complex problem solving methods

Lightning Decision Jam (LDJ) #action #decision making #problem solving #issue analysis #innovation #design #remote-friendly The problem with anything that requires creative thinking is that it’s easy to get lost—lose focus and fall into the trap of having useless, open-ended, unstructured discussions. Here’s the most effective solution I’ve found: Replace all open, unstructured discussion with a clear process. What to use this exercise for: Anything which requires a group of people to make decisions, solve problems or discuss challenges. It’s always good to frame an LDJ session with a broad topic, here are some examples: The conversion flow of our checkout Our internal design process How we organise events Keeping up with our competition Improving sales flow

3. Problem Definition Process

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

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

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

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

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

4. The 5 Whys

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

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

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

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

5. World Cafe

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

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

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

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

6. Discovery & Action Dialogue (DAD)

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

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

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

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

7. Design Sprint 2.0

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

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

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

8. Open space technology

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

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

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

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

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

Techniques to identify and analyze problems

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

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

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

Let’s take a look!

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

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

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

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

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

10. The Creativity Dice

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

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

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

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

11. Fishbone Analysis

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

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

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

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

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

12. Problem Tree

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

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

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

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

13. SWOT Analysis

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

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

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

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

14. Agreement-Certainty Matrix

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

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

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

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

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

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

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

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

16. Speed Boat

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

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

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

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

17. The Journalistic Six

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

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

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

18. LEGO Challenge

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

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

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

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

19. What, So What, Now What?

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

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

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

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

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

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

20. Journalists

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

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

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

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

Problem-solving techniques for developing solutions

The success of any problem-solving process can be measured by the solutions it produces. After you’ve defined the issue, explored existing ideas, and ideated, it’s time to narrow down to the correct solution.

Use these problem-solving techniques when you want to help your team find consensus, compare possible solutions, and move towards taking action on a particular problem.

21. Mindspin

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

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

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

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

22. Improved Solutions

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

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

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

23. Four Step Sketch

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

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

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

24. 15% Solutions

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

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

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

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

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

25. How-Now-Wow Matrix

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

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

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

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

26. Impact and Effort Matrix

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

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

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

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

27. Dotmocracy

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

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

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

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

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

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

28. Check-in / Check-out

Solid processes are planned from beginning to end, and the best facilitators know that setting the tone and establishing a safe, open environment can be integral to a successful problem-solving process.

Check-in / Check-out is a great way to begin and/or bookend a problem-solving workshop. Checking in to a session emphasizes that everyone will be seen, heard, and expected to contribute.

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

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

29. Doodling Together

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

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

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

30. Show and Tell

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

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

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

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

31. Constellations

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

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

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

32. Draw a Tree

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

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

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

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

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

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

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

How do I conclude a problem-solving process?

All good things must come to an end. With the bulk of the work done, it can be tempting to conclude your workshop swiftly and without a moment to debrief and align. This can be problematic in that it doesn’t allow your team to fully process the results or reflect on the process.

At the end of an effective session, your team will have gone through a process that, while productive, can be exhausting. It’s important to give your group a moment to take a breath, ensure that they are clear on future actions, and provide short feedback before leaving the space.

The primary purpose of any problem-solving method is to generate solutions and then implement them. Be sure to take the opportunity to ensure everyone is aligned and ready to effectively implement the solutions you produced in the workshop.

Remember that every process can be improved and by giving a short moment to collect feedback in the session, you can further refine your problem-solving methods and see further success in the future too.

33. One Breath Feedback

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

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

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

34. Who What When Matrix

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

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

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

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

35. Response cards

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

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

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

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

Over to you

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

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

thank you very much for these excellent techniques

Certainly wonderful article, very detailed. Shared!

What are facilitation skills and how to improve them?

Facilitation skills are the abilities you need in order to master working with a group. In essence, facilitation is about being aware of what happens when people get together to achieve a common goal, and directing their focus and attention in ways that serve the group itself. When we work together at our best, we can achieve a lot more than anything we might attempt alone. Working with others is not always easy: teamwork is fraught with risks and pitfalls, but skilled facilitation can help navigate them with confidence. With the right approach, facilitation can be a workplace superpower. Whatever your position, career path, or life story, you probably have…

Free online tools for workshops and meetings

Effective online tools are a necessity for smooth and engaging virtual workshops and meetings. But how do you choose the right ones? Do you sometimes feel that the good old pen and paper or MS Office toolkit and email leaves you struggling to stay on top of managing and delivering your workshop? Fortunately, there are plenty of online tools to make your life easier when you need to facilitate a meeting and lead workshops. In this post, we’ll share our favorite online tools you can use to make your job as a facilitator easier. In fact, there are plenty of free online workshop tools and meeting facilitation software you can…

Design your next workshop with SessionLab

Join the 100.000 facilitators using SessionLab

Problem solving is the process of achieving a goal by overcoming obstacles, a frequent part of most activities. Problems in need of solutions range from simple personal tasks (e.g. how to turn on an appliance) to complex issues in business and technical fields. The former is an example of simple problem solving (SPS) addressing one issue, whereas the latter is complex problem solving (CPS) with multiple interrelated obstacles. [1] Another classification is into well-defined problems with specific obstacles and goals, and ill-defined problems in which the current situation is troublesome but it is not clear what kind of resolution to aim for. [2] Similarly, one may distinguish formal or fact-based problems requiring psychometric intelligence , versus socio-emotional problems which depend on the changeable emotions of individuals or groups, such as tactful behavior, fashion, or gift choices. [3]

Cognitive sciences

Computer science, engineering, military science, problem-solving strategies, problem-solving methods, common barriers, confirmation bias, functional fixedness, unnecessary constraints, irrelevant information, avoiding barriers by changing problem representation, other barriers for individuals, dreaming: problem-solving without waking consciousness, cognitive sciences: two schools, north america, characteristics of complex problems, collective problem solving, further reading, external links.

Solutions require sufficient resources and knowledge to attain the goal. Professionals such as lawyers, doctors, and consultants are largely problem solvers for issues which require technical skills and knowledge beyond general competence. Many businesses have found profitable markets by recognizing a problem and creating a solution: the more widespread and inconvenient the problem, the greater the opportunity to develop a scalable solution.

There are many specialized problem-solving techniques and methods in fields such as engineering , business , medicine , mathematics , computer science , philosophy , and social organization . The mental techniques to identify, analyze, and solve problems are studied in psychology and cognitive sciences . Additionally, the mental obstacles preventing people from finding solutions is a widely researched topic: problem solving impediments include confirmation bias , mental set , and functional fixedness .

The term problem solving has a slightly different meaning depending on the discipline. For instance, it is a mental process in psychology and a computerized process in computer science . There are two different types of problems: ill-defined and well-defined; different approaches are used for each. Well-defined problems have specific end goals and clearly expected solutions, while ill-defined problems do not. Well-defined problems allow for more initial planning than ill-defined problems. [2] Solving problems sometimes involves dealing with pragmatics , the way that context contributes to meaning, and semantics , the interpretation of the problem. The ability to understand what the end goal of the problem is, and what rules could be applied represents the key to solving the problem. Sometimes the problem requires abstract thinking or coming up with a creative solution.

Problem solving in psychology refers to the process of finding solutions to problems encountered in life. [4] Solutions to these problems are usually situation or context-specific. The process starts with problem finding and problem shaping , where the problem is discovered and simplified. The next step is to generate possible solutions and evaluate them. Finally a solution is selected to be implemented and verified. Problems have an end goal to be reached and how you get there depends upon problem orientation (problem-solving coping style and skills) and systematic analysis. [5] Mental health professionals study the human problem solving processes using methods such as introspection , behaviorism , simulation , computer modeling , and experiment . Social psychologists look into the person-environment relationship aspect of the problem and independent and interdependent problem-solving methods. [6] Problem solving has been defined as a higher-order cognitive process and intellectual function that requires the modulation and control of more routine or fundamental skills. [7]

Problem solving has two major domains: mathematical problem solving and personal problem solving. Both are seen in terms of some difficulty or barrier that is encountered. [8] Empirical research shows many different strategies and factors influence everyday problem solving. [9] [10] [11] Rehabilitation psychologists studying individuals with frontal lobe injuries have found that deficits in emotional control and reasoning can be re-mediated with effective rehabilitation and could improve the capacity of injured persons to resolve everyday problems. [12] Interpersonal everyday problem solving is dependent upon the individual personal motivational and contextual components. One such component is the emotional valence of "real-world" problems and it can either impede or aid problem-solving performance. Researchers have focused on the role of emotions in problem solving, [13] [14] demonstrating that poor emotional control can disrupt focus on the target task and impede problem resolution and likely lead to negative outcomes such as fatigue, depression, and inertia. [15] In conceptualization, human problem solving consists of two related processes: problem orientation and the motivational/attitudinal/affective approach to problematic situations and problem-solving skills. Studies conclude people's strategies cohere with their goals [16] and stem from the natural process of comparing oneself with others.

Among the first experimental psychologists to study problem solving were the Gestaltists in Germany , e.g., Karl Duncker in The Psychology of Productive Thinking (1935). [17] Perhaps best known is the work of Allen Newell and Herbert A. Simon . [18]

Experiments the 1960s and early 1970s asked participants to solve relatively simple, well-defined, but not previously seen laboratory tasks. [19] [20] These simple problems, such as the Tower of Hanoi , admitted optimal solutions which could be found quickly, allowing observation of the full problem-solving process. Researchers assumed that these model problems would elicit the characteristic cognitive processes by which more complex "real world" problems are solved.

An outstanding problem solving technique found by this research is the principle of decomposition . [21]

Much of computer science and artificial intelligence involves designing automatic systems to solve a specified type of problem: to accept input data and calculate a correct or adequate response, reasonably quickly. Algorithms are recipes or instructions that direct such systems, written into computer programs .

Steps for designing such systems include problem determination, heuristics , root cause analysis , de-duplication , analysis, diagnosis, and repair. Analytic techniques include linear and nonlinear programming, queuing systems , and simulation. [22] A large, perennial obstacle is to find and fix errors in computer programs: debugging .

Formal logic is concerned with such issues as validity, truth, inference, argumentation and proof. In a problem-solving context, it can be used to formally represent a problem as a theorem to be proved, and to represent the knowledge needed to solve the problem as the premises to be used in a proof that the problem has a solution. The use of computers to prove mathematical theorems using formal logic emerged as the field of automated theorem proving in the 1950s. It included the use of heuristic methods designed to simulate human problem solving, as in the Logic Theory Machine , developed by Allen Newell, Herbert A. Simon and J. C. Shaw, as well as algorithmic methods such as the resolution principle developed by John Alan Robinson .

In addition to its use for finding proofs of mathematical theorems, automated theorem-proving has also been used for program verification in computer science. However, already in 1958, John McCarthy proposed the advice taker , to represent information in formal logic and to derive answers to questions using automated theorem-proving. An important step in this direction was made by Cordell Green in 1969, using a resolution theorem prover for question-answering and for such other applications in artificial intelligence as robot planning.

The resolution theorem-prover used by Cordell Green bore little resemblance to human problem solving methods. In response to criticism of his approach, emanating from researchers at MIT, Robert Kowalski developed logic programming and SLD resolution , [23] which solves problems by problem decomposition. He has advocated logic for both computer and human problem solving [24] and computational logic to improve human thinking [25]

Problem solving is used when products or processes fail, so corrective action can be taken to prevent further failures . It can also be applied to a product or process prior to an actual failure event—when a potential problem can be predicted and analyzed, and mitigation applied to prevent the problem. Techniques such as failure mode and effects analysis can proactively reduce the likelihood of problems.

In either case, it is necessary to build a causal explanation through a process of diagnosis. Staat [26] summarizes the derivation of explanation through diagnosis as follows: In deriving an explanation of effects in terms of causes, abduction plays the role of generating new ideas or hypotheses (asking “how?”); deduction functions as evaluating and refining the hypotheses based on other plausible premises (asking “why?”); and induction is justifying of the hypothesis with empirical data (asking “how much?”). The objective of abduction is to determine which hypothesis or proposition to test, not which one to adopt or assert [27] . In the Peircean logical system, the logic of abduction and deduction contribute to our conceptual understanding of a phenomenon, while the logic of induction adds quantitative details (empirical substantiation) to our conceptual knowledge [28] .

Forensic engineering is an important technique of failure analysis that involves tracing product defects and flaws. Corrective action can then be taken to prevent further failures.

Reverse engineering attempts to discover the original problem-solving logic used in developing a product by taking it apart. [29]

In military science , problem solving is linked to the concept of "end-states", the condition or situation which is the aim of the strategy. [30] : xiii, E-2 Ability to solve problems is important at any military rank , but is essential at the command and control level, where it results from deep qualitative and quantitative understanding of possible scenarios. [ clarification needed ] Effectiveness is evaluation of results, whether the goal was accomplished. [30] : IV-24 Planning is the process of determining how to achieve the goal. [30] : IV-1

Some models of problem solving involve identifying a goal and then a sequence of subgoals towards achieving this goal. Andersson, who introduced the ACT-R model of cognition, modelled this collection of goals and subgoals as a goal stack , where the mind contains a stack of goals and subgoals to be completed with a single task being carried out at any time. [31] : 51

It has been observed that knowledge of how to solve one problem can be applied to another problem, in a process known as transfer . [31] : 56

Problem-solving strategies are steps to overcoming the obstacles to achieving a goal, the "problem-solving cycle". [32]

Common steps in this cycle include recognizing the problem, defining it, developing a strategy to fix it, organizing knowledge and resources available, monitoring progress, and evaluating the effectiveness of the solution. Once a solution is achieved, another problem usually arises, and the cycle starts again.

Insight is the sudden a ha! solution to a problem, the birth of a new idea to simplify a complex situation. Solutions found through insight are often more incisive than those from step-by-step analysis. A quick solution process requires insight to select productive moves at different stages of the problem-solving cycle. Unlike Newell and Simon's formal definition of a move problem , there is no consensus definition of an insight problem . [33] [34] [35]

Some problem-solving strategies include: [36]

Common barriers to problem solving are mental constructs that impede an efficient search for solutions. Five of the most common identified by researchers are: confirmation bias , mental set , functional fixedness , unnecessary constraints, and irrelevant information.

Confirmation bias is an unintentional tendency to collect and use data which favors preconceived notions. Such notions may be incidental rather than motivated by important personal beliefs: the desire to be right may be sufficient motivation. [37] Research has found that scientific and technical professionals also experience confirmation bias.

Andreas Hergovich, Reinhard Schott, and Christoph Burger's experiment conducted online, for instance, suggested that professionals within the field of psychological research are likely to view scientific studies that agree with their preconceived notions more favorably than clashing studies. [38] According to Raymond Nickerson, one can see the consequences of confirmation bias in real-life situations, which range in severity from inefficient government policies to genocide. Nickerson argued that those who killed people accused of witchcraft demonstrated confirmation bias with motivation. Researcher Michael Allen found evidence for confirmation bias with motivation in school children who worked to manipulate their science experiments to produce favorable results. [39]

However, confirmation bias does not necessarily require motivation. In 1960, Peter Cathcart Wason conducted an experiment in which participants first viewed three numbers and then created a hypothesis that proposed a rule that could have been used to create that triplet of numbers. When testing their hypotheses, participants tended to only create additional triplets of numbers that would confirm their hypotheses, and tended not to create triplets that would negate or disprove their hypotheses. [40]

Mental set is the inclination to re-use a previously successful solution, rather than search for new and better solutions. It is a reliance on habit.

It was first articulated by Abraham Luchins in the 1940s with his well-known water jug experiments. [41] Participants were asked to fill one jug with a specific amount of water using other jugs with different maximum capacities. After Luchins gave a set of jug problems that could all be solved by a single technique, he then introduced a problem that could be solved by the same technique, but also by a novel and simpler method. His participants tended to use the accustomed technique, oblivious of the simpler alternative. [42] This was again demonstrated in Norman Maier 's 1931 experiment, which challenged participants to solve a problem by using a familiar tool (pliers) in an unconventional manner. Participants were often unable to view the object in a way that strayed from its typical use, a type of mental set known as functional fixedness (see the following section).

Rigidly clinging to a mental set is called fixation , which can deepen to an obsession or preoccupation with attempted strategies that are repeatedly unsuccessful. [43] In the late 1990s, researcher Jennifer Wiley found that professional expertise in a field can create a mental set, perhaps leading to fixation. [43]

Groupthink , where each individual takes on the mindset of the rest of the group, can produce and exacerbate mental set. [44] Social pressure leads to everybody thinking the same thing and reaching the same conclusions.

Functional fixedness is the tendency to view an object as having only one function, unable to conceive of any novel use, as in the Maier pliers experiment above. Functional fixedness is a specific form of mental set, and is one of the most common forms of cognitive bias in daily life.

Tim German and Clark Barrett describe this barrier: "subjects become 'fixed' on the design function of the objects, and problem solving suffers relative to control conditions in which the object's function is not demonstrated." [45] Their research found that young children's limited knowledge of an object's intended function reduces this barrier [46] Research has also discovered functional fixedness in many educational instances, as an obstacle to understanding. Furio, Calatayud, Baracenas, and Padilla stated: "... functional fixedness may be found in learning concepts as well as in solving chemistry problems." [47]

As an example, imagine a man wants to kill a bug in his house, but the only thing at hand is a can of air freshener. He may start searching for something to kill the bug instead of squashing it with the can, thinking only of its main function of deodorizing.

There are several hypotheses in regards to how functional fixedness relates to problem solving. [48] It may waste time, delaying or entirely preventing the correct use of a tool.

Unnecessary constraints are arbitrary boundaries imposed unconsciously on the task at hand, which foreclose a productive avenue of solution. The solver may become fixated on only one type of solution, as if it were an inevitable requirement of the problem. Typically, this combines with mental set, clinging to a previously successful method. [49]

Visual problems can also produce mentally invented constraints. [50] A famous example is the dot problem: nine dots arranged in a three-by-three grid pattern must be connected by drawing four straight line segments, without lifting pen from paper or backtracking along a line. The subject typically assumes the pen must stay within the outer square of dots, but the solution requires lines continuing beyond this frame, and researchers have found a 0% solution rate within a brief allotted time. [51]

This problem has produced the expression "think outside the box". [52] Such problems are typically solved via a sudden insight which leaps over the mental barriers, often after long toil against them. [53] This can be difficult depending on how the subject has structured the problem in their mind, how they draw on past experiences, and how well they juggle this information in their working memory. In the example, envisioning the dots connected outside the framing square requires visualizing an unconventional arrangement, a strain on working memory. [52]

Irrelevant information is a specification or data presented in a problem that is unrelated to the solution. [49] If the solver assumes that all information presented needs to be used, this often derails the problem solving process, making relatively simple problems much harder. [54]

For example: "Fifteen percent of the people in Topeka have unlisted telephone numbers. You select 200 names at random from the Topeka phone book. How many of these people have unlisted phone numbers?" [55] The "obvious" answer is 15%, but in fact none of the unlisted people would be listed among the 200. This kind of "trick question" is often used in aptitude tests or cognitive evaluations. [56] Though not inherently difficult, they require independent thinking that is not necessarily common. Mathematical word problems often include irrelevant qualitative or numerical information as an extra challenge.

The disruption caused by the above cognitive biases can depend on how the information is represented: [56] visually, verbally, or mathematically. A classic example is the Buddhist monk problem:

The problem cannot be addressed in a verbal context, trying to describe the monk's progress on each day. It becomes much easier when the paragraph is represented mathematically by a function: one visualizes a graph whose horizontal axis is time of day, and whose vertical axis shows the monk's position (or altitude) on the path at each time. Superimposing the two journey curves, which traverse opposite diagonals of a rectangle, one sees they must cross each other somewhere. The visual representation by graphing has resolved the difficulty.

Individual humans engaged in problem-solving tend to overlook subtractive changes, including those that are critical elements of efficient solutions. This tendency to solve by first, only or mostly creating or adding elements, rather than by subtracting elements or processes is shown to intensify with higher cognitive loads such as information overload . [58] [59]

Problem solving can also occur without waking consciousness. There are many reports of scientists and engineers who solved problems in their dreams . Elias Howe , inventor of the sewing machine, figured out the structure of the bobbin from a dream. [60]

The chemist August Kekulé was considering how benzene arranged its six carbon and hydrogen atoms. Thinking about the problem, he dozed off, and dreamt of dancing atoms that fell into a snakelike pattern, which led him to discover the benzene ring. As Kekulé wrote in his diary,

One of the snakes seized hold of its own tail, and the form whirled mockingly before my eyes. As if by a flash of lightning I awoke; and this time also I spent the rest of the night in working out the consequences of the hypothesis. [61]

There also are empirical studies of how people can think consciously about a problem before going to sleep, and then solve the problem with a dream image. Dream researcher William C. Dement told his undergraduate class of 500 students that he wanted them to think about an infinite series, whose first elements were OTTFF, to see if they could deduce the principle behind it and to say what the next elements of the series would be. [62] He asked them to think about this problem every night for 15 minutes before going to sleep and to write down any dreams that they then had. They were instructed to think about the problem again for 15 minutes when they awakened in the morning.

The sequence OTTFF is the first letters of the numbers: one, two, three, four, five. The next five elements of the series are SSENT (six, seven, eight, nine, ten). Some of the students solved the puzzle by reflecting on their dreams. One example was a student who reported the following dream: [62]

I was standing in an art gallery, looking at the paintings on the wall. As I walked down the hall, I began to count the paintings: one, two, three, four, five. As I came to the sixth and seventh, the paintings had been ripped from their frames. I stared at the empty frames with a peculiar feeling that some mystery was about to be solved. Suddenly I realized that the sixth and seventh spaces were the solution to the problem!

With more than 500 undergraduate students, 87 dreams were judged to be related to the problems students were assigned (53 directly related and 34 indirectly related). Yet of the people who had dreams that apparently solved the problem, only seven were actually able to consciously know the solution. The rest (46 out of 53) thought they did not know the solution.

Mark Blechner conducted this experiment and obtained results similar to Dement's. [63] He found that while trying to solve the problem, people had dreams in which the solution appeared to be obvious from the dream, but it was rare for the dreamers to realize how their dreams had solved the puzzle. Coaxing or hints did not get them to realize it, although once they heard the solution, they recognized how their dream had solved it. For example, one person in that OTTFF experiment dreamed: [63]

There is a big clock. You can see the movement. The big hand of the clock was on the number six. You could see it move up, number by number, six, seven, eight, nine, ten, eleven, twelve. The dream focused on the small parts of the machinery. You could see the gears inside.

In the dream, the person counted out the next elements of the series – six, seven, eight, nine, ten, eleven, twelve – yet he did not realize that this was the solution of the problem. His sleeping mindbrain solved the problem, but his waking mindbrain was not aware how.

Albert Einstein believed that much problem solving goes on unconsciously, and the person must then figure out and formulate consciously what the mindbrain has already solved. He believed this was his process in formulating the theory of relativity: "The creator of the problem possesses the solution." [64] Einstein said that he did his problem-solving without words, mostly in images. "The words or the language, as they are written or spoken, do not seem to play any role in my mechanism of thought. The psychical entities which seem to serve as elements in thought are certain signs and more or less clear images which can be 'voluntarily' reproduced and combined." [65]

In cognitive sciences , researchers' realization that problem-solving processes differ across knowledge domains and across levels of expertise [66] and that, consequently, findings obtained in the laboratory cannot necessarily generalize to problem-solving situations outside the laboratory, has led to an emphasis on real-world problem solving since the 1990s. This emphasis has been expressed quite differently in North America and Europe, however. Whereas North American research has typically concentrated on studying problem solving in separate, natural knowledge domains, much of the European research has focused on novel, complex problems, and has been performed with computerized scenarios. [67]

In Europe, two main approaches have surfaced, one initiated by Donald Broadbent [68] [69] in the United Kingdom and the other one by Dietrich Dörner [70] [71] [72] in Germany. The two approaches share an emphasis on relatively complex, semantically rich, computerized laboratory tasks, constructed to resemble real-life problems. The approaches differ somewhat in their theoretical goals and methodology, however. The tradition initiated by Broadbent emphasizes the distinction between cognitive problem-solving processes that operate under awareness versus outside of awareness, and typically employs mathematically well-defined computerized systems. The tradition initiated by Dörner, on the other hand, has an interest in the interplay of the cognitive, motivational, and social components of problem solving, and utilizes very complex computerized scenarios that contain up to 2,000 highly interconnected variables. [73] [74]

In North America, initiated by the work of Herbert A. Simon on "learning by doing" in semantically rich domains, [75] [76] researchers began to investigate problem solving separately in different natural knowledge domains – such as physics, writing, or chess playing – thus relinquishing their attempts to extract a global theory of problem solving. [77] Instead, these researchers have frequently focused on the development of problem solving within a certain domain, that is on the development of expertise . [78] [79] [80]

Areas that have attracted rather intensive attention in North America include:

Complex problem solving (CPS) is distinguishable from simple problem solving (SPS). When dealing with SPS there is a singular and simple obstacle in the way. But CPS comprises one or more obstacles at a time. In a real-life example, a surgeon at work has far more complex problems than an individual deciding what shoes to wear. As elucidated by Dietrich Dörner, and later expanded upon by Joachim Funke, complex problems have some typical characteristics as follows: [1]

Problem solving is applied on many different levels − from the individual to the civilizational. Collective problem solving refers to problem solving performed collectively.

Social issues and global issues can typically only be solved collectively.

It has been noted that the complexity of contemporary problems has exceeded the cognitive capacity of any individual and requires different but complementary expertise and collective problem solving ability. [96]

Collective intelligence is shared or group intelligence that emerges from the collaboration , collective efforts, and competition of many individuals.

Collaborative problem solving is about people working together face-to-face or in online workspaces with a focus on solving real world problems. These groups are made up of members that share a common concern, a similar passion, and/or a commitment to their work. Members are willing to ask questions, wonder, and try to understand common issues. They share expertise, experiences, tools, and methods. [97] These groups can be assigned by instructors, or may be student regulated based on the individual student needs. The groups, or group members, may be fluid based on need, or may only occur temporarily to finish an assigned task. They may also be more permanent in nature depending on the needs of the learners. All members of the group must have some input into the decision-making process and have a role in the learning process. Group members are responsible for the thinking, teaching, and monitoring of all members in the group. Group work must be coordinated among its members so that each member makes an equal contribution to the whole work. Group members must identify and build on their individual strengths so that everyone can make a significant contribution to the task. [98] Collaborative groups require joint intellectual efforts between the members and involve social interactions to solve problems together. The knowledge shared during these interactions is acquired during communication, negotiation, and production of materials. [99] Members actively seek information from others by asking questions. The capacity to use questions to acquire new information increases understanding and the ability to solve problems. [100] Collaborative group work has the ability to promote critical thinking skills, problem solving skills, social skills , and self-esteem . By using collaboration and communication, members often learn from one another and construct meaningful knowledge that often leads to better learning outcomes than individual work. [101]

In a 1962 research report, Douglas Engelbart linked collective intelligence to organizational effectiveness, and predicted that pro-actively 'augmenting human intellect' would yield a multiplier effect in group problem solving: "Three people working together in this augmented mode [would] seem to be more than three times as effective in solving a complex problem as is one augmented person working alone". [102]

Henry Jenkins , a key theorist of new media and media convergence draws on the theory that collective intelligence can be attributed to media convergence and participatory culture . [103] He criticizes contemporary education for failing to incorporate online trends of collective problem solving into the classroom, stating "whereas a collective intelligence community encourages ownership of work as a group, schools grade individuals". Jenkins argues that interaction within a knowledge community builds vital skills for young people, and teamwork through collective intelligence communities contributes to the development of such skills. [104]

Collective impact is the commitment of a group of actors from different sectors to a common agenda for solving a specific social problem, using a structured form of collaboration.

After World War II the UN , the Bretton Woods organization and the WTO were created; collective problem solving on the international level crystallized around these three types of organizations from the 1980s onward. As these global institutions remain state-like or state-centric it has been called unsurprising that these continue state-like or state-centric approaches to collective problem-solving rather than alternative ones. [105]

Crowdsourcing is a process of accumulating the ideas, thoughts or information from many independent participants, with aim to find the best solution for a given challenge. Modern information technologies allow for massive number of subjects to be involved as well as systems of managing these suggestions that provide good results. [106] [107] With the Internet a new capacity for collective, including planetary-scale, problem solving was created. [108]

Mathematics as a Complex Problem-Solving Activity

By jacob klerlein and sheena hervey, generation ready.

By the time young children enter school they are already well along the pathway to becoming problem solvers. From birth, children are learning how to learn: they respond to their environment and the reactions of others. This making sense of experience is an ongoing, recursive process. We have known for a long time that reading is a complex problem-solving activity. More recently, teachers have come to understand that becoming mathematically literate is also a complex problem-solving activity that increases in power and flexibility when practiced more often. A problem in mathematics is any situation that must be resolved using mathematical tools but for which there is no immediately obvious strategy. If the way forward is obvious, it’s not a problem—it is a straightforward application.

Mathematicians have always understood that problem-solving is central to their discipline because without a problem there is no mathematics. Problem-solving has played a central role in the thinking of educational theorists ever since the publication of Pólya’s book “How to Solve It,” in 1945. The National Council of Teachers of Mathematics (NCTM) has been consistently advocating for problem-solving for nearly 40 years, while international trends in mathematics teaching have shown an increased focus on problem-solving and mathematical modeling beginning in the early 1990s. As educators internationally became increasingly aware that providing problem-solving experiences is critical if students are to be able to use and apply mathematical knowledge in meaningful ways (Wu and Zhang 2006) little changed at the school level in the United States.

“Problem-solving is not only a goal of learning mathematics, but also a major means of doing so.”

(NCTM, 2000, p. 52)

In 2011 the Common Core State Standards incorporated the NCTM Process Standards of problem-solving, reasoning and proof, communication, representation, and connections into the Standards for Mathematical Practice. For many teachers of mathematics this was the first time they had been expected to incorporate student collaboration and discourse with problem-solving. This practice requires teaching in profoundly different ways as schools moved from a teacher-directed to a more dialogic approach to teaching and learning. The challenge for teachers is to teach students not only to solve problems but also to learn about mathematics through problem-solving. While many students may develop procedural fluency, they often lack the deep conceptual understanding necessary to solve new problems or make connections between mathematical ideas.

“A problem-solving curriculum, however, requires a different role from the teacher. Rather than directing a lesson, the teacher needs to provide time for students to grapple with problems, search for strategies and solutions on their own, and learn to evaluate their own results. Although the teacher needs to be very much present, the primary focus in the class needs to be on the students’ thinking processes.”

(Burns, 2000, p. 29)

Learning to problem solve

To understand how students become problem solvers we need to look at the theories that underpin learning in mathematics. These include recognition of the developmental aspects of learning and the essential fact that students actively engage in learning mathematics through “doing, talking, reflecting, discussing, observing, investigating, listening, and reasoning” (Copley, 2000, p. 29). The concept of co-construction of learning is the basis for the theory. Moreover, we know that each student is on their unique path of development.

Beliefs underpinning effective teaching of mathematics

Children arrive at school with intuitive mathematical understandings. A teacher needs to connect with and build on those understandings through experiences that allow students to explore mathematics and to communicate their ideas in a meaningful dialogue with the teacher and their peers.

Learning takes place within social settings (Vygotsky, 1978). Students construct understandings through engagement with problems and interaction with others in these activities. Through these social interactions, students feel that they can take risks, try new strategies, and give and receive feedback. They learn cooperatively as they share a range of points of view or discuss ways of solving a problem. It is through talking about problems and discussing their ideas that children construct knowledge and acquire the language to make sense of experiences.

Students acquire their understanding of mathematics and develop problem-solving skills as a result of solving problems, rather than being taught something directly (Hiebert1997). The teacher’s role is to construct problems and present situations that provide a forum in which problem-solving can occur.

Why is problem-solving important?

Our students live in an information and technology-based society where they need to be able to think critically about complex issues, and “analyze and think logically about new situations, devise unspecified solution procedures, and communicate their solution clearly and convincingly to others” (Baroody, 1998). Mathematics education is important not only because of the “gatekeeping role that mathematics plays in students’ access to educational and economic opportunities,” but also because the problem-solving processes and the acquisition of problem-solving strategies equips students for life beyond school (Cobb, & Hodge, 2002).

The importance of problem-solving in learning mathematics comes from the belief that mathematics is primarily about reasoning, not memorization. Problem-solving allows students to develop understanding and explain the processes used to arrive at solutions, rather than remembering and applying a set of procedures. It is through problem-solving that students develop a deeper understanding of mathematical concepts, become more engaged, and appreciate the relevance and usefulness of mathematics (Wu and Zhang 2006). Problem-solving in mathematics supports the development of:

Problem-solving should underlie all aspects of mathematics teaching in order to give students the experience of the power of mathematics in the world around them. This method allows students to see problem-solving as a vehicle to construct, evaluate, and refine their theories about mathematics and the theories of others.

Problems that are “Problematic”

The teacher’s expectations of the students are essential. Students only learn to handle complex problems by being exposed to them. Students need to have opportunities to work on complex tasks rather than a series of simple tasks devolved from a complex task. This is important for stimulating the students’ mathematical reasoning and building durable mathematical knowledge (Anthony and Walshaw, 2007). The challenge for teachers is ensuring the problems they set are designed to support mathematics learning and are appropriate and challenging for all students. The problems need to be difficult enough to provide a challenge but not so difficult that students can’t succeed. Teachers who get this right create resilient problem solvers who know that with perseverance they can succeed. Problems need to be within the students’ “Zone of Proximal Development” (Vygotsky 1968). These types of complex problems will provide opportunities for discussion and learning.

Students will have opportunities to explain their ideas, respond to the ideas of others, and challenge their thinking. Those students who think math is all about the “correct” answer will need support and encouragement to take risks. Tolerance of difficulty is essential in a problem-solving disposition because being “stuck” is an inevitable stage in resolving just about any problem. Getting unstuck typically takes time and involves trying a variety of approaches. Students need to learn this experientially. Effective problems:

“Students learn to problem solve in mathematics primarily through ‘doing, talking, reflecting, discussing, observing, investigating, listening, and reasoning.”

(Copley, 2000, p. 29)

“…as learners investigate together. It becomes a mini- society – a community of learners engaged in mathematical activity, discourse and reflection. Learners must be given the opportunity to act as mathematicians by allowing, supporting and challenging their ‘mathematizing’ of particular situations. The community provides an environment in which individual mathematical ideas can be expressed and tested against others’ ideas.…This enables learners to become clearer and more confident about what they know and understand.”

(Fosnot, 2005, p. 10)

Research shows that ‘classrooms where the orientation consistently defines task outcomes in terms of the answers rather than the thinking processes entailed in reaching the answers negatively affects the thinking processes and mathematical identities of learners’ (Anthony and Walshaw, 2007, page 122).

Effective teachers model good problem-solving habits for their students. Their questions are designed to help children use a variety of strategies and materials to solve problems. Students often want to begin without a plan in mind. Through appropriate questions, the teacher gives students some structure for beginning the problem without telling them exactly what to do. In 1945 Pólya published the following four principles of problem-solving to support teachers with helping their students.

Problem-solving is not linear but rather a complex, interactive process. Students move backward and forward between and across Pólya’s phases. The Common Core State Standards describe the process as follows:

“Mathematically proficient students start by explaining to themselves the meaning of a problem and looking for entry points to its solution. They analyze givens, constraints, relationships, and goals. They make conjectures about the form and meaning of the solution and plan a solution pathway rather than simply jumping into a solution attempt. They consider analogous problems, and try special cases and simpler forms of the original problem in order to gain insight into its solution. They monitor and evaluate their progress and change course if necessary”. (New York State Next Generation Mathematics Learning Standards 2017).

Pólya’s Principals of Problem-Solving

Polyas principles of problem solving graphic

Students move forward and backward as they move through the problem-solving process.

The goal is for students to have a range of strategies they use to solve problems and understand that there may be more than one solution. It is important to realize that the process is just as important, if not more important, than arriving at a solution, for it is in the solution process that students uncover the mathematics. Arriving at an answer isn’t the end of the process. Reflecting on the strategies used to solve the problem provides additional learning experiences. Studying the approach used for one problem helps students become more comfortable with using that strategy in a variety of other situations.

When making sense of ideas, students need opportunities to work both independently and collaboratively. There will be times when students need to be able to work independently and other times when they will need to be able to work in small groups so that they can share ideas and learn with and from others.

Getting real

Effective teachers of mathematics create purposeful learning experiences for students through solving problems in relevant and meaningful contexts. While word problems are a way of putting mathematics into contexts, it doesn’t automatically make them real. The challenge for teachers is to provide students with problems that draw on their experience of reality, rather than asking them to suspend it. Realistic does not mean that problems necessarily involve real contexts, but rather they make students think in “real” ways.

Planning for talk

By planning for and promoting discourse, teachers can actively engage students in mathematical thinking. In discourse-rich mathematics classes, students explain and discuss the strategies and processes they use in solving mathematical problems, thereby connecting their everyday language with the specialized vocabulary of mathematics.

Students need to understand how to communicate mathematically, give sound mathematical explanations, and justify their solutions. Effective teachers encourage their students to communicate their ideas orally, in writing, and by using a variety of representations. Through listening to students, teachers can better understand what their students know and misconceptions they may have. It is the misconceptions that provide a window into the students’ learning process. Effective teachers view thinking as “the process of understanding,” they can use their students’ thinking as a resource for further learning. Such teachers are responsive both to their students and to the discipline of mathematics.

“Mathematics today requires not only computational skills but also the ability to think and reason mathematically in order to solve the new problems and learn the new ideas that students will face in the future. Learning is enhanced in classrooms where students are required to evaluate their own ideas and those of others, are encouraged to make mathematical conjectures and test them, and are helped to develop their reasoning skills.”

(John Van De Walle)

“Equity. Excellence in mathematics education requires equity—high expectations and strong support for all students.”

How teachers organize classroom instruction is very much dependent on what they know and believe about mathematics and on what they understand about mathematics teaching and learning. Teachers need to recognize that problem-solving processes develop over time and are significantly improved by effective teaching practices. The teacher’s role begins with selecting rich problem-solving tasks that focus on the mathematics the teacher wants their students to explore. A problem-solving approach is not only a way for developing students’ thinking, but it also provides a context for learning mathematical concepts. Problem-solving allows students to transfer what they have already learned to unfamiliar situations. A problem-solving approach provides a way for students to actively construct their ideas about mathematics and to take responsibility for their learning. The challenge for mathematics teachers is to develop the students’ mathematical thinking process alongside the knowledge and to create opportunities to present even routine mathematics tasks in problem-solving contexts.

Given the efforts to date to include problem-solving as an integral component of the mathematics curriculum and the limited implementation in classrooms, it will take more than rhetoric to achieve this goal. While providing valuable professional learning, resources, and more time are essential steps, it is possible that problem-solving in mathematics will only become valued when high-stakes assessment reflects the importance of students’ solving of complex problems.

IMAGES

Complex Problem Solving
Case study = rigid knowledge Vs. Research and application = adaptive
Day 5 : Approaching problems
The Art of Complex Problem Solving
️ Problem solving step. 5 Problem Solving Steps. 2019-01-14
Solving complex problems

VIDEO

Dolphin Show Phuket,Thailand #dolphin #show #travel #animals #phuketthailand
Problem solving
Teach children how to take care of themselves Complex problem solving
What is the IQ of a crow?…#shorts
Exploring The Four Basic Algorithm Techniques
problem solving methods

COMMENTS

Problem solving
Find sources: "Problem solving" – news · newspapers · books · scholar · JSTOR ( September 2018) ( Learn how and when to remove this template message). This article's lead section may be too short to adequately summarize the key points
5 Powerful Problem-Solving Techniques and Methods for Solving Complex Problems
In fact, if you've ever had a challenging situation arise at work, you know that having problems is practically part of your job description. Fortunately, the world is full of problem-solving professionals and
35 problem-solving techniques and methods for solving complex problems
Solving challenges is easier with the right methods. Create innovative solutions and solve tough problems fast with these problem-solving techniques!
Problem solving
Problem solving is the way by which solutions are developed to remove an obstacle from achieving an ultimate goal. The former scenario falls into the category of simple problem solving (SPS)
A Method to Solve Complex Problems
This course aims to teach the benefit of using a systematic problem-solving method to resolve complex problems, define the root cause of a problem, identify an acceptable solution, assess the risk
Methods Of Solving Complex Geometry Problems [PDF] [6r0t4jag7gs0]
By proposing several methods to approach each problem and emphasizing geometry's connections with different fields of mathematics, Methods of Solving Complex Geometry Problems serves as a bridge to more advanced problem solving