process oriented problem solving

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.

A group of people looking at a poster with notes on it

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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Learn Creative Problem Solving Techniques to Stimulate Innovation in Your Organization

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

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

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

What Is Problem Solving and Decision Making?

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

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

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

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

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

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

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

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What Is the First Step in Solving a Problem?

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

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

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

What Are Problem Solving Skills?

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

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

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

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

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

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

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

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

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

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

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

The core principles of CPS include the following:

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

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

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

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

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

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

Problem Solving Best Practices

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

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

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

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

Barriers to Effective Problem Solving

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

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

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

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

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

Strategies for Problem Cause Identification

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

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

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

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Problem Solving Techniques and Strategies

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

Divergent Creative Problem Solving Techniques

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

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

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

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

Problem Solving Techniques to Change Perspective

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

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

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

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

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

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

Complex Problem Solving

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

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

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

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

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Problem Solving Based on Data or Logic (Heuristic Methods)

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

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

Process-Oriented Problem Solving Methods

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

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

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

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

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

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

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

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

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

Identify Goal	Define Problem	Define Problem
Gather Data	Define Causes	Identify Options
Clarify Problem	Generate Ideas	Evaluate Options
Generate Ideas	Choose the Best Solution	Implement Solution
Select Solution	Take Action	-

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

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

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

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Overview of the Problem-Solving Mental Process

Identify the Problem
Define the Problem
Form a Strategy
Organize Information
Allocate Resources
Monitor Progress
Evaluate the Results

Frequently Asked Questions

Problem-solving is a mental process that involves discovering, analyzing, and solving problems. The ultimate goal of problem-solving is to overcome obstacles and find a solution that best resolves the issue.

The best strategy for solving a problem depends largely on the unique situation. In some cases, people are better off learning everything they can about the issue and then using factual knowledge to come up with a solution. In other instances, creativity and insight are the best options.

It is not necessary to follow problem-solving steps sequentially, It is common to skip steps or even go back through steps multiple times until the desired solution is reached.

In order to correctly solve a problem, it is often important to follow a series of steps. Researchers sometimes refer to this as the problem-solving cycle. While this cycle is portrayed sequentially, people rarely follow a rigid series of steps to find a solution.

The following steps include developing strategies and organizing knowledge.

1. Identifying the Problem

While it may seem like an obvious step, identifying the problem is not always as simple as it sounds. In some cases, people might mistakenly identify the wrong source of a problem, which will make attempts to solve it inefficient or even useless.

Some strategies that you might use to figure out the source of a problem include :

Asking questions about the problem
Breaking the problem down into smaller pieces
Looking at the problem from different perspectives
Conducting research to figure out what relationships exist between different variables

2. Defining the Problem

After the problem has been identified, it is important to fully define the problem so that it can be solved. You can define a problem by operationally defining each aspect of the problem and setting goals for what aspects of the problem you will address

At this point, you should focus on figuring out which aspects of the problems are facts and which are opinions. State the problem clearly and identify the scope of the solution.

3. Forming a Strategy

After the problem has been identified, it is time to start brainstorming potential solutions. This step usually involves generating as many ideas as possible without judging their quality. Once several possibilities have been generated, they can be evaluated and narrowed down.

The next step is to develop a strategy to solve the problem. The approach used will vary depending upon the situation and the individual's unique preferences. Common problem-solving strategies include heuristics and algorithms.

Heuristics are mental shortcuts that are often based on solutions that have worked in the past. They can work well if the problem is similar to something you have encountered before and are often the best choice if you need a fast solution.
Algorithms are step-by-step strategies that are guaranteed to produce a correct result. While this approach is great for accuracy, it can also consume time and resources.

Heuristics are often best used when time is of the essence, while algorithms are a better choice when a decision needs to be as accurate as possible.

4. Organizing Information

Before coming up with a solution, you need to first organize the available information. What do you know about the problem? What do you not know? The more information that is available the better prepared you will be to come up with an accurate solution.

When approaching a problem, it is important to make sure that you have all the data you need. Making a decision without adequate information can lead to biased or inaccurate results.

5. Allocating Resources

Of course, we don't always have unlimited money, time, and other resources to solve a problem. Before you begin to solve a problem, you need to determine how high priority it is.

If it is an important problem, it is probably worth allocating more resources to solving it. If, however, it is a fairly unimportant problem, then you do not want to spend too much of your available resources on coming up with a solution.

At this stage, it is important to consider all of the factors that might affect the problem at hand. This includes looking at the available resources, deadlines that need to be met, and any possible risks involved in each solution. After careful evaluation, a decision can be made about which solution to pursue.

6. Monitoring Progress

After selecting a problem-solving strategy, it is time to put the plan into action and see if it works. This step might involve trying out different solutions to see which one is the most effective.

It is also important to monitor the situation after implementing a solution to ensure that the problem has been solved and that no new problems have arisen as a result of the proposed solution.

Effective problem-solvers tend to monitor their progress as they work towards a solution. If they are not making good progress toward reaching their goal, they will reevaluate their approach or look for new strategies .

7. Evaluating the Results

After a solution has been reached, it is important to evaluate the results to determine if it is the best possible solution to the problem. This evaluation might be immediate, such as checking the results of a math problem to ensure the answer is correct, or it can be delayed, such as evaluating the success of a therapy program after several months of treatment.

Once a problem has been solved, it is important to take some time to reflect on the process that was used and evaluate the results. This will help you to improve your problem-solving skills and become more efficient at solving future problems.

A Word From Verywell

It is important to remember that there are many different problem-solving processes with different steps, and this is just one example. Problem-solving in real-world situations requires a great deal of resourcefulness, flexibility, resilience, and continuous interaction with the environment.

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You can become a better problem solving by:

Practicing brainstorming and coming up with multiple potential solutions to problems
Being open-minded and considering all possible options before making a decision
Breaking down problems into smaller, more manageable pieces
Asking for help when needed
Researching different problem-solving techniques and trying out new ones
Learning from mistakes and using them as opportunities to grow

It's important to communicate openly and honestly with your partner about what's going on. Try to see things from their perspective as well as your own. Work together to find a resolution that works for both of you. Be willing to compromise and accept that there may not be a perfect solution.

Take breaks if things are getting too heated, and come back to the problem when you feel calm and collected. Don't try to fix every problem on your own—consider asking a therapist or counselor for help and insight.

If you've tried everything and there doesn't seem to be a way to fix the problem, you may have to learn to accept it. This can be difficult, but try to focus on the positive aspects of your life and remember that every situation is temporary. Don't dwell on what's going wrong—instead, think about what's going right. Find support by talking to friends or family. Seek professional help if you're having trouble coping.

Davidson JE, Sternberg RJ, editors. The Psychology of Problem Solving . Cambridge University Press; 2003. doi:10.1017/CBO9780511615771

Sarathy V. Real world problem-solving . Front Hum Neurosci . 2018;12:261. Published 2018 Jun 26. doi:10.3389/fnhum.2018.00261

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

Understanding Process-Oriented Learning

Learn about Process-Oriented Learning in this educational glossary entry.

Process-oriented learning is a teaching and learning approach that focuses on the journey of acquiring knowledge rather than just the end result. It emphasizes the process of learning, understanding, and problem-solving over rote memorization and regurgitation of information. This method encourages students to actively engage with the material, think critically, and develop a deeper understanding of concepts.

Process-oriented learning is based on the belief that learning is a dynamic and continuous process that involves exploration, experimentation, and reflection. It values the process of learning as much as the final outcome and encourages students to take ownership of their learning journey. This approach is often contrasted with outcome-oriented learning, which places more emphasis on achieving specific goals or objectives.

Key Principles of Process-Oriented Learning

Active Engagement: Process-oriented learning encourages students to actively participate in the learning process through activities such as discussions, projects, and hands-on experiments. This active engagement helps students develop critical thinking skills and a deeper understanding of the material.
Problem-Solving: Process-oriented learning focuses on developing students' problem-solving skills by presenting them with real-world challenges and encouraging them to find creative solutions. This approach helps students apply their knowledge in practical situations and enhances their ability to think critically.
Reflection: Process-oriented learning emphasizes the importance of reflection in the learning process. Students are encouraged to reflect on their learning experiences, identify areas for improvement, and set goals for future learning. This reflective practice helps students develop metacognitive skills and become more self-directed learners.
Collaboration: Process-oriented learning promotes collaboration among students by encouraging them to work together on projects, share ideas, and learn from each other. Collaborative learning experiences help students develop communication skills, teamwork, and empathy.
Inquiry-Based Learning: Process-oriented learning often involves inquiry-based approaches where students are encouraged to ask questions, explore topics of interest, and conduct research to find answers. This inquiry-driven approach fosters curiosity, critical thinking, and a passion for learning.

Benefits of Process-Oriented Learning

Process-oriented learning offers several benefits for students, educators, and educational institutions:

Deep Understanding: By focusing on the process of learning, students develop a deeper understanding of concepts and are better able to apply their knowledge in real-world situations.
Critical Thinking Skills: Process-oriented learning helps students develop critical thinking skills, problem-solving abilities, and the capacity to analyze and evaluate information.
Engagement and Motivation: Active engagement in the learning process and the opportunity to explore topics of interest can increase students' motivation and enthusiasm for learning.
Collaboration and Communication: Process-oriented learning promotes collaboration and communication skills, which are essential for success in the workplace and in life.
Metacognitive Skills: Through reflection and self-assessment, students develop metacognitive skills that enable them to monitor and regulate their own learning processes.

Challenges of Implementing Process-Oriented Learning

While process-oriented learning offers many benefits, it also presents some challenges for educators and educational institutions:

Time and Resources: Implementing process-oriented learning requires time, resources, and support from educators and administrators, which may be limited in some educational settings.
Assessment: Traditional assessment methods focused on outcomes may not align with the process-oriented approach, making it challenging to evaluate students' learning effectively.
Resistance to Change: Shifting from a more traditional, outcome-oriented approach to a process-oriented one may face resistance from students, parents, and educators who are accustomed to a different teaching and learning style.
Professional Development: Educators may require additional training and professional development to effectively implement process-oriented learning strategies in their classrooms.
Curriculum Alignment: Ensuring that process-oriented learning aligns with curriculum standards and educational goals can be a complex task that requires careful planning and coordination.

Examples of Process-Oriented Learning Activities

Process-oriented learning can be implemented through a variety of activities and strategies that engage students in the learning process. Some examples of process-oriented learning activities include:

Project-Based Learning: Students work on long-term projects that require research, problem-solving, and collaboration to develop a deeper understanding of a topic.
Case Studies: Students analyze real-world scenarios, apply their knowledge to solve problems, and reflect on their decision-making process.
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What is 8D? A template for efficient pr ...

What is 8D? A template for efficient problem-solving

How you respond when problems arise is one of the most defining qualities of a manager. Luckily, there are tools you can use to master problem-solving. The 8D method of problem-solving combines teamwork and basic statistics to help you reach a logical solution and prevent new issues from arising.

You’ve spent months overseeing the development of your company's newest project. From initiation, planning, and execution, you’re confident this may be your best work yet.

Until the feedback starts rolling in.

There’s no sugar-coating it—things don’t always go as planned. But production or process issues are hardly a signal to throw in the towel. Instead, focus on honing your problem-solving skills to find a solution that keeps it from happening again.

The 8D method of problem solving emphasizes the importance of teamwork to not only solve your process woes but prevent new ones from occurring. In this guide, we’ll break down what 8D is, how to use this methodology, and the benefits it can give to you and your team. Plus, get an 8D template to make solving your issue easier.

What is 8D?

The eight disciplines (8D) method is a problem-solving approach that identifies, corrects, and eliminates recurring problems. By determining the root causes of a problem, managers can use this method to establish a permanent corrective action and prevent recurring issues.

How do you use the 8D method?

The 8D method is a proven strategy for avoiding long-term damage from recurring problems. If you’re noticing issues in your workflow or processes, then it’s a good time to give this problem-solving method a try.

To complete an 8D analysis, follow “the eight disciplines” to construct a statistical analysis of the problem and determine the best solution.

The eight disciplines of problem-solving

8D stands for the eight disciplines you will use to establish an 8D report. As you may notice, this outline starts with zero, which makes nine total disciplines. The “zero stage” was developed later as an initial planning stage.

To illustrate these steps, imagine your organization experienced a decline in team innovation and productivity this past year. Your stakeholders have noticed and want to see changes implemented within the next six months. Below, we’ll use the 8D process to uncover a morale-boosting solution.

[inline illustration] D8 problem solving approach (infographic)

D0: Prepare and plan

Before starting the problem-solving process, evaluate the problem you want to solve. Understanding the background of the problem will help you identify the root cause in later steps.

Collect information about how the problem has affected a process or product and what the most severe consequences may be. Planning can include:

Gathering data

Determining the prerequisites for solving the problem

Collecting feedback from others involved

[inline illustration] D0 Planning (example)

If we look back at our example, you may want to figure out whether this decline in morale is organization-wide or only applies to a few departments. Consider interviewing a few employees from different departments and levels of management to gain some perspective. Next, determine what knowledge and skills you will need to solve this lapse in productivity.

D1: Form your team

Create a cross-functional team made up of people who have knowledge of the various products and workflows involved. These team members should have the skills needed to solve the problem and put corrective actions in place.

Steps in this discipline may include:

Appointing a team leader

Developing and implementing team guidelines

Determining team goals and priorities

Assigning individual roles

Arranging team-building activities

[inline illustration] D1 Team members (example)

From our example, a solid team would consist of people with first-hand experience with the issues—like representatives from all departments and key people close to workshop-level work. You may also want to pull someone in from your HR department to help design and implement a solution. Most importantly, make sure the people you choose want to be involved and contribute to the solution.

D2: Identify the problem

You may have a good understanding of your problem by now, but this phase aims to break it down into clear and quantifiable terms by identifying the five W’s a and two H’s (5W2H):

Who first reported the problem?

What is the problem about?

When did it occur and how often?

Where did it occur (relating to the sector, supplier, machine, or production line involved)?

Why is solving the problem important?

How was the problem first detected?

How many parts/units/customers are affected?

[inline illustration] D2 Problem statement & description (example)

Use your team’s insights to answer these questions. From our example, your team may conclude that:

Employees feel overwhelmed with their current workload.

There is no real structure or opportunity to share new ideas.

Managers have had no training for meetings or innovation settings.

Disgruntled employees know they can achieve more—and want to achieve more—even if they seem disengaged.

Once you answer these questions, record an official problem statement to describe the issue. If possible, include photos, videos, and diagrams to ensure all parties have a clear understanding of the problem. It may also help to create a flowchart of the process that includes various steps related to the problem description.

D3: Develop an interim containment plan

Much like we can expect speedy first aid after an accident, your team should take immediate actions to ensure you contain the problem—especially if the problem is related to customer safety.

An interim containment plan will provide a temporary solution to isolate the problem from customers and clients while your team works to develop a permanent corrective action. This band-aid will help keep your customers informed and safe—and your reputation intact.

[inline illustration] D3 Interim containment action (example)

Because your findings revealed workers were overworked and managers lacked training, your team suggests scheduling a few mandatory training sessions for leaders of each department covering time and stress management and combating burnout . You may also want to have a presentation outlining the topics of this training to get key managers and stakeholders interested and primed for positive upcoming changes.

D4: Verify root causes and escape points

Refer back to your findings and consult with your team about how the problem may have occurred. The root cause analysis involves mapping each potential root cause against the problem statement and its related test data. Make sure to test all potential causes—fuzzy brainstorming and sloppy analyses may cause you to overlook vital information.

[inline illustration] D4 Root cause & escape points (example)

In our example, focus on the “why” portion of the 5W2H. You and your team identify six root causes:

Managers have never had any training

There is a lack of trust and psychological safety

Employees don’t understand the objectives and goals

Communication is poor

Time management is poor

Employees lack confidence

In addition to identifying the root causes, try to pinpoint where you first detected the problem in the process, and why it went unnoticed. This is called the escape point, and there may be more than one.

D5: Choose permanent corrective actions

Work with your team to determine the most likely solution to remove the root cause of the problem and address the issues with the escape points. Quantitatively confirm that the selected permanent corrective action(s) (PCA) will resolve the problem for the customer.

Steps to choosing a PCA may include:

Determining if you require further expertise

Ensuring the 5W2Hs are defined correctly

Carrying out a decision analysis and risk assessment

Considering alternative measures

Collecting evidence to prove the PCA will be effective

[inline illustration] D5 Permanent corrective action (example)

Your team decides to roll out the training used in the interim plan to all employees, with monthly company-wide workshops on improving well-being. You also plan to implement meetings, innovation sessions, and team-coaching training for managers. Lastly, you suggest adopting software to improve communication and collaboration.

D6: Implement your corrective actions

Once all parties have agreed on a solution, the next step is to create an action plan to remove the root causes and escape points. Once the solution is in effect, you can remove your interim containment actions.

After seeing success with the training in the interim phase, your stakeholders approve all of your team’s proposed PCAs. Your representative from HR also plans to implement periodic employee wellness checks to track employee morale .

[inline illustration] D6 PCA implementation plan (example)

To ensure your corrective action was a success, monitor the results, customer, or employee feedback over a long period of time and take note of any negative effects. Setting up “controls” like employee wellness checks will help you validate whether your solution is working or more needs to be done.

D7: Take preventive measures

One of the main benefits of using the 8D method is the improved ability to identify necessary systematic changes to prevent future issues from occurring. Look for ways to improve your management systems, operating methods, and procedures to not only eliminate your current problem, but stop similar problems from developing later on.

[inline illustration] D7 Preventive measure (example)

Based on our example, the training your team suggested is now adopted in the new manager onboarding curriculum. Every manager now has a “meeting system” that all meetings must be guided by, and workloads and projects are managed as a team within your new collaboration software . Innovation is improving, and morale is at an all-time high!

D8: Celebrate with your team

The 8D method of problem-solving is impossible to accomplish without dedicated team members and first-class collaboration. Once notes, lessons, research, and test data are documented and saved, congratulate your teammates on a job well done! Make an effort to recognize each individual for their contribution to uncovering a successful solution.

[inline illustration] 8D Team congratulations & reward (example)

8D report template and example

Check out our 8D report template below to help you record your findings as you navigate through the eight disciplines of problem solving. This is a formal report that can be used as a means of communication within companies, which makes for transparent problem-solving that you can apply to the entire production or process chain.

Benefits of using the 8D method

The 8D method is one of the most popular problem-solving strategies for good reason. Its strength lies in teamwork and fact-based analyses to create a culture of continuous improvement —making it one of the most effective tools for quality managers. The benefits of using the 8D method include:

Improved team-oriented problem-solving skills rather than relying on an individual to provide a solution

Increased familiarity with a problem-solving structure

A better understanding of how to use basic statistical tools for problem-solving

Open and honest communication in problem-solving discussions

Prevent future problems from occurring by identifying system weaknesses and solutions

Improved effectiveness and efficiency at problem-solving

Better collaboration = better problem solving

No matter how good a manager you are, production and process issues are inevitable. It’s how you solve them that separates the good from the great. The 8D method of problem solving allows you to not only solve the problem at hand but improve team collaboration, improve processes, and prevent future issues from arising.

Try Asana’s project management tool to break communication barriers and keep your team on track.

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Problem Solving - A step by step guide - LearnLeanSigma

The Art of Effective Problem Solving: A Step-by-Step Guide

Whether we realise it or not, problem solving skills are an important part of our daily lives. From resolving a minor annoyance at home to tackling complex business challenges at work, our ability to solve problems has a significant impact on our success and happiness. However, not everyone is naturally gifted at problem-solving, and even those who are can always improve their skills. In this blog post, we will go over the art of effective problem-solving step by step.

Problem Solving Methodologies

Methodology of 8D (Eight Discipline) Problem Solving:

A3 Problem Solving Method:

The A3 problem solving technique is a visual, team-based problem-solving approach that is frequently used in Lean Six Sigma projects. The A3 report is a one-page document that clearly and concisely outlines the problem, root cause analysis, and proposed solution.

Subsequently, in the Lean Six Sigma framework, the 8D and A3 problem solving methodologies are two popular approaches to problem solving. Both methodologies provide a structured, team-based problem-solving approach that guides individuals through a comprehensive and systematic process of identifying, analysing, and resolving problems in an effective and efficient manner.

Step 1 – Define the Problem

By repeatedly asking “ why ,” you’ll eventually get to the bottom of the problem. This is an important step in the problem-solving process because it ensures that you’re dealing with the root cause rather than just the symptoms.

Step 2 – Gather Information and Brainstorm Ideas

Gathering information and brainstorming ideas is the next step in effective problem solving. This entails researching the problem and relevant information, collaborating with others, and coming up with a variety of potential solutions. This increases your chances of finding the best solution to the problem.

Next, work with others to gather a variety of perspectives. Brainstorming with others can be an excellent way to come up with new and creative ideas. Encourage everyone to share their thoughts and ideas when working in a group, and make an effort to actively listen to what others have to say. Be open to new and unconventional ideas and resist the urge to dismiss them too quickly.

Step 3 – Evaluate Options and Choose the Best Solution

Once you’ve compiled a list of potential solutions, it’s time to assess them and select the best one. This is the third step in effective problem solving, and it entails weighing the advantages and disadvantages of each solution, considering their feasibility and practicability, and selecting the solution that is most likely to solve the problem effectively.

You’ll be able to tell which solutions are likely to succeed and which aren’t by assessing their feasibility and practicability.

Step 4 – Implement and Monitor the Solution

When you’ve decided on the best solution, it’s time to put it into action. The fourth and final step in effective problem solving is to put the solution into action, monitor its progress, and make any necessary adjustments.

Finally, make any necessary modifications to the solution. This could entail changing the solution, altering the plan of action, or delegating different tasks. Be willing to make changes if they will improve the solution or help it solve the problem more effectively.

You can increase your chances of success in problem solving by following these steps and considering factors such as the pros and cons of each solution, their feasibility and practicability, and making any necessary adjustments. Furthermore, keep in mind that problem solving is an iterative process, and there may be times when you need to go back to the beginning and restart. Maintain your adaptability and try new solutions until you find the one that works best for you.

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Eight Disciplines of Problem Solving (8D)

– Eight Disciplines of Problem Solving –

⇓ Introduction to 8D

⇓ What is 8D

⇓ Why Apply 8D

⇓ When to Apply 8D

⇓ How to Apply 8D

Quality and Reliability Support | Quality-One

Introduction to Eight Disciplines of Problem Solving (8D)

The Eight Disciplines of Problem Solving (8D) is a problem solving methodology designed to find the root cause of a problem, devise a short-term fix and implement a long-term solution to prevent recurring problems. When it’s clear that your product is defective or isn’t satisfying your customers, an 8D is an excellent first step to improving Quality and Reliability.

Ford Motor Company developed this problem solving methodology, then known as Team Oriented Problem Solving (TOPS), in the 1980s. The early usage of 8D proved so effective that it was adopted by Ford as the primary method of documenting problem solving efforts, and the company continues to use 8D today.

8D has become very popular among manufacturers because it is effective and reasonably easy to teach. Below you’ll find the benefits of an 8D, when it is appropriate to perform and how it is performed.

What is Eight Disciplines of Problem Solving (8D)

The 8D problem solving process is a detailed, team oriented approach to solving critical problems in the production process. The goals of this method are to find the root cause of a problem, develop containment actions to protect customers and take corrective action to prevent similar problems in the future.

The strength of the 8D process lies in its structure, discipline and methodology. 8D uses a composite methodology, utilizing best practices from various existing approaches. It is a problem solving method that drives systemic change, improving an entire process in order to avoid not only the problem at hand but also other issues that may stem from a systemic failure.

8D has grown to be one of the most popular problem solving methodologies used for Manufacturing, Assembly and Services around the globe. Read on to learn about the reasons why the Eight Disciplines of Problem Solving may be a good fit for your company.

Why Apply Eight Disciplines of Problem Solving (8D)

The 8D methodology is so popular in part because it offers your engineering team a consistent, easy-to-learn and thorough approach to solving whatever problems might arise at various stages in your production process. When properly applied, you can expect the following benefits:

Improved team oriented problem solving skills rather than reliance on the individual
Increased familiarity with a structure for problem solving
Creation and expansion of a database of past failures and lessons learned to prevent problems in the future
Better understanding of how to use basic statistical tools required for problem solving
Improved effectiveness and efficiency at problem solving
A practical understanding of Root Cause Analysis (RCA)
Problem solving effort may be adopted into the processes and methods of the organization
Improved skills for implementing corrective action
Better ability to identify necessary systemic changes and subsequent inputs for change
More candid and open communication in problem solving discussion, increasing effectiveness
An improvement in management’s understanding of problems and problem resolution

8D was created to represent the best practices in problem solving. When performed correctly, this methodology not only improves the Quality and Reliability of your products but also prepares your engineering team for future problems.

When to Apply Eight Disciplines of Problem Solving (8D)

The 8D problem solving process is typically required when:

Safety or Regulatory issues has been discovered
Customer complaints are received
Warranty Concerns have indicated greater-than-expected failure rates
Internal rejects, waste, scrap, poor performance or test failures are present at unacceptable levels

How to Apply Eight Disciplines of Problem Solving (8D)

The 8D process alternates inductive and deductive problem solving tools to relentlessly move forward toward a solution. The Quality-One approach uses a core team of three individuals for inductive activities with data driven tools and then a larger Subject Matter Expert (SME) group for the deductive activities through brainstorming, data-gathering and experimentation.

D0: Prepare and Plan for the 8D

Proper planning will always translate to a better start. Thus, before 8D analysis begins, it is always a good idea to ask an expert first for their impressions. After receiving feedback, the following criterion should be applied prior to forming a team:

Collect information on the symptoms

Use a Symptoms Checklist to ask the correct questions

Identify the need for an Emergency Response Action (ERA), which protects the customer from further exposure to the undesired symptoms

D1: Form a Team

A Cross Functional Team (CFT) is made up of members from many disciplines. Quality-One takes this principle one step further by having two levels of CFT:

The Core Team Structure should involve three people on the respective subjects: product, process and data
Additional Subject Matter Experts are brought in at various times to assist with brainstorming, data collection and analysis

Teams require proper preparation. Setting the ground rules is paramount. Implementation of disciplines like checklists, forms and techniques will ensure steady progress. 8D must always have two key members: a Leader and a Champion / Sponsor:

The Leader is the person who knows the 8D process and can lead the team through it (although not always the most knowledgeable about the problem being studied)
The Champion or Sponsor is the one person who can affect change by agreeing with the findings and can provide final approval on such changes

D2: Describe the Problem

The 8D method’s initial focus is to properly describe the problem utilizing the known data and placing it into specific categories for future comparisons. The “Is” data supports the facts whereas the “Is Not” data does not. As the “Is Not” data is collected, many possible reasons for failure are able to be eliminated. This approach utilizes the following tools:

Problem Statement
Affinity Diagram (Deductive tool)
Fishbone/Ishikawa Diagram (Deductive tool)
Problem Description

D3: Interim Containment Action

In the interim, before the permanent corrective action has been determined, an action to protect the customer can be taken. The Interim Containment Action (ICA) is temporary and is typically removed after the Permanent Correct Action (PCA) is taken.

Verification of effectiveness of the ICA is always recommended to prevent any additional customer dissatisfaction calls

D4: Root Cause Analysis (RCA) and Escape Point

The root cause must be identified to take permanent action to eliminate it. The root cause definition requires that it can be turned on or off, at will. Activities in D4 include:

Comparative Analysis listing differences and changes between “Is” and “Is Not”
Development of Root Cause Theories based on remaining items
Verification of the Root Cause through data collection
Review Process Flow Diagram for location of the root cause
Determine Escape Point, which is the closest point in the process where the root cause could have been found but was not

D5: Permanent Corrective Action (PCA)

The PCA is directed toward the root cause and removes / changes the conditions of the product or process that was responsible for the problem. Activities in D5 include:

Establish the Acceptance Criteria which include Mandatory Requirements and Wants
Perform a Risk Assessment / Failure Mode and Effects Analysis (FMEA) on the PCA choices
Based on risk assessment, make a balanced choice for PCA
Select control-point improvement for the Escape Point
Verification of Effectiveness for both the PCA and the Escape Point are required

D6: Implement and Validate the Permanent Corrective Action

To successfully implement a permanent change, proper planning is essential. A project plan should encompass: communication, steps to complete, measurement of success and lessons learned. Activities in D6 include:

Develop Project Plan for Implementation
Communicate the plan to all stakeholders
Validation of improvements using measurement

D7: Prevent Recurrence

D7 affords the opportunity to preserve and share the knowledge, preventing problems on similar products, processes, locations or families. Updating documents and procedures / work instructions are expected at this step to improve future use. Activities in D7 include:

Review Similar Products and Processes for problem prevention
Develop / Update Procedures and Work Instructions for Systems Prevention
Capture Standard Work / Practice and reuse
Assure FMEA updates have been completed
Assure Control Plans have been updated

D8: Closure and Team Celebration

Teams require feedback to allow for satisfactory closure. Recognizing both team and individual efforts and allowing the team to see the previous and new state solidifies the value of the 8D process. Activities in D8 include:

Archive the 8D Documents for future reference
Document Lessons Learned on how to make problem solving better
Before and After Comparison of issue
Celebrate Successful Completion

8D and Root Cause Analysis (RCA)

The 8D process has Root Cause Analysis (RCA) imbedded within it. All problem solving techniques include RCA within their structure. The steps and techniques within 8D which correspond to Root Cause Analysis are as follows:

Problem Symptom is quantified and converted to “Object and Defect”
Problem Symptom is converted to Problem Statement using Repeated Whys
Possible and Potential Causes are collected using deductive tools (i.e. Fishbone or Affinity Diagram)
Problem Statement is converted into Problem Description using Is / Is Not
Problem Description reduces the number of items on the deductive tool (from step 3)
Comparative Analysis between the Is and Is Not items (note changes and time)
Root Cause theories are developed from remaining possible causes on deductive tool and coupled with changes from Is / Is Not
Compare theories with current data and develop experiments for Root Cause Verification
Test and confirm the Root Causes

Example: Multiple Why Technique

The Multiple / Repeated Why (Similar to 5 Why) is an inductive tool, which means facts are required to proceed to a more detailed level. The steps required to determine problem statement are:

Problem Symptom is defined as an Object and Defect i.e. “Passenger Injury”
Why? In every case “SUV’s Roll Over”
Why? In every case, it was preceded by a “Blown Tire”
Why? Many explanations may be applied, therefore the team cannot continue with another repeated why past “Blown Tire”
Therefore, the Problem Statement is “Blown Tire”
Why? Low (Air) Pressure, Tire Defect (Degradation of an Interface) and High (Ambient) Temperature
Counter measures assigned to low pressure and tire defect

This example uses only 4 of the 5 Whys to determine the root causes without going further into the systemic reasons that supported the failure. The Repeated Why is one way to depict this failure chain. Fault Tree Analysis (FTA) could also be used.

Learn More About Eight Disciplines of Problem Solving (8D)

Quality-One offers Quality and Reliability Support for Product and Process Development through Consulting, Training and Project Support. Quality-One provides Knowledge, Guidance and Direction in Quality and Reliability activities, tailored to your unique wants, needs and desires. Let us help you Discover the Value of 8D Consulting , 8D Training or 8D Project Support .

(248) 280-4800 | [email protected]

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Evidence-Based Teaching Guides → Evidence-Based Teaching Guides → Problem Solving

Problem solving followed by instruction.

In the POGIL approach, students work in collaborative groups of 3-4 students during class time with facilitation of an instructor.
POGIL comprises two components: guided-inquiry learning and development of process skills. The additional focus on process skills makes POGIL different from most collaborative approaches.
The POGIL material (activities) are written to provide a structured guided-inquiry opportunity. This is accomplished by having the material carefully structured to follow a 3-phase learning cycle (based on Lawson et al., 1989, which is modified from Karplus’ original cycle) consisting of exploration, concept-intervention, and application. Content and concepts are introduced to the students via the learning cycle.
The process skills that POGIL develops are communication, assessment (particularly self-assessment), teamwork, management, information processing, critical thinking, and problem solving.
In the pure POGIL model, a class session contains little or no traditional lecture. However, elements of the POGIL approach can be incorporated into a more typical lecture format. Students work on activities in small groups and report out to the entire class at various stages during the learning cycle to ensure understanding by the entire class.
The use of rotating roles in the group encourages interdependence among group members and thereby helps to keep group members moving together in solving the problems. The four typical roles are manager, reporter, presenter, and reflector, although different instructors/courses may use different roles.
POGIL is used in many STEM undergraduate disciplines including anatomy/physiology, bioscience, chemistry, computer science, engineering, and a number of health sciences courses, and in a variety of institutions. It has been used at all different levels of undergraduate education. Studies have evaluated performance outcomes such as course grades, standardized and course exam performance, and drop/WF rates. Results showed a positive impact on performance and content knowledge; although having comparison groups, most did not account for prior student preparation and identity. For more details, see the review by Rodriguez et al., 2020, below.
The basis of constructivism is that students construct meaning (e.g., develop concepts and models) through active involvement with the material and by making sense of their experiences.
Social constructivism assumes that students’ understanding and sense-making are developed jointly in collaboration with other students.
Guided inquiry: Inquiry-based learning is based on approaches that start with a driving question or issue, and by studying this question or issue students construct new knowledge and understanding. The POGIL approach most closely follows Staver and Bay’s “Structured Inquiry.” In the POGIL approach, the instructor selects (or writes) an activity that is organized around a central question. This activity is written to focus on the central question and, via the 3-phase learning cycle, has guiding questions that help the students uncover the concepts and terms related to the central question.
Cooperative learning: The literature shows the biggest gains in student learning typically come from using cooperative learning, an approach based on social constructivism. In cooperative learning, students work in small groups that are structured to encourage interdependence. Key characteristics of a cooperative-learning environment are: each student is given a task or responsibility to help the group succeed; there is individual and group accountability of learning; students discuss with each other to assist all members in their learning; and social/professional skills are taught in addition to the material. See more in the Group Work guide .
Contrasting cases are problems or scenarios that differ in key features. Comparing the cases can help learners identify deep features of the problem type and can serve as an important step in developing conceptual understanding about solving problems in the domain under study.
They have been used both before and after direct instruction. Generally, contrasting cases are found to be more beneficial when used prior to direct instruction that explains the principle linking the cases.
prompt invention of a general solution, requiring inductive thinking.
prompt identification of case similarities and differences to identify deep features. When used for to help students identify deep features of problems, they have been used in two ways: with prompts for students to make comparisons, and with expert-generated notations to highlight important similarities and differences. When used in this way, contrasting cases can be viewed as a form of worked example.
They have been used in both individual and cooperative learning environments.
When asking students to compare cases to identify deep features, it is more beneficial to ask them to identify similarities than differences.
When asking students to invent a general solution, the case set should include at least two positive cases—that is, two cases that show the phenomenon under study—and one that does not. The positive cases should show the phenomenon to different degrees. For example, if the phenomenon is production of red pigment, one case might have a red flower; a second case a pink flower; a third case a white flower.
More guidance leads to greater benefits from contrasting cases. This guidance can occur through several mechanisms including pretests that may help focus student attention and foster interest; examples of the type of thinking that is required; or expert-generated notations that draw attention to key features.
Productive failure theory posits that under certain conditions, students’ engagement in solving problems that are beyond their skill sets and abilities can be productive for learning, even though failure may initially occur.
Productive failure derives from theoretical underpinnings that point to the importance of errors and failure during learning, linking to the idea of desirable difficulties.
Failure can be beneficial to learning because it can activate prior knowledge, reveal gaps in one’s knowledge as well as the limits of one’s knowledge. Failure can also increase the agency of learners and their motivation. Thus, even though the process of failing may burden learners’ cognitive load, it may also set up learners to learn more or better in the future.
Research on productive failure has documented its advantage for learning conceptual knowledge and the ability to transfer one’s knowledge to new problems.
Researchers have argued that productive failure (short-term failure in exchange for long-term learning) is superior to instruction followed by problem-solving approaches because those approaches might promote unproductive success (short-term success in exchange for long-term failure) (Kapur, 2016).
Phase 1: Prior to any explicit instruction, students solve complex problems that are beyond their capabilities.
Phase 2: After problem solving, instructors provide explicit instruction that reveals normative conceptual knowledge and problem-solving procedure.
Current literature suggests that productive failure is most effective when (1) the problem-solving phase uses contrasting cases, i.e., problems that differ from each other in a way that pertains to the underlying principle of the problem, and/or (2) the explicit instruction phase considers and builds on the solutions students generate during the problem-solving phase.
Most productive failure research involves a problem-solving phase without guidance. Students are left to solve the problem on their own with no direction from the instructor. Yet it is an open question whether this lack of guidance during problem solving is essential.

How To Use This Guide

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8D Process: Its Importance and Advantages

The 8Ds — also known as the 8 Disciplines — Problem Solving Process is a team-oriented methodology that is mainly used to identify, correct, and eliminate recurring problems.

The methodology focuses on the origin of a problem by determining the root cause and establishes a permanent corrective and preventive action accordingly. It is an 8 tier process with integrated basic problem-solving tools.

This article will help you looks at 8D best practices how it can be helpful for manufacturers to better understand tools and techniques to address nonconformances and reduce risk.

History of 8D Problem Solving Process

There was a dire need for a team-oriented problem-solving strategy based on the use of statistical methods of data analysis. Ford Motors during World War II were manufacturing war vehicles in bulk. To ease up the assembly lines and the entire management in general, the executives of Powertrain Organization wanted a methodology where teams could work on recurring problems.

In 1986, the assignment was given to develop a manual and a course that will teach a new approach to solving tough engineering design and manufacturing defects. The manual for this methodology was documented and defined in “Team Oriented Problem Solving (TOPS)”, published in 1987.

The manual and courses were led at World Headquarters in Dearborn, Michigan. Subsequent changes and revisions were made based on the feedback from pilot sessions. The materials were extensive and the 8D titles were mere chapter headings for the steps in the process. Ford also refer to their current variant of the 8D process as G8D (Global 8D)

Use of 8D Process in Military

The US Government recognized the full caliber of the 8D process. During World War II, they standardized a process as Military Standard 1520 “Corrective Action and Disposition System for Non-confirming Materials”

Their 8D process was used to identify, correct, and eliminate recurring problems, whilst the methodology was useful in product and process improvement. It established a permanent corrective action based on a statistical analysis of the problem. It also focused on the origin of the problem by determining the root cause.

The 8D approach

The 8D model establishes a permanent corrective action based on statics and data of the problem. It focuses on the origin of the problem by determining its root causes. The earlier 8D models comprised of eight stages, the model got changed as time progressed. It was later expanded by an initial planning stage.

The stages (or Disciplines) are as follow:

D0 — Plan adequately

Proper planning and preparation is of utmost necessity before taking any action. So, before forming a team for the project, you’ll need to consider the following:

Problem description
Timeframe of the task
Amount of resources

D1 — Establish your team

Create a diverse team with extensive portfolios. Make sure they have enough experience so that they can lead to the best quality inputs and complete solutions. For teams to function smoothly, define clear roles and responsibilities.

D2 — Describe the problem

The 8D methodology focuses on describing a problem objectively, capturing every vital information. During the analysis, a loop of 5W1H (why, what, who, where, when, and how) should be applied to develop a clear problem description.

D3 — Contain the problem

Projects that are big and take days to run a single task on them require a temporary problem containment plan to minimize the impact of a problem until a permanent solution is found. On developing the plan based on hypothetical cases, the resources for addressing the main problem can be released.

D4 — Identify the root cause

When the problem is temporarily contained, you can work on identifying the root cause of the nonconformance. You can use the 5W1H framework to understand the problem in-depth, or the Fishbone diagrams to categorize visually, or Pareto Charts to identify the vital causes.

D5 — Identify corrective actions

Once the root cause is recognized, the team can start brainstorming permanent corrections to identify the best long-term solution. Brainstorming with the team along with taking help from tools like affinity diagrams can help in organizing ideas.

D6 — Implement and validate corrective actions

Once a solution is identified, the management needs to implement and verify the corrective action. The PDCA (plan-do-check-act) approach is beneficial in this stage to do small-scale testing. To successfully implement a permanent change, a project plan should incorporate:

Project plan development for implementation
Communication of the plan with stakeholders
Validating improvements using measurements

D7 — Implement preventive actions

A complete solution always provides no reoccurrence of problems. Even if you have created a complete solution, you should still work on preventive measures (after all, better today than tomorrow!).

In this stage, teams must consider actions that include updating audit process questions and verifying corrective actions periodically to reduce risk in processes. Teams can utilize the Poka-Yoke/Error Proofing methodologies to run tests to find defects.

D8 — Recognize team and individual efforts

At the end of the day, everyone wants their work to be recognized. Don’t be shy about that. Celebrate the team’s success and congratulate individuals for their work contribution. Doing such will facilitate motion and employee engagement while helping the organization to improve quality control.

Six Sigma tools that synergize with 8D

8D has become one of the leading frameworks for process improvement. It is robust and can mix easily with other prominent methodologies such as Six Sigma.

The following are improvement tools often used in Six Sigma processes. Learn how the addition of 8D can improve the process even further.

DMAIC – Lean Six Sigma

The DMAIC process is a data-driven cycle for process improvement. It is designed for businesses to identify flaws, errors, defects, or inefficiencies in a process.

Learn more on DMAIC and the process here .

In terms of combining 8D:

One can use DMAIC to identify the root cause as in step D4
One can implement the same technique to better understand prospects for corrective actions in steps D5 & D6

FMEA – Failure Mode & Effects Analysis

FMEA helps in understanding the potential for problems and making preemptive preparations to avoid them. This methodology is used majorly by Risk Management teams.

FMEA & 8D:

8D can use information gathered during an FMEA process to identify potential problems and the root causes.
The information gathered during the FMEA process can be reused to feed into representational diagrams like Ishikawa (Fishbone) diagram.
8D brainstorming data can be used for new design processes. This allows the FMEA to take actual failures into account, thus producing effective results.
Database from previous FMEA can be used as a benchmark for root causes of the problem to inform on 8D process development.

Pareto Charts

Pareto charts are majorly used to analyze data on the frequency of problems/causes in a process. It helps in understanding the impact of different variations of input and outputs via data and graphical representation.

In relation to 8D, Pareto charts help in prioritizing which root cause to target based on which will have the greatest impact on the improvement process.

The 5 Whys is a deductive reasoning technique that asks “Why?” five times. The logic here is to ask the same question (WHY?) over and over again, making the reasoning process dig deeper into the complexity of a problem from a single point of focus.

When someone reaches the “5th Why?”, they should have something that has a high likelihood of being a root cause.

Benefits of 8D Problem Solving

8D focuses on teamwork. The framework’s philosophy is to encourage teams as a whole and individually. It’s a pragmatic methodology, i.e. a fact-based problem-solving process.

One of the main strengths of 8D is its focus on teamwork. 8D philosophy encourages the idea that teams, as a whole, are more powerful than the sum of the individual qualities of each team member.

Here are a few of the benefits that you can expect from the 8D problem-solving process:

Institutes a structured and consistent problem-solving approach within an organization
Enables individuals to become more effective at problem-solving
Encourages team-based approach
Helps ensure customers receive a timely and effective response to any concern
Supports the requirements of quality management systems for corrective action, problem-solving, and continual improvement
Helps in avoiding future problems by solving them in the present time
Reduces Cost of Poor Quality (COPQ) by using the lessons learned in process improvement actions
Assists organizations to comply with the customer-specific requirement for management concerns

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3 The process-based methodologies

Learning Outcomes

Contextualise key benefits of process-based project management methodologies.
Exhibit the 7 principles, 7 themes, 7 processes of the PRINCE2 method.
Articulate the key benefits of Lean Project Management.
Conceptually map differences and similarities between the Six Sigma and Lean Six Sigma approaches.

Process-based project management methodologies follow a systematic process which incorporates creation, management, and improvements. The process aims to align the objectives of the project to those of the organisation, project team, stakeholders, and clients (Goodman 2006). Within this process, all tasks, activities, and objectives must contribute to the outcomes of the project and business strategies. The primary aim is to achieve a common goal, based on collaboration between project team members, stakeholders, and the clients.

Process-based project management ensures that the project team understands the current state, potential improvements, and optimal end-state. This method allows organisations to understand the different requirements of the project to meet the overarching outcomes, and how to best manage the individual processes, tasks, and activities within the project. As per research by Myles and Coats (1995), through process-based project management, organisations are better able to:

understand the varying client demands, needs and expectations, including how they change over time and in response to environmental factors
support the response to the identified client expectations
develop skills and capabilities in the project management domain
manage their project from end-to-end
integrate their various projects, programs, and portfolios
identify and manage the different success and benefit indicators
link the project outcomes to the organisational goals and objectives.

Within process-based project management, there are 6 commonly identified stages (Myles and Coats 1995), as outlined in Figure 6.

Figure 6. Common phases of process-based project management, by Carmen Reaiche and Samantha Papavasiliou, licensed under CC BY (Attribution) 4.0

Stage 1: Define the process . Processes need to be clearly identified, precisely documented and shared with the project teams to ensure that they are properly followed and understood. This includes using tools, documentation, stakeholder consultations, agreements, guides for asset management and process diagrams/flow charts. The process should also define the responsibilities and roles of the different team members, including operational needs, reporting requirements and performance expectations.

Stage 2: Identify indicators . Evaluation is a crucial step in the process, including developing, collecting, and monitoring data outlining the performance of the process and team. This ensures that future improvements can be implemented around efficiency, quality, duration, and scheduling. These indicators need to be quantifiable, using comparative data, relevant references, and other supporting data for analysis.

Stage 3: Measure process performance . The current performance of processes needs to be measured to ensure the achievement of objectives and outcomes. This also enables a team to make decisions that support efficiency, evolve over time, and solve complex issues.

Stage 4: Adjust objectives . Check compliance of the process to ensure it is stable and adequate. If it is not, determine how to best improve the processes moving forward.

Stage 5: Improvements. Ongoing improvements and changes will occur to organisational culture, mission and vision statements, and objectives. Therefore, success measurement needs to be considered for all changes.

Stage 6: Implement selected improvements. For improvements as outlined in the previous step, organisational training may be required, as well as ongoing support for team members, and regular monitoring and continuous improvement of processes.

Advantages and disadvantages of process-based project management

There are numerous advantages of applying process-based project management, including improved processes, increased value-adding activities, reduced costs, and strategic alignment to the organisation.

Organisations which follow process-based project management processes see improvements to flexibility, interpersonal relationships between employees, and the reach of the outcomes. Within a process-based methodology, every staff member knows their roles and responsibilities, and they collaborate to achieve the end-state. As a result, use of resources is improved, decreasing overall costs.

Most process-based methods encourage continuous improvements, whereby inefficiencies are identified and removed. Therefore, applying this method to a project and/or an organisation, there is a move away from a hierarchical system. Instead, roles and responsibilities are dictated based on organisational need. Change management also becomes a key area within the planning process. Organisational training needs to be ongoing, ensuring that every employee is part of the process.

Process-based project management methodologies include the following:

PRINCE2: the main focus is 7 principles, 7 themes, 7 processes.
Lean Project Management: the main focus is maximum efficiency, minimum waste.
Six Sigma: the main focus is improvement by eliminating defects/bugs.
Lean Six Sigma: the main focus is no waste + zero defects.

Let’s explore each of these approaches.

PRINCE2: 7 principles, 7 themes, 7 processes

PRINCE2 is a process-based method for effective project management, and it stands for PR ojects IN C ontrolled E nvironments. The focus of this method is on breaking a project into smaller components and stages (Axelos 2015; PRINCE2 2022). This is achieved by outlining clear roles and responsibilities and applying the project life cycle using the 7 processes outlined in PRINCE2. Projects should also be broken into logical steps, following a framework that is organised and controlled prior to starting the work, and is maintained and followed throughout the execution (Axelos 2015; PRINCE2 2022). PRINCE2 is based on the following 7 key principles, 7 themes and 7 processes.

Seven Principles

The PRINCE2 method is based on the application of 7 principles (also referred to as guidelines) which are not to be altered. PRINCE2 principles are defined as a mindset. If the project does not meet these principles, it should not be managed through PRINCE2 methodology (Lawton 2015; Bennett 2017; Axelos 2018). These principles, as outlined in Lawton (2015), are:

Continued business justification. The business case is vital and updated throughout the project to ensure that the project remains viable. Through the business case, if the project ceases to provide value, the project can be terminated early.
Learning from experience. Maintain a lesson learned register for each project and ensure that the project team uses the logs throughout the project (and reviews registers from previous and concurrent projects).
Defined roles and responsibilities. Within PRINCE2 there are 4 levels of structure in terms of roles and responsibilities, including program or corporate management, project board, project manager and project management team level. Within the project management team, all the primary stakeholders need to be represented (business, user, and suppliers), along with the roles and responsibilities of the team members themselves.
Managing through stages. Projects are controlled and planned in stages, moving stage by stage. This includes updating documentation as required, including the business case, risk register, project plan and next steps work breakdown structure.
Management by exception. Projects using the PRINCE2 method have defined tolerances (6 aspects, defined below) for each objective, outlining levels of authority. If these tolerances are exceeded, the decision needs to be extended to a higher delegation.
Focus on products/outcomes. The project’s primary focus should be the definition and delivery of products or outcomes, including their quality requirements.
Tailored to suit project environment. PRINCE2 should be tailored to meet the project needs (for example, environment, size, complexity, importance, scheduling, budget, and risk). Within PRINCE2 the first activity is tailoring within the initiation phase (which is then reviewed at each stage).

Not every principle or component outlined with PRINCE2 is applicable to every project. The components are used to guide the project manager and project team on whether these processes are relevant to the project specifics. A primary element of PRINCE2 is tailoring the needs to a particular project (Lawton 2015).

Six aspects

The 6 aspects are also referred to as the project tolerances and/or performance goals. These are used to quantify the project tolerances or performance expectations that need to be followed and considered as part of the decision-making process (Lawton 2015; Bennett 2017; Axelos 2018). Additionally, these can be referred to as Key Performance Indicators (KPIs). Table 4 outlines the various aspects within PRINCE2.

Table 4. Six aspects of PRINCE2 (Lawton 2015; Axelos 2018)


Scope	Project plan, scope of work and scope statement
Timescale	Project plan, project schedule
Risk	Risk registers and risk management plan
Quality	Project quality management plan and KPIs
Benefits	Business case and KPIs
Cost	Project plan, budget

Project benefits can be difficult to determine, especially when related to ensuring that the project remains within cost/budget.

Seven Themes

Themes are the activities which need to be completed at the start of a project. They are used to set a baseline and monitor a project throughout its life cycle. Themes are used to guide how the project should be managed (Lawton 2015; Bennett 2017; Axelos 2018). Therefore, themes are tailored to suit the project needs, depending on the environment, scale, budget, and schedule (Lawton 2015). These are outlined in Table 5.

Table 5. Seven themes of PRINCE2 (Lawton 2015; Axelos 2018)


1. Business Case	Business Case Benefits management approach Co-design Governance Stakeholder engagement
2. Organisation	Communication Management Advisory group Project team Co-design groups
3. Quality	Quality register Quality management plan Key performance indicators Feedback Review current and plan future practices and pathways Identify best practice Stakeholder engagement
4. Plans	Following steps: These fit within the:
5. Risk	Risk register Risk management Risk mitigation
6. Change	Issue register Change management approach Stakeholder engagement Change approval
7. Progress	Baseline to measure project success Reviews of the issue register, quality register, risk register Reporting: checkpoint, highlight report, end stage report, end project report

Seven Processes

The 7 processes are used to manage a project and identify the roles and responsibilities of the project team members (Lawton 2015; Bennett 2017; Axelos 2018).

Project start up. This step determines whether the project is viable and includes the project brief, business case and stepping out a plan of the key milestones. Within this step, the project manager is appointed along with the project team (Axelos 2018). This step should provide a clear scope of work to be completed and support the creation of baselines and performance expectations.
Project initiation. This step requires the definition of the project aspects (for example, scope, cost, schedule, risk, quality, and benefits) (Axelos 2018).
Direct a project. This step requires ensuring that the decision-makers are accountable throughout (Axelos 2018).
Control a stage. This step involves controlling how each individual stage will be managed, following the work breakdown structure, the project plan and schedule. The project manager is responsible for assigning work, and ensuring it is completed and meets the requirements (Axelos 2018). These should be reviewed; ongoing checks need to be in place to verify and compare the progress of the project work against the project plan and consider the issues and risks that have occurred and their resulting impact.
Manage product/outcome delivery. This step involves managing the delivery of the project product or outcomes, controlling the work being completed and the performance of the project team (Axelos 2018). For the project manager and project team there should be formal requirements for their performance, their acceptance criteria, steps for execution and delivery of the project work.
Manage stage boundary. This step is broken into 2 parts. First, the project manager is responsible for providing updates to the project boards outlining the performance, updates or changes to documentation, and creating next steps plans (as required) (Axelos 2018). Second, information provided by the project manager to the project board is used to provide understanding of what they are approving or how work is progressing (Axelos 2018). Overall, this step is used to document transitioning or moving between stages.
Project closure. This step involves the formal closure of the project, transitioning to business as usual and evaluation of the benefits/performance (Axelos 2018).

In sum, PRINCE2 is a commonly used process-based project management methodology. PRINCE2 project management methodology offers significant benefits to project managers, project sponsors, and project team members within an organisation and for the organisation more broadly. These benefits link back to the fact that the project is more controllable using resources and can manage the business and risks associated with the project more efficiently.

Lean project management: maximum efficiency, minimum waste

Lean project management is often referred to as less of a project management tool and more of a mindset for driving continuous improvement. The lean method is based on experiences within the Toyota Production System (TPS) and is often referred to as Toyota’s Lean Method. It is based on applying lean manufacturing principles to managing projects (Womack et al. 1990; Womack and Jones 1996; Moujib 2007). The method focuses on reducing waste across all business processes, resulting in cost and lead-in time reductions and quality improvements.

As the basis of Lean management is continuous improvement, it fits within the broader Agile project management environment. This is due to its overarching flexibility and adaptability to change. The primary focus is delivering value to clients/customers and broader stakeholders.

Lean manufacturing: Toyota Production System

After the 1973 energy crisis, Toyota was the only organisation that managed to resist foreclosure. It did so by changing the way in which it worked to be more efficient and effective. Through implementing a cultural shift within their organisation and empowering its workforce, Toyota was able to undertake a continuous improvement process (Womack et al. 1990; Womack and Jones 1996; Moujib 2007). Encouraging its employees to identify inefficiencies and overcome them through implementing new ways of working (Womack et al. 1990; Womack and Jones 1996; Moujib 2007) led to improvements in its product quality and client satisfaction, and a reduction in cost and lead-times.

This process was a breakthrough for mass production, which started to move towards lean production – from a push system to a pull system.

Lean benefits

The Lean methodology uses less of everything, compared to most other mass production processes (Womack et al. 1990:256). Benefits outlined in the literature include:

reduced lead-in times
lower inventory and storage costs (due to less over-production)
decreased overall costs
productivity and efficiency improvements
increased quality
improved client satisfaction.

3Ms of Lean

‘To be lean is to provide what is needed, when it is needed, with the minimum number of materials, equipment, labor, and space’, (Moujib 2007). Within Lean manufacturing, there are three types of waste: Muda, Muri, and Mura (commonly referred to as the 3Ms) (Moujib 2007).

Muda includes activities which consume resources without providing additional value.
Muri includes overuse of equipment or employees.
Mura outlines operational ‘unevenness’, based on decreased long-term efficiency and productivity.

The overarching aim of Lean project management is to reduce the 3Ms within the project process.

Principles of Lean Thinking

A primary element of Lean project management is the application of 5 principles (outlined in Figure 7). The first step is to understand how to apply the 5 principles to your project (Womack et al. 1990; Womack and Jones 1996; Moujib 2007).

Figure 7. Five Lean Principles, by Carmen Reaiche and Samantha Papavasiliou, licensed under CC BY (Attribution) 4.0

The 5 principles are:

1. specify value in the eyes of the customer.

Specifying value is the first lean principle. This principle requires defining the value of a product, service, or outcome (Womack et al. 1990; Womack and Jones 1996; Shook and Rother 1999; Morgan 2002; Moujib 2007). Value ensures that the outcome is provided to clients at the right time, based on the right price and to the requirements of the client (Womack and Jones 1996). Value should be outlined in the client’s words. The challenge of Principle 1 is being able to focus on what the client is willing to pay and their overarching needs.

2. Identify the value stream for each product

Identifying the value stream is the second lean principle. The value stream can be defined as all the actions within the process that are required to bring about the outcome or product to the client (Womack et al. 1990; Womack and Jones 1996; Shook and Rother 1999; Morgan 2002; Moujib 2007). This includes all steps from design, planning, testing, and launching. The flow should also outline the different value-added and non-value-added processes (Morgan 2002).

The first step in applying Principle 2 is creating a value stream map. This should reflect the current state of how processing is occurring within the organisation, or the steps taken to reach an outcome (Morgan 2002). Once completed, this map needs to be analysed to identify where there is waste and how value can be created. After this has been completed, the future-state map is documented, and it is the representation of how the process needs to operate to reduce waste.

Using these process maps, an improvement plan is generated. This plan will support the transformation from current to future state.

3. Make value flow by eliminating waste

Principle 3 involves the flow of value through the elimination of waste. After defining the value, identifying the value stream and considering the improvement plan, the next step is to create continuous flows (Womack et al 1990; Womack and Jones 1996; Shook and Rother 1999; Morgan 2002; Moujib 2007). This requires eliminating backflows, reworks, wasted work, interruptions, and scrap. The elimination process should involve removing stoppages throughout the process and ensuring that all value streams identified fall within 3 categories:

Value-Added Work: essential to producing the outcome, product, or service. The aim is to maximise work that fits within this category, as the aim is to provide client value (Form, Fit, Function) (Morgan 2002).
Value-Enabling Work : work that can be potentially eliminated in the future (based on identified improvements) but cannot be eliminated immediately. In the current state, this work is necessary (Morgan 2002). This incorporates different components, including technology, environment, culture, and others. The aim is to identify waste in this section and minimise work within this category.
Non-Value-Added Work: work which can be eliminated quickly as it does not flow on to improvements in other areas (Morgan 2002). This section outlines the work that is not needed, defined as pure waste. The aim is to eliminate all work within this category.

In addition to the 3 categories of waste, all the waste (‘pure’ or ‘necessary’) identified can be classified within one of the following 7 types (Womack et al 1990; Womack and Jones 1996; Shook and Rother 1999; Morgan 2002; Moujib 2007):

Over production: producing more than is necessary before it is required.
Waiting: non-work time waiting for approval, supplies, parts, etc.
Transportation: effort wasted on transportation of materials, parts, or finished goods into or out of storage or between processes.
Over processing: undertaking more work than required (customer requirements) or double the work.
Inventory: holding excess inventory of raw materials, parts in process or finished goods.
Motion: wasted motion or actions to pick up or stack parts.
Defects: reworks or repairs required due to inferior quality.

4. Let the customer pull the flow

Principle 4 is around letting the client pull the flow. This principle presents a challenge, specifically how to avoid delivering value prior to the client’s customer request (Morgan 2002) and ensuring that the outcomes provided do not exceed the initial and agreed upon scope. By letting the client pull the flow, the implementation is based on the just-in-time system, whereby the client signals the need for the item or outcome triggering the next steps required.

5. Continuously improve in the pursuit of perfection

The fifth and final principle is the pursuit of perfection through continuous improvement. This requires a process of improvement built into the business as usual and within the culture (Morgan 2002). The pursuit is endless, and as a result all activities should be questioned as to the value they add. Perfection may never be achievable; however, the aim should be to get as close as possible.

In sum, Lean project management is a process-based project management methodology. This methodology is also referred to as a mindset around the improvements within an organisation. The focus is on improving efficiency, reducing waste, and increasing productivity. There are many benefits associated with the application of Lean methods, including better product outputs and quality and improving the overall organisational efficiency and allocation of resources. Lean methods encourage innovation and quality controls.

Six Sigma: improvement by eliminating defects/bugs

Six Sigma uses a set of techniques and tools for process improvement. The purpose of Six Sigma is to identify improvements to quality in manufacturing through detecting and removing causes of defects, aiming to minimise variability in outputs. To achieve this, Six Sigma uses statistical quality management methodologies (Harry 1988; De Feo and Barnard 2005; Gygi et al. 2005; Kwak and Anbari 2006). Each project follows a set methodology, based on specific value targets (for example, reduction in pollution, improvements to client satisfaction, decreased cost of production).

The term originates from statistical modelling within manufacturing processes, the maturity of which is described through a ‘Sigma rating’ which indicates yield or number of defect-free products (Harry 1988; De Feo and Barnard 2005; Gygi et al. 2005; Coryea et al. 2006; Kwak and Anbari 2006). In technical terms, it relates to how many standard deviations within the normal distribution the percentage of defect-free outcomes equates to.

Six Sigma: Motorola manufacturing

Six Sigma was developed by Motorola, who set Six Sigma as the goal for their manufacturing. The process was developed to promote quality outcomes within an organisation, with a focus on the elimination of defects (Harry 1998). The term was coined in 1985 by Bill Smith and trademarked by Motorola in 1987 (Harry 1998). It has also been defined as an attitude, whereby making outcomes defect-free should be the aim of all employees.

Six Sigma components

This method requires the following components (Harry 1988; Kwak and Anbari 2006):

Continuous improvements are to be implemented as part of the process, in order to create a stable and predictable output. This stability is vital to business success.
Characteristics within manufacturing and business processes need to be defined, measured, analysed, improved, and controlled.
The entire organisation should be committed to achieving ongoing quality improvement – this is especially important for higher level leaders.

There are a number of features within Six Sigma which set it apart from similar methods:

The focus is on achieving measurable financial returns.
Leadership and support from management is vital.
Verifiable data-driven decisions are required to remove guesswork.

The focus of Six Sigma is eliminating defects and reducing variation. The primary goal is to improve processes, so an organisation should determine the appropriate Sigma level for every one of their processes and aim to achieve these. It is important that management is clear on the areas for improvement and how they will be attained.

Methodologies

Six Sigma projects follow two project methodologies (De Feo and Barnard 2005), as follows.

This is used for projects which aim to improve an existing business process. It follows 5 key phases (De Feo and Barnard 2005) (see Figure 8).

Figure 8. DMAIC 5 phases, by Carmen Reaiche and Samantha Papavasiliou, licensed under CC BY (Attribution) 4.0

Define the system. Document and understand the needs of the client and what they require and use this data to develop the project scope and goals.
Measure the current process and use it as a baseline.
Analyse data and identify where possible the different causes and effects. Highlight the relationships between the different factors, then, once all factors have been considered, seek out the root cause of the defects.
Improve the current process, based on data analysis techniques and mapping future-state processes. It is recommended that organisations use pilot testing to understand the impact of proposed changes.
Control future-state processes by ensuring deviations from target are corrected before they cause defects. This requires implementing quality control systems (for example, statistical controls), and continuously monitoring the process. This entire process should be ongoing and repeated until desired quality levels are obtained.

This is used for projects which aim to create new outcomes, products, or process designs. The process is also referred to as Design For Six Sigma (DFSS). It follows 5 key phases (De Feo and Barnard 2005) (see Figure 9).

Figure 9. DMADV 5 phases, by Carmen Reaiche and Samantha Papavasiliou, licensed under CC BY (Attribution) 4.0

Define or design project goals which meet the client requirements, and new or existing organisational strategies.
Measure and identify all the distinctive characteristics which are Critical to Quality, and can be used to measure the outputs, risks, and capabilities.
Analyse the proposed future state and develop proposals for potential alternatives that can support improvements.
Design an improved outcome, based on the analysis completed in the analyse step.
Verify the design using test runs or pilots, implement the process into business as usual and complete the handover.

Benefits to Six Sigma

Organisations can benefit from applying Six Sigma methodology to their business and projects in many ways (Harry 1988; De Feo and Barnard 2005; Gygi et al. 2005; Coryea et al. 2006; Kwak and Anbari 2006), including the following:

Reduction in operational costs. The application of Six Sigma can provide organisations with a future-state process map which highlights inefficiencies and reduces the exposure to risks, making the organisation more efficient and effective at delivering its outcomes.
Improved efficiency or timeliness. This methodology improves the efficiency of processes, encouraging timeliness in delivering products or services on time.
Improved accuracy, controls, and policy compliance. It helps to improve accuracy through reducing Defects-Per-Million-Opportunities (DPMO) across the process value stream. The DPMO is a probabilistic measure of error rate and takes into consideration actual and probable defects in every opportunity.
Improved customer service. Organisation corporate is significantly impacted by client interactions. By applying Six Sigma, organisations can better understand client experience, understand what is causing different experiences and minimise dissatisfaction.
Improved cash flow. The primary improvement gained by applying Six Sigma relates to improvements in sales, which results in cash flow improvement.
Improved regulatory compliance. There are 3 primary types of regulatory compliance: financial and audit, information technology, and legal. The Six Sigma project type will dictate which of these will be the focus and what kinds of defects or efficiencies can be identified.

In sum, Six Sigma is a process-based project management methodology. This method provides organisations and project managers with several tools which support the improvement of business processes and their capability. Like Lean, the purpose is to improve performance of team members including outputs, while decreasing variations in the process to achieving an outcome. This in turn leads to reduction in defects and supports improving profits, team morale and quality outcomes.

Lean Six Sigma: no waste + zero defects

Lean Six Sigma is defined as a collaborative team effort, based on improving overarching performance through the systematic removal of waste (George 2002). It is a combination of Lean project management and the Six Sigma method, which aims to eliminate 8 distinct types of waste (referred to as muda) (George et al. 2003). Therefore, the principles of Lean Six Sigma are aimed at improving both quality processes and efficiency.

Waste can be defined as anything other than the minimum required levels of materials, equipment, parts, space and employees which are essential to complete the product (Summers 2011). The several types of waste are outlined below (Skmot 2017):

Defects: a product that is unfit for use, requires disposal or reworking. This costs money and time to address.
Over-production: excess products or those made or purchased before they are required.
Waiting: delays caused by waiting for material or equipment or conversely unused equipment.
Non-used talent : wasting human potential and skills, where employees are not empowered to provide feedback or obtain training and skills improvement.
Transportation: unnecessary or excess movement of people, tools, equipment, products or materials.
Inventory : excess products and materials that go unprocessed. It could cause items to become unnecessary before the start of its life cycle usage, storage costs increase or damage could occur to the materials.
Motion: unnecessary movement by people, whereby excessive motion wastes time and can cause injury.
Extra-processing: doing more work than required to complete a task.

Three key elements of Lean Six Sigma

There are 3 primary elements that need to be understood and considered as part of the application of Lean Six Sigma (George 2002; Summers 2011):

Customers: These need to be at the centre of everything that an organisation does and support the development of the outcome. Customers are primary stakeholders with a significant interest in obtaining products which are of the highest quality but the cheapest price.
Processes: Business processes require a rework or evaluation, changing to an outside-in approach based on the value chain. Customers pay for products which are defect-free. Therefore, organisations using Lean Six Sigma focus primarily on high quality products and outputs.
Employees: Clear business processes are required across all levels of the organisation. Transformation needs to be part of the organisational culture.

Within Lean Six Sigma, innovation stems from need. Need is driven from customer expectations and requirements. Organisations must constantly evolve and this includes developing innovative solutions, with the aim of pre-empting the market needs.

Lean Six Sigma principles

There 5 fundamental principles of Lean Six Sigma (George 2002; Summers 2011) (see Figure 10).

Figure 10. Lean Six Sigma principles, by Carmen Reaiche and Samantha Papavasiliou, licensed under CC BY (Attribution) 4.0

Customer focus. Define what ‘quality’ and ‘satisfaction’ mean to customers and align business processes with the employees and skills required to achieve the goals.
Define roadblocks to consistent quality. Undertake an assessment of the organisational priorities which aim to meet customers’ and stakeholders’ expectations. The organisational problems and priorities need to be well defined, and this can be supported by qualitative and quantitative data.
Eliminate inefficiencies. Remove non-value added and value-added steps within business processes. Through applying Lean Six Sigma, organisations can eliminate waste, simplify processes and offerings, or automate where possible. The aim is to measure the outcomes and improve as needed.
Communication and employee alignment. Ongoing communication and training should be implemented across the organisation, establishing a cultural change of collective problem-solving. This cultural change should also be encouraged down from the leadership and managerial levels to the employees.
Be flexible and adaptable. Organisations, including their employees, need to be responsive to change. This should include changes to organisational structure and management strategies, to enable responsiveness to the market.

Benefits of Lean Six Sigma

The implementation of Lean Six Sigma methodology should influence the entire organisation’s approach to delivering customer outcomes (George 2002; Summers 2011). There are a multitude of benefits that the application can provide, including the following:

Talent and capability development. Using Lean Six Sigma requires ongoing development of employees’ capabilities. As a result, there is an enhanced focus on talent development and continuous learning built into the organisational culture.
Quality delivery through efficient business processes. Business processes are supported through data-driven decision-making and increased transparency. Quality comes from the client-centric focus which ensures that customer voices are heard and that future designs will meet the changing market.
Scalable across sectors. Lean Six Sigma can be applied broadly across industries, with successful application seen across retail, IT, healthcare, and other sectors.
Basis for technology deployment. Lean Six Sigma aims to drive continuous improvement. There are many scenarios where it has supported digital transformation efforts, alongside broader business transformation strategies.
Enhancement of brand value. Clients trust organisations that respond to their issues and challenges in a timely way. Lean Six Sigma encourages an organisational culture whereby people and processes are based on enhancing brand.

In sum, Lean Six Sigma is another process-based project management methodology. Organisations that use this methodology often identify improvements to their overall client experience and as a result improved client loyalty. These improvements are also evident across the organisation, with improvements to their internal efficiencies, processes and team members, along with increased profitability. Like Lean and Six Sigma, this process-based methodology aims to prevent defects in products or outcomes, reduce costs and remove waste wherever possible.

Test your knowledge

Key Takeaways

Process-based project management methodologies follow a systematic process which incorporates development, management, and improvements.
The focus of the PRINCE method is on breaking a project into smaller components and stages.
Lean project management is often referred to as less of a project management tool, and more of a mindset for driving continuous improvement.
The purpose of Six Sigma is to identify improvements to quality in manufacturing through identifying and removing causes to defects and aims to minimise variability in outputs.
Lean Six Sigma is defined as a collaborative team effort, based on improving overarching performance through the systematic removal of waste.

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Examining self-regulation models of programming students in visual environments: A bottom-up analysis of learning behaviour

Published: 10 September 2024

Cite this article

Zhaojun Duo 1 ,
Jianan Zhang 2 ,
Yonggong Ren 2 &
Xiaolu Xu 2

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Self-regulated learning (SRL) significantly impacts the process and outcome of programming problem-solving . Studies on SRL behavioural patterns of programming students based on trace data are limited in number and lack of coverage. In this study, hence, the Hidden Markov Model (HMM) was employed to probabilistically mine trace data from a visual programming learning platform, intending to unveil students’ SRL states and patterns during programming problem-solving in a bottom-up manner. Furthermore, the K-means clustering technique was utilized to cluster the Online Self-regulated Learning Questionnaire (OSLQ) survey data, enabling the investigation of prominent behavioural characteristics and patterns among students with differing levels of SRL. The results show that programming problem-solving involves five SRL states: problem information processing, task decomposition and planning, goal-oriented knowledge reconstruction, data modelling and solution formulating. Students with a high level of SRL are more engaged in the problem information processing stage, where they plan task objectives and develop problem-solving strategies by profoundly analyzing the structural relationships of the problem. In contrast, students with low levels of SRL decompose the problem and develop a strategic approach through interacting with the knowledge content, which results in a certain blindness in the problem-solving process.

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Discovering Students’ Learning Strategies in a Visual Programming MOOC Through Process Mining Techniques

Student Behavior Models in Ill-Structured Problem-Solving Environment

Unsupervised Automatic Detection of Learners’ Programming Behavior

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Artificial Intelligence
Digital Education and Educational Technology

Data availability

The datasets analyzed during the current study will be available from the corresponding author upon reasonable request.

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This work was supported by the National Science Foundation of China (No.61976109) and the Liaoning Provincial Office of Philosophy and Social Science (No. L21CSH006).

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Zhaojun Duo

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Jianan Zhang, Yonggong Ren & Xiaolu Xu

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Conceptualization: [Yonggong Ren], [Zhaojun Duo]; Methodology: [Yonggong Ren]; Formal analysis and investigation: [Xiaolu Xu]; Writing - original draft preparation: [Jianan Zhang], [Zhaojun Duo]; Writing - review and editing: [Zhaojun Duo]; Funding acquisition: [Yonggong Ren].

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Duo, Z., Zhang, J., Ren, Y. et al. Examining self-regulation models of programming students in visual environments: A bottom-up analysis of learning behaviour. Educ Inf Technol (2024). https://doi.org/10.1007/s10639-024-13016-z

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Overview of the Problem-Solving Mental Process. Problem-solving is a mental process that involves discovering, analyzing, and solving problems. The ultimate goal of problem-solving is to overcome obstacles and find a solution that best resolves the issue. The best strategy for solving a problem depends largely on the unique situation.
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The Ford Motor Company® developed the 8D (8 Disciplines) Problem Solving Process, and published it in their 1987 manual, "Team Oriented Problem Solving (TOPS)." In the mid-90s, Ford added an additional discipline, D0: Plan. The process is now Ford's global standard, and is called Global 8D. Ford created the 8D Process to help teams deal with ...
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The process-oriented (metacognitive) solvers performed significantly better than nonprocess control groups on both training and transfer tasks. Experiment 4 further demonstrated this effect by showing that process-oriented participants consistently form more sophisticated problem representations and develop more complex strategies. (PsycINFO ...
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8D Process: Its Importance and Advantages
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Brainstorm options to solve the problem. Select an option. Create an implementation plan. Execute the plan and monitor the results. Evaluate the solution. Read more: Effective Problem Solving Steps in the Workplace. 2. Collaborative. This approach involves including multiple people in the problem-solving process.
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The eight disciplines are: Recognise the efforts of the team. TOPS 8D is a reductionist problem solving approach in that it looks for a solution to remedy the immediate problem, but does not require an optimal solution nor does it investigate outside the direct system of interest. (Therefore in a worst case scenario, implementation of a ...
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Stage 3: Measure process performance. The current performance of processes needs to be measured to ensure the achievement of objectives and outcomes. This also enables a team to make decisions that support efficiency, evolve over time, and solve complex issues. Stage 4: Adjust objectives. Check compliance of the process to ensure it is stable ...
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Examining self-regulation models of programming students in visual
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