Identify Goal
Define Problem
Define Problem
Gather Data
Define Causes
Identify Options
Clarify Problem
Generate Ideas
Evaluate Options
Generate Ideas
Choose the Best Solution
Implement Solution
Select Solution
Take Action
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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Updated: March 1, 2024
In the professional world, one thing is for sure: problem-solving is a vital skill if you want to survive and thrive. It’s a universal job skill that organizations seek in new potential employees and that managers look for when considering candidates for promotions.
But there’s a problem.
According to Payscale, 60% of managers feel that new grads entering the workforce lack problem-solving abilities – making it the most commonly lacking soft skill.
Problem-solving skill needs to be practiced and perfected on an ongoing basis in order to be applied effectively when the time comes. And while there are tons of traditional approaches to becoming a better problem-solver, there’s another (much more interesting) option: team building problem-solving activities.
The good news? This means learning and having fun don’t have to be mutually exclusive. And you can create a stronger team at the same time.
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There are a ton of incredible team building problem solving activities available. We’ve hand-picked 16 of our favorites that we think your corporate group will love too.
Split into teams and create a cardboard boat made out of just the materials provided: cardboard and tape. Team members will have to work together to engineer a functional boat that will float and sail across water without sinking. Once teams have finished making their boats, they will create a presentation to explain why their boat is the best, before putting their boats to the test. The final challenge will have teams racing their boats to test their durability! Nothing says problem-solving like having to make sure you don’t sink into the water!
Every day at work, you’re forced to make countless decisions – whether they’re massively important or so small you barely think about them.
But your ability to effectively make decisions is critical in solving problems quickly and effectively.
With a classic team building problem solving activity like the Egg Drop, that’s exactly what your team will learn to do.
For this activity, you’ll need some eggs, construction materials, and a place you wouldn’t mind smashing getting dirty with eggshells and yolks.
The goal of this activity is to create a contraption that will encase an egg and protect it from a fall – whether it’s from standing height or the top of a building. But the challenge is that you and your team will only have a short amount of time to build it before it’s time to test it out, so you’ll have to think quickly!
To make it even more challenging, you’ll have to build the casing using only simple materials like:
Feel free to have some fun in picking the materials. Use whatever you think would be helpful without making things too easy!
Give your group 15 minutes to construct their egg casing before each team drops their eggs. If multiple eggs survive, increase the height gradually to see whose created the sturdiest contraption.
If you’re not comfortable with the idea of using eggs for this activity, consider using another breakable alternative, such as lightbulbs for a vegan Egg Drop experience.
With Clue Murder Mystery, your team will need to solve the murder of a man named Neil Davidson by figuring out who had the means, motive, and opportunity to commit the crime.
But it won’t be easy! You’ll need to exercise your best problem-solving skills and channel your inner detectives if you want to keep this case from going cold and to get justice for the victim.
Collaboration is critical to problem solving.
Why? Because, as the old saying goes, the whole is greater than the sum of its parts. This expression reflects the fact that people are capable of achieving greater things when they work together to do so.
If you’re looking for a team building problem solving activity that helps boost collaboration, you’ll love Marshmallow Spaghetti Tower.
This game involves working in teams to build the tallest possible freestanding tower using only marshmallows, uncooked spaghetti, tape, and string.
The kicker? This all has to be done within an allotted timeframe. We recommend about thirty minutes.
For an added dimension of challenge, try adding a marshmallow to the top of the tower to make it a little more top heavy.
Whichever team has the highest tower when time runs out is the winner!
If you’ve never participated in an escape room, your team is missing out! It’s one of the most effective team building problem solving activities out there because it puts you and your colleagues in a scenario where the only way out is collaboratively solving puzzles and deciphering clues.
The principle is simple: lock your group in a room, hide the key somewhere in that room, and have them work through challenges within a set time frame. Each challenge will lead them one step closer to finding the key and, ultimately, their escape.
At Outback, we offer “done-for-you” escape rooms where we’ll transform your office or meeting room so you don’t have to worry about:
That way, you and your team can simply step inside and get to work collaborating, using creative problem solving, and thinking outside the box.
In this smartphone-based scavenger hunt team building activity , your group will split into teams and complete fun challenges by taking photos and videos around the city. Some examples of challenges you can do in this activity are:
It takes a ton of critical thinking and problem-solving to be crowned the Wild Goose Chase Champions!
Can you imagine a higher-pressure situation than being stranded at sea in a lifeboat with your colleagues?
With this team building problem solving activity, that’s exactly the situation you and your group will put yourselves. But by the time the activity is over, you’ll have gained more experience with the idea of having to solve problems under pressure – a common but difficult thing to do.
Here’s how it works.
Each team member will get a six-columned chart where:
Within this activity, each team will be equipped with the following “survival items,” listed below in order of importance, as well as a pack of matches:
To get the activity underway, divide your group into teams of five and ask each team member to take ten minutes on their own to rank the items in order of importance in the respective column. Then, give the full team ten minutes as a group to discuss their individual rankings together and take group rankings, listed in that respective column. Ask each group to compare their individual rankings with those of the group as a whole.
Finally, read out the correct order according to the US Coast Guard, listed above.
The goal of this activity is for everyone to be heard and to come to a decision together about what they need most to survive.
If your team works remotely, you can also do this activity online. Using a video conferencing tool like Zoom , you can bring your group together and separate teams into “break-out rooms” where they’ll take their time individually and then regroup together. At the end, you can bring them back to the full video conference to go through the answers together.
Many problems are intricately complex and involve a ton of moving parts. And in order to solve this type of problem, you need to be able to examine it systematically, one piece at a time.
Especially in the business world, many problems or challenges involve multiple different teams or departments working through their respective portions of a problem before coming together in the end to create a holistic solution.
As you can imagine, this is often easier said than done. And that’s why it’s so important to practice this ability.
With a collaborative team building problem solving activity like Domino Effect Challenge, that’s exactly what you’ll need to do as you and your group work to create a massive, fully functional chain reaction machine.
Here’s how it goes.
Your group will break up into teams, with each team working to complete their own section of a massive “Rube Goldberg” machine. Then, all teams will regroup and assemble the entire machine together. You’ll need to exercise communication, collaboration, and on-the-fly problem solving in order to make your chain reaction machine go off without a hitch from start to finish.
Being a great problem-solver means being adaptable and creative. And if you’re looking for a quick and easy team building problem solving activity, you’ll love the reverse pyramid.
The idea here is simple: break your group out into small teams and then stand in the form of a pyramid.
Your challenge is to flip the base and the peak of the pyramid – but you can only move three people in order to do so.
Alternatively, rather than doing this activity with people as the pyramid, you can do another version – the Pyramid Build – using plastic cups instead.
This version is a little bit different. Rather than flipping the base of a pyramid to the top, you’ll need to build the pyramid instead–but in reverse, starting from the top cup and working down.
With this version, you’ll need 36 cups and one table per group. We recommend groups of five to seven people. Give your group 20 to 30 minutes to complete the activity.
To get started, place one cup face down. Then, lift that cup and place the subsequent two cups underneath it.
The real challenge here? You can only lift your pyramid by the bottom row in order to put a new row underneath – and only one person at a time can do the lifting. The remaining group members will need to act quickly and work together in order to add the next row so that it will balance the rest of the pyramid.
If any part of your pyramid falls, you’ll need to start over. Whichever team has the most complete pyramid when time runs out will be the winner!
The value of being able to approach problems analytically can’t be overstated. Because when problems arise, the best way to solve them is by examining the facts and making a decision based on what you know.
With CI: The Crime Investigators, this is exactly what your team will be called upon to do as you put your detective’s hats on and work to solve a deadly crime.
You’ll be presented with evidence and need to uncover and decipher clues. And using only the information at your disposal, you’ll need to examine the facts in order to crack the case.
Like many of our team building problem solving activities, CI: The Crime Investigators is available in a hosted format, which can take place at your office or an outside venue, as well as a virtually-hosted format that uses video conferencing tools, or a self-hosted version that you can run entirely on your own.
Each member of your team has their own unique strengths and skills. And by learning to combine those skills, you can overcome any challenge and solve any problem. With Team Pursuit, you and your team together to tackle challenges as you learn new things about one another, discover your hidden talents, and learn to rely on each other.
This team building problem solving activity is perfect for high-energy groups that love to put their heads together and work strategically to solve problems as a group.
Collaborate with your colleague to design and build different segments of a bridge. At the end, see if the sections come together to create a free-standing structure!
Together as a group, see if you and your colleagues can build a gigantic “chain-reaction” machine that really works!
In smaller groups, participants work together to solve the challenge of creating sections of the machine using miscellaneous parts, and at the end, you’ll have to collaborate to connect it all together and put it in motion.
The case is fresh, but here’s what we know so far: we’ve got an up-and-coming actress who’s been found dead in her hotel room following last night’s awards show.
We have several suspects, but we haven’t been able to put the crime on any of them for sure yet. Now, it’s up to you and your team of detectives to crack the case. Together, you’ll review case files and evidence including police reports, coroners’ reports, photo evidence, tabloids, interrogations, and phone calls as you determine the motive, method, and murderer and bring justice for the victim.
You’ll need to put your problem-solving skills to the test as you share theories, collaborate, and think outside the box with your fellow investigators.
Using Outback’s app, split up into small groups and put your heads together to solve a variety of puzzles, riddles, and trivia. The team who has completed the most challenges when time is up, wins!
Can you stay afloat in a body of water in a boat made entirely of cardboard? Now that is a problem that urgently needs solving.
With this team building problem solving activity, you and your colleagues will split into groups and create a cardboard boat made out of just the materials provided – cardboard and tape.
Team members will have to work together to engineer a functional boat that will float and sail across water without sinking. Once teams have finished making their boats, they will create a presentation to explain why their boat is the best, before putting their boats to the test. The final challenge will have teams racing their boats across the water!
If you and your team are working remotely, don’t worry. You still have a ton of great virtual team building problem solving options at your disposal.
In this virtual escape room experience, your team will be transported into a pyramid cursed by a restless mummy. You’ll have to work together to uncover clues and solve complex challenges to lift the ancient curse.
You’ve probably never heard of a man named Neil Davidson. But your group will need to come together to solve the mystery of his murder by analyzing clues, resolving challenges, and figuring out who had the means, motive, and opportunity to commit a deadly crime.
This activity will challenge you and your group to approach problems analytically, read between the lines, and use critical thinking in order to identify a suspect and deliver justice.
If you and your team like brainteasers, then Virtual Escape Room: Jewel Heist will be a big hit.
Here’s the backstory.
There’s been a robbery. Someone has masterminded a heist to steal a priceless collection of precious jewels, and it’s up to you and your team to recover them before time runs out.
Together, you’ll need to uncover hidden clues and solve a series of brain-boggling challenges that require collaboration, creative problem-solving, and outside-the-box thinking. But be quick! The clock is ticking before the stolen score is gone forever.
With Virtual Code Break, you and your team can learn to be adaptive and dynamic in your thinking in order to tackle any new challenges that come your way. In this activity, your group will connect on a video conferencing platform where your event host will split you out into teams. Together, you’ll have to adapt your problem-solving skills as you race against the clock to tackle a variety of mixed brainteaser challenges ranging from Sudoku to puzzles, a game of Cranium, riddles, and even trivia.
Curious to see how a virtual team building activity works? Check out this video on a Virtual Clue Murder Mystery in action.
Step into the Outback Time Machine and take a trip through time, from pre-pandemic 21st century through the decades all the way to the 60’s.
This exciting, fast-paced virtual trivia game, packed with nostalgia and good vibes, is guaranteed to produce big laughs, friendly competition, and maybe even some chair-dancing.
Your virtual game show host will warm up guests with a couple of “table hopper rounds” (breakout room mixers) and split you out into teams. Within minutes, your home office will be transformed into a game show stage with your very own game show buzzers!
And if your team loves trivia, check out our list of the most incredible virtual trivia games for work teams for even more ideas.
If your remote team is eager to socialize, have some fun as a group, and channel their competitive spirit, we’ve got just the thing for you! With Virtual Jeoparty Social, you and your colleagues will step into your very own virtual Jeopardy-style game show—equipped with a buzzer button, a professional actor as your host, and an immersive game show platform! Best of all, this game has been infused with an ultra-social twist: players will take part in a unique social mixer challenge between each round.
With the right team building problem solving activities, you can help your team sharpen their core skills to ensure they’re prepared when they inevitably face a challenge at work. And best of all, you can have fun in the process.
Do you have any favorite team building activities for building problem-solving skills? If so, tell us about them in the comments section below!
For more information about how your group can take part in a virtual team building, training, or coaching solution, reach out to our Employee Engagement Consultants.
And stay updated, related articles.
I love how this blog provides a variety of problem-solving activities for team building. It’s a great resource for anyone looking to foster teamwork and collaboration!
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Home » Blog » General » Free Problem Solving Worksheets: Practical Tools for Success
As a Speech Language Pathologist and Social Emotional Learning expert, I understand the importance of problem-solving skills in personal growth and success. Developing the ability to effectively solve problems not only enhances our cognitive abilities but also plays a crucial role in our social and emotional well-being. In this blog post, I will introduce you to the world of free problem solving worksheets, which are practical tools that can help you develop and strengthen your problem-solving skills.
Before we dive into the world of problem solving worksheets, let’s first understand what problem solving entails. Problem solving is the process of identifying, analyzing, and finding solutions to challenges or obstacles that we encounter in our daily lives. It involves critical thinking, decision-making, and creativity.
Effective problem solving consists of several key components. Firstly, it requires the ability to define the problem clearly and understand its underlying causes. Secondly, it involves generating multiple possible solutions and evaluating their potential outcomes. Lastly, it requires implementing and evaluating the chosen solution to determine its effectiveness.
Developing problem-solving skills offers numerous benefits. It enhances our ability to think critically, make informed decisions, and adapt to new situations. It also boosts our self-confidence and resilience, as we become more equipped to handle challenges and overcome obstacles.
Worksheets are valuable tools that can facilitate the problem-solving process. They provide structure and guidance, allowing us to break down complex problems into manageable steps. Free problem solving worksheets offer several advantages:
By incorporating worksheets into our problem-solving practice, we can enhance our social emotional learning. Social emotional learning (SEL) encompasses the development of self-awareness, self-management, social awareness, relationship skills, and responsible decision-making. Problem solving is a key component of responsible decision-making, as it involves considering the impact of our choices on ourselves and others.
Now that we understand the value of problem solving worksheets, let’s explore the different types of worksheets available:
There are several online resources where you can find free problem solving worksheets:
While using problem solving worksheets, it’s essential to keep a few tips in mind to maximize their effectiveness:
Problem solving worksheets can be integrated into various aspects of social emotional learning:
Problem solving skills are essential for personal growth and success. By developing these skills, we become better equipped to navigate challenges, make informed decisions, and achieve our goals. Free problem solving worksheets offer practical tools that can enhance our problem-solving abilities and promote social emotional learning.
So, why not start incorporating free problem solving worksheets into your daily practice? Start your EverydaySpeech Free trial today and explore a wide range of problem solving worksheets and other social emotional learning resources. Take the first step towards unlocking your problem-solving potential and embark on a journey of personal growth and success!
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Customize problem solving worksheets.
It is the cognitive process of identifying, analyzing, and finding solutions to challenges or issues. It involves using logical and creative thinking to address obstacles that occur, make decisions, and achieve goals. Consider the five problem-solving steps: identifying the problem, generating possible solutions, evaluating options, selecting the best solution, and implementing it. Understanding the steps is crucial for navigating complex challenges with clarity and efficiency.
These worksheets are structured in such a way that encourages solution-based thinking. Engaging in interactive problem-solving activities can help develop critical thinking skills and creative approaches to overcoming obstacles. While these skills are used in a variety of aspects of life, our worksheets focus on problem solving in mathematics. Printable worksheets provide practice for any child who is learning to master new skills they are taught in class. They are perfect for any level, and can be applied to any type of mathematical problem or unit of study.
They are great for ensuring that students practice what they have yet to master, since they can be customized by the teacher to meet the class and individual needs. They can be used to practice all kinds of word problems involving addition, subtraction, multiplication, division, and so much more.
In a world where challenges are inevitable, the ability to tackle problems effectively is a valuable skill that can be applied across all subjects and age groups. Problem-solving skills are the generator of success. They empower individuals to navigate complex situations, identify triggers, and develop plans to overcome obstacles. From the classroom to the boardroom, these skills are in high demand.
Mathematics.
Math problem-solving worksheets can be a playground for nurturing critical thinking. Through word problem worksheets, students not only practice calculations but also apply math concepts to real-world scenarios.
Scientific problem-solving worksheets ignite curiosity. They prompt students to hypothesize, design experiments, collect data, and draw conclusions, fostering a scientific mindset.
Language skills and critical thinking intertwine in language arts problem-solving worksheets. Analyzing literature, engaging in creative writing prompts, and correcting grammar offer a holistic approach.
History comes to life through problem-solving worksheets. Encourage students to ponder over historical dilemmas and global challenges, nurturing their ability to think beyond the surface.
Creating successful problem-solving worksheets involves careful planning. Here are some ideas to consider:
By incorporating these elements, you can create a comprehensive problem solving worksheet for kids that not only teaches mathematical concepts but also equips them with transferable skills. Whether you're focusing on basic arithmetic or more advanced mathematical principles, this approach ensures an engaging and educational experience for young learners.
Choose one of the premade templates.
We have lots of templates to choose from. Take a look at our example for inspiration!
Once you do this, you will be directed to the storyboard creator.
Be sure to call it something related to the topic so that you can easily find it in the future.
This is where you will include directions, specific images, and make any aesthetic changes that you would like. The options are endless!
When you are finished, click this button in the lower right hand corner to exit your storyboard.
From here you can print, download as a PDF, attach it to an assignment and use it digitally, and more!
Happy Creating!
How can math problem-solving worksheets show students how to improve problem-solving skills.
They provide structured exercises that guide students through real-world scenarios. By actively engaging in these worksheets and activities, children can practice the problem solving process, enhancing their critical thinking and logical reasoning abilities.
Incorporate helpful math problem solving worksheets for kids into your lessons. Support and encourage students to work through the problem-solving steps: understanding the problem, devising strategies, making calculations, and verifying their solutions. Provide examples, guidance, and feedback to nurture their problem-solving skills.
Provide clear instructions in your math problem-solving worksheets that guide students through each step of the process. Offer examples and encourage them to discuss their approaches. By nurturing a supportive and collaborative environment, you can help both younger kids and older kids build confidence in their problem solving skills.
Teaching problem-solving skills in math using pre-answered solution worksheets can be exemplified through scenarios like quadratic equations. Present the class with a quadratic equation and a pre-answered solution that breaks down the steps of factoring or using the quadratic formula. This guides them to understand the process, identify key components, and apply appropriate methods. Similarly, for geometry, offer a challenging problem involving angles or area calculations, along with a pre-answered solution that demonstrates the application of relevant geometric principles. As students work through the problem and compare their reasoning with the pre-answered solution, they grasp problem-solving strategies, logical sequences, and the importance of meticulous calculations. In both cases, these worksheets instill confidence, reinforce systematic approaches, and enhance students' problem-solving skills while navigating mathematical complexities.
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Cognitive science tells us that we regularly face not only well-defined problems but, importantly, many that are ill defined (Eysenck & Keane, 2015).
Sometimes, we find ourselves unable to overcome our daily problems or the inevitable (though hopefully infrequent) life traumas we face.
Problem-Solving Therapy aims to reduce the incidence and impact of mental health disorders and improve wellbeing by helping clients face life’s difficulties (Dobson, 2011).
This article introduces Problem-Solving Therapy and offers techniques, activities, and worksheets that mental health professionals can use with clients.
Before you continue, we thought you might like to download our three Positive Psychology Exercises for free . These science-based exercises explore fundamental aspects of positive psychology, including strengths, values, and self-compassion, and will give you the tools to enhance the wellbeing of your clients, students, or employees.
What is problem-solving therapy, 14 steps for problem-solving therapy, 3 best interventions and techniques, 7 activities and worksheets for your session, fascinating books on the topic, resources from positivepsychology.com, a take-home message.
Problem-Solving Therapy assumes that mental disorders arise in response to ineffective or maladaptive coping. By adopting a more realistic and optimistic view of coping, individuals can understand the role of emotions and develop actions to reduce distress and maintain mental wellbeing (Nezu & Nezu, 2009).
“Problem-solving therapy (PST) is a psychosocial intervention, generally considered to be under a cognitive-behavioral umbrella” (Nezu, Nezu, & D’Zurilla, 2013, p. ix). It aims to encourage the client to cope better with day-to-day problems and traumatic events and reduce their impact on mental and physical wellbeing.
Clinical research, counseling, and health psychology have shown PST to be highly effective in clients of all ages, ranging from children to the elderly, across multiple clinical settings, including schizophrenia, stress, and anxiety disorders (Dobson, 2011).
PST appears particularly helpful in treating clients with depression. A recent analysis of 30 studies found that PST was an effective treatment with a similar degree of success as other successful therapies targeting depression (Cuijpers, Wit, Kleiboer, Karyotaki, & Ebert, 2020).
Other studies confirm the value of PST and its effectiveness at treating depression in multiple age groups and its capacity to combine with other therapies, including drug treatments (Dobson, 2011).
Effective coping varies depending on the situation, and treatment typically focuses on improving the environment and reducing emotional distress (Dobson, 2011).
PST is based on two overlapping models:
This model focuses on solving the problem “as it occurs in the natural social environment,” combined with a general coping strategy and a method of self-control (Dobson, 2011, p. 198).
The model includes three central concepts:
The model is a “self-directed cognitive-behavioral process by which an individual, couple, or group attempts to identify or discover effective solutions for specific problems encountered in everyday living” (Dobson, 2011, p. 199).
The theory of PST is underpinned by a relational problem-solving model, whereby stress is viewed in terms of the relationships between three factors:
Therefore, when a significant adverse life event occurs, it may require “sweeping readjustments in a person’s life” (Dobson, 2011, p. 202).
D’Zurilla’s and Nezu’s model includes (modified from Dobson, 2011):
Success in PST depends on the effectiveness of its implementation; using the right approach is crucial (Dobson, 2011).
The following interventions and techniques are helpful when implementing more effective problem-solving approaches in client’s lives.
First, it is essential to consider if PST is the best approach for the client, based on the problems they present.
It is vital to consider whether PST is appropriate for the client’s situation. Therapists new to the approach may require additional guidance (Nezu et al., 2013).
Therapists should consider the following questions before beginning PST with a client (modified from Nezu et al., 2013):
All affirmative answers suggest that PST would be a helpful technique to apply in this instance.
The following five steps are valuable when working with clients to help them cope with and manage their environment (modified from Dobson, 2011).
Ask the client to consider the following points (forming the acronym ADAPT) when confronted by a problem:
If the client is not satisfied with their solution, they can return to step ‘A’ and find a more appropriate solution.
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When dealing with clients facing negative self-beliefs, it can be helpful for them to use positive self-statements.
Use the following (or add new) self-statements to replace harmful, negative thinking (modified from Dobson, 2011):
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PST practitioners have many different techniques available to support clients as they learn to tackle day-to-day or one-off trauma.
Problem-solving self-monitoring form.
Ask the client to complete the following:
It can be helpful for the client to recognize their own experiences of stress. Do they react angrily, withdraw, or give up (Dobson, 2011)?
The Reactions to Stress worksheet can be given to the client as homework to capture stressful events and their reactions. By recording how they felt, behaved, and thought, they can recognize repeating patterns.
Helping clients capture triggers for their stressful reactions can encourage emotional regulation.
When clients can identify triggers that may lead to a negative response, they can stop the experience or slow down their emotional reaction (Dobson, 2011).
The What Are Your Unique Triggers ? worksheet helps the client identify their triggers (e.g., conflict, relationships, physical environment, etc.).
Imagining an existing or potential problem and working through how to resolve it can be a powerful exercise for the client.
Use the Problem-Solving worksheet to state a problem and goal and consider the obstacles in the way. Then explore options for achieving the goal, along with their pros and cons, to assess the best action plan.
Clients can become better equipped to tackle problems and choose the right course of action by recognizing facts versus assumptions and gathering all the necessary information (Dobson, 2011).
Use the Getting the Facts worksheet to answer the following questions clearly and unambiguously:
While therapists can use the worksheets above in group situations, the following two interventions work particularly well with more than one person.
A group setting can provide an ideal opportunity to share a problem and identify potential solutions arising from multiple perspectives.
Use the Generating Alternative Solutions and Better Decision-Making worksheet and ask the client to explain the situation or problem to the group and the obstacles in the way.
Once the approaches are captured and reviewed, the individual can share their decision-making process with the group if they want further feedback.
Visualization can be performed with individuals or in a group setting to help clients solve problems in multiple ways, including (Dobson, 2011):
Guided imagery is particularly valuable for encouraging the group to take a ‘mental vacation’ and let go of stress.
Ask the group to begin with slow, deep breathing that fills the entire diaphragm. Then ask them to visualize a favorite scene (real or imagined) that makes them feel relaxed, perhaps beside a gently flowing river, a summer meadow, or at the beach.
The more the senses are engaged, the more real the experience. Ask the group to think about what they can hear, see, touch, smell, and even taste.
Encourage them to experience the situation as fully as possible, immersing themselves and enjoying their place of safety.
Such feelings of relaxation may be able to help clients fall asleep, relieve stress, and become more ready to solve problems.
We have included three of our favorite books on the subject of Problem-Solving Therapy below.
This is an incredibly valuable book for anyone wishing to understand the principles and practice behind PST.
Written by the co-developers of PST, the manual provides powerful toolkits to overcome cognitive overload, emotional dysregulation, and the barriers to practical problem-solving.
Find the book on Amazon .
Another, more recent, book from the creators of PST, this text includes important advances in neuroscience underpinning the role of emotion in behavioral treatment.
Along with clinical examples, the book also includes crucial toolkits that form part of a stepped model for the application of PST.
This is the fourth edition of a hugely popular guide to Cognitive-Behavioral Therapies and includes a valuable and insightful section on Problem-Solving Therapy.
This is an important book for students and more experienced therapists wishing to form a high-level and in-depth understanding of the tools and techniques available to Cognitive-Behavioral Therapists.
For even more tools to help strengthen your clients’ problem-solving skills, check out the following free worksheets from our blog.
If you’re looking for more science-based ways to help others enhance their wellbeing, check out this signature collection of 17 validated positive psychology tools for practitioners. Use them to help others flourish and thrive.
Expand your arsenal and impact with these 17 Positive Psychology Exercises [PDF] , scientifically designed to promote human flourishing, meaning, and wellbeing.
Created by Experts. 100% Science-based.
While we are born problem-solvers, facing an incredibly diverse set of challenges daily, we sometimes need support.
Problem-Solving Therapy aims to reduce stress and associated mental health disorders and improve wellbeing by improving our ability to cope. PST is valuable in diverse clinical settings, ranging from depression to schizophrenia, with research suggesting it as a highly effective treatment for teaching coping strategies and reducing emotional distress.
Many PST techniques are available to help improve clients’ positive outlook on obstacles while reducing avoidance of problem situations and the tendency to be careless and impulsive.
The PST model typically assesses the client’s strengths, weaknesses, and coping strategies when facing problems before encouraging a healthy experience of and relationship with problem-solving.
Why not use this article to explore the theory behind PST and try out some of our powerful tools and interventions with your clients to help them with their decision-making, coping, and problem-solving?
We hope you enjoyed reading this article. Don’t forget to download our three Positive Psychology Exercises for free .
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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.
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.
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.
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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Mastering Business Problem Statements: Unlocking Clarity, Creativity, and Purpose for Your Team
We’ve all been there. You’re in a meeting, half-listening, half-wondering if you’re out of snacks, and someone hits you with the dreaded question: “Why are we doing this again?” Cue the blank stares and nervous shuffling of papers. It’s like being caught on stage with no script.
In the dynamic landscape of business, identifying and addressing issues promptly is crucial for sustained success. One of the most effective tools for achieving this is the Business Problem statement.
What Is A Business Problem Statement?
A business problem statement is a concise description of an issue that negatively impacts an organisation. They reframe our work as a problem to solve rather than as a solution such as a feature(s) to build.
This eventually led to an Outcome Over Output mindset.
Business Problem Statement helps build an Outcome Over Output mindset.
I have worked with a number of product development efforts and have learnt that a good Business Problem Statement should have 4 Key elements.
The first step is to understand why this problem exists and the goals it disrupts. By aligning the problem with business objectives, teams gain clarity on the “why” behind their work, ensuring a clear purpose.
Example: Imagine an online marketplace is seeing higher-than-usual customer churn. The business’s goal is to maintain trust between buyers and sellers. Without a clear business problem statement, the team might jump to implementing a new loyalty program instead of addressing the root issue — trust.
Don’t guess, gather. This is where you validate the problem with real observations, feedback or data. Otherwise, you’re just playing darts in the dark.
Example: Customer feedback shows the churn is due to concerns about fraud, not a lack of coupons. Suddenly, that loyalty program idea looks a lot like putting lipstick on a pig.
If the solution isn’t tailored to the right people, it’s like giving a cat a dog toy. You’ve gotta know who’s feeling the pain.
Example: Buyers are bailing because of fraudulent listings, and sellers are losing sales because, well, no buyers! So the solution has to build trust for both groups, not just one.
If you don’t fix the problem, what’s the worst that could happen? (Hint: it’s not good.) And if you do solve it, what awesome things will come of it?
Example: If fraud keeps spreading, trust tanks, sales dip, and poof — revenue is gone! Fix it, and suddenly, you’ve got loyal customers, happy sellers, and a business that isn’t sinking.
Example 1: e-commerce company.
Last year, I was working as a Product Consultant in an E-Commerce company. We came up with the below Business Problem Statement.
Business Problem Statement: Our in-store shopping experience was designed to achieve quick and convenient purchases for our customers. We have observed that customers are experiencing slow and complicated checkout processes, which is causing a 10% drop in sales conversion rates and an annual revenue loss of approximately £1.2 million.
Business Problem Statement: Our appointment scheduling system was designed to ensure timely and convenient access to healthcare services. We have observed that patients are experiencing long wait times for appointments, with an average wait time of 30 days for non-urgent consultations, which is causing a 20% decrease in patient satisfaction scores and a 10% decline in patient retention, resulting in an estimated annual loss of £500,000.
Business Problem Statement: Our digital publishing platform was designed to provide readers with seamless access to a wide range of high-quality content and to facilitate efficient content management for our authors and editors.
We have observed through user feedback and analytics that the platform is experiencing significant downtime and slow load times.
The product isn’t meeting these goals, which is causing frustration among our users, leading to a decline in user engagement and satisfaction, and ultimately resulting in a decrease in our readership and potential loss of revenue.
When work is just presented as “solutions to implement,” it’s easy for teams to lose track of the actual problem. It’s like trying to put out a fire with a garden hose because, hey, water is water, right? But no — what you really need is to stop the sparks. A Business Problem Statement refocuses everyone on the real issue, so you’re not just slapping band-aids on things.
Here are a few benefits:
Empathy : Teams gain a deeper understanding of business/users’ pain points, resulting in solutions that better meet actual needs.
Ownership : Framing work as a problem to solve allows more team members to take ownership of creating fit-for-purpose solutions.
Creativity : A well-defined problem opens up space for creative problem-solving and prevents teams from locking into a pre-set solution.
Engagement : Solving real problems fosters higher engagement from team members, as their work becomes directly connected to business and user outcomes
Here are a few recommendations that I have learnt while working in tranches
Use the Whole Team : Don’t involve only a selected few. Involve the entire team in crafting problem statements. This ensures diverse perspectives and shared understanding across departments.
Focus on the ‘Why’ : Always ask why this problem is worth solving. Define the purpose behind the business challenge to ensure the problem is meaningful and relevant.
Avoid Jumping to Solutions : Do not specify solutions in the problem statement. This can limit creativity and lock the team into predefined ideas, reducing their ability to think outside the box.
Select the Right Level : Define problems that your team can realistically solve. Avoid high-level issues that are beyond the team’s influence or authority.
Continuous Refinement : Treat problem statements as living documents. As new data, feedback, and insights emerge, refine the statement to bring more clarity and focus.
Next time someone asks, “Why are we doing this?” , don’t let panic set in — channel your inner Simon Sinek and start with why . A well-defined Business Problem Statement is your secret weapon for keeping teams focused on solving the real issues. It aligns the team with clear goals, avoids jumping to premature solutions, and fosters creativity and ownership. So, whether you’re tackling customer churn, appointment scheduling issues, or platform performance, having a solid problem statement will always lead you to the right solution — and trust me, that’s far more rewarding than just guessing and hoping for the best!
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Video:- Shrinking Vessel. 2. Marshmallow Spaghetti Tower Training Activity: "Marshmallow Spaghetti Tower" is one of the creative, engaging and complex problem solving activities for adults where teams use spaghetti, tape, and string to build the tallest possible structure that can support a marshmallow on top.
Teams can also use this template to facilitate problem-solving meetings. ... Problem statements are used in business settings and academic research to clearly define a problem that needs to be solved. A well-written statement is concise, narrow in focus, and based on evidence. ... Some templates, such as a problem statement worksheet, are ...
For Business. Join Mind Tools. ... Team Building Exercises - Problem Solving and Decision Making Fun Ways to Turn Problems Into Opportunities. MTCT. Written by the Mind Tools Content Team , This premium resource is exclusive to Mind Tools Members. To continue, you will need to either login or join Mind Tools. ...
May 14, 2023 - Leaders today are confronted with more problems, of greater magnitude, than ever before. In these volatile times, it's natural to react based on what's worked best in the past. But when you're solving the toughest business challenges on an ongoing basis, it's crucial to start from a place of awareness.
Simple | Detailed. A3 thinking is a logical and structured approach to problem solving adopted by Lean organizations around the world. It can be used for most kinds of problems and in any part of the business. This A3 template uses a four stages model that is based on the PDCA management philosophy. It makes the problem-solving progress visible to the entire team while allowing the lessons to ...
Includes best practices, examples, and a free problem statement template at the bottom. "A problem well stated is a problem half solved.". - Charles Kettering, Early 1900s American Inventor. I remember my first day on my first project at McKinsey, the partner got the team in a room for us to spend a few hours "defining the problem ...
1. Problem definition. A thorough understanding and crisp definition of the problem. 2. The problem-solving process. Structuring the problem, prioritizing the issues, planning analyses, conducting analyses, synthesizing findings, and developing recommendations. 3. Distinctiveness practices.
Get the full version:Multiplication Word Problems - Equal Groups - Arrays This resource includes 2 multiplication word problems (1 digit X 1 digit). Each problem requires students
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 ...
Print Worksheet. 1. The first step in effectively solving a business problem is to _____. Identify the problem. Come up with solutions. Pick a solution. Monitor the outcomes. 2.
Structured Problem Solving. Problem solving is different to worrying or ruminating. Worrying and ruminating are passive, unhelpful processes where we shift from one thought to the next without fully processing our worries. We don't come up with a solution or a plan for action. In contrast, problem solving is when we spend some time thinking ...
Problem-solving is a critical skill and team building problem solving activities can help your team have fun while sharpening their skills. Phone 1-800-565-8735. ... In this article, 6 business leaders from across a variety of industries share their insights for how to manage remote teams effectively. Read More. April 2, 2024
Step-by-step problem solving worksheets: These worksheets guide us through the problem-solving process, providing prompts and questions to help us analyze the problem, generate solutions, and evaluate their effectiveness. Decision-making worksheets: Decision-making is a crucial aspect of problem solving. These worksheets focus on helping us ...
Publication date: 09/09/2011. In this lesson, students learn useful language for handling and solving problems at work. Vocabulary for describing different types of problems and solutions is studied. Students then listen to several dialogues and study the expressions used by the speakers to declare and diagnose a problem as well as make ...
Tailoring Problem-Solving Worksheets for Different Subjects Mathematics. Math problem-solving worksheets can be a playground for nurturing critical thinking. Through word problem worksheets, students not only practice calculations but also apply math concepts to real-world scenarios. Science. Scientific problem-solving worksheets ignite curiosity.
5-Step Problem-Solving Worksheet. The Happier Therapy editorial team is made up of Masters and PhD counselling psychologists. Each worksheet is created by a team member with exposure to and experience in the subject matter. The worksheet then gets reviewed by a more senior editorial member. This is someone with extensive knowledge of the ...
Problem-Solving Therapy aims to reduce the incidence and impact of mental health disorders and improve wellbeing by helping clients face life's difficulties (Dobson, 2011). This article introduces Problem-Solving Therapy and offers techniques, activities, and worksheets that mental health professionals can use with clients.
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.
Publication date: 05/31/2011. This lesson teaches useful expressions for discussing problems and possible solutions. Through listening and role play, the students learn how to make, ask for and respond to suggestions in a variety of ways. The lesson plan includes an animated video version of the dialogue. Share this audio.
A well-crafted Business Problem Statement is key to guiding your team toward the right solutions, rather than jumping to conclusions. This article explores how to create impactful problem statements by focusing on the "Why," "What," and "Who" behind business challenges. With real-life examples from e-commerce, healthcare, and publishing, learn how to foster creativity, empathy, and ownership ...
The Problem solving in practice interactive worksheet introduces some of the themes from the full lesson plan and gives students some practical strategies for problem solving, including introducing the six stages of problem solving. The worksheet can be printed or completed digitally, so can be used flexibly to give students practise putting ...
worksheet. Guide your clients and groups through the problem solving process with the help of the Problem Solving Packet. Each page covers one of five problem solving steps with a rationale, tips, and questions. The steps include defining the problem, generating solutions, choosing one solution, implementing the solution, and reviewing the process.
What's included: 50 word problems - Print version50 word problems - Google SlidesPoster "Steps to Solve Word Problems"Poster "Solving Multiplication Word Problems"An. 2 nd - 4 th. Math, Problem Solving, Word Problems. Also included in: Word Problems - Addition, Subtraction, Multiplication, Division - Worksheets. $6.25.
Pair these problem solving task cards with the no-prep STEAM / STEM printable worksheet for a great back to school resource. Include them in your Makerspace, STEM bins, morning tubs, centers, as a reward, or as an activity for early finishers. Perfect for classrooms, homeschool, and even parents looking for fun, adv.