one of the six steps in problem solving workshop

Problem-solving workshop: Step-by-Step

A problem-solving workshop is held by the Agile Release Train and its purpose is to address systematic problems. The workshop that concentrates on identifying the problems, not just addressing the symptoms, is facilitated by the Release Train Engineer and time-boxed to maximum of two hours. What are the six steps of the workshop?

In SAFe® (Scaled Agile Framework for Enterprises®), problem-solving workshop is done during the Inspect & Adapt (I & A) event. I & A is held at the end of each Program Increment, and it forms the basis for relentless improvement, one of the four pillars of the SAFe House of Lean , and a dimension of the Continuous Learning Culture core competency.

During the three parts of I & A event (PI System Demo, Quantitative and Qualitative measurement, and Retrospective and problem-solving workshop), the ART demonstrates and evaluates the current state of the solution and teams reflect and identify improvement backlog items. In this article we are going to concentrate on the last part of the event, problem-solving workshop, during which teams systematically address the larger impediments that are limiting velocity.

Problem-solving workshop consists of 6 steps

Step 1: agree on the problem to solve.

Clearly stating the problem is key to problem identification and correction. It enables more focused investigation, time-saving, and avoids ‘ready, fire, aim’ approach. On the other hand, a problem that is not well defined, may result in failure to reach the proper countermeasure. To identify and agree on the problem to solve, the teams should spend a few minutes clearly stating the problem, highlighting the ‘what’, ‘where’, ‘when’, and ‘impact’ as succinctly as they can.

Step 2: Apply root-cause analysis and 5 whys

The Root-cause analysis and the ‘5 Whys’ technique is used to explore the cause-and-effect relationships underlying a particular problem. It helps to avoid assumptions and logic traps, trace the chain of causality in direct increments from the effect to a root cause.

The root cause analysis (fishbone or Ishikawa) diagram features 5 main ‘bones’ that represent typical sources of problems in development (tools, people, program, process, environment). Team members then brainstorm causes that they think contribute to the problem to be solved and group them into these categories. Once a cause is identified, its root cause is explored with the 5 Whys technique. By simply asking ‘why’ multiple times, the cause of the previous cause is uncovered, and added to the diagram. The process stops once a suitable root cause has been identified and the same process is then applied to the next cause (© Scaled Agile, Inc.).

Step 3: Identify the biggest root-cause using Pareto analysis

Team uses Pareto analysis (or 80/20 rule) to narrow down the number of actions that produce the most significant overall effect. It is based on the principle that 20% of root causes can cause 80% of problems and it has proved useful where many possible sources and actions are competing. Once the team writes down all the causes-of-causes, they identify the biggest root-cause using dot-voting – every team member has five dots on its disposal, and he can allocate them to one or more items he thinks are most problematic. Then they summarize votes in Pareto chart that shows collective consensus on the most significant root-cause.

Step 4: Restate the new problem for the biggest root-cause

Team picks the most voted item from Pareto chart. They restate it clearly as a problem and add economic impact of the problem to the description.

Step 5: Brainstorm solutions

During the brainstorming activity that lasts about 15 – 30 minutes, team brainstorms as many possible corrective actions as possible. The goal of activity is to generate as many ideas as possible, without criticism or debate. Team members should let their imagination soar and explore and combine all the ideas that arise and in the end dot-vote to identify top contenders.

Step 6: Identify improvement backlog items (NRFs)

In the end of the problem-solving workshop, up to three most voted solutions are identified. Solutions are then rephrased as improvement stories and features to be fed directly into the PI Planning event that follows the I & A event. During that event, the RTE helps ensure that the relevant work needed to deliver the identified improvements is planned. This closes the loop, thus ensuring that action will be taken, and that people and resources are dedicated as necessary to improve the current state. In this way, problem-solving becomes routine and systematic, and team members and ART stakeholders can be assured that the train is solidly on its journey of relentless improvement (© Scaled Agile, Inc. ).

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Mastering Problem-Solving Workshops: A Comprehensive Guide

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Part 1. What Is a Problem-solving Workshop?

A problem-solving workshop is a meticulously structured gathering, designed to bring team members together in a collaborative environment. In this setting, participants work collectively to identify prevailing issues, brainstorm innovative solutions, and formulate a strategic action plan. This process not only encourages open communication but also fosters an atmosphere of creativity and critical thinking. It provides an opportunity for each participant to contribute their unique perspectives and ideas, thereby promoting diversity of thought and comprehensive problem-solving. Ultimately, these workshops serve as a catalyst for team synergy and effective resolution of challenges.

Part 2. How Can Problem-solving Workshop Help?

Problem-solving workshops are a powerful tool that can dramatically elevate team performance. By fostering an environment of collaboration, these workshops encourage team members to work together towards common goals. They enhance decision-making skills by providing a platform for open discussion and critical analysis of various solutions. Moreover, they stimulate creative thinking by encouraging participants to think outside the box and propose innovative solutions. The structured approach provided by these workshops ensures that challenges are tackled systematically and effectively, reducing the likelihood of oversight or missteps. Furthermore, problem-solving workshops contribute to creating a culture of continuous learning and improvement within the organization. They provide opportunities for individuals and teams to learn from their experiences, adapt their strategies, and continually strive for better results. This ongoing process of learning and development is crucial in today's fast-paced business environment where adaptability and resilience are key to success.

Part 3. What Are the Six Steps of Problem-Solving Workshop?

Identifying the Problem: This is the initial stage where team members collectively recognize and articulate the issue at hand. It's crucial to define the problem accurately to set a clear direction for the workshop.
Analyzing the Problem: Once identified, the problem is dissected and examined in detail. The goal here is to understand its root cause, its impact, and any underlying factors that may be contributing to it.
Generating Possible Solutions: In this creative phase, participants brainstorm a variety of potential solutions without judgment or evaluation. The aim is to encourage innovative thinking and generate as many ideas as possible.
Evaluating Solutions: Here, each proposed solution is critically assessed based on its feasibility, potential impact, resources required, and alignment with organizational goals. This step ensures that only viable solutions are considered for implementation.
Implementing the Best Solution: After careful evaluation, the most effective solution is selected and put into action. A detailed plan outlining tasks, responsibilities, timelines, and resources is developed for smooth execution.
Reviewing the Process: Finally, once the solution has been implemented, it's important to review and reflect on its effectiveness and learn from the experience. This step helps in continuous improvement and prepares teams better for future problem-solving endeavors.

Each step is crucial in ensuring that problems are thoroughly addressed and resolved effectively.

Part 4: How Boardmix Can Help Prepare a Problem-solving Workshop?

Boardmix is a cutting-edge online whiteboard tool, designed with innovation at its core. It offers a diverse range of templates tailored for different types of workshops, including those focused on problem-solving . This makes Boardmix an invaluable resource for teams seeking to streamline their collaborative efforts and enhance their problem-solving capabilities.

Here’s how you can use Boardmix for your next problem-solving workshop:

FAQs on Problem-Solving Workshop

1. what are the 4 styles of problem solvers.

The four styles of problem solvers are: a) Analytical Problem Solvers: These individuals approach problems with a logical, fact-based mindset. They rely on data and detailed analysis to arrive at solutions. b) Intuitive Problem Solvers: These people rely on their gut feelings and instincts when solving problems. They often come up with creative and out-of-the-box solutions. c) Practical Problem Solvers: These problem solvers prefer straightforward, practical solutions that can be implemented easily. They focus on what works in the real world. d) Emotional Problem Solvers: These individuals consider the emotional aspects and human elements of a problem. They tend to prioritize harmony and consensus in their solutions.

2. What are the 7 problem-solving strategies?

The seven problem-solving strategies include: a) Trial and Error b) Brainstorming c) Root Cause Analysis d) SWOT Analysis (Strengths, Weaknesses, Opportunities, Threats) e) The Five Whys Technique f) Cost-Benefit Analysis g) Decision Matrix

3. What are the 5 principles of problem solving?

The five principles of problem-solving are: a) Understand the Problem: Clearly define and understand the issue at hand. b) Devise a Plan: Develop a strategy or method to tackle the problem. c) Carry Out the Plan: Implement your strategy while being open to adjustments along the way. d) Review Your Solution: Once you've found a solution, review it to ensure it effectively solves the original problem. e) Learn from Experience: Reflect on what worked well and what didn't during your problem-solving process for future reference.

Problem-solving workshops provide a potent platform to confront challenges directly, while simultaneously nurturing teamwork and innovation within your organization. These workshops serve as a catalyst for creative thinking and collaborative problem-solving, fostering an environment conducive to growth and progress. With the advent of tools like Boardmix , preparing for such interactive sessions has become more streamlined than ever before. Boardmix's intuitive design and diverse range of templates make it an indispensable tool for all your collaborative needs. Embark on your journey towards enhanced team productivity and effective problem resolution by incorporating Boardmix into your workflow today!

Join Boardmix to collaborate with your team.

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How to run a problem-solving workshop.

What is a problem-solving workshop?

A problem-solving workshop is a rapid session that helps you:

Understand the root cause of a problem
Quickly generate ideas to solve it
Evaluate the ideas to ensure they’re robust
Make a plan to test or implement the solution

This workshop critically assesses what’s going wrong and helps you find out what your options are to solve it, before you decide on the perfect solution.

Who should run a problem-solving workshop?

Product team leads, such as designers, product managers or engineers can run this type of workshop. There’s no one right person to lead something as important as this.

In fact, the core of your product development should start with the problem rather than the solution itself. It can be tempting to jump straight into features, but until you understand the problem well, you can’t begin to solve it.

When to run a problem-solving workshop

This workshop can be used in various circumstances:

A show-stopping problem that grinds everything to a halt
An intermittent problem that you want to get to the bottom of
A customer or user problem, such as a pain point when using a service or product
A high-level business problem, for example “too many customer complaints”, “conversion rate is too low”, or “operating costs are too high”

1. Get the right people together

2. identify the right problem.

3. Come up with ideas to solve the problem

4. Evaluate the ideas to ensure they’re robust

5. make a plan to test or implement the solution.

Read on to find out how to do all that, and more.

Get the right people in the room (and no one else!)

Invite all affected parties to a session. These are people that the problem has a direct impact on. Including those that aren’t impacted may offer a more objective view, but ultimately; more people equals more time. We want to solve problems with haste, so we can find out if it’s the right solution sooner rather than later!

The piston might have broken, but what caused the piston to break?

What may appear like the problem, could be one of many observable results of a deeper underlying problem. To identify the ‘right’ or ‘true’ problem, we need to delve into it. This method is often called “Root Cause Analysis”.

There are many ways to conduct a Root Cause Analysis, but the easiest and most pragmatic way is to use the Five Whys Analysis tactic .

Simply put, asking “why?” at least five times will lead you to the real problem. Solving this root problem subsequently solves all of the surface problems associated with it.

Learn how to run the Five Whys Analysis tactic

3. Come up with ideas to solve your problem

What normally follows identifying the right problem is a flurry of ideas. This usually takes the form of blurting them out at each other – but there are better, more structured ways to capture ideas. Generating ideas in a structured way gives you time and space to think, as well as building on others’ ideas. The result means more thorough and refined ideas, over a back of the napkin sketch that the loudest person in the room decides is the best thing to do.

Idea-generation tactics for problem solving:

Mind Map – Get your brain on to paper, so you can start to form ideas for the methods below.
Crazy Eights – Eight ideas in eight minutes
Reverse Brainstorm – Come up with ways to make the problem worse, then reverse it to get the solution
Round Robin – Generate an idea, then have the person next to you build on it
Storyboard – Turn your idea into a sequence of events to understand how it might actually work in reality

Once you have a suite of ideas, you’ll want to review them and try some evaluative tactics .

If you have a lot of ideas, you might want to prioritise the most promising ones to take forward with a decision tactic such as Priority Map or Blind Vote .

Kick the tyres of your idea to make sure it's robust

Once you have a shortlist of ideas it can be tempting to go with the one that appears most promising. If time is of the essence, and it’s low risk – it might be the right call to just try it out.

However, it’s vital to evaluate ideas for solutions that may be more costly or complicated. Kick the tyres, so to speak.

Evaluating ideas gives you the confidence that your promising idea truly is promising, and is worthy of taking forward to the next stage: prototyping and implementation.

Evaluation tactics for ideas:

Idea Beetle – a set of questions that help you assess if your idea is robust before you progress with it
Rose, Thorn, Bud – a way to review the good, the bad and the potential of an idea
SWOT Analysis – articulate an idea’s strengths, weaknesses, opportunities or threats

If you still have a lot of ideas, you might want to prioritise the most promising ones to take forward with a decision tactic such as Priority Map or Blind Vote .

Now you should have one or two (or more!) evaluated, robust and promising ideas that you want to try out to solve the problem.

Whether you need to work out how to prototype and test the idea, or go ahead and implement the solution right away – you need a plan.

To work out a plan, use the Sticky Steps tactic , which mentally starts you off at having the solution implemented or prototype tested, then works backwards to today in order to see what steps you need to take.

Once you have a solid plan, create accountability by creating a list of tasks to do, and assigning them to people with a deadline. You can do this with the Who, What, When tactic .

2 thoughts on “How to run a problem-solving workshop”

Hi I’d love to know approx about how long it should take to run one of these workshops. If you could include that in your very helpful summaries – I think that would be very helpful to plan and market these types of servies.

Appreciate all you do! R

All activities are very helpful.

Appreciate you Nazia Psychologist

Problem-Solving Workshop

A collaborative learning environment designed to help participants develop skills to identify and solve problems. product glossary problem-solving workshop also called: problem-solving session and problem-solving exercise see also: how might we , hypothesis statement , premortem , problem statement , six thinking hats , swot analysis , affinity diagram , circles method , design thinking , jobs-to-be-done framework (jtbd) relevant metrics: attendance and engagement, pre- and post-workshop assessments, goal achievement, participant satisfaction, knowledge retention, application of skills, networking and collaboration, and commitment to continuous improvement in this article what is a problem-solving workshop.

A Problem-Solving Workshop is a collaborative event in which a group of people come together to identify and solve a problem. It is a structured process that involves brainstorming, analyzing, and developing solutions to a problem. A problem-solving workshop is a rapid session that helps you:

Unlocking the Core of the Issue . A problem-solving workshop serves as an accelerated session designed to delve into the underlying cause of a dilemma, enabling participants to better comprehend its complexities.
Generate ideas . With a deeper understanding of the problem at hand, participants rapidly brainstorm potential solutions. They then carefully assess these ideas, ensuring their feasibility and effectiveness in addressing the issue.
Evaluating ideas . Participants scrutinize their proposed ideas, determining their robustness and ability to withstand potential challenges to ensure that only the most viable and reliable solutions are considered for implementation, enhancing the likelihood of successfully resolving the problem.
Make a plan to test or implement . Equipped with a well-rounded perspective and carefully evaluated solutions, the workshop empowers attendees to devise a strategic plan for testing or implementing their chosen resolution, ultimately guiding them toward the ideal solution to their problem.

The workshop typically begins with a discussion of the problem and its context. Participants then brainstorm potential solutions and evaluate them based on their feasibility and potential impact. After the brainstorming session, the group works together to develop a plan of action to address the problem. This plan may include changes to existing processes, new procedures, or other solutions.

The Problem-Solving Workshop is an effective way to identify and solve problems in the context of Product Management and User Experience. It allows for a collaborative approach to problem-solving, which can lead to more creative and effective solutions. It also allows for a structured approach to problem-solving, which can help ensure that the problem is addressed in a timely and efficient manner.

Where did Problem-Solving Workshops come from?

The idea of coming together to solve problems can be traced back to ancient human societies that held gatherings to discuss issues and find solutions. In modern times, problem-solving workshops have been shaped by developments in various fields like psychology, education, management, design, and innovation.

Some significant influences on problem-solving workshops include:

Brainstorming . Alex Osborn, an advertising executive, introduced brainstorming in the 1940s as a group creativity technique to generate ideas and solve problems. This method encouraged people to share their ideas freely, no matter how wild, and suspend judgment during the idea-generation process. Brainstorming has since been incorporated into many problem-solving workshops.
Quality circles . In the 1960s, Japanese companies introduced quality circles, which are small groups of employees who meet regularly to discuss and solve work-related problems. These circles aimed to improve the quality of products and processes by involving employees in problem-solving and decision-making. The concept of quality circles has inspired many problem-solving workshops in various industries.
Design thinking . The design thinking methodology, pioneered by companies like IDEO and Stanford University’s d.school, has played a crucial role in shaping modern problem-solving workshops. Design thinking is a human-centered approach to problem-solving that encourages empathy, experimentation, and collaboration. It involves a series of steps, such as empathizing, defining, ideating, prototyping, and testing, which can be adapted to various problem-solving workshop formats.
Lean and Agile methodologies . Lean and Agile methodologies, which originated in the manufacturing and software development sectors, respectively, have also influenced problem-solving workshops. These approaches emphasize collaboration, continuous improvement, and rapid iteration to achieve better results.
Facilitation techniques . The growth of professional facilitation has also impacted problem-solving workshops. Skilled facilitators use various tools and techniques to guide groups through problem-solving processes, ensuring that the workshop’s objectives are met and that participants stay engaged and focused.

Why should I conduct a problem-solving workshop?

Conducting a problem-solving exercise can be beneficial in several ways. It can help individuals or teams to:

Identify the root cause of a problem . By engaging in a structured problem-solving exercise, participants can gain a deeper understanding of the issue and identify the underlying causes.
Generate new ideas and solutions . By brainstorming and evaluating various solutions, individuals or teams can develop creative and effective solutions that they may not have thought of otherwise.
Encourage collaboration and teamwork . Collaborative problem-solving exercises can foster a sense of teamwork and create a shared sense of ownership and responsibility for the problem and the solution.
Improve decision-making . By evaluating various options and considering different perspectives, participants can make informed and effective decisions that take into account a wide range of factors.
Enhance learning and development . Problem-solving exercises can provide opportunities for individuals or teams to learn new skills, practice critical thinking, and develop problem-solving abilities that can be applied to future challenges.

How to run a problem-solving workshop

Step 1: assemble a well-rounded team.

Gather individuals with diverse backgrounds, skill sets, and perspectives who are relevant to the problem at hand. This may include team members, cross-functional collaborators, subject matter experts, or stakeholders. A diverse group will enhance the ideation process and facilitate a more comprehensive understanding of the issue.

Consider the following factors:

Diversity . Assemble a team with a mix of expertise, backgrounds, perspectives, and roles relevant to the problem. Diversity encourages creative thinking and helps avoid groupthink or blind spots.
Relevant stakeholders . Ensure that key stakeholders, including decision-makers, subject matter experts, and those directly affected by the problem, are included in the workshop. Their insights and buy-in are crucial for the success of the proposed solutions.
Size of the group . Aim for a group size that allows for effective collaboration and communication. Ideally, the group should be large enough to generate a variety of ideas but small enough to facilitate productive discussions. Typically, a group of 6-10 participants is considered optimal for a problem-solving workshop.
Team dynamics . Select participants who are open-minded, willing to collaborate, and capable of engaging in constructive discussions. The right balance of personalities is essential for fostering a positive atmosphere and effective teamwork.
Establish clear roles . Assign roles and responsibilities to participants, such as a facilitator to guide the workshop, a timekeeper to monitor progress, and a note-taker to document key points and decisions. Clearly defined roles help ensure the smooth flow of the workshop.
Preparation . Communicate the workshop’s purpose, goals, and expectations to participants beforehand. Encourage them to familiarize themselves with the problem and come prepared with any relevant data or insights. This will enable a more focused and productive discussion during the workshop.

Step 2: Establish the Objective and Scope

Clearly define the purpose and goals of the workshop. Ensure that all participants understand the problem to be addressed, its context, and any constraints or limitations. Set a time limit for the workshop to maintain focus and efficiency.

Consider the following:

Preparation and research . A facilitator should be well-prepared with a thorough understanding of the problem, its context, and the workshop’s objectives. This may involve conducting research, reviewing relevant materials, and consulting with key stakeholders or subject matter experts beforehand.
Active listening . Practice active listening during the workshop to ensure participants feel heard and understood. Encourage questions and clarifications to address any misunderstandings or ambiguities regarding the problem, scope, or objectives.
Flexibility and adaptability . Be prepared to adjust the workshop’s objectives or scope if new information or insights emerge during the discussion. Maintain an open-minded approach and adapt to the needs of the group while ensuring that the workshop remains focused and productive.
Time management . Monitor the workshop’s progress and allocate time appropriately for each stage. If necessary, intervene to refocus the discussion, maintain momentum, or transition to the next step in the problem-solving process.

Each of the following workshop exercises can contribute to the success of establishing a clear objective and scope by helping participants gain a deeper understanding of the problem, its context, and the needs of those affected, leading to a clearer definition of the objective and scope:

Six Thinking Hats . This exercise, developed by Edward de Bono, encourages participants to approach the problem from six different perspectives, represented by metaphorical “hats.” These perspectives are: facts and information (white hat), emotions and feelings (red hat), cautious and critical thinking (black hat), optimistic and positive thinking (yellow hat), creative and alternative thinking (green hat), and process and organization (blue hat). This technique can help the group establish a more comprehensive understanding of the problem, its context, and potential constraints, leading to a clearer definition of the objective and scope.
Stakeholder Mapping . In this exercise, participants identify and analyze the key stakeholders involved in or affected by the problem. This helps the group understand the different perspectives, priorities, and needs of these stakeholders, providing valuable context for the problem-solving process. By considering stakeholder needs and concerns, the workshop can better define the objective and scope while ensuring that potential solutions address relevant issues.
Empathy Mapping . This exercise helps participants gain insight into the needs, motivations, and challenges of the individuals affected by the problem, such as customers, users, or team members. By creating an empathy map, the group can better understand the problem from the perspective of those who are directly impacted. This understanding can help the group establish a clearer and more focused objective and scope for the workshop, ensuring that potential solutions address the most critical concerns of the affected individuals.

Step 3: Identify the Right Problem and Root Cause

Begin the workshop by collectively discussing the problem to gain a deeper understanding of its nuances. Use techniques like the 5 Whys or Fishbone Diagram to identify the root cause of the problem, ensuring that the team’s efforts are directed towards solving the underlying issue rather than merely addressing symptoms.

Approach this step with a well-defined strategy that guides participants through the process of understanding the problem and its underlying factors. The facilitator plays a pivotal role in creating an environment that encourages open and honest dialogue, allowing participants to share their insights and collectively work towards identifying the root cause.

Strike a balance between allowing sufficient time for discussions and ensuring that the workshop maintains momentum and stays on track. The facilitator may need to intervene occasionally to refocus the conversation or steer the group towards the desired outcome.

Be prepared to adapt to the evolving dynamics of the workshop. They must be flexible and responsive to new insights or challenges that emerge during the discussions. If necessary, the facilitator may need to adjust the workshop’s objectives, scope, or methodology to ensure that the group remains focused on addressing the problem’s root cause.

Consider using one of these workshop exercises to identify the right problem:

Five Whys . This technique involves asking “Why?” repeatedly to dig deeper into the problem and uncover the root cause. By using this approach in the workshop, participants can move beyond surface-level symptoms to identify the true source of the issue. The facilitator can guide the group through the Five Whys exercise, ensuring that the discussion stays focused and productive.
Fishbone Diagram . Also known as the Ishikawa or cause-and-effect diagram, this tool visually represents the relationship between a problem and its potential causes. Participants brainstorm and categorize potential causes into distinct branches, which can help the group identify the root cause. The facilitator can lead the group through the Fishbone Diagram exercise, encouraging them to consider various aspects of the problem and promoting a comprehensive understanding.
Round Robin . This brainstorming technique involves giving each participant a chance to contribute an idea or perspective on the problem in a structured and organized manner. This ensures equal participation and helps to gather diverse insights. Using the Round Robin method, the facilitator can facilitate discussions on the problem’s root cause by encouraging participants to share their thoughts and perspectives without interruption.
Force Field Analysis . This exercise helps participants identify the driving and restraining forces that influence a problem. By analyzing these forces, the group can gain a deeper understanding of the underlying factors contributing to the issue. The facilitator can guide participants through the Force Field Analysis, helping them to identify and assess the various forces at play and facilitating discussions on how these forces might relate to the root cause of the problem.

Step 4: Generate Ideas to Solve the Problem

Encourage participants to brainstorm solutions, emphasizing the importance of open-mindedness and creativity. Utilize techniques like mind mapping, round-robin, or the six thinking hats to foster an environment conducive to idea generation. Ensure that all participants have an opportunity to share their thoughts, and discourage judgment or criticism during this stage.

Make sure that all participants feel comfortable sharing their ideas, no matter how unconventional they may seem. This requires the facilitator to create a non-judgmental and supportive atmosphere that promotes inclusivity and equal participation.

One critical aspect for the facilitator is the use of various brainstorming techniques and ideation exercises that can stimulate creative thinking and encourage diverse perspectives. By employing a mix of individual and group activities, the facilitator can cater to different thinking styles and preferences, ensuring that everyone contributes to the ideation process.

These workshop exercises are great for generating ideas to solve the problem you identified:

Mind Mapping . This technique helps to visually organize information around a central concept, allowing participants to generate ideas in a structured manner. It encourages them to think about the problem from different perspectives and make connections between seemingly unrelated ideas, which can lead to creative solutions.
Crazy Eights . In this exercise, participants are given eight minutes to sketch out eight different ideas on a piece of paper. The time constraint forces them to think quickly and encourages them to generate a wide variety of ideas. By sharing and discussing their sketches afterward, the group can build upon each other’s ideas and develop more innovative solutions.
Reverse Brainstorming . This technique prompts participants to think about the problem from an opposite perspective, by asking them to come up with ways to make the situation worse. By challenging conventional thinking, reverse brainstorming helps uncover new insights and approaches that may not have been considered otherwise.
How Might We . This exercise frames the problem as an open-ended question, starting with the phrase “How might we…?”. This positive and optimistic framing encourages participants to think creatively and generate ideas without constraints. The open-ended nature of the question also promotes collaboration, as participants can build on each other’s ideas to find innovative solutions.
Forced Analogy . In this exercise, participants are asked to draw analogies between the problem at hand and unrelated objects or scenarios. This encourages them to think about the problem from a new perspective and come up with creative ideas that they may not have considered otherwise. The forced analogy technique can reveal hidden connections and inspire innovative solutions.
SCAMPER . This is an acronym for Substitute, Combine, Adapt, Modify, Put to another use, Eliminate, and Reverse. Participants are prompted to think about the problem and generate ideas using each of these seven approaches. The SCAMPER technique encourages participants to look at the problem from different angles and find unique solutions.

Step 5: Evaluate and Refine Ideas

Once a range of potential solutions has been generated, evaluate their robustness and viability. Encourage participants to consider potential challenges, drawbacks, and risks associated with each idea. Use a decision matrix, SWOT analysis, or other evaluation tools to help compare and prioritize the proposed solutions.

Seek to create an environment where participants feel comfortable sharing their opinions and ideas while also being open to constructive feedback. The facilitator must balance encouragement and critical thinking, promoting an atmosphere where ideas are assessed objectively, and their merits and drawbacks are examined thoroughly.

Be aware of any biases, power imbalances, or dominant personalities that may influence the evaluation process. By skillfully navigating these dynamics, the facilitator can ensure that all voices are heard and that the evaluation process remains objective and fair.

These workshop exercises are great for evaluating and refining ideas.

SWOT Analysis . This exercise requires participants to analyze the strengths, weaknesses, opportunities, and threats associated with each proposed solution. By conducting a SWOT Analysis, the group can thoroughly evaluate the viability and potential impact of each idea, identifying potential challenges and opportunities.
Pros and Cons . In this exercise, participants list the advantages and disadvantages of each proposed solution. This method encourages participants to think critically about the potential outcomes of each idea, enabling the group to make a more informed decision.
Poster Session . In this exercise, each proposed solution is presented on a poster, and participants are given time to review and provide feedback on each idea. The Poster Session promotes thoughtful consideration of each solution and allows for open discussion and collaborative evaluation.
Plus/Delta . This exercise involves participants identifying the positive and negative aspects of an idea or solution. It can help to refine ideas by focusing on the strengths and weaknesses of each one.
Affinity Mapping . This exercise involves grouping similar ideas together and can help to identify common themes and patterns. It can help to refine ideas by clarifying the relationships between different solutions.
Assumptions Collection . This exercise involves identifying assumptions that have been made about the problem or solution and testing them to see if they are valid. It can help to refine ideas by identifying any flawed assumptions and correcting them.
Force Field Analysis . This exercise involves identifying the forces that are supporting and opposing a proposed solution. It can help to refine ideas by addressing the barriers and challenges that need to be overcome for the solution to be successful.

By incorporating these workshop exercises, participants can thoroughly evaluate the proposed ideas to ensure they are robust and viable. These

Step 6: Select the Best Solution

As a group, decide on the most promising solution(s) based on the evaluation process. Discuss the reasoning behind the selection and ensure that all participants are on board with the decision.

To promote objectivity, encourage the use of predefined criteria or frameworks for evaluating the proposed solutions. By providing a structured approach to decision-making, participants will be better equipped to weigh the pros and cons of each idea, ultimately leading to a more informed choice.

This will also help you maintain a neutral stance throughout the selection process, allowing the group to discuss and debate the merits of each solution without bias. As a facilitator, your goal is to ensure that the group focuses on the problem at hand and avoids getting sidetracked by personal preferences or interpersonal conflicts.

If you see that the group is struggling to reach a consensus, you might need to guide them toward a decision. By summarizing the key points of the discussion and highlighting the most promising solutions, the facilitator can help the group make a well-informed decision that best addresses the problem.

The following workshop exercises are great for facilitating the selection process:

Dot Voting . This method helps participants prioritize solutions by giving them a limited number of dots or stickers that they can distribute among the proposed ideas. The solutions with the most votes are considered the most promising and can be further discussed or refined.
Fist to Five . This technique allows the group to quickly gauge the level of support for each solution. Participants indicate their level of agreement by raising a certain number of fingers (1 to 5), with five fingers signifying strong support. The solutions with the highest average scores are deemed the most favorable.
Stack Ranking . In this exercise, participants rank the proposed solutions in order of preference, assigning a unique position to each idea. The facilitator then tallies the rankings and determines the overall order of preference for the group. This helps identify the top solutions based on collective input.
Trade-off Sliders . This method encourages participants to consider the pros and cons of each solution by using sliders to represent various criteria, such as cost, time, or quality. Participants adjust the sliders to visually represent the trade-offs they are willing to make, and the facilitator synthesizes the results to identify the most viable solutions.
SWOT Analysis . By evaluating each solution’s strengths, weaknesses, opportunities, and threats, participants can gain a comprehensive understanding of the potential outcomes and risks associated with each idea. This structured analysis helps the group make a more informed decision about which solution is best suited to address the problem.
Decision Matrix . The facilitator creates a matrix with the proposed solutions as rows and the evaluation criteria as columns. Participants then score each solution based on how well it meets the criteria. The solution with the highest total score is considered the best option. This method promotes objective decision-making and allows for a clear comparison of the proposed solutions.
Priority Mapping . This technique involves visually mapping ideas based on their importance and urgency. By using Priority Mapping, the group can quickly identify the most critical and time-sensitive ideas, ensuring that the most pressing solutions are prioritized for implementation.

Step 7: Develop a Plan for Implementation or Testing

With the chosen solution(s) in hand, create a detailed plan outlining the steps required for implementation or testing. Assign responsibilities, establish deadlines, and set milestones to ensure accountability and progress. Consider creating a pilot project or running tests to validate the effectiveness of the solution before a full-scale implementation.

Seek to guide the group in setting realistic timelines and defining clear roles and responsibilities. This involves promoting open communication, ensuring that everyone’s input is valued, and addressing any concerns that may emerge.

You might also consider to spend time establishing key metrics for monitoring success and setting up checkpoints to evaluate the success of the implementation, enabling the team to learn from their experiences and iterate on the solution as necessary.

The following workshop exercises work great for exploring an creating an implementation plan.

Project timeline . A project timeline is an effective way to help the team map out the key milestones, tasks, and deadlines involved in implementing the chosen solution. It allows the team to visualize the project’s overall progress and identify potential issues that may arise during the implementation process.
Future-Back Planning . Future-Back Planning is a technique that helps the team envision what success will look like in the future and work backward to identify the necessary steps to achieve that success. This approach can help the team develop a clear vision and strategy for implementing the solution.
RACI Matrix . A RACI Matrix is a tool that can be used to clarify roles and responsibilities during the implementation process. It helps ensure that each team member understands their role in the project and can help prevent confusion or misunderstandings.
Dependency Map . A Dependency Map is a visual tool that helps the team identify the interdependencies between different tasks or components of the project. This can help the team develop a more realistic and feasible plan for implementing the solution.
Sailboat . The Sailboat exercise can be used to help the team identify potential obstacles or challenges that may arise during the implementation process. It involves visualizing the solution as a sailboat and identifying the factors that may help or hinder its progress towards the desired destination. This exercise can help the team proactively address any potential roadblocks and develop a plan to overcome them.

Step 8: Follow Up and Iterate

After the workshop, monitor the progress of the solution’s implementation or testing. Gather feedback, evaluate results, and make any necessary adjustments or refinements. Encourage open communication among participants, and consider scheduling follow-up meetings to review progress and address any emerging challenges.

The solution that was chosen may need to be adjusted or refined based on feedback or unexpected challenges that arise. As a facilitator, you should encourage team members to share their thoughts and ideas and foster an environment where experimentation and iteration are encouraged.

Find ways celebrate successes and acknowledge the efforts of the team throughout the process. This can help maintain morale and motivation for continued improvement and innovation.

Typical pitfalls when running a Problem-Solving Workshop

Finding the Right Facilitator . Finding a facilitator who is knowledgeable and experienced in problem-solving techniques can be a challenge. It is important to find someone who can effectively lead the workshop and ensure that all participants are engaged and productive.
Establishing Clear Goals . Establishing clear goals for the workshop is essential for its success. Without a clear understanding of the objectives, it can be difficult to ensure that the workshop is productive and successful.
Creating an Engaging Environment . Creating an engaging environment for the workshop is key to its success. Participants need to feel comfortable and be able to focus on the task at hand.
Managing Time . Time management is essential for a successful workshop. It is important to ensure that the workshop is structured in a way that allows for productive discussion and problem-solving.
Ensuring Participation . Ensuring that all participants are actively engaged in the workshop is essential. It is important to create an environment where everyone feels comfortable to contribute and share their ideas.

Google is known for its commitment to fostering a culture of innovation and continuous improvement. The company regularly conducts workshops, hackathons, and brainstorming sessions to encourage creative problem-solving among employees. Google’s “20% time” policy, which allowed employees to dedicate 20% of their time to side projects, has led to the development of successful products like Gmail and Google Maps.

IDEO, a global design consultancy, is renowned for its human-centered, collaborative approach to problem-solving called “design thinking.” The company conducts workshops, both internally and for clients, to tackle complex challenges and create innovative solutions. This approach has helped IDEO to develop breakthrough products, such as the Apple mouse and the Palm V PDA.

Procter & Gamble (P&G)

P&G is a consumer goods company that has leveraged problem-solving workshops and open innovation programs to drive growth. They have held workshops and innovation sessions, such as the “Clay Street Project,” where cross-functional teams come together to tackle complex challenges and create new products. The company’s innovation initiatives have resulted in successful products like Swiffer, Febreze, and Mr. Clean Magic Eraser.

LEGO, the toy company known for its iconic plastic bricks, has used problem-solving workshops to foster innovation and drive business growth. The company has employed design thinking workshops to explore new product ideas and refine existing ones. LEGO’s commitment to problem-solving and innovation has led to the creation of successful product lines such as LEGO Mindstorms, LEGO Architecture, and LEGO Ideas.

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What is problem-solving and how to do it right steps, processes, exercises.

The better your problem-solving skills are, the better (and easier!) your life will be. Organized problem-solving is a killer career skill - learn all about it here.

Whether we’re trying to solve a technical problem at work, or trying to navigate around a roadblock that Google Maps doesn’t see – most people are problem-solving every single day .

But how effective are you at tackling the challenges in your life? Do you have a bullet-proof process you follow that ensures solid outcomes, or... Do you act on a whim of inspiration (or lack thereof) to resolve your pressing problems?

Here’s the thing: the better your problem-solving skills are - the better (and easier!) your life will be (both professionally and personally). Organized problem-solving is a killer career (and life!) skill, so if you want to learn how to do it in the most efficient way possible, you’ve come to the right place.

Read along to learn more about the steps, techniques and exercises of the problem-solving process.

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What is Problem-Solving?

We’re faced with the reality of having to solve problems every day, both in our private and professional lives. So why do we even need to learn about problem-solving? Aren’t we versed in it well enough already?

Well, what separates problem-solving from dealing with the usual day-to-day issues is that it’s a distinct process that allows you to go beyond the standard approaches to solving a problem and allows you to come up with more effective and efficient solutions. Or in other words, problem-solving allows you to knock out those problems with less effort.

Just like with any other skill, there’s an efficient way to solve problems, and a non-efficient one. While it might be tempting to go for the quickest fix for your challenge without giving it much thought, it will only end up costing you more time down the road. Quick fixes are rarely (if ever!) effective and end up being massive time wasters.

What separates problem-solving from dealing with the usual day-to-day issues is that it’s a distinct process that allows you to go beyond the standard approaches to solving a problem and allows you to come up with more effective and efficient solutions.

On the other hand, following a systemized clear process for problem-solving allows you to shortcut inefficiencies and time-wasters, turn your challenges into opportunities, and tackle problems of any scope without the usual stress and hassle.

What is the process that you need to follow, then? We’re glad you asked...

The Five Stages of Problem-Solving

So what’s the best way to move through the problem-solving process? There’s a 5-step process that you can follow that will allow you to solve your challenges more efficiently and effectively. In short, you need to move through these 5 steps:

Defining a problem
Ideating on a solution
Committing to a course of action
Implementing your solution
And finally – analyzing the results.

Let’s look at each of those stages in detail.

Step 1: Defining The Problem

The first step might sound obvious, but trust us, you don’t want to skip it! Clearly defining and framing your challenge will help you guide your efforts and make sure you’re focussing on the things that matter, instead of being distracted by a myriad of other options, problems and issues that come up.

For once, you have to make sure you’re trying to solve the root cause, and not trying to mend the symptoms of it. For instance, if you keep losing users during your app onboarding process, you might jump to the conclusion that you need to tweak the process itself: change the copy, the screens, or the sequence of steps.

But unless you have clear evidence that confirms your hypothesis, your challenge might have an entirely different root cause, e.g. in confusing marketing communication prior to the app download.

Clearly defining and framing your challenge will help you guide your efforts and make sure you’re focussing on the things that matter, all the while ensuring that you’re trying to solve the root cause, and not trying to mend the symptoms of it

That’s why it’s essential you take a close look at the entire problem, not just at a fraction of it.

There are several exercises that can help you get a broader, more holistic view of the problem, some of our all-time favorites include Expert Interviews, How Might We, or The Map. Check out the step-by-step instructions on how to run them (along with 5 more exercises for framing your challenge!) here.

When in doubt, map out your challenge, and always try to tackle the bottlenecks that are more upstream - it’s likely that solving them will solve a couple of other challenges down the flow.

You also have to be mindful of how you frame the challenge: resist the urge to include a pre-defined solution into your problem statement. Priming your solutions to a predestined outcome destroys the purpose of following a step-by-step process in the first place!

Steer clear of formulations like:

We need to change the onboarding process... or We need to improve ad copy to increase conversions.

Instead, opt for more neutral, problem-oriented statements that don’t include a solution suggestion in them:

The drop off rate during the onboarding process is too high or Our ad conversion rates are below the norm.

Pro tip: Reframing your challenge as a ‘How Might We’ statement is a great way to spark up new ideas, opening your problem to a broader set of solutions, and is just a great way to reframe your problem into a more positive statement (without implying the possible solution!)

For example, following the onboarding drop-off rate problem we mentioned earlier, instead of framing it as a problem, you could opt for:

How Might We decrease the drop-off rate during the onboarding process?

Find out more about the best exercises for problem framing here!

Now that you have a clear idea of what you’re trying to solve, it’s move on to the next phase of the problem-solving process.

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Step 2: ideating a solution.

Get ready to roll up your sleeves and challenge the status quo! This step of the problem-solving process is all about thinking outside of the box, challenging old assumptions, and thinking laterally.

This stage is the one that tends to cause the most overwhelm in teams because it requires just the right balance of creativity and critical thinking, which tends to cause a lot of friction.

Our best advice?

Let go of the pressure to produce a polished, thought-through solution at this stage. You can hash out the details at a later point. Our goal right now is to come up with a direction, a prototype if you may, of where we want to move towards.

Embrace the “quantity over quality” motto, and let your creative juices flow! Now, we’re not saying you should roll with sub-par ideas. But you shouldn’t get too fixated on feasibility and viability just yet .

Your main goal during this step is to spark ideas, kick off your thinking process in the right direction, venture out of the familiar territories and think outside the box.

For the ideation to be the most effective your team will have to feel safe to challenge the norm and wide-spread assumptions. So lay judgment by side, there is no space for “that’s the way it’s always been done” in this step.

For your ideation sessions to be as efficient as possible, we highly recommend to run them in a workshop setting: this helps reduce the usual drawbacks of open discussions in teams (i.e. groupthink & team politics!)

Our favorite exercises to run during this phase include Lightning Demos, Sketching, and variations of Brainstorming. We crafted an entire article on how to run and facilitate these exercises in a separate article, so check it out of you’re going to be running an ideation session anytime soon!

Step 3: Choosing the Best Strategy & Committing

It’s time to decide which of the ideas that you generated in the last step will be the one you’ll implement.

This step is arguably the hardest one to complete smoothly: groupthink, team politics, differences in opinions and communication styles all make it very hard to align a team on a common course of action.

If you want to avoid the usual pitfalls of team decision-making, we recommend you steer clear of open unstructured discussion. While it’s useful in some scenarios, it’s a poor choice for when you need to make a decision, because it tends to reward the loudest people in the room, rather than give way to the best ideas.

It’s crucial you not only commit to a course of action but get full buy-in from the team. If your team members don’t understand the reasons for a decision, or are not fully onboard, the implementation of your decision will be half-hearted, and that’s definitely not what you want!

To achieve that, opt for anonymized, multi-layered voting, and include guided exercises like Storyboarding to prioritize your ideas.

We’ve gathered the list of our top-rated decision-making exercises, along with step-by-step instructions on how to run them in this article!

As a bonus tip, we recommend you involve a facilitator throughout the entire process. They will help align the team, and guide them through prioritizing and de-prioritizing solutions, as well as defining the next steps.

Pro tip : If you’re not the ultimate decision maker on the issue you’re trying to solve, make sure they’re in the room when the call is being made! Having a Decider in the room ensures that the decisions you come to will actually get executed on after, instead of getting shut down by your superiors after.

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Step 4: implementing your solution.

Here’s a truth that might be hard to swallow: it doesn’t matter how innovative, creative, or original your idea is, if your execution is weak.

One of our favourite illustrations of how this works in practice comes from the book “ Anything you want ” by Derek Sivers. He reveals that ideas should be treated as multipliers of execution. What this means is that a mediocre, “so-so” idea could be worth millions if executed well, while a “brilliant” idea can completely flop with bad execution.

That’s why this step is crucial if you want to really master the problem-solving process.

What do we mean by execution? Everything that happens after the whiteboards are wiped clean and your team starts to action the outcomes of your sessions, be it prototyping, development, or promotion.

But don’t just take our word for it, look at the example of how execution affected Nintendo’s sales:

In the past few years, Nintendo has come up with 3 products: the Wii, the Wii U and the Switch. Check out their sales figures on the graph below - Wii is the clear-cut leader, followed by Switch, and finally Wii U lagging behind.

The Wii was unbelievably successful - it was a genuinely unique, “brilliant”-level idea and it had a “brilliant” execution (20x $10 million = $200 million). It is one of the fastest selling game consoles of all time and it completely took over the market.

The next product was called Wii U and it was a “great” concept but the execution was absolutely terrible. So even though this product was very interesting and innovative, the end result was 15x $1,000 = $15,000.

Finally, Nintendo took the Wii U concept and tried it again with the Switch. The idea was “so so” as it was already done before, but the execution was “brilliant”. So, 5x $10 million = $50 million! Much better.

Excellent execution is more important than a good idea.

Bottom line?

The same idea can either make no dent in the market and damage your share price OR become a market hit and increase your share price dramatically. The only difference between the two scenarios – execution.

So shift your focus from coming up with crazy, innovative, outlandish ideas that will disrupt the market, and concentrate on really nailing down your execution instead.

This is likely the least “workshoppy” step out of the entire problem-solving process because it requires less alignment and decision-making and more..well.. Execution!

But hey, we wouldn’t be called “Workshopper” if we didn't offer you at least one way to optimize and workshopify (yup, we’re making it a thing) your execution process.

Cue in….prototyping.

We’re huge fans of prototyping all big solutions (and testing them!) The main reason?

This saves us time AND money! Prototyping and testing your solutions (especially if they’re time and investment-demanding) is a great way to make sure you’re creating something that is actually needed.

The key with prototyping the right way is to keep it simple. Don’t invest too much time, or resources into it. The goal is to gather data for your future decisions, not to create a near-to-perfect mockup of your solution.

There are LOADS of prototyping forms and techniques, and if you’d like to learn more on the subject you should definitely check out our extensive prototyping guide.

Step 5: Analyzing the Results

You’re nearly done, woo! Now that you have defined the right problem to tackle, brainstormed the solutions, aligned your team on the course of action, and put your plan into action it’s time to take stock of your efforts.

Seek feedback from all involved parties, analyze the data you’ve gathered, look at the bottom line of your efforts, and take a hard look at your problem: did it get solved? And even more than that, did the process feel smoother, easier, and more efficient than it normally is?

Running a retrospective is a great way to highlight things that went well and that you should keep for your next round of problem.solving, as well as pinpoint inefficiencies that you can eliminate.

‍ But which kind of retrospective should you run? There are loads of options, and it’s easy to feel overwhelmed by them all, so we gathered our favorite retrospective variations in this article.

And there you have it, you just completed the cycle of problem-solving. We highly recommend you follow through with all the steps, without leaving any out. They all complement and build on each other, and it’s the combination of all 5 of them that makes the process effective.

Now that you have the problem solving process down, you might be wondering…

Do I need any special skills in order to be able to move through that process?

And the answer is… sort of! More in this in the next section.

Problem-Solving Skills

While your skill set will need to adapt and change based on the challenges you’ll be working on, most efficient problem-solvers have a solid foundation of these key skills:

Active listening. While you might be the expert in the area of your challenge, there’s not a single person on Earth that knows it all! Being open to others’ perspectives and practicing active listening will come in very handy during step 1 of the process, as you’re trying to define the scope and the exact angle of the problem you’re working on.
Analytical approach. Your analytical skills will help you understand problems and effectively develop solutions. You will also need analytical skills during research to help distinguish between effective and ineffective solutions.
Communication. Is there a single area of expertise that DOESN’T require strong communication skills? We honestly don’t think so! Just like with any other life area, clear communication can make or break your problem-solving process. Being able to clearly communicate why you need to solve this challenge to your team, as well as align your team on the course of action are crucial for the success of the process.
Decision-making. Ultimately, you will need to make a decision about how to solve problems that arise. A process without outcomes–regardless of how well thought-out and elaborate–is useless! If you want your problem-solving huddles to be effective, you have to come to grips with prioritization techniques and decision-making frameworks.
Facilitation. Problem-solving revolves around being able to guide a group or a team to a common decision, and facilitation skills are essential in making that happen. Knowing how to facilitate will make it easy to keep the group focussed on the challenge, shortcut circular discussions, and make sure you’re moving along to solving the problem instead of just treading waters with fruitless discussions.

Not checking every single skill of your list just yet? Not to worry, the next section will give you practical tools on how to level up and improve your problem-solving skills.

How to Improve Your Problem-Solving Skills

Just like with any other skill, problem-solving is not an innate talent that you either have or you don’t. There are concrete steps you can take to improve your skills.

Here are some things that will get you closer to mastering the problem-solving process:

Practice, Practice, Practice

Practice makes perfect, and problem-solving skills are no exception! Seek opportunities to utilize and develop these skills any time you can.

If you don’t know where or how to start just yet, here’s a suggestion that will get you up and running in no time: run a quick problem-solving session on a challenge that has been bothering your team for a while now.

It doesn’t need to be the big strategic decision or the issue defining the future of the company. Something easy and manageable (like optimizing office space or improving team communication) will do.

As you start feeling more comfortable with the problem-solving techniques, you can start tackling bigger challenges. Before you know it, you’ll master the art of creative problem-solving!

Use a tried and tested problem-solving workshop

Facilitation is one of the essential skills for problem-solving. But here’s the thing… Facilitation skills on their own won’t lead you to a solved challenge.

While being able to shortcut aimless discussions is a great skill, you have to make sure your problem-solving session has tangible outcomes. Using a tried and tested method, a workshop, is one of the easiest ways to do that.

Our best advice is to get started with a tried and tested problem-solving workshop like the Lightning Decision Jam . The LDJ has all the right ingredients for quick, effective problem solving that leads to tangible outcomes. Give it a go!

Learn from your peers

You may have colleagues who are skilled problem solvers. Observing how those colleagues solve problems can help you improve your own skills.

If possible, ask one of your more experienced colleagues if you can observe their techniques. Ask them relevant questions and try to apply as many of the new found skills i your career as possible.

Learn & Practice the best problem-solving exercises

Having a toolbox of problem-solving exercises to pull from that can fit any type of challenge will make you a more versatile problem-solver and will make solving challenges that much easier for you!

Once you get used to the groove of learning how to combine them into effective sessions or workshops, there’ll be no stopping you. What are some of the most effective problem-solving exercises? Glad you asked! We’ve gathered our favorite ones here, check it out!

And there you have it, you’re now fully equipped for running creative problem-sessions with confidence and ease! Whichever method or exercise you choose, remember to keep track of your wins, and learn as much as you can from your losses!

Anastasia Ushakova

Brand Strategist, Digital Marketer, and a Workshopper.

When Do You Need a Facilitator?

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How To Prepare For A Problem-solving Workshop

Imagine sitting in a room with a firm of doctors. Each specialist carefully analyses every facet of a patient’s case. Everyone with their knowledge at play is geared to provide viable solutions to address the challenges they face.

Although the software design world may seem like a far cry from the medical field, they share a fundamental similarity: both revolve around problem-solving. Designers apply multiple practices to validate and authenticate solutions with our partners.

To align everyone, we set up Problem-Solving Workshops (PSWs). At its core, PSWs are a space to solve problems. Our team will dissect every aspect of the problem, identify potential challenges, and find the best solutions. Finally, we validate the process through testing.

Neil Webb, Design Producer and problem-solving workshop facilitator at MOHARA, shed light on how this process works by answering a few of our probing questions.

What Are Problem-Solving Workshops?

A problem-solving workshop is a collaborative event or session where participants come together to identify, analyse, and develop solutions for a specific problem or set of problems.

It could be a show-stopper of a problem that has stopped work or a way to identify improvement backlog items for your next sprint. The main goal of this process is to foster creative thinking, encourage teamwork, and facilitate learning by sharing ideas, experiences, and perspectives.

A typical problem-solving workshop can take many forms but include the following steps:

➡️ Define the problem: Clearly define and understand the problem(s) to be addressed.

➡️ Brainstorming: Encourage open discussion and the sharing of ideas, allowing participants to think freely and creatively.

➡️ Analysis and evaluation: Analyse and evaluate the proposed ideas, considering their feasibility, effectiveness, and potential impact.

➡️ Solution development: While considering available resources and constraints, develop and refine the most promising ideas into actionable solutions.

➡️ Implementation planning: Create a detailed plan for implementing the chosen solution(s), including timelines, responsibilities, and resource allocation.

At MOHARA, our problem-solving workshops are our take on a Google design sprint . It is a time-constrained, rapid five-stage process to answer essential product questions. It speeds up the design process and lets you quickly test and iterate your ideas.

As a result, you can shortcut the endless debate cycle and compress months of thinking and iteration into a single idea. Therefore, you are reducing risk at a basic level and saving a founder time and money.

What Are the Fundamentals of Setting Up a Problem-Solving Workshop?

Running a successful problem-solving workshop needs the founder’s support. Given that it is their idea and they have already devoted considerable time and effort to research, their insights are extremely valuable. Communicate the workshop’s objectives and deliverables to get the founder’s buy-in.

Assemble a workshop team of five to seven people including a Facilitator, a Lead Designer, a Lead Engineer, and possibly an Engagement Lead. In the case of a large organisation, including more than one stakeholder from the company – ideally subject matter experts – enriches the collaboration and decision-making process.

How Do You Facilitate a Problem-Solving Workshop?

The process should begin with a week of research, onboarding, and setup. To start with, one has to understand the most significant root cause of any given problem.

To achieve this, we interview the client and other key stakeholders and ask them to fill out a pre-workshop questionnaire. This information helps the MOHARA team understand the founder’s vision and long-term goals.

A traditional in-person workshop happens over four to five days. The activities on the first day are all about aligning ourselves as a team to understand the users, their needs, and the different challenges they may face during the product development cycle.

Several problem-solving techniques can be used to brainstorm solutions and get the best outcome. The idea is to choose your product’s most suitable and effective strategy.

How Does Conducting Remote Problem-Solving Workshops Impact the Process?

The shift to remote work has altered our approach to conducting workshops. While we at MOHARA are accustomed to working remotely, the absence of in-person sessions does pose some challenges.

Usually, we can go through the different phases within a week. But, remotely, it’s slightly different: you can’t have someone in a workshop call all day long; the sessions are intense and require a lot of focus.

We must slow things down for the sake of everyone taking part because these sessions help us understand whether users will receive a feature or product well.

We split the PSWs into one or two workshops a week. We then build the prototype, providing daily feedback and ensuring the founder understands what we’re doing, and why.

Having the Right Setup Is Essential for a Remote PSW

For a problem-solving workshop to be successful, the right setup is critical. When we are conducting a session remotely, we do the following:

➡️ Prebuilt templates: Templates are designed in advance for different sessions. The templates help guide all participants through multiple activities and checkpoints and revisit relevant information at any point.

➡️ Set up whiteboard software: We also use interactive whiteboard products to create a space for collaboration and review. Timelines, key deliverables, and communication are other significant factors in ensuring the process is smooth, and that the client feels comfortable and understands where we are going.

What Are the Next Steps?

Participants envision the solution to an identified problem during an ideation session where they sketch out ideas and concepts. The aim is to look for as many ideas as possible and examine examples and relevant cases they have come across elsewhere.

The team will then consider how certain features could resolve a critical challenge. There may be many ideas on how to solve the challenge faced, so the next decision-making stage is very valuable. The team and stakeholders decide which solution and critical features they would like to test and then turn that solution into a high-fidelity prototype.

The last part of the problem-solving workshop focuses on qualitative testing. We want to gain valuable feedback from actual users, so selecting them carefully is imperative. We ask participants to perform tasks, usually using specific user interfaces. While the participant completes each task, we observe the participant’s behaviour and listen for feedback.

What Role Does Prototyping Have in a Workshop Process?

Much of this process is about speed. We do not want to start building anything in code at this stage. Instead, using Figma – our prototyping tool of choice – the designer will lay out various screens and connect them with the specific steps we want users to take.

Based on some of the critical questions defined in our sessions, we will share a link with the users and then give them particular tasks we want them to carry out. We can then test which, if any, of our assumptions were correct, and start to think about some of the primary user journeys, the user experience, and other core features.

What Are the Most Overlooked Aspects of a Problem-Solving Workshop?

There are three aspects of a problem-solving workshop that is often overlooked:

🔶 It’s not a design sprint

It’s important to understand that the entire process is not just about design. There needs to be some technical expertise as well. That is why we don’t call these Design Sprints but rather PSWs. It’s about using design and engineering to solve a problem.

🔶 It’s essential to keep the energy up

One of the significant challenges regarding remote workshops is how much energy is required. If you’re in a room full of people like we used to be, you could generate solutions, get everyone together and build up the excitement.

However, doing it over a screen is tricky. It’s challenging to keep things energised and to avoid reviewing the same points and using valuable time.

🔶 Inclusion is also essential

The idea, especially with remote PSWs, is to ensure everyone has a voice. Only some people will speak up in a session. Naturally, some people are more vocal than others, and these people will generally lead the conversation.

If someone else, however, is given the opportunity to share even the slightest valuable insight, it could change the whole direction of the team’s solutions. It only takes one comment, or perhaps a note. For this reason, everyone must have a voice.

Are There Any Pitfalls?

Several things can go wrong during the process. Someone might drop off a call or have connectivity issues interrupting the flow. We’ve also had situations where the hardware doesn’t work correctly.

From a facilitation point of view, having a plan for each product-solving workshop and a clear outline of what will take place, are essential. That means mapping out the different activities and ensuring people know how long each activity will take. This plan keeps everyone aligned, and the PSW will only be successful with it completed ahead of time.

Lastly, user testing has to be qualitative rather than quantitative because, at this point, you’re asking for detailed information and feedback on the tasks they’ve had to do, particularly to identify any problems. You would need more than quantitative research to get that kind of data.

Do You Have to Check In with Various Stakeholders After the Workshop?

Yes. Client feedback is always valuable. It’s essential to get an update on how they are getting on from a product perspective, as well as gather their insights and feedback on the PSWs process.

Suppose we agree with the client to do further design work post-prototyping or engineering (or both). We would already have discussed those later-stage design phases in more detail during some of the sessions. By the way, this is another reason why having an engineering representative there during these sessions is so valuable.

During the PSWs, we would then compile a list of challenges to write up as questions that we aim to answer with our solution by the end of the workshops. After the PSWs have concluded, we provide feedback in the form of reports with user testing results, including data, a breakdown, and evidence of all the conducted activities.

What Do You Enjoy Most About Setting Up Problem-Solving Workshops?

It’s creative problem-solving at its finest! I enjoy engaging with founders and experiencing their passion for their products. It’s also great to work with the engineers, watch how they engage in the sessions, and identify solutions; having those different viewpoints is essential.

Setting up the workshop is enjoyable, too, because it involves using design tools that are constantly evolving; I am a designer at heart, after all.

Effective planning is the way to foresee risks and aim for success. Now that you have the lowdown on Problem-Solving Workshops, we suggest calling the relevant troops to get started.

It takes a team of experts to navigate challenges and produce a product that makes one proud. So get your tools packed; with Neil’s guidance and tips, you’re certainly off to a good start!

If you find you need more help with problem-solving, why not get in touch with MOHARA?

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Mastering the Six Step Problem Solving Model – A Comprehensive Guide for Effective Solutions

Introduction.

Problem-solving skills are essential in both personal and professional lives. Whether you are facing a small issue or a complex challenge, having a structured approach can help you navigate through the problem, analyze it thoroughly, and find effective solutions. One popular and widely-used problem-solving model is the Six Step Problem Solving Model. In this blog post, we will explore the six steps of this model in detail, discussing how each step contributes to solving problems successfully.

Understanding the Six Step Problem Solving Model

The Six Step Problem Solving Model provides a systematic framework for approaching problems. Each step plays a crucial role in understanding, analyzing, and resolving the problem at hand. Let’s delve into each step:

Step 1: Define the problem

The first step is to clearly define the problem. This involves identifying the issue you are facing and understanding its importance. You must have a clear understanding of what needs to be solved before you can move forward. A well-defined problem statement sets the foundation for effective problem-solving.

Step 2: Analyze the problem

Once the problem is defined, it’s time to analyze it. This step involves gathering relevant information and identifying the root causes of the problem. By thoroughly understanding the underlying factors contributing to the problem, you can develop targeted strategies to address them.

Step 3: Generate potential solutions

After analyzing the problem, it’s time to brainstorm potential solutions. This step encourages creative thinking and exploration of different possibilities. Utilizing various brainstorming techniques can help generate a wide range of ideas. Once potential solutions are identified, it’s crucial to evaluate them based on their feasibility and potential impact.

Step 4: Choose the best solution

With a list of potential solutions in hand, it’s important to choose the best one. This step involves utilizing decision-making tools to evaluate each solution’s strengths and weaknesses. Factors such as feasibility, cost, and potential impact should be considered during the decision-making process. By selecting the most effective solution, you increase the likelihood of achieving a successful outcome.

Step 5: Implement the solution

Once a solution has been chosen, it’s time to put it into action. This step requires developing a detailed action plan that outlines the necessary steps to implement the solution effectively. Additionally, assigning responsibilities ensures that everyone involved understands their role in the implementation process. By having a well-structured plan, you can streamline the implementation process and minimize potential setbacks.

Step 6: Evaluate and follow-up

The final step of the problem-solving model is to evaluate the effectiveness of the solution implementation and make necessary adjustments if needed. This step involves assessing whether the solution has produced the desired outcome or if further modifications are required. Regular follow-ups are essential to ensure continuous improvement and address any new challenges that arise.

Applying the Six Step Problem Solving Model in Real-life Scenarios

The Six Step Problem Solving Model can be applied to various real-life situations, both personal and professional. Let’s explore some examples:

Personal problem-solving

When faced with a personal problem, such as managing time effectively or improving relationships, the Six Step Problem Solving Model can be a valuable tool. By defining the problem, analyzing its causes, generating potential solutions, choosing the best one, implementing it, and evaluating the results, individuals can overcome personal challenges and improve their well-being.

Professional problem-solving

In a professional setting, problem-solving skills are vital for success. From addressing customer complaints to optimizing business processes, the Six Step Problem Solving Model provides a structured approach. Applying the model allows for a thorough understanding of the problem, consideration of multiple solutions, informed decision-making, effective implementation, and continuous evaluation for improvement.

Case studies highlighting successful application of the model

Let’s take a look at a few case studies that demonstrate the successful application of the Six Step Problem Solving Model:

Case Study 1: Resolving Customer Complaints: A customer service team at a retail store implemented the Six Step Problem Solving Model to address a high volume of customer complaints. By defining the problem (long wait times and inadequate product knowledge), analyzing the root causes (staffing issues and lack of training), generating potential solutions (hiring additional staff, providing comprehensive training), choosing the best solution (opting for both solutions), implementing the changes, and evaluating the results, the team successfully reduced customer complaints and improved overall customer satisfaction.
Case Study 2: Streamlining Manufacturing Processes: A manufacturing company faced inefficiencies in its production line, resulting in increased costs and delays in product delivery. Utilizing the Six Step Problem Solving Model, the team defined the problem (inefficient workflows and bottlenecks), analyzed the root causes (ineffective equipment maintenance and suboptimal process design), generated potential solutions (implementing regular maintenance schedules, reconfiguring layouts), chose the best solution (combination of both solutions), implemented the changes, and continuously evaluated and adjusted strategies. As a result, the company improved productivity, reduced costs, and enhanced customer satisfaction.

Tips and Best Practices for Mastering the Six Step Problem Solving Model

Mastering the Six Step Problem Solving Model requires a combination of critical thinking, effective communication, and appropriate utilization of problem-solving tools and techniques. Here are some tips to enhance your proficiency in using this model:

Developing critical thinking skills

Critical thinking is essential for problem-solving. Sharpening your critical thinking skills allows you to objectively analyze situations, identify patterns, and generate creative and effective solutions. Engage in activities that promote critical thinking, such as puzzles or mind mapping exercises, to enhance this skill.

Enhancing communication and collaboration

Effective communication and collaboration are key to successful problem-solving. Encourage open and constructive dialogue within teams, actively listen to others’ perspectives, and promote idea sharing. By fostering a collaborative environment, you can tap into the collective knowledge and insights of your team, leading to more comprehensive and innovative solutions.

Utilizing problem-solving tools and techniques

There are various problem-solving tools and techniques available that can complement the Six Step Problem Solving Model. Examples include SWOT analysis, Fishbone diagrams, and decision matrices. Familiarize yourself with these tools, and utilize them as appropriate to enhance your problem-solving capabilities.

Advantages and Limitations of the Six Step Problem Solving Model

While the Six Step Problem Solving Model provides a structured approach to problem-solving, it is important to consider its advantages and limitations:

Advantages of using a structured approach

Using a structured approach, such as the Six Step Problem Solving Model, offers several benefits. It provides a clear framework that guides problem-solving activities, ensures thorough analysis of the problem, and encourages systematic decision-making. Additionally, this model allows for continuous evaluation and improvement, enabling individuals and teams to continuously refine their problem-solving skills.

Potential challenges and drawbacks

There are a few potential challenges and drawbacks to be aware of when using the Six Step Problem Solving Model. It may require significant time and effort to complete all six steps, especially for complex problems. Additionally, this model assumes a linear problem-solving process, which may not always align with the dynamic and iterative nature of certain challenges. It is important to adapt the model as needed to accommodate different problem-solving contexts.

The Six Step Problem Solving Model provides individuals and teams with an effective framework for approaching and resolving problems. By defining the problem, analyzing it thoroughly, generating potential solutions, choosing the most suitable option, implementing it effectively, and continuously evaluating and adjusting strategies, you can overcome obstacles and achieve successful outcomes. Mastering this model requires critical thinking, effective communication, and a willingness to learn and improve. Apply the Six Step Problem Solving Model in your personal and professional life and witness the positive impact it can have on problem-solving processes.

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10 Tips for Facilitating Your Problem-Solving Workshop

A problem-solving workshop is a structured approach to address a particular challenge or issue that a team or organization is facing. The workshop is designed to bring together a diverse group of individuals with different perspectives, skills, and knowledge to collaborate on identifying and solving the problem at hand.

The workshop typically involves a series of activities and exercises designed to help participants understand the problem, generate ideas for potential solutions, and evaluate and prioritise those solutions based on a set of criteria or metrics . Depending on the nature of the problem and the desired outcomes of the workshop, the exercises may include brainstorming sessions, group discussions, role-playing exercises, prototyping, or other activities.

The goal of a problem-solving workshop is to create a collaborative, creative, and open environment where participants feel empowered to share their ideas, challenge assumptions, and work together towards a common goal. By bringing together a diverse group of individuals with different perspectives and expertise, the workshop can tap into a wide range of knowledge and experience, which can lead to more innovative and effective solutions.

The workshop may be facilitated by an internal or external facilitator, who can help to guide the participants through the process and keep them focused on the problem at hand. Depending on the complexity of the problem and the size of the group, the workshop may take anywhere from a few hours to several days to complete.

Our top tips for facilitating a problem solving workshop are:

Clearly define the problem: Before starting the workshop, make sure the problem is clearly defined and understood by all participants.
Establish ground rule s: Set clear guidelines for how the workshop will be conducted, including rules for respectful communication and decision-making.
Encourage diverse perspectives: Encourage participants to share their diverse perspectives and experiences, and consider using techniques such as brainstorming to generate a wide range of ideas.
Use a structured process: Utilize a structured problem-solving process, such as the six-step process outlined by the International Association of Facilitators, to guide the workshop.
Promote active listening : Encourage participants to actively listen to each other and seek to understand different viewpoints.
Encourage collaboration : Foster a collaborative atmosphere by encouraging teamwork and shared ownership of the problem-solving process.
Facilitate decision making : Help participants make informed decisions by providing them with the necessary information and resources.
Encourage creativity : Encourage participants to think creatively and outside the box to generate new ideas and solutions.
Monitor and manage group dynamics : Pay attention to group dynamics and intervene as needed to keep the workshop on track and prevent conflicts.
Follow up and review: Follow up on the outcomes of the workshop and review the results to continually improve the problem-solving process.

Here are some exercises that may be more fun and engaging for a problem-solving workshop:

Escape room : Create an escape room-style challenge that requires participants to solve a series of problems to escape the room.
Treasure hunt: Create a treasure hunt that requires participants to solve clues and riddles to find hidden objects or reach a goal.
Charades: Have participants act out different scenarios related to the problem and have the rest of the group guess what they are trying to communicate.
Jigsaw puzzles : Use jigsaw puzzles as a metaphor for solving problems and have participants work together to piece the puzzle together.
Improv games: Use improv games, such as “Yes, And,” to encourage creativity and build teamwork skills.
Scavenger hunt : Create a scavenger hunt that requires participants to solve clues and challenges to find hidden objects or complete tasks.
Board games : Use board games that require problem-solving skills, such as escape room-style games or strategy games, to make problem-solving more interactive and fun.
Puzzle-based challenges: Create puzzle-based challenges that require participants to solve a series of interconnected problems to reach a goal.
Role-playing games : Use role-playing games, such as Dungeons and Dragons, to encourage creative problem solving and teamwork.
Creativity challenges : Use creativity challenges, such as “the Marshmallow Challenge,” to encourage out-of-the-box thinking and teamwork.

In conclusion, a problem-solving workshop can be a powerful tool for teams and organisations looking to tackle complex challenges and drive innovation. By bringing together a diverse group of individuals with different perspectives and expertise, the workshop can create a collaborative, creative, and open environment where participants feel empowered to share their ideas, challenge assumptions, and work towards a common goal.

While the success of a problem-solving workshop depends on many factors, such as the facilitation, the quality of the problem statement, and the engagement of the participants, the potential benefits are significant. By tapping into the collective intelligence of the group, the workshop can generate new ideas, identify blind spots, and build consensus around potential solutions. Moreover, the workshop can help to foster a culture of collaboration, learning, and innovation that can have a lasting impact on the team or organization.

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What is a Problem Solving Workshop And How It Can Help Your Team Achieve Goals Easily

Problems arise within any company or startup and in many forms. Whether in production, services, implementation or within teams, problems not addressed only get bigger. Problem solving is designed to target a problem’s root causes and move toward a solution while improving the solving process skills of a team.

What is a Problem Solving Workshop And How It Can Help Your Team Achieve Goals Easily

The advantages for teams in this workshop are obvious. Not only will they learn new problem solving methods for future use and actually solve a problem, the team building aspect is considerable. Communication through group brainstorming and co-development of the solution include everyone, making for closer-knit members and higher morale through achievement.

What is problem solving workshop?

Problem solving workshops are managed discussion, in which a neutral facilitator, with no stake in the outcome, helps participants to achieve an agreed goal. It is structured process of using Lean Six Sigma techniques and approach and ensure a team-based discussion, commitment of participants and buy-in to the outcome.

It has been proven that Facilitation is the most effective and productive way of achieving results while having matured and goal aiming communication. More and more organisations achieve success by collaboration, interaction and teamwork through Problem solving workshops/facilitation.

Challenges you can resolve together at NextRetreat

Create Strategy / Business Plan

Would you like to expand your business? Explore the best ideas how to get more clients or find new segments. Looking for improving your marketing strategy? Do you need to set a new product or service while maintaining your quality? Set the priorities for the next period or stage of your business.

Improvements / Innovation

Would you like to set up faster delivery? Decrease error rate and failures? Get ideas on how to make internal processes more effective? Define what the most critical quality factor for your customer and how to improve it? Improve operational efficiencies?

Problem solving

Do you know that something is wrong but you don´t know exactly what is it? Do you feel like number of customer complaints is going up? Do you feel lack of engagement and / or misunderstanding at your firm?

Set up new processes

Set up processes for new products, services, applications or changes in cooperation with third parties.

Decomposition of key management goals

Would you like to define specific actions, metrics, KPI for teams/processes? How to effectively gather requirements and make important decisions.

Why workshops and facilitation

During usual discussions, most of ideas are lost or not recorded; people switch from one idea to another, turn away from the main topic and sometimes develop ideas, that doesn’t have high added value. Sometimes they follow up with actions that are not accurate and people assume that “somebody” will do the the necessary execution, but the result is often waste of time and money.

Problem solving workshops are..

An effective, structured and managed way of communication
Focusing on the goal while giving everyone the necessary space & time for explaining opinions and co-developing solutions
Stop turning away, external disturbances and developing non productive topics/ideas
Only ideas that have the biggest value and lowest cost are developed
Building consensus, better understanding, avoiding disagreements, assumptions, directivity and dissatisfaction
All participants develop ideas together, get and share all the information, see how the ideas are developed, the benefits, possibilities and limitations
The workshop benefits result in participants building on each other’s ideas and gaining a better understanding of each other’s viewpoints, all while reducing paradigm effect and misunderstanding as everything is visually recorded
An opportunity for participants to discuss issues and problems, and reach a consensus on important decisions in a safe environment managed by the facilitator
Buy-in from all stakeholders – participants feel engaged, involved and committed to the result, contributing to both content and decisions that will be made
Task list with specific actions points (who-when-what) is developed in order to achieve the goal after workshop
Team work and cooperation– spend effective time together as a team, with one common and agreed upon target

Tools and techniques used during workshops

Facilitation, tools of Lean Six Sigma and project management will be used exactly according to your needs and specific challenges.

Brainstorming as many ideas as possible ( different types of managed brainstorming/brainwriting, discussion,…), visually recorded and grouped (affinity diagram)
Filtering and reducing the list of ideas in order to ensure important ones are developed and time is not wasted (impact/effort matrix, voting, 1-3-9 evaluation, …)
Developing selected ideas in mind map
Project management (task list creation, Who-when-what do, tracking)
Assessing waste (value stream map, 8 wastes of lean, Added Value/not added value analyses); Risk analysis (Failure Mode and Effect Analysis); Root causes analyses of problem (5 why, fishbone); mapping process/change, sipoc

Brainstorming is one of the techniques used at a problem solving workshop.

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weblink: http://www.yale.edu/bestpractices/resources/docs/problemsolvingmodel.pdf

This six-step model is designed for the workplace, but is easily adaptable to other settings such as schools and families. It emphasizes the cyclical , continuous nature of the problem-solving process . The model describes in detail the following steps:

Step One: Define the Problem

Step Two: Determine the Root Cause(s) of the Problem

Step Three: Develop Alternative Solutions

Step Four: Select a Solution

Step Five: Implement the Solution

Step Six: Evaluate the Outcome

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The sun never sets on the problem-solving workshop, about this publication.

A fundamental agile principle is “…the team reflects at regular intervals how to become more effective” The SAFe Inspect and Adapt Problem Solving workshop is a wonderful opportunity for everyone on an Agile Release Train (ART) to reflect on becoming more effective. However, what happens when the ART teams are massively distributed, such that the Sun truly never sets on the ART? How do you provide everyone on the ART an opportunity to reflect and collaborate with others who have similar interests, and not just their local cohorts? How do you enable all to participate in the problem-solving session, to raise and solve problems that are important to them, and not just the problems that are important and visible to “home base” or as we called it, the mother ship? This is the situation we faced at a large multi-national energy company preparing to conduct their first SAFe problem-solving workshop. This is our story for how we executed a problem-solving workshop for an ART on which the Sun never set.

1. INTRODUCTION: “ The Team Reflects at Regular Intervals How to Become More Effective ” – Agile Principles

Agility is not just about continuously learning and adapting the work product, but also reflecting on and adapting the work process itself. Continuous improvement is fundamental to high performing teams and most agile methodologies have a built-in process review like Scrum’s retrospective. The Scaled Agile Framework (SAFe tm ) builds on top of this team level view with a problem-solving workshop that is conducted at the end of a Program Increment (big time box) to understand the opportunities for improvement across all teams on the Agile Release Train (ART).

2. BACKGROUND

Our client is a marquee multi-national energy company with operations around the globe and with an ART spanning the globe. While headquartered in US, teams are located across the US and around the world including London, Buenos Aires, Manila, Perth, and Kazakhstan. Literally, the Sun does no set on the program. Our program was moving applications from the on-premise data center to the cloud. While our program was organized on paper as SAFe Solution Train (a train of trains), it operated very much like an oversized single ART, with over 30 teams and with nearly 400 people involved. Our “train” ran 6 two-week iterations, including a 2-week IP sprint. This was our sixth PI and to date, and while the individual teams conducted team level retrospectives, there had not been an overall review of how the train(s) worked together. As the trains were growing rapidly beyond what heroic ad hoc problem solving could resolve, we decided it was important to start systematically “reflecting at regular intervals how to become more effective” and began planning a SAFe problem solving workshop.

3. NO MOTHERSHIP

The SAFe problem-solving workshop is part of the SAFe Inspect and Adapt event. General guidance for the problem-solving workshop is that it is about a two-hour process, where all members of the ART participate. This creates a fantastic opportunity for people to collaborate with others beyond their immediate team members. There is an implied assumption that everyone is in the same room. This, of course, was totally impossible for us, unless we wanted to fly everyone to corporate head office in the US.

A typical solution to this distribution problem is what we sometimes referred to as the “mothership” approach. We could hold the problem-solving session at the head office – the mothership – and use video collaboration tools like WebEx or GotoMeeting or Zoom to engage everyone else. Unfortunately, this approach was most likely to only give us a North American point of view and not a true global view. We wanted to avoid a North America centric problem-solving session for as one plucky Australian noted, more than 50% of the value of the train came from outside of North America. Experience suggests when there is a face to face mothership style meeting with other members engaging online, the online members are not engaged and are at best lurkers.

Conducting a “mothership” problem solving workshop, could have reinforced the perception that head office was the center of the universe as most of the senior staff such as the RTEs, Program Managers, Architects, were located there. Finally, scheduling a single “mothership” session is not respectful of people because we would be asking a fair portion of the train to participate in the middle of their night. Therefore, we did not want to conduct a “mothership” style of problem-solving workshop. We needed an approach that created the same opportunity for everyone to participate.

4. EVERYONE ONLINE

While co-location and face to face conversations are much touted in the agile community, the reality of large-scale systems development is that many people from around the world collaborate to create those large systems. The Agile Principles were written nearly 20 years ago when collaboration technology was at its infancy. Ideally teams that must work closely together are physically close together, but they still need to interact with their global colleagues. Online collaboration is a fact of life and modern tools offer a fair approximation of a physical face to face meeting. With the decision made to conduct the problem-solving workshop online, the next issue was determining how to run the meeting on a program with a never setting Sun.

5. AN AGENDA FOR A GLOBAL WORKSHOP

SAFe outlines a six-step agenda for the two-hour problem-solving workshop:

Agree on the problem to solve
Apply root cause analysis (5 Whys)
Identify the biggest root cause using Pareto analysis
Restate the problem for the biggest root-cause
Brainstorm solutions
Identify improvement backlog items

It was apparent that we were not going to execute this agenda as a two-hour workshop, at least not if we wanted the entire train to actively participate. Instead, we devised a 1 week rolling agenda:

Dec 12th by this date the teams are expected to have conducted a “mini retrospective” identifying what each team sees as the program level issues.
Dec 13th Publish and collate Issues discovered during the mini retrospectives.
Dec 13th Vote on the published issue list to select the top 5 issues.
Dec 14th Schedule the problem-solving workshop published and name the facilitators.
Dec 17th Conduct problem solving sessions
Dec 19th Present a summary of the workshop

5.1 Step 0: Train the Scrum Masters on the Process

We were relying on the Scrum Masters to “fly solo” and work with their teams to facilitate the event. Thus, we trained our Scrum Masters with the intention behind the SAFe problem-solving workshop, our multi-day rolling agenda, and their role in making it happen. This was a two-hour training session with the agenda dates and activities.

5.2 Step 1: Agreeing on the problem to solve.

Step one in the SAFe problem-solving agenda is to come up with the three to five problems that are of the highest interest to everyone on the train. The intention of this step is to give everyone in the room a voice. In a text book problem-solving session, everyone is in the same room and usually writes issues of concern to them on a sticky note. These are posted on a board and everyone dot votes on the top five or so issues. Groups of people with a common interest can then collaborate. This creates a wonderful opportunity for greater social cohesion because people can collaborate with others who share a common interest rather than just their familiars.

Unfortunately, or fortunately, depending on your point of view, corporate IT is conservative While there are numerous cloud-based shared document tools, access to these tools are blocked through the corporate firewall due to security concerns. While this is often annoying, as one IT manager once remarked “we haven’t been in the news, and we don’t intend to be” Conservatism certainly has its virtues, but we needed the equivalent of an electronic flipchart. Fortunately, the organization used Microsoft OneNote which worked quite admirably for us.

Instead of writing issues on post-it notes and sticking the notes onto a flip chart sheet, the Scrum Master worked with their team to capture in Microsoft OneNote the issues the team believed were impeding progress at the “program level”. In our distributed agenda, we gave the Scrum Master three days to gather candidate issues and get them into a OneNote team page. After the issues were captured by the teams in OneNote, the three authors of this paper consolidated the issues and created a list of 20 program level issues. In retrospect it may have been more appropriate to have the teams themselves perform an affinity mapping exercise to consolidate the team issues. However, in our opinion at this time, this would have been a significant coordination effort with very little gain.

For the dot voting, we used PollEv.com and asked people vote on their top issues over a 2-day period. PollEv.com enables people to respond to online questionnaires using either their mobile device or desktop computer. We ran a quick spike to test PollEv.com to create familiarity with the tool by asking people to vote for their favourite science fiction movie. The poll response was at best disappointing, only 20 people responded to the poll or about 5% of the train. While we were disappointed by the lack of interest, we were also thankful that nearly 400 people were not eagerly waiting to collectively jump into the workshop.

Despite the low polling response, this problem identification step was an important step for us because the problems raised were the problems the teams were experiencing and not necessarily the problems program management at the mothership thought were relevant. Without this step, we would have had a very limited view of the problems the widely-distributed teams were experiencing.

The top 5 problems identified were:

There is no visibility for which team owns certain features (e.g. monitoring and alerts). This has led to duplication of work.
Dependencies between teams are not clear during sprints.
Lack of team objectives and identity make it hard to understand what a team does.
Compliance activities take a long time.
How should support be structured for cloud migrations?

The benefit of this step was these issues caught head office – the mothership – a bit by surprise. For example, head office had good visibility into team ownership of features and therefore assumed that of course the teams must also have good visibility. By giving voice to all members of the train, we were able to draw attention to a real problem that was not on the management radar.

5.3 Steps 2 to 5: The Workshops

In the textbook version of the problem-solving workshop, after agreeing on the problem to solve, the group immediately rolls into the root cause analysis. That is the benefit of co-location and face to face communication: rapid decision-making action. Distribution across time zones, unfortunately, extends decision making time because of the coordination delays. It took us 3 days to get set up for the root cause analysis. The first day was spent setting up and verifying access to our pages in OneNote. The second day was spent scheduling the workshops. The third day was used to conduct the training to prepare the participants for the workshop.

Scheduling the workshop was at best a compromise between having the whole team present and respect for people. A consequence of having a program on which the Sun never sets is if we wanted to create the opportunity for everyone to simultaneously participate on the issue of their choice, then someone was losing sleep. This is not showing respect for people. The best compromise we came up with, was to schedule three, two-hour workshops throughout one day: one at noon central time (GMT-6), one at 6 pm central, and the final one at 10 pm central. While we had started with 5 issues, we reduced our list to the top three because we did not have enough facilitators to cover 5 workshops.

The intention behind our scheduling was to have at least one workshop scheduled for a time that someone could attend that would be reasonably convenient for them in their time zone. Of course, the topic for the reasonably convenient workshop may not be of interest to the participant. In addition, for someone who had a keen interest in a specific problem that was scheduled at an inconvenient time may have to choose between sleep and collaborating. Not ideal, but at least that would be their choice.

We continued to use Microsoft OneNote as our collaboration tool. In a OneNote document we created three sections, one for each problem and set up the SAFe fishbone diagram for each. OneNote allows multiple individuals to simultaneously create and edit content on the page; very much an electronic flip chart. The workshops were conducted in WebEx and we had two facilitators per workshop. One facilitator was the “driver” actively engaging and facilitating the session, while the other was the “navigator” keeping an eye on the chat window and engaging with individuals through chat.

Participation was voluntary for this first problem-solving session because we only needed to validate whether our agenda and tooling worked. While we were disappointed by the low participation rate of 20-30 per workshop, we were also grateful that we did not have to facilitate an interactive online workshop with 100+ people in it with our initial attempt in combining all the different technologies.

We timeboxed the root cause analysis to 20 minutes. Participants were initially a little hesitant to engage with the fishbone diagram but that is what the facilitators are for: to help participants move out of their comfort zones. Soon, issues began to, almost magically, appear on the shared page. It was fun to watch as participants engaged in the root cause analysis.

After root cause analysis, we moved to the next agenda item – identify the biggest root cause. We identified the biggest root cause by requesting participants “dot vote” on the fishbone diagram and simply place an “X” on what they believed was the biggest root cause. This was in a word, messy. It would certainly have not work well if we had a large group to work with. For future workshops we would have to transcribe the analysis to another OneNote page for the dot voting.

Once we identified the biggest root causes, we moved onto re-writing the problem statement. The SAFe training materials remind people that a problem well-stated is a problem half solved. In one workshop, the original problem “lack of team objectives make it hard to understand what a team does” was re-written as “I don’t know what other teams are doing and therefore I do not know who I depend on and therefore who I need to talk to” As facilitators, we probably overstepped our boundaries: rather than asking “powerful questions” we almost took the wheel ourselves. It is one thing to ask people to post their thoughts on a fishbone diagram. It is quite another to get people to collaboratively write a statement online. Part of our motivation to “grab the wheel” was to get something done within the timebox. This behaviour on our parts is something we will have to be more cautious about in future. We also took note that future participants will be more familiar with the process and will hopefully be less hesitant to participate.

After restating the problem, we moved to the next agenda item and brainstormed solutions. We simply used a blank page in OneNote to let everyone write their solutions, and then we followed up with a dot vote to pick the actions for us to take. These actions were either implemented as new “working agreements” or added to the program backlog:

Establish a regular meeting between business owners and their POs where the business owners can make their goals clear to the PO
Highlight the team’s objectives and benefits during PI Planning
Scrum Masters add their team objectives to their team descriptions in MS Teams
Build and maintain a SAFe program board

A day after the workshop we consolidated the contributions and outcomes in the problem-solving workshop page in OneNote and broadcast a summary to all members of the train.

6. LESSONS LEARNED

This experience highlighted the importance of the problem-solving workshop and creating an opportunity for all voices to be heard. This was the sixth PI for these trains and yet this was their first problem solving workshop. The workshop revealed problems that the members of the trains were experiencing but were not on the management radar. Even with the best of intentions, on a very large distributed train, it is all too easy to become disconnected from the needs of the far-flung teams. This problem-solving workshop is a massive opportunity to mitigate this “mothership” syndrome. Our experience demonstrates the value of a globally distributed problem-solving workshop that creates equal opportunity for all voices to be heard.

While we were able to validate our global agenda, the next lesson learned is running a highly distributed workshop is a significant logistical undertaking. Potentially two orders of magnitude more planning than a comparable co-located workshop. The logistics for running the workshop had long been an impediment to scheduling the workshop. For a large distributed train, there will be considerable effort required to prepare and coordinate all teams around the globe. SAFe suggests the workshop only requires two hours. It took us over a week to plan and execute the workshop. One person was almost fully dedicated to this effort. The price of a large distributed team is an order of magnitude increase in both coordination effort and coordination delays. The value in learning what is really impeding work can be priceless.

Some other lessons learned:

Surprise – a large logistically complex workshop will not happen unless leadership drives it.
People do not mind losing sleep to solve a problem if the problem is of interest to them and it is their choice to participate or not.
The problem causing the teams the most pain are often not what management thinks are the problems causing the teams the most pain.
Managing the logistics of a globally distributed workshop are easily an order of magnitude more time consuming and complex than running a local face-to-face workshop.
Even primitive collaboration tools can help you run a distributed problem-solving workshop(s).
People require additional training ahead of time to run an effective distributed problem-solving workshop

Was it worth it? Yes, for if the Sun never sets on your program, then you owe it to everyone in the program to discover what their concerns and issues are and not what the mothership thinks they are.

7. ACKNOWLEDGEMENTS

We would to thank Lise Hvatum our shepherd whose guidance and recommendation was greatly appreciated. Also we wish to express our gratitude to Rebecca Wirfs-Brock for her support and help.

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Tuesday, May 15, 2012

The Six-Step Problem-Solving Process

Select the problem to be analyzed
Clearly define the problem and establish aprecise problem statement
Set a measurable goal for the problem solving effort
Establish a process for coordinating with and gaining approval of leadership
Identify the processes that impact the problem and select one
List the steps in the process as it currently exists
Map the Process
Validate the map of the process
Identify potential cause of the problem
Collect and analyze data related to the problem
Verify or revise the original problem statement
Identify root causes of the problem
Collect additional data if needed to verify root causes
Establish criteria for selecting a solution
Generate potential solutions that will address the root causes of the problem
Select a solution
Gain approval and supporter the chosen solution
Plan the solution
Implement the chosen solution on a trial or pilot basis
If the Problem Solving Process is being used in conjunction with the Continuous Improvement Process, return to Step 6 of the Continuous Improvement Process
If the Problem Solving Process is being used as a standalone, continue to Step 5
Gather data on the solution
Analyze the data on the solution
Achive the desired results?
If YES, go to Step 6.
If NO, go back to Step 1.
Identify systemic changes and training needs for full implementation
Adopt the solution
Plan ongoing monitoring of the solution
Continue to look for incremental improvements to refine the solution
Look for another improvement opportunity

4 comments:

Tim, This is a good guideline for any practitioner to follow. I wish I had this a few weeks ago. A client liked a training deck I prepared but didn't want to confuse anyone with terms like Deming Cycle and such. The final version of PDCA was a 6 step process improvement method that's very similar to yours. Thanks for sharing. Cheers, Chris

Thank you for you brief and easy to understand on each step problem solving above.

Wonderful. Well Explained. Thank you for sharing

I mapped this to PDCA and observed that the first 3 steps correspond to P, the next 3 to D, C and A respectively. This Show that indeed planning is the most important step in PDCA.

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Problem Solving Workshop Activities

Idea Generation
Issue Resolution
Issue Analysis

Team Canvas Session

The Team Canvas is Business Model Canvas for teamwork. It is an effective technique to facilitate getting teams aligned about their goals, values and purposes, and help team members find their role on the team.

The Six Thinking Hats

The Six Thinking Hats are used by individuals and groups to separate out conflicting styles of thinking. They enable and encourage a group of people to think constructively together in exploring and implementing change, rather than using argument to fight over who is right and who is wrong.

Conflict Responses

A workshop for a team to reflect on past conflicts, and use them to generate guidelines for effective conflict handling. The workshop uses the Thomas-Killman model of conflict responses to frame a reflective discussion. Use it to open up a discussion around conflict with a team.

Team of Two

Much of the business of an organisation takes place between pairs of people. These interactions can be positive and developing or frustrating and destructive. You can improve them using simple methods, providing people are willing to listen to each other.

"Team of two" will work between secretaries and managers, managers and directors, consultants and clients or engineers working on a job together. It will even work between life partners.

Making Space with TRIZ

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

Everyday Hassles

It is a great activity to show participants that it is plausible to change our automatic behaviours and reactions to annoying situations.

Save time and effort designing your workshops

Managing behaviours

Temperature Check

What is going on inside a group? Have we paid attention to all voices, both the quiet and the loud? Is everyone on board or are some lost at sea?

Temperature Check gives an instant visual overview of the thoughts and feelings of every group member around a specific topic, and from here, creates an opening for deeper conversation and understanding. At best, a non-threatening way of addressing the elephant in the room.

Paired walk

Inviting a paired walk is surprisingly effective in its simplicity. Going for a walk together increases trust and can help prepare the terrain for conflict resolution, while acting as an energizer at the same time. Make it hybrid-friendly by pairing a person in the room to one joining online!

Personal Strengths Matrix

Door deze oefening raken studenten bekend met elkaars sterke en zwakke kanten, voor ze samen aan een project beginnen.

Met Scrummen krijg en houd je als team overzicht op de taken in uitvoering.

Deze taken worden onderverdeeld in (1) To Do, (2) In Proces en (3) Done.

Stakeholder's View

Studenten ervaren hoe het is om met stakeholders in dialoog te gaan wanneer er conflicterende belangen zijn. Door het perspectief van verschillende stakeholders aan te nemen verdiepen ze zich in de uiteenlopende posities. Voorbereidend op het gesprek leren studenten de motieven van verschillende stakeholders te analyseren en te begrijpen hoe je het best kan reageren op verschillende reacties.

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Problem-Solving Workshop

The Problem Solving Workshop is an Inspect and Adapt (I&A) event that provides a structured approach to identifying the root cause and actions to address systemic problems.

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Article • 4 min read

The Problem-Solving Process

Looking at the basic problem-solving process to help keep you on the right track.

By the Mind Tools Content Team

Problem-solving is an important part of planning and decision-making. The process has much in common with the decision-making process, and in the case of complex decisions, can form part of the process itself.

We face and solve problems every day, in a variety of guises and of differing complexity. Some, such as the resolution of a serious complaint, require a significant amount of time, thought and investigation. Others, such as a printer running out of paper, are so quickly resolved they barely register as a problem at all.

Despite the everyday occurrence of problems, many people lack confidence when it comes to solving them, and as a result may chose to stay with the status quo rather than tackle the issue. Broken down into steps, however, the problem-solving process is very simple. While there are many tools and techniques available to help us solve problems, the outline process remains the same.

The main stages of problem-solving are outlined below, though not all are required for every problem that needs to be solved.

1. Define the Problem

Clarify the problem before trying to solve it. A common mistake with problem-solving is to react to what the problem appears to be, rather than what it actually is. Write down a simple statement of the problem, and then underline the key words. Be certain there are no hidden assumptions in the key words you have underlined. One way of doing this is to use a synonym to replace the key words. For example, ‘We need to encourage higher productivity ’ might become ‘We need to promote superior output ’ which has a different meaning.

2. Analyze the Problem

Ask yourself, and others, the following questions.

Where is the problem occurring?
When is it occurring?
Why is it happening?

Be careful not to jump to ‘who is causing the problem?’. When stressed and faced with a problem it is all too easy to assign blame. This, however, can cause negative feeling and does not help to solve the problem. As an example, if an employee is underperforming, the root of the problem might lie in a number of areas, such as lack of training, workplace bullying or management style. To assign immediate blame to the employee would not therefore resolve the underlying issue.

Once the answers to the where, when and why have been determined, the following questions should also be asked:

Where can further information be found?
Is this information correct, up-to-date and unbiased?
What does this information mean in terms of the available options?

3. Generate Potential Solutions

When generating potential solutions it can be a good idea to have a mixture of ‘right brain’ and ‘left brain’ thinkers. In other words, some people who think laterally and some who think logically. This provides a balance in terms of generating the widest possible variety of solutions while also being realistic about what can be achieved. There are many tools and techniques which can help produce solutions, including thinking about the problem from a number of different perspectives, and brainstorming, where a team or individual write as many possibilities as they can think of to encourage lateral thinking and generate a broad range of potential solutions.

4. Select Best Solution

When selecting the best solution, consider:

Is this a long-term solution, or a ‘quick fix’?
Is the solution achievable in terms of available resources and time?
Are there any risks associated with the chosen solution?
Could the solution, in itself, lead to other problems?

This stage in particular demonstrates why problem-solving and decision-making are so closely related.

5. Take Action

In order to implement the chosen solution effectively, consider the following:

What will the situation look like when the problem is resolved?
What needs to be done to implement the solution? Are there systems or processes that need to be adjusted?
What will be the success indicators?
What are the timescales for the implementation? Does the scale of the problem/implementation require a project plan?
Who is responsible?

Once the answers to all the above questions are written down, they can form the basis of an action plan.

6. Monitor and Review

One of the most important factors in successful problem-solving is continual observation and feedback. Use the success indicators in the action plan to monitor progress on a regular basis. Is everything as expected? Is everything on schedule? Keep an eye on priorities and timelines to prevent them from slipping.

If the indicators are not being met, or if timescales are slipping, consider what can be done. Was the plan realistic? If so, are sufficient resources being made available? Are these resources targeting the correct part of the plan? Or does the plan need to be amended? Regular review and discussion of the action plan is important so small adjustments can be made on a regular basis to help keep everything on track.

Once all the indicators have been met and the problem has been resolved, consider what steps can now be taken to prevent this type of problem recurring? It may be that the chosen solution already prevents a recurrence, however if an interim or partial solution has been chosen it is important not to lose momentum.

Problems, by their very nature, will not always fit neatly into a structured problem-solving process. This process, therefore, is designed as a framework which can be adapted to individual needs and nature.

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Six Steps Demystified

The six-step approach offers a framework for creative problem solving. Although each step is critical, it is important that participants don't forget that conducting RESEARCH on a topic sets up a strong foundation. Being knowledgeable about a topic allows for better understanding of the bigger picture and is a key part of identifying problems as well as generating solutions. Successful problem solvers always have conducted research on the topic.

There are two essential Pre-Steps before starting the six-step process.

Research the topic

Read and analyze the future scene

Underlying Problem

Evaluate Solutions

Action Plan

Develop an Action Plan

The solution idea (which receives the highest total from STEP 5) is described in detail within the action plan. Develop your action plan by relating the idea back to the U.P. Demonstrate how your action plan will achieve what you set out to accomplish in STEP 2 (the KVP and Purpose).

Tips:

Explain in detail the who, what, how why, where, and when of your action plan. Who will carry out the plan or be involved? What will be done to solve the problem? When will the results begin and will it continue? Where will the plan be implemented? Why will this idea positively impact the future scene? How will the action plan be carried out? How does it positively impact the U.P.?

New facts to your action plan may be added, as long as each addition represents a subpart of your action plan.

Sample Format: One approach might be to write five complete paragraphs in elaboration of your action plan.

An overview of the plans steps and stages of implementation ( Who and What ).

Discuss the reasons or logic behind the solution being the best choice ( Why and How the plan solves every aspect of the U.P.).

Discuss potential roadblocks or challenges that will likely confront this action plan, along with ideas or actions for overcoming these obstacles.

Highlight the strengths which Action Plan possess.

Underscore the many positive impacts that the action plan will provide to the whole situation described in the future scene. Provide a justification ( Why and How ) for each positive impact and benefit derived from the implementation of the action plan.

Produce Solution Ideas to the Underlying Problem

Solutions are detailed plans to solve all aspects of the team’s U.P.

Elaborate by indicating WHO will implement the solution idea, WHAT will be done, HOW the solution idea will work, and WHY the solution idea will solve the KVP and Purpose of the U.P.

Elements of the future should be incorporated within these action proposals by utilizing new or special technologies, methods, or procedures that would be effective.

Solution ideas are to be stated as definite proposals (e.g. "will").

Incorporate futuristic aspects in your writing of the solution idea.

Attempt to produce solutions for every relevant category of thought for the future scene as possible.

Generate and Select Criteria to Evaluate Solution Ideas

Brainstorm criteria that question the creative potential and importance of solution ideas. Create criteria which will measure the comparative quality (relevance and/or validity) of your STEP 3 solutions.

Only identify one concern/dimension with each criterion. Avoid the use of "and" in a criterion.

It is helpful to include superlatives words (e.g. least, most, greatest, fewest, etc.).

You can create advanced criteria by considering various aspects of the future scene or your U.P. (KVP or Purpose) within a criterion.

Include the phrase, "which solution will" and phrase each in the form of a question.

Identify Challenges Related to the Topic or Future Scene

Challenges note important concerns, problems, issues, or challenges that have a strong possibility of occurring within the future scene.

Written in statement form.

Stated in terms of possibility (e.g. may, could, might).

Must have relation to the future scene by containing terms or phrases that describe the topic, place, and/or individuals detailed in the future scene.

Challenges may either cause the future scene or result from the future scene.

Explain WHAT the challenge is, WHY it is a challenge, and HOW it relates to the future scene.

Phrase your challenges as cause and effect logic statements.

Attempt to find as many challenges as you can for every relevant category of thought for the future scene (about 12 categories should be your goal).

Incorporate ideas or concepts found during your research when writing the selected challenges from your group’s brainstorming whenever possible.

Select an Underlying Problem

The Underlying Problem (U.P.) is a statement of the most important challenge identified in STEP 1. The selected challenge, if solved, might solve many of the other challenges identified in the Future Scene. A challenge causing other concerns to occur in the scenario is much preferred as the U.P. rather than a challenge resulting from the future scene’s situation.

How To Structure A U.P.: A U.P. should be stated in one question containing the following five basic components.

Condition Phrase: A beginning sentence that describes the most significant challenge selected from STEP 1 that may be causing many other challenges in the future scene. The conditions should describe an effect and a cause arising from the future scene. The conditions are the impetus for the area of concern that the team has chosen for their solution finding. Since and due to (or because) could be a format used to write the condition phrase.

Stem: Phrased as "How might we" or "In what ways might we"

Key Verb Phrase (KVP): One main verb which is active, descriptive, and clear which describes the action that must be done to solve the problem.

Purpose: The what you aim to accomplish by doing the Key Verb Phrase.

Future Scene Parameters (FSP): The geographic location, time, and topic described within the future scene.

The U.P. should address only one issue (one action in the KVP and one goal in the Purpose).

The action stated in your KVP should be clear and the goal or outcome described in your Purpose should be measurable.

Evaluate Solution Ideas to Determine the Better Action Plan

Select your 8 most promising solution ideas and list them in the 8 solution idea blanks of the grid. If you have fewer than 8, list them all. Rank order your solution ideas from 8 (best) to 1 (least effective) relative to each criterion from STEP 4. Ensure that you use each number between 8 and 1 only once in each vertical column. Sum the ratings across the grid to total the ranks given to each solution. The solution with the highest total rank is the solution used to develop your action plan in STEP 6.

It is always helpful to familiarize yourself with the six steps by looking at the full blank booklet and understanding how evaluators review each step through the GIPS Evaluation Scoresheet which can also be found under at the Virtual Center .

The GIPS Key Tips packet found under at the Virtual Center offers more in-depth explanation of each step. If you have any questions about the six steps never hesitate to reach out to our Evaluation Director, so we can offer more insight. Always remember to review the evaluators' scoresheet after each submission and read the feedback which can offer advice on how to further improve.

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COMMENTS

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Problem-solving workshop: Step-by-Step

Problem-solving workshop consists of 6 steps

Step 2: Apply root-cause analysis and 5 whys

Step 3: Identify the biggest root-cause using Pareto analysis

Step 4: Restate the new problem for the biggest root-cause

Step 5: Brainstorm solutions

Step 6: Identify improvement backlog items (NRFs)

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What is a problem-solving workshop?

When to run a problem-solving workshop

1. Get the right people together

4. Evaluate the ideas to ensure they’re robust

3. Come up with ideas to solve your problem

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Problem-Solving Workshop

Where did Problem-Solving Workshops come from?

Why should I conduct a problem-solving workshop?

How to run a problem-solving workshop

Step 2: Establish the Objective and Scope

Step 3: Identify the Right Problem and Root Cause

Step 4: Generate Ideas to Solve the Problem

Step 5: Evaluate and Refine Ideas

Step 6: Select the Best Solution

Step 7: Develop a Plan for Implementation or Testing

Step 8: Follow Up and Iterate

Typical pitfalls when running a Problem-Solving Workshop

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