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problem-solving

Definition of problem-solving

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“Problem-solving.” Merriam-Webster.com Dictionary , Merriam-Webster, https://www.merriam-webster.com/dictionary/problem-solving. Accessed 18 Aug. 2024.

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What is Problem Solving? (Steps, Techniques, Examples)

By Status.net Editorial Team on May 7, 2023 — 5 minutes to read

What Is Problem Solving?

Definition and importance.

Problem solving is the process of finding solutions to obstacles or challenges you encounter in your life or work. It is a crucial skill that allows you to tackle complex situations, adapt to changes, and overcome difficulties with ease. Mastering this ability will contribute to both your personal and professional growth, leading to more successful outcomes and better decision-making.

Problem-Solving Steps

The problem-solving process typically includes the following steps:

• Identify the issue : Recognize the problem that needs to be solved.
• Analyze the situation : Examine the issue in depth, gather all relevant information, and consider any limitations or constraints that may be present.
• Generate potential solutions : Brainstorm a list of possible solutions to the issue, without immediately judging or evaluating them.
• Evaluate options : Weigh the pros and cons of each potential solution, considering factors such as feasibility, effectiveness, and potential risks.
• Select the best solution : Choose the option that best addresses the problem and aligns with your objectives.
• Implement the solution : Put the selected solution into action and monitor the results to ensure it resolves the issue.
• Review and learn : Reflect on the problem-solving process, identify any improvements or adjustments that can be made, and apply these learnings to future situations.

Defining the Problem

To start tackling a problem, first, identify and understand it. Analyzing the issue thoroughly helps to clarify its scope and nature. Ask questions to gather information and consider the problem from various angles. Some strategies to define the problem include:

• Brainstorming with others
• Asking the 5 Ws and 1 H (Who, What, When, Where, Why, and How)
• Analyzing cause and effect
• Creating a problem statement

Generating Solutions

Once the problem is clearly understood, brainstorm possible solutions. Think creatively and keep an open mind, as well as considering lessons from past experiences. Consider:

• Creating a list of potential ideas to solve the problem
• Grouping and categorizing similar solutions
• Prioritizing potential solutions based on feasibility, cost, and resources required
• Involving others to share diverse opinions and inputs

Evaluating and Selecting Solutions

Evaluate each potential solution, weighing its pros and cons. To facilitate decision-making, use techniques such as:

• SWOT analysis (Strengths, Weaknesses, Opportunities, Threats)
• Decision-making matrices
• Pros and cons lists
• Risk assessments

After evaluating, choose the most suitable solution based on effectiveness, cost, and time constraints.

Implementing and Monitoring the Solution

Implement the chosen solution and monitor its progress. Key actions include:

• Communicating the solution to relevant parties
• Setting timelines and milestones
• Assigning tasks and responsibilities
• Monitoring the solution and making adjustments as necessary
• Evaluating the effectiveness of the solution after implementation

Utilize feedback from stakeholders and consider potential improvements. Remember that problem-solving is an ongoing process that can always be refined and enhanced.

Problem-Solving Techniques

During each step, you may find it helpful to utilize various problem-solving techniques, such as:

• Brainstorming : A free-flowing, open-minded session where ideas are generated and listed without judgment, to encourage creativity and innovative thinking.
• Root cause analysis : A method that explores the underlying causes of a problem to find the most effective solution rather than addressing superficial symptoms.
• SWOT analysis : A tool used to evaluate the strengths, weaknesses, opportunities, and threats related to a problem or decision, providing a comprehensive view of the situation.
• Mind mapping : A visual technique that uses diagrams to organize and connect ideas, helping to identify patterns, relationships, and possible solutions.

Brainstorming

When facing a problem, start by conducting a brainstorming session. Gather your team and encourage an open discussion where everyone contributes ideas, no matter how outlandish they may seem. This helps you:

• Generate a diverse range of solutions
• Encourage all team members to participate
• Foster creative thinking

When brainstorming, remember to:

• Reserve judgment until the session is over
• Encourage wild ideas
• Combine and improve upon ideas

Root Cause Analysis

For effective problem-solving, identifying the root cause of the issue at hand is crucial. Try these methods:

• 5 Whys : Ask “why” five times to get to the underlying cause.
• Fishbone Diagram : Create a diagram representing the problem and break it down into categories of potential causes.
• Pareto Analysis : Determine the few most significant causes underlying the majority of problems.

SWOT Analysis

SWOT analysis helps you examine the Strengths, Weaknesses, Opportunities, and Threats related to your problem. To perform a SWOT analysis:

• List your problem’s strengths, such as relevant resources or strong partnerships.
• Identify its weaknesses, such as knowledge gaps or limited resources.
• Explore opportunities, like trends or new technologies, that could help solve the problem.
• Recognize potential threats, like competition or regulatory barriers.

SWOT analysis aids in understanding the internal and external factors affecting the problem, which can help guide your solution.

Mind Mapping

A mind map is a visual representation of your problem and potential solutions. It enables you to organize information in a structured and intuitive manner. To create a mind map:

• Write the problem in the center of a blank page.
• Draw branches from the central problem to related sub-problems or contributing factors.
• Add more branches to represent potential solutions or further ideas.

Mind mapping allows you to visually see connections between ideas and promotes creativity in problem-solving.

Examples of Problem Solving in Various Contexts

In the business world, you might encounter problems related to finances, operations, or communication. Applying problem-solving skills in these situations could look like:

• Identifying areas of improvement in your company’s financial performance and implementing cost-saving measures
• Resolving internal conflicts among team members by listening and understanding different perspectives, then proposing and negotiating solutions
• Streamlining a process for better productivity by removing redundancies, automating tasks, or re-allocating resources

In educational contexts, problem-solving can be seen in various aspects, such as:

• Addressing a gap in students’ understanding by employing diverse teaching methods to cater to different learning styles
• Developing a strategy for successful time management to balance academic responsibilities and extracurricular activities
• Seeking resources and support to provide equal opportunities for learners with special needs or disabilities

Everyday life is full of challenges that require problem-solving skills. Some examples include:

• Overcoming a personal obstacle, such as improving your fitness level, by establishing achievable goals, measuring progress, and adjusting your approach accordingly
• Navigating a new environment or city by researching your surroundings, asking for directions, or using technology like GPS to guide you
• Dealing with a sudden change, like a change in your work schedule, by assessing the situation, identifying potential impacts, and adapting your plans to accommodate the change.
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Problem-Solving Strategies and Obstacles

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

What Is Problem-Solving?

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

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

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

The problem-solving process involves:

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

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

Problem-Solving Mental Processes

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

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

Problem-Solving Strategies

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

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

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

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

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

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

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

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

Trial and Error

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

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

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

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

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

How to Apply Problem-Solving Strategies in Real Life

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

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

Obstacles to Problem-Solving

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

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

How to Improve Your Problem-Solving Skills

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

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

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

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

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

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

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

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

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

Definition:

Problem Solving is the process of identifying, analyzing, and finding effective solutions to complex issues or challenges.

Key Steps in Problem Solving:

• Identification of the problem: Recognizing and clearly defining the issue that needs to be resolved.
• Analysis and research: Gathering relevant information, data, and facts to understand the problem in-depth.
• Formulating strategies: Developing various approaches and plans to tackle the problem effectively.
• Evaluation and selection: Assessing the viability and potential outcomes of the proposed solutions and selecting the most appropriate one.
• Implementation: Putting the chosen solution into action and executing the necessary steps to resolve the problem.
• Monitoring and feedback: Continuously evaluating the implemented solution and obtaining feedback to ensure its effectiveness.
• Adaptation and improvement: Modifying and refining the solution as needed to optimize results and prevent similar problems from arising in the future.

Skills and Qualities for Effective Problem Solving:

• Analytical thinking: The ability to break down complex problems into smaller, manageable components and analyze them thoroughly.
• Creativity: Thinking outside the box and generating innovative solutions.
• Decision making: Making logical and informed choices based on available data and critical thinking.
• Communication: Clearly conveying ideas, listening actively, and collaborating with others to solve problems as a team.
• Resilience: Maintaining a positive mindset, perseverance, and adaptability in the face of challenges.
• Resourcefulness: Utilizing available resources and seeking new approaches when confronted with obstacles.
• Time management: Effectively organizing and prioritizing tasks to optimize problem-solving efficiency.

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What is Problem Solving? A Comprehensive Guide

In this blog, we will explore "What is Problem Solving?" In detail. From defining the nature of Problem Solving to understanding the key process in resolving issues, this blog covers it all. So, wait no more; let’s go deeper into this fundamental concept.

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Table of contents  

1) What is Problem Solving definition?  

2) The process of Problem Solving  

3) Key skills for effective Problem Solving  

4) Strategies for enhancing Problem Solving abilities  

5) Problem Solving tools and techniques  

6) Conclusion       

What is Problem Solving definition?  

The process of Problem Solving  

Understanding the problem   

The first step in Problem Solving is gaining a clear understanding of the issue at hand. Take the time to thoroughly analyse the problem and gather relevant information. Ask yourself questions like:  

1) What is the nature of the problem?  

2) What are the factors contributing to the problem?  

3) What are the desired outcomes?  

4) Are there any constraints or limitations to consider?  

By gaining a comprehensive understanding of the problem, you lay a solid foundation for finding an effective solution.  

Generating possible solutions   

Once you have a clear grasp of the problem, it's time to brainstorm potential solutions. Encourage creativity and think outside the box. Consider all possible options without judgment or criticism. The goal at this stage is to generate a variety of ideas and alternatives.  

Evaluating and selecting the best solution   

After generating a list of possible solutions, it's important to evaluate each option based on its feasibility, effectiveness, and alignment with the desired outcome. Consider the advantages and disadvantages of each and every solution. Assess its practicality and the resources required for implementation.  

Additionally, take into account the potential risks and benefits associated with each solution. Consider any potential consequences or impacts on other aspects. Based on this evaluation, select the solution that appears most viable and promising.  

Implementing the solution   

Once you have chosen the best solution, it's time to put it into action. Develop a detailed plan outlining the necessary steps and allocate the required resources. Determine responsibilities and deadlines to ensure a smooth implementation process.  

During implementation, monitor progress and make any necessary adjustments or adaptations. Stay proactive and address any challenges or obstacles that may arise along the way. Effective communication and collaboration with others involved in the process can greatly contribute to successful implementation.  

Assessing the results   

After implementing the solution, it's essential to assess the results. Evaluate whether the problem has been properly resolved or if further adjustments are required. Analyse the outcomes and compare them against the desired goals and expectations.  

Consider whether the chosen solution has brought about the intended benefits and if any unexpected consequences have emerged. Reflect on the overall effectiveness of the Problem Solving process and identify any lessons learned for future reference.  

Remember, Problem Solving is an iterative process, and it's not uncommon to revisit and refine solutions based on ongoing evaluation and feedback. Embrace a continuous improvement mindset and be open to seeking alternative approaches if necessary.  

By following this Problem Solving process, you can approach challenges systematically and increase your chances of finding effective solutions. Remember that practice and experience play a vital role in honing your skills. 

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Key skills for effective Problem Solving   

What one must do to become an effective problem solver is to develop key skills that enhance your Problem Solving abilities. The skills give you the ability to tackle challenges with a strategic mind and find the needed solutions. Below is a dive into the most important of them:

Critical thinking

Critical thinking is a skill that includes the objective analysis of information, considering different viewpoints, and being able to arrive at a sensible judgment. This helps you to assess problems with the right accuracy in judgment and also find suitable solutions. 

It means that creativity is the ability of a person to think outside the box and come up with innovative solutions. It includes pressing the mind toward new possibilities and viewing the problem in different ways.

Analytical skills

In this ability, there is the aspect of breaking down a problem into subunits that helps in identifying the patterns, relationships, and causes within the problem. 

Decision-making

Sound skills in decision making call for the assessment of the pros and cons of all solutions provided and thus choosing the best alternative. Risks must always be considered with the benefits any alternative might bring.

Strategies for enhancing Problem Solving abilities  

Practice critical thinking

Engage yourself in activities which require critical thinking, including solving puzzles, complex discussion, challenging all assumptions. This will increase your ability to enhance sharpening of your analytical skills and let you think critically at a time when problems are in your way. 

Seek feedback and learn from experience

Seek responses from your mentors, course peers, and Problem Solving experts. From the successes and failures, reflect on the reasons for the occurrences over previous experiences and point out what could be improved. Treat the opportunity of Problem Solving as one of the chances that shall be given to you to grow and develop each time you make it through a problem. 

Embrace challenges

You can redesign your problematic issues and take every challenge coming across as an opportunity for growth. Hence, it paves the way for the ability of resilience and strengthens your Problem Solving abilities. 

Collaborate with others 

In Problem Solving, collaboration is embraced by pooling different perspectives and ideas. Work with others in activities that involve groups to discuss issues and seek input from others, listening actively to various viewpoints. Working collaboratively with others helps expand your knowledge of various ways of Problem Solving and encourages innovation.

Think outside the box 

Encourage creative thinking by exploring unconventional ideas and solutions. Challenge every assumption and all its related alternatives. Shift to this kind of mindset, and it can drive innovative Problem Solving strategies, letting you uncover newer ways to solve age-old complex problems.

Problem Solving tools and techniques  

When faced with complex problems, utilising specific tools and techniques can help facilitate the solving process and lead to more effective solutions. Here are some commonly used Problem Solving tools and techniques:  

Root cause analysis   

Root cause analysis is a methodology used to detect the underlying causes of a problem. It involves investigating the problem's symptoms and tracing them back to their fundamental causes. By addressing the root causes, Problem Solvers can prevent the issue from recurring.  

Strengths, Weaknesses, Opportunities, Threats (SWOT) analysis   

SWOT analysis is a planning tool that strategically helps measure the weaknesses and internal strengths of a situation. Moreover, it can find external opportunities and threats. By assessing these factors, Problem Solvers can gain insights into the current state and make informed decisions about potential solutions.  

Fishbone diagrams   

Fishbone diagrams, also known as cause-and-effect diagrams or Ishikawa Diagrams, visually represent the possible causes contributing to a problem. By organising causes into categories (such as people, process, equipment, and environment), Problem Solvers can systematically analyse the problem's potential sources.  

Decision matrices   

Decision matrices are used to evaluate and compare different options based on multiple criteria. This tool helps Problem Solvers weigh the importance of various factors and objectively assess each alternative, leading to an informed decision.  

Six Thinking Hats   

Six Thinking Hats is a technique initially developed by Edward de Bono that encourages parallel thinking by exploring different perspectives. Each "hat" represents a different thinking approach (e.g., logical, creative, emotional), allowing Problem Solvers to consider diverse viewpoints and generate innovative solutions.  

These are just a few examples of Problem Solving tools and techniques. Depending on the nature of the problem, other methods, such as brainstorming, mind mapping, flowcharts, or Pareto analysis, can also be applied. Choosing the appropriate tool or technique depends on the specific problem and the desired outcome. 

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Conclusion  

We hope you read and understand everything about What is Problem Solving? Developing effective skills is crucial for overcoming challenges, making informed decisions, and achieving success. By embracing problems as opportunities and applying strategic approaches, individuals can become proficient Problem Solvers in various domains of life. 

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Frequently Asked Questions

There are two major types of Problem Solving: Reflective and Creative. Regardless of the type, it focuses on understanding the issues, considering all factors and finding a solution.

Problem Solving in the workplace refers to an individual’s ability to manage difficult situations and find solutions to complex business issues.

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What Is Problem Solving?

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

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

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

What Is Problem-Solving?

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

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

Identify The Problem: 

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

Define The Problem: 

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

Form A Strategy: 

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

Organize The Information:  

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

Allocate Resources:  

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

Track Progress: 

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

Evaluate The Results:  

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

Meaning Of Problem-Solving Skill

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

Communication

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

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

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

Decision-Making

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

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

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

How to master the seven-step problem-solving process

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

Podcast transcript

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

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

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

Hugo Sarrazin: Our pleasure.

Charles Conn: It’s terrific to be here.

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

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

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

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

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

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

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

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Simon London: So this is a concise problem statement.

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

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

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

Hugo Sarrazin: Yeah.

Charles Conn: And in the wrong direction.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Both: Yeah.

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

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

Simon London: Right. Right.

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

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

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

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

Simon London: Would you agree with that?

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

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

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

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

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

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

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

Charles Conn: Yeah.

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

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

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

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

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

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

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

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

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

Hugo Sarrazin: Every step of the process.

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

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

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

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

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

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

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

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

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

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

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

Hugo Sarrazin: Absolutely.

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

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

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

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

Hugo Sarrazin: It was a pleasure. Thank you.

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

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

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What Is Problem-Solving? How to Use Problem-Solving Skills to Resolve Issues

Great businesses don’t exist to simply grow and make money. Instead, they solve the world’s problems , from tiny issues to giant dilemmas. Problem-solving is essentially the main function of organizations. An effective organization will have systems and processes in place to reach their goals and solve problems. If a company has team members and leaders who have poor problem-solving skills, that means they’re ineffective at one of the core functions of a business.

What Is Problem-Solving?

What is the general process of problem-solving, 1. define the problem, 2. brainstorm possible solutions, 3. research several options.

After you’ve come up with several possible alternative solutions, pick two or three that seem the most promising using your analytical skills. Then you’ll need to buckle down and do some research to see which one to pursue. Conduct your research using primary and secondary resources.

4. Select a Solution

In order to make the most objective decision:

5. Develop an Action Plan

When the right choice is made, and the solution is placed into the overall strategy, start developing an action plan . Lay out the “who,” “what,” “when,” “why,” and “how.” Visualize exactly what success looks like with this new plan. When working through the problem-solving process, write all the details down. This helps leaders construct action items and delegate them accordingly. Never leave this part of the process empty-handed. Your team needs a clear picture of expectations so they can properly implement the solution. And if everything works, you can use this problem-solving model in the future.

The Best Problem-Solving Strategies and Tools

One of the best ways to discover the root cause of a problem is by utilizing the 5 Whys method. This strategy was developed by Sakichi Toyoda, founder of Toyota Industries. It’s as simple as it sounds. When a problem occurs, ask why it happened five times. In theory, the last answer should get to the heart of the issue.

First Principles Thinking

When one engages in first principles thinking , they end up questioning what everyone just assumes to be true. It effectively removes those assumptions , breaking things down into their most basic elements that are probably true. It’s all about getting to that core foundation of truth and building out from there. Problem-solving skills should always include first principles thinking.

Steve Jobs’ Problem-Solving Method

What to do when a problem feels too big to solve.

Tackling a problem that feels too big to solve requires a can-do, positive mindset. In order to improve your problem-solving, you’ll need to take remember these steps. Imagine what is possible instead of focusing on what seems impossible. As you do so, you’ll become skilled in solving all sorts of problems while also improving your decision-making.

What Is Problem Solving? How Software Engineers Approach Complex Challenges

From debugging an existing system to designing an entirely new software application, a day in the life of a software engineer is filled with various challenges and complexities. The one skill that glues these disparate tasks together and makes them manageable? Problem solving . 

Throughout this blog post, we’ll explore why problem-solving skills are so critical for software engineers, delve into the techniques they use to address complex challenges, and discuss how hiring managers can identify these skills during the hiring process. 

What Is Problem Solving?

But what exactly is problem solving in the context of software engineering? How does it work, and why is it so important?

Problem solving, in the simplest terms, is the process of identifying a problem, analyzing it, and finding the most effective solution to overcome it. For software engineers, this process is deeply embedded in their daily workflow. It could be something as simple as figuring out why a piece of code isn’t working as expected, or something as complex as designing the architecture for a new software system. 

In a world where technology is evolving at a blistering pace, the complexity and volume of problems that software engineers face are also growing. As such, the ability to tackle these issues head-on and find innovative solutions is not only a handy skill — it’s a necessity. 

The Importance of Problem-Solving Skills for Software Engineers

Problem-solving isn’t just another ability that software engineers pull out of their toolkits when they encounter a bug or a system failure. It’s a constant, ongoing process that’s intrinsic to every aspect of their work. Let’s break down why this skill is so critical.

Driving Development Forward

Without problem solving, software development would hit a standstill. Every new feature, every optimization, and every bug fix is a problem that needs solving. Whether it’s a performance issue that needs diagnosing or a user interface that needs improving, the capacity to tackle and solve these problems is what keeps the wheels of development turning.

It’s estimated that 60% of software development lifecycle costs are related to maintenance tasks, including debugging and problem solving. This highlights how pivotal this skill is to the everyday functioning and advancement of software systems.

Innovation and Optimization

The importance of problem solving isn’t confined to reactive scenarios; it also plays a major role in proactive, innovative initiatives . Software engineers often need to think outside the box to come up with creative solutions, whether it’s optimizing an algorithm to run faster or designing a new feature to meet customer needs. These are all forms of problem solving.

Consider the development of the modern smartphone. It wasn’t born out of a pre-existing issue but was a solution to a problem people didn’t realize they had — a device that combined communication, entertainment, and productivity into one handheld tool.

Increasing Efficiency and Productivity

Good problem-solving skills can save a lot of time and resources. Effective problem-solvers are adept at dissecting an issue to understand its root cause, thus reducing the time spent on trial and error. This efficiency means projects move faster, releases happen sooner, and businesses stay ahead of their competition.

Improving Software Quality

Problem solving also plays a significant role in enhancing the quality of the end product. By tackling the root causes of bugs and system failures, software engineers can deliver reliable, high-performing software. This is critical because, according to the Consortium for Information and Software Quality, poor quality software in the U.S. in 2022 cost at least $2.41 trillion in operational issues, wasted developer time, and other related problems.

Problem-Solving Techniques in Software Engineering

So how do software engineers go about tackling these complex challenges? Let’s explore some of the key problem-solving techniques, theories, and processes they commonly use.

Decomposition

Breaking down a problem into smaller, manageable parts is one of the first steps in the problem-solving process. It’s like dealing with a complicated puzzle. You don’t try to solve it all at once. Instead, you separate the pieces, group them based on similarities, and then start working on the smaller sets. This method allows software engineers to handle complex issues without being overwhelmed and makes it easier to identify where things might be going wrong.

Abstraction

In the realm of software engineering, abstraction means focusing on the necessary information only and ignoring irrelevant details. It is a way of simplifying complex systems to make them easier to understand and manage. For instance, a software engineer might ignore the details of how a database works to focus on the information it holds and how to retrieve or modify that information.

Algorithmic Thinking

At its core, software engineering is about creating algorithms — step-by-step procedures to solve a problem or accomplish a goal. Algorithmic thinking involves conceiving and expressing these procedures clearly and accurately and viewing every problem through an algorithmic lens. A well-designed algorithm not only solves the problem at hand but also does so efficiently, saving computational resources.

Parallel Thinking

Parallel thinking is a structured process where team members think in the same direction at the same time, allowing for more organized discussion and collaboration. It’s an approach popularized by Edward de Bono with the “ Six Thinking Hats ” technique, where each “hat” represents a different style of thinking.

In the context of software engineering, parallel thinking can be highly effective for problem solving. For instance, when dealing with a complex issue, the team can use the “White Hat” to focus solely on the data and facts about the problem, then the “Black Hat” to consider potential problems with a proposed solution, and so on. This structured approach can lead to more comprehensive analysis and more effective solutions, and it ensures that everyone’s perspectives are considered.

This is the process of identifying and fixing errors in code . Debugging involves carefully reviewing the code, reproducing and analyzing the error, and then making necessary modifications to rectify the problem. It’s a key part of maintaining and improving software quality.

Testing and Validation

Testing is an essential part of problem solving in software engineering. Engineers use a variety of tests to verify that their code works as expected and to uncover any potential issues. These range from unit tests that check individual components of the code to integration tests that ensure the pieces work well together. Validation, on the other hand, ensures that the solution not only works but also fulfills the intended requirements and objectives.

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Evaluating Problem-Solving Skills

We’ve examined the importance of problem-solving in the work of a software engineer and explored various techniques software engineers employ to approach complex challenges. Now, let’s delve into how hiring teams can identify and evaluate problem-solving skills during the hiring process.

Recognizing Problem-Solving Skills in Candidates

How can you tell if a candidate is a good problem solver? Look for these indicators:

• Previous Experience: A history of dealing with complex, challenging projects is often a good sign. Ask the candidate to discuss a difficult problem they faced in a previous role and how they solved it.
• Problem-Solving Questions: During interviews, pose hypothetical scenarios or present real problems your company has faced. Ask candidates to explain how they would tackle these issues. You’re not just looking for a correct solution but the thought process that led them there.
• Technical Tests: Coding challenges and other technical tests can provide insight into a candidate’s problem-solving abilities. Consider leveraging a platform for assessing these skills in a realistic, job-related context.

Assessing Problem-Solving Skills

Once you’ve identified potential problem solvers, here are a few ways you can assess their skills:

• Solution Effectiveness: Did the candidate solve the problem? How efficient and effective is their solution?
• Approach and Process: Go beyond whether or not they solved the problem and examine how they arrived at their solution. Did they break the problem down into manageable parts? Did they consider different perspectives and possibilities?
• Communication: A good problem solver can explain their thought process clearly. Can the candidate effectively communicate how they arrived at their solution and why they chose it?
• Adaptability: Problem-solving often involves a degree of trial and error. How does the candidate handle roadblocks? Do they adapt their approach based on new information or feedback?

Hiring managers play a crucial role in identifying and fostering problem-solving skills within their teams. By focusing on these abilities during the hiring process, companies can build teams that are more capable, innovative, and resilient.

Key Takeaways

As you can see, problem solving plays a pivotal role in software engineering. Far from being an occasional requirement, it is the lifeblood that drives development forward, catalyzes innovation, and delivers of quality software. 

By leveraging problem-solving techniques, software engineers employ a powerful suite of strategies to overcome complex challenges. But mastering these techniques isn’t simple feat. It requires a learning mindset, regular practice, collaboration, reflective thinking, resilience, and a commitment to staying updated with industry trends. 

For hiring managers and team leads, recognizing these skills and fostering a culture that values and nurtures problem solving is key. It’s this emphasis on problem solving that can differentiate an average team from a high-performing one and an ordinary product from an industry-leading one.

At the end of the day, software engineering is fundamentally about solving problems — problems that matter to businesses, to users, and to the wider society. And it’s the proficient problem solvers who stand at the forefront of this dynamic field, turning challenges into opportunities, and ideas into reality.

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What Are Problem-Solving Skills? Definition and Examples

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Why do employers hire employees? To help them solve problems. Whether you’re a financial analyst deciding where to invest your firm’s money, or a marketer trying to figure out which channel to direct your efforts, companies hire people to help them find solutions. Problem-solving is an essential and marketable soft skill in the workplace. 

So, how can you improve your problem-solving and show employers you have this valuable skill? In this guide, we’ll cover:

Problem-Solving Skills Definition

Why are problem-solving skills important, problem-solving skills examples, how to include problem-solving skills in a job application, how to improve problem-solving skills, problem-solving: the bottom line.

Problem-solving skills are the ability to identify problems, brainstorm and analyze answers, and implement the best solutions. An employee with good problem-solving skills is both a self-starter and a collaborative teammate; they are proactive in understanding the root of a problem and work with others to consider a wide range of solutions before deciding how to move forward. 

Examples of using problem-solving skills in the workplace include:

• Researching patterns to understand why revenue decreased last quarter
• Experimenting with a new marketing channel to increase website sign-ups
• Brainstorming content types to share with potential customers
• Testing calls to action to see which ones drive the most product sales
• Implementing a new workflow to automate a team process and increase productivity

Problem-solving skills are the most sought-after soft skill of 2022. In fact, 86% of employers look for problem-solving skills on student resumes, according to the National Association of Colleges and Employers Job Outlook 2022 survey . 

It’s unsurprising why employers are looking for this skill: companies will always need people to help them find solutions to their problems. Someone proactive and successful at problem-solving is valuable to any team.

“Employers are looking for employees who can make decisions independently, especially with the prevalence of remote/hybrid work and the need to communicate asynchronously,” Eric Mochnacz, senior HR consultant at Red Clover, says. “Employers want to see individuals who can make well-informed decisions that mitigate risk, and they can do so without suffering from analysis paralysis.”

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Problem-solving includes three main parts: identifying the problem, analyzing possible solutions, and deciding on the best course of action.

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Research is the first step of problem-solving because it helps you understand the context of a problem. Researching a problem enables you to learn why the problem is happening. For example, is revenue down because of a new sales tactic? Or because of seasonality? Is there a problem with who the sales team is reaching out to? 

Research broadens your scope to all possible reasons why the problem could be happening. Then once you figure it out, it helps you narrow your scope to start solving it. 

Analysis is the next step of problem-solving. Now that you’ve identified the problem, analytical skills help you look at what potential solutions there might be.

“The goal of analysis isn’t to solve a problem, actually — it’s to better understand it because that’s where the real solution will be found,” Gretchen Skalka, owner of Career Insights Consulting, says. “Looking at a problem through the lens of impartiality is the only way to get a true understanding of it from all angles.”

Decision-Making

Once you’ve figured out where the problem is coming from and what solutions are, it’s time to decide on the best way to go forth. Decision-making skills help you determine what resources are available, what a feasible action plan entails, and what solution is likely to lead to success.

On a Resume

Employers looking for problem-solving skills might include the word “problem-solving” or other synonyms like “ critical thinking ” or “analytical skills” in the job description.

“I would add ‘buzzwords’ you can find from the job descriptions or LinkedIn endorsements section to filter into your resume to comply with the ATS,” Matthew Warzel, CPRW resume writer, advises. Warzel recommends including these skills on your resume but warns to “leave the soft skills as adjectives in the summary section. That is the only place soft skills should be mentioned.”

On the other hand, you can list hard skills separately in a skills section on your resume .

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In a Cover Letter or an Interview

Explaining your problem-solving skills in an interview can seem daunting. You’re required to expand on your process — how you identified a problem, analyzed potential solutions, and made a choice. As long as you can explain your approach, it’s okay if that solution didn’t come from a professional work experience.

“Young professionals shortchange themselves by thinking only paid-for solutions matter to employers,” Skalka says. “People at the genesis of their careers don’t have a wealth of professional experience to pull from, but they do have relevant experience to share.”

Aaron Case, career counselor and CPRW at Resume Genius, agrees and encourages early professionals to share this skill. “If you don’t have any relevant work experience yet, you can still highlight your problem-solving skills in your cover letter,” he says. “Just showcase examples of problems you solved while completing your degree, working at internships, or volunteering. You can even pull examples from completely unrelated part-time jobs, as long as you make it clear how your problem-solving ability transfers to your new line of work.”

Learn How to Identify Problems

Problem-solving doesn’t just require finding solutions to problems that are already there. It’s also about being proactive when something isn’t working as you hoped it would. Practice questioning and getting curious about processes and activities in your everyday life. What could you improve? What would you do if you had more resources for this process? If you had fewer? Challenge yourself to challenge the world around you.

Think Digitally

“Employers in the modern workplace value digital problem-solving skills, like being able to find a technology solution to a traditional issue,” Case says. “For example, when I first started working as a marketing writer, my department didn’t have the budget to hire a professional voice actor for marketing video voiceovers. But I found a perfect solution to the problem with an AI voiceover service that cost a fraction of the price of an actor.”

Being comfortable with new technology — even ones you haven’t used before — is a valuable skill in an increasingly hybrid and remote world. Don’t be afraid to research new and innovative technologies to help automate processes or find a more efficient technological solution.

Collaborate

Problem-solving isn’t done in a silo, and it shouldn’t be. Use your collaboration skills to gather multiple perspectives, help eliminate bias, and listen to alternative solutions. Ask others where they think the problem is coming from and what solutions would help them with your workflow. From there, try to compromise on a solution that can benefit everyone.

If we’ve learned anything from the past few years, it’s that the world of work is constantly changing — which means it’s crucial to know how to adapt . Be comfortable narrowing down a solution, then changing your direction when a colleague provides a new piece of information. Challenge yourself to get out of your comfort zone, whether with your personal routine or trying a new system at work.

Put Yourself in the Middle of Tough Moments

Just like adapting requires you to challenge your routine and tradition, good problem-solving requires you to put yourself in challenging situations — especially ones where you don’t have relevant experience or expertise to find a solution. Because you won’t know how to tackle the problem, you’ll learn new problem-solving skills and how to navigate new challenges. Ask your manager or a peer if you can help them work on a complicated problem, and be proactive about asking them questions along the way.

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Companies always need people to help them find solutions — especially proactive employees who have practical analytical skills and can collaborate to decide the best way to move forward. Whether or not you have experience solving problems in a professional workplace, illustrate your problem-solving skills by describing your research, analysis, and decision-making process — and make it clear that you’re the solution to the employer’s current problems. 

Image Credit: Christina Morillo / Pexels 

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More From Forbes

What’s the problem a different approach to problem solving.

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J. Todd Phillips , Founder & CEO, Parson Partners.

Surely you have experienced this scenario: An employee walks into a manager’s office and declares, “We have a problem.” The manager, not at all phased by this statement, replies calmly, “Well, I know you have the solution, right?” Everyone knows that they must bring a solution to every problem they identify.

For decades, managers have implored their team members to focus on solutions. Many argue that this empowers employees to think critically, solve problems independently, and communicate good news (a.k.a. “solutions”) not just bad news (a.k.a. “problems”). A quick Google search will produce hundreds of articles on this “solution-oriented” approach, touting it as one of the most effective management tools. These articles consistently repeat the chorus: “Focus on the solution, not the problem.”

However, as a lifelong problem-solver, I believe that taking a “problem-oriented” approach can be far more effective than many of these authors have been willing to admit. Business leaders, in particular, could benefit from being more problem-oriented, and much less solution-oriented.

Just what do I mean by a problem-oriented approach?

Let’s talk about it.

The problem-oriented approach is a different way of thinking. It encourages leaders and teams to examine every possible aspect of any problem they may be facing before hammering out any possible approach to solving that problem. While it can easily be viewed as a time suck, or a costly delay when action is needed, I wager that it is much better to pause to examine a problem than risk failure with solutions adopted in haste.

Here are four steps that could get you to the right solution.

Step One: Get The Facts

This is an examination of what actually happened. Before jumping immediately to asking “what is the solution,” ask:

• Is it really a problem? How big is this problem?

• What actually happened? Who or what was impacted by the problem?

• What are we doing about it right now?

• What risks does the problem pose? What happens if we do nothing?

Once you’ve established the facts and have a legitimate problem, move on to the following steps.

Step Two: Examine Your Environment

Conventional wisdom advises us not to ask why something happened. In contrast, it’s really healthy to ask “why” repeatedly. This is a critical step that will help you get to the root causes of a problem. Go on a broad exploration to find out:

• Why did this happen?

• What conditions made it possible for this to occur?

• What conditions should have been in place?

• How could this have been avoided?

Step Three: Dig Into Your Processes

This step gets into the nitty gritty, the uncomfortable truth, of how you got to the point of having a problem in the first place. Take the time to work your way through:

• How exactly did this happen?

• What is not working?

• At what point did things go astray?

• What could we have done to avoid this?

Step Four: Consider The Human And Organizational Implications

This is perhaps the most critical step because it affects the welfare of your team. Try hard to avoid looking through the lens of assigning blame and ask:

• Who is responsible for the problem?

• Who is accountable for the problem?

• Who will be affected by the problem?

• Who should be informed about the problem?

• Who can assist with solving the problem?

Depending on the size of your organization and the nature of the problem, you might run through these questions with dispatch. Large, systemic problems may require a more significant investment of time. Whatever the circumstances, it is important to flip the paradigm and try the problem-oriented approach.

Once you have worked through these steps, either self-guided or with the help of a consultant, developing a solution—if indeed one is needed—becomes the easy part.

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A Complete Guide to know What is Problem Solving (Updated August 2024)

Everything happening in this world has its problems. This is because no system in this world has 100% efficiency. But this is not a big issue for the people who are prepared to deal with any kind of problem. The field that is heavily affected by the problems in the field of companies and organizations.

This is because a lot of employees are working in different departments under the same name. The problem for one employee or one department can cause issues for others. This is why the employees are given special problem-solving training. Here we will discuss what is problem-solving and some effective steps involved.

What is problem solving?

Problem-solving isa process of solving any kind of problem. This process is acted upon in some steps. These steps start from identifying the problem and determining the cause of the problem. After the problem and its cause are identified, the next step is to select alternatives for the solution and implement the solutions.

All of these steps are collectively known as a problem-solving process.

The basic steps involved in problem-solving.

As the problem-solving process comprises different steps that collectively help in getting id of the problem. So, here we will have a detailed discussion about the steps that are involved in problem-solving.

Defining the problem.

Defining the problem means that you are diagnosing the situation. This helps take the further steps for solving the problem. This is not just as simple as defining the problem. Here you take effective measures to keep track of the situation of the problem. Some of the most effective and easy to implement ways of defining the problem are listed below.

·       Flowcharts of the process and the problem init.

·       Cause and effect diagram.

With the help of these steps, you can easily identify the root causes of the problem. However, for these ways of defining the problem, you must involve the factual information and then compare the expectations to reality. Apart from this, you also need to stay focused on the root cause of the problem as eradicating this will be your main objective here.

To create a successful deduction for problem-solving in this step, you will first need to review different sectors of your system. Then you will have to evaluate things on the base of how something will affect the system.

Generating the alternatives.

Once you have gone through the first step, the next step will be to get the solution for the problem. It is in our psyche that once we think of an idea or solution, then we keep on thinking that it will be effective. But in reality, this will not happen every time and you will waste a lot of time coming up with another effective solution.

So, here the best thing to do is to come up with more than more solutions at a time. For this, you can do the following things.

·       Take ideas from different employees.

·       Mold your original idea according to different aspects of the problem.

·       Think of other than one effective idea.

When you are going with a set of ideas for the backup, you will be very efficient in solving the problem. This is because if one idea fails, you can implement another one and this can be carried on until you have solved the problem.

Evaluating and selecting alternatives.

So, now you know that you have to come up with more than one idea, but how will you know if the ideas are effective or not. For this, you can easily evaluate the ideas that come up in your mind. This will help in filtering out only the best and the most effective ideas. Here is how this works.

·       Will this solution be able to solve the specific problem without causing other problems in the system?

·       Will all the people and stakeholders of the system accept the solution?

·       Is the solution that I have come up with possible and easy to implement?

·       Will the solution and the alternatives be in the constraints of the organization?

When you think of all the ideas and their alternatives, you will be very efficiently filtering out the ideas that do not seem to be working.

Implementing the solutions.

Now you are in the state where you have the ideas, the solutions, and the alternatives of these solutions. The only step left to get the problem solved is to implement the solution. This is also not a very simple step. Here are some things that you must include in this step to increase the efficiency of your solution.

·      Involving others.

One of the best things to do is to involve others in the implementation of your solution. This will not only reduce the stress that you will have to bear. But this will also add other innovative ideas that come in their minds. This can be very helpful in making the solution to the problem better.

·      Testing and expectations of the solution.

When you are implementing or you have implemented the solution, it is very important to keep constantly monitoring the solution and its working. For this, you can test the solutions’ working at different events. Testing the outcomes and comparing when with the expectations will also give you the idea of how well the solution is performing.

·      Feedback system.

When you have implemented the solution, the role that you will play in the future will be lower than the role of other employees. So, you must take feedback after sometime. The feedback system will tell you about the feelings of people about your solution and its working. This will also help in improving the solution.

Some important things to consider in each of the problem-solving steps.

Above in the article, we discussed the significance of each step involved in problem-solving. Here we will discuss some additional things that you must be aware of. This is because they will not only make your problem-solving experience better, but they will also make your problem-solving techniques more efficient.

Knowing your problem in a good way:

If you are thinking about what is problem solving and how important it is to define the problem. Then we will tell you here the importance of defining the problem and some of the best ways to implement it. It is a must for solving any problem that you must know the real cause and the root of the problem.

This is because the smaller problems can be identified and solved easily. But when we are dealing with the problems on the level of different organizations, then it is very important to get rid of the problem from the start. This is because if the problem is not fully identified, then it will never be truly eradicated.

And this will keep on damaging the company in several ways. For the problem identifying methods we mentioned above, the initiative for any of the methods can be taken for different tools. Some of the tools are the 5 W’s, the root cause analysis, and appreciation. This is also very important that you consider each of them carefully from different perspectives.

This is because the cause of the problem could be an unreasonable workload or lack of training but if unidentified, this can be extremely bad.

Knowing about the complexity of the problem.

While you are solving any problem, you must understand that every problem will not have the same scope and the time required for every problem will be different. This is because the complexity of each problem is different. There are a lot of tools and methods to know about the complexity of the problem. Some of them are listed below.

·       Affinity diagrams.

·       Swim Lane diagram.

·       System diagram.

·       Flow charts.

·       Bottleneck method.

After identifying different factors of the problem, you can implement any of these tools and this will tell you about the complexity of the problem. Sometimes a problem that seems to be a single problem is a collection of different smaller problems.

This is the point where the drill-down technique can be very helpful. It will easily and efficiently breakdown the problem into smaller parts.

Process of solving the problem.

So, there can be a case that the problem is very small, and it can easily be dealt with. But inmost of the cases, the problem is not that simple, and it is a collection of several complex problems related to different departments.

In this case, the head of the problem-solving team must take different members from different departments that will help in solving that problem using the tools, tricks methods, and tips we mentioned above.

With the increasing complexities in different organizations, many people are asking what is problem solving. If you are also uncertain about what is problem solving, then this will be the article that will tell you all about what is problem solving.

This is because it will not only tell you about some of the most effective techniques for solving different problems, but the tips, tools, and methods we mentioned here can also be very helpful for everyone in dealing with complex problems.

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