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Problem Solving Techniques for Project Managers

Learn which problem solving techniques and strategies can help you effectively handle the challenges you face in your projects.

Problem Solving Techniques: A 5-Step Approach

Some problems are small and can be resolved quickly. Other problems are large and may require significant time and effort to solve. These larger problems are often tackled by turning them into formal projects.

"A project is a problem scheduled for solution."

- Joseph M. Juran

Problem Solving is one of the Tools & Techniques used for Managing Quality and Controlling Resources.

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Whether the problem you are focusing on is small or large, using a systematic approach for solving it will help you be a more effective project manager.

This approach defines five problem solving steps you can use for most problems...

Define the Problem

Determine the causes, generate ideas, select the best solution, take action.

The most important of the problem solving steps is to define the problem correctly. The way you define the problem will determine how you attempt to solve it.

For example, if you receive a complaint about one of your project team members from a client, the solutions you come up with will be different based on the way you define the problem.

If you define the problem as poor performance by the team member you will develop different solutions than if you define the problem as poor expectation setting with the client.

Once you have defined the problem, you are ready to dig deeper and start to determine what is causing it.  You can use a fishbone diagram to help you perform a cause and effect analysis.

If you consider the problem as a gap between where you are now and where you want to be, the causes of the problem are the obstacles that are preventing you from closing that gap immediately.

This level of analysis is important to make sure your solutions address the actual causes of the problem instead of the symptoms of the problem. If your solution fixes a symptom instead of an actual cause, the problem is likely to reoccur since it was never truly solved.

Once the hard work of defining the problem and determining its causes has been completed, it's time to get creative and develop possible solutions to the problem.

Two great problem solving methods you can use for coming up with solutions are brainstorming and mind mapping .

After you come up with several ideas that can solve the problem, one problem solving technique you can use to decide which one is the best solution to your problem is a simple trade-off analysis .

To perform the trade-off analysis, define the critical criteria for the problem that you can use to evaluate how each solution compares to each other. The evaluation can be done using a simple matrix. The highest ranking solution will be your best solution for this problem.

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Once you've determined which solution you will implement, it's time to take action. If the solution involves several actions or requires action from others, it is a good idea to create an action plan and treat it as a mini-project.

Using this simple five-step approach can increase the effectiveness of your problem solving skills .

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Related Articles About Problem Solving Techniques

Fishbone Diagram: Cause and Effect Analysis Using Ishikawa Diagrams

A fishbone diagram can help you perform a cause and effect analysis for a problem. Step-by-step instructions on how to create this type of diagram. Also known as Ishikara or Cause and Effect diagrams.

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Introduction to Problem Solving in Project Management

Definition and importance of problem solving.

Problem solving is the process of identifying and resolving issues or obstacles that arise during a project. It is a critical skill for project managers as it allows them to overcome challenges and ensure the successful completion of a project. Effective problem solving enables project managers to make informed decisions, mitigate risks, and maintain project timelines and budgets.

Role of Problem Solving in Project Management

Problem solving plays a central role in project management. It helps project managers identify and address issues that may hinder project progress. By actively solving problems, project managers can minimize the impact of obstacles on project outcomes and ensure that the project stays on track.

Benefits of Effective Problem Solving

Effective problem solving in project management offers several benefits. It improves project efficiency by eliminating roadblocks and streamlining processes. It enhances team collaboration and communication as team members work together to find solutions. It also boosts stakeholder satisfaction by addressing their concerns and delivering successful project outcomes.

Understanding the Problem

Identifying and defining the problem.

In order to solve a problem, project managers must first identify and define it clearly. This involves gathering relevant information and data related to the problem. By understanding the problem statement, project managers can analyze its root causes and develop appropriate solutions.

1. Gathering Information and Data

Project managers should gather all available information and data related to the problem. This may include project documentation, stakeholder feedback, and historical data. By collecting comprehensive information, project managers can gain a holistic view of the problem and make informed decisions.

2. Analyzing the Problem Statement

Once the problem is identified, project managers need to analyze its statement. This involves breaking down the problem into its components and understanding its impact on the project. By analyzing the problem statement, project managers can prioritize their efforts and focus on the most critical aspects.

Determining the Root Cause of the Problem

Identifying the root cause of a problem is essential for effective problem solving. It allows project managers to address the underlying issues rather than just treating the symptoms. Various techniques can be used for root cause analysis, such as the fishbone diagram and the 5 Whys technique.

1. Techniques for Root Cause Analysis

The fishbone diagram, also known as the Ishikawa diagram, is a visual tool that helps identify the root causes of a problem. It categorizes potential causes into different branches, such as people, process, equipment, and environment. By analyzing these branches, project managers can pinpoint the root cause.

2. Importance of Identifying the Root Cause

Identifying the root cause is crucial because it allows project managers to implement targeted solutions. By addressing the underlying issue, project managers can prevent the problem from recurring in the future and ensure long-term project success.

Developing Problem Solving Strategies

Brainstorming techniques.

Brainstorming is a creative problem-solving technique that encourages the generation of ideas and solutions. There are various brainstorming techniques, including traditional brainstorming and mind mapping.

1. Traditional Brainstorming

Traditional brainstorming involves a group of individuals coming together to generate ideas. Participants freely share their thoughts and suggestions without any judgment or criticism. This technique encourages the exploration of diverse perspectives and fosters creativity.

2. Mind Mapping

Mind mapping is a visual brainstorming technique that helps organize ideas and connections. It involves creating a central idea or problem statement and branching out with related ideas. Mind mapping allows project managers to visualize the problem and its potential solutions.

Analytical Problem Solving Methods

Analytical problem-solving methods involve structured approaches to problem solving. Two commonly used methods are the fishbone diagram and the 5 Whys technique.

1. Fishbone Diagram

The fishbone diagram, as mentioned earlier, helps identify the root causes of a problem. By analyzing different branches, project managers can uncover the underlying factors contributing to the problem and develop appropriate solutions.

2. 5 Whys Technique

The 5 Whys technique involves asking “why” multiple times to uncover the root cause of a problem. By repeatedly asking why a problem occurred, project managers can dig deeper into the underlying causes and address them directly.

Decision-Making Approaches

Effective problem solving requires sound decision-making. Two decision-making approaches commonly used in project management are cost-benefit analysis and multi-criteria decision analysis.

1. Cost-Benefit Analysis

Cost-benefit analysis involves evaluating the costs and benefits associated with different solutions. Project managers weigh the potential advantages and disadvantages of each option to make an informed decision. This approach helps prioritize solutions based on their potential impact.

2. Multi-Criteria Decision Analysis

Multi-criteria decision analysis considers multiple factors or criteria when making a decision. Project managers assign weights to each criterion based on its importance and evaluate potential solutions accordingly. This approach ensures a comprehensive evaluation of available options.

Implementing the Solution

Creating an action plan.

Once a solution is determined, project managers need to create an action plan to implement it successfully. This involves setting clear objectives and goals and assigning tasks and responsibilities to team members.

1. Setting Clear Objectives and Goals

Clear objectives and goals provide a roadmap for implementing the solution. Project managers should define specific, measurable, achievable, relevant, and time-bound (SMART) objectives to ensure clarity and focus.

2. Assigning Tasks and Responsibilities

Assigning tasks and responsibilities ensures that each team member knows their role in implementing the solution. Project managers should clearly communicate expectations and deadlines to facilitate smooth execution.

Executing the Action Plan

During the implementation phase, project managers need to monitor progress and make necessary adjustments. Effective communication and collaboration among team members are crucial for successful execution.

1. Monitoring Progress and Making Adjustments

Project managers should regularly monitor the progress of the action plan and identify any deviations or roadblocks. By making timely adjustments, project managers can ensure that the solution stays on track and achieves the desired results.

2. Communication and Collaboration During Implementation

Open and transparent communication is essential during the implementation phase. Project managers should encourage team members to share updates, challenges, and suggestions. Collaboration fosters a supportive environment and enhances problem-solving capabilities.

Evaluating the Solution

Assessing the effectiveness of the solution.

After implementing the solution, project managers need to assess its effectiveness. This involves measuring outcomes and results and collecting feedback from stakeholders.

1. Measuring Outcomes and Results

Project managers should measure the outcomes and results achieved through the implemented solution. This may include evaluating key performance indicators (KPIs) and comparing them to the initial problem statement. Measuring outcomes provides insights into the solution’s effectiveness.

2. Collecting Feedback from Stakeholders

Feedback from stakeholders is invaluable for evaluating the solution. Project managers should actively seek feedback from team members, clients, and other relevant stakeholders. Their perspectives can highlight areas of improvement and inform future problem-solving strategies.

Identifying Lessons Learned

Documenting successes and failures is crucial for continuous improvement. Project managers should identify and document lessons learned from the problem-solving process.

1. Documenting Successes and Failures

Project managers should record both successful and unsuccessful problem-solving experiences. Documenting successes helps replicate effective strategies in future projects, while documenting failures allows project managers to learn from mistakes and avoid similar pitfalls.

2. Incorporating Lessons into Future Projects

Lessons learned should be incorporated into future projects to enhance problem-solving capabilities. Project managers can create knowledge repositories or conduct training sessions to share best practices and ensure continuous improvement.

Continuous Improvement

Encouraging a culture of continuous improvement.

To foster continuous improvement, project managers should encourage a culture that values learning and innovation. Team members should feel empowered to suggest improvements and experiment with new problem-solving techniques.

Implementing Feedback Loops and Learning Mechanisms

Feedback loops and learning mechanisms facilitate continuous improvement. Project managers should establish regular feedback sessions, retrospectives, or post-project reviews to gather insights and identify areas for growth.

Leveraging Problem-Solving Skills for Future Projects

Problem-solving skills developed during a project can be leveraged for future projects. Project managers should encourage team members to apply their problem-solving expertise and share their insights with colleagues.

Recap of Key Points Discussed

In this article, we explored the importance of problem solving in project management. We discussed the definition and benefits of effective problem solving, as well as the role it plays in project success. We also delved into understanding the problem, developing problem-solving strategies, implementing the solution, evaluating its effectiveness, and embracing continuous improvement.

Importance of Ongoing Problem-Solving Skills in Project Management

Ongoing problem-solving skills are essential for project managers to navigate challenges and ensure project success. By continuously improving their problem-solving capabilities, project managers can adapt to changing circumstances, mitigate risks, and deliver exceptional results.

Final Thoughts and Recommendations

To excel in problem solving, project managers should stay updated with industry best practices and leverage available tools and techniques. They should foster a collaborative and innovative environment that encourages creativity and critical thinking. By prioritizing problem solving, project managers can overcome obstacles and drive project success.

Related Terms

How to assess problem-solving skills for project managers

Being able to accurately assess a team member’s mastery of problem solving when managing a project is something of a hot topic. Every organization wants to future proof its activities, and problem-solving is typically seen as a magic bullet in this regard.

But what do we actually mean by problem solving skills, and how can these skills be accurately assessed?

There’s been a lot of chatter about whether or not problem solving is a soft skill , and this is at the heart of where the difficulty in assessing them often lies. Usually, problem solving involves a variety of other soft skill sets, such as decision-making, analysis, leadership skills, communication and creativity . So, yes, alongside being a great personal strength, for the most part it is considered to be a soft skill rather than something that’s learned through education or training . That said, the particular methods and processes that project managers in particular use to problem solve – those would be considered a hard skill.

For project managers and project teams , problem solving is their bread and butter and it relies on a huge variety of different techniques and skills that successful problem solvers will all be proficient in, so it’s no wonder that organizations are keen to accurately assess these skills so they can work together even more efficiently .

Why is problem-solving an essential skill?

These skills are a must-have for managers and pretty much all senior roles. In fact, they could be seen as an asset in any team. It wouldn’t be entirely unrealistic to say that good problem solvers are also often the people who most frequently come up with better ways to do things, fresh ideas and their communication skills are often top notch. And as far as employability skills are concerned , problem solvers are right there at the top.

Solving the proficiency question

Picture the scene: you’ve got a great team, but you want to be even better and you may even bring someone new onboard. On paper, everyone has great problem-solving skills, but you want to deep dive a little more and identify ways to work even more efficiently as a team.

This is an important thing to know (especially if you want to bring new people onboard), because according to recent research , up to 85% of resumes contain misleading statements and interviews alone are not always great predictors of role suitability and performance . In an ideal world, you’d start assessing these skills at the point of the recruitment process. Can they be measured by figures, or is it more complex than that?

The traditional approach would be to assess for problem solving skills in one of two ways.  Firstly, you could ask for examples of when the candidate previously solved a problem successfully. There’s quite a lot of merit in this approach: you’d get a feel for how comfortable the candidate is with talking about problem solving , whether something immediately came to mind, and whether or not they had the knowledge to back up what they’d written on their resume.

Another way to test their problem-solving mettle would be to provide a hypothetical scenario and ask for their take on it . Much like the previous approach, this would allow you to assess their response and get a feel for their way of working.

Depending on the organization you work for and the role you undertake, you could be looking for very different things than say, your friend who works in a different industry. But overall, checking out someone’s problem solving skills can be a great way to find out how a person uses creativity, logic, and analytical skills to get to the bottom of really complex issues and situations.

In the case of teams already in situ, you could use these same techniques in a cross-functional workshop environment .

Why do we care so much about problem solving?

Because quite simply, it’s about overcoming obstacles . In fact, this is often what is described as the ‘ultimate goal’ of problem solving from a project management approach.  And while what’s best for one situation may not be for another, it's hard to refute the fact that finding the best solution to resolve an issue is an alluring, if not downright attractive proposition. Problem solving involves a complex way of thinking, that covers discovery, analysis and resolution .

Of course, not everybody is good at problem solving. It’s not an innate skill and not everybody has the skillset required to carve a career out of finding solutions to other people’s problems, which is why it’s so important to use an objective way of gathering information about your workforce and their skill sets. The data you gather can and should be used to help you make informed decisions about who does what within your team and any continuous improvement measures that may be necessary.

Is there a winning strategy for assessing problem solving skills?

The answer is yes and no! It’s often possible to quantify things such as a person’s success ratio when it comes to reaching solutions, or to create a numerical value-based approach to the skills required for effective problem solving. There are also a number of frameworks and methods that can help a team assess and improve their problem solving skills.

Personality tests are often used in this scenario. These kinds of tests can help you spot patterns and characteristics that will likely be relevant to your role as well as putting the spotlight on how candidates will react in certain situations. 

Other employers prefer to use cognitive ability tests . These are all about aptitude and can be used to assess skills in the areas of verbal reasoning, critical thinking and other abilities which all feed into problem solving. These kinds of tests will provide a score which you can use for comparison and rating purposes.

When using these tests and assessing problem solving skills, it’s helpful to keep how you work front of mind as well. Afterall, if you have a hybrid or even a remote working model in place, this may be a better fit for some personality types or those with a more specific skill set. 

A focus on figures

Data analytics and problem-solving often go hand in hand. According to the abovementioned HRForecast* article, there are three key reasons why data analytics is important when it comes to problem solving, and how it can be used to measure improvements across your organization.

• Firstly, because it can help uncover hidden details , including trends. 
• Secondly, you’re more likely to be able to create automated models if you have a wealth of data, and this data can be used to help predict relevant solutions. 
• Thirdly, with relevant data analysis, you can efficiently store it and use later for solving other problems in more or less similar contexts. 

A complex framework

By and large though, a high performing team member who has strong patience, communication and cognitive skills is more likely to approach problem solving in a way that will lead to a successful outcome than not. However, there are a great many factors that can affect a person’s proficiency in problem solving, which makes it a complex beast to analyse. To be truly proficient in problem solving you need to really understand the problem that you’re dealing with . Without this, you’re extremely unlikely to be able to find a solution to your problem – no matter how good your skills are!

To understand the problem you’re facing, it’s important to see the bigger picture that surrounds it , the problems that might hold things up, as well as any key stakeholders, and whatever you identify as the root causes of the problem.

As a manager, you’ll want to look for team members who exhibit skills which more readily lend themselves to problem solving. While personality will play a part in this, communication, group working skills and cognitive skills should all be on your radar as the attributes that can lead to good problem solving.

Additionally, it’s worth noting that resources are an often-forgotten dependency when it comes to problem solving. Afterall, you can have the capabilities to solve problems, but if you don’t have the right resources to hand, you could find the process of solving your problem is seriously slowed down.

Think outside your organization

Another key piece of the problem-solving puzzle relates to external factors . What do we mean by external factors ? Well, things like competitors, economic circumstances and wider geo-political or environmental concerns. These things may not directly impact the problem you’re trying to solve, but they will have a knock-on effect to the overarching process, which means they shouldn’t be discounted.

What can we be sure about when it comes to assessing problem solving skills?

Effective problem-solving really does require a skill set that is both broad and allows teams and organizations to move forward to achieve their strategic and operational aims. 

It may not be black and white but experienced problem solvers understand the need to drill down into a problem so that they can then approach it in ‘chunks’ and increase the likelihood of coming up with a workable solution .

We’ve long been fascinated with the idea of problem solving, and in particular, solving the question of how to assess problem solving skills. We could be forgiven for thinking that it should be straightforward, but the reality is that problem solving is a much more complex process.

But in what is perhaps one of the most startling examples of why problem-solving skills are so important, the recent pandemic has made organizations of all shapes and sizes problem-solve on an almost unprecedented scale . Being able to quickly change ways of working , learn to use new pieces of tech and generally find work arounds for systems and processes that had been unchanged for years has been a critical element in the success or failure of organizations around the world.  

Now that a hybrid approach is an accepted part of the ‘new normal’, we’ve watched with interest the emerging design thinking methods and problem-solving strategies in companies. Over the last few years, they have become well and truly embedded in the everyday routines of many organizations, who once swore that traditional meetings and in-person discussions were the only way to solve a problem.

We like to think of problem-solving skills as a kind of superpower . Not dissimilar to thinking skills, they allow people to develop strategies that will inform their questions and ultimately lead to answers.

Your next steps

If you’re thinking about assessing problem solving skills within your team, or are looking for ways to assess those skills in a recruitment setting , it’s important to have a plan. Think about the end of goal of your assessment and then choose an approach that will support that.

Make sure you have the tools in place to allow your teams to problem solve to the absolute best of their ability. This may mean using new ways of holding workshops or switching to a design thinking approach and collaborating across a wider remote team.  Or it could be as simple as finding a way for every contributor to feel involved from wherever they are in the world.

Whatever you do, remember that in an age where the workplace is constantly evolving and economic turbulence looks set for some time, having a workforce that is both able and armed with the tools and culture to let them problem solve to a high level can truly be the difference between sinking or swimming.

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40 problem-solving techniques and processes

All teams and organizations encounter challenges. Approaching those challenges without a structured problem solving process can end up making things worse.

Proven problem solving techniques such as those outlined below can guide your group through a process of identifying problems and challenges , ideating on possible solutions , and then evaluating and implementing the most suitable .

In this post, you'll find problem-solving tools you can use to develop effective solutions. You'll also find some tips for facilitating the problem solving process and solving complex problems.

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What is problem solving?

Problem solving is a process of finding and implementing a solution to a challenge or obstacle. In most contexts, this means going through a problem solving process that begins with identifying the issue, exploring its root causes, ideating and refining possible solutions before implementing and measuring the impact of that solution.

For simple or small problems, it can be tempting to skip straight to implementing what you believe is the right solution. The danger with this approach is that without exploring the true causes of the issue, it might just occur again or your chosen solution may cause other issues.

Particularly in the world of work, good problem solving means using data to back up each step of the process, bringing in new perspectives and effectively measuring the impact of your solution.

Effective problem solving can help ensure that your team or organization is well positioned to overcome challenges, be resilient to change and create innovation. In my experience, problem solving is a combination of skillset, mindset and process, and it’s especially vital for leaders to cultivate this skill.

What is the seven step problem solving process?

A problem solving process is a step-by-step framework from going from discovering a problem all the way through to implementing a solution.

With practice, this framework can become intuitive, and innovative companies tend to have a consistent and ongoing ability to discover and tackle challenges when they come up.

You might see everything from a four step problem solving process through to seven steps. While all these processes cover roughly the same ground, I’ve found a seven step problem solving process is helpful for making all key steps legible.

We’ll outline that process here and then follow with techniques you can use to explore and work on that step of the problem solving process with a group.

The seven-step problem solving process is:

1. Problem identification 

The first stage of any problem solving process is to identify the problem(s) you need to solve. This often looks like using group discussions and activities to help a group surface and effectively articulate the challenges they’re facing and wish to resolve.

Be sure to align with your team on the exact definition and nature of the problem you’re solving. An effective process is one where everyone is pulling in the same direction – ensure clarity and alignment now to help avoid misunderstandings later.

2. Problem analysis and refinement

The process of problem analysis means ensuring that the problem you are seeking to solve is  the   right problem . Choosing the right problem to solve means you are on the right path to creating the right solution.

At this stage, you may look deeper at the problem you identified to try and discover the root cause at the level of people or process. You may also spend some time sourcing data, consulting relevant parties and creating and refining a problem statement.

Problem refinement means adjusting scope or focus of the problem you will be aiming to solve based on what comes up during your analysis. As you analyze data sources, you might discover that the root cause means you need to adjust your problem statement. Alternatively, you might find that your original problem statement is too big to be meaningful approached within your current project.

Remember that the goal of any problem refinement is to help set the stage for effective solution development and deployment. Set the right focus and get buy-in from your team here and you’ll be well positioned to move forward with confidence.

3. Solution generation

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

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

4. Solution development

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

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

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

5. Decision making and planning

Nearly there! Once you’ve got a set of possible, you’ll need to make a decision on which to implement. This can be a consensus-based group decision or it might be for a leader or major stakeholder to decide. You’ll find a set of effective decision making methods below.

Once your group has reached consensus and selected a solution, there are some additional actions that also need to be decided upon. You’ll want to work on allocating ownership of the project, figure out who will do what, how the success of the solution will be measured and decide the next course of action.

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

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

6. Solution implementation 

This is what we were waiting for! All problem solving processes have the end goal of implementing an effective and impactful solution that your group has confidence in.

Project management and communication skills are key here – your solution may need to adjust when out in the wild or you might discover new challenges along the way. For some solutions, you might also implement a test with a small group and monitor results before rolling it out to an entire company.

You should have a clear owner for your solution who will oversee the plans you made together and help ensure they’re put into place. This person will often coordinate the implementation team and set-up processes to measure the efficacy of your solution too.

7. Solution evaluation 

So you and your team developed a great solution to a problem and have a gut feeling it’s been solved. Work done, right? Wrong. All problem solving strategies benefit from evaluation, consideration, and feedback.

You might find that the solution does not work for everyone, might create new problems, or is potentially so successful that you will want to roll it out to larger teams or as part of other initiatives. 

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

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

It’s also worth underlining how important record keeping is throughout the problem solving process. If a solution didn’t work, you need to have the data and records to see why that was the case. If you go back to the drawing board, notes from the previous workshop can help save time.

What does an effective problem solving process look like?

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

The format of a workshop ensures that you can get buy-in from your group, encourage free-thinking and solution exploration before making a decision on what to implement following the session.

This Design Sprint 2.0 template is an effective problem solving process from top agency AJ&Smart. It’s a great format for the entire problem solving process, with four-days of workshops designed to surface issues, explore solutions and even test a solution.

Check it for an example of how you might structure and run a problem solving process and feel free to copy and adjust it your needs!

For a shorter process you can run in a single afternoon, this remote problem solving agenda will guide you effectively in just a couple of hours.

Whatever the length of your workshop, by using SessionLab, it’s easy to go from an idea to a complete agenda . Start by dragging and dropping your core problem solving activities into place . Add timings, breaks and necessary materials before sharing your agenda with your colleagues.

The resulting agenda will be your guide to an effective and productive problem solving session that will also help you stay organized on the day!

Complete problem-solving methods

In this section, we’ll look at in-depth problem-solving methods that provide a complete end-to-end process for developing effective solutions. These will help guide your team from the discovery and definition of a problem through to delivering the right solution.

If you’re looking for an all-encompassing method or problem-solving model, these processes are a great place to start. They’ll ask your team to challenge preconceived ideas and adopt a mindset for solving problems more effectively.

Six Thinking Hats

Individual approaches to solving a problem can be very different based on what team or role an individual holds. It can be easy for existing biases or perspectives to find their way into the mix, or for internal politics to direct a conversation.

Six Thinking Hats is a classic method for identifying the problems that need to be solved and enables your team to consider them from different angles, whether that is by focusing on facts and data, creative solutions, or by considering why a particular solution might not work.

Like all problem-solving frameworks, Six Thinking Hats is effective at helping teams remove roadblocks from a conversation or discussion and come to terms with all the aspects necessary to solve complex problems.

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

Lightning Decision Jam

Featured courtesy of Jonathan Courtney of AJ&Smart Berlin, Lightning Decision Jam is one of those strategies that should be in every facilitation toolbox. Exploring problems and finding solutions is often creative in nature, though as with any creative process, there is the potential to lose focus and get lost.

Unstructured discussions might get you there in the end, but it’s much more effective to use a method that creates a clear process and team focus.

In Lightning Decision Jam, participants are invited to begin by writing challenges, concerns, or mistakes on post-its without discussing them before then being invited by the moderator to present them to the group.

From there, the team vote on which problems to solve and are guided through steps that will allow them to reframe those problems, create solutions and then decide what to execute on. 

By deciding the problems that need to be solved as a team before moving on, this group process is great for ensuring the whole team is aligned and can take ownership over the next stages. 

Lightning Decision Jam (LDJ)   #action   #decision making   #problem solving   #issue analysis   #innovation   #design   #remote-friendly   It doesn’t matter where you work and what your job role is, if you work with other people together as a team, you will always encounter the same challenges: Unclear goals and miscommunication that cause busy work and overtime Unstructured meetings that leave attendants tired, confused and without clear outcomes. Frustration builds up because internal challenges to productivity are not addressed Sudden changes in priorities lead to a loss of focus and momentum Muddled compromise takes the place of clear decision- making, leaving everybody to come up with their own interpretation. In short, a lack of structure leads to a waste of time and effort, projects that drag on for too long and frustrated, burnt out teams. AJ&Smart has worked with some of the most innovative, productive companies in the world. What sets their teams apart from others is not better tools, bigger talent or more beautiful offices. The secret sauce to becoming a more productive, more creative and happier team is simple: Replace all open discussion or brainstorming with a structured process that leads to more ideas, clearer decisions and better outcomes. When a good process provides guardrails and a clear path to follow, it becomes easier to come up with ideas, make decisions and solve problems. This is why AJ&Smart created Lightning Decision Jam (LDJ). It’s a simple and short, but powerful group exercise that can be run either in-person, in the same room, or remotely with distributed teams.

Problem Definition Process

While problems can be complex, the problem-solving methods you use to identify and solve those problems can often be simple in design. 

By taking the time to truly identify and define a problem before asking the group to reframe the challenge as an opportunity, this method is a great way to enable change.

Begin by identifying a focus question and exploring the ways in which it manifests before splitting into five teams who will each consider the problem using a different method: escape, reversal, exaggeration, distortion or wishful. Teams develop a problem objective and create ideas in line with their method before then feeding them back to the group.

This method is great for enabling in-depth discussions while also creating space for finding creative solutions too!

Problem Definition   #problem solving   #idea generation   #creativity   #online   #remote-friendly   A problem solving technique to define a problem, challenge or opportunity and to generate ideas.

The 5 Whys 

Sometimes, a group needs to go further with their strategies and analyze the root cause at the heart of organizational issues. An RCA or root cause analysis is the process of identifying what is at the heart of business problems or recurring challenges. 

The 5 Whys is a simple and effective method of helping a group go find the root cause of any problem or challenge and conduct analysis that will deliver results. 

By beginning with the creation of a problem statement and going through five stages to refine it, The 5 Whys provides everything you need to truly discover the cause of an issue.

The 5 Whys   #hyperisland   #innovation   This simple and powerful method is useful for getting to the core of a problem or challenge. As the title suggests, the group defines a problems, then asks the question “why” five times, often using the resulting explanation as a starting point for creative problem solving.

World Cafe is a simple but powerful facilitation technique to help bigger groups to focus their energy and attention on solving complex problems.

World Cafe enables this approach by creating a relaxed atmosphere where participants are able to self-organize and explore topics relevant and important to them which are themed around a central problem-solving purpose. Create the right atmosphere by modeling your space after a cafe and after guiding the group through the method, let them take the lead!

Making problem-solving a part of your organization’s culture in the long term can be a difficult undertaking. More approachable formats like World Cafe can be especially effective in bringing people unfamiliar with workshops into the fold. 

World Cafe   #hyperisland   #innovation   #issue analysis   World Café is a simple yet powerful method, originated by Juanita Brown, for enabling meaningful conversations driven completely by participants and the topics that are relevant and important to them. Facilitators create a cafe-style space and provide simple guidelines. Participants then self-organize and explore a set of relevant topics or questions for conversation.

Discovery & Action Dialogue (DAD)

One of the best approaches is to create a safe space for a group to share and discover practices and behaviors that can help them find their own solutions.

With DAD, you can help a group choose which problems they wish to solve and which approaches they will take to do so. It’s great at helping remove resistance to change and can help get buy-in at every level too!

This process of enabling frontline ownership is great in ensuring follow-through and is one of the methods you will want in your toolbox as a facilitator.

Discovery & Action Dialogue (DAD)   #idea generation   #liberating structures   #action   #issue analysis   #remote-friendly   DADs make it easy for a group or community to discover practices and behaviors that enable some individuals (without access to special resources and facing the same constraints) to find better solutions than their peers to common problems. These are called positive deviant (PD) behaviors and practices. DADs make it possible for people in the group, unit, or community to discover by themselves these PD practices. DADs also create favorable conditions for stimulating participants’ creativity in spaces where they can feel safe to invent new and more effective practices. Resistance to change evaporates as participants are unleashed to choose freely which practices they will adopt or try and which problems they will tackle. DADs make it possible to achieve frontline ownership of solutions.

Design Sprint 2.0

Want to see how a team can solve big problems and move forward with prototyping and testing solutions in a few days? The Design Sprint 2.0 template from Jake Knapp, author of Sprint, is a complete agenda for a with proven results.

Developing the right agenda can involve difficult but necessary planning. Ensuring all the correct steps are followed can also be stressful or time-consuming depending on your level of experience.

Use this complete 4-day workshop template if you are finding there is no obvious solution to your challenge and want to focus your team around a specific problem that might require a shortcut to launching a minimum viable product or waiting for the organization-wide implementation of a solution.

Open space technology

Open space technology- developed by Harrison Owen – creates a space where large groups are invited to take ownership of their problem solving and lead individual sessions. Open space technology is a great format when you have a great deal of expertise and insight in the room and want to allow for different takes and approaches on a particular theme or problem you need to be solved.

Start by bringing your participants together to align around a central theme and focus their efforts. Explain the ground rules to help guide the problem-solving process and then invite members to identify any issue connecting to the central theme that they are interested in and are prepared to take responsibility for.

Once participants have decided on their approach to the core theme, they write their issue on a piece of paper, announce it to the group, pick a session time and place, and post the paper on the wall. As the wall fills up with sessions, the group is then invited to join the sessions that interest them the most and which they can contribute to, then you’re ready to begin!

Everyone joins the problem-solving group they’ve signed up to, record the discussion and if appropriate, findings can then be shared with the rest of the group afterward.

Open Space Technology   #action plan   #idea generation   #problem solving   #issue analysis   #large group   #online   #remote-friendly   Open Space is a methodology for large groups to create their agenda discerning important topics for discussion, suitable for conferences, community gatherings and whole system facilitation

Techniques to identify and analyze problems

Using a problem-solving method to help a team identify and analyze a problem can be a quick and effective addition to any workshop or meeting.

While further actions are always necessary, you can generate momentum and alignment easily, and these activities are a great place to get started.

We’ve put together this list of techniques to help you and your team with problem identification, analysis, and discussion that sets the foundation for developing effective solutions.

Let’s take a look!

Fishbone Analysis

Organizational or team challenges are rarely simple, and it’s important to remember that one problem can be an indication of something that goes deeper and may require further consideration to be solved.

Fishbone Analysis helps groups to dig deeper and understand the origins of a problem. It’s a great example of a root cause analysis method that is simple for everyone on a team to get their head around. 

Participants in this activity are asked to annotate a diagram of a fish, first adding the problem or issue to be worked on at the head of a fish before then brainstorming the root causes of the problem and adding them as bones on the fish. 

Using abstractions such as a diagram of a fish can really help a team break out of their regular thinking and develop a creative approach.

Fishbone Analysis   #problem solving   ##root cause analysis   #decision making   #online facilitation   A process to help identify and understand the origins of problems, issues or observations.

Problem Tree 

Encouraging visual thinking can be an essential part of many strategies. By simply reframing and clarifying problems, a group can move towards developing a problem solving model that works for them. 

In Problem Tree, groups are asked to first brainstorm a list of problems – these can be design problems, team problems or larger business problems – and then organize them into a hierarchy. The hierarchy could be from most important to least important or abstract to practical, though the key thing with problem solving games that involve this aspect is that your group has some way of managing and sorting all the issues that are raised.

Once you have a list of problems that need to be solved and have organized them accordingly, you’re then well-positioned for the next problem solving steps.

Problem tree   #define intentions   #create   #design   #issue analysis   A problem tree is a tool to clarify the hierarchy of problems addressed by the team within a design project; it represents high level problems or related sublevel problems.

SWOT Analysis

Chances are you’ve heard of the SWOT Analysis before. This problem-solving method focuses on identifying strengths, weaknesses, opportunities, and threats is a tried and tested method for both individuals and teams.

Start by creating a desired end state or outcome and bare this in mind – any process solving model is made more effective by knowing what you are moving towards. Create a quadrant made up of the four categories of a SWOT analysis and ask participants to generate ideas based on each of those quadrants.

Once you have those ideas assembled in their quadrants, cluster them together based on their affinity with other ideas. These clusters are then used to facilitate group conversations and move things forward. 

SWOT analysis   #gamestorming   #problem solving   #action   #meeting facilitation   The SWOT Analysis is a long-standing technique of looking at what we have, with respect to the desired end state, as well as what we could improve on. It gives us an opportunity to gauge approaching opportunities and dangers, and assess the seriousness of the conditions that affect our future. When we understand those conditions, we can influence what comes next.

Agreement-Certainty Matrix

Not every problem-solving approach is right for every challenge, and deciding on the right method for the challenge at hand is a key part of being an effective team.

The Agreement Certainty matrix helps teams align on the nature of the challenges facing them. By sorting problems from simple to chaotic, your team can understand what methods are suitable for each problem and what they can do to ensure effective results. 

If you are already using Liberating Structures techniques as part of your problem-solving strategy, the Agreement-Certainty Matrix can be an invaluable addition to your process. We’ve found it particularly if you are having issues with recurring problems in your organization and want to go deeper in understanding the root cause. 

Agreement-Certainty Matrix   #issue analysis   #liberating structures   #problem solving   You can help individuals or groups avoid the frequent mistake of trying to solve a problem with methods that are not adapted to the nature of their challenge. The combination of two questions makes it possible to easily sort challenges into four categories: simple, complicated, complex , and chaotic .  A problem is simple when it can be solved reliably with practices that are easy to duplicate.  It is complicated when experts are required to devise a sophisticated solution that will yield the desired results predictably.  A problem is complex when there are several valid ways to proceed but outcomes are not predictable in detail.  Chaotic is when the context is too turbulent to identify a path forward.  A loose analogy may be used to describe these differences: simple is like following a recipe, complicated like sending a rocket to the moon, complex like raising a child, and chaotic is like the game “Pin the Tail on the Donkey.”  The Liberating Structures Matching Matrix in Chapter 5 can be used as the first step to clarify the nature of a challenge and avoid the mismatches between problems and solutions that are frequently at the root of chronic, recurring problems.

Organizing and charting a team’s progress can be important in ensuring its success. SQUID (Sequential Question and Insight Diagram) is a great model that allows a team to effectively switch between giving questions and answers and develop the skills they need to stay on track throughout the process. 

Begin with two different colored sticky notes – one for questions and one for answers – and with your central topic (the head of the squid) on the board. Ask the group to first come up with a series of questions connected to their best guess of how to approach the topic. Ask the group to come up with answers to those questions, fix them to the board and connect them with a line. After some discussion, go back to question mode by responding to the generated answers or other points on the board.

It’s rewarding to see a diagram grow throughout the exercise, and a completed SQUID can provide a visual resource for future effort and as an example for other teams.

SQUID   #gamestorming   #project planning   #issue analysis   #problem solving   When exploring an information space, it’s important for a group to know where they are at any given time. By using SQUID, a group charts out the territory as they go and can navigate accordingly. SQUID stands for Sequential Question and Insight Diagram.

To continue with our nautical theme, Speed Boat is a short and sweet activity that can help a team quickly identify what employees, clients or service users might have a problem with and analyze what might be standing in the way of achieving a solution.

Methods that allow for a group to make observations, have insights and obtain those eureka moments quickly are invaluable when trying to solve complex problems.

In Speed Boat, the approach is to first consider what anchors and challenges might be holding an organization (or boat) back. Bonus points if you are able to identify any sharks in the water and develop ideas that can also deal with competitors!   

Speed Boat   #gamestorming   #problem solving   #action   Speedboat is a short and sweet way to identify what your employees or clients don’t like about your product/service or what’s standing in the way of a desired goal.

The Journalistic Six

Some of the most effective ways of solving problems is by encouraging teams to be more inclusive and diverse in their thinking.

Based on the six key questions journalism students are taught to answer in articles and news stories, The Journalistic Six helps create teams to see the whole picture. By using who, what, when, where, why, and how to facilitate the conversation and encourage creative thinking, your team can make sure that the problem identification and problem analysis stages of the are covered exhaustively and thoughtfully. Reporter’s notebook and dictaphone optional.

The Journalistic Six – Who What When Where Why How   #idea generation   #issue analysis   #problem solving   #online   #creative thinking   #remote-friendly   A questioning method for generating, explaining, investigating ideas.

Individual and group perspectives are incredibly important, but what happens if people are set in their minds and need a change of perspective in order to approach a problem more effectively?

Flip It is a method we love because it is both simple to understand and run, and allows groups to understand how their perspectives and biases are formed. 

Participants in Flip It are first invited to consider concerns, issues, or problems from a perspective of fear and write them on a flip chart. Then, the group is asked to consider those same issues from a perspective of hope and flip their understanding.  

No problem and solution is free from existing bias and by changing perspectives with Flip It, you can then develop a problem solving model quickly and effectively.

Flip It!   #gamestorming   #problem solving   #action   Often, a change in a problem or situation comes simply from a change in our perspectives. Flip It! is a quick game designed to show players that perspectives are made, not born.

LEGO Challenge

Now for an activity that is a little out of the (toy) box. LEGO Serious Play is a facilitation methodology that can be used to improve creative thinking and problem-solving skills. 

The LEGO Challenge includes giving each member of the team an assignment that is hidden from the rest of the group while they create a structure without speaking.

What the LEGO challenge brings to the table is a fun working example of working with stakeholders who might not be on the same page to solve problems. Also, it’s LEGO! Who doesn’t love LEGO! 

LEGO Challenge   #hyperisland   #team   A team-building activity in which groups must work together to build a structure out of LEGO, but each individual has a secret “assignment” which makes the collaborative process more challenging. It emphasizes group communication, leadership dynamics, conflict, cooperation, patience and problem solving strategy.

What, So What, Now What?

If not carefully managed, the problem identification and problem analysis stages of the problem-solving process can actually create more problems and misunderstandings.

The What, So What, Now What? problem-solving activity is designed to help collect insights and move forward while also eliminating the possibility of disagreement when it comes to identifying, clarifying, and analyzing organizational or work problems. 

Facilitation is all about bringing groups together so that might work on a shared goal and the best problem-solving strategies ensure that teams are aligned in purpose, if not initially in opinion or insight.

Throughout the three steps of this game, you give everyone on a team to reflect on a problem by asking what happened, why it is important, and what actions should then be taken. 

This can be a great activity for bringing our individual perceptions about a problem or challenge and contextualizing it in a larger group setting. This is one of the most important problem-solving skills you can bring to your organization.

W³ – What, So What, Now What?   #issue analysis   #innovation   #liberating structures   You can help groups reflect on a shared experience in a way that builds understanding and spurs coordinated action while avoiding unproductive conflict. It is possible for every voice to be heard while simultaneously sifting for insights and shaping new direction. Progressing in stages makes this practical—from collecting facts about What Happened to making sense of these facts with So What and finally to what actions logically follow with Now What . The shared progression eliminates most of the misunderstandings that otherwise fuel disagreements about what to do. Voila!

Journalists  

Problem analysis can be one of the most important and decisive stages of all problem-solving tools. Sometimes, a team can become bogged down in the details and are unable to move forward.

Journalists is an activity that can avoid a group from getting stuck in the problem identification or problem analysis stages of the process.

In Journalists, the group is invited to draft the front page of a fictional newspaper and figure out what stories deserve to be on the cover and what headlines those stories will have. By reframing how your problems and challenges are approached, you can help a team move productively through the process and be better prepared for the steps to follow.

Journalists   #vision   #big picture   #issue analysis   #remote-friendly   This is an exercise to use when the group gets stuck in details and struggles to see the big picture. Also good for defining a vision.

Problem-solving techniques for brainstorming solutions

Now you have the context and background of the problem you are trying to solving, now comes the time to start ideating and thinking about how you’ll solve the issue.

Here, you’ll want to encourage creative, free thinking and speed. Get as many ideas out as possible and explore different perspectives so you have the raw material for the next step.

Looking at a problem from a new angle can be one of the most effective ways of creating an effective solution. TRIZ is a problem-solving tool that asks the group to consider what they must not do in order to solve a challenge.

By reversing the discussion, new topics and taboo subjects often emerge, allowing the group to think more deeply and create ideas that confront the status quo in a safe and meaningful way. If you’re working on a problem that you’ve tried to solve before, TRIZ is a great problem-solving method to help your team get unblocked.

Making Space with TRIZ   #issue analysis   #liberating structures   #issue resolution   You can clear space for innovation by helping a group let go of what it knows (but rarely admits) limits its success and by inviting creative destruction. TRIZ makes it possible to challenge sacred cows safely and encourages heretical thinking. The question “What must we stop doing to make progress on our deepest purpose?” induces seriously fun yet very courageous conversations. Since laughter often erupts, issues that are otherwise taboo get a chance to be aired and confronted. With creative destruction come opportunities for renewal as local action and innovation rush in to fill the vacuum. Whoosh!

Mindspin  

Brainstorming is part of the bread and butter of the problem-solving process and all problem-solving strategies benefit from getting ideas out and challenging a team to generate solutions quickly. 

With Mindspin, participants are encouraged not only to generate ideas but to do so under time constraints and by slamming down cards and passing them on. By doing multiple rounds, your team can begin with a free generation of possible solutions before moving on to developing those solutions and encouraging further ideation. 

This is one of our favorite problem-solving activities and can be great for keeping the energy up throughout the workshop. Remember the importance of helping people become engaged in the process – energizing problem-solving techniques like Mindspin can help ensure your team stays engaged and happy, even when the problems they’re coming together to solve are complex. 

MindSpin   #teampedia   #idea generation   #problem solving   #action   A fast and loud method to enhance brainstorming within a team. Since this activity has more than round ideas that are repetitive can be ruled out leaving more creative and innovative answers to the challenge.

The Creativity Dice

One of the most useful problem solving skills you can teach your team is of approaching challenges with creativity, flexibility, and openness. Games like The Creativity Dice allow teams to overcome the potential hurdle of too much linear thinking and approach the process with a sense of fun and speed. 

In The Creativity Dice, participants are organized around a topic and roll a dice to determine what they will work on for a period of 3 minutes at a time. They might roll a 3 and work on investigating factual information on the chosen topic. They might roll a 1 and work on identifying the specific goals, standards, or criteria for the session.

Encouraging rapid work and iteration while asking participants to be flexible are great skills to cultivate. Having a stage for idea incubation in this game is also important. Moments of pause can help ensure the ideas that are put forward are the most suitable. 

The Creativity Dice   #creativity   #problem solving   #thiagi   #issue analysis   Too much linear thinking is hazardous to creative problem solving. To be creative, you should approach the problem (or the opportunity) from different points of view. You should leave a thought hanging in mid-air and move to another. This skipping around prevents premature closure and lets your brain incubate one line of thought while you consciously pursue another.

Idea and Concept Development

Brainstorming without structure can quickly become chaotic or frustrating. In a problem-solving context, having an ideation framework to follow can help ensure your team is both creative and disciplined.

In this method, you’ll find an idea generation process that encourages your group to brainstorm effectively before developing their ideas and begin clustering them together. By using concepts such as Yes and…, more is more and postponing judgement, you can create the ideal conditions for brainstorming with ease.

Idea & Concept Development   #hyperisland   #innovation   #idea generation   Ideation and Concept Development is a process for groups to work creatively and collaboratively to generate creative ideas. It’s a general approach that can be adapted and customized to suit many different scenarios. It includes basic principles for idea generation and several steps for groups to work with. It also includes steps for idea selection and development.

Problem-solving techniques for developing and refining solutions 

The success of any problem-solving process can be measured by the solutions it produces. After you’ve defined the issue, explored existing ideas, and ideated, it’s time to develop and refine your ideas in order to bring them closer to a solution that actually solves the problem.

Use these problem-solving techniques when you want to help your team think through their ideas and refine them as part of your problem solving process.

Improved Solutions

After a team has successfully identified a problem and come up with a few solutions, it can be tempting to call the work of the problem-solving process complete. That said, the first solution is not necessarily the best, and by including a further review and reflection activity into your problem-solving model, you can ensure your group reaches the best possible result. 

One of a number of problem-solving games from Thiagi Group, Improved Solutions helps you go the extra mile and develop suggested solutions with close consideration and peer review. By supporting the discussion of several problems at once and by shifting team roles throughout, this problem-solving technique is a dynamic way of finding the best solution. 

Improved Solutions   #creativity   #thiagi   #problem solving   #action   #team   You can improve any solution by objectively reviewing its strengths and weaknesses and making suitable adjustments. In this creativity framegame, you improve the solutions to several problems. To maintain objective detachment, you deal with a different problem during each of six rounds and assume different roles (problem owner, consultant, basher, booster, enhancer, and evaluator) during each round. At the conclusion of the activity, each player ends up with two solutions to her problem.

Four Step Sketch

Creative thinking and visual ideation does not need to be confined to the opening stages of your problem-solving strategies. Exercises that include sketching and prototyping on paper can be effective at the solution finding and development stage of the process, and can be great for keeping a team engaged. 

By going from simple notes to a crazy 8s round that involves rapidly sketching 8 variations on their ideas before then producing a final solution sketch, the group is able to iterate quickly and visually. Problem-solving techniques like Four-Step Sketch are great if you have a group of different thinkers and want to change things up from a more textual or discussion-based approach.

Four-Step Sketch   #design sprint   #innovation   #idea generation   #remote-friendly   The four-step sketch is an exercise that helps people to create well-formed concepts through a structured process that includes: Review key information Start design work on paper,  Consider multiple variations , Create a detailed solution . This exercise is preceded by a set of other activities allowing the group to clarify the challenge they want to solve. See how the Four Step Sketch exercise fits into a Design Sprint

Ensuring that everyone in a group is able to contribute to a discussion is vital during any problem solving process. Not only does this ensure all bases are covered, but its then easier to get buy-in and accountability when people have been able to contribute to the process.

1-2-4-All is a tried and tested facilitation technique where participants are asked to first brainstorm on a topic on their own. Next, they discuss and share ideas in a pair before moving into a small group. Those groups are then asked to present the best idea from their discussion to the rest of the team.

This method can be used in many different contexts effectively, though I find it particularly shines in the idea development stage of the process. Giving each participant time to concretize their ideas and develop them in progressively larger groups can create a great space for both innovation and psychological safety.

1-2-4-All   #idea generation   #liberating structures   #issue analysis   With this facilitation technique you can immediately include everyone regardless of how large the group is. You can generate better ideas and more of them faster than ever before. You can tap the know-how and imagination that is distributed widely in places not known in advance. Open, generative conversation unfolds. Ideas and solutions are sifted in rapid fashion. Most importantly, participants own the ideas, so follow-up and implementation is simplified. No buy-in strategies needed! Simple and elegant!

15% Solutions

Some problems are simpler than others and with the right problem-solving activities, you can empower people to take immediate actions that can help create organizational change. 

Part of the liberating structures toolkit, 15% solutions is a problem-solving technique that focuses on finding and implementing solutions quickly. A process of iterating and making small changes quickly can help generate momentum and an appetite for solving complex problems.

Problem-solving strategies can live and die on whether people are onboard. Getting some quick wins is a great way of getting people behind the process.   

It can be extremely empowering for a team to realize that problem-solving techniques can be deployed quickly and easily and delineate between things they can positively impact and those things they cannot change. 

15% Solutions   #action   #liberating structures   #remote-friendly   You can reveal the actions, however small, that everyone can do immediately. At a minimum, these will create momentum, and that may make a BIG difference.  15% Solutions show that there is no reason to wait around, feel powerless, or fearful. They help people pick it up a level. They get individuals and the group to focus on what is within their discretion instead of what they cannot change.  With a very simple question, you can flip the conversation to what can be done and find solutions to big problems that are often distributed widely in places not known in advance. Shifting a few grains of sand may trigger a landslide and change the whole landscape.

Problem-solving techniques for making decisions and planning

After your group is happy with the possible solutions you’ve developed, now comes the time to choose which to implement. There’s more than one way to make a decision and the best option is often dependant on the needs and set-up of your group.

Sometimes, it’s the case that you’ll want to vote as a group on what is likely to be the most impactful solution. Other times, it might be down to a decision maker or major stakeholder to make the final decision. Whatever your process, here’s some techniques you can use to help you make a decision during your problem solving process.

How-Now-Wow Matrix

The problem-solving process is often creative, as complex problems usually require a change of thinking and creative response in order to find the best solutions. While it’s common for the first stages to encourage creative thinking, groups can often gravitate to familiar solutions when it comes to the end of the process. 

When selecting solutions, you don’t want to lose your creative energy! The How-Now-Wow Matrix from Gamestorming is a great problem-solving activity that enables a group to stay creative and think out of the box when it comes to selecting the right solution for a given problem.

Problem-solving techniques that encourage creative thinking and the ideation and selection of new solutions can be the most effective in organisational change. Give the How-Now-Wow Matrix a go, and not just for how pleasant it is to say out loud. 

How-Now-Wow Matrix   #gamestorming   #idea generation   #remote-friendly   When people want to develop new ideas, they most often think out of the box in the brainstorming or divergent phase. However, when it comes to convergence, people often end up picking ideas that are most familiar to them. This is called a ‘creative paradox’ or a ‘creadox’. The How-Now-Wow matrix is an idea selection tool that breaks the creadox by forcing people to weigh each idea on 2 parameters.

Impact and Effort Matrix

All problem-solving techniques hope to not only find solutions to a given problem or challenge but to find the best solution. When it comes to finding a solution, groups are invited to put on their decision-making hats and really think about how a proposed idea would work in practice. 

The Impact and Effort Matrix is one of the problem-solving techniques that fall into this camp, empowering participants to first generate ideas and then categorize them into a 2×2 matrix based on impact and effort.

Activities that invite critical thinking while remaining simple are invaluable. Use the Impact and Effort Matrix to move from ideation and towards evaluating potential solutions before then committing to them. 

Impact and Effort Matrix   #gamestorming   #decision making   #action   #remote-friendly   In this decision-making exercise, possible actions are mapped based on two factors: effort required to implement and potential impact. Categorizing ideas along these lines is a useful technique in decision making, as it obliges contributors to balance and evaluate suggested actions before committing to them.

If you’ve followed each of the problem-solving steps with your group successfully, you should move towards the end of your process with heaps of possible solutions developed with a specific problem in mind. But how do you help a group go from ideation to putting a solution into action? 

Dotmocracy – or Dot Voting -is a tried and tested method of helping a team in the problem-solving process make decisions and put actions in place with a degree of oversight and consensus. 

One of the problem-solving techniques that should be in every facilitator’s toolbox, Dot Voting is fast and effective and can help identify the most popular and best solutions and help bring a group to a decision effectively. 

Dotmocracy   #action   #decision making   #group prioritization   #hyperisland   #remote-friendly   Dotmocracy is a simple method for group prioritization or decision-making. It is not an activity on its own, but a method to use in processes where prioritization or decision-making is the aim. The method supports a group to quickly see which options are most popular or relevant. The options or ideas are written on post-its and stuck up on a wall for the whole group to see. Each person votes for the options they think are the strongest, and that information is used to inform a decision.

Straddling the gap between decision making and planning, MoSCoW is a simple and effective method that allows a group team to easily prioritize a set of possible options.

Use this method in a problem solving process by collecting and summarizing all your possible solutions and then categorize them into 4 sections: “Must have”, “Should have”, “Could have”, or “Would like but won‘t get”.

This method is particularly useful when its less about choosing one possible solution and more about prioritorizing which to do first and which may not fit in the scope of your project. In my experience, complex challenges often require multiple small fixes, and this method can be a great way to move from a pile of things you’d all like to do to a structured plan.

MoSCoW   #define intentions   #create   #design   #action   #remote-friendly   MoSCoW is a method that allows the team to prioritize the different features that they will work on. Features are then categorized into “Must have”, “Should have”, “Could have”, or “Would like but won‘t get”. To be used at the beginning of a timeslot (for example during Sprint planning) and when planning is needed.

When it comes to managing the rollout of a solution, clarity and accountability are key factors in ensuring the success of the project. The RAACI chart is a simple but effective model for setting roles and responsibilities as part of a planning session.

Start by listing each person involved in the project and put them into the following groups in order to make it clear who is responsible for what during the rollout of your solution.

• Responsibility  (Which person and/or team will be taking action?)
• Authority  (At what “point” must the responsible person check in before going further?)
• Accountability  (Who must the responsible person check in with?)
• Consultation  (Who must be consulted by the responsible person before decisions are made?)
• Information  (Who must be informed of decisions, once made?)

Ensure this information is easily accessible and use it to inform who does what and who is looped into discussions and kept up to date.

RAACI   #roles and responsibility   #teamwork   #project management   Clarifying roles and responsibilities, levels of autonomy/latitude in decision making, and levels of engagement among diverse stakeholders.

Problem-solving warm-up activities

All facilitators know that warm-ups and icebreakers are useful for any workshop or group process. Problem-solving workshops are no different.

Use these problem-solving techniques to warm up a group and prepare them for the rest of the process. Activating your group by tapping into some of the top problem-solving skills can be one of the best ways to see great outcomes from your session.

Check-in / Check-out

Solid processes are planned from beginning to end, and the best facilitators know that setting the tone and establishing a safe, open environment can be integral to a successful problem-solving process. Check-in / Check-out is a great way to begin and/or bookend a problem-solving workshop. Checking in to a session emphasizes that everyone will be seen, heard, and expected to contribute. 

If you are running a series of meetings, setting a consistent pattern of checking in and checking out can really help your team get into a groove. We recommend this opening-closing activity for small to medium-sized groups though it can work with large groups if they’re disciplined!

Check-in / Check-out   #team   #opening   #closing   #hyperisland   #remote-friendly   Either checking-in or checking-out is a simple way for a team to open or close a process, symbolically and in a collaborative way. Checking-in/out invites each member in a group to be present, seen and heard, and to express a reflection or a feeling. Checking-in emphasizes presence, focus and group commitment; checking-out emphasizes reflection and symbolic closure.

Doodling Together  

Thinking creatively and not being afraid to make suggestions are important problem-solving skills for any group or team, and warming up by encouraging these behaviors is a great way to start. 

Doodling Together is one of our favorite creative ice breaker games – it’s quick, effective, and fun and can make all following problem-solving steps easier by encouraging a group to collaborate visually. By passing cards and adding additional items as they go, the workshop group gets into a groove of co-creation and idea development that is crucial to finding solutions to problems. 

Doodling Together   #collaboration   #creativity   #teamwork   #fun   #team   #visual methods   #energiser   #icebreaker   #remote-friendly   Create wild, weird and often funny postcards together & establish a group’s creative confidence.

Show and Tell

You might remember some version of Show and Tell from being a kid in school and it’s a great problem-solving activity to kick off a session.

Asking participants to prepare a little something before a workshop by bringing an object for show and tell can help them warm up before the session has even begun! Games that include a physical object can also help encourage early engagement before moving onto more big-picture thinking.

By asking your participants to tell stories about why they chose to bring a particular item to the group, you can help teams see things from new perspectives and see both differences and similarities in the way they approach a topic. Great groundwork for approaching a problem-solving process as a team! 

Show and Tell   #gamestorming   #action   #opening   #meeting facilitation   Show and Tell taps into the power of metaphors to reveal players’ underlying assumptions and associations around a topic The aim of the game is to get a deeper understanding of stakeholders’ perspectives on anything—a new project, an organizational restructuring, a shift in the company’s vision or team dynamic.

Constellations

Who doesn’t love stars? Constellations is a great warm-up activity for any workshop as it gets people up off their feet, energized, and ready to engage in new ways with established topics. It’s also great for showing existing beliefs, biases, and patterns that can come into play as part of your session.

Using warm-up games that help build trust and connection while also allowing for non-verbal responses can be great for easing people into the problem-solving process and encouraging engagement from everyone in the group. Constellations is great in large spaces that allow for movement and is definitely a practical exercise to allow the group to see patterns that are otherwise invisible. 

Constellations   #trust   #connection   #opening   #coaching   #patterns   #system   Individuals express their response to a statement or idea by standing closer or further from a central object. Used with teams to reveal system, hidden patterns, perspectives.

Draw a Tree

Problem-solving games that help raise group awareness through a central, unifying metaphor can be effective ways to warm-up a group in any problem-solving model.

Draw a Tree is a simple warm-up activity you can use in any group and which can provide a quick jolt of energy. Start by asking your participants to draw a tree in just 45 seconds – they can choose whether it will be abstract or realistic. 

Once the timer is up, ask the group how many people included the roots of the tree and use this as a means to discuss how we can ignore important parts of any system simply because they are not visible.

All problem-solving strategies are made more effective by thinking of problems critically and by exposing things that may not normally come to light. Warm-up games like Draw a Tree are great in that they quickly demonstrate some key problem-solving skills in an accessible and effective way.

Draw a Tree   #thiagi   #opening   #perspectives   #remote-friendly   With this game you can raise awarness about being more mindful, and aware of the environment we live in.

Closing activities for a problem-solving process

Each step of the problem-solving workshop benefits from an intelligent deployment of activities, games, and techniques. Bringing your session to an effective close helps ensure that solutions are followed through on and that you also celebrate what has been achieved.

Here are some problem-solving activities you can use to effectively close a workshop or meeting and ensure the great work you’ve done can continue afterward.

One Breath Feedback

Maintaining attention and focus during the closing stages of a problem-solving workshop can be tricky and so being concise when giving feedback can be important. It’s easy to incur “death by feedback” should some team members go on for too long sharing their perspectives in a quick feedback round. 

One Breath Feedback is a great closing activity for workshops. You give everyone an opportunity to provide feedback on what they’ve done but only in the space of a single breath. This keeps feedback short and to the point and means that everyone is encouraged to provide the most important piece of feedback to them. 

One breath feedback   #closing   #feedback   #action   This is a feedback round in just one breath that excels in maintaining attention: each participants is able to speak during just one breath … for most people that’s around 20 to 25 seconds … unless of course you’ve been a deep sea diver in which case you’ll be able to do it for longer.

Who What When Matrix 

Matrices feature as part of many effective problem-solving strategies and with good reason. They are easily recognizable, simple to use, and generate results.

The Who What When Matrix is a great tool to use when closing your problem-solving session by attributing a who, what and when to the actions and solutions you have decided upon. The resulting matrix is a simple, easy-to-follow way of ensuring your team can move forward. 

Great solutions can’t be enacted without action and ownership. Your problem-solving process should include a stage for allocating tasks to individuals or teams and creating a realistic timeframe for those solutions to be implemented or checked out. Use this method to keep the solution implementation process clear and simple for all involved. 

Who/What/When Matrix   #gamestorming   #action   #project planning   With Who/What/When matrix, you can connect people with clear actions they have defined and have committed to.

Response cards

Group discussion can comprise the bulk of most problem-solving activities and by the end of the process, you might find that your team is talked out! 

Providing a means for your team to give feedback with short written notes can ensure everyone is head and can contribute without the need to stand up and talk. Depending on the needs of the group, giving an alternative can help ensure everyone can contribute to your problem-solving model in the way that makes the most sense for them.

Response Cards is a great way to close a workshop if you are looking for a gentle warm-down and want to get some swift discussion around some of the feedback that is raised. 

Response Cards   #debriefing   #closing   #structured sharing   #questions and answers   #thiagi   #action   It can be hard to involve everyone during a closing of a session. Some might stay in the background or get unheard because of louder participants. However, with the use of Response Cards, everyone will be involved in providing feedback or clarify questions at the end of a session.

Tips for effective problem solving

Problem-solving activities are only one part of the puzzle. While a great method can help unlock your team’s ability to solve problems, without a thoughtful approach and strong facilitation the solutions may not be fit for purpose.

Let’s take a look at some problem-solving tips you can apply to any process to help it be a success!

Clearly define the problem

Jumping straight to solutions can be tempting, though without first clearly articulating a problem, the solution might not be the right one. Many of the problem-solving activities below include sections where the problem is explored and clearly defined before moving on.

This is a vital part of the problem-solving process and taking the time to fully define an issue can save time and effort later. A clear definition helps identify irrelevant information and it also ensures that your team sets off on the right track.

Don’t jump to conclusions

It’s easy for groups to exhibit cognitive bias or have preconceived ideas about both problems and potential solutions. Be sure to back up any problem statements or potential solutions with facts, research, and adequate forethought.

The best techniques ask participants to be methodical and challenge preconceived notions. Make sure you give the group enough time and space to collect relevant information and consider the problem in a new way. By approaching the process with a clear, rational mindset, you’ll often find that better solutions are more forthcoming.  

Try different approaches  

Problems come in all shapes and sizes and so too should the methods you use to solve them. If you find that one approach isn’t yielding results and your team isn’t finding different solutions, try mixing it up. You’ll be surprised at how using a new creative activity can unblock your team and generate great solutions.

Don’t take it personally 

Depending on the nature of your team or organizational problems, it’s easy for conversations to get heated. While it’s good for participants to be engaged in the discussions, ensure that emotions don’t run too high and that blame isn’t thrown around while finding solutions.

You’re all in it together, and even if your team or area is seeing problems, that isn’t necessarily a disparagement of you personally. Using facilitation skills to manage group dynamics is one effective method of helping conversations be more constructive.

Get the right people in the room

Your problem-solving method is often only as effective as the group using it. Getting the right people on the job and managing the number of people present is important too!

If the group is too small, you may not get enough different perspectives to effectively solve a problem. If the group is too large, you can go round and round during the ideation stages.

Creating the right group makeup is also important in ensuring you have the necessary expertise and skillset to both identify and follow up on potential solutions. Carefully consider who to include at each stage to help ensure your problem-solving method is followed and positioned for success.

Create psychologically safe spaces for discussion

Identifying a problem accurately also requires that all members of a group are able to contribute their views in an open and safe manner.

It can be tough for people to stand up and contribute if the problems or challenges are emotive or personal in nature. Try and create a psychologically safe space for these kinds of discussions and where possible, create regular opportunities for challenges to be brought up organically.

Document everything

The best solutions can take refinement, iteration, and reflection to come out. Get into a habit of documenting your process in order to keep all the learnings from the session and to allow ideas to mature and develop. Many of the methods below involve the creation of documents or shared resources. Be sure to keep and share these so everyone can benefit from the work done!

Bring a facilitator 

Facilitation is all about making group processes easier. With a subject as potentially emotive and important as problem-solving, having an impartial third party in the form of a facilitator can make all the difference in finding great solutions and keeping the process moving. Consider bringing a facilitator to your problem-solving session to get better results and generate meaningful solutions!

Develop your problem-solving skills

It takes time and practice to be an effective problem solver. While some roles or participants might more naturally gravitate towards problem-solving, it can take development and planning to help everyone create better solutions.

You might develop a training program, run a problem-solving workshop or simply ask your team to practice using the techniques below. Check out our post on problem-solving skills to see how you and your group can develop the right mental process and be more resilient to issues too!

Design a great agenda

Workshops are a great format for solving problems. With the right approach, you can focus a group and help them find the solutions to their own problems. But designing a process can be time-consuming and finding the right activities can be difficult.

Check out our workshop planning guide to level-up your agenda design and start running more effective workshops. Need inspiration? Check out templates designed by expert facilitators to help you kickstart your process!

Save time and effort creating an effective problem solving process

A structured problem solving process is a surefire way of solving tough problems, discovering creative solutions and driving organizational change. But how can you design for successful outcomes?

With SessionLab, it’s easy to design engaging workshops that deliver results. Drag, drop and reorder blocks  to build your agenda. When you make changes or update your agenda, your session  timing   adjusts automatically , saving you time on manual adjustments.

Collaborating with stakeholders or clients? Share your agenda with a single click and collaborate in real-time. No more sending documents back and forth over email.

Explore  how to use SessionLab  to design effective problem solving workshops or  watch this five minute video  to see the planner in action!

Over to you

The problem-solving process can often be as complicated and multifaceted as the problems they are set-up to solve. With the right problem-solving techniques and a mix of exercises designed to guide discussion and generate purposeful ideas, we hope we’ve given you the tools to find the best solutions as simply and easily as possible.

Is there a problem-solving technique that you are missing here? Do you have a favorite activity or method you use when facilitating? Let us know in the comments below, we’d love to hear from you! 

James Smart is Head of Content at SessionLab. He’s also a creative facilitator who has run workshops and designed courses for establishments like the National Centre for Writing, UK. He especially enjoys working with young people and empowering others in their creative practice.

thank you very much for these excellent techniques

Certainly wonderful article, very detailed. Shared!

Your list of techniques for problem solving can be helpfully extended by adding TRIZ to the list of techniques. TRIZ has 40 problem solving techniques derived from methods inventros and patent holders used to get new patents. About 10-12 are general approaches. many organization sponsor classes in TRIZ that are used to solve business problems or general organiztational problems. You can take a look at TRIZ and dwonload a free internet booklet to see if you feel it shound be included per your selection process.

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Problem Solving

Problem solving is a valuable skill that can really only be learnt, and perfected, through continual practice. A wide range of problem solving models and techniques are available to assist in evaluating and solving diverse problems of varying degrees of complexity. As a manager you, are encouraged to find the model which best works for you - one that is flexible and can be adapted to suit your own specific circumstances. Over time, your model of choice should become an automatic and integral part of your working practices.

Problem Solving Definition

A problem is the distance between how things currently are and the way they should be. Problem solving forms the ‘bridge’ between these two elements. In order to close the gap, you need to understand the way things are (problem) and the way they ought to be (solution).

Difference Between Problem Solving And Decision Making

Although there is a clear distinction between problem solving and decision making, the two are often confused. Problem solving differs fundamentally from decision making. A problem occurs when something is not behaving as it should, something is deviating from the norm or something goes wrong. Decision making is a case of choosing between different alternatives. Decision making is required in response to the question: "Which computer shall I buy?" Problem solving is needed in response to the statement: "My computer won't work".

Most problem solving methods follow a common pattern, beginning with a definition of the problem, moving on to the consideration of potential solutions, and culminating with the selection, testing and implementation of a chosen course of action. Divergent thinking techniques can be helpful in generating creative ideas, while convergent thinking can assist in structuring and evaluating potential solutions.

Problems can be classified into one of two categories: the ‘fix-it’ or the ‘do-it’ scenario:

• Fix-it – solving an existing problem, (e.g. a current product range is falling short of its sales targets). An immediate short-term solution could be to increase marketing activity, for example.
• Do-it – moving you in the right direction for what you want to achieve, (e.g. a new product range needs to be introduced to compete with market rivals). This type of problem will require longer term planning in order to achieve its objectives.

Irrespective of the severity or complexity of the problem, the process should:

• be systematic and thorough
• provide evidence to show how the problem was solved
• avoid a rush to a solution without first understanding the cause of the problem
• enable possible causes to be assessed

Problem solving process and framework

Effective managers include below actions into their problem solving strategies.

• Define and understand the problem
• Assess the scale of the problem
• Gather relevant information
• Identify the root causes
• Test the hypothesis
• Involve others
• Consider the proposed solution(s)
• Test the proposed solution
• Champion your decision
• Monitor the results

To learn more about problem solving and detailed description of the action checklist, view the guide below:

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• General & Introductory Business & Management
• Production Operations Management
• Project Management

Project Based Problem Solving and Decision Making: A Guide for Project Managers

ISBN: 978-1-394-20785-5

October 2023

Harold Kerzner

A project manager’s guide to solving complex project issues and making strategic decisions

An everyday resource for project managers who are tasked with identifying and solving complex problems, Project Based Problem Solving and Decision Making offers valuable guidance on how to make informed decisions that move projects forward, provides project managers with expert advice for communicating clearly and effectively with team members and project stakeholders, and describes how to effectively lead project teams and empower team members to make strategic project decisions.

Written by Dr. Harold Kerzner, bestselling author and one of the leading minds in project management, Project Based Problem Solving and Decision Making includes information on:

• Developing effective problem-solving and decision-making???important skills for professional project managers
• Leading teams, setting and achieving goals, and making sure that projects are completed on time and within budget
• Identifying and solving problems that arise during complex projects, and making informed decisions that move projects forward
• Using a project-based approach: breaking the project down into smaller, manageable??chunks and tackling each one separately
• Focusing on specific problems or decisions and implementing solutions tailored to the??specific needs of the project

Project Based Problem Solving and Decision Making is an essential everyday resource for professional project managers, as well as students studying project management.

Dr. Kerzner is not only a world-renowned author in project management but also serves as the Senior Executive Director at the International Institute for Learning, Inc. (IIL). To explore more about IIL’s offerings, visit www.iil.com or get in touch via email at [email protected] .

Harold Kerzner, PhD (Boynton Beach, FL), is Senior Executive Director for Project Management at the International Institute for Learning, Inc. (IIL), USA.

International Institute for Learning, Inc. (IIL) is a global leader in professional training and comprehensive consulting services in the areas of project, program, and portfolio management, PRINCE2 ® , ITIL, Business Analysis, Microsoft ® Office Project and Project Server, and Lean Six Sigma.

15 Problem-Solving Strategies for Projects and Teams

In project management and team collaboration, problem-solving is the process of identifying and resolving issues that arise during a project. It is a crucial skill that helps fix broken processes, improve performance, and identify opportunities. Problem-solving enables project managers and team leaders to overcome challenges and achieve success.

In this blog article, we will explore 15 problem-solving strategies that can revolutionize your approach and help you achieve success. From effective communication techniques to fostering collaboration, these strategies are designed to tackle the most common obstacles encountered in project management. Get ready to unlock the potential of your projects and teams with these tried-and-tested problem-solving strategies!

The 5 Whys Analysis

This problem-solving technique aims to uncover a problem's underlying cause by repeatedly asking the question, "Why?". The goal is to dig deep and identify the root cause rather than addressing surface-level symptoms. By asking "Why?" five times or more, depending on the complexity of the problem, you and your team members can gain valuable insights into the chain of events or processes that led to the issue. This method helps expose weaknesses, improve processes, and achieve project goals.

SWOT Analysis in Project Management

A SWOT analysis is a valuable tool in project management that helps identify and evaluate the internal pros and cons, weaknesses and strengths, and the external impacts that can threaten your project. By examining these factors, project managers can better understand the project's current state and potential risks.

SWOT analysis provides insights that help decision-making, resource allocation, and risk mitigation strategies. It allows project teams to counter threats, address weaknesses, and capitalize on strengths, ultimately enhancing project success.

Bring in a Facilitator

A skilled facilitator can provide objective guidance, ensure everyone's participation, and create a safe space for open discussions. They can help the project team effectively identify and evaluate strengths, weaknesses, opportunities, and threats.

Additionally, a facilitator can assist in summarizing and documenting the analysis, ensuring clarity and alignment among team members. Bringing in a facilitator enhances quality and efficiency, leading to better project outcomes.

Root Cause Analysis

Root Cause Analysis is a systematic approach used to identify the underlying causes of problems or incidents. It involves investigating the factors contributing to an issue rather than just addressing the symptoms.

By understanding the root causes, organizations can develop effective solutions to prevent similar problems from recurring in the future. This analysis helps improve processes, enhance quality, and reduce risks, ultimately leading to better outcomes and customer satisfaction.

Kipling Method

Also known as the 6 W's, this technique is used to gather information and comprehensively understand a situation. It involves asking and answering six key questions: Who, What, Where, When, Why, and How. Addressing these questions helps team members and leaders analyze and evaluate a problem or decision from various angles, ensuring a thorough examination of the topic at hand. This method is widely used in journalism, problem-solving, and decision-making processes.

Work Backward

Working backward is a problem-solving approach where you start with the desired outcome and then identify the steps needed to achieve it. This method allows you to break down complex problems into smaller, manageable tasks.

By starting with the end goal in mind, you can create a clear roadmap and prioritize actions accordingly. Working backward helps ensure that your efforts are focused and aligned with the desired outcome, leading to more efficient and effective problem-solving.

Trial and Error

Trial and Error is a problem-solving approach that involves trying different solutions and learning from the outcomes. It is a standard method used to discover what works and what doesn't in various situations. By systematically testing different options, you can identify the most effective solution through a process of elimination.

Trial and Error allow team members flexibility and adaptability, as it encourages learning from mistakes and refining strategies based on feedback. This approach can be beneficial when dealing with complex or ambiguous problems that require experimentation.

Risk Analysis and Mitigation within Teams

Risk analysis and mitigation play a crucial role in project management. By identifying and planning for potential risks, teams can prevent problems. One effective way to facilitate this process is by utilizing project management software.

Project management software such as ActiveCollab provides a centralized platform where teams can document and track risks throughout the project lifecycle. This software often includes features such as risk registers , where risks can be identified, categorized, and assigned to team members for mitigation. Additionally, the software may offer risk assessment tools that help teams evaluate the impact and likelihood of each risk.

With ActiveCollab, teams can collaborate in real time, ensuring all members can access the latest risk information. This promotes transparency and allows immediate communication and decision-making regarding risk mitigation strategies.

Using project management software for risk analysis and mitigation, your team members can proactively address potential challenges, minimize project disruptions, and improve project success rates.

Implementing Conflict Resolution Techniques

Conflict resolution techniques are essential for maintaining healthy relationships and fostering a positive work environment. Some effective methods include active listening, communication skills training, mediation, negotiation, and compromise. Conflicts can be understood and resolved more effectively by actively listening to all parties involved and encouraging open and honest communication.

Mediation allows a neutral third party to facilitate discussions, while negotiation and compromise help find mutually agreeable solutions. These techniques promote understanding, empathy, and collaboration, improving relationships and increasing productivity.

Scenario Planning and Forecasting

Scenario planning and forecasting are essential tools used by organizations to anticipate and prepare for future uncertainties. Scenario planning involves creating multiple plausible narratives or scenarios to explore possible futures, allowing decision-makers to identify risks and opportunities. Forecasting, on the other hand, uses historical data and statistical models to project future outcomes.

Combining these approaches allows businesses to develop robust strategies and make informed decisions in an ever-changing and unpredictable environment. This proactive approach helps organizations adapt, minimize risks, and seize opportunities, ensuring long-term success and resilience in an uncertain world.

Brainstorming and Ideation Sessions

Brainstorming and ideation sessions are great for generating creative ideas and solutions. You can bring together a diverse group of individuals while these sessions help them with collaboration and free thinking. Participants in brainstorming sessions are encouraged to share their thoughts and ideas without judgment, allowing for a wide range of possibilities to be explored.

The goal is to generate as many ideas as possible, with the understanding that quantity leads to quality. Through active listening and open-mindedness, participants can build upon each other's ideas and spark new insights. This collaborative process fosters innovation and can lead to breakthrough solutions to complex problems.

Design Thinking

Design Thinking is a problem-solving approach that emphasizes empathy, creativity, and collaboration. It involves understanding the needs and experiences of users, generating a wide range of ideas, prototyping, testing solutions, and iterating based on feedback.

It encourages a human-centered and iterative mindset, which leads to exploring multiple possibilities before arriving at a final solution. Design Thinking enables teams to approach challenges with an open mind, fostering innovation and driving meaningful change. By putting people at the heart of the process, Design Thinking helps create solutions that meet their needs and aspirations.

Creating a Feedback Loop with Team Members

Creating a feedback loop with team members leads to a culture of continuous improvement. Regularly soliciting positive and constructive feedback allows open communication, builds trust, and enhances teamwork. Encourage team members to share their thoughts, ideas, and concerns in a safe and non-judgmental environment.

Actively listen to their feedback, acknowledge their contributions, and provide actionable insights to help them grow professionally. Remember, a well-functioning feedback loop promotes collaboration, boosts morale, and ultimately leads to better outcomes for the entire team.

Agile Principles for Efficient Problem-Solving (Enhance Flexibility and Responsiveness)

Agile principles are values and practices that enhance flexibility and responsiveness in problem-solving. These principles prioritize individuals and interactions, working solutions, customer collaboration, and responding to change.

Agile principles promote a more efficient problem-solving process by encouraging frequent communication and collaboration. Iterative development, continuous feedback, and adaptive planning are key components of agile problem-solving, allowing teams to adapt and respond to changing requirements quickly. Focusing on delivering value to the customer and embracing change enables organizations to address problems efficiently and effectively.

Importance of Effective Problem-Solving

Effective problem-solving is crucial in project management as it ensures that issues are identified, analyzed, and resolved promptly and efficiently. By integrating problem-solving strategies with project management software like ActiveCollab, teams can enhance collaboration and streamline workflow.

Integrating problem-solving strategies with project management software allows for better communication and coordination among team members. It enables teams to track the progress of problem-solving activities, assign tasks, and monitor deadlines, ensuring everyone is on the same page. This integration also facilitates the sharing of information and knowledge, enabling teams to leverage their collective expertise and experience.

Moreover, project management software such as ActiveCollab provides a centralized platform where team members can document and access relevant information, making it easier to analyze problems and make informed decisions. It also allows the implementation of feedback loops, enabling continuous improvement and learning from past experiences.

In conclusion, integrating problem-solving strategies with ActiveCollab enhances teamwork, improves communication, and facilitates the efficient resolution of issues. This integration ultimately contributes to the successful execution of projects and achieving desired outcomes.

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Effective Decision Making and Problem Solving in Projects

• First Online: 12 December 2014

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Processing information and forming opinions pose special challenges when attempting to effectively manage the new or complex tasks that typically arise in projects. Based on research in organizational and social psychology, we introduce mechanisms and strategies for collective information processing which are important for forming opinions and handling information in projects.

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Michael A. West

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Brodbeck, F.C., Guillaume, Y.R.F. (2015). Effective Decision Making and Problem Solving in Projects. In: Wastian, M., von Rosenstiel, L., West, M., Braumandl, I. (eds) Applied Psychology for Project Managers. Management for Professionals. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-662-44214-2_3

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Project Management

Decision-Making Techniques In Project Management—With Examples!

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Productive project management can drive a company towards success, giving employees a clear, easy-to-follow path towards completing their work objectives in a highly efficient manner. If done strategically, project management can keep everyone on track, including upper management, and create much-needed transparency in business processes.

To be able to create realistic goals in line with the company’s vision and still retain flexibility for any unseen circumstances during the project’s life cycle, making effective decisions is crucial to adhere to a structure that keeps the team’s momentum moving forward.

The decision-making process in project management can heavily influence the success employees feel as individuals (and as a team) or, unfortunately, create a litany of workflow issues and interpersonal misunderstandings.

Importance Of Decision-Making In Project Management

There are many reasons why the decision-making process is important to project management:

• Lessens the risk of continued project delays or, in worst cases, delivery of an unfinished assignment
• Takes into account unexpected hurdles and seamlessly keeps the progress of the project going
• Sets up individuals on the team for success in the part of the project they own
• Reduces the amount of overwhelm employees feel by providing achievable deadlines and clarity on relevant processes
• Leverages the various talents on the team so they can operate within their zone of genius and produce high-quality work within the scheduled timeline
• Provides an organized structure that’s easy for everyone to understand and follow
• Helps clarify the goals of the project from start to finish
• Keeps the workflow focused so the team can achieve essential milestones
• Avoids costly mistakes due to repetitive project failures

Strategic decisions in project management are made with these four vital factors in mind:

• The goals of the project – What are the milestones that need to be achieved from the beginning of the project to the very end?
• The resources available – Who on the team will be responsible for particular tasks? What platforms, budget, services, and communication channels are available to the organization, ensuring collaboration and idea-sharing is an easy process?
• The intended outcome – With this project, what do we want to achieve? What does success look like? And what type of value does the organization want to provide?
• The value the result will have on the company overall – How does it impact the organization’s bottom line? Are the goals of the various projects in line with the company’s big-picture mission?

These are key elements of the decision-making process in project management. However, these types of decisions can create challenges for those involved with leading and managing various company initiatives.

Challenges of Decision-Making In Project Management

According to PMI’s “Pulse of the Profession: High Cost of Low Performance, ” only 42% of organizations report high alignment with or projects to organizational business strategy. As little as 32% of organizations report that their projects are better aligned than previous years. In other words, if the goals of the project don’t align with the company’s overall strategy, the less success there will be for that organization.

To help overcome some of the inevitable challenges with project management, it’s important to understand the barriers that block efficient decision-making in the workplace:

• Engagement with PM tools – Much of this comes down to how familiar and comfortable employees are with using the company’s chosen systems, allowing for more streamlined project management. Using new technology and adapting to its various updates is a familiar challenge in the workplace. To combat this, training and development should remain a top priority for new and more senior team members to keep their knowledge up-to-date. If a team cannot keep up with evolving technology, they’ll fall behind quickly, unable to properly use these resources to their (and the company’s) benefit. For example, when a new team member is not thoroughly trained in the platforms used to keep track of a project’s progress, this lack of understanding and engagement with the tool can cause disruptive delays. They may not know when to mark a task as complete or how to provide an update so the project manager can make appropriate adjustments to the timeline and notify all relevant parties. This creates an unnecessary, negative domino effect for the entire team.
• Scheduling – Conflicts in scheduling happen frequently, especially if an organization is working on multiple projects at a time. A successful project manager (PM) takes this into consideration when proposing and implementing a timeline that is manageable for everyone. Issues occur when there is a lack of communication about vacation or time-off requests, demands of other projects and how it impacts specific groups, and no organization when it comes time to sync all the relevant calendars together and pull in the necessary resources, enabling a smooth pipeline of simultaneous assignments.
• Rapid changes – Of course, changes occur all the time during the life cycle of any project. External customers or clients can have unique demands, which potentially stray from standard company procedures. Sometimes, the changes to procedures can come from internal management trying to discover new and improved ways of doing different tasks. The PM, in coordination with the project’s key players and leadership, must be able to have thorough conversations about the changes and discover workarounds that benefit everyone involved. It becomes a struggle for the team when project demands are constantly outside of normal practices. This slows down the workflow , causing a backlog of work until a solution can be found. If this happens across multiple projects at the same time, the team may not be able to produce high-quality results. For this type of barrier to be overcome, the team should collectively be upfront about their capacities and what they’re able to accommodate so that the appropriate decisions can be made.
• No existing practices – There are many occasions when a company is in the process of developing new methods and processes in order to find what works best for their team. Since this often takes time and consistent input from all the relevant parties about what’s working and what isn’t, more robust decision-making can be impacted as it can be a trial-and-error process. Those in managerial positions may have different approaches to problem-solving or the process needs to be tested multiple times before the team finds its rhythm.

• Team skills – One of the biggest roadblocks to effective decision-making in project management can be the resources available, including the team’s skill set. The success of a project depends on the people involved with its completion. The team must be able to rely on each other to do their respective parts, with firm checks and balances in place to guarantee a successful outcome and limit mistakes. Managers should be aware of their direct report’s strengths (and provide training for areas needing improvement), assign them tasks that encourage their growth as employees, and understand how the team as a whole works together in order to ensure effective collaboration . This is a crucial part of the decision-making process: making sure that the right people are in the right seats so the project moves forward successfully. Managers should also be able to identify when it’s time to recruit for positions requiring particular skill sets to address any gaps in the current team structure and provide further support.
• Budget constraints – Budgets act as a guide on how to best move forward and can make it clear what projects take priority and what may be consuming too much time without enough return. It can also determine what resources are currently available and what needs to be allocated to other areas of the company. Put simply, budgets can help give a company direction in what’s possible. In order to make good decisions for the short and long term, the leadership team needs to be clear on where it stands financially to ensure productive operations and continued growth and expansion. Another challenge is creating a realistic budget that takes into account all the individual costs that go into a project. A stricter, smaller budget may impede some teams’ ability to get their work done efficiently if not coordinated strategically.
• Communication – In a survey of 400 companies with 100,00 employees, it was revealed that companies lose an average of $62.4 million dollars per year due to poor communication to and between their employees. Companies with poor communication often host a workplace environment where employees find it difficult to stay focused and feel motivated. As project management largely depends on how well a team communicates with one another to get a project to the finish line and problem-solve along the way, any breakdown in communication between leadership and employees can have disastrous results that extend beyond project management.

While many challenges exist that can heavily impact decision-making in project management, there are ways to help facilitate this process that can set the team up for success.

The Decision-Making Process In Project Management

There are a few steps to consider when approaching decision-making in project management:

• Identify the purpose of your decision. This is the essential first step in decision-making. You must be able to clearly define the goal behind the decision needing to be made. For example, let’s say we have a PM who is working on putting together a structure for a writing project that will be read aloud on a podcast. Aside from creating a solid timeline of milestones, the PM will need to have a clear goal in mind in order to make effective decisions. The goal in this specific case would be to identify and choose the few individuals to comprise the team, whose expertise will deliver the final product in a faster manner than usual. Since this particular example is considered a high-priority project needing a finer eye, extra care and diligence must be top of mind when making choosing the appropriate team.
• Have all the information you need directly related to the problem. Before you make a decision, you need to collect all the relevant information, both internally and externally. Let’s take our example of the PM whose team was tasked with writing a project that will be read aloud on a podcast, expanding the company’s visibility. Internally, the PM needs to know the team’s availability to be able to make a decision on a feasible timeline while simultaneously understanding the needs of the external client and their own expectations. This ensures that the team is meeting important milestones.
• Consider the impact it will have on the rest of the team. When it comes to decision-making, you’ll need to keep in mind the proposed decision will have a ripple effect on the rest of the team. If the decision of a PM causes an imbalance of work – with one person getting more work than another – a new decision should be made in order to rectify the situation. Workplace initiatives often require regular feedback from the individuals on a team so that better, well-thought-out decisions can be made. In our example, the PM will need to review the workload of the team against the needs of the project. If there is considerable conflict in schedules or availability, a team discussion may be needed to identify a solution.
• Identify different methods as alternatives. Part of a PM’s job is to think about different workflow paths in the event the process doesn’t go as originally planned, or identify if there is a way to work more effectively given the circumstances of the situation. When considering different alternatives, it’s best to keep in mind that whichever secondary options exist still need to be in line with reaching the ultimate goal of the project. If the alternative option can help the team complete the project faster and more efficiently, this would be the time to evaluate all the information available and make a well-rounded decision.
• Execute your decision. Now that you have all the information you need and have considered the overall impact it will have on the relevant parties, it’s time to execute the decision. The team will carry it out as discussed with relevant check-ins during the process, especially if it is new to the organization. This ensures the workflow process is running smoothly and gives an opportunity to identify, solve, and discuss any issues that arise needing the team’s input.
• Evaluate continuously. As with any other decisions that impact the team and the work product, evaluation is necessary to help keep processes fresh and effective. You must consider the results of your decisions and whether or not it has met the needs of the project. If not, additional information may be needed in order to make better, more informed decisions when reviewing and improving the processes in the future.

Now that we understand the initial stages of decision-making, let’s talk about the different techniques you can apply in the workplace.

Examples Of Decision-Making In Project Management

Effective decision-making techniques are a healthy combination of intuition, experience, and analysis. Let’s take a look at examples of decision-making in project management.

• Heuristic Technique – This is a method of problem-solving when you want to make quick decisions given a limited time frame, accelerated deadline, or have complex data. This involves relying on past experience, recalling similar situations, intuitive guesswork, trial and error, and mental shortcuts to arrive at a fast solution. This method is intended to be flexible, leaving room for future adjustments. The one downside to this approach is that it can produce errors later in the project’s life cycle. If a particular project is similar in scope and circumstances to a previous assignment, the team can use estimations based on this prior data to make decisions.
• Multi-voting – Multi-voting is a group decision-making technique structured to reduce a large number of action items to a manageable amount based on a team discussion and subsequent vote. The result is a prioritized list that identifies what is most important to the team. Often used during brainstorming sessions, each team member selects from a large number of items what they feel is the most important in the bunch. Depending on the group, this can be done electronically, physically (via a ballot), or through raised hands in a meeting. Each person casts one vote. Then the votes are tallied and the process is repeated until there is a prioritized list of top items. In the case of project management, multi-voting can manifest when the PM works with leadership on an upcoming project. After some discussion about the assignment and the potential issues that may be relevant, the group can then come up with an organized list of the high-priority action items needing to be done.

• Pros/Cons – Quantifying the pros and cons of a decision is one of the most standard approaches. This simple method allows you to think about your decision from all perspectives before confidently making a choice. It’s a quick, easy method to implement that results in objective decisions. This is especially useful when you have doubts about the decision you’re about to make. Whether you decide to do this electronically or on a piece of paper, you can start by writing down your decision at the top. Then, using two columns, write down all the benefits your decision will have on the team. In the other column, you can then jot down your thoughts on any negative outcomes you potentially foresee. An effective way to fully utilize this approach is to get your initial thoughts down as quickly as you can. After you have something on paper, you can then consider the more thoughtful additions to either column. The limitation to this technique is that this is best used when offered up two concrete choices and doesn’t offer much flexibility when you’re faced with multiple issues. Project management often involves various amounts of problem-solving, so if a quick decision needs to be made that has been thoroughly vetted, then evaluating the pros and cons of a decision can prove useful.
• Decision-Tree Analysis – Decision-tree analysis is a visual representation of decisions, potential outcomes, consequences, and possible costs. Using a series of branches and nodes, this support tool can help the project management team identify solutions and evaluate their readiness for implementation. Conversely, branches holding alternative options can be cut entirely from the diagram based on their usefulness to the project. This method is most useful for complex problem-solving, operations, strategies, and cost management. Undeniably, the greatest advantage of the technique is that it is a visual tool, allowing you to see all the possible scenarios in combination with expected outcomes. To use this method in project management, you first need to define the problem in which a decision is needed. Then you can start drawing the decision tree with all the possible solutions and consequences. Anything relevant to the outcome goes into the tree. This includes the monetary value and potential payoffs.

• SWOT analysis – SWOT stands for Strengths, Weaknesses, Opportunities, and Threats. It can reveal areas that need improvement and what is likely to succeed. In project management, Strengths will be your internal factors such as the resources you have available like software, the expertise of the team members, customer relationship, etc. Weaknesses, on the other hand, are the factors that hinder the project’s completion such as budget constraints, an inexperienced team, or lack of transparency into established processes. Opportunities are the external factors that support the project such as another task finishing early, freeing up more resources for the team. Threats are what can impair the success of the project. When you understand how all these components work together, it’s easier to come up with a strategic decision so you can take appropriate action.

In Conclusion

Decision-making in project management can be a painstaking process. So much of the success of a project depends on the types of decisions made within the team.

It’s critical to understand the examples of decision-making in project management and how they can support you in making the best, most informed choices for your team and organization.

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Organization and Self-Management

22 Effective Problem Solving and Decision Making

Types of decision makers.

Problem solving and decision making belong together. You cannot solve a problem without making a decision. There are two main types of decision makers. Some people use a systematic, rational approach. Others are more intuitive. They go with their emotions or a gut feeling about the right approach. They may have highly creative ways to address the problem, but cannot explain why they have chosen this approach.

Six Problem-Solving Steps

The most effective method uses both rational and intuitive or creative approaches. There are six steps in the process:

Identify the problem

Search for alternatives, weigh the alternatives, make a choice.

• Implement the choice
• Evaluate the results and, if necessary, start the process again

To solve a problem, you must first determine what the problem actually is. You may think you know, but you need to check it out. Sometimes, it is easy to focus on symptoms, not causes. You use a rational approach to determine what the problem is. The questions you might ask include:

• What have I (or others) observed?
• What was I (or others) doing at the time the problem occurred?
• Is this a problem in itself or a symptom of a deeper, underlying problem?
• What information do I need?
• What have we already tried to address this problem?

For example, the apprentice you supervise comes to you saying that the electric warming oven is not working properly. Before you call a repair technician, you may want to ask a few questions. You may want to find out what the apprentice means by “not working properly.” Does he or she know how to operate the equipment? Did he or she check that the equipment was plugged in? Was the fuse or circuit breaker checked? When did it last work?

You may be able to avoid an expensive service call. At the very least, you will be able to provide valuable information to the repair technician that aids in the troubleshooting process.

Of course, many of the problems that you will face in the kitchen are much more complex than a malfunctioning oven. You may have to deal with problems such as:

• Discrepancies between actual and expected food costs
• Labour costs that have to be reduced
• Lack of budget to complete needed renovations in the kitchen
• Disputes between staff

However, the basic problem-solving process remains the same even if the problems identified differ. In fact, the more complex the problem is, the more important it is to be methodical in your problem-solving approach.

It may seem obvious what you have to do to address the problem. Occasionally, this is true, but most times, it is important to identify possible alternatives. This is where the creative side of problem solving really comes in.

Brainstorming with a group can be an excellent tool for identifying potential alternatives. Think of as many possibilities as possible. Write down these ideas, even if they seem somewhat zany or offbeat on first impression. Sometimes really silly ideas can contain the germ of a superb solution. Too often, people move too quickly into making a choice without really considering all of the options. Spending more time searching for alternatives and weighing their consequences can really pay off.

Once a number of ideas have been generated, you need to assess each of them to see how effective they might be in addressing the problem. Consider the following factors:

• Impact on the organization
• Effect on public relations
• Impact on employees and organizational climate
• Ethics of actions
• Whether this course is permitted under collective agreements
• Whether this idea can be used to build on another idea

Some individuals and groups avoid making decisions. Not making a decision is in itself a decision. By postponing a decision, you may eliminate a number of options and alternatives. You lose control over the situation. In some cases, a problem can escalate if it is not dealt with promptly. For example, if you do not handle customer complaints promptly, the customer is likely to become even more annoyed. You will have to work much harder to get a satisfactory solution.

Implement the decision

Once you have made a decision, it must be implemented. With major decisions, this may involve detailed planning to ensure that all parts of the operation are informed of their part in the change. The kitchen may need a redesign and new equipment. Employees may need additional training. You may have to plan for a short-term closure while the necessary changes are being made. You will have to inform your customers of the closure.

Evaluate the outcome

Whenever you have implemented a decision, you need to evaluate the results. The outcomes may give valuable advice about the decision-making process, the appropriateness of the choice, and the implementation process itself. This information will be useful in improving the company’s response the next time a similar decision has to be made.

Creative Thinking

Your creative side is most useful in identifying new or unusual alternatives. Too often, you can get stuck in a pattern of thinking that has been successful in the past. You think of ways that you have handled similar problems in the past. Sometimes this is successful, but when you are faced with a new problem or when your solutions have failed, you may find it difficult to generate new ideas.

If you have a problem that seems to have no solution, try these ideas to “unfreeze” your mind:

• Relax before trying to identify alternatives.
• Play “what if” games with the problem. For example, What if money was no object? What if we could organize a festival? What if we could change winter into summer?
• Borrow ideas from other places and companies. Trade magazines might be useful in identifying approaches used by other companies.
• Give yourself permission to think of ideas that seem foolish or that appear to break the rules. For example, new recipes may come about because someone thought of new ways to combine foods. Sometimes these new combinations appear to break rules about complementary tastes or break boundaries between cuisines from different parts of the world. The results of such thinking include the combined bar and laundromat and the coffee places with Internet access for customers.
• Use random inputs to generate new ideas. For example, walk through the local shopping mall trying to find ways to apply everything you see to the problem.
• Turn the problem upside down. Can the problem be seen as an opportunity? For example, the road outside your restaurant that is the only means of accessing your parking lot is being closed due to a bicycle race. Perhaps you could see the bicycle race as an opportunity for business rather than as a problem.

Working in the Food Service Industry Copyright © 2015 by The BC Cook Articulation Committee is licensed under a Creative Commons Attribution 4.0 International License , except where otherwise noted.

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The SPALTEN Problem-Solving Methodology as a Decision Making Tool in Project Management

Developed by Felix Dressel.

Problem solving and decision making are essential parts of project management. [1] With the model of Burke and Barron these two parts are put in context to each other and connections can be visualized. Throughout both processes in project management, key actions can be defined which enable the project manager to generate solutions and narrow them down before making a decision. [2] [3]

The SPALTEN problem-solving methodology provides a similar approach. Originally published to improve problem-solving in product development, SPALTEN is universally applicable to any sort of problem, also in other areas of expertise. [4] By gathering and analyzing the given situation as well as by creating, rating, and selecting possible solutions, the method provides the user a step-by-step approach for problem solving. [5]

This article describes the approach of the problem-solving methodology SPALTEN and puts it in the context of Burke and Barron's model of problem solving and decision making in project management. Here, the focus is on how the processes in project management look like, what the SPALTEN methodology and how it can be applied in the context of Burke and Barron’s framework. Finally, the article shows what steps the SPALTEN process contains, which methods can be used and where the limitations are.

Problem Solving and Decision Making in Project Management

In the process of project management, the successful realization of the projects often depends on the ability to make the right decision when problems are encountered. As Burke and Barron state: “A project is often just a big problem that needs to be solved.” [2] While such a problem might often be seen as an obstacle, it also provides an opportunity through which the current situation can be improved. To address a problem and to make a decision the project manager needs a system to identify the problem as concrete as possible and to come up with creative solutions. [1] [2]

The processes of the identification of problems and the decision making of different solution possibilities are often connected. On one side, the problem-solving process focuses on concretely defining the problem and coming up with different solutions (divergent). On the other side, the decision-making process has to consider all the different solution possibilities by taking into account the surrounding situation and ensuring that the selected solution solves the problem as comprehensive as possible (convergent). These two sides are visualized in Figure 1. [2]

During the whole process, actions have to be carried out which build upon each other. During the problem-solving process, the actions are: [2]

• 1. Define Objectives: The starting point of the problem-solving process: The goals and objectives of the project are defined, against which the problems and opportunities have to be evaluated.
• 2. Identify Problems and Opportunities: Identify and define the problems and opportunities encountered during the project.
• 3. Gather Information: Gather all relevant data and information to create an overview of the current situation.
• 4. Solve Problem: Create a list of possible solutions which have to be evaluated and weighted in further steps.

The decision making starts where the problem-solving ends which is often supported by decision-making techniques . [1] After identifying multiple solutions, the following actions are: [3]

• 5. Identify Need for a Decision: What decisions have to be made? Who has the authority to make them?
• 6. Gather Information: Gather all data and information which are relevant for the decision.
• 7. Make Decision: Decide on the best possible solution.
• 8. Implement Decision: This includes the presentation of the decision, its justification, and further steps for the implementation.

To ensure, that the solution was implemented successfully a feedback tool has to be installed. If the problem is not resolved, further measures and actions might be required by the project manager. [3]

The SPALTEN Problem-Solving Methodology

The SPALTEN problem-solving methodology was first published in 2002 by Albers et al. [4] The methodology is not limited to a certain topic or area of expertise but can be adapted in condition and complexity to any problem, which allows to approach a problem universally. The term SPALTEN (spalten (German) = to split) was designed and structured as an acronym representing its different steps. As presented in Figure 2, the steps are: [5]

• Situation Analysis ( S ituationsanalyse)
• Problem Containment ( P roblemeingrenzung)
• Alternative Solutions ( A lternative Lösungen)
• Selection of Solutions ( L ösungsauswahl)
• Consequences Analysis ( T ragweitenanalyse)
• Make Decision and Realization ( E ntscheiden und Umsetzen)
• Recapitulate and Learn ( N achbereiten und Lernen)

Each of the seven working steps can be conducted and supported by a set of suitable methods. This process helps the user to gather and analyze the given situation as well as to create, rate and select possible solutions. SPALTEN also enables to divide complex problems into smaller ones, which makes it easier to manage one big problem and work out a solution for this. For this, each of the working steps can be carried out as a separate SPALTEN process, which is also shown in Figure 2. [5]

Decision Making with the SPALTEN Methodology

By the definition of Burke and Barron, an optimal decision can be made only after considering the processes of problem solving and decision making first. [2] [3] When applying the SPALTEN methodology to this framework, most of its steps can be categorized to the two processes (Figure 3):

• Problem Solving: With the working steps of Situation Analysis, Problem Containment and Alternative Solutions, a high variety of possible solutions is generated (divergent). At the same time, the methodology ensures that the solutions fit to the previous defined problem(s).
• Decision Making: With the following steps, Selection of Solutions, Consequences Analysis and Making Decision and Implementation, SPALTEN narrows down the possibilities, supported by individually defined criteria (convergent). Before a final decision is made, also possible risks and opportunities are analyzed. To avoid the risks or support the opportunities and to ensure a successful implementation, a plan must be made which lists future tasks and responsibilities.

By carrying out these six steps, a core problem can be identified, and an optimal solution can be developed on the basis of which an optimal decision can be made. In addition to problem solving and decision making, SPALTEN also gives the user the possibility to ensure long lasting success. With its last step, Recapitulate and Learn, the results are documented in the right way and feedback is collected. This improves future executions of the methodology.

How to use SPALTEN

The SPALTEN problem-solving methodology is separated into seven working steps. Additionally, between every two steps, the problem-solving team can be adapted to the respective demands, and an information check has to be carried out. The problem-solving team can be adapted to align the skills of the team members with the demands of the tasks. One way to acquire new competences for a certain step is to consult additional experts for specific tasks. However, the team can also be reformed completely if necessary, to ensure that the required skills for the different steps are covered. Similar to the problem-solving team, also the present information has to be reconsidered continuously. Each step builds upon the one which came before, and therefore, all necessary information must be available before moving forward in the process. Throughout the whole problem-solving methodology, a continuous idea pool guarantees that no information is lost. This pool can be accessed any time by the team members to add new ideas or adapt and regroup existing ones. [5] [6]

Situation Analysis

The basis of SPALTEN is the Situation Analysis . The process starts with a detailed collection of all information regarding the current situation. This high amount of collected information must also be structured and documented in the same step. The goal is to completely assess the situation and decide on a problem-solving approach. [5]

To analyze the current situation and collect a high variety of problems, classical techniques such as Brainstorming or Brainwriting can be used. The benefit of Brainwriting in the case of SPALTEN is, that all the ideas are written down during the process already. This simplifies the documentation and also takes into account the opinion of others involved. However, in both techniques it is important, that no ideas are judged to get the widest possible range of problems. In that way, an optimal basis for the next step, the problem containment, can be provided.

Problem Containment

The Problem Containment aims to describe the problem based on the collected information of the previous step. The previous structure is narrowed down by e.g., grouping the relevant information by common attributes or connections. The problem containment aims to identify the cause(s) for the deviation between the targeted and the actual state. Both states are to be described as concrete and precise as possible. The result of this step is a prioritized list of root problems. Ideally, only the most important problem is addressed in the following steps. [6]

An example for a hands-on approach is the Affinity Diagram . To organize a high amount of information, the steps of the diagram gather and sort them into logical groups before headers for each of them are created. This process is repeated to create groups and subgroups including all the available information. Also Multi-Voting can be used to structure and prioritize the high amount of information. The project manager decides on the number of votes and iterations before the voting starts. This can be combined with the Affinity Diagram to first group and then prioritize all the available problem information. [1]

Alternative Solutions

After the core problem has been defined, possible solutions are generated in the step of Alternative Solutions . The result is a high variety of possible solutions. While the solutions aim to cover the problem as comprehensive as possible, they also have to be formulated as concrete as possible to fit to the defined problem. Again, the amount of information increases. Usually, a high creativity is required for this step, which can be supported by specific creativity methods. [5]

The Impulse Image Technique is a simple method to support creative thinking and the generation of creative ideas. With a randomly chosen image, the team has to combine the defined problem with what is shown on the picture. A direct relation between the image and the problem is not required. For example, a bridge can be applied to a solution which connects two areas of expertise. [7] A more unusual but creative approach is the Headstand Method. It is conducted by reformulating the goals of the project by turning them into the exact opposite. The team collects activities which would prevent the project from being successful and how not to achieve the goal. After sorting and grouping the negative ideas, they are turned back into positive ones which describe how to successfully complete the project. [8]

Selection of Solutions

The Selection of Solutions builds upon the high variety of solutions from the previous step. First of all, decision criteria have to be defined and weighted, on which the possible solutions can be compared. The definition of selection criteria must be based on the specific problem situation which was defined in the step of problem containment. The amount of information decreases by focusing on the most promising solution. [6]

With the Six Thinking Hats Method a team can objectively select from a high variety of possibilities. Thereby, the different solutions are evaluated from the point of view of six different roles which each inherit a different set of characteristics and values. During the discussion, the challenge is to only argue from the point of view of the role without including personal opinions. The characteristics and values of the roles can differ on the area of application. Different variations exist where e.g., the roles are defined by characters of the Star-Trek universe in the Star-Trek-Evaluation. [9]

Consequences Analysis

With the previous steps a root problem has been defined and the most promising solution has been selected. Now, the Consequences Analysis allows to evaluate the risks and chances of the solution before it is carried out. With the help of methods, predictions can be made which reveal critical consequences whose cause can be determined before they occur. Based on this, actions can be defined to prevent risks and guarantee opportunities. [5] [6]

The introduction to a Risk Analysis can be another iteration of Brainstorming . Especially uncertain future risks can be uncovered while at the same time, the whole team can relate to the ideas of the others. A more structured overview can be provided by a Cause-and-Effect Analysis in the form of a Fishbone Diagram . Here, causes can be sorted and grouped by the identified effect, especially if the outcome is very likely or even known beforehand.

Make Decision and Realization

After the optimal solution has been identified and possible risks have been taken into account, the step of Make Decision and Realization aims to realize the selected solution. For this, realistic tasks have to be formulated and assigned to the corresponding team members. The result is a well-structured plan which includes e.g., to-dos, due dates, responsibilities, etc., all based on minimizing the identified risks and increasing possible opportunities. [1] [5] [6]

As described in the overview of this article, the decision-making process directly links to the preceding problem solving. This is based on all the available information regarding the identified problem and the developed solution(s). When deciding, it is especially important, that the decision is supported by the necessary power in the organization and that a plan for the implementation is already defined.

Recapitulate and Learn

The final step is Recapitulate and Learn . Based on the continuous improvement process, the total knowledge is documented and stored for future reference (especially the identified problems and developed solution possibilities). This gives the team and other members of the organization the chance to keep track of the results. It also provides the possibility to reflect upon the performance throughout the whole problem-solving process. [6]

To ensure a lasting benefit of the whole process, the documentation has to include the results of the different steps, which are: All the identified problems, the core problem, all the developed solution possibilities, the most promising solution, and the implementation plan. An additional Feedback Capture Grid can be used to collect the feedback of everyone involved and organize it by the categories of positive feedback, improvement potential, open questions, and new / left-over ideas. [10]

The Limitations of Decision Making with SPALTEN

In summary, the SPALTEN problem-solving methodology is a proven tool. It enables a team to analyze the current situation, to identify and narrow down a range of problems and to develop and narrow down possible solutions. These results then support the decision making and implementation while also taking into account the documentation and feedback. With the possibility to adapt to nearly every situation, the methodology also works when only some of the steps are carried out. For example, an engineering team can conduct the first four steps while the consequences analysis and decision are made on a higher power level.

Originally, the methodology was developed for product development. In this area it has already been applied successfully multiple times. [11] However, it has not yet been used to a sufficient extent in project management. The implementation and success of SPALTEN as a decision support tool in project management still needs to be evaluated in a professional environment.

• ↑ 1.0 1.1 1.2 1.3 1.4 Project Management Institute. 2017. A guide to the project management body of knowledge (PMBOK guide). 6th Edition. Newtown Square.
• ↑ 2.0 2.1 2.2 2.3 2.4 2.5 2.6 2.7 Burke, Rory, and Steve Barron. 2014a. "Problem Solving" . In Project Management Leadership: Building Creative Teams, Second Edition, Eds. Rory Burke, and Steve Barron, 317–336Hoboken, NJ, USA: John Wiley & Sons, Ltd.
• ↑ 3.0 3.1 3.2 3.3 3.4 3.5 Burke, Rory, and Steve Barron. 2014b. "Decision Making" . In Project Management Leadership: Building Creative Teams, Second Edition, Eds. Rory Burke, and Steve Barron, 337-349Hoboken, NJ, USA: John Wiley & Sons, Ltd.
• ↑ 4.0 4.1 4.2 4.3 Albers, A., M. Saak, N. Burkhardt, and D. Schweinberger (Eds.). 2002. "Gezielte Problemlösung bei der Produktentwicklung mit Hilfe der SPALTEN-Methode."
• ↑ 5.0 5.1 5.2 5.3 5.4 5.5 5.6 5.7 5.8 5.9 Albers, Albert, Nicolas Reiß, Nicola Bursac, and Jan Breitschuh (Eds.). 2016. "15 Years of SPALTEN Problem Solving Methodology in Product Development."
• ↑ 6.0 6.1 6.2 6.3 6.4 6.5 Albers, A., M. Saak, N. Burkhardt, and M. Meboldt (Eds.). 2005. "SPALTEN PROBLEM SOLVING METHODOLOGY IN THE PRODUCT DEVELOPMENT."
• ↑ Aerssen, Benno van, and Christian Buchholz. 2021a. "Impulse Image Technique." https://www.ask-flip.com/method/10 . Accessed: 20 February 2020.
• ↑ Aerssen, Benno van, and Christian Buchholz. 2021b. "Headstand Method." https://www.ask-flip.com/method/9 . Accessed: 20 February 2020.
• ↑ Dirlewanger, Arno, Monika Heimann, Horst Geschka, Carsten Deckert, Klaus Stanke, Joachim H. Böttcher, Manfred Damsch, Eduard Hauser, and Hans-Rüdiger Munzke. 2016. "Jahrbuch der Kreativität 2014." Norderstedt: Books on Demand.
• ↑ Aerssen, Benno van, and Christian Buchholz. 2021c. "Feedback Capture Grid." https://www.ask-flip.com/method/351 . Accessed: 20 February 2020.
• ↑ Saak, Marcus. 2006. "Development of a concept and of a prototype for a computer-aided tool for the efficient employment of the problem solving methodology "SPALTEN"." Karlsruhe

Annotated bibliography

Project Management Institute. 2017. A guide to the project management body of knowledge. Newtown Square, PA: Project Management Institute.

This book represents the standard of the Project Management Institute (PMI). It is a key source for project management but also considers the context of portfolio management in some chapters. The book contains various principles and processes of project management but also provides a closer look on specific methods and techniques, e.g., for decision making.

Burke, Rory, and Steve Barron, eds. 2014. "Project Management Leadership: Building Creative Teams, Second Edition." Hoboken, NJ, USA: John Wiley & Sons, Ltd.

In the book "Project Management Leadership: Building Creative Teams", Rory Burke and Steve Barron take a closer look at the connection of project management and project leadership. For this article, chapters 23 (p.317-336) and 24 (p.337-350) are the focus. Here they analyze the processes of problem solving and decision making. Characteristics are evaluated as well as interconnections between the two topics.

Albers, Albert, Nicolas Reiß, Nicola Bursac, and Jan Breitschuh (Eds.). 2016. "15 Years of SPALTEN Problem Solving Methodology in Product Development."

Although the SPALTEN problem-solving methodology was first published in 2002 (in German), this article (in English) from 2016 provides the ideal overview. It sums up the environment, development, characteristics, and implementation. Additionally, it evaluates the use of the methodology over the first 15 years.

Aerssen, Benno van, and Christian Buchholz. 2021. "The Florence Innovation Project (FLIP)." Accessed February 20, 2020. https://www.ask-flip.com/ .

The Florence Innovation Project (FLIP) by Benno van Aerssen provides a large database for creativity and innovation methods. Through its website, it is possible to access a well-structured collection of methods and tools suitable for various purposes. In the framework of this article, such methods are especially interesting, when applying the SPALTEN steps in practice.

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The SkillsYouNeed Guide to Interpersonal Skills

Making decisions and solving problems are two key areas in life, whether you are at home or at work. Whatever you’re doing, and wherever you are, you are faced with countless decisions and problems, both small and large, every day.

Many decisions and problems are so small that we may not even notice them. Even small decisions, however, can be overwhelming to some people. They may come to a halt as they consider their dilemma and try to decide what to do.

Small and Large Decisions

In your day-to-day life you're likely to encounter numerous 'small decisions', including, for example:

Tea or coffee?

What shall I have in my sandwich? Or should I have a salad instead today?

What shall I wear today?

Larger decisions may occur less frequently but may include:

Should we repaint the kitchen? If so, what colour?

Should we relocate?

Should I propose to my partner? Do I really want to spend the rest of my life with him/her?

These decisions, and others like them, may take considerable time and effort to make.

The relationship between decision-making and problem-solving is complex. Decision-making is perhaps best thought of as a key part of problem-solving: one part of the overall process.

Our approach at Skills You Need is to set out a framework to help guide you through the decision-making process. You won’t always need to use the whole framework, or even use it at all, but you may find it useful if you are a bit ‘stuck’ and need something to help you make a difficult decision.

Decision Making

Effective Decision-Making

This page provides information about ways of making a decision, including basing it on logic or emotion (‘gut feeling’). It also explains what can stop you making an effective decision, including too much or too little information, and not really caring about the outcome.

A Decision-Making Framework

This page sets out one possible framework for decision-making.

The framework described is quite extensive, and may seem quite formal. But it is also a helpful process to run through in a briefer form, for smaller problems, as it will help you to make sure that you really do have all the information that you need.

Problem Solving

Introduction to Problem-Solving

This page provides a general introduction to the idea of problem-solving. It explores the idea of goals (things that you want to achieve) and barriers (things that may prevent you from achieving your goals), and explains the problem-solving process at a broad level.

The first stage in solving any problem is to identify it, and then break it down into its component parts. Even the biggest, most intractable-seeming problems, can become much more manageable if they are broken down into smaller parts. This page provides some advice about techniques you can use to do so.

Sometimes, the possible options to address your problem are obvious. At other times, you may need to involve others, or think more laterally to find alternatives. This page explains some principles, and some tools and techniques to help you do so.

Having generated solutions, you need to decide which one to take, which is where decision-making meets problem-solving. But once decided, there is another step: to deliver on your decision, and then see if your chosen solution works. This page helps you through this process.

‘Social’ problems are those that we encounter in everyday life, including money trouble, problems with other people, health problems and crime. These problems, like any others, are best solved using a framework to identify the problem, work out the options for addressing it, and then deciding which option to use.

This page provides more information about the key skills needed for practical problem-solving in real life.

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More From Forbes

Tips and techniques for problem-solving and decision-making.

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Divya Parekh , of The DP Group, covers business growth, storytelling, high-impact performance and authority building.

Are you struggling to find effective solutions to problems you face in your professional or entrepreneurial ventures? Are you often indecisive when faced with complex decisions?

The ability to solve problems and make decisions quickly and effectively can mean the difference between success and failure. There are two main approaches to problem-solving and decision-making: vertical thinking and horizontal thinking. Both approaches have strengths and weaknesses, so understanding the differences between them can help you apply the right method at the right time.

Let's look at a few case studies to understand the very different benefits of these two approaches.

Vertical Thinking For Decision-Making

First, let's take Jane, the CFO of a financial services company. She needs to decide whether to invest in a new company software system.

Jane gathers all the relevant data about the software system and analyzes it thoroughly. She compares the cost of the system to the potential benefits, evaluates the risks involved and consults with subject matter experts. After careful consideration, she decides the benefits outweigh the costs and risks, and the company should invest in the software system.

This is vertical thinking: making a well-informed decision based on a thorough analysis of the data. Vertical thinking is especially useful in situations where there is a clear goal and a need for a precise, data-driven approach. Experts often use it in fields like finance, where decisions depend heavily on facts and figures.

Horizontal Thinking For Problem-Solving

Let's move on to Sophie, the head of marketing for a fashion company. The company has been struggling to attract new customers.

Sophie sets up a brainstorming meeting with different department heads. They come up with a variety of creative solutions based on their diverse perspectives. One idea that stands out is to partner with a popular social media influencer to promote the company's products. The team works together to develop a plan to reach out to the influencer and negotiate a partnership.

This is horizontal thinking: working with a team to generate a variety of ideas and consider different perspectives to find an innovative solution. Horizontal thinking is a great approach for problem-solving when the problem is complex and there may be multiple solutions or approaches. Creative professionals, especially in marketing, advertising and designing, highly value this approach.

How Emotions Affect These Approaches

Over several years of coaching, I've noticed that emotions can play a significant role in problem-solving and decision-making, regardless of the thinking style used.

For instance, when using vertical thinking, emotions such as frustration and impatience can arise when a person or team has been working on a problem for an extended period with no clear solution. Conversely, when a team lands on a solution, there can be a sense of relief and accomplishment.

Similarly, when using horizontal thinking, emotions such as excitement and optimism can arise during a brainstorming session when new and creative ideas are being generated. However, disappointment or frustration can also arise when an idea fails to work.

It's important to recognize and acknowledge these emotions as they can affect team dynamics and ultimately, the success of the problem-solving process. I encourage leaders to create a safe and supportive environment where team members feel comfortable expressing their emotions and concerns.

Make These Thinking Styles Work For You

In my experience, a personalized approach that balances both vertical and horizontal thinking can help manage emotions and any other issues that arise effectively. By using vertical thinking to identify specific problems and solutions, and horizontal thinking to generate creative ideas, you can create a problem-solving process that encourages collaboration, creativity and innovation while minimizing negative emotions.

Are you ready to take your problem-solving and decision-making skills to the next level?

Forbes Coaches Council is an invitation-only community for leading business and career coaches. Do I qualify?

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