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8-step problem solving process, organizational effectiveness.
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Step 1: Define the Problem
- What is the problem?
- How did you discover the problem?
- When did the problem start and how long has this problem been going on?
- Is there enough data available to contain the problem and prevent it from getting passed to the next process step? If yes, contain the problem.
Step 2: Clarify the Problem
- What data is available or needed to help clarify, or fully understand the problem?
- Is it a top priority to resolve the problem at this point in time?
- Are additional resources required to clarify the problem? If yes, elevate the problem to your leader to help locate the right resources and form a team.
- Consider a Lean Event (Do-it, Burst, RPI, Project).
- ∙Ensure the problem is contained and does not get passed to the next process step.
Step 3: Define the Goals
- What is your end goal or desired future state?
- What will you accomplish if you fix this problem?
- What is the desired timeline for solving this problem?
Step 4: Identify Root Cause of the Problem
- Identify possible causes of the problem.
- Prioritize possible root causes of the problem.
- What information or data is there to validate the root cause?
Step 5: Develop Action Plan
- Generate a list of actions required to address the root cause and prevent problem from getting to others.
- Assign an owner and timeline to each action.
- Status actions to ensure completion.
Step 6: Execute Action Plan
- Implement action plan to address the root cause.
- Verify actions are completed.
Step 7: Evaluate the Results
- Monitor and Collect Data.
- Did you meet your goals defined in step 3? If not, repeat the 8-Step Process.
- Were there any unforeseen consequences?
- If problem is resolved, remove activities that were added previously to contain the problem.
Step 8: Continuously Improve
- Look for additional opportunities to implement solution.
- Ensure problem will not come back and communicate lessons learned.
- If needed, repeat the 8-Step Problem Solving Process to drive further improvements.
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Sometimes, it is not enough to just cope with the problems – they need to be solved.
Most people engage in problem solving every day. It occurs automatically for many of the small decisions that need to be made on a daily basis.
For example, when making a decision about whether to get up now or sleep in for an extra 10 minutes, the possible choices and the relative risks and benefits of obeying the alarm clock or sleeping later come automatically to mind.
Larger problems are addressed in a similar way. For example: “I have tasks that need to be done by the end of the week. How am I going to get them all done on time?”
After considering the possible strategies, 1 is chosen and implemented. If it proves to be ineffective, a different strategy is tried.
People who can define problems, consider options, make choices, and implement a plan have all the basic skills required for effective problem solving.
Sometimes following a step-by-step procedure for defining problems, generating solutions, and implementing solutions can make the process of problem solving seem less overwhelming.
Six step guide to help you solve problems
Step 1: identify and define the problem.
- State the problem as clearly as possible. For example: “I don’t have enough money to pay the bills.”
- Be specific about the behaviour, situation, timing, and circumstances that make it a problem. For example: “I need to pay the phone and gas bills, and I don’t have enough money to cover both this month.”
Step 2: Generate possible solutions
- List all the possible solutions; don’t worry about the quality of the solutions at this stage.
- Try to list at least 15 solutions, be creative and forget about the quality of the solution.
- If you allow yourself to be creative you may come up with some solutions that you would not otherwise have thought about.
Step 3: Evaluate alternatives
- The next step is to go through and eliminate less desirable or unreasonable solutions.
- Order the remaining solutions in order of preference.
- Evaluate the remaining solutions in terms of their advantages and disadvantages.
Step 4: Decide on a solution
- Specify who will take action.
- Specify how the solution will be implemented.
- Specify when the solution will be implemented. For example: tomorrow morning, phone the gas company and negotiate to pay the gas bill next month.
Step 5: Implement the solution
- Implement the solution as planned.
Step 6: Evaluate the outcome
- Evaluate how effective the solution was.
- Decide whether the existing plan needs to be revised, or whether a new plan is needed to better address the problem.
- If you are not pleased with the outcome, return to step 2 to select a new solution or revise the existing solution, and repeat the remaining steps.
Problem solving is something we do every day.
Some problems are small or easily solved - others are more complicated and can seem overwhelming.
One way of tackling problems is to use a specific and systematic problem solving procedure. If you’ve tried to solve certain problems without much success, try these steps out and see if they help.
Learning to solve problems effectively will help you to minimise the level of stress in your life and improve your overall sense of well-being.
Try it out and see.
Where to get help
Centre for Clinical Interventions (CCI)
- 9.00am – 5.00pm, Monday to Friday
- Phone: (08) 9227 4399
- Email: [email protected]
- Read more about the Centre for Clinical Interventions
See your doctor
Visit healthdirect (external site) or call 1800 022 222, mental health emergency response line (mherl).
- Metro callers: 1300 55 788
- Peel: 1800 676 822
- Rural and remote areas 1800 552 002
- Most people engage in problem solving daily.
- Sometimes following a step-by-step process to define problems, consider options and make choices can make problem solving less overwhelming.
- You can always talk to your doctor or mental health practitioner and ask for help.
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This publication is provided for education and information purposes only. It is not a substitute for professional medical care. Information about a therapy, service, product or treatment does not imply endorsement and is not intended to replace advice from your healthcare professional. Readers should note that over time currency and completeness of the information may change. All users should seek advice from a qualified healthcare professional for a diagnosis and answers to their medical questions.
- Centre for Clinical Interventions
- Unhelpful thinking styles
- Depression – reversing the vicious cycle
- Anxiety – reversing the vicious cycle
- Centre for Clinical Interventions (external site)
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- Patients' rights
7 Steps to an Effective Problem-Solving Process
September 1, 2016 | Leadership Articles
An effective problem-solving process is one of the key attributes that separate great leaders from average ones.
Being a successful leader doesn’t mean that you don’t have any problems. Rather, it means that you know how to solve problems effectively as they arise. If you never had to deal with any problems, chances are pretty high that your company doesn’t really need you. They could hire an entry-level person to do your job!
Unfortunately, there are many examples of leaders out there who have been promoted to management or leadership positions because they are competent and excel in the technical skills needed to do the work. These people find themselves suddenly needing to “think on their feet” and solve problems that are far more high-level and complicated than they’ve ever really had to deal with before. Are there tools available to these people to help them solve the problem correctly and effectively? Absolutely!
Today, I am going to introduce you to the Seven Steps of Effective Problem Solving that Bullet Proof® Managers are learning about, developing, and implementing in their teams.
Step 1: Identify the Problem
What are things like when they are the way we want them to be?
This question helps you find the standard against which we’re going to measure where we are now. If things were going the way we want them to go, what does that look like? If this person were doing the job we want him or her to do, what would they be doing?
And then ask this important question: How much variation from the norm is tolerable?
Therein lies the problem. From an engineering perspective, you might have very little tolerance. From a behavioral perspective, you might have more tolerance. You might say it’s okay with me when this person doesn’t do it exactly as I say because I’m okay with them taking some liberty with this. Some other issue you may need 100% compliance.
Step 2: Analyze the Problem
At what stage is this problem? This helps you identify the urgency of the problem, and there are generally three stages.
The emergent stage is where the problem is just beginning to happen. It does not cause an immediate threat to the way business operates every day. It is just beginning to happen and you have time on your side to be able to correct it without it causing much damage to the processes it is affecting. The mature stage is where this problem is causing more than just minor damage. Some amount of damage has been done, and you need to jump on it immediately to fix it before it becomes a problem where the consequences may be greater, deeper, and more expensive if we don’t solve this problem fast.
The third stage is the crisis stage, when the problem is so serious it must be corrected immediately. At this stage, real damage has been done to company processes, reputation, finances, etc. that will have potentially long-term effects on your ability to do business.
Step 3: Describe the Problem
You should be able to describe a problem by writing it in the form of a statement and you should do it in 12 words or less, assuming it’s not a complicated, scientific problem. This way, you have clarity exactly what the issue is. Then, perhaps try distributing it to your team to ensure they agree that this is the root of the problem, that it makes sense, and everyone that is working toward a solution is working toward the same goal.
The most important question of all, when describing your problem: Is your premise correct?
Let me give you an example of what I mean. We’ve all heard – or read – the story of the engineer’s take on the old “half empty, half full” question. A speaker holds up the glass of water and asks if the glass is half empty or half full, a discussion within the group ensues, and you generally expect some sort of lesson in optimism, etc. from it. In this version, an engineer is in the room and answers, “I see this glass of water as being twice the size it needs to be.”
You see, sometimes when you are the one in charge of the problem, you tend to set the premise of the problem from your own perspective. But, that premise may not be accurate, or it may just need an alternate perspective from which to see it. If your premise is not correct, or at least incomplete, you are not fully understanding the problem and considering all the best options for a solution.
Step 4: Look for Root Causes
This step involves asking and answering a lot of questions. Ask questions like: What caused this problem? Who is responsible for this problem? When did this problem first emerge? Why did this happen? How did this variance from the standard come to be? Where does it hurt us the most? How do we go about resolving this problem?
Also, ask the most important question: Can we solve this problem for good so it will never occur again? Because an important aspect to leadership is coming up with solutions that people can use for a long-term benefit, rather than having to deal with the same problems over and over and over.
Step 5: Develop Alternate Solutions
Just about any problem you have to deal with has more solutions to it than the one that you think of first. So, it is best to develop a list of alternate solutions that you and your team can assess and decide which one will be the best for the particular problem. I often use the ⅓ + 1 Rule to create consensus around one – or the top two or three solutions – that will be best for everyone involved.
Then rank those solutions based on efficiency, cost, long-term value, what resources you have and that you can commit to the solution of the problem. Then, look at every one of those solutions carefully and decide what you believe to be the best solution to this problem at this time.
Step 6: Implement the Solution
Implementing the solution you decide on can include creating an implementation plan. It could also include planning on what happens next if something goes wrong with the solution if it doesn’t work out the way you thought it would. Implementation means that everyone on your team knows and understands their part in making the solution work, that there are timelines for execution, and also that you have a system in place to track whether or not the solution has corrected the problem.
Step 7: Measure the Results
From your implementation plan in step 6, make sure you track and measure the results so you can answer questions such as: Did it work? Was this a good solution? Did we learn something here in the implementation that we could apply to other potential problems?
These seven simple steps will help you become a more effective, efficient problem solver in your organization. As you practice this process and develop the skills, these steps will become more natural to you until the point that you are using them without noticing!
About Crestcom International, LLC.
Crestcom International, LLC is an international leadership development organization, training more than one million leaders for 25,000 businesses in over 60 countries across the globe. Crestcom achieves this through a blend of live-facilitated multimedia video, interactive exercises, and shared learning experiences. Crestcom implements action plans and coaching accountability sessions to ensure measured development in key leadership competency areas. For more information, please contact your local Crestcom representative found here .
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