at a solution.

As a problem-solver, you need to be able to research and identify underlying causes. You should never treat a problem lightly. In-depth study is imperative because often people identify only the symptoms and not the actual problem.

Once you have researched and identified the factors causing a problem, start working towards developing solutions. Your analytical skills can help you differentiate between effective and ineffective solutions.

Decision-Making

You’ll have to make a decision after you’ve identified the source and methods of solving a problem. If you’ve done your research and applied your analytical skills effectively, it’ll become easier for you to take a call or a decision.

Organizations really value decisive problem-solvers. Harappa Education’s   Defining Problems course will guide you on the path to developing a problem-solving mindset. Learn how to identify the different types of problems using the Types of Problems framework. Additionally, the SMART framework, which is a five-point tool, will teach you to create specific and actionable objectives to address problem statements and arrive at solutions. 

Explore topics & skills such as Problem Solving Skills , PICK Chart , How to Solve Problems & Barriers to Problem Solving from our Harappa Diaries blog section and develop your skills.